HomeMy WebLinkAboutItem I06 COUNTY of MONROE BOARD OF COUNTY COMMISSIONERS
Mayor Michelle Lincoln,District 2
The Florida Keys Mayor Pro Tem David Rice,District 4
y Craig Cates,District 1
James K. Scholl,District 3
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Holly Merrill Raschein,District 5
Regular Meeting
May 20, 2026
Agenda Item Number: I6
26-32108
BULK ITEM: Yes DEPARTMENT: Airports
TIME APPROXIMATE: 11:15 A.M. STAFF CONTACT: Richard Strickland
AGENDA ITEM WORDING: Presentation of Airport Staffing Analysis & Budget Impact of
Personnel Investment, Options and BOCC Direction. TIME APPROXIMATE 11:15 A.M.
ITEM BACKGROUND: Airfield passenger safety is an operational imperative. As such, an integral
element of the Concourse A terminal improvements project focused on the safety of aircraft, safety of
passengers and project execution safety. Passenger enplanements have grown during the construction
of Concourse A and maintaining the highest operational safety while ensuring continuity of security is
a priority.
The advisory letter regarding overtime from Pam Radloff at the Clerk's office recommended an
investigation be conducted of overtime use by exempt employees in the Airports to:
1) confirm the overtime was worked
2) determine the type of work being performed on overtime, and,
3) determine what staffing plan would be needed to reduce or eliminate overtime
An investigator conducting such a review should approach the investigation by first collecting
timesheets (that included overtime) of the exempt employees who were paid overtime in 2025.
To address the first part of the investigation (I. confirming the overtime was worked), the investigator
should compare the timesheets to any available and applicable data sources that would verify work
was performed at the coinciding times recorded on timesheets. These applicable data sources may
include, but are not limited to: phone records, computer logs, emails sent/received, badge swipes,
vehicle logs, or other evidence of work performed on those dates and times.
To address the second part of the investigation (2. Determining the type of work being performed on
overtime), the investigator would review any applicable notes on timesheets and compare to any
available content from the data sources mentioned above. For example, this could include matching
the content and topics of emails to the type of work noted on the timesheets during those dates and
times. It would again include any documentation or evidence of work performed those dates and
times.
The third part of the investigation (3. Proposed staffing plan to reduce or eliminate overtime) would
be determined once information is gained from the first two parts of the investigation. When the type
of work that was performed on overtime and the scheduling circumstances that necessitated the
overtime are known, a recommendation can be formed to hire more staff, train existing staff on new
tasks/responsibilities, reallocate scheduled work hours for individual employees or workgroups, or
some combination of all these.
Selection of the most appropriate type of investigator is a management decision. Options include:
1. internal, existing member(s) of the Employee Services department (HR and/or Safety/Security)
who normally conduct internal investigations of potential policy violations.
2. an internal member of the County Attorney's office to either lead the investigation or partner
with Employee Services.
3. a third-party law firm, forensic accounting/auditing firm, private investigator, or professional
workplace investigator
PREVIOUS RELEVANT BOCC ACTION: N/A
INSURANCE REQUIRED: N/A
CONTRACT/AGREEMENT CHANGES: N/A
STAFF RECOMMENDATION: Approval.
DOCUMENTATION:
Presentation of Airport Staffing Analysis & Budget Impact of Personnel Investment
Airport Response to Advisory Review on Airport Overtime
EYW Ramp Control 09.03.2021
FINANCIAL IMPACT:
Effective Date: TBD
Expiration Date:
Total Dollar Value of Contract:
Total Cost to County:
Current Year Portion:
Budgeted:
Source of Funds:
CPI:
Indirect Costs:
Estimated Ongoing Costs Not Included in above dollar amounts:
Revenue Producing: If yes, amount:
Grant:
County Match:
Insurance Required:
16. Presentation i fiAnalysis & Budgetact of PersonnelInvestment, Options
and BOCC Direction. 11:15 A.M.
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4
Key West
r Inte°natio aI Airport
3491 South Roosevelt Blvd.
Key West, FL 33040
DATE: May 7, 2026
TO: Christine Hurley, AICP Aer°
County Administrator
FROM: Richard Strickland
Executive Director of Airports
RE: Airport response to Clerk Advisory Review—
Monroe County's Overtime Policy& Exempt Overtime
Pursuant to the above referenced review, you requested responses to specific comments in the
review:
1. Page 6 —"Recurring and Preplanned Overtime." Planned and recurring overtime was for the
Concourse A project and aircraft ramp control. The use of auto-fill in Workday is a standard
system function used for administrative efficiency and does not constitute improper
timekeeping. Schedules are coordinated well in advance with executive airport management
based on the fact that only three employees are qualified to perform Aircraft Ramp Control, and
coverage must account for planned leave, sick time, and operational requirements.
Auto-fill is used to pre-populate anticipated schedules and is routinely adjusted, edited, or
deleted as operational needs change prior to actual submittal of time for final approval. All
entries remain subject to review and verification before submission, ensuring accuracy and
compliance with established timekeeping procedures.
2. Page 6 - "Lack of Overtime Management." Planned and recurring overtime was for the
Concourse A project and aircraft ramp control. The overtime policy is not being ignored by Airport
management. The causes of overtime are known, documented, and can be verified as work
performed. Based on operational requirements and in accordance with the County's overtime
policy, overtime is planned, reviewed, and approved by Airport management. Timecards were
and are approved by the Executive Director of Airports and the County Administrator.
Airport safety and airfield safety are the airport director's responsibility and number one priority.
The function of ramp control in safely operating the airfield and executing aircraft movements is
a matter of life safety and is absolutely needed to avoid a wing to wing aircraft collision. Just one
aircraft incident would be millions of dollars.
If overtime wasn't worked to perform certain tasks, such as aircraft ramp control, total chaos
would have occurred on the airfield with phone calls from airlines to the Airport Director.
This review of airport overtime was conducted without consultation with Airport management
regarding the operational necessity of overtime, and without a full understanding of the
requirements of operating a commercial airport as defined bythe Federal Aviation Administration
(FAA) and Transportation Security Administration (TSA). The Airport operates 24 hours a day, 7
days a week, 365 days a year. Even after the final flight of the evening,there are staff on site either
working their assigned shifts to support airport security requirements, or to perform essential
repairs, maintenance and construction and/or addressing other ongoing operational needs that
can only be completed during non-operational hours.
Additionally, prior to the issuance of this review, my Deputy Director of Airport Finance &Admin.
and I had already begun planning to add an additional Operations & Security staff member. We
were actively developing the job description and associated budget for this position. This
planning also reflects the extended timeframe required to recruit a qualified candidate following
the departure of the former Assistant Director of Airports and the eventual hire of the new
Assistant Director of Airports, including the time itwilltake to identify and attract a candidate with
the specialized skill set required for a 24/7 commercial airport operation.
Importantly, while we continue to evaluate staffing needs, overtime remains an operational
necessity to ensure continuous airport coverage and compliance with safety and security
requirements. The use of overtime is more cost-effective than the full burdened cost of an
additional full-time employee, particularly when considering salary, benefits, training, and
onboarding expenses. As such, overtime is being managed as a deliberate and cost-conscious
operational tool to maintain required service levels while staffing decisions are being finalized.
1. Page 7 - "Exempt Overtime Is Paid Not For Unusual or Extraordinary Circumstances." This
assertion is incorrect and reflects a misunderstanding of the operational realities at the airport.
The majority of overtime worked by the two exempt airport managers is directly attributable to
mandatory Aircraft Ramp Control (ARC) coverage every weekend day totaling no less than 884
hours annually plus an additional 104 hours for coverage across 13 holidays. These hours are
further extended by irregular operations, including weather events, mechanical delays,
diversions, and peak traffic surges.
As previously stated, it is the Executive Director of Airports'responsibility to ensure airfield safety,
through aircraft ramp control, which a matter of life safety to avoid aircraft collisions.
These are not discretionary or avoidable circumstances. They are inherent to operating a
commercial service airport with continuous aircraft activity in a constrained environment. ARC
coverage is a safety-critical function that must be maintained without interruption, regardless of
weekends, holidays, or operational disruptions. The limited number of qualified personnel
requires advance scheduling and, when necessary, overtime to ensure compliance with safety
and operational requirements.
Characterizing this overtime as unrelated to unusual or extraordinary circumstances ignores the
fact that sustained weekend and holiday coverage, combined with unpredictable irregular
operations, is precisely what creates these conditions in an airport environment.The overtime in
question is a direct result of maintaining required safety standards and operational continuity, not
a misuse of scheduling or overtime.
There are onlythree (3) airport staff members qualified to perform Aircraft Ramp Control(ARC) at
Key West International Airport (EYW) due to the highly specialized, experience-based nature of
the role. This is not a function that can be quickly staffed or reassigned; it requires years of direct
airfield operations experience, technical proficiency, and demonstrated operational judgment.
Non-exempt employees such as the airport operations officers (AOOs)work three different shifts
on various days throughout the week. Their main duties are manning security cameras and
checking vehicles and occupants for proper security credentials/badging at access gates from
landside to secure area. The AOOs that work on the landside assist with safe passenger flow from
arrivals to taxis, Uber/Lyft and across the street the main airport road to rentals cars or the main
terminal building. The AOOs are not trained, tasked nor expected to perform the specialized
function of ARC.
It is important to understand that proficiency in Aircraft Ramp Control(ARC) is developed through
years of direct airfield operations experience, requiring a combination of technical expertise,
operational judgment, and familiarity with the unique constraints of Key West International
Airport(EYW).This capability cannot be obtained through entry-level training or quickly replaced,
particularly given the limited workforce and lack of an established training pipeline.A description
of Ramp Control is attached to clarify the specialized nature of this role.
ExecutingARC in the constrained environment at EYW demands continuous high-level situational
awareness, precise and compliant radio communications using Federal Aviation Administration
(FAA) phraseology, and the ability to safely coordinate multiple simultaneous aircraft and ground
vehicle movements within extremely limited space. There is no margin for error in this
environment, and any lapse in coordination could result in immediate safety consequences.
The effectiveness of this approach is evidenced by the absence of aircraft ramp incidents since
ARC was implemented.That record is not incidental it is the direct result of qualified personnel
performing a critical safety function correctly and consistently under demanding operational
conditions.
The success of the Concourse A project was directly dependent on aircraft ramp control and
coordinated pushback operations, which enabled safe aircraft alignment along the north face of
the concourse with eight boarding bridges in an active airfield environment. This was not a
conventional construction project it required continuous, real-time coordination with live
aircraft and passenger activity in a confined space. Any assessment that ignores these
conditions, or the operational controls required to manage them, is incomplete and inaccurate.
In addition, the Clerk's Office assertion that the prior terminal construction was completed with
nominal overtime, and therefore represents a benchmark for current operations, is inaccurate. That
project was a landside build on a former parking lot. It did not involve active airfield operations, live
aircraft movements, nor the safety constraints still present today. By contrast, Concourse A was
constructed in a confined, active airside environment requiring continuous coordination with aircraft
and passenger activity. The operational demands are not comparable, and any assumption that
similar staffing or overtime practices would apply is fundamentally flawed.
The Executive Director of Airports is responsible for ensuring the safe and secure operation of the
airport and the protection of passengers and aircraft. This includes ensuring that qualified and
properly trained staff are in place to perform critical life-safety functions in accordance with
applicable federal regulations and operational requirements.
In accordance with 14 CFR 139.5, the Airport Director is the accountable executive designated and
responsible for implementing and maintaining the Airport Safety Management System. The
accountable executive has control of and oversees the human and financial resources needed to
support operations under the Airport Operating Certificate, and is ultimately responsible to the FAA,
on behalf of the certificate holder, for the safety performance of those operations.
It is important to note that the airport director is given authority by the governing body (BOCC) to
execute grants, and as such is the authorized representative responsible for completion of projects
without undue delay and in conformance with requirements, and to ensure proper stewardship of
federal and state funds.
Pursuant to Title 49, United State Code, and the FAA Reauthorization Acts of 2018 and 2024, the
airport director is the accountable executive responsible for complying with and ensuring
compliance with all terms, conditions and all assurances of a grant agreement.
One such grant assurance for projects, which include terminal development at a public-use airport,
is compliance with all safety equipment requirements, and the provision of adequate and safe
access to passenger enplaning and deplaning from aircraft.
EYW started Ramp Control on September 03, 2021.
This document is intended to provide an understanding of the specialized role of Ramp Control within a
commercial airport environment, as well as to highlight the operational complexity associated with the
position—particularly under the single-operator model in place at EYW.
Specialty Function of Ramp Control
Ramp Control serves as the central coordination point for all aircraft and ground movement within the
non-movement areas of the airfield, commonly referred to as the secured ramp.This function is distinct
from Air Traffic Control (ATC) and is focused on ensuring the safe, efficient, and orderly flow of aircraft
between gates, parking positions, and taxiways.
Key responsibilities include:
• Coordinating aircraft pushbacks, taxi routing, and gate assignments
• Managing real-time ramp congestion and mitigating operational conflicts
• Communicating with multiple stakeholders including airlines, ground handlers, maintenance
teams,fuelers and ATC
• Ensuring adherence to safety protocols, including wingtip clearance,vehicle movement, and
personnel positioning
• Responding to irregular operations such as delays, diversions, or equipment malfunctions
Ramp Control operates in a high-tempo, safety-critical environment where situational awareness and
precise communication are essential.
Operational Complexity at EYW
At EYW, Ramp Control is uniquely structured as a single-person operation,which significantly increases
the level of responsibility and complexity assigned to the controller. Unlike larger airports where duties
may be distributed among multiple personnel or positions, the Ramp Controller at EYW must
simultaneously manage all aspects of ramp activity in real time.
This includes:
• Maintaining continuous communication across multiple radio frequencies and operational
channels
• Monitoring and sequencing all aircraft movements on the ramp without direct assistance
• Rapidly prioritizing tasks during peak operational periods or irregular events
• Making time-sensitive decisions that directly impact safety, efficiency, and airline operations
The single-operator model requires a high degree of proficiency, multitasking capability, and decision-
making under pressure.The controller must maintain full situational awareness at all times, often
balancing competing priorities while ensuring zero compromise to safety standards.
Conclusion
Ramp Control at EYW is a critical operational function that demands both technical expertise and
exceptional cognitive workload management.The single-person structure further elevates the
complexity of the role, requiring consistent coordination,vigilance, and professionalism.
All tenants and stakeholders are encouraged to remain mindful of Ramp Control directives and maintain
clear,timely communication to support safe and efficient ramp operations.
Service development
Breeze Airways June 12, 2025
Spirit Air November 06, 2025
Avelo Air November 19, 2025