2013-2014 Strategic Plan.pdf - Polk County Sheriff's Office

Polk County Sheriff’s OfficeStrategic PlanandFY 2013 -2014 BudgetSubmitted to thePolk CountyBoard of County CommissionersBySheriff Grady JuddPolk County Sheriff’s Office

Table of ContentsTraffic Crashes.................................................................................................................46Crime Trends-Key Issues.................................................................................................48-51Department of Law Enforcement Goals..........................................................................52-54Inmate Population............................................................................................................56Jail Bookings...................................................................................................................57-58Detention Trends-Strategies............................................................................................59-60Pre-adjudicated Juveniles................................................................................................61Department of Detention Goals......................................................................................62-65Office of Business Affairs-Key Issues............................................................................66Office of Business Affairs Goals....................................................................................67-68Community Investment Priorities...................................................................................69Evaluation of 2012 Agency Goals and Objectives.........................................................71-892013 Agency Goals and Objectives................................................................................91-965

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Budget MessageApril 25, 2013The Honorable Melony M. BellChair, Polk County Board of County CommissionersCounty Administration BuildingBartow, FL 33830RE: Polk County Sheriff’s Office 2013-14 Strategic Plan & Program BudgetDear Chairman Bell:During these difficult economic times, it is my responsibility as Polk County’s chief lawenforcement officer to balance local government’s highest priority—to provide public safetyservices—with the reality of fewer resources. During these tough years when our economy has beenin and near recession, we have reduced the size of our agency, closed programs, combined services,contracted for services, altered processes, and increased the use of volunteers.At the same time, however, our demand for service is higher—law enforcement call activity is up by26% over the last three years. An increase in population without an increase in allocation hasresulted in a lower deputy-per-thousand ratio – decreasing the ratio to 2006 levels. We are doingmore with fewer resources. Because of budget constraints and the knowledge of the county’s budgetshortfall, we are forced to cut 17 deputy sheriff positions from our FY13-14 request.We continue to face significant funding and personnel challenges. A grant that funds ourCommunity Sheriff’s Service Officer (SSO) program, which has funded 23 civilian positions, isexpiring. Anticipating the expiration of the SSO grant, we began planning in 2012 to recruit andtrain volunteers to work as civilian Sheriff’s Service Officers. Our first group of 20 volunteer SSOstook their Oath of Office on April 10 th . They are being deployed into the field now and will helpwith the workload, but we are still losing significant patrol hours and experience.Because of increased bookings and increased inmate population at the county jail, we have beenforced to open a housing unit to hold the additional inmates, which requires 12 new positions. Wehave included only 8 new detention deputy positions in the 2013-14 budget because we were able tofund 4 positions with existing resources through an internal reorganization. Several years ago, weclosed a dorm and cut staffing because inmate population declined, but that trend reverseddramatically in 2012. Our bookings increased by almost 1,000 inmates, and the subsequent dailyinmate population increased by 300 inmates. We are also seeing more hospital watches due to asicker jail population. Already in 2013, we have seen a 40% spike in the number of hospitalwatches. The number of inmate transports has increased because of the increase in bookings andoverall inmate population.

Polk County Sheriff ’s OfficeAgency at a GlanceThe Polk County Sheriff’s Office is a full-service lawenforcement agency serving Polk County, Florida.Polk County is the fourth largest county in the statewith approximately 2,010 total square miles andthe ninth most populated county with an estimatedpopulation of 606,888 (BEBR, 2013). Polk Countyis comprised of seventeen municipalities, the largestbeing Lakeland, and is located in Central Florida, withTampa to the west and Orlando to the east.The Sheriff is an independent constitutional officerand, by function, is constitutionally charged with theresponsibility of providing primary law enforcementservices within Polk County. The agency also providesrelated law enforcement services to the entire county,including: the delivery of court processes, serviceof warrants, collection of seized firearms, serviceresponse, assistance to municipal agencies, animalcontrol, crime prevention and education programs,victim assistance services, and school crossingguards.and Bartow) and Polk County Emergency MedicalServices.The Sheriff is presently delegated the responsibility,by the Board of County Commissioners, for theadministration and daily operation of the CentralCounty Jail, South County Jail, Central Booking, thetransportation of inmates, and the housing of preadjudicatedyouth. The Sheriff is statutorily chargedwith the responsibility for providing deputies to attendthe Polk County Board of County Commissioners’meetings. Additionally, the Sheriff maintainscourthouse and courtroom security for all sessions ofCounty and Circuit Courts within Polk County.The Sheriff administers directed patrol andinvestigative responsibilities in a primary service areaconsisting of specific geographic areas comprised oftwo divisions and five districts. The Polk CountySheriff’s Office has contracted with six municipalitiesto provide law enforcement services, as well asfour municipalities to provide police dispatchingservices. In addition, the Polk County Sheriff’s Officeadministers dispatching services for Polk County FireServices (except Lakeland, Lake Alfred,10

Sheriff Grady JuddChief of StaffOffice ofCommunicationsOffice ofProfessionalComplianceOffice ofLegal AffairsAdministrativeInvestigationsDepartment ofDetentionDepartment ofLaw EnforcementOffice ofBusiness AffairsAs of January 2013, the Sheriff’s Office had allocated 1,663 full-time positions, categorized as follows:Sworn Positions: 651*Certified Positions: 347Civilian Positions: 665The Office of the Sheriff and the functions of the Office of Communications, Office of Legal Affairs, AdministrativeInvestigations, and Office of Professional Compliance staffs 50 members.The Department of Law Enforcement staffs 937 members.The Department of Detention staffs 517 members.The Office of Business Affairs staffs 159 members.In addition, there are 249 part-time members and 3,196 active volunteers, bringing the total agency member countto 5,108.*Includes 8 sworn positions for Frostproof, 1 sworn position for Polk City, 11 sworn positions for Fort Meade, 11 sworn positionsfor Mulberry, 10 sworn positions for Dundee, and 6 sworn positions for Eagle Lake.11

12Members will protect the community byproactively preventing crime and safelydetaining those arrested. Quality of life willbe improved through innovation, education,teamwork, community partnerships, andexceptional customer service. We willmeasure, benchmark, and create models toensure professional, efficient, quality service isprovided to those we serve.

Strategic PlanPurposeA strategic plan with tangible goals, objectives, and quantifiable measurements steers our pathin making the agency’s vision a reality. The successful implementation of the plan also requiresa solid community foundation, with support from the stakeholders of the community, includingagency members and community partners and leaders. Although some law enforcementagencies construct a strategic plan that may encompass the next two to five years, the PolkCounty Sheriff’s Office acknowledges that factors and variables, whether internal or external,can change throughout the year and can impact the progress and direction of the agency. In orderto stay ahead of such events and changes, PCSO develops annual goals and objectives, as wellas discusses the trends and important topics that the agency is facing. The purpose of the PolkCounty Sheriff’s Office Strategic Plan 2013-2014 is to:Establish the goals and objectives for the agency, as well as identify how these goals will beaccomplished;Determine those factors, both internal and external, that may affect the outcome of theagency’s goals;Plan for the short-term and long-term success of the agency; andInform the citizens of Polk County about the quality and level of service they deserve andcan expect.“Our goals can only bereached through a vehicleof a plan, in which we mustfervently believe, and uponwhich we must vigorouslyact. There is no other routeto success.”- Stephen A. BrennanSenior Staff Retreat, 201214

Strategic PlanStakeholdersSenior Staff Retreat, 2012Executive & Senior Staff: The agency’s Executive and Senior Staff provide the leadership,guidance, and direction to ensure the strategic plan is formulated and implemented. In addition,the Executive and Senior Staff provide clear and consistent communication of and adherence tothe agency’s vision, mission, values, and performance expectations.Agency Members: The involvement of sworn, certified, and civilian members at all levels withinthe Sheriff’s Office is paramount to the success of the strategic plan. Agency members providedirection through SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses andfeedback within the various departments. Agency members are responsible for implementingthe plan on a daily basis.Community Partners & Leaders: Development and implementation of the plan is dependentupon participation with other government entities and organizations, including the Polk CountyBoard of County Commissioners, Polk Vision, and various Chamber of Commerce groups.Additionally, the agency partners with community leaders across the county through othermeans, including the Sheriff’s Advisory Council, Sheriff’s Leadership Council, and the Citizen’sAssisted Patrol (CAP) Program.As our community continues to grow, it is important that all stakeholders remain actively involvedin developing future goals and objectives for the foundation of the Polk County Sheriff’s OfficeStrategic Plan. United as one team, we will be prepared to exceed the community’s expectationsof providing superior, cost-effective law enforcement and detention services.“The Strategic Planning Process encompasses broad policy and directionsetting, internal and external assessments, attention to key stakeholders,the identification of key issues, development of strategies to deal with eachissue, decision making, action, and continuous monitoring of results.”- J. Bryson15

Strategic Planning ProcessThe following explains the various steps the Polk County Sheriff’s Office takes in our StrategicPlanning Process.Step 1: SWOTThe strategic planning process begins with SWOT (Strengths, Weaknesses, Opportunities, and Threats)analyses and meetings that are conducted biannually throughout the various departments. SWOT analysesallow the agency to review the issues that the agency is currently facing and the strengths and opportunitiesthat can further enhance the agency in accomplishing its mission and goals. This information is gatheredand is an instrumental tool in the development of the agency’s goals and objectives, as well as the overallstrategic plan.Step 2: Mid-Year ReviewIn July, the Strategic Planning Unit reviews the progress made toward the current agency goals andobjectives. This mid-year review is compiled into one document and distributed among Senior Staff fortheir review and discussion amongst the various departments. The mid-year review analysis providesagency staff with a better understanding of the implementation and evaluation of the agency’s goals andobjectives, thus far.Step 3: AssessAside from the mid-year review, the Strategic Planning Unit gathers information throughout the year toassess past strategic plans and the direction of the agency. This information is compiled, along with themid-year review and the various SWOT analyses, to assist in the Senior Staff Retreat.Step 4: RetreatA retreat is held every fall in which members of Senior Staff (captains and civilian equivalents and above)are required to attend. The retreat is coordinated and moderated through the Office of ProfessionalCompliance. The objectives of the retreat are to discuss pertinent issues that are affecting the agency, aswell as develop preliminary agency goals and objectives. For the 2012 retreat, activities and discussionstook place which allowed the staff to not only become better familiar with the agency’s strategic plan butalso to discuss the future of the agency. This year’s theme focused on leadership in challenging times andovercoming obstacles. In addition, participants participated in a budget exercise and worked to devisestrategies to do more with less resources.Step 5: DevelopBased on the information obtained from the Senior Staff Retreat, the agency goals and objectives aredeveloped and submitted to Executive Staff for their review and approval. Ownership is assigned for eachgoal in order to ensure that progress will be made in attaining all goals and objectives.Step 6: ReviewOnce the agency goals and objectives and the strategic plan are developed, the document is providedto Executive Staff for their review and approval. Comments, suggestions, and additional feedback arepresented and further discussion occurs to determine the best direction for the agency.16

Strategic Planning ProcessStep 7: Final PlanOnce the agency goals and objectives, as well as the strategic plan itself, have been reviewed andapproved, the final plan is released for publication. The Board of County Commissioners receives theyearly PCSO Strategic Plan, which includes the agency’s goals and objectives, the previous year’s goalsand objectives, and the proposed budget for the upcoming fiscal year. This information is provided tothe Board of County Commissioners by May 1 st . The Strategic Plan and Budget can be accessed by thepublic via the Sheriff’s Office website and agency members can also access these through the agency’sIntranet site, Signal 14.Step 8: ImplementImplementation is a crucial step in the planning process. In order for the agency to truly progress, thestrategies devised to achieve the goals and objectives must be employed. For the 2013 agency goals andobjectives, the Polk County Sheriff’s Office has instituted an ownership/accountability section to ensurethe appropriate members are taking the necessary actions to succeed in our goals.Step 9: MonitorAs the planning process continues throughout the year and the agency develops yearly goals and objectives,a key component of the planning process is the monitoring of the agency goals and objectives that havebeen finalized and implemented. The status of these goals is discussed at pre-determined Senior Staffmeetings.Step 10: UpdateAs noted previously, the Polk County Sheriff’s Office creates a yearly strategic plan to develop goals andstrategies in relation to issues that have emerged over the past year. While some of the topics may remainthe same, new areas of focus and/or concern may take shape and become a priority for the agency, itsmembers, and the citizens and communities they serve.A strategic planwith tangiblegoals, objectives,and quantifiablemeasurement steersour path in making theagency’s vision a reality.17

PCSO Challenges & OpportunitiesIn order to fulfill its mission and provide the citizens of Polk County with the best possible service,PCSO must overcome weaknesses and threats and take advantage of strengths and opportunities thatarise from factors in both its internal and external environment. In conducting the SWOT analysisdisplayed below, which is based on information obtained through agency SWOT meetings, threeprominent themes emerged. These themes have been used to create the 2013 agency goals andobjectives that will be discussed and presented later in the strategic plan. The three themes include:Public Safety, Professional Service, and Limited Resources.PCSO has devised a number of strategies to address these themes throughout the year. If successful,these strategies will allow PCSO to prosper in, not simply react to, the external and internalenvironment in which it exists. The following pages will highlight the methods and tactics thatPCSO will employ to address public safety, professional service, and limited resources.In addition to the aforementioned themes facing the agency, the following pages in the PCSO StrategicPlan will highlight demographic information, trends, department goals, provide an evaluation of theagency’s 2012 goals and objectives, and conclude with the agency’s goals and objectives for 2013.StrengthsTeamworkLeadershipCommunicationTraining & EducationEquipment & TechnologyBenefitsJob SecurityTake Home VehiclesHiring Standards and ProcessPROCAPTransfer and Promotional OpportunitiesOpportunitiesEducation and Training OpportunitiesProfessional CertificationsDiversity of Hiring PoolGrantsCommunity RelationsMulti-agency TeamworkINTERNALEXTERNALWeaknessesBudget and the EconomyStagnant Pay ScalesLoss of Experienced Members to RetirementLoss of Experienced Members to Other AgenciesHigh TurnoverPersonnel ShortagesLimited Overtime FundsAging VehiclesConsistencyLoss of GrantsMoraleSuccession PlanThreatsBudget and the EconomyFuel CostsFlorida Retirement System IssuesVacancies/Personnel ShortagesRetirementsAgency Pay Compared to Other AgenciesIncrease in Crime Due to Economic FactorsLoss of Grant FundingUnfunded MandatesIncreased PopulationIncreased Inmate PopulationCivil Lawsuits18

Public Safety & Strategies1. Public SafetyPublic safety for the citizens of Polk County is the number one priority of the Polk CountySheriff’s Office. As times have changed, so too have the methods in which criminal activities areconducted. Through training, research, and education, the Polk County Sheriff’s Office looks toutilize advanced technologies and innovative measures to hinder such criminal activity. In 2012,total violent crime for the Sheriff’s primary service area decreased approximately 11.5% from2011, and total non-violent crime for the Sheriff’s primary service area decreased an estimated7.6% from 2011. Below are several strategies that the agency has implemented to ensure thesafety of the citizens of Polk County. Further strategies regarding crime and public safety for2013 are listed in the agency’s goals and objectives.Community OutreachThe Polk County Sheriff’s Office has an established recordof building and maintaining partnerships to improve ourquality of life in Polk County. Maintaining our investmentin collaborative partnerships (local, state, regional, andfederal) is a key element in providing quality services. Webelieve that implementing a systems approach between theSheriff’s Office, the Board of County Commissioners, otheragencies, and the community will allow us to plan for theneeds of our growing county in a manner that is proactive,rational, efficient, and comprehensive. Such an approachwill yield greater benefits at lower costs. Examples of ourcollaborative partnerships include:* Working with the Board of County Commissioners topreserve and enhance our ability to provide a high level ofservice to the citizens of Polk County;* Partnering with public safety agencies in times ofemergency, whether routine or catastrophic;* Participating in regional organizations, such as the Tampa Bay Regional Domestic SecurityTask Force, and;* Providing assistance, when requested through mutual aid agreements, to our neighboringcounties and cities.19

Public Safety & StrategiesCommunity outreach, through the use of various media outlets, as well as through numerouscommunity programs, has the greatest potential to reduce and prevent crime. The agency usesa variety of mediums to support our Proactive Community Attack on Problems (PROCAP)philosophy. These include, but are not limited to the following:Media Outreach:2012 Media Stats at a Glance* Interactive Media: The agency’s cyber substation- www.polksheriff.org - provides links to crimeprevention tips, breaking news, and other importantitems of community interest. The cyber “news room”is updated with the latest breaking news informationand monthly newsletters that can be read on-line.The agency also maintains Facebook, Twitter, andYoutube accounts.* Print Media: Crime Stoppers bulletins, newsreleases, and crime prevention/safety brochuresare distributed on a regular basis to enhance publicawareness and safety.* Broadcast Media: Polk Government TV is used tobroadcast public service announcements and crimeprevention messages. Public service programmingis also aired on local radio stations and Bright HouseCable.* Sheriff’s News Network: an electronicinformation display network that relays generalagency information and crime prevention messagesto agency customers via video monitors installed inpublic access areas in PCSO facilities.Crime Prevention / Neighborhood WatchFacebookStoriesPostedFacebookUsersReachedTwitterTweetsPostedTwitterFollowersNewsReleases SentOutCrimeStopperBulletinsSent Out5754,361,7001,6252,788530205The Polk County Sheriff’s Office works to create an atmosphere of mutual cooperation andtrust where citizens and agency members work together to prevent crime. Neighborhood Watchgroups throughout the county work hand in hand with crime prevention specialists and deputies byserving as the “eyes and ears” for law enforcement. Neighborhood Watch consists of communityvolunteers, who, through special training learn how to detect criminal activity and ultimatelyreport their observations to law enforcement for further action.20

Public Safety & StrategiesPublic Safety PartnershipsIn many parts of the nation, it is not uncommonfor a municipality to contract with a sheriff’soffice for law enforcement services. This canbecome especially important if a municipality isfacing an uncertain financial future, yet desires toretain or improve professional, cost-effective lawenforcement services within its jurisdiction. Thetransition of policing services from a municipalityto a sheriff’s office can provide a municipalitythe financial benefit of economies of scale.The Polk County Sheriff’s Office (PCSO) workshard to maintain a highly productive relationshipwith each municipality and police departmentto provide law enforcement services to thecitizens of Polk County. PCSO has enteredinto contracts with six cities within the countyto provide law enforcement services, as well asfour cities within the county to provide policedispatching services. Citing a savings to thecities and providing municipal police services,while keeping the hometown touch of thepolice agency, was paramount in providing thecontracts. These contracts allow the cities toreceive the full resources of the Sheriff’s Office,such as Crime Prevention, Crime Scene, SpecialInvestigations, Criminal Investigations, SpecialWeapons And Tactics Team (SWAT), as wellas various specialty units, including the CrimeSuppression Teams, Aviation Unit, Canine Unit,Marine/Environmental Unit, etc.PCSO works closely with each of thesecommunities to provide a level of service thatreflects their individual needs. The citizens receivethe highest quality law enforcement services ata cost significantly lower than maintaining theirown police department. PCSO currently providescontract law enforcement services for Frostproof,Polk City, Eagle Lake, Fort Meade, Dundee, andMulberry and dispatching services for the citiesof Davenport, Lake Wales, Auburndale, andWinter Haven.In addition, PCSO administers dispatchingservices for Polk County Fire Services (exceptLakeland, Lake Alfred, and Bartow) and PolkCounty Emergency Medical Services.In September 2006, Frostproof City Councilmembers approved to contract with PCSOfor law enforcement services. The transitionwas effective January 1, 2007, with a sergeant,one school resource officer, six deputies, andone administrative assistant providing lawenforcement services to this community ofapproximately 3,000.Polk City, with an estimated 1,600 residents,disbanded its police department in the early1990’s. Subsequently, the city hired off-dutydeputy sheriffs to patrol within the city limits. Inthe latter part of 2006, the city sought to enhancelaw enforcement services but wanted to avoid thestart-up costs associated with establishing its ownpolice department. Effective March 1, 2007, Polk21

Public Safety & StrategiesCity entered into a contract with PCSO for lawenforcement services that provided a sergeantand five deputy sheriffs. Since then, the contracthas been modified to provide the city with onesergeant.Effective August 1, 2007, PCSO began providinglaw enforcement services to the city of EagleLake. Assigned to the area of approximately2,300 residents are one sergeant and five deputysheriffs.With a population of almost 5,600 residents,the city of Fort Meade contracted with PCSO toprovide law enforcement services. The contract,which went into effect January 1, 2008, providesthe city with one sergeant, one school resourceofficer, nine deputies, and one secretary.The Town of Dundee, with an estimatedpopulation of 3,800 residents, contracted withPCSO on October 1, 2008. The city is providedwith one sergeant, two school resource officers,one detective, six deputies, and one secretary.On November 30, 2009, the city of Mulberry,with an estimated 3,800 residents, contractedwith PCSO to provide law enforcement services.The city is provided with a sergeant, two schoolresource officers, eight deputy sheriffs, and onesecretary.Four cities have contracted with PCSO toprovide police dispatching services. The city ofDavenport, with an estimated 3,000 residents,contracted for services effective September 15,2007, while the city of Lake Wales, with anapproximate population of 14,300, contracted forservices effective October 29, 2007. Two cities,Winter Haven and Auburndale, contracted withPCSO on October 1, 2008, and have a combinedestimated population of 48,200.In August 2010, the construction of the EmergencyCommunications Center was completed and themerger of County Fire/EMS/9-1-1 was completed.As stated previously, PCSO began dispatchingservices for Polk County Fire Services (exceptLakeland, Lake Alfred, and Bartow) and PolkCounty Medical Services. Approximately 140members are assigned to the ECC, which islocated off Winter Lake Road in Winter Haven,adjacent to the Sheriff’s Operation Center.22

Professional Service & Strategies2. Professional ServiceThe Polk County Sheriff’s Office strives to provide professional service to the citizens of PolkCounty. In addition to the strategieslisted below, the Polk County Sheriff’sOffice organizes yearly customer servicetraining that is mandatory for all full-timemembers. The agency also conductsrandom monthly telephone surveys toindividuals who have contacted PCSOfor service. In 2012, approximately97% of those individuals who contactedthe Sheriff’s Office and who agreed toparticipate in a random survey weresatisfied with the service they received.The following are just two of thestrategies that the Polk County Sheriff’sOffice employs on a continual basis toensure professional service.Sheriff’s Advisory CouncilUpon taking office in 2005, Sheriff Judd created a Sheriff’s Advisory Council, made up ofapproximately 20 community members who serve a one-year term. Each year, a new council isselected via an application process. Currently, a total of 144 community members are AlumniCouncil members. The Council is intended to reflect the composition of our community.Members have included business owners, realtors, laborers, attorneys, homemakers, educators,NAACP representatives, and retired professionals. The purpose of the Sheriff’s AdvisoryCouncil is to provide feedback to the Sheriff regarding matters affecting the functions ofthe Sheriff’s Office, which are presented to the council during quarterly meetings. Throughexposure to the many and diverse facets of the agency, council members receive insight andgain a greater understanding of the vital roles and responsibilities of the Sheriff’s Office.They are encouraged to provide objective feedback regarding the community’s priorities andsupport. While council members gain insight into our agency as a result of their involvement,PCSO benefits to an even greater degree because of their priceless feedback and input.23

Professional Service & StrategiesAccreditationThe Polk County Sheriff’s Office voluntarily participates in eight accreditation and inspectionprocesses to reinforce the agency’s commitment to meeting and exceeding standards of professionalexcellence. Maintaining accreditation programs exemplifies the agency’s dedication to continuedprofessionalism by adhering to established standards that promote efficient use of resources andenhance public service delivery. Each accreditation process requires an in-depth review of everyaspect of the agency’s organization, management, operations, and administration, which include:* Establishment of agency goals and objectives, with provisions for periodic updating;* Re-evaluating how agency resources are being utilized in accordance with agency goals, objectives,and mission assignments;* Re-evaluating agency policies and procedures, especially as documented in the agency’s writtendirective system;* Systematically conducting a review and assessment of the agency’s policies and procedures, andmaking necessary adjustments to ensure compliance with the accepted standards for each accreditationprogram; and* Proof of compliance with the standards as determined by an assessment team sent by eachaccreditation commission to conduct an on-site review of the agency’s own policies, procedures andpractices.The following highlight the agency’s eight accreditations.Commission on Accreditation for Law Enforcement Agencies, Inc.This accreditation program recognizes professional achievements for addressingand complying with established standards developed by law enforcementpractitioners covering a wide range of up-to-date law enforcement topics.Compliance with 463 standards is required for CALEA accreditation, the “goldstar” for law enforcement. The agency was initially accredited in 1994 and hasbeen successfully re-accredited every three years, receiving its most recent reaccreditationin November 2012. In addition to re-accreditation, the agencyalso received an Award of Excellence due to its demonstrated excellencein developing and implementing an accreditation program that promotesand enhances public safety. The agency has also received a Certificate ofMeritorious Accreditation in recognition for having been CALEA accreditedfor 15 continuous years.24

Professional Service & StrategiesCommission for Florida Law Enforcement Accreditation, Inc.Developed by the Florida Sheriffs Association and the Florida Police ChiefsAssociation, this law enforcement accreditation process requires compliancewith professional standards designed specifically for Florida law enforcementagencies. Since the Florida accreditation program recognizes those agenciesthat are currently accredited by CALEA, the agency is only required tocomply with 85 standards for the CFA program. The agency was awardedits initial accreditation in 1998 and subsequently re-accredited every threeyears, with the most recent re-accreditation awarded in July 2010.Florida Corrections Accreditation Commission, Inc.This accreditation program addresses every aspect of the detention process:admission, classification, housing, sanitation, food service, security, training,and medical. The Florida Model Jail Standards provide the primary basisfor compliance with 242 accreditation standards. PCSO earned its initialaccreditation in 2000 and was most recently re-accredited in September 2012,earning 100% compliance in both applicable mandatory standards and nonmandatorystandards.National Commission on Correctional Health CareThe NCCHC accreditation program provides standards to address the topicsof medical and mental health care in prisons, jails, and juvenile confinementfacilities. Compliance with 67 standards including the general areas of careand treatment, health records, administration, personnel, and medical-legalissues. The agency was initially accredited in 1985 and received its mostrecent re-accreditation in 2012.National Institute of Governmental Purchasing, Inc.The Polk County Sheriff’s Office was the first law enforcement agency in thenation to obtain NIGP accreditation. This accreditation program recognizesthose agencies that lead with the best practices in the public procurementprocess. The agency’s compliance with a minimum of 100 out of 132performance standards demonstrates quality, efficiency, and effectiveness ingovernment purchasing. In March 2011, the agency was awarded its thirdconsecutive NIGP accreditation since the initial accreditation awarded inMarch 2002.25

Professional Service & StrategiesPublic Safety Communications Accreditation ProgramThis accreditation program for public safety agencies provides the bestprofessional requirements and practices for public safety communications.This process requires compliance with 218 applicable standards as part ofthe internal review and assessment of our public safety communicationsfunctions. The agency was awarded its initial accreditation in 2002 andwas successfully re-accredited by the CALEA Commission in March2011. The agency also received designation as a flagship agency forexcellence in three successive on-site assessments for its PSCA program.The reaccreditation process will take place again in December of 2013.Public Safety Training Academy Accreditation ProgramThis accreditation program requires criminal justice training academiesto comply with 162 standards in the areas of policy and procedures,administration, operations, and support services. The Kenneth C. ThompsonInstitute of Public Safety, a joint partnership between our agency, area lawenforcement agencies, and Polk State College, was the first communitycollege training academy in the nation to earn this accreditation. The agencywas awarded this accreditation in March 2007 and was re-accredited in2013, at which time it received “Accreditation with Excellence.”National Academy of Emergency Medical DispatchAgencies desiring recognition as an Accredited Center of Excellence arerequired to complete a self-assessment study based on the 20 points ofaccreditation requirements established by the academy. The academy’saccreditation process and the associated Advanced Medical PriorityDispatch Systems (MPDS) protocols are based on generally acceptedmedical dispatch practice standards as published and promulgated by theNational Association of EMS Physicians (NAEMSP), the American Societyfor Testing and Materials (ASTM), the American College of EmergencyPhysicians (ACEP), the U.S. Department of Transportation (USDOT), theNational Institutes of Health (NIH), and the American Medical Association(AMA), among others. The Emergency Communications Center wasinitially accredited in 2010 and most recently re-accredited in 2013.26

Resources & Strategies3. Limited ResourcesIn these difficult economic times, PCSO has been faced with the challenge of doing more withless. In order to accomplish this, the agency has devised various strategies throughout the yearsto assist with the workload and serve as cost saving measures. Although the agency’s workloadindicators have increased overall, the availability of resources has diminished. Below are severalexamples of workload indicators that have increased from 2011 to 2012.Total Call Activity: 6.2% increaseAnimal Control Calls Received: 11.0% increaseOffense/Incident Reports Processed: 11.5% increasePublic Records Requests (Legal): 446.1% increaseIn order to cope with the resource gap, the agency has implemented a number of strategies toassist with limited resources.PCSO Volunteer Program2012 Volunteer Stats at a GlanceTotal CAPCommunities56CAP Volunteers 2,926Non-CAPVolunteers270Total Volunteers 3,196Total HoursDonatedTotal Saved byVolunteers135,052.25$1.1 millionThe Polk County Sheriff’s Office strives to buildstronger and safer communities by utilizingvolunteers throughout the agency. Through theuse of volunteers and community support, PCSOseeks to reduce crime and improve the quality oflife for citizens of Polk County while concurrentlysaving tax dollars. The Polk County Sheriff’sOffice currently has nearly 3,200 volunteersserving a variety of functions throughout theagency such as Animal Control, Citizen’s AssistedPatrol (CAP), Electronic Information Gathering(EIG), Chaplaincy, and Special Operations. Incalendar year 2012, volunteers contributed anestimated 135,052.25 hours of service, savingPCSO approximately $1.1 million.27

Resources & StrategiesFiscal EfficienciesSheriff Grady Judd remains steadfastly committed to streamlining operations and identifying economiesof scale and efficiency strategies, while ensuring the delivery of professional, effective services.Managing a program and performance based budget system enhances the agency’s ability to properlyplan, monitor, and control expenditures. The benefits of this system are evidenced by the return of$5.1 million in unspent funds to the Board of County Commissioners for fiscal year 2011-2012. Thesesavings were mainly the result of:* Booking and housing fees charged to inmates;* Personnel savings from attrition and unspent overtime; and* Operating and capital budget savings.Cost Saving MeasuresTotal money returned to BoCCover the last eight fiscal years:$ 51.7 MillionEstablishing and maintaining programs to deliver effective law enforcement and detention services is acontinuous process within the agency. Achieving economies of scale and efficiencies by incorporatingbest practices throughout the agency’s operations yield significant savings. The cost savings andrevenue enhancement measures employed by the Polk County Sheriff’s Office are outlined on thefollowing pages.Inmate Work Program: The agency’s Inmate Work Program iscomprised of individuals sentenced to serve a certain number of daysin order to complete their sentence. The program has three primarypurposes: it allows an individual to pay their debt to society withoutgoing to jail, allows an individual to maintain gainful employment sothey can support themselves and their families, and also eliminates theexpense to house these individuals in detention facilities. The programcosts are offset by fees collected from the inmates, who “pay toparticipate.” The Inmate Work Program consists of two components:the weekend program for inmates who can only work Saturdays and Sundays and the weekday programfor those inmates who can work throughout the week. In addition to reducing jail population, therebypreserving jail beds for high risk inmates, the program helps the Sheriff’s Office, Board of CountyCommissioners, cities, and non-profit groups save money by providing free inmate labor to pick uproadside litter, clean and maintain parks, and work on special projects.28

Resources & StrategiesJail Inmate (Incarcerated) Labor: Inmate labor is usedextensively throughout the Polk County Sheriff’s Office tosupplement the agency’s operating and personnel costs. In jailfacilities, inmates perform many tasks, including meal preparation,laundry, cleaning, light maintenance and repair, landscaping andlawn maintenance, and other routine duties that would otherwisehave to be performed by paid personnel or contracted services.Inmate trustees also work at agency facilities across the countyperforming many of the same kinds of services they do in the jailsystem, such as working at the agency fleet maintenance facility,washing patrol cars, and performing work for the Board of CountyCommissioners’ facilities and projects.Inmate Medical Co-Payments: Since 1994, the Sheriff’s Officehas charged county jail inmates a co-payment for their medicalservices, one of the first county jails to do so. Since the inceptionof the program, $635,208 has been collected from inmates.Inmate Initial Issue Fee: Initiated in 1996, this innovativeprogram charges a fee to inmates booked into the jail for hygieneitems such as toothpaste, combs, etc. Since the program’sinception, $675,922 has been collected to help reduce the costsof operating the county jails.Inmate Underwear Fee: Beginning in August 2011, PCSOstopped providing free underwear to male inmates. Prior to thismeasure, inmates that were moved from booking to housing wereissued five free pairs of briefs. Currently, male inmates are ableto purchase Fruit of the Loom briefs for $2.54 or boxer shorts for$4.48 per pair.29

Resources & StrategiesAdministrative Fee Per Diem: Due to favorable court rulings, theagency began charging inmates a per diem/inmate housing fee in2003 in an attempt to recover costs incurred to process inmates. Todate the agency has collected $2,905,268 to help lower overallcosts.Pre-adjudicated Youth: Beginning in October 2011, PCSO beganhousing pre-adjudicated juveniles. The juveniles are housedseparately from all adult inmates and are provided with juvenilespecificprograms for education, medical care, nutrition, behaviormanagement, and physical activites. In addition, the facility isstaffed by certified detention deputies and well qualified medicalprofessionals to ensure that all juveniles receive the appropriatecare. The facility undergoes annual inpections by both nationaland state accreditation agencies, as well as by certified inspectorsfor the Florida Model Jail Standards. In 2012, PCSO was ableto reduce the cost of housing juveniles by approximately $1.7million when compared to the Department of Juvenile Justicecosts.Inmate Telephone Fees: For fiscal year 2011-2012, the agency’sinmate telephone fee system resulted in direct payment of$1,203,340 to the Board of County Commissioners to helpsubsidize the cost of law enforcement and detention services inPolk County.Subsistence Fees: On April 15, 2009, the Polk County Sheriff’sOffice instituted a new fee, referred to as a “subsistence fee,”which is specifically authorized in F.S. 951.033. The fee is usedto subsidize the cost of incarcerating inmates - including costs andservices such as food, clothing, laundry, etc. The $2 subsistencefee is assessed daily and collected through the inmate accountingsystem.Reserve Deputy Sheriffs and Civilian Volunteers: In fiscal year2011-2012, Reserve Deputies served an estimated 5,831 hours withthe Sheriff’s Office, while Civilian Volunteers - a force multiplierof nearly 3,200 strong - donated approximately 129,528 hours to anumber of programs, such as Citizen’s Assisted Patrol and Seniorsvs. Crime. These programs support the agency’s crime reductionmission and help keep the county safe. Combined, the totalvalue of Reserve Deputy Sheriffs and Civilian Volunteers is aconservatively estimated savings of $1.2 million.30

Resources & StrategiesLowering Personnel Costs: The agency is recognized for its practice of optimizing the use of sworn andcertified employees to perform high risk law enforcement and detention duties - not support or technical jobs.For administrative functions, the agency employs civilians in many positions that other agencies staff withsworn and certified deputies, thus reducing personnel and operating costs significantly.Privatization of Hospital Watches and Inmate Transportation: In 2013, PCSO contracted with G4S SecureSolutions to assume control over local inmate transportation and the security of inmates admitted to localhospitals. Prior to this contract, these time consuming tasks had been performed by certified detention deputies.Privatizing these functions is not only more cost efficient, but allows PCSO members to reallocate their time.Radio-Frequency Identification (RFID) Technology - In 2012, RFID technology was integrated into theDepartment of Detention and the Property and Evidence Unit. The Department of Detention utilizes thetechnology to track inmate movements, log cell and security checks, conduct headcounts, and monitor medicationadministration, meals, and recreation. Similarly, the Property and Evidence Unit employs the system to trackand control inventory contained in the Property and Evidence Warehouse. The new measures streamline theprocess, making it more efficient and accurate.Other Revenues and Federal & State Grants: The agency monitors nearly $5.5 million in special revenues.These revenues have been awarded to the agency through a proactive search for supplemental funding thatreturns tax dollars to Polk County in the form of federal and state grants. This helps lessen the burden on localtaxpayers. These non-general fund revenues include grants and programs that fund law enforcement education,soft body armor, sexual predator tracking, identity theft investigations, community oriented policing, inmatesubstance abuse treatment, high intensity drug trafficking reduction, methamphetamine enforcement initiatives,victims of crimes assistance, and an Internet Crimes Against Children Enforcement Unit.Cost Savings Measures forFY 2011 - 2012$ 12 Million **estimate does not include: annual fuel savings, vehicle purchases, and grants/other revenues31

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TRENDSPOPULATIONCounty PopulationAccording to the University of Florida’s Bureau of Business and Economic Research (BEBR), the populationof Polk County is estimated at 606,888 as of April 1, 2012, a 0.3% increase from 2011. Since 2000,the population has increased approximately 25.4%. Polk County is ranked as the ninth most populatedcounty in Florida, behind Miami-Dade, Broward, Palm Beach, Hillsborough, Orange, Pinellas, Duval, andLee Counties. Like the State of Florida as awhole, Polk County is experiencing a period ofimmense growth, with all indicators suggestingthat this trend will continue The chart belowdisplays the population projections through theyear 2040 as according to BEBR. Even bythe most conservative estimates, the populationof Polk County is expected to increase byapproximately 12% by 2040.Note: 2010 population figure is based on BEBR’s estimationat the time of printing for the 2011-2012 StrategicPlan. The US Census figure published later that year was602,095.2015 2020 2025 2030 2035 2040Low 604,700 629,600 650,100 665,200 674,800 679,600Medium 640,000 698,900 757,000 812,900 866,400 918,100High 681,900 769,500 861,800 957,200 1,055,500 1,157,200Source: PCSO, Strategic Planning Unit; University of Florida, BEBR, 201334

County DemographicsTrendsPopulationAs Polk County’s population continues to steadily grow, the demographics of those within its bordersare projected to significantly change. According to the University of Florida’s Bureau of Business andEconomic Research (BEBR), in 2011, 64.0% of Polk County residents identified themselves as beingnon-Hispanic white, 14.3% as non-Hispanic black, 18.1% of Hispanic origin, and 3.5% identifiedthemselves as “other.” By 2040 this distribution is projected to shift, most notably in regards to thoseof Hispanic origin. In 2040, the total number of Hispanics is expected to more than double, increasingfrom 109,723 in 2011 to 267,197 in 2040. From 2010 to 2040, the percent of the total populationidentifed as Hispanic will increase from 18.1% to 29.1%.Similarly, the age distribution ofPolk County’s residents is anticipatedto change in the yearsto come. From 2011 to 2040, thepercentage of all age groups are expectedto decline, except for those65 and older. From 2011 to 2040,the percentage of the population 65and older will increase from 18.2%to 24.6%. PCSO is committed tomaking the necessary changes torespond to the transforming demographiclandscape and to bestserve the residents of Polk County.PCSO will monitor the impact ofthe shifts and develop strategies torespond as necessary.Source: PCSO, Strategic Planning Unit; University of Florida, BEBR, 2013Age Brackets are based on those provided by BEBR.35

trendsPOPULATIONService PopulationThe “primary service area” population of the Polk County Sheriff’s Office has expanded over the pastseveral years, due in part to municipal partnerships. Initially, PCSO’s primary service area only includedthe unincorporated portions of the county. However, because Hillcrest Heights, Highland Park, and PolkCity did not have a law enforcement agency of their own, PCSO’s primary service area expanded toinclude these areas in addition to the unincorporated portions of the county.In January 2007, Frostproof became the first municipality to enter into a contractual agreement with PCSOto provide law enforcement services. The municipalities of Polk City, Eagle Lake, Fort Meade, Dundee,and Mulberry later entered into similar agreements. The primary service area population encompassesthose areas of the county in which PCSO provides the primary law enforcement service. It is important tonote, however, that PCSO also statutorially provides various law enforcement related services county-wide(i.e., service of warrants and court processes), even when there is no contractual relationship present.The Polk County Sheriff’s Office’s primary service area through the end of the 2012 calendar year included:unincorporated Polk County, Hillcrest Heights, Highland Park, and the municipal partners of Frostproof,Polk City, Eagle Lake, Fort Meade, Dundee, and Mulberry. According to information derived from BEBR,the population of the Sheriff’s primary service area was 398,796 in 2012, an increase of 871 individualsfrom 2011 and an increase of approximately 31% since 2000. At the end of calendar year 2012, PCSO’sprimary service area population encompassed approximately 66% of Polk County’s population.Note: 2010 population figure is based on BEBR’s estimation at the time of printing for the 2011-2012 StrategicPlan. The US Census figure published later that year was 396,100.Source: PCSO, Strategic Planning Unit; University of Florida, BEBR, 201336

38TRENDSLaw EnforcementPCSO’s Department of Law Enforcement provides theagency’s most visible service function, focusing onpreventing crime, maintaining order, and enforcing stateand local laws and ordinances. These responsibilitiesare administered through public education, patrolresponse, investigations, analysis, and other enforcementactivities.The level of service (LOS) measure is one benchmarkused in comparison to the state average, other lawenforcement agencies, or in comparison to the agencyitself over time. Using LOS simply as a benchmarkprovides limited information, representing only asnapshot in time. Combining the LOS with workload andperformance measures, such as patrol staffing, PROCAP(Proactive Community Attack on Problems) crimeanalysis, and geographic patrol distribution, providesthe agency with a comprehensive approach to remainproactive in our capital and resource planning, as wellas in our ability to provide effective law enforcementservices.The agency’s established LOS does not account forthe services the agency provides outside of its primaryservice area, such as assisting other agencies, emergencyresponse, traffic initiatives, service of warrants and courtprocesses, and back up support to other agencies countywide.The agency’s desired LOS is 1.7 deputy sheriffsper 1,000 residents in the Sheriff’s unincorporatedservice area, (excluding those deputies assigned to themunicipalities PCSO serves). In 2012, the LOS was 1.59deputy sheriffs per 1,000 residents, which representsa 0.11 deficit. To reach the desired LOS, the agencywould need approximately 40 more deputies.The patrol allocation model recognized by theInternational Association of Chiefs of Police is anothermethod of workload analysis. This method offers anobjective measure of activity based on the time to performpatrol functions, as well as on the following parameters:call data, response time, shift relief factor, time spent oncalls for service, as well as other duties performed bydeputies. Based on the parameters discussed, the patrolallocation model indicated a deficit of 73 to 209 patroldeputies to meet the service level demandsand desired proactive policing. However,because this analysis was done in 2007,it is projected that the deficit has sinceincreased and is even more significant thanoriginally estimated. Furthermore, 9 of theLevel of Service32 positions funded by the COPS Hiring and RecoveryProgram (CHRP) grant have reached maximum funding,with 6 others scheduled to reach an end by May 2013.An extension will be requested to extend funding for theremaining 17 positions.The staffing model will be updated as soon the agencycan obtain several years of data in the new Tiburonsystem. To facilitate this, a special projects team hasbeen assembled and is currently refining data collectionmethods.Note: Population figures based on the beginning of the FY’sestimated population. Population estimates only includeunincorporated Polk County, Hillcrest Heights, and HighlandPark for 2001 - 2012. The municipality of Polk City isincluded for the years 2001 - 2006 due to no formal contractin place or law enforcement entity. During these years, PCSOremained the primary law enforcement service provider.

Call ActivitytrendslAW ENFORCEMENTLaw enforcement calls for service have long been a staple and source to quantify an agency’s workload. Inrecent years, PCSO has used technological advances to more accurately track calls for service, giving theagency a more thorough understanding of deputies’ actual workload. In 2009, PCSO celebrated its firstfull calendar year of utilizing such advances. Effective October 1, 2008, the agency switched from theirinternally developed computer-aided dispatch (CAD) system to one through Tiburon. With the aid of thisnew technology, agency members were able to capture a wider range of data than ever before. In turn, theavailability of this data changed the agency’s concept of what constituted a “call for service.”As the technology and methodology have changed in regards to capturing demand for service, so too hasthe label for such data. It is no longer referred to as “calls for service” but rather “total call activity.” Thetable below depicts a breakdown of the agency’s total call activity for 2012, which is comprised of callsfor service, onviews, and other call activity. Calls for service indicates those calls generated by citizensto which a deputy responded, while onviews refer to those proactive calls initiated by deputies. Other callactivity classifies those types of calls that have been completed by an administrator, task force, etc.A team of agency members has been brought together to further dissect the data in order to provide themost accurate and comprehensive information not only to the agency members, but also to the citizens ofPolk County. The team is comprised of members from the Department of Law Enforcement, InformationTechnology Division, Telecommunications Section, and the Strategic Planning Unit.Category 2011 2012Calls for Service 159,497 166,948Onviews 152,752 159,127Other Call Activity 11,758 18,046Total Call Activity 324,007 344,121In the table above, calls for service, onviews, other call activity, and the total call activity for the contractedcities are included in the total agency figures. Calls for service increased approximately 4.7% from 2011,while onviews increased an estimated 4.2%. Overall, total call activity for the Polk County Sheriff’s Officeincreased approximately 6.2% from 2011.*The graph to the left showsa breakdown of the total callactivity by district. Thesefigures are exclusive of contractcities’ call activity.39

Animal Control ActivitytrendsLaw EnforcementIn addition to its law enforcement responsibilities, the Polk County Sheriff’s Office is alsoresponsible for responding to animal control requests from the public. Unlike the call activitydiscussed in the prior section, these requests for service are handled by animal control officersrather than sworn deputies. As such, they are tabulated separately from the agency’s call activityand considered an independent demand for service indicator. The number of animal controlrequests increased by 7.5% from 2011 to 2012, and 16.7% from 2000 to 2012.The Animal Control Section’s duties are to enforce Polk County’s animal control ordinancesregarding stray and dangerous animals, to prevent and control rabies occurrences, and to investigateanimal cruelty. Animal control officers conduct animal attack investigations, animalconfiscations and quarantines, and provide rabies vaccinations. In addition, the Animal ControlSection provides public education, issues licenses, and oversees animal adoptions.In 2012, the Animal Control Section conducted 2,521 animal cruelty investigations, issued 2,045citations, completed 780 abandoned animal reports, and issued 35,850 licenses. Additionally,they adopted out 2,591 animals and delivered presentations to 5,106 citizens.Source: PCSO, Animal Control Section and Strategic Planning Unit, 201340

TRENDSCrime TrendsPCSO CrimePROCAP (Proactive Community Attack on Problems) is a philosophy that emphasizes crime data analysis,community-oriented policing, and problem-oriented policing. Rather than simply reacting to crime, lawenforcement efforts are focused on the systematic collection and analysis of intelligence and statistical data todetermine where and when crime is occurring. In response, law enforcement presence is increased in thoseidentified areas and crime reduction strategies are formulated to prevent future crimes.2007: Frostproof2008: Frostproof, Eagle Lake, Fort Meade2009: Frostproof, Eagle Lake, Fort Meade, Dundee2010 to Present: Frostproof, Eagle Lake, Fort Meade, Dundee, MulberryAs stated previously, over thepast several years, a total of sixmunicipalities have entered intocontracts with the Polk CountySheriff’s Office to provide primarylaw enforcement services. Due tothese contracts, determining thenumber of violent, non-violent, andtotal index crimes can vary dependingon whether the municipalities andtheir crime numbers and populationare included or excluded in theagency’s total figure. As the PolkCounty Sheriff’s Office is responsiblefor the crime in these municipalities,the crime figures that are displayedin the following pages include thosecities that were contracted for theentire calendar year. The followinghighlights the cities that are includedfor each year:* Polk City’s figures have always been included since the 1990s when they disbanded their police department; however, themunicipality entered into a formal contract with the PCSO in March 2007.42

PCSO CrimetrendsCrime TrendsCrime Volume: In 2012, there were 9,894 total index crimes, an approximate 8.1% decrease from 2011.Since 1997, however, the number of total index crimes is down approximately 48.4%. Total index crimesinclude violent crimes (homicides, robberies, aggravated assault/battery, and forced sex offenses) and nonviolentcrimes (burglaries, larcenies, and motor vehicle thefts).Crime Rate: The crime rate remains at an all-time record low since 1971, when reliable crime statistics werefirst recorded. Since 1997, the crime rate has been reduced from 6.68 to 2.48 in 2012, an estimated 62.9%reduction. The graph above reflects the decline in the crime rate, which is the number of index crimes per100 residents.The following pages break down the crime volume and crime rate into violent and non-violent crimes andmap trends from 2000 to 2012.Note: These figures include the municipalities as mentioned on the previous page.Source: PCSO, Records Section43

TRENDScrime trendsViolent Crimes'09 - '10: 13.03% decrease'00 - '10: 21.06% decreaseThe graph above reflects the agency’s violent crime trend since 2000 for unincorporated Polk County,Hillcrest Heights, Highland Park, and those municipalities that were contracted for the entire calendar year.A comparison of the short term trends for 2008-2012 was conducted and is reflected in the table below.Overall, the agency’s violent crimes have decreased approximately 25% since 2008.ViolentCrimes2008 2009 2010 2011 2012 % Change2011 - 2012% Change2008 - 2012Homicide 26 16 12 12 19 58.3% -26.9%Robberies 252 195 202 185 154 -16.8% -38.9%AggravatedAssault/Battery1,079 1,090 938 955 849 -11.1% -21.3%Forced SexOffensesTotal ViolentCrime164 203 156 136 118 -13.2% -28.0%1,521 1,504 1,308 1,288 1,140 -11.5% -25.0%Source: PCSO, Records Management Bureau and Strategic Planning Unit, 201344

Non-Violent Crimestrendscrime trendsThe graph above reflects the agency’s non-violent crime trend since 2000 for unincorporated Polk County,Hillcrest Heights, Highland Park, and those municipalities that were contracted for the entire calendaryear. A comparison of the short term trends for 2008-2012 was conducted and is reflected in the tablebelow. Overall, the agency’s non-violent crimes have decreased approximately 22% since 2008.Non-ViolentCrimes2008 2009 2010 2011 2012 % Change2011 - 2012% Change2008 - 2012Burglaries 3,869 3,972 3,377 3,274 3,186 -2.7% -17.7%Larcenies 6,522 6,038 6,159 5,779 5,098 -11.8% -21.8%Motor 854 597 534 420 470 11.9% -45.0%VehicleTheftsTotal Non-ViolentCrimes11,245 10,607 10,070 9,473 8,754 -7.6% -22.2%Source: PCSO, Records Management Bureau and Strategic Planning Unit, 201345

TRENDSTrafficTraffic CrashesThe number of traffic crashes and the number of traffic fatalities in Polk County have increased dramaticallysince 2000. From 2000 to 2012, the number of traffic fatalities PCSO has investigated hasincreased by 418%. Similarly, the number of traffic crashes investigated by PCSO has increased by64% between 2000 to 2012. It appears, however, that the number of traffic crashes might be slowlyreceding. In 2012, PCSO investigated 3% less crashes than in 2011.PCSO and FDOT are workingdiligently to decrease the numberof crashes and fatalities. InApril 2012, the agency receiveda $70,000 award from FDOT toimplement its “Operation ZERO-Impaired Driving EnforcementProgram.” Utilizing grant funding,agency members will conducthigh visibility, zero toleranceenforcement operations with thegoal to reduce the number of impaireddriving crashes, injuries,and fatalities in the community.Note: Prior to 2006, policy dictated that the majority of traffic fatalitieswere turned over to FHP for investigation. Therefore, manyfatalities that occurred prior to this time fell under FHP’s jurisdictionand are not counted in PCSO’s numbers.Source: PCSO, Traffic Unit and Strategic Planning Unit, 201346

TRENDSCrime TrendsGang ActivityAccording to the National Gang Intelligence Center(NGIC), there are more than 33,000 gangs in the UnitedStates and approximately 1.4 million active members.Gangs are involved in a wide array of criminal activity,including drug sales, firearms offenses, weaponstrafficking, home invasion robberies, and homicide.What’s more, gangs are increasingly engaging innon-traditional criminal activity (i.e., counterfeiting,identity theft, and mortgage fraud) due to its lowerrisk of detection and high profitability.According to the Polk County Sheriff’s Office (PCSO)Strategic Investigations and Analysis Section, there area total of 28 known national gangs and local “hybrid”gangs within Polk County. Examples of nationalgangs operating in Polk County are the Bloods, Crips,SUR 13, and Norte 14. Hybrid gangs are locally borngangs that may or may not show affiliation with majornational gangs, such as the Ratchet Boys, CrenshawBoys, Hood Boys, and Brick Boys. In 2012, theGang Unit conducted 11 gang suppression initiatives.There were an estimated 390 PCSO gang-relatedcalls, a 21% increase from the 321 gang-related callsin 2011 and an approximate 46% increase from the268 gang-related calls in 2010.StrategyThe Intelligence Unit consists of one sergeant andfive detectives which comprises the Gang and Vicefunctions. They have implemented strategies tocombat gangs by utilizing the assistance from patroland COPS deputies in conducting suppressioninitiatives throughout the county. Aside from theGang detectives and patrol deputies, the Departmentof Detention has also implemented strategies to assistin combating gangs and their criminal activity. Wheninmates are booked into the jail, alltattoos, with the exception of tattoos inKey Issuessensitive areas, are photographed and interfaced into“Mug Search.” A log is submitted daily to the Bureauof Special Investigations Gang detectives providinginformation on visible tattoos that were taken in eachspecific 24-hour period. The Inmate Work Programcontinues to partner with local and regional entitiesin the removal of gang-related “tagging” throughoutPolk County. As “tags” are reported, materials areobtained and inmate labor is used to remove and/or paint over the “tags.” In addition, PCSO hasdeveloped an email address, graffiti@polksheriff.org, where residents can report graffiti online.PCSO was awarded a grant for the period ofSeptember 2010 through January 2013, in the amountof $250,000, from the Office of Juvenile Justiceand Delinquency Prevention. PCSO, through thisfunding opportunity, will focus on the prevention andintervention of those youth under the age of 18. Onedetective position is funded by this grant to performits tasks, in addition to acting as the liaison for theSheriff’s Office with the Tampa Bay Area Multi-Agency Gang Task Force (MAGTF), Florida GangInvestigators Association, local Polk County lawenforcement intelligence groups and the Immigrationand Customs Enforcement (ICE).The Polk County Sheriff’s Office and its partners aimto keep the citizens of Polk County well informedof the dangers associated with gangs. In 2012, theIntelligence Unit and Gang detectives conducted12 community presentations on gang awareness.In addition, they offered seven Gang Identificationclasses to PCSO members to ensure that they areequipped to respond to the ever changing gangproblem.MethamphetamineAccording to the White House Office of DrugControl Policy, the use of methamphetamine, a48

Key IssuestrendsCrime Trendscentral nervous system stimulant often referred to byits street names, such as speed, ice, or crystal, has beena persistent problem for law enforcement agenciesacross the United States. It is cheap, addictive, andwas traditionally developed in clandestine laboratoriesoften located in remote areas, but is now often made byindividuals through a portable one-pot method.In 2012, the agency’s Bureau of Special Investigations’Narcotics Section seized approximately 28,577 gramsof methamphetamine. In addition, the High IntensityDrug Trafficking Area (HIDTA) Task Force made 302meth-related arrests, comprised of 20 federal and 282state arrests. Even with these accomplishments, thePolk County Sheriff’s Office continues to vigorouslybattle methamphetamine related crime.StrategyDetectives from the Bureau of Special Investigationswork closely with the Drug Enforcement Administration(DEA), Immigrations and Customs Enforcement(ICE), and the Bureau of Alcohol, Tobacco, Firearmsand Explosives (ATF) to target individuals sellingmethamphetamine and running drug traffickingorganizations. When appropriate, PCSO pursuesfederal prosecution of these individuals through theU.S. Attorney’s Office. The Narcotics InvestigationsSection has three (3) detectives assigned to the DrugEnforcement Administration Tampa District Office.Two of the three Task Force Agents at DEA arecommitted to a group that’s primary mission is toinvestigate methamphetamine trafficking organizations.Furthermore, the Narcotics Investigations Section hasalso placed a detective in the U.S. Marshal’s FugitiveApprehension Squad in Tampa, Florida. This TaskForce helps track and arrest any fugitives in thesecomplex federal and state investigations.A number of initiatives were conducted in 2012 tocombat meth-related crime. In May 2012, a jointinvestigation involving PCSO, the Central FloridaHigh Intensity Drug Trafficking Areas (HIDTA) TaskForce, and the DEA, resulted in multiple federalindictments by the US Attorney’s Office. Detectivesseized approximately 11 pounds of methamphetamine,11 guns, and over $131,000 in cash. As a result of theinvestigation, 15 individuals with Polk County tieswere federally charged and four were arrested on statecharges.The PCSO currently operates two grants specificallyaimed at methamphetamine. The first COPS Initiativeruns from March 2009 through September 2013 inthe amount of $250,000. In October 2010, the PCSOaccepted the second COPS Initiative in the amountof $250,000, which covers the period of October2010 through December 2013. This federal fundingcovers overtime, equipment, and training, and enablesthe PCSO to make a dedicated effort to combat thedistribution and use of methamphetamine in PolkCounty.Marijuana - Grow HousesAccording to a 2011 report released by the U.S.Department of Justice’s National Drug IntelligenceCenter, eradication of marijuana plants from bothindoor and outdoor grow sites in the United Stateshas increased by 145% since 2004. What’s more,the Florida Office of Agricultural Law Enforcementreported that 961 indoor and outdoor grow siteswere dismantled in Florida in 2011, resulting in theeradication of 46,605 marijuana plants, 846 arrests, andthe forfeiture of $1,334,944 in assets. In 2012, PCSOseized approximately 208,084 grams of cannabis, 957cannabis plants, and dismantled 15 grow houses.49

StrategyTRENDSCrime TrendsThe agency will continue its efforts to detect anddismantle grow houses. Key to the investigation ofthese operations is our continued participation in theHigh Intensity Drug Trafficking Area (HIDTA) TaskForce. Our investigative efforts are aided by keepingthe public informed in recognizing and reporting anyillegal or suspicious activity. Legislative proposalsaimed at increasing the penalties for grow houseoperators supplement the agency’s enforcement effortsto rid neighborhoods of the threats imposed by theseoperations. On June 17, 2008, former AttorneyGeneral Bill McCollum announced that the MarijuanaGrow House Eradication Act had been signed intolaw. Effective July 1, 2008, this law made it a seconddegreefelony to grow 25 or more plants, as well as afirst-degree felony for those individuals who grow 25or more plants in a home with a child present. This lawalso made it a third-degree felony for those individualswho own a house for the purpose of cultivating,packaging, and distributing marijuana.Key IssuesInternet CrimesThe computer technology era ushered in the capabilitiesto enrich our lives at work, school, and home. It hasprovided unparalleled recreational and educationalopportunities to people all over the world. Unfortunately,it has also given criminals another venue to conducttheir illicit behavior, specifically when their desiredvictims are children.In 2012, the agency’s Computer Crimes Unit conductedseveral operations in conjunction with federal, state,and local agencies, to investigate and prosecute thosevictimizing our children via the Internet. In onesuch investigation, PCSO detectives worked withthe Wisconsin Department of Justice to arrest DevinKenneth Moon, a Polk County resident, for soliciting a13-year-old girl online. Detectives learned that Moonhad sexually explicit conversations with the girl andplanned to kidnap her from Wisconsin and bring her backto Florida. Moon was charged with Traveling to Meeta Minor (Attempted), Lewd or Lascivious Conduct,Possession of Child Pornography, Interference withCustody, Use of Computer Service to Seduce SolicitEntice, Distributing Obscene Material to a Minor, andUse of Two-Way Communication Device to Facilitatea Felony. In all, PCSO detectives have arrested 332suspects in various undercover stings conducted byPCSO since 2006. Due to its reputation for takingan active lead in investigations, PCSO is the CentralFlorida Internet Crimes Against Children (ICAC) TaskForce Coordinator.StrategyPCSO is dedicated to predator/offender managementand community safety through its purchase of theOffender Watch software program. The program is adatabase for sexual predator/offender information anda tool for the community to access data about sexualpredator/offenders in the area. Citizens throughoutthe community may access this program through the50

Key IssuestrendsCrime Trendsagency’s website and voluntarily be notified throughemail of a predator/offender moving within one mile oftheir given address. Authorized agency members canaccess the database of information from any agencycomputer, thus reducing the time frame it is dispersedto investigating personnel during criminal or suspiciousincidents. The agency also has continued its distributionof “Computer Cop” software program. This softwaremay be loaded onto any computer and will scan thecomputer for offensive or inappropriate material. Thedisk also contains safety tips and instructions and isoffered free to citizens by the agency. In 2012, PCSOdistributed 369 copies of the program. In addition,PCSO has launched a Facebook account. The goal ofthis account is twofold; first, it is a reminder to thosewho visit how important it is to practice safe onlineactivity; and second, it will remind online predators thatPolk County’s children have included PCSO on their“friend list.” As of March 2013, PCSO’s Facebookpage has over 32,000 followers and continues to growin popularity.In July 2010, the agency was initially awarded grantfunding in the amount of $380,287 to expand its effortsin combating internet crimes against children. It fundeda detective to serve as the coordinator for the newlyestablished Central Florida Internet Crimes AgainstChildren (ICAC) Task Force. The funds were alsoused to obtain equipment and training specific to theneeds of the Task Force. In 2011 and 2012, the agencyreceived a total of $759,994 in ICAC grant fundingto continue the Task Force’s efforts. The Task Forcealso continues to receive funding from a previous 2009Recovery Act grant in the amount of $837,551. Thisfunding provided the Task Force with six additionalpersons to investigate internet crimes against children.Prescription Drug Abusetime, one-third did so using a prescription drug for anon-medical purpose. Much of this stems from thefact that prescription drugs are often readily accessibleat home and many, especially teens, believe they aresafer than other types of drugs. Of those that reportedusing prescription drugs non-medically, 88% reportedobtaining them from a doctor, friend. or relative. Onlya very small minority obtained the drugs from a drugdealer or other stranger.StrategyPCSO continues to focus its efforts on identifyingand apprehending doctors and pharmacists whooverprescribe and dispense prescription drugs in excessof acceptable medical standards. Detectives alsocontinue to utilize the Prescription Drug MonitoringProgram, a statewide prescription drug database usedto identify individuals who have obtained separatepain medication prescriptions from multiple doctorsin a short period of time. The Bureau of SpecialInvestigations has established a unit solely dedicatedto capturing individuals engaged in this type of “doctorshopping.”Working in cooperation with the Florida Departmentof Law Enforcement (FDLE), the Attorney General’sOffice of Statewide Prosecution, and the FloridaDepartment of Health (DOH), PCSO has conducteda series of initiatives throughout 2012 intended tostop individuals from illegally obtaining and abusingprescription drugs. In one such investigation, 25arrest warrants were issued after PCSO deputiesdiscovered a pill mill operation in which suspectswere being paid to obtain fraudulent prescriptions inexchange for cash payment. Initiatives such as thissend a clear message that PCSO will not toleratethose who work to put dangerous drugs on the street.According to the Office of National Drug Control Policy,prescription drugs are the second-most abused categoryof drugs in the United States, second only to marijuana.The National Survey on Drug Use and Health reportsthat of those 12 and older who used drugs for the first51

Department of Law ENforcement GoalsThe following section outlines the Department of Law Enforcement’s goals and objectives for 2013.GOAL 1:Improve Detective Training and Evaluation Program (DTEP)1.1 Implement changes to improve the effectiveness of the Detective Training andEvaluation Program in the classroom.1.2 Maintain a review board to oversee the Detective Training Instructors and theDetective Training and Evaluation Program. This board will be responsible for keeping theDTI’s and DTEP current as it relates to policies and procedures.1.3 Train all Detective Training Instructors on the updated Detective Training andEvaluation Program. Implement DTEP when all changes and training have beencompleted.GOAL 2: Create an electronic database of businesses known to have either exteriorand/or interior video recording on premises.2.1 Establish teams consisting of COPS deputies and Crime Prevention Specialists tocanvass businesses within each sector.2.2 Create a form for utilization to collect information from businesses regarding theirvideo capturing systems for entering into the agency’s electronic database.2.3 Collect data regarding each business that is willing to be entered into the agency’selectronic database.2.4 Partner with the Information Technology Division for the creation of an electronicdatabase accessible from the Signal 14 page.2.5 Educate the deputies about the existence of the electronic database and train them toprovide information for continuously updating with additional businesses and establishinga position responsible for the entering of the data.52

Department of Law Enforcement GoalsGOAL 3: Implement the suggestions from the Special Project Team regardingdistracted driving.3.1 Enhance members’ awareness of causes of distracted driving through the use ofeducational pamphlets and other available material.3.2 Create informational videos for continuous play on the Sheriff’s News Network andfor roll call training.3.3 Produce distracted driving posters for display in agency facilities.3.4 Ensure emergency equipment controls are installed in locations that do not causedriver distraction.GOAL 4: Implement Next Generation Integrated (NGI) Facial Recognition,Universal Facial Workstation (UFW) segment, Increment # 4 of the BiometricIdentification System. This will allow the agency to have full access to FDLE’s FacialRecognition database thus expanding our capabilities with this investigative tool.Facial Recognition can also be used to screen inmates to verify if they have a previousrecord. We have already implemented the Universal Latent Workstation (ULW)portion of the Biometric Identification System.4.1 Coordinate with FDLE and the FBI to obtain all necessary software required tosupport the device.4.2 Coordinate with BCI to identify the most strategic location for the workstation toensure maximum effectiveness.4.3 Eliminate training duplication and improve operator proficiency.53

Department of law Enforcement GoalsGOAL 5:Continue promoting on-line Animal Control Pet Licensing Program5.1 Increase awareness of on-line Animal Control Pet Licensing Program throughpublic service announcements, citizen education, and communication with Polk Countyveterinarians and other Animal Welfare providers.5.2 Communicate with veterinarian offices to ensure compliance with reportingrequirements set forth in Polk County Animal Control Ordinance 10-001.5.3 Ensure timely data entry of vaccination certificates.54

Inmate PopulationtrendsDetentionPCSO operates two detention facilities: Central County Jail and South County Jail. The Central County Jailhas a design capacity for 800 inmates, and the South County Jail has a design capacity for 1,776 inmates.The jail facilities house a varied population of persons who are pre-trial detainees, convicted inmates whomay be awaiting sentencing or transport to state prison, or those sentenced to serve a jail term of 365 daysor less. The jails are used as holding facilities for persons who have violated conditions of their parole orprobation and are pending disposition of a disciplinary hearing. Jails also serve as housing facilities forpersons who are pending transfer to another county or state, or being detained for another local, state, orfederal law enforcement agency.The average inmate population for the Central and South County Jails in 2012 was 2,407, with the averageinmate population at the Central County Jail being 605 and and the South County Jail being 1,802. Theinmate population fluctuates on a daily basis, due to factors such as arrestee bookings and releases, andinmate transfers to state prison.Note: Polk County Inmate Work Camp averages are included in the 2008 and 2009 figures. The average workcamp inmate population in 2008 was 6 inmates and 26 inmates for 2009. Also, beginning inOctober 2011, preadjudicated youth housed in the Central County Jail are included in the averages.56

TRENDSDetentionJail BookingsThe Department of Detention’s Central Booking Facility is the processing facility for arrests made withinPolk County by PCSO, area law enforcement agencies, local police departments, state agencies, courts,bondsmen, and others with authorized arrest powers. The booking process for each arrestee includesproperty intake, medical screening, fingerprinting, photographing, and classification. The Department ofDetention processed a total of 32,443 arrestees in 2012, an increase of approximately 6.9% from 2011,and an increase of 21.3% from 2000. Of the 32,443 bookings for 2012, 66% were attributed to arrestsmade by PCSO.Based on an average annual growth rate forthe past twelve years of 1.7%, the number ofjail bookings may reach 34,118 by 2015 and38,372 by 2022.Source: PCSO, Department of Detention and Strategic Planning Unit,201357

PCSO BookingstrendsDetentionIn 2012, bookings made by PCSO deputies totaled 21,449, which comprised 66% of all bookingsat the Polk County Jail. This is an estimated 4.4% increase from 2011 and an approximate 40.3%increase from 2000. Much of this increase can be attributed to the addition of the PCSO’s six contractcities beginning in 2007.*Based on an average annualgrowth rate for the past twelveyears of approximately 3.25%,the number of jail bookingsby PCSO deputies may reach23,607 by 2015 and 29,525by 2022.Source: PCSO, Department of Detention and Strategic Planning Unit, 2013*PCSO began providing lawenforcement services to the sixcontract cities on the followingdates: Frostproof (1/1/07);Polk City (3/1/07); Eagle Lake(8/1/07); Ft. Meade (1/1/08);Dundee (10/1/08); and Mulberry(11/30/09).58

TRENDSDetentionDetention StrategiesThere are many factors that influence the average daily inmate population in the jail. Recidivism, strictersentencing guidelines, court-imposed mandates, diversionary programs, and re-entry programs are some factorsthat will impact the inmate population in the future. The Department of Detention has implemented variousstrategies aimed at managing the inmate population, while still maintaining the safety and security needs of thestaff, inmate population, and the public.Public Safety Coordinating Council – The Sheriff, in a continued partnership with the Public SafetyCoordinating Council, will research alternatives to manage the jail population and formulate recommendationsto limit jail overcrowding while maintaining public safety.A program established by the Public Safety Coordinating Council and administered by County Probation isthe implementation of passive electronic monitoring of qualified inmates released from jail, but required toremain under supervision. The program is proving effective in getting individuals through their court-orderedprobation requirements. According to County Probation, from December 2005 through September 2012, the1,809 adult offenders monitored by the program have collectively avoided 110,034 days in jail.Inmate Work Program – The Inmate Work Program is comprised of individuals who have been sentenced bythe courts to the county jail, but assigned to the Inmate Work Program to complete their sentence. Historically,the Inmate Work Program was a weekend program, however, in 2004, the program was expanded to includeweekdays. The program operates at no cost to the taxpayers because program fees are collected from theinmates. The program also eliminates taxpayers’ expense by providing an alternative to incarceration ratherthan to house these inmates in detention facilities and incur daily subsistence costs. The program annuallyprovides thousands of hours of free labor to partnerships throughout Polk County to assist in beautification andmaintenance projects for county and city facilities, schools, and parks.Faith-Based Initiatives – PCSO’s faith-based initiatives are designed to reduce recidivism, which helpsmanage the jail population by reducing re-entry into the jail system. The initiative is a holistic approach to lifechange through Bibliotherapeutic treatment. Our faith-based initiatives address inmates’ issues through Bibleteaching, counseling, mentoring, alcohol education, and a variety of life skills. By developing and buildingvoluntary partnerships between inmates and the faith-based communities, inmates may positively redirect theirlives upon release, reducing the likelihood of recommitting crimes. The faith-based initiative program is avoluntary program for qualified inmates who apply to participate. These initiatives are provided at no costto the taxpayers by volunteers in the faith-based communities.Inmate Educational Program - Beginning August 2012, PCSO launched its “Keys to Staying Out of Jail”inmate educational program. The program’s purpose is to provide inmates with practical and academiceducation focused on improving their quality of life and helping them become productive, crime-free citizensof the community. The two main components of the program are television programming and classroomtraining. Television programming runs from 6:00 a.m. to 11:00 p.m. in the day room areas of the jail andcovers topics such as math, science, reading, writing, social studies, and health education. Classroom trainingis taught by volunteers and includes topics such as CPR instruction, GED preparation, and job skills training.59

Detention StrategiestrendsDetentionThe educational program is funded by the Inmate Welfare Fund and the State Attorney’s Office drug educationand crime prevention fund. There is no cost to taxpayers for this program.Inmate Mental Health – Individuals suffering from mental illnesses many times end up in jail due to inadequatemental health care in the community. One approach to address this problem is our participation in the establishmentof a Mental Health Court to divert mentally ill persons from jail to the appropriate mental health care treatmentand facilities. Our partnership with community health centers, such as Peace River Center, works to find the besttreatment for an offender with a mental illness. Crisis Intervention Team (CIT) training improves the CIT-traineddeputies’ awareness of how mental illness affects behavior and better equips deputies to deal with persons withmental illness. In addition, there is a Special Needs Unit (SNU), which is a unit designed to house inmates thathave severe mental health issues. The inmates in SNU receive monitoring by the Mental Health Director (SNUCoordinator) and a psychiatrist. The MHD monitors compliance with medication and behavior. Aftercare andplacement assistance is provided upon request.Jail Alternatives to Substance Abuse – Inmates, both male and female, housed in the agency’s detentionfacilities may participate in a voluntary drug treatment program. The Jail Alternative to Substance Abuse (JASA)program is a collaborative effort between the Sheriff’s Office and Tri-County Human Services. This initiativeis geared to reduce recidivism through teaching and counseling about the effective management of drug andalcohol issues and anger management.Direct Supervision Jail Management – The South County Jail expansion consists of 768 beds that are managedby a Direct Supervision philosophy. The concept of Direct Supervision is a practice whereby inmates are housedin pods around a common day area or multipurpose room. A detention deputy is assigned to supervise inmatesin the pod on a 24/7 basis. During 2007, two detention supervisors attended the National Direct SupervisionSymposium in preparation for the application of this practice. All staff assigned to Direct Supervision areas arethoroughly trained.Expand Inmate Intake Area – The Polk County BoCC has contracted with Heery International to conduct aspace analysis study of the Polk County Courthouse and the Lawrence W. Crow Building. The study will addressthe need for expansion of the intake area and administrative offices. The project is currently in its early stagesand implementation of the resulting recommendations will commence upon its completion.Radio Frequency Identification (RFID) – In 2012, PCSO implemented an RFID inmate tracking systemthat utilizes radio frequency technology to monitor inmate movements. The system tracks and logs cell andsecurity checks, headcounts, medication administration, meals, and recreation. As a result of its implementation,all manual documentation and paper logs were discontinued, making the process more accurate and less timeconsuming for Detention members.Hospital Watch and Inmate Transportation Privatization - In October 2012, G4S Secure Solutions wascontracted to assume local inmate transportation related to court appearances and inter-facility movement, aswell as security of inmates admitted to local hospitals. The measure is not only more cost efficient, but will alsofree up Detention members to focus their attention on other tasks.60

trendsDetentionPre-adjudicated JuvenilesIn 2011, counties were granted the authority to operate their own juvenile detention centers, independentfrom the Florida Department of Juvenile Justice (DJJ), with the passage of SB 2112. In October of thatyear, PCSO began housing pre-adjudicated juveniles in the Polk County Juvenile Detention Facility inEast Bartow. Prior to this, pre-adjudicated juveniles had been housed in the Polk County Juvenile DetentionCenter operated by the DJJ. The switch has been a benefit to Polk County both in terms of cost andin quality of service.CostBefore PCSO assumed control of housing pre-adjudicated juveniles, Polk County paid approximately$3.2 million annually to the DJJ for its services. This averaged to nearly $237.00 per juvenile per day,which was projected by DJJ to increase to $350.26 in 2011-2012. PCSO has been successful in reducingthis by almost half. Because PCSO can operate its juvenile detention facility without unnecessary, duplicativebureaucratic oversight and overhead from DJJ, PCSO saved Polk County $1.7 million in FY 2012.What’s more, PCSO reduces cost by utilizing its existing buildings, procedures, management, supportfunctions, and processes already in place at Polk County jail facilities.Quality of ServiceAs well as being a more cost-efficient option,PCSO provides an exceptional quality of service.Due to their extensive training, development,and education, PCSO Detention Deputiesare especially well equipped to care for andcontrol pre-adjudicated juveniles. A DetentionDeputy working in a juvenile custody area willhave a minimum of 832 hours of initial training,in addition to 39 hours of annual retraining eachadditional year employed, mandatory FDLE retraining,and any other optional training he or shecompletes. In comparison, a DJJ Detention Officeronly receives 240 total hours of training.There is no interaction between juveniles housedat the Juvenile Detention Facility and adult inmates.All juveniles are kept away from adultinmates by sight, sound, and during transportation. Every effort is made to ensure that juveniles’ timespent at the Juvenile Detention Facility is not only safe, but also productive. Juveniles also attend educationalclasses taught by educational professionals from the Polk County School Board.61

Department of Detention goalsGoal 1: Expansion of Central BookingThere is a need to expand the current intake area at Central Booking. The volume ofinmates processed through Central Booking along with the services required, far exceedsthe capacity of the existing structure. An expansion of the Central Booking area wouldenhance the operation by providing essential customer service needs, improve staff andinmate safety, and provide adequate space to accommodate the required functions of thebooking area.Another very important point of this needed expansion is to relocate the number of peoplethat accumulate outside of the Central Booking sally port waiting on inmates to be releasedor to conduct business with Central Booking. The large number of people is a concern thatthe agency shares as a whole, and their safety and well-being is of the utmost importance.Preliminary assessments and cost estimates were obtained in 2007 and funds were notavailable to proceed. Construction drawings were purchased in FY08/09. The continuationand completion of this project is requested for FY 12-13.1.1: Work with the BOCC in providing vital data and focus group information relating tothe Courthouse Space Analysis study that will address the needs of the existing operationsin the Lawrence W. Crow Building along with the expansion of the existing courthouse.1.2: Review the recommendations and design concepts submitted by the study group anddetermine the operational functionality of the proposed design and assist in making anynecessary changes required.1.3: Determine renovation costs.1.4: Identify a funding source to cover the renovation costs.1.5: Proceed with renovations and obtain vendors for ancillary services related to theexpansion such as inmate kiosks, data access points, and ATM machines.62

Goal 2: Funding and CostsDepartment of Detention goalsContinue to evaluate current expenditures, identify new cost saving opportunities, andexplore potential reductions in labor and operational costs in preparation for potentialfunding deficits at the local, state, and federal level.2.1: Examine all potential requests for expenditures and determine the actual need for theitems requested.2.2: Analyze current processes which could potentially yield opportunities for costsavings.2.3: Examine partnerships and potential delegation of responsibilities through privatizationto outside vendors which could potentially reduce labor and operational costs.Goal 3: Tiburon Corrections Management SystemImplement and train members on the Tiburon Corrections Management System (CMS),along with the various third party applications that will be associated with the new CMSsoftware.3.1: Complete the Business Practices Review (BPR) to establish parameters for thevarious items required by the CMS and all third party software solutions.3.2: Ensure data tables are completed as required in preparation for the CMS install.3.3: Train all Detention members on the use of the Tiburon CMS software package andall additional third party solutions that will be attached.3.4: Implement the Tiburon CMS system and integrate it with the Video Visitation,Guardian RFID, and TIPS throughout the Department of Detention.3.5: Evaluate all implemented processes to ensure that a high level of efficiency andcustomer service is maintained and that data is accurately being recorded.63

Department of Detention goalsGoal 4: Central and South County Jails Facility Improvements4.1: Complete renovations of the Central County Jail including the window replacements,and maintenance and security upgrades. The original renovations to Central County JailBuildings 1, 2, 3, 4, and 5 included interior and exterior window replacements, plumbingupgrades, and the addition of video cameras in the juvenile cells as well as all isolationcells. This project was to be completed in calendar year 2012, but due to installation issueswith the exterior windows is projected to be completed in the first part of 2013.4.2: Continue with the replacement of metal bunks and relocation of towel hooks.The current temporary bunks located inside the sleeping cells are constructed in a waythat allows the inmates to disassemble them. New bunks are being installed as funds areavailable. In addition, when the bunks are replaced, the towel hooks will be relocated tothe metal wall in each cell and removed from the concrete wall to prevent removal of thehooks by the inmates. This project is scheduled to be ongoing as funding is available forthe purchase of additional bunks.4.3: Make use of available resources to improve utilization of existing facilities in orderto improve inmate and detention deputy safety.Increasing the number of dorms being staffed will allow the transfer of inmates currentlyhoused in the dayrooms to cells. Having inmates in the dayrooms reduces security andmakes it difficult to maintain keep separates located on the top and bottom tier of the samedorm.Goal 5: Continuation of housing pre-adjudicated youth, in accordance with inspectionsand accreditation processes, continuation of a sound behavioral managementsystem, and search for additional savings.5.1: To ensure pre-adjudicated housing units meet all inspectional processes and accreditationstandards.64

Department of Detention goalsThe Central County Jail Commander will keep up to date on all legislative changes or rules regardingthe housing of pre-adjudicated youth at the Central County Jail. Policies and procedures willbe reviewed to ensure compliance. In addition, all inspectional processes and mandates will bereviewed and provisions made to accommodate the changes.5.2: To ensure the delivery of professional and quality supervision of all youth housed within theCentral County Jail.All detention deputies assigned to the juvenile detention housing areas shall, at a minimum, completea forty-hour juvenile offender supervision course, in addition to the entry-level training requirementsof a certified detention deputy. Supervisors shall regularly patrol housing areas andreview recorded video footage of the housing areas for quality control. The Central County JailCommander, or designee, shall meet with representatives assigned to juvenile housing areas todiscuss activities and issues regarding the juvenile housing areas.5.3: To continuously utilize a rewards system designed to compensate good behavior and applyconsequential loss of rewards for poor behavior.The juvenile housing areas will utilize a daily and weekly points-based system to determine whichyouth have earned privileges and rewards for positive behavior while detained. Behaviors, bothpositive and negative, will be documented with consequences/rewards noted by detention deputies.5.4: To ensure the most efficient operations of the pre-adjudicated youth housing, operations willbe reviewed and measured to determine if additional savings can be obtained.Quarterly inspections of processes based upon compiled data will be conducted to ensure the mostefficient use of manpower and operations. Each quarter more data will be collected and comparedto previous data to develop a baseline of operations. In addition, internal audits will be conductedto compare with previous quarters.65

trendsOffice of Business AffairsThe Office of Business Affairs (OBA) is comprised of the Business Service Division, Fiscal Services Division,Human Resources Division, and Information Technology Division. The following is a list of key issuesfacing OBA that were identified at the Senior Staff Retreat and during other meetings throughout 2012.Tiburon: When fully operational, Tiburon integratedsoftware will provide a comprehensivesystem for computer aided dispatch (CAD), recordsmanagement, and corrections management.Tiburon will streamline dispatch, dataentry, record retrieval and analysis, and informationsharing with other law enforcement agencies.In 2012, the Information Technology Division(IT) made significant progress in attainingfull implementation. Members of IT’s ApplicationManagement Section (AMS) worked closelywith law enforcement, the Records ManagementBureau, Property and Evidence, and participatingcities to ensure the software met the needs ofeach group. As a result, PCSO and other countypolicing agencies have easy access to the informationthey need to keep the citizens of PolkCounty safe. In 2013, IT will continue to makestrides to implement and improve upon Tiburon.Recruiting and Retention: The Human Resources Division (HR) is constantly seeking new and innovativestrategies to recruit and retain the most qualified and talented personnel. HR’s goal is not only to hirethe best possible candidates, but also to ensure that those candidates will remain with PCSO for a significantperiod of time. Therefore, prior to hire, it is essential to accurately assess which job candidates are the best fitand most likely to perform most effectively in the position. In 2012, HR reduced the number of backgroundinvestigations by 3% and pre-employment interviews by 22% by conducting polygraph examinations andpre-screening interviews at the beginning of the hiring process. In 2013, a new Applicant Tracking Systemwill be implemented, which will streamline hiring and make the application process more user-friendly.Succession Planning: In order to ensure key positions in the agency are never vacant, a successionplan must be developed to target members for promotion and equip them to make the transitionwhen called upon. In 2012, a Special Projects Team was established in order to create a successionplanning program for the agency. The Special Projects Team has designed a General Orderwhich includes the criteria required for members who wish to participate in the program, as well anoverview of what is required of participants. Upon approval, the program will begin in 2013.Fuel Prices: As the price of fuel continues to increase, PCSO remains dedicated to finding ways to domore with less resources. The average price of fuel used by PCSO vehicles increased by6% in FY 2012. In addition, PCSO logged approximately 16.1 million miles on agencyvehicles, and 1,106,113 gallons of fuel were consumed. As a response, a Special ProjectsTeam was formed to research and analyze PCSO’s fuel consumption patterns and devisestrategies to become more fuel efficient. The team will release its findings in 2013.66Key Issues

Office of Business Affairs goalsGoal 1: Increase the efficiency and effectiveness of the agency by integrating computersystems, thereby reducing duplication of efforts and increasing data integrity, accessibilityacross organizational lines, and timeliness and usefulness of information.1.1 Complete implementation of the Tiburon Integrated Systems Solution (ISS) RecordsManagement and Field Reporting modules for the agency and Polk County police departments.1.2 Begin implementation of the ISS Jail Management module for Detention, including theRFID and Inmate Accounting modules.1.3 Continue to make progress on the administrative software system with a primary focusof implementing the applicant tracking, allocation, and inventory management modules.1.4 Finish the development and implementation of the software solution for the CrimeSuppression Center to fully integrate and access internal and external data resources in orderto provide real-time crime data.1.5 Complete the implementation of the Property & Evidence RFID system solution.1.6 Complete the Tiburon CAD VMP Upgrade.1.7 Complete implementation of the automated citation system for the agency and PolkCounty police departments.1.8 Go live with an agency smartphone application for the citizens of Polk County.67

Office of Business Affairs goalsGoal 2: Improve the well-being of our members and continue to identify and preparefuture leaders within the organization.2.1 Continue agency involvement with the Polk County Government Wellness Committeewhose goal is to implement a wellness program, addressing health related lifestylechoices and chronic illnesses, to improve the health of the members and reduce the longtermcost to the County’s self-insurance health plan.2.2 Recruit, develop, and retain employees. Continue to motivate members and offer opportunitiesfor professional growth. Implement a mentorship program for aspiring leaders.2.3 Complete construction of the driving pad at the Training Center to improve the drivingcapabilities and driving safety of our members and reduce costs to the County.2.4 Implement a pension plan for those rehired retirees not eligible for FRS.2.5 Partner with the Health Insurance Committee to identify ways to keep health costsunder control in order to minimize increased costs to participants and the County.Goal 3: Continue policy of fiscal responsibility throughout the agency by implementingcost savings ideas and examining work processes to determine new ways toimprove efficiency and effectiveness.3.1 Continue to emphasize in all interactions the importance of examining all expendituresto determine that the best cost effectiveness is achieved. Solicit cost savings ideasthroughout the year.3.2 Make necessary changes to processes and the payroll system to accommodate anyhealth care reform regulations required by the Affordable Care Act. Assess our agency’sfiscal impact from regulations required by the Affordable Care Act.3.3 Work with the Department of Law Enforcement to develop an exit planning strategyrelated to expiring federal grants.3.4 Successfully complete the FDLE Triennial Audit; verifying compliance with theCJIS Security Policy requirements as well as adherence to federal and statelaws, regulations, and policies.68

Community Investment PrioritiesTo meet the needs of the community and to provide effective law enforcement and detention services, the agencyneeds the continued support of the Board of County Commissioners to address our community investmentpriorities.Training CenterAn engineering firm was retained, and with the help of PCSO, developed a master plan for build-out on theexisting Burnham-McCall Training Center property. Currently, a major project to be completed at the TrainingCenter is the Emergency Vehicle Operator Course (EVOC) that meets all state mandates and will allow more“real-world” training as it pertains to Pursuit Intervention Technique (PIT) maneuver. The EVOC will not onlybe utilized by the Kenneth C. Thompson Institute of Public Safety, but also by local law enforcement and firerescue to conduct defensive driving training. There are also additional plans to replace all existing administrativebuildings with larger site built structures that will allow for a better learning environment.Booking ExpansionThe agency worked in conjunction with county facilities and authorized an architect to develop a full set of plansto expand the booking area. The plans were finalized in May 2009. The expansion will allow for additionalholding cells, a medical screening area, an area for daily registrations, and media booths. The expansion willalso allow for a customer service area to include increased seating and restrooms, as well as, increasing safetyby separating incoming and outgoing inmate traffic.Aviation SupportDue to Polk County’s considerable area, itis vital that PCSO has safe and dependablehelicopters available to patrol whennecessary. In 2013, PCSO purchased anew helicopter to replace one of the twoVietnam-era helicopters that it alreadyowned. The helicopter was purchased usingfunds from a “replacement account” thatwas saved over the course of 12 years frombudgeted funds that remained unused. Partsfrom the replaced helicopter will be usedon the remaining helicopter to improve itsoperation. When enough money has beensaved to do so, PCSO plans to purchaseanother new helicopter in 3 to 5 years.69

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Evaluation of 2012Goals and ObjectivesThe strategic planning process includes an evaluation of the previous year’s goalsand objectives. The evaluation process enables us to measure the actual progresstoward our stated objectives. The agency’s goals may incorporate both longtermand short-term objectives; however, realistic expectations are establishedto ensure achievable outcomes. Two important aspects of the evaluation processinvolve the documentation and communication of our progress to every levelwithin the organization. The annual review of the agency’s goals and objectivesserve to evaluate performance measures, assess progress in achieving intendedoutcomes, and gauge the effectiveness of our operations. New programs maybe incorporated, or existing programs modified, to adjust to the community’sneeds, trends, and expectation of services. The following section provides anevaluation of the agency’s goals and objectives for 2012.Goal 1: The agency will continue to ensure the safety and security of the community whilecultivating customer loyalty.Objective 1.1: Expand and integrate the PROCAP (Proactive Community Attack onProblems) philosophy throughout the agency.Assigned Responsibility: Department of Law Enforcement / Department of Detention / Officeof CommunicationsStrategy 1: Review the fundamentals of PROCAP and the Jail Information Model (JIM) and seeknew ideas from agency members during roll call.The Department of Detention utilizes data from the Jail Information Model and Facility Cop,especially in incidents involving fights or assaults in order to identify frequent perpetrators. Theseperpetrators of inmate violence are placed in Administrative Confinement Housing. Disciplinaryreports and criminal charges are pursued, but the Department of Detention does not wait on thatprocess before acting in order to limit disruptive behavior.Strategy 2: Enhance a comprehensive drug reduction strategy that deals with prescription drugs,crack cocaine, marijuana indoor grow operations, and methamphetamine abuse to interruptaccompanying criminal activity.71

PCSO continues to focus its efforts on identifying and apprehending doctors and pharmacistswho overprescribe and dispense prescription drugs in excess of acceptable medical standards.Detectives also continue to utilize the Prescription Drug Monitoring Program, a statewideprescription drug database used to identify individuals who have obtained separate painmedication prescriptions from multiple doctors in a short period of time. The Bureau of SpecialInvestigations has established a unit solely dedicated to capturing individuals engaged in this typeof “doctor shopping.” Working in cooperation with the Florida Department of Law Enforcement(FDLE), the Attorney General’s Office of Statewide Prosecution, and the Florida Department ofHealth (DOH), PCSO has conducted a series of initiatives throughout the year intended to stopindividuals from illegally obtaining and abusing prescription drugs.The Narcotics Unit continues to use all resources available to deal with the crack cocainesituation. Detectives have developed sources to infiltrate particular areas and have introducedundercover detectives to make hand to hand buys in order to establish solid charges on dealers.The latest example of this type of strategy was “Operation Car Chaser” in Fort Meade. This caseinitially focused on street level dealers and moved up to the suppliers before detectives obtainedarrest and search warrants. This comprehensive strategy has both short and long term benefits.In the short term, there is less cocaine sold on the street; in the long term this strategy tends to getrid of much, if not all, of the entire criminal organization. During this month long investigationdetectives were able to make twenty eight (28) arrests, served two (2) search warrants, andeffectively shut down all the street level drug sales in the community.PCSO is continuing its partnership with the Drug Enforcement Administration (DEA) to identify,investigate and dismantle grows houses and drug trafficking organizations responsible for theindoor grow houses. Because of geographical and jurisdictional boundaries that the traffickerscross, it is necessary for PCSO to work in conjunction with other agencies. With the help of theDEA, PCSO has successfully prosecuted numerous defendants in the federal system, which hasseemed to slow these organizations down in the Polk and Central Florida area.Strategy 3: Require all deputy sheriffs from each division to complete the on-line MultijurisdictionalCounter Task Force Gang Training during the calendar year.Since being posted on S-14 in 2011, a total of 633 members have successfully completed the class.Supervisors will ensure that all deputies continue to complete the class when appropriate.Strategy 4: Maintain data collection by employing the Jail Information Model as the ManagementAccountability system with all detention facilities in order to gather intelligence and proactivelycontrol criminal activities in the jails.The Department of Detention utilizes the Jail Information Model and Facility Cop to aid inflagging victims of inmate violence. Deputies monitor these identified victims in the hope ofidentifying areas of the facility in which the victims may be placed so that they are less prone tobeing victimized.72

Strategy 5: Conduct countywide PROCAP initiatives on a monthly basis, partnering with alldivisions within the Department of Law Enforcement and Department of Detention.In their effort to prevent PROCAP crimes, Crime Prevention administered 1,345 programsand reached 66,789 individuals. They also distributed crime prevention materials such as apamphlet entitled, “Reduce Opportunity for Crime.”Strategy 6: Streamline the process of analyzing information received and assigned in the CrimeSuppression Center.The Polk County Sheriff’s Office is in the process of implementing Microsoft Fusion. Thissoftware will aid in disseminating crime information to all agency members in a timely fashion.The Crime Suppression Center has completed Phase One of the project and is currentlyscheduled to be fully completed by March, 2013.Strategy 7: Target those individuals and areas that are identified on a trend analysis.Dashboard has been implemented and is being used throughout the agency to track crimetrends. The program is utilized during each roll call to assess patterns in criminal activity.Strategy 8: Educate the community about safety and crime prevention practices through thedissemination of information by using partnerships, media, and community presentations.In 2012, Crime Prevention delivered 1,345 programs which reached 66,789 people and made193,383 successful First Call telephone contacts. The PIOs created and distributed 530 newsreleases and Communications staff delivered 52 briefing papers for the Sheriff to use duringradio appearances and interviews.Objective 1.2: Continue to enhance utilization of alternative detention programs thatare aimed at reducing recidivism and subsequent criminal activity.Assigned Responsibility: Department of DetentionStrategy 1: Explore additional faith-based initiatives throughout the state for new programopportunities.PCSO has found that its faith-based initiatives have set the standard that other Florida countiesattempt to follow. PCSO has extended its exploration of additional faith-based initiatives toinclude the state prison system and local non-jail programs to develop a broader array ofprogram opportunities for the inmates of Polk County.On June 20th, Counselor Woolman and Capt. Hohl met with representatives from the Live theLife Organization, Lisa May and Toby Donaldson. They discussed the possibility of implementingthe Live the Life “WAIT” program for the juvenile population. “WAIT” is a sexual abstinence73

and high-risk behavior educational program that encourages juveniles to make better choicesand focus on reaching life goals.Additionally, they discussed two other programs “Adventures in Marriage” and “Parent Talk,”that would be beneficial for adults who are seeking assistance with relational stability and/or parenting. Ms. May stated that they would be willing to offer any programming we wantedand would love to help change the lives of the inmates who are incarcerated in Polk County.Additionally, she stated that she would make contact with their organization leadership in orderto determine the budgetary needs and to see if there would be a need for compensation from thePCSO.Strategy 2: Obtain feedback from program participants and volunteers in order to assess how theprograms can be improved upon.PCSO has been actively securing feedback from the participants of its jail programs to evaluatetheir effectiveness and productivity. Faith-based and JASA participants have expressed positiveand negative concerns about their respective programs. PCSO will continue to utilize the feedbackfrom inmate surveys and informal feedback opportunities in order to ensure the highest qualityof programming.PCSO also receives feedback from program volunteers through informal contact, as well asperiodically scheduled meetings, in order to determine program strengths and weaknesses. Thisprocess creates an environment of partnership between PCSO and the community as we worktogether to serve the inmate population.To date, there are an estimated 170 active program volunteers who serve in all areas of inmateprograms and administrative capacities.Strategy 3: Maintain an active role in the implementation of programs.The Department of Detention has developed the Inmate Educational Program to enhance thequality of life in Polk County by providing inmates with the opportunities for positive change andpractical application through academic curriculum founded on values and life skills. GED, CPR,Job Readiness and the Faith-Based component of the Educational Program are operational.Since the program’s inception, the following totals have been recorded:• From 08/08/2012 to 12/31/2012, a total of 102 inmates completed CPR Certificationtraining.• GED preparatory classes are held every Thursday and a total of 18 inmates participated inwriting classes between 08/08/2012 to 12/31/2012. At the request of the volunteer instructor,inmates who want to attend the writing class can do so every six weeks due to the set curriculumby the volunteer instructor. Additionally, one student increased his pre-test GED score from 48%to 92% in nine weeks.74

• Job Readiness Training is conducted every Monday at both jail facilities by Polk Works.From 09/10/2012 to 12/31/2012, a total of 104 inmates participated in the four week programand a total of 31 inmates graduated.Strategy 4: Monitor and evaluate the implementation of the HOPE NOW Program and assessthe progress towards program goals.Male Program – Hope Now has 41 men currently in the male program. They have had a totalof 57 male graduates and the success rate for the male program is 67%.Female Program – The female program started November 30, 2011 and there are currently 21women participating, with a total of 5 graduates. The success rate for the women’s programis 100% to date.Objective 1.3: Enhance the agency brand through continual organizational loyalty byproviding customer services and solutions to the citizens of Polk County and to otheragency members.Assigned Responsibility: Office of Business Affairs / Office of Professional Compliance /Office of CommunicationsStrategy 1: Continue to educate members on internal and external opportunities to improvecustomer service and provide yearly training to all agency members that provokes organizationalbranding.All members are required to attend the Customer Care class annually, which was titled“We Will Always Answer the Call” in 2012. The class focused on members’ commitment toexcellent customer service in each and every call they respond to. Specifically, members wereencouraged to treat those they interact with according to the Golden Rule (i.e., treat othersas you would want your loved ones to be treated). 48 classes were scheduled in 2012 and allmembers completed the class.Strategy 2: Survey and analyze customer feedback and communicate responses with appropriateareas.The following surveys were conducted and analyzed by the Academy and Member DevelopmentBureau and shared with the Training Advisory Council:Polk State CollegeKenneth C. Thompson, Institute of Public SafetyThree Year Customer Survey Summary, 2010-2012• 433 Possible responses• 416 Either Strongly Agreed or Agreed (96.1%)• 7 Disagreed (1.6%)• 10 Non- Applicable (2.3%)75

FDLE Customer Satisfaction SurveyGiven to all agencies in Region VIII in 2011:• 121 Possible responses• 116 Either Strongly Agreed or Agreed (96%)• 3 Acceptable• 2 Disagreed• Two agencies “disagreed” on separate questions– Response: Did not intend to disagree, but agrees.– Response: Misunderstood the question, but agrees.During 2012, the Polk County Sheriff’s Office Facebook page (managed by the Office ofCommunications) made 575 posts aimed at disseminating information and acquiring feedback.Strategy 3: Maximize communication opportunities to inform and educate the community in aneffort to enhance the agency brand.During 2012, the Office of Communications posted 1,625 Twitter messages, created 530 newsreleases, sent 75,565 external newsletters, and developed a new social media site on Nixle. ThePolk County Sheriff’s Office Facebook page had 4.6 million “Friends of Fans,” 29,365 “Fans,”and a 4.4 million “total reach.”Goal 2: The agency will foster and encourage member accountability, proactive choices,and agency involvement.Objective 2.1: Continue to identify, pursue and implement strategies to improve workplacesafety, risk management, and wellness through innovative measures.Assigned Responsibility: Office of Business AffairsStrategy 1: Implement strategies for meaningful reward and recognition based upon hours freeof preventable accidents for safety infractions.The Human Resources Division is currently exploring various wellness incentive options. Theywill be presented to Executive Staff for approval at a later date.Strategy 2: Facilitate the construction of a driving pad at the Training Center to improve thedriving capabilities and driving safety of agency members to improve their safety and reducecost/liability.In 2012, three retention ponds were completed and the entire site was cleared and grubbed.Approximately 5,000 loads of fill dirt was brought on site, placed, compacted and tested. Geotestingwas completed to confirm the specifications for fill dirt and compaction. In October 2012,the Polk County BoCC returned funds to PCSO for completion of this project in FY 12/13. TheCounty is currently working with engineers in developing the scope of work for the remainder of76

the work to be completed. They are also completing the necessary paperwork for the biddingprocess for a construction manager at risk and a contractor.Strategy 3: Work with the Polk County BoCC to provide the costs associated with the top fiverisk management factors and costs of work-related injuries to members on a quarterly basis.The Human Resources Division currently receives a detailed monthly report from PolkCounty BoCC indicating a breakdown of expenses per claim for the calendar year, as well asa quarterly report of the Top 5 cost drivers. Information from these reports is incorporatedinto the bi-weekly 5-Minute Safety trainings.Strategy 4: Analyze data to identify all agency risks and partner with all Departments todetermine training/education needs.An educational survey was developed and distributed to agency members in an effort toimprove higher educational development. The results of this survey aided in the developmentof new educational opportunities with two institutions (i.e., Southeastern Bible College andFlorida Southern).The new ALERT/DART process was implemented, which satisfies the mandatory qualificationneeds of the agency while eliminating overtime hours.Using a PROCAP philosophy, the Training Center has been tracking monthly and yearlyqualification statistics in an effort to improve weapon proficiency, eliminate remediationovertime, eliminate instructor overtime and save on ammunition costs. To date:-We currently have a 6.5% failure rate when analyzing all weapons systems. Last year we didnot include the AR15 in our analysis of qualifications.-Analyzing only the handgun and shotgun (which is what was examined last year), we have a3.2% failure rate. This is a 3.6% decrease from last year’s 6.8% failure rate.-Our decrease in failure rates has reduced our remedial instructor use by 45% (using only 18of 36 instructors that were scheduled) of the original projections.-Changes, such as keeping members isolated to a single range, have decreased our ALERT/DART instructor use by an additional 239 hours (down from 1,200 to 961 and using only 152of 188 instructors that were scheduled). This accounts for a 20% savings in instructor usagefrom the original projections.At the request of the Training Committee, the Training Center created a new AR15 operationseries. This production was completed and is now available on S-14 for review by DLEmembers.77

PCSO’s partnership with the Winter Haven Police Department led to a meeting between trainingpersonnel. This meeting established a training period for a WHPD sergeant, who attended theTraining Center for two weeks during late May and early June.The Business Services Division currently provides emphasis on allmail safety bulletins byreviewing them at Division, Bureau, and Section level meetings. In addition, Fleet Services hasreviewed the hazards of working in a fleet shop and have developed training on various safetytopics which are provided in section safety meetings every two weeks.The Human Resources Division presently reviews all work-related injuries to determine ifpossible preventative measures can be taken to prevent future injuries. They also work withsupervisors and Polk County Risk Management whenever a concern arises to ensure all issuesare remedied. Bi-weekly 5-Minute Safety training topics that are based on work-related injurytrends are distributed to department captains to review during briefings/meetings.Objective 2.2: Enhance member familiarization of the agency’s strategic plan, includingthe agency goals, mission, and core values.Assigned Responsibility: Office of Professional ComplianceStrategy 1: Develop a concise overview of the agency’s strategic plan for new memberorientation.A PowerPoint presentation is given to all new members during orientation. The presentationreviews PCSO’s mission, values, vision, and goals, as well as provides an overview of thestrategic planning process. A series of strategic planning videos were recently completed andwill be shown during orientation in 2013.Strategy 2: Provide all new members copies of the agency’s goals and objectives at new memberorientation.All new members receive a pamphlet at orientation which lists the agency goals, objectives,mission, values, and vision. The pamphlet also provides a brief summary of the strategic planningprocess. In addition, new members are directed to access and familiarize themselves with thefull strategic plan on S-14.Strategy 3: Implement a series of retreats for non-Senior Staff members aimed at gaining inputon the agency’s direction, including its goals and objectives.The Office of Professional Compliance explored the idea of holding a series of strategic planningretreats and presented their findings to Senior Staff. Senior Staff decided that it would be moreefficient to produce a set of informational videos focusing on strategic planning and agency anddepartment goals. In conjunction with the Office of Communications, the Office of ProfessionalCompliance completed three videos which will be incorporated into various training classes in2013.78

Objective 2.3: Continue to refine the accreditation process to maintain standards ofprofessional excellence.Assigned Responsibility: Office of Professional ComplianceStrategy 1: Continue the accreditation process through the National Academies of EmergencyDispatch for the National Academy of Emergency Fire Dispatch accreditation.The Accreditation Unit is currently maintaining files for this program.Strategy 2: Obtain reaccreditation for CALEA, FCAC, and NAEMD.The on-site assessment for the Florida Corrections Accreditation Commission, Inc. (FCAC)was conducted July 18-20, 2012. The agency was in 100% compliance with both applicablemandatory standards and applicable non-mandatory standards; reaccreditation wasawarded on September 25, 2012.The on-site assessment for the Commission on Accreditation for Law Enforcement Agencies,Inc. (CALEA) was conducted August 5-8, 2012. The agency was in 100% compliance withthe applicable mandatory standards and 89.6% of other than mandatory standards. Theagency was awarded reaccreditation and accreditation with excellence on November 17,2012.The Accreditation Unit is working in conjunction with members of the TelecommunicationsSection to ensure continued compliance with the National Association of Emergency MedicalDispatch. Reaccreditation for this program will occur in April 2013.Strategy 3: Pursue “Accreditation with Excellence” status for the agency’s CALEAprogram.The on-site assessment for the Commission on Accreditation for Law Enforcement Agencies,Inc. (CALEA) was conducted August 5-8, 2012. The agency was in 100% compliance withthe applicable mandatory standards and 89.6% of other than mandatory standards. Theagency was awarded reaccreditation and accreditation with excellence on November 17,2012.Goal 3: The agency will aggressively and proactively address funding challenges.Objective 3.1: Efficiently deploy and utilize resources.Assigned Responsibility: Department of Law Enforcement / Department of Detention/ Office of Business Affairs / Office of CommunicationsStrategy 1: Expand the usage of volunteers and reserves to supplement the agencyworkforce.79

In 2012, CAP and non-CAP volunteers donated approximately 135,052 hours. This representsa 25.6% increase from 2011.In the Department of Detention, volunteers are being utilized, where permitted, to assist indaily operations and to serve the inmate population in an effort to reduce reliance on full-timepersonnel. The volunteer base within the Department of Detention has been expanded in thefollowing areas:• Juvenile Alternative Work Program volunteers supervise juveniles at work sites;• The number of Faith-Based volunteers has been increased;• Inmate Educational Program volunteers provide educational tutoring; and• CCJ Administrative volunteers assist the detention counselor in:- The processing of Bible requests;- Delivery of Bibles;-Volunteer file maintenance; and-Sorting and reviewing inmate book cart books.The Volunteer Services Unit has structured a volunteer SSO program to support the Departmentof Law Enforcement when grant funding for SSOs expires. A group of approximately 24volunteers have been selected to take part in the program and are currently undergoing trainingin the classroom setting. These volunteers are expected to proceed to road training early in2013. A second group of 15-20 volunteers have also been selected and will begin the first partof training in January 2013.Strategy 2: Evaluate current expenditures and processes.The Department of Detention continues to look for cost effective strategies and cost cuttingmeasures. A contract was signed with G4S to provide in-county inmate transportation andprovide personnel for hospital watches. Also, a contract was signed with Site Secure to installcameras in specific cells that may reduce the need for certified deputies to watch inmates on aone-on-one basis.The Fiscal Services Division made changes to certain processes and restructured jobs to absorbthe impact of a position cut. Savings were proposed for the 2012-2013 budget by outsourcingsome detention processes and eliminating expenditures as grants end. Additional court processstaffing changes will save PCSO $75,000.Strategy 3: Identify emerging legislative issues and monitor the impact of proposed bills onagency operations, especially those that may result in unfunded mandates.With the assistance of Ms. Gwinnell Brant and Director Wilder, the Department of Detentioncontinues to follow all legislation that may cause unfunded mandates. A meeting was heldin September which focused on ensuring that the Southern Poverty Law Clinic (SPLC) doesnot successfully lobby for changes to the juvenile standards in Florida Model Jail Standards80

(FMJS) Chapter 20 that may cause unfunded mandates. The FMJS sub-committee meeting wasa success with very few standards being changed. There will be a full committee meeting inFebruary 2013.Information was provided for presentation at the Florida Sheriff’s Association (FSA) SummerConference opposing the new PREA standards that require ratios of juveniles to staff with ananticipated implementation in 2017. PCSO encouraged all other agencies in attendance tooppose these standards as well. This process is still ongoing.The Fiscal Services Division is currently monitoring the following issues:• The ruling that the 3% FRS employee contribution is unconstitutional in order to determine ifthere will be a budget impact.• Affordable Care Act mandates that could potentially impact on the budget.• Potential legal action against FRS to allow the avoidance of the Health Insurance subsidythat PCSO is currently paying FRS for retired-rehires.• In addition, the Fiscal Services Division monitored several property tax reform amendmentson the November ballot, all of which would have reduced revenue. Had it passed, Amendment4’s property tax limits were estimated to create an impact as severe as those experienced duringthe recession. Amendment 3, which would have artificially capped revenue that governmentscan raise, was estimated to have an impact about half as great as Amendment 4 in reducingrevenue.Objective 3.2: Explore funding and information sources to support current and new agencyinitiatives.Assigned Responsibility: Department of Detention / Office of Business Affairs /Office ofProfessional ComplianceStrategy 1: Investigate additional contractual opportunities and partnerships with othergovernment/private entities to offset a portion of the agency’s operational costs.Partnerships with the US Marshals Service and Immigration and Customs Enforcement (ICE) arein place if the opportunity to house their inmates presents itself. Also, some detention processes(i.e., inmate transportation and hospital watches) have been outsourced as a cost savingsmeasure. PCSO has a supplemental contract with Winter Haven for priority use of their trainingfacilities and a supplemental contract with Haines City for IT support. The Training Section hasa partnership with Polk State College in regards to their Law Enforcement Academy.Strategy 2: Research and identify new potential grant opportunities and alternative fundingsources that may be outside the mainstream law enforcement sources.The Peace River COOP grant availability was forwarded to Deputy Brandy Stephens, ExplorerAdvisor, for consideration. Subsequently, the program was awarded $6,800. The GrantCoordinator also reviewed a Civilian Marksmanship Program for the program.81

The Peace River COOP grant information was also forwarded to ‘HOPE NOW” and LelandMinistries. In addition, Animal Control received a PetFinder Foundation WHAL Shampoo grantto assist with animal hygiene.Strategy 3: Meet with agency components to identify initiatives that are eligible for potentialgrant funding.The Grant Coordinator met with Sgt. Greg Goreck and secured a FDOT DUI enforcement grantfor $70,000. In addition, the Grant Coordinator discussed with Captain Ray and Lt. Wardseveral Homeland Security grant opportunities, however, it was determined that the agency wasnot eligible to apply for the funding.The Grant Coordinator also met with personnel from Crime Scene, IT, Traffic, OPC, Training,Intelligence, and Detention regarding grant possibilities related to specific topics. The GrantCoordinator additionally met with agency personnel to apply for continued funding for theFederal JAG, VOCA, STOP, and ICAC grants, as well as a new funding opportunity for COPSHiring. The Grant Coordinator also completed and submitted the FDLE JAGC, SCAAP andBulletproof Vest applications.Strategy 4: Coordinate with contracted municipal partners to maintain and identify grants thatwill enhance law enforcement services in these municipalities.The Grant Coordinator discussed with Sgt. Tammy Wagner the funding of a video network systemgrant for the City of Frostproof. The Grant Coordinator also worked with municipal sergeantsto obtain JAGC funding for the 2012-2013 fiscal year from FDLE. In addition, a FDLE-JAGDgrant application was submitted for the City of Mulberry.Strategy 5: Develop an exit planning strategy related to expiring federal grants, includingidentifying grants worthy of continued funding.The Grant Coordinator has been in discussions with finance personnel regarding the extensionof several grants expected to expire. The SSO recovery grant was extended to June 30, 2013 andthe COPS CHRP was extended to June 30, 2013. This allows for the maximum funding withinthe time period restraints as established by the granting agency. The 2010 COPS METH grantwas extended to December 15, 2013. An request to extend the OJJDP gang grant to September30, 2013 was submitted and is pending at this time.Goal 4: The agency will continue to improve advanced technologies to internal andexternal customers while enhancing the organization’s performance through precise datacollection, analysis, and application.Objective 4.1: Increase the efficiency and effectiveness of the agency by integratingcomputer systems.Assigned Responsibility: Office of Business Affairs / Department of Law Enforcement /Department of Detention82

Strategy 1: Finalize the implementation of the Records Management model of Tiburonsoftware.Tiburon RMS/ARS is fully implemented at the Polk County Sheriff’s Office and all of the PolkCounty police departments that were scheduled.Strategy 2: Implement the Human Resources model of the administrative software.An applicant tracking module is in progress with customization requested. ADG has statedthat the enhancements will take several months to implement.Strategy 3: Provide assistance to the Department of Detention in formalizing a plan forselection and implementation of detention management software, including an inmateaccounting software.The Tiburon CMS software package was chosen for the integrated software solution. Aprojected implementation date for the CMS package is estimated in early 2013. The ITDivision is currently waiting on Tiburon to provide a demonstration of their civil module andwhat services that program solution has to offer. The Guardian RFID solution for Detentionbecame fully operational in 2012.The Fiscal Services Division previewed Trinity’s Inmate Software, an inmate accounting packagethat would be free to PCSO through its inmate commissary provider. The Fiscal ServicesDivision then visited Broward County Jail to see the program in operation. Preparationswere being made to visit Escambia Co. Jail to observe Trinity’s intake kiosk solution whenit was determined by Escambia that the kiosk was not meeting their expectations. Trinity iscurrently addressing the issue. While Trinity attempts to rectify the problems, PCSO is in theprocess of gathering information from other vendors as possible alternate solutions.Strategy 4: Continue to explore software options for the Crime Suppression Center to enhancetheir operations through improved data and its communication.Dashboard is being used throughout the agency to track crime trends. The program is utilizedduring each roll call to assess patterns in criminal activity.Strategy 5: Formulate and implement training on all systems to corresponding members.The Guardian RFID system is fully operational. Training was conducted in September 2012Strategy 6:technology.Continue to inform members on the progress of integrated information83

The IT Division sent a mass email to all agency members in January 2012, which provideda brief summary and schedule of the integrated information technology being implementedin 2012. A second systems update will be sent out early in 2013, shortly after the TiburonDetention CMS Kick-Off meeting.Objective 4.2: Ensure full optimization of the agency’s Crime Suppression Center.Assigned Responsibility: Department of Law EnforcementStrategy 1: Provide timely and accurate forecasts of developing crime trends to facilitate arapid and effective response by county-wide law enforcement agencies.The Crime Suppression Center is currently in the process of implementing Microsoft Fusion,which will expedite the receipt and dissemination of information to agency members. PhaseOne has been completed and the project is scheduled to be fully completed by March 2013.Dashboard was implemented, which allows users to access CAD and PROCAP crimeinformation in a timely manner.Strategy 2: Benchmark the success of the Crime Suppression Center.The Crime Suppression Center has become the information sharing hub for our agency, as wellas surrounding agencies.Strategy 3: Continue to form partnerships with local law enforcement municipalities.The Crime Suppression Center is maintaining information sharing with the followingmunicipalities:• Winter Haven Police Department;• Auburndale Police Department;• Lake Alfred Police Department;• Haines City Police Department; and• Lakeland Police Department.Partnerships were also established with Mosaic Security and retail loss prevention groupsthroughout the county.Objective 4.3:agency data.Continue to develop a comprehensive strategy for reporting and miningAssigned Responsibility: Office of Professional ComplianceStrategy 1: Determine the effective and efficient data mining solutions.84

The Agency Statistics and Data Special Project Team was assembled to ensure that datacollection procedures are in place that produce accurate and reliable data. The Team’srecommendations will be presented to Executive Staff for review and approval in the comingmonths.Strategy 2: Determine the types of data and reports that are needed for internal and externalcustomers.The Agency Statistics and Data Special Project Team is currently finalizing a list of standardreports to be produced on a regular basis. Agency call activity and response time reportshave already been identified as being on that list. Input from agency members is beingsolicited to identify further reports that are routinely needed.Strategy 3: Ensure the data is accurate, consistent, valid, and maintained in a central locationthat is accessible to all members.Members of the Agency Statistics and Data Special Project Team analyze and discuss agencydata on a routine basis to ensure its integrity. Data that has been verified to be accurate andapproved by Executive Staff is available through the Office of Professional Compliance.Strategy 4: Finalize the Agency Statistics and Data Special Project Team and providerecommendations and a list of standard reports to Executive Staff.The Agency Statistics and Data Special Project Team is currently seeking input from agencymembers to create a list of standard reports that are needed both internally and externally.Once completed, these recommendations will be added to those reports that the Team hasalready identified as being necessary and submitted to Executive Staff.Strategy 5: Determine future means for report writing, obtaining data, and point personfor data collection and release of information.The Agency Statistics and Data Special Project Team will be providing Executive Staff witha list of standard reports to be produced and their recommendations for improvements indata collection methods. Currently, all data that has been verified as accurate and reviewedby Executive Staff is available through the Office of Professional Compliance.Goal 5: The agency will continue to provide members the opportunities for professionalgrowth, inspire personal motivation and enhance effectiveness.Objective 5.1: Identify ways to cultivate morale during challenging economic timesand budget shortfalls.85

Assigned Responsibility: Department of Law Enforcement / Department of Detention /Office of Business Affairs / Office of Professional ComplianceStrategy 1: Improve morale by offering additional educational opportunities and benefits to allmembers.Members in leadership positions have looked for opportunities for advanced training coursesthat are being offered locally. This allows members to improve their knowledge and enhancetheir skills without having to stay overnight at hotels, saving the agency money in the process.Furthermore, the Florida Public Safety Institute in Quincy, Florida, offers advanced specialtycourses (many of them traffic-related) and provide lodging and meals which are funded by agrant program that is free to the agency. PCSO has taken advantage of these courses to improvethe professional abilities of its members in specialty positions.The DEA offered their basic narcotics investigations course in Tampa in Spring 2012, whichenabled many of those recently assigned to the Bureau of Special Investigations to attend thecourse without additional costs related to hotel and meal expenses.During FY 11/12, Lieutenant Jerry Connolly and Lieutenant Louis Giampavolo attended theSouthern Police Institute. Additionally, Lieutenant Rodney Chauncey attended the FloridaPolice Chiefs’ future executive course.Despite the budget situation, members still currently enjoy reimbursement for college coursescompleted with an acceptable grade. Also, members who have completed a bachelor’s degree ormaster’s degree receive a monetary incentive.Deputies who reach their tenth year of service at the Sheriff’s Office can apply for the MasterDeputy Sheriff designation, which also benefits them financially.PCSO has been partnering with local colleges in order to provide members with discounts and toaccommodate their specific needs. Florida Southern College is now offering entry level collegeclasses during the lunch hour at the main Sheriff’s Operation Center building. Members canattend college classes on their lunch break two to three days a week on or around the noon hour.There are currently 42 members enrolled in the onsite college classes.Strategy 2: Examine the idea of quarterly and annual wellness incentives to promote healthylifestyles.Members who participate in PCSO’s health plan are eligible for $300 in incentives annually.During 2012, the Human Resources Division worked closely with the BoCC Insurance Committeeand implemented a Tobacco/Nicotine premium discount for non-tobacco/nicotine users beginningJanuary 1, 2013. The Human Resources Division has partnered with Employee Health Servicesin coordinating Cessation classes for our members.86

In addition, PCSO is exploring ways to incentivize members who have not had a workers’compensation injury. Suggestions have been made and submitted to Executive Staff for feedback,but have not been approved at this time. The Human Resources Division will continue to exploreadditional options.Strategy 3: Explore quarterly employee recognition and appreciation events to improve membermorale.Supervisors are encouraged to continuously recognize members for excellence in their jobperformance and for going above and beyond to deliver the professional services expected fromPCSO.Strategy 4: Encourage all members to participate in shaping the future direction of the agencythrough SWOT analysis and goal evaluation.The Office of Professional Compliance developed a series of brief informational videos regardingthe strategic planning process and agency and department goals. The videos will be shown toall supervisors in order to give them a better understanding of strategic planning and encouragethem to get involved in the process.Members from all areas of the Department of Law Enforcement have been encouraged to attendSWOT/Interaction meetings at all levels. Participants offer their input on internal strengths andweaknesses and external opportunities and threats, as well as offer ideas for improvement ofprocesses and policies. Goals are published for all members to review and they are encouragedto make suggestions to help the Sheriff’s Office to become even more successful.Objective 5.2: Provide enhanced opportunities for members’ career growth andencourage member participation.Assigned Responsibility: Office of Business AffairsStrategy 1: Develop a program aimed at incentivizing members to participate in continuingeducation opportunities.The agency continues to provide members who have completed higher education with incentivepay. HR is currently exploring additional programs designed to encourage members toparticipate in continuing education.Strategy 2: Identify and encourage completion of appropriate professional certifications andleadership programs for all agency members.PCSO actively encourages completion of the following programs:• Effective Supervisory Practices;• HR Essentials for Supervisors;87

• Certified Public Manager (CPM);• Certified Jail Manager (CJM);• Senior Management Institute for Police (SMIP);• Southern Police Institute;• FBI Academy; and• FDLE Senior Leadership Program.In addition, the OIC Practice for Leadership Development program offers compensation forOIC duties over 30 days in duration.Strategy 3: Continue administration of the Certified Public Managers Course for supervisorsand potential supervisors.As of 12/31/2012, 298 members have completed the CPM class. Of those 298, 233 are still withthe agency and 195 are supervisors. The newest CPM classes began in September and October2012, with 62 members participating.Objective 5.3: Facilitate succession and transition planning by fostering memberdevelopment and promotion.Assigned Responsibility: Executive Staff – SPT/ Department of Law Enforcement /Department of Detention / Office of Business Affairs / Office of the SheriffStrategy 1: Implement a mentoring program to pair newly hired members with more experiencedmembers throughout the agency.HR is currently in the process of finalizing a formal mentorship process for new hires as wellas aspiring leaders. While the objectives will be different for the new hire mentorship programand the leadership mentoring program, the process will afford every member the opportunity tobenefit from mentoring.Newly hired deputy sheriff trainees are paired with experienced street training instructors assoon as possible to begin their training experience. Though this is not an official “mentoringprogram,” it serves a similar purpose.Strategy 2: Establish internal procedures to identify and train members targeted for promotionand eventual succession.A Special Projects Team is currently working on establishing a General Order designed to detailthe agency’s succession planning program. The General Order will include the criteria requiredfor members who wish to participate in a mentoring program, as well as provide an overview ofwhat is required of participants.88

Strategy 3:retirements).Identify and anticipate future vacancies within the agency (i.e. plannedPCSO continues to annually track all expected retirements during the budgeting process.69 members are currently in DROP and scheduled to retire by 2016. Of those members, 24are supervisors. Over the next year, there are nine members scheduled to retire (one captainand one director).Strategy 4: Research and benchmark public, as well as private companies, and utilizemethods for a fluid transition.HR contacted 5 local private sector and 11 surrounding government agencies inquiringabout their practice for succession planning and any practice they may have in place fortransitioning into new leadership roles. Three (3) out of the five (5) private sector companieshave a plan in place if the situation fits they do allow for transition. The preferred time frameis 2 weeks to 30 days.Strategy 5: Develop strategies to ensure, when possible, a transition period for designatedpositions.A Special Projects Team is currently developing a mentoring program that would ensuremembers targeted for promotion would be equipped to make the transition when calledupon. A General Order is being designed to further detail this program. The General Orderwill include the criteria required for members who wish to participate, as well as provide anoverview of what is required of participants.89

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2013 Agency GoalsStrategic planning is the agency’s long-term, future-oriented process of developinggoals and objectives and program-based budgets to attain stated goals andobjectives. The agency’s goals and objectives, outlined for 2013, are integratedinto and supported by the program budgets. As the agency undergoes changes,the program budgets will be adapted accordingly to be aligned with the goalsand objectives. Evaluating, prioritizing, updating, and implementing programbudgets are a continual process through which the agency outlines its goals andobjectives. This allows the agency to chart its course for the future in providingefficient, effective operations to ensure the maximization of public safety.Members of the Polk County Sheriff’s Office take pride in the agency’s abilityto maintain the highest standards of law enforcement professionalism whilesafeguarding the bottom line cost of our services. While the cost of providingquality law enforcement and secure jails is not cheap, the Polk County Sheriff’sOffice is consistently among the most cost effective law enforcement agencies inthe State of Florida. The agency places a strong emphasis on the relationshipbetween budget decision making, program performance, and goals and objectives.The following section outlines the agency’s goals and objectives for 2013.Goal 1: The agency will continue to ensure the safety and security of the community whilecultivating customer loyalty.Objective 1.1: Expand and integrate the PROCAP (Proactive Community Attack onProblems) philosophy throughout the agency.Assigned Responsibility: Department of Law Enforcement / Department of Detention / Officeof CommunicationsStrategy 1: During roll call, review the fundamentals of PROCAP and the Jail Information Model(JIM) and seek new ideas from agency members.Strategy 2: Enhance a comprehensive drug reduction strategy that deals with prescription drugs,crack cocaine, marijuana indoor grow operations, and methamphetamine abuse to interrupt accompanyingcriminal activity.Strategy 3: Maintain data collection by employing the Jail Information Model as the ManagementAccountability system with all detention facilities in order to gather intelligence andproactively control criminal activities in the jails.91

Strategy 4: Conduct countywide PROCAP initiatives on a monthly basis, partnering with alldivisions within the Department of Law Enforcement and Department of Detention.Strategy 5: Streamline the process of analyzing information received and assigned in theCrime Suppression Center.Strategy 6: Through the use of computer software systems like Omega Dashboard and WebQ,we will objectively identify PROCAP crime trends, track fugitives, and enforce conditions ofprobationers within our community.Strategy 7: Educate the community about safety and crime prevention practices through thedissemination of information by using partnerships, media, and community presentations.Objective 1.2: Continue to enhance the utilization of alternative and supplemental detentionprograms that are aimed at reducing recidivism and subsequent criminal activity.Assigned Responsibility: Department of DetentionStrategy 1:opportunities.Explore additional faith-based initiatives throughout the state for new programStrategy 2: Obtain feedback from program participants and volunteers in order to assess howthe programs can be improved upon.Strategy 3: Continue to expand inmate educational programming, training, and participation.Objective 1.3: Enhance the agency brand through continual organizational loyalty byproviding customer services and solutions to the citizens of Polk County and to otheragency members.Assigned Responsibility: Office of Business Affairs / Office of Professional Compliance /Office of CommunicationsStrategy 1: Continue to educate members on internal and external opportunities to improvecustomer service and provide yearly training to all agency members that provokes organizationalbranding.Strategy 2: Survey and analyze customer feedback and communicate responses with appropriateareas.Strategy 3: Maximize communication opportunities to inform and educate the community inan effort to enhance the agency brand.92

Goal 2: The agency will invest in members’ professional development and promote memberparticipation, motivation, and accountabilityObjective 2.1: Encourage members’ career growth and facilitate succession planning byfostering member advancement.Assigned Responsibility: Executive Staff – SPT/ Department of Law Enforcement /Department of Detention / Office of Business Affairs / Office of the SheriffStrategy 1: Identify and encourage completion of appropriate professional certifications andleadership programs for all agency members.Strategy 2: Continue administration of the Certified Public Managers Course for supervisors andpotential supervisors.Strategy 3: Implement a mentoring program to pair newly hired members with more experiencedmembers throughout the agency.Strategy 4: Establish internal procedures to identify and train members targeted for promotionand eventual succession.Strategy 5: Identify and anticipate future vacancies within the agency (i.e. planned retirements).Objective 2.2: Enhance member participation in contributing to the agency’s strategic plan,including the agency goals, mission, and core values.Assigned Responsibility: Office of Professional ComplianceStrategy 1: Provide all new members copies of the agency’s goals and objectives at new memberorientation.Strategy 2: Increase meaningful participation in SWOT and interaction meetings, includingBreakfast with the Sheriff, by improving on member understanding and awareness of the value ofsuch participation.Strategy 3: Update strategic planning video series and disseminate through training outlets.Objective 2.3: Identify ways to enhance morale during challenging economic times andbudget shortfalls.93

Assigned Responsibility: Department of Law Enforcement / Department of Detention /Office of Business Affairs / Office of Professional ComplianceStrategy 1: Improve morale by offering additional educational opportunities, benefits, andincentives to all members.Strategy 2: Continue to expand quarterly and annual wellness incentives to promote healthylifestyles.Strategy 3: Explore quarterly employee recognition and appreciation events to improvemember morale.Objective 2.4: Continue to refine the accreditation process to maintain standards ofprofessional excellence.Assigned Responsibility: Office of Professional ComplianceStrategy 1: Obtain reaccreditation for CFA, NAEMD, and PSCA.Strategy 2: Pursue “Accreditation with Excellence” status for the agency’s PSCA program.Strategy 3: Continue the accreditation process through the National Academies of EmergencyDispatch for the National Academy of Emergency Fire Dispatch accreditation.Objective 2.5: Continue to identify, pursue and implement strategies to improveworkplace safety, risk management, and wellness through innovative measures.Assigned Responsibility: Department of Law Enforcement / Department of Detention /Office of Business Affairs / Office of the SheriffStrategy 1: Implement strategies for meaningful reward and recognition based upon hours freeof preventable accidents for safety infractions.Strategy 2: Facilitate the completion of a driving pad at the Training Center to improve thedriving capabilities and driving safety of agency members to improve their safety and reducecost/liability.Strategy 3: Continue to work with the Polk County BoCC to provide the costs associatedwith the top five risk management factors and costs of work-related injuries to members on aquarterly basis.Strategy 4: Analyze data to identify all agency risks and partner with all Departments todetermine training/education needs.94

Strategy 5: Review suggestions made by Gordon Graham during his Risk ManagementSeminar and implement those determined to be beneficial to the agency.Goal 3: The agency will continue to aggressively and proactively address fundingchallenges.Objective 3.1: Continue to efficiently deploy and utilize resources.Assigned Responsibility: Department of Law Enforcement / Department of Detention /Office of Business Affairs / Office of CommunicationsStrategy 1: Expand the usage of volunteers and reserves to supplement the agency workforce.Strategy 2: Evaluate current expenditures and processes.Strategy 3: Identify emerging legislative issues and monitor the impact of proposed bills onagency operations, especially those that may result in unfunded mandates.Objective 3.2: Continue to explore funding and information sources to support current andnew agency initiatives.Assigned Responsibility: Department of Detention / Office of Business Affairs / Office ofProfessional ComplianceStrategy 1: Investigate additional contractual opportunities and partnerships with othergovernment/private entities to offset a portion of the agency’s operational costs.Strategy 2: Research and identify new potential grant opportunities and alternative fundingsources that may be outside the mainstream law enforcement sources.Strategy 3: Meet with agency components to identify initiatives that are eligible for potentialgrant funding.Strategy 4: Coordinate with contracted municipal partners to maintain and identify grants thatwill enhance law enforcement services in these municipalities.Strategy 5: Develop an exit planning strategy related to expiring federal grants, includingidentifying grants worthy of continued funding.Goal 4: The agency will continue to improve advanced technologies to internal andexternal customers while enhancing the organization’s performance through precise datacollection, analysis, and application.95

Objective 4.1: Increase the efficiency and effectiveness of the agency by integratingcomputer systems.Assigned Responsibility: Office of Business Affairs / Department of Law EnforcementDepartment of DetentionStrategy 1: Finalize the implementation of the Records Management model of Tiburon software.Strategy 2: Implement the Human Resources model of the administrative software.Strategy 3: Provide assistance to the Department of Detention in formalizing a plan for selectionand implementation of detention management software, including an inmate accountingsoftware.Strategy 4: Continue to explore software options for the Crime Suppression Center to enhancetheir operations through improved data and its communication.Strategy 5: Continue to routinely inform members on the progress of integrated informationtechnology.Objective 4.2: Continue to develop a comprehensive strategy for reporting and miningagency data.Assigned Responsibility: Office of Professional ComplianceStrategy 1: Determine the most effective and efficient data mining solutions.Strategy 2: Refine and improve upon the process of calculating response times and generate afinal, annual report.Strategy 3: Finalize the Agency Statistics and Data Special Project Team and provide toExecutive Staff recommendations and a list of standard reports needed for internal and externalcustomers.96

POLK COUNTY SHERIFF'S OFFICESummary of Proposed BudgetFiscal Year 2013-2014FY 2013-14FY 2013-14 %FY 2012-13FY 2013-14inc/(dec) overinc/(dec) overAdopted BudgetProposed BudgetFY 2012-13FY 2012-13LAW ENFORCEMENTPersonnel Services before Indirect Costs $66,819,620 $67,594,651 $775,031 1.16%less Indirect Cost Allocation to other funds (3,555,480) (3,555,480) 0 0.00%Personnel Services $63,264,140 $64,039,171 $775,031 1.23%Operating 14,007,908 13,569,089 (438,819) (3.13%)Capital 1,131,893 1,012,693 (119,200) (10.53%)Total Law Enforcement Fund $78,403,941 $78,620,953 $217,012 0.28%DETENTIONPersonnel Services before Indirect Costs $27,956,206 $29,012,244 $1,056,038 3.78%plus Indirect Cost Allocation from Law Enf 3,316,306 3,366,306 50,000 1.51%Personnel Services $31,272,512 $32,378,550 $1,106,038 3.54%Operating 13,846,235 14,288,887 442,652 3.20%Capital 114,275 114,275 100.00%Total Detention Fund $45,118,747 $46,781,712 $1,662,965 3.69%COURT SECURITYPersonnel Services before Indirect Costs $4,459,817 $4,487,874 $28,057 0.63%plus Indirect Cost Allocation from Law Enf 239,174 189,174 (50,000) (20.91%)Personnel Services $4,698,991 $4,677,048 ($21,943) (0.47%)Operating 1,144,480 1,140,647 (3,833) (0.33%)Capital 4,925 4,925 100.00%Total Court Security Fund $5,843,471 $5,822,620 ($20,851) (0.36%)SUBTOTALPersonnel Services $99,235,643 $101,094,769 $1,859,126 1.87%Operating $28,998,623 $28,998,623 (0) (0.00%)Capital $1,131,893 $1,131,893 0 0.00%TOTAL GENERAL FUND REQUEST BEFOREEST. IMPACT OF RETIREMENT RATES $129,366,159 $131,225,285 $1,859,126 1.44%Estimated impact of retirement rates per SB 1810 $0 $2,254,634 2,254,634 100.00%TOTAL GENERAL FUND REQUEST WITHEST. IMPACT OF RETIREMENT RATES PER SB1810 $129,366,159 $133,479,919 $4,113,760 3.18%Note:Amount required for contingency of off-site inmate medical expenditures is budgeted by the Board of County Commissioners.

PageProgramPOLK COUNTY SHERIFF'S OFFICEPROGRAM BUDGET SUMMARYFISCAL YEAR 2013-2014FTFTE'SPTFTE'SFunding Sources2014 General Other SpecialProposed Fund General Fund (Restricted)Budget From BoCC Revenue Revenue Fund1 Office of Legal Affairs 6.0 0.000 $ 578,599 $ 578,599 $ - $ -2 Strategic Planning Unit 2.2 0.000 155,082 155,082 0 03 Public Information Office 3.5 0.000 289,059 289,059 0 04 Crime Prevention 7.0 0.000 449,834 147,534 0 302,3005 Volunteer Services 2.3 0.000 162,611 157,111 0 5,5006 Chaplaincy 0.0 0.000 14,016 14,016 0 07 Accreditation 6.7 0.625 428,588 428,588 0 08 Property & Evidence 10.1 3.750 646,416 646,416 0 09 Administrative Investigations 7.0 0.000 506,805 506,805 0 010 Decentralized Community Patrol 464.1 6.250 34,271,905 29,406,238 4,052,028 813,63911 Canine 18.4 0.000 1,473,553 1,472,153 0 1,40012 Crime Scene Investigations 19.8 0.000 1,387,893 1,387,893 0 013 Major Crimes/Special Victims 54.1 2.500 4,196,899 4,196,899 0 014 Sexual Offender/Predator Tracking 3.1 0.000 214,934 214,934 0 015 Identification 10.4 1.875 831,332 831,332 0 016 Victim/Witness Advocacy Services 3.1 0.000 121,447 18,794 0 102,65317 Strategic Investigation & Analysis Section 29.3 0.000 2,235,896 2,231,396 0 4,50018 Internet Crimes 8.4 0.000 761,974 411,974 0 350,00019 Narcotics Investigations 36.6 0.625 3,165,005 2,731,005 0 434,00020 Technical Services 3.1 0.000 345,209 345,209 0 021 School Resource 19.8 0.156 1,454,821 392,702 1,057,119 5,00022 Traffic 25.3 0.313 1,854,742 1,854,742 0 023 Child Safety/School Crossing 2.2 50.621 1,218,140 1,218,140 0 024 Agricultural Crimes 12.3 1.875 1,049,321 1,039,321 0 10,00025 Aviation 7.8 0.000 1,345,753 1,345,753 0 026 Marine/Underwater Search/Recovery 2.2 0.000 204,171 204,171 0 027 Animal Control 45.4 7.500 2,679,418 2,641,418 0 38,00028 Environmental 4.5 0.000 346,403 124,846 0 221,55729 Telecommunications Center 153.9 6.300 8,293,238 6,291,732 2,001,506 030 Emergency Operations Group 0.0 0.000 219,475 219,475 0 031 Honor Guard 0.0 0.000 24,549 23,549 0 1,00032 Extra Duty Employment 1.1 0.156 51,561 0 51,561 033 Fiscal Services 16.3 0.914 1,052,399 1,052,399 0 034 Records 22.7 2.789 1,066,677 1,066,677 0 035 Warrants Administration 28.1 0.625 1,526,551 1,307,224 219,327 036 Communications/Security Equipment 1.0 1.875 1,527,319 1,527,319 0 037 Information Technology 23.9 2.500 3,692,113 3,611,265 80,848 038 Facility Services 1.1 2.500 1,490,285 1,490,285 0 039 Purchasing 5.4 0.000 283,133 283,133 0 040 Document Services 0.0 0.000 275,000 275,000 0 041 Fleet 13.0 0.625 8,058,979 8,058,979 0 042 Central Supply 4.3 1.827 1,911,417 1,903,722 0 7,69543 Benefits Administration/Member Records 4.3 0.000 1,621,745 1,621,745 0 044 Employment Services 7.5 2.500 766,681 746,681 0 20,00045 Organizational Development 7.5 0.000 403,853 403,853 0 046 Academy and Member Development 18.2 1.250 2,302,856 1,478,352 443,004 381,50047 Customer Service Unit 7.5 0.000 395,814 395,814 0 048 Detention Security 311.2 0.000 20,812,544 20,377,922 31,446 403,17649 Inmate Medical 0.0 0.000 9,141,608 9,141,608 0 050 Inmate Intake/Records & Classifications 77.3 0.000 4,637,386 4,637,386 0 051 Transportation 7.2 0.000 1,238,624 1,238,624 0 052 Food Service 26.9 0.000 3,725,337 3,629,337 0 96,00053 Inmate Work Program 4.1 0.000 552,096 0 552,096 054 Service of Process 32.0 5.625 2,037,802 1,965,802 0 72,00055 Court Security 59.9 0.000 5,739,904 5,739,904 0 056 Trusts 0.0 0.000 410,000 0 0 410,000TOTALS 1,649 105.575 $145,648,774 $133,479,919 $8,488,935 $3,679,920

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Office of Legal Affairs (114000)Core Services: Provide legal services and advice to Polk County Sheriff's Office members to support andenhance the Sheriff's Office mission to enforce the law and prevent, solve, displace and control crime.II. Mission/ Key Objectives:Mission: To maximize citizen safety and protection by providing legal services and advice to the Sheriffand all Sheriff's Office members; deny criminals profits from their crimes, and enhance the ability ofthe Sheriff's Office to prevent, solve, and control crime through forfeiture of criminal assets.Key Objectives:1. Initiate and litigate required enforcement actions on forfeitures.2. Defend Sheriff's Office civil claims and lawsuits.3. Provide training to enhance members' knowledge, improve enforcement, and reduce liability.4. Review, create and modify service contracts and other documents for legal sufficiency.5. Work on special projects and propose new legislation as needed.6. Process public records request for pending litigation.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY12-13 FY13-14Public Service Levels:# of civil legal claims processed/ litigated/settled (liaison capacity) 2 84/72 71/87 80/80 85/85# of assists with civil discovery/coordinating witnesses 2 82/47 46/59 48/50 50/35# of requests from agency members for legal opinion/memo 1,2,3 439 709 700 700# of legal bulletins provided to sworn/certified personnel 1,2,3 1 1 5 10# of public records request processed 6 178 972 980 1,000# of special projects/ordinances 5 2 10 2 3# of contracts created or entered/closed 4 206/11 80/161 80/100 80/100# of contracts reviewed and modified for legal sufficiency 4 804 450 450 400# of animal cruelty cases filed/closed 1 33/20 29/22 30/30 35/35# of new forfeiture cases successfully closed (see note 1) 1 96 70 75 70# of forfeitures submitted/processed (see notes 1 & 2) 1 88/88 82/82 80/80 75/75# of forfeiture pleadings filed 1 1,998 919 1,000 900# of miscellaneous pleadings filed 2 100 118 90 92Outcome: Effectiveness Indicators:Forfeiture recoveries (local awarded) 1,3 $140,206 $101,289 $150,000 $120,000Closed animal cases currency collected 1 $2,636 $1,477 $3,000 $3,000% of sworn/certified members receiving training 3 100% 100% 100% 100%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY12-13 FY13-14Funded Positions:Full-time 4.0 6.0 6.0 6.0Part-time FTE's 0.600 0.0 0.0 0.0Funding Source:General Fund BoCC $451,699 $473,626 $548,037 $578,599Other GF RevenueSpecial Revenue FundTotal Program costs $451,699 $473,626 $548,037 $578,599Notes:1) Cases often take over 1 year to litigate and overlap fiscal years.2) Mulberry, Auburndale, Ft. Meade, Frostproof, Dundee, Eagle Lake, and Polk City Police Department cases are included.(1)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Strategic Planning Unit (113000)Core Services: Support the agency's mission by serving as its nexus for long-range planning and strategy development.II. Mission/ Key Objectives:1. Enhance cost-effective allocation of taxpayer dollars through strategic and operation-specific planning and research.2. Maximize public safety by analyzing, processing, and providing information for agency members.3. Maximize taxpayer dollars through examination of funding sources and alternatives for operations/equipment.4. Enhance public safety by researching and promoting multi-agency relationships, public/private partnerships, regionalapproaches, and other multi-jurisdictional activities.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Review/evaluate benchmarks, standards, andtrends for the agency 1, 2, 3 Ongoing Ongoing Ongoing Ongoing# of development reviews completed 1,3 3 0 10 10# of grant applications submitted 3 15 16 18 18Explore funding options to augmenttraditional funding sources to meet strategicplanning goals and objectives for operationsand capital improvements 1, 3 Ongoing Ongoing Ongoing OngoingCoordinate agency strategic plan and capitalneeds program with the BoCC's strategicplan and capital improvements programto maintain preferred level of services in aplanned and predictable manner 1, 2, 3 Ongoing Ongoing Ongoing OngoingPromote multi-agency and regional approachesand relationships to maximize the protectionand quality of life of Polk County residents 1, 2, 3, 4 Ongoing Ongoing Ongoing OngoingOutcome: Effectiveness Indicators:% of grants/value obtained 3, 4 93%/$1.1M 100%/$4M 90%/$1.1m 90%/$1.5mSpecial revenue funds spent for agency 3 $6.7M $5.5M $5.1M $3.7M# of meetings attended to support multi-agencypartnerships 1, 2, 3, 4 58 56 60 60IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 2.2 2.2 2.2 2.2Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $140,282 $137,885 $155,142 $155,082Other GF RevenueSpecial Revenue FundTotal Program costs $140,282 $137,885 $155,142 $155,082(2)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Public Information Office (110100)Core Services: Provide public safety and critical incident information to the citizens of Polk Countyvia the news media 24 hours per day, 365 days per year.II. Mission/ Key Objectives:1. Meet the ever growing demand for Sheriff's Office related information by the news media and the public.2. Maintain a positive and productive communication link to ensure quality distribution of information to the public.3. Enhance the Polk County Sheriff's Office mission to prevent, displace, solve crime, and enforce the law.4. Provide information to the public in mediums that are professionally produced.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14# of Crime Stoppers bulletins 1,2,3,4 214 228 221 225# of news releases 1,2,3,4 426 523 475 484# of contacts with the media 1,2,3 5,336 6,420 5,878 5,995# of hours spent on photo assignments 3 370 253 312 318# of news articles published & clipped 3 4,504 4,594 4,549 4,640# of photos taken & uploaded 3 9,912 5,932 7,922 8,080# of internal newsletters sent 3 23,583 23,510 23,547 23,529# of external newsletters sent* 2,3,4 64,393 72,833 82,301 93,000Outcome: Effectiveness Indicators:% of positive media satisfaction (Annual Survey) 1,2,3,4 100% 100% 100% 100%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 3.5 3.5 3.5 3.5Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $281,665 $266,834 $278,127 $289,059Other GF RevenueSpecial Revenue FundTotal Program costs $281,665 $266,834 $278,127 $289,059*Calendar year totals(3)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Crime Prevention( 110700 & 816500)Core Services: Educate children, senior citizens and all community members to prevent their victimization from crimes ofviolence, predators and theft, empowering all Polk County residents to reduce their fear of crime and be proactive in theprevention of crimes.II. Mission/ Key Objectives:1. To educate children in safety techniques such as “Stranger Danger”, “Gun Safety”, “Deputies Are Your Friends”, “9-1-1Emergency”, “Drug Awareness”, “McGruff the Crime Dog”, “PC the Patrol Car”, “Bicycle Safety”, and "Buckling up in theVehicle".2. To educate adults in safety techniques: such as “Neighborhood Watch”, “Home Security”, “Operation Identification”,“Reporting Suspicious Activity”, “Personal Safety”, “Internet Safety/Preventing Child Exploitation”, “Methamphetamine andClandestine Labs", "Identity Theft", "Prevent Auto Theft", "Crime Prevention Static Displays", "Mail Theft", "Child Safety SeatInstallations", and "Women's Self-Defense".3. To educate senior residents in safety techniques such as “Citizen’s Assisted Patrol (CAP)”, “Senior vs. Crime Project”,“Neighborhood Watch”, “Home Security", "Operation Identification” ,“Reporting Suspicious Activity”, “Personal Safety”,“Homeland Security", "Identity Theft", "Vial of Life", "Frauds and Scams", "Telephone Notification System (First Call)", and"Project Safe and Sound".4. To educate business professionals in safety techniques such as: “Robbery Prevention”, “Business Watch”, “SecuritySurvey” and “Crime Prevention Through Environmental Design (CPTED)”III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Crime prevention program presentations 1,2,3,4 780 1,135 1,200 1,250# of Citizens reached through presentations 1,2,3,4 73,666 75,203 78,000 80,000# of Communicator Messages 1,2,3,4 260,819 215,854 240,000 265,000Outcome: Effectiveness Indicators:Customer Surveys that indicate a satisfaction ratingwith services provided.1,2,3,4 95% 95% 98% 98%Outcome: Efficiency or unit-cost ratio:Cost per attendee 1,2,3,4 $5.65 $6.10 $6.41 $5.62IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY12-13 FY 13-14Funded Positions:Full-time 7.0 7.0 7.0 7.0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $114,099 $292,391 $162,459 $147,534Other GF RevenueSpecial Revenue Fund $302,146 $166,521 $337,174 $302,300Total Program costs $416,245 $458,912 $499,633 $449,834(4)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Volunteer Services (110250)Core Services: Recruit, reward and retain quality volunteers to augment and supplement Law Enforcement,Detention, and Support personnel in fulfilling the Polk County Sheriff's Office mission of fighting, reducing, displacing,suppressing and preventing crime.II. Mission/ Key Objectives:1. To recruit Polk residents, 18 years and older, to become volunteers assisting with crime fighting efforts both internallyand externally.2. To train and retain adult volunteers to work in support of current positions,functions and missions to enhance agencyproductivity and effectiveness.3. To train and retain adult volunteers to realize cost savings for the benefits of Polk County's taxpayers.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of volunteers trained 2 489 604 700 800# of civilian hours donated 1,2,3 106,121 129,528 135,000 140,000Outcome: Efficiency or unit-cost ratio:Cost savings from hours donated in excess of relatedgeneral fund program costs* 1,2,3 $1,812,774 $2,268,758 $2,364,213 $2,455,289IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 2.3 2.3 2.3 2.3Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $139,853 $148,234 $154,887 $157,111Other GF RevenueSpecial Revenue Fund** $161,390 $0 $5,500 $5,500Total Program costs $301,243 $148,234 $160,387 $162,611* IndependentSector.org website cites $18.66 as the most recent value for a volunteer hour in Florida.** In 2011, received JAG grant for golf carts for volunteer patrols.(5)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Chaplaincy Program (110600)Core Services: Provide on-call pastoral services to agency personnel, their families, and victimized citizens;provide grief counseling, spiritual guidance, and human crisis intervention to members and the public.II. Mission/ Key Objectives:1. To assist agency members and their families in dealing with stressful situations; provide pastoral care, spiritualguidance and counseling to members and their families, as requested.2. To assist the public by providing pastoral care, spiritual guidance, counseling, consultation and other forms ofhuman crisis intervention to crime victims and their families, victims of traumatic events and circumstances,and other members of the public with whom Chaplains come into contact as a result of their Sheriff's Officerelated volunteer duties.3. Decrease employee absenteeism resulting from stressful situations; improve member morale and job satisfaction.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of consultation/counseling sessions 1,2,3 439 954 904 922# of ceremonies and events attended 1,2,3 160 178 163 166# of donated hours 1,2 2,282 2,581 2,347 2,394# of hospital visits 1,2,3 146 159 146 149# of trauma/death notifications 1,2,3 58 48 49 50Outcome: Effectiveness Indicators:Meet/exceed projected # of volunteer hours 1,2,3 90% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Gross cost savings from hours donated* 1,2,3 $41,532 $48,161 $43,795 $44,672IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 0 0 0 0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $14,760 $13,740 $14,016 $14,016Other GF RevenueSpecial Revenue FundTotal Program costs $14,760 $13,740 $14,016 $14,016* IndependentSector.org website cites $18.66 as the most recent value for a volunteer hour in Florida.(6)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Accreditation Unit (112300)Core Services: Maximize citizen safety and protection by assuring nationally recognized professionalaccreditation standards are achieved through compliance with the written directives and the delivery ofday-to-day law enforcement and detention services to the citizens. Accreditation is an effective tool by whichthe Polk County Sheriff's Office can achieve organizational excellence, thereby reducing potential liability.II. Mission/ Key Objectives:1. Achieve and maintain law enforcement, jail, jail medical, purchasing, academy and telecommunicationsaccreditation processes to ensure nationally accepted policies and practices are in place and thataccountability to the citizens of Polk County is continued.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14# of accreditation tasks completed* 1 5,875 4,272 2,712 4,857# of accreditation proofs/files maintained* 1 6,939 5,836 3,990 6,024# of written directives tasks completed* 1 16,352 18,540 19,095 15,756# of written directives tasks maintained 1 632 630 630 631# of responses to policy and procedural informationrequests 1 1,697 1,750 1,749 1,640# of forms control tasks completed 1 9,437 11,823 10,872 9,607# of agency forms maintained 1 1,366 1,407 1,407 1,353# of agency lesson plans reviewed 1 10 34 51 32Outcome: Effectiveness Indicators:Average times each of the existing directives reviewedand/or revised1 25.9 34.0 30.3 25.0% policy and procedural requests processed 1 100% 100% 100% 100%Average times each agency form was reviewed and/orrevised1 6.9 8.4 7.7 7.1IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 6.7 6.7 6.7 6.7Part-time FTE's 0.625 0.625 0.625 0.625Funding Sources:General Fund BoCC $413,766 $424,661 $430,289 $428,588Other GF RevenueSpecial Revenue FundTotal Program costs $413,766 $424,661 $430,289 $428,588* Cyclical in nature.(7)

POLK COUNTY SHERIFF'S OFFICE1. Program Title: Property & Evidence (112400)Core Services: Enhance prosecution through accurate accountability, custody, and control of all property/evidencesubmitted by agency members and other local, state and federal law enforcement agencies.II. Mission/ Key Objectives:1. Maximize citizen safety and protection by ensuring that evidence is properly stored and available for trial and/orlaboratory analysis as necessary.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of pieces of evidence received 1 66,428 63,131 62,230 65,000# of pieces of evidence delivered to the Statelaboratory for analysis 1 1,862 1,871 1,561 1,800# of pieces of evidence disposed 1 61,492 45,753 49,310 60,000# of pieces of evidence stored 1 242,187 259,565 272,485 277,485Outcome: Effectiveness Indicators:Annual % of change in evidence inventory 1 2.1% 7.2% 5.0% 1.8%Outcome: Efficiency or unit-cost ratio:Evidence accountability based on audit and1 98% 100% 100% 100%inspectionIV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 10.1 10.1 10.1 10.1Part-time FTE's 3.80 3.750 3.75 3.75Funding Sources:General Fund BoCC $621,182 $773,759 $644,557 $646,416Other GF RevenueSpecial Revenue FundTotal Program costs $621,182 $773,759 $644,557 $646,416(8)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Administrative Investigations (112100)Core Services: Maintain and protect the integrity of the Polk County Sheriff's Office by providing a system to review and investigate allcomplaints and allegations against the agency and its members. Establish and maintain the confidence of the citizens of Polk County andprotect the public from unprofessional conduct by Sheriff's Office members. Protect the integrity of the agency and rights of agencymembers, as a part of the agency's legal and ethical responsibility to its members and the citizens of Polk County.II. Mission/ Key Objectives:1. Conduct fair and unbiased administrative investigations of alleged employee misconduct.2. Review all protective action reports by detention deputies and law enforcement deputies, ensuring compliance with theagency General Orders and Florida State Statutes.3. Conduct administrative investigations of all in-custody deaths, escapes and deputy involved use of deadly protectiveaction.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of administrative investigations 1,3 23 28 32 30# of administrative inquiries 1,3 87 72 105 89# of law enforcement protective actions reviewed 2 158 162 171 167# of detention protective actions reviewed 2 312 476 376 426# of calls received from citizens 1 962 875 904 890Outcome: Effectiveness Indicators:% of administrative investigations completed 1,3 100% 100% 100% 100%% of complaint referrals completed 1,3 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 7.0 7.0 7.0 7.0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $489,711 $484,278 $509,661 $506,805Other GF RevenueSpecial Revenue FundTotal Program costs $489,711 $484,278 $509,661 $506,805(9)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Decentralized Community Patrol (East and West Divisions)Core Services: Protect lives, property, and rights of all citizens, maintain public peace and order, resolveconflicts, promote community confidence through effective response to all calls for assistance through proactiveand innovative policing strategies in order to prevent, control, and suppress crime in partnership with thecommunity. Provide effective and timely follow-up of property and persons crimes (felony and misdemeanor),that do not fall within the responsibility of the Criminal Investigations Division.II. Mission/Key Objectives:1. Use Proactive Community Attack on Problems (PROCAP) as a tool to prevent, control, and suppress crime.2. Investigate all incidents of reported crime with the goal of exceeding the average Federal UCR CrimeClearance Rate.3. Enforce violations of state law by arresting those responsible for committing misdemeanor crimes.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of UCR Part I Crimes 1,2 10,761 9,894 9,200 9,500# of UCR Part I Crimes cleared (property) 1,2 1,766 1,747 1,788 1,792# of UCR Part I Crimes cleared (general fel viol) 1,2 871 809 885 815# of self-initiated activities 1 152,752 159,127 160,000 160,718# of calls for service 1 171,255 184,994 180,000 186,843Total call activity for LE contracted cities 1 43,984 48,930 46,145 49,000# of misdemeanor arrests made** 3 10,893 11,762 10,911 11,811# of felony arrests made** 4 9,638 9,687 9,189 9,705Outcome: Effectiveness Indicators:Inc/(Dec) of UCR Part 1 Number of Crimes (+/-) 1,2 -617 -867 -694 300Crime Rate (% of unincorporated population) 1,2 2.70% 2.48% 2.25% 2.50%% of Part 1 non-violent crimes cleared 1,2 18.64% 19.96% 20.85% 19.50%% of Part 1 gen. felony violent crimes cleared 1,2 68% 71% 68% 70.00%% change in misdeamanor arrests made** 3 N/A 8% -7% -1.00%% change in felony arrests made** 4 N/A 1% -5% 0%Outcome: Efficiency Indicators:$ saved utilizing reserve deputies vs. entry level 1 $391,000 $484,000 $457,000 $425,000Deputy Sheriffs$ reimbursed for investigative costs 1,2 $332,000 $414,000 $393,000 $420,000IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time* 511.1 506.0 494.3 464.1Part-time FTE's 4.1 4.300 4.750 6.250Funding Sources:General Fund BoCC $26,505,782 $25,738,598 $27,812,249 $29,406,238Other GF Revenue (City Contracts) $3,702,344 $3,972,577 $3,972,577 $4,052,028Special Revenue Fund*** $2,614,772 $2,764,214 $1,801,504 $813,639Total Program Costs $32,822,898 $32,475,389 $33,586,331 $34,271,905* In FY 2014, (14) Sheriff's Service Officer, and (17) Deputy Sheriff positions were eliminated. (1) Deputy Sheriff wastransferred from Major Crimes.** New measurement not previously reported*** Special Revenue Fund figure for FY 13-14 represents loss of CHRP Recovery '09 and SSO Recovery '09 grants.(10)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Canine Unit (216900)Core Services: Maximize public safety by providing a canine unit (24 hours a day/365 days a year) to track,locate and apprehend law violators, to search for and locate missing/endangered children and adults, andsupport Homeland Security efforts by aiding in the detection of explosive devices and other hazardousmaterials. Canine teams also search and locate illegal narcotics.II. Mission/ Key Objectives:Mission: To maximize the public's safety by locating and apprehending law violators, locate missing/endangeredchildren and adults, and locating evidence and contraband.Key Objectives:1. Respond to all requests for canine.2. Respond to all requests for public education/demonstrations.3. Respond to all requests for canine by outside agencies.4. Maintain the highest level of performance for a canine team through training and proficiency testing.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:1. # of calls responded to for canine support, internal 1,2,4 2,155 1,800 2,050 2,0002. # of calls responded to for canine support, external 1,2,4 670 711 740 7503. # of canine demonstrations 2 112 144 140 1304. # of narcotic finds 1,2,3,4 152 123 108 1305. # of canine arrests without use of force 1,3,4 297 236 255 2606. # of canine arrests with use of force 1,3,4 39 28 26 307. # of calls responded to for canine support- no deployment 1,2,3,4 8,940 6,568 9,355 8,150Outcome: Effectiveness Indicators:1. Canine arrests without use of force at 80% or above 1,3,4 88% 89% 90% 91%2. Maintain canine use of force ratio below 20% or below 1,3,4 11% 11% 10% 9%Outcome: Efficiency or unit-cost ratio:1. Cost per annual proficiency certifications 4 $235 $230 $280 $3002. Operating & capital cost per K-9 team 1,2,3,4 $1,918 $1,912 $2,085 $2,0793. Cost of canine team per deployment 1,2,3,4 $475 $519 $493 $512IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 17.3 17.3 18.4 18.4Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $1,394,752 $1,378,363 $1,442,781 $1,472,153Other GF RevenueSpecial Revenue Fund $0 $0 $1,500 $1,400Total Program costs $1,394,752 $1,378,363 $1,444,281 $1,473,553(11)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Crime Scene Investigations (231100)Core Services: Provide on scene evidence gathering for both Polk County Sheriff's Office and local policedepartments to include photographing crime scenes, collecting and preserving evidence, developingfingerprints and testifying in court.II. Mission/ Key Objectives:1. Enhance public safety through the collection and preservation of evidence at Polk County Sheriff's Officecrime scenes and other agencies' crime scenes.2. Provide public service demonstrations.3. Maintain robbery apprehension program.4. Process evidence recovered by agency members and other agencies.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of crime scene responses 1 1,900 1,711 1,779 1,900# of public service demonstrations 2 136 116 51 75# of robbery apprehension cameras maintained 3 174 138 96 100# of other evidence cases processed-not collected by CSI 4 64 78 66 100Outcome: Efficiency or unit-cost ratio:Average cost per crime scene investigation 1 $565.00 $623.88 $583.80 $573.49Average cost per public demonstration* 2 $155.92 $169.95 $376.11 $268.33Average cost per robbery apprehension camera maintained 3 $25.14 $32.01 $44.77 $45.09Average processing cost of other evidence cases 4 $82.83 $63.07 $72.52 $50.21IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 19.8 19.8 19.8 19.8Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $1,325,312 $1,359,636 $1,322,859 $1,387,893Other GF RevenueSpecial Revenue FundTotal Program costs $1,325,312 $1,359,636 $1,322,859 $1,387,893* Mix of public demonstrations: can vary from an half-hour demonstration to a ten-hour ride-along.(12)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Major Crimes/Special Victims (231200 and 231400)Core Services: To provide public safety services through the specialized investigation of criminal offenses relating toviolent crimes including: homicide, robbery, sexual battery, kidnapping, child abuse and other crimes relating to missingpersons, and elderly abuse. In addition; members of the Child Protection Referral Unit work with the Department ofChildren and Family Services to ensure the safety of children through joint investigations related to reports of abuse andneglect.II. Mission / Key Objectives:1. Conduct specialized follow-up investigations.2. Identify persons involved in criminal activity and make arrests when appropriate.3. Provide public safety services through the investigation of criminal activity after it has occurred to preventfuture similar events. Vigorous investigation of crimes is essential to our overall crime reduction strategy.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of specialized investigations conducted 1 2,304 2,222 2,100 2,100# of child abuse, neglect or abandonment cases jointlyinvestigated by Child Protection Referral Unit and theDepartment of Children and Family Investigators 1 6,087 6,605 6,500 6,500Outcome: Effectiveness Indicators:According to National Standards/UCR:% of cases cleared in homicide (national avg 61%) 1,2,3 100% 100% 80% 80%% of cases cleared in robbery (national avg 25%) 1,2,3 45% 46% 50% 50%% of cases cleared in adult sex crimes (rape)(national avg 41%) 1,2,3 73% 74% 70% 70%Outcome: Efficiency or unit-cost ratio:Program cost per case/investigation 1,2,3 $504 $455 $496 $488IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time* 55.1 56.2 55.1 54.1Part-time FTE's 3.1 1.6 1.6 2.5Funding Sources:General Fund BoCC $4,230,122 $4,019,824 $4,200,694 $4,196,899Other GF RevenueSpecial Revenue Fund $0 $0 $65,000 $0Total Program costs $4,230,122 $4,019,824 $4,265,694 $4,196,899* In FY 2014, (1) Deputy Sheriff position transferred to Patrol.(13)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Sexual Offender/Predator Tracking (231500)Core Services: Increase the safety of Polk County's citizens and reduce the number of sexual assaults by trackingsexual offenders/predators to verify their addresses and to ensure they are complying with registrationrequirements, applicable laws, and court-ordered sanctions. To locate and arrest those individuals who have absconded, orotherwise failed to register or update their information with FDLE or the Sheriff's Office.II. Mission/ Key Objectives:Mission: To reduce sexual assault by tracking the whereabouts of all sexual offenders and sexual predators living in Polk County by:1. Verifying addresses of known sexual offenders/predators on a routine basis.2. Partnering with Parole and Probation to ensure that offenders/predators are in compliance with laws and courtordered sanctions.3. Accomplishing the sharing of intelligence with other agencies and members of the Sheriff's Office.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Arrest sexual offenders/predators for violations thatresult in criminal prosecutions 1,2,3 44 135* 55 55Community outreach, education and awareness programsdelivered4 21 33 30 30Sexual Predators/Offenders monitored 1,2 1,055 1,106 1,200 1,200Outcome: Effectiveness Indicators:% of goal achieved, i.e., actual numbers of arrestsresulting in prosecution / target numbers = % of1,2,3 104% 321% 100% 100%achievement% of goal achieved, i.e., actual numbers of programsdelivered / target numbers = % of achievement 4 175% 275% 100% 100%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 3.1 3.1 3.1 3.1Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $198,158 $204,449 $191,106 $214,934Other GF RevenueSpecial Revenue FundTotal Program costs $198,158 $204,449 $191,106 $214,934*Arrests are higher due to initiative conducted February-April 2012(14)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Identification Section (231300)Core Services: Provide scientific examinations and fingerprint database technology to identify fingerprints foundat crime scenes. Ensure that all fingerprints of individuals arrested are entered in the fingerprint database toidentify arrestees and those with outstanding warrants or those providing false identity information at time ofarrest. To increase AFIS/AFIX submissions and positive identifications. To provide expert testimony in court.II. Mission/ Key Objectives:1. Provide quality examination and evaluation of fingerprints received.2. Complete all of the requests for evidence processing.3. Ensure that all fingerprints are entered into the fingerprint database.4. Identify all arrestees with outstanding warrants and/or providing false information at time of arrest.5. Increase the number of AFIS/AFIX submissions and identifications.6. Testify in court 100% of the time.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of comparisons conducted 1 235,098 260,480 293,907 294,789# of items of evidence processed 2 1,581 2,125 2,243 2,310# of fingerprints entered in the database 3 59,950 72,167 82,013 84,473# of fingerprints classified 4 28,497 28,362 29,891 30,788# of fingerprint and palm print cards filed 4 123,995 140,812 140,126 144,330# of arrestee fingerprints examined 4 188,284 169,391 161,507 166,352# of arrestees with outstanding warrants 4 57 35 38 42# of arrestees providing false identity information 4 2,015 2,422 2,351 2,422# of AFIS/AFIX submissions/identifications 5 2,722 1,724 1,923 1,981# of requests for court testimony/complied with 6 65/65 69/69 85/85 85/85Outcome: Effectiveness Indicators:% of fingerprints examined and identified w/FDLE 1 100% 100% 100% 100%% of evidence submitted that is processed 2 100% 100% 100% 100%% of applicable fingerprints entered in database(s) 3 100% 100% 100% 100%% of false information/previous arrest identifications* 4 15% 19% 14% 15%% of AFIS/AFIX identifications from those submitted 5 33% 33% 29% 30%Outcome: Efficiency or unit-cost ratio:Cost per print examined 1 - 5 $1.27 $1.20 $1.20 $1.30IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time** 9.36 9.4 9.4 10.4Part-time FTE's 1.600 1.875 1.875 1.875Funding Sources:General Fund BoCC $733,572 $723,571 $750,395 $831,332Other GF RevenueSpecial Revenue FundTotal Program costs $733,572 $723,571 $750,395 $831,332* FY 11 & 12 corrected** (1) Latent Print Examiner position added in FY14, paid for by internal personnel cost savings.(15)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Victim/Witness Advocacy Services (VOCA) ( 231470 & 817800)Core Services: Provide support and comprehensive advocacy to victims of crime 24 hours per day, 7 days per week,365 days per year, including crisis counseling, 911 emergency cellular telephone service and criminal justice assistance.II. Mission/ Key Objectives:Mission: To enhance the quality of victim services by maximizing the range and availability of services so that eachvictim has the opportunity to understand and participate in the criminal justice system, therefore enhancingcriminal prosecutions.Key Objectives:1. Provide criminal justice support and general advocacy to victims of crimes.2. Provide assistance in filing victim compensation claims (core grant requirement).3. Provide follow-up services to victims of crimes.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of services provided to victims of crime 1,2,3 7,142 6,633 6,700 6,700Outcome: Effectiveness Indicators:Actual number of violent crime victims served to targetnumber = % achieved* 1,2,3 2678/2179 2818/2684 2584/2584 2284/2284Actual number of violent crime victims served to targetnumber = % achieved* 1,2,3 123% 105% 100% 100%Outcome: Efficiency or unit-cost ratio:IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time** 4.2 4.2 4.2 3.1Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $50,609 $50,323 $31,876 $18,794Other GF RevenueSpecial Revenue Fund $118,434 $122,672 $123,172 $102,653Total Program costs $169,043 $172,995 $155,048 $121,447* In FY 2012, changed to reporting violent crime victims served to target, and retroactively restated.** (1) Victim/Witness Advocate position eliminated in FY14 due to reduced grant funding.(16)

POLK COUNTY SHERIFF'S OFFICEProgram Title: Strategic Investigation and Analysis Section (232100)Core Services: Collect, store, analyze, and disseminate intelligence information related to criminal violations,subversive groups, terrorism, and homeland security to maximize the public's safety and enhance the quality of life.Conduct proactive investigations as required. Collect, store, and analyze crime data. Efficiently disseminate crimedata analysis and projections to organizational components in support of crime prevention efforts.II. Mission/ Key Objectives:1. Utilize tactical and strategic intelligence to prevent crime and reduce the effects of crimes.2. Provide crime data analyses to the agency's law enforcement components in support of their crime prevention efforts.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Intelligence investigations assigned or initiated 1 178 73 105 105Intelligence reports/bulletins created 1 609 651 700 700Inter-agency intelligence sharing meetings attended 1 133 149 150 150Intelligence documents processed 1 4,553 3,571 4,000 4,000Surveillance hours 1 199 590 350 350Domestic Security Task Force hours 1 871 44 100 100Requests for information processed 1 1,396 1,938 1,700 1,700Crimestopper tips received 1 1,899 2,431 1,800 1,800Homeland security tips investigated 1 35 34 45 45Crime reports entered into database** 2 41,163 35,427 15,000 14,000Crime analysis reports disseminated ** 2 6,772 5,408 3,300 3,000Crime maps produced** 2 3,854 1,957 1,300 1,000Daily crime analysis & bulletins produced 2 1,300 1,039 1,000 1,000# of vice investigations 2 140 158 150 150Outcome: Effectiveness Indicators:% of intelligence reports/RFI's processed within 24 hr. 1 100% 100% 100% 100%Intelligence documents processed per specialist 1 4,553 3,571 3,500 3,500% of daily Homeland Security threat assessmentdistributed by 5:00 p.m. deadline. 1 99% 99% 100% 100%% of assigned intelligence cases closed 1 99% 96% 98% 98%% of monthly crime analysis reports completed on time 2 96% 97% 96% 96%Crime reports entered per data entry clerk** 2 8,232 7,085 3,000 3,000# of analyses published per analyst** 2 2,385 1,681 1,120 1,120IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 30.3 31.4 29.3 29.3Part-time FTE's 0.5 0 0 0Funding Sources:General Fund BoCC $2,438,805 $2,189,708 $2,133,081 $2,231,396Other GF RevenueSpecial Revenue Fund $412,941 $93,042 $74,843 $4,500Total Program costs $2,851,746 $2,282,750 $2,207,924 $2,235,896** Workload reductions have been achieved due to the new Tiburon and Crime View software.(17)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Internet Crimes (232400)Core Services: Increase the safety of Polk County's citizens by reducing crimes committed using a computer,especially crimes committed via the Internet, through proactive law enforcement and strategicpublic awareness initiatives. Most importantly, protect Polk County's children from sexual predators whouse the Internet to stalk their victims.II. Mission/ Key Objectives:Mission: To reduce computer crimes and to improve the ability to identify, apprehend and prosecute criminals who usecomputers to perpetrate crimes.Key Objectives:1. Conduct computer crime investigations.2. Recover electronic forensic evidence.3. Provide community outreach, education, and awareness.4. Accomplish intelligence sharing.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Conduct computer crime investigations 1,2,4 294 348 400 400Deliver training and awareness programs 3 12 18 15 15Outcome: Effectiveness Indicators:% of goal achieved, i.e., actual numbers of criminalcomputer investigations / target numbers 1,2,4 147% 174% 143% 100%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 8.4 8.4 8.4 8.4Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $356,592 $377,929 $375,790 $411,974Other GF RevenueSpecial Revenue Fund** $699,034 $460,566 $156,724 $350,000Total Program costs $1,055,626 $838,495 $532,514 $761,974** ICAC '10 grant extension was not awarded until September '12, and was budgeted conservatively in FY13.(18)

POLK COUNTY SHERIFF'S OFFICEProgram Title: Narcotics Investigations (232200)Core Services: To conduct proactive law enforcement efforts, with an emphasis on quality of life offenses,relative to narcotics and organized crime. Accomplishing these efforts requires the talents and resources offederal, state and local law enforcement to identify and target the offenders and to successfully prosecutethem.II. Mission/ Key Objectives:1. Identify organizations/groups involved in the distribution of illegal narcotics and seize the drugs2. Maximize citizen safety and quality of life by proactively enforcing all vice related crimes andsuccessfully prosecuting the violators.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels/Workload Indicators# of narcotic investigations 1 1707 1814 1700 1700# of organized crime cases assigned 1 25 116 40 40# of methamphetamine lab investigations 1 38 30 40 40Outcome: Effectiveness Indicators:Monetary value of assets seized 1,2 $238,659 $1,117,968 $500,000 $500,000% of cases cleared by arrest 1,2 83% 86% 80% 80%Outcome: Efficiency or Unit-cost Ratio:IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 33.5 33.4 36.6 36.6Part-time FTE's 0.5 0.5 0.5 0.625Funding Sources:General Fund BoCC $2,653,974 $2,556,530 $2,717,587 $2,731,005Other GF RevenueSpecial Revenue Fund $393,739 $360,999 $401,231 $434,000Total Program costs $3,047,713 $2,917,528 $3,118,818 $3,165,005(19)

POLK COUNTY SHERIFF'S OFFICEProgram Title: Technical Services Section (232300)Core Services: Provide Court Ordered electronic surveillance expertise to federal, state, and local agencies aswell as the Sheriff's Office, to support the Sheriff's Office mission to prevent, control, displace and solve crime and enforcethe law.II. Mission/ Key Objectives:1. Use court-ordered surveillance for the safety of all citizens.2. Train law enforcement personnel in the use and application of surveillance equipment.3. Repair specialized electronic equipment.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of court ordered electronic surveillances 1 96 67 80 80# of hours training personnel 2 58 36 60 60# of hours repairing electronic equipment 3 99 155 125 125Outcome: Effectiveness Indicators% of successful court ordered surveillances 1 100% 100% 100% 100%Outcome: Efficiency or Unit-cost RatioDollars saved through in-house repairs 3 $15,224 $14,490 $15,000 $15,000Dollars saved through in-house secure dataand communications applications * 2 $25,750 $507,000 $500,000 $500,000Dollars saved using electronic surveillance vs. 1 $12M $10M $12M $12Mphysical trackingIV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 3.1 3.1 3.1 3.1Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $320,225 $321,130 $325,726 $345,209Other GF RevenueSpecial Revenue FundTotal Program costs $320,225 $321,130 $325,726 $345,209* Dollars saved is significantly higher than previous years due to programming time related to new computersystem implementations, upgrades to surveillance systems, and relocation of fiber and security lines.(20)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: School Resource Unit (246130)Core Services: Maximize collaborative partnerships with the school community to increase the safetyof Polk County's school children, teachers and communities by reducing levels of violence, crime, anddisorder in and around public schools and by providing crime prevention education.II. Mission/ Key Objectives:Mission:Enhance the safety of students, teachers, and communities in and around public schools in Polk County.Key Objectives:1. To function as a liaison between Polk County schools and the law enforcement community.2. To educate 6th grade students about Substance Abuse and Violence Education (S.A.V.E.) and internet safety.3. To prevent and/or investigate juvenile delinquent actions in and around public schools in Polk County.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of calls for service (criminal unincorporated) 1,3 470 484 490 550# of calls for service (non-criminal unincorporated)** 1,3 12,980 13,831 21,559 22,000Total number of calls for service (unincorporated) 1,3 13,450 14,315 22,049 22,550Total number of calls for Resource Officer service (cities) 1,3 2,140 2,121 2,300 2,342# of school requests for presentations (i.e. gang violence,substance abuse, conflict resolution) (cities) 1,3 NA 42 58 52# of 6th grade students participating & graduating from theS.A.V.E. program (unincorporated) 2 1,517 1,853 1,700 1,800# of 6th grade students participating & graduating from theS.A.V.E. program (cities) 2 413 466 500 512# of presentations delivered (unincorporated)*** 1,3 323 179 179 180# of presentations delivered (cities) 1,3 NA 167 143 145Outcome: Effectiveness Indicators:% of goal achieved, i.e., actual # of presentationsdelivered/requested presentations (unincorporated) 1,3 189% 267% 271% 265%% of goal achieved, i.e., actual # of student attending theS.A.V.E. program/# of students eligible to attend the S.A.V.E.program (unincorporated) 2 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Deputy/student ratio (unincorporated) 1,2,3 1:2162 1:2094 1:2094 1:2094Deputy/student ratio (Frostproof) 1,2,3 1:1863 1:1837 1:1837 1:1837Deputy/student ratio (Dundee) 1,2,3 1:777 1:821 1:821 1:821Deputy/student ratio (Mulberry) 1,2,3 1:1155 1:1043 1:1043 1:1043Deputy/student ratio (Ft. Meade) 1,2,3 1:1452 1:1369 1:1369 1:1369IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time^ 20.1 20.1 21.1 19.8Part-time FTE's 0.300 0.300 0.156 0.156Funding Sources:General Fund BoCC^ $414,718 $296,710 $473,331 $392,702Other GF Revenue $966,372 $1,034,327 $1,034,327 $1,057,119Special Revenue Fund $0 $264 $0 $5,000Total Program costs $1,381,090 $1,331,302 $1,507,658 $1,454,821** Prior to FY13, did not report any calls in June & July while schools are in recess*** Assemblies replaced many individual presentations^ In FY14, Traffic program was added to Resource Services Section, which led to fluctuations in supervisory FTE's/cost being allocatedto this program.(21)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Traffic Unit (246140)Core Services: Maximize the safety of children and adults traveling on Polk County roadways byminimizing the occurrence of injuries and deaths caused by motor vehicle crashes, through proactivetraffic law enforcement and crash investigation services.II. Mission/ Key Objectives:Mission: Maximize citizen safety and protection by providing traffic safety through proactivelaw enforcement, engineering, and education, 24 hours a day/365 days a year.Key Objectives:1. Respond to all serious injury/fatal motor vehicle crashes on local and county roads upon notificationdue to inadequate state staffing.2. Respond to special requests for vehicle escorts, parades, other special events, traffic safetyeducation at schools and civic groups and for traffic law enforcement complaints.3. Increase Driving under the Influence (DUI) enforcement.4. Enforce State of Florida traffic laws to increase public safety.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of crashes investigated 1 606 538 700 700# of hours spent investigating crashes 1 8,377 7,534 7,000 7,010# of traffic safety education requests fulfilled 2 37 35 39 42# of DUI's investigations 3 547 581 500 550# of citations issued 4 9,739 13,234 10,500 11,000# of citizen traffic complaints (DTA's) investigated 4 481 293 400 437Outcome: Effectiveness Indicators:# of fatal traffic crashes in unincorporated Polk County 1 70 92 90 91Outcome: Efficiency or unit-cost ratio:$ value of traffic fines issued 3,4 $1,673,551 $2,053,563 $2,000,000 $2,100,000IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time* 22.1 22.5 24.7 25.3Part-time FTE's 0.000 0.000 0.000 0.3125Funding Sources:General Fund BoCC* $1,668,883 $1,804,360 $1,813,000 $1,854,742Other GF RevenueSpecial Revenue Fund $1,389 $56,261 $0 $0Total Program costs $1,670,272 $1,860,621 $1,813,000 $1,854,742* In FY14, Traffic program was added to Resource Services Section, which led to fluctuations in supervisory FTE's/cost being allocatedto this program.(22)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Child Safety/School Crossing (246110 and 246800)Core Services: Ensure child safety and protection in school zones, while providing heightened awareness tomotorists traveling in and near elementary school zones.II. Mission/ Key Objectives:To safely cross elementary school age students to and from school at various locations, determined by the Polk CountySchool Crossing Committee, throughout the county.1. Provide standardized training as established by the Florida Department of Transportation to all part-timecrossing guards.2. Provide adult assistance to safely cross elementary students without incident or injury.3. Provide adult assistance to children at locations throughout the county that have been identified by theSchool Crossing Committee as having possible hazards to children.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Adults designated as guards and substitutes 1 214 211 211 212Designated crossing locations 3 165 164 164 163Outcome: Effectiveness Indicators:% adults receiving standardized training 1 100% 100% 100% 100%# of elementary student injury reports 2 0 0 0 0% of designated crossing locations having an 3 100% 100% 100% 100%adult guard to protect the childrenIV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 2.2 2.2 2.3 2.2Part-time FTE's* 53.200 53.800 51.457 50.621Funding Sources:General Fund BoCC $1,204,846 $1,193,628 $1,274,907 $1,218,140Other GF RevenueSpecial Revenue FundTotal Program costs $1,204,846 $1,193,628 $1,274,907 $1,218,140* In FY14, (3) Crossing Guards positions were eliminated.(23)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Agricultural Crimes (246210)Core Services: Maximize public safety and protection by providing patrol services, callresponse, and specialized investigations (24 hours a day/365 days a year) to protect and preserveagricultural/mining lands and businesses within Polk County.II. Mission/ Key Objectives:Provide the only full-time Agricultural Unit in Polk County to:1. Enforce the laws, especially laws relating to animal abuse and agriculture related crimes.2. Handle loose livestock and livestock impounds.3. Educate the public on issues relating to animal abuse and agriculture related crimes.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14# of calls for agricultural crimes 1 1,258 1,664 1,700 1,737# of animal abuse investigations 1 373 377 400 414# of educational requests 1 39 21 50 65# of calls for loose animals 1,2 565 525 525 525# hours spent on impounds 2 470 371 475 550# hours spent on animal abuse investigations 1 878 855 900 950# of acres of agricultural & mining lands 1,2 470,000 470,000 470,000 470,000Outcome: Effectiveness Indicators:% agricultural crimes call responded to 1 100% 100% 100% 100%% animal abuse investigations cleared 1 100% 100% 85% 100%% educational requests attended 3 100% 100% 100% 100%% loose animals impounded 2 63% 90% 70% 60%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time* 10.2 11.4 10.7 12.3Part-time FTE's 2.000 1.833 1.896 1.875Funding Sources:General Fund BoCC $926,470 $891,424 $907,722 $1,039,321Other GF RevenueSpecial Revenue Fund $6,849 $8,502 $1,076 $10,000Total Program costs $933,319 $899,926 $908,798 $1,049,321* In FY14, Traffic program was added to Resource Services Section, which led to fluctuations in supervisory FTE's/cost being allocatedto this program. Also, a SSO position was added in FY14, paid for by internal personnel cost savings.(24)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Aviation Unit (246220)Core Services: Provide aviation patrol and response necessary to support the crime prevention, crime control, and lawenforcement mission of the agency, and other county, state, and federal agencies within Polk County, 24 hours a day/365 daysa year.II. Mission/ Key Objectives:Mission: Maximize citizen safety and protection by providing the only advanced air support in unincorporated Polk County and allmunicipalities.Key Objectives:1. Respond to at least 80% of requests for airborne services within 15 minutes.2. Target 100% equipment availability for airborne missions.3. Respond to 80% of requests for public crime prevention education.4. Respond to 100% of requests for airborne support during critical incidents and missing or endangered children or adults.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# calls for service 1,3,4 1,745 1,514 1,650 1,700# public crime prevention education requests 3 10 2 8 10# requests for airborne support during missing and endangeredchildren or adults incidents 4 123 88 100 100Outcome: Effectiveness Indicators:% flights initiated within 15 minutes of request 1 100% 100% 100% 100%% responses for air support requests (weather permitting) 1,3,4 100% 100% 100% 100%% responses to critical incidents 4 100% 100% 100% 100%% missing/endangered persons located 4 80% 79% 80% 80%% educational requests flown/completed 3 100% 100% 100% 100%% time aviation equipment is available for response 2 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Program costs per flight hour (excludes price of new aircraft) 1,2,3,4 $821 $921 $837 $816# of flight hours 1,2,3,4 1,503 1,440 1,560 1,650IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 6.8 6.8 7.5 7.8Part-time FTE's 0.6000 0.0000 0.0625 0.0000Funding Sources:General Fund BoCC $1,234,519 $1,326,125 $1,305,510 $1,345,753Other GF RevenueSpecial Revenue FundTotal Program costs $1,234,519 $1,326,125 $1,305,510 $1,345,753(25)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Marine Unit / Underwater Search and Recovery Team (246230)Core Services: Maximize public safety on Polk County's lakes and waterways with a specialized MarineInvestigative Unit to conduct boating safety education, emergency response for waterborne search andrescue boating accident investigations, evidence search/recovery, and timely response to aid in the recoveryof drowning victims.II. Mission/ Key Objectives:Mission: Enhance boating safety for children and adults through public education/awareness programs,conduct safety inspections, enforce boating laws, and provide emergency response to critical waterborneincidents.Key Objectives:1. Patrol lakes and waterways and enforce boating safety laws.2. Perform boating safety inspections and educate the public on safe boating.3. Respond to all critical waterborne incident calls.4. Assist other agencies when requested.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of routine marine calls 1,3,4 130 142 140 140# of education requests 1 26 27 25 28# of hours safety patrol & inspections 1,2,4 509 490 475 475# of critical waterborne calls 3 11 7 15 15# of requests from other agencies 4 19 41 25 25# of vessels inspected 2 806 671 600 650# of registered boats in Polk County 1,2 29,565 28,817 29,000 28,000Outcome: Effectiveness Indicators:% of marine calls responded 1,3,4 100% 100% 100% 100%% of educational request attended 1 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Cost per marine response 1,3,4 $212 $211 $239 $238Ratio of cost per number of registered boats 1,2,3,4 $7.10 $6.51 $6.63 $7.29IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 2.3 2.3 2.1 2.2Part-time FTE's 0.300 0.208 0.271 0.000Funding Sources:General Fund BoCC $209,840 $187,726 $192,313 $204,171Other GF RevenueSpecial Revenue FundTotal Program costs $209,840 $187,726 $192,313 $204,171(26)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Animal Control (246250)Core Services: To maximize public safety by providing animal control services to include responding to nuisance,cruelty/neglect and stray animal complaints by Polk County citizens. Provide cat and dog adoption andsterilization services. Protect Polk County residents by ensuring that all cases of suspected exposure to rabies areinvestigated. Investigate all incidents which may lead to a declaration of a dog as dangerous. Enforce the runningat large and licensing provision of the Animal Control Ordinance.II. Mission/ Key Objectives:1. Respond to citizen complaints and cases of animal cruelty and neglect.2. Provide adoption and sterilization services in order to reduce the number of animals euthanized and preventpet overpopulation.3. Investigate all cases of animal bites/exposure and monitor and enforce rabies quarantine.4. Classify and confiscate abused animals and dangerous dogs.5. Sell animal licenses.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of complaints responded to per year 1 35,365 37,479 39,800 39,000# live animals impounded 1 24,578 23,194 22,100 24,000# animal licenses sold 1, 5 39,814 36,462 29,000 36,000# animals adopted 2 2,768 2,476 2,980 3,000# of animal bite/exposure cases 3,4 1,590 1,810 1,870 1,800# of animals euthanized 2 19,673 18,364 16,700 20,000Outcome: Effectiveness Indicators% of complaints responded to within 2 hours 1 74% 55% 56% 70%% of pets adopted or redeemed 2 19% 19% 23% 25%% of animals euthanized 2 80% 79% 75% 75%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 46.0 46.0 45.4 45.4Part-time FTE's 7.875 7.875 7.438 7.500Funding Sources:General Fund BoCC $2,645,855 $2,533,395 $2,729,441 $2,641,418Other GF RevenueSpecial Revenue Fund $20,624 $16,676 $61,400 $38,000Total Program costs $2,666,479 $2,550,071 $2,790,841 $2,679,418(27)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Environmental Unit (246240)Core Services: Provide 24 hours a day/365 days a year law enforcement and prevention relating toillegal dumping, animal abuse and restricted water usage laws/ordinances to enhance thequality of life for the citizens of Polk County.II. Mission/ Key Objectives:1. Educate the public on issues relating to illegal dumping, animal abuse, and restricted water usage law/ordinances.2. Enforce the laws relating to illegal dumping, animal abuse, and restricted water usage laws/ordinances.3. Conduct investigations relating to illegal dumping, animal abuse, and restricted water usage laws/ordinances.4. Assist other agencies when requested on issues relating to illegal dumping, animal abuse, and restrictedwater usage laws/ordinances.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of calls for illegal dumping investigations 2,3,4 618 597 550 550# of calls for animal cruelty investigations 2,3,4 38 50 55 50# of educational requests 1 23 17 18 22# of requests from other agencies 4 24 44 45 50Outcome: Effectiveness Indicators:% of calls for illegal dumping cleared 2,3,4 66% 75% 65% 65%% of animal cruelty investigations cleared 2,3,4 100% 100% 100% 100%% of educational requests attended 1 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 5.7 3.0 4.3 4.5Part-time FTE's 0.000 0.208 0.271 0.000Funding Sources:General Fund BoCC $140,145 $115,356 $108,617 $124,846Other GF RevenueSpecial Revenue Fund $269,692 $187,056 $210,681 $221,557Total Program costs $409,837 $302,413 $319,298 $346,403(28)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Telecommunications Center (247900)Core Services: Provide rapid and efficient service call processing and dispatch of Law Enforcement, Fire,and EMS services to maximize citizen safety and protection 24 hours per day, 365 days per year.II. Mission/ Key Objectives:1. Process incoming 911 emergency and non-emergency calls for service.2. Offer pre-arrival instruction and comfort to victims of crimes.3. Dispatch law enforcement officers to crimes / incidents.4. Coordinate response of primary and support units.5. Coordinate response with outside agencies / entities.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14# of 911 emergency calls answered 1 238,091 250,035 257,536 265,262# of non-emergency calls answered 1 448,069 443,509 456,814 470,518# of total calls received 1 686,160 693,544 714,350 735,780Outcome: Effectiveness Indicators:Average service call to dispatch time (minutes) 1 1:50 1:54 1:53 1:47Outcome: Efficiency or unit-cost ratio:Telecommunicator ratio / call 1-5 1 per 5,052 1 per 5,183 1 per 4,896 1 per 5,043% of surveyed citizens highly satisfied** 1-5 100% 100% 100% 100%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time* 135.8 133.8 145.9 153.9Part-time FTE's 6.3 6.3 6.3 6.3Funding Sources:General Fund BoCC $4,576,445 $4,554,285 $6,132,585 $6,291,732Other GF Revenue $1,854,113 $1,924,294 $1,978,104 $2,001,506Special Revenue FundTotal Program costs $6,430,558 $6,478,579 $8,110,689 $8,293,238* The 2013-14 budget includes the complete phase-in costs for our telecommunication personnel adjustments thatbegan in FY13. As a result of these adjustments, (8) telecommunicator positions were added in FY14.** Based on contact surveys - no complaints received.(29)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Emergency Operations Group: (248000, 515000)Core Services: Provide specialized law enforcement services (24 hours a day/365 days a year),in unincorporated Polk County and all municipalities, in response to critical incidents or special events.II. Mission/ Key Objectives:Mission: Maximize citizen safety and protection by providing 24 hour response to critical incidents or special events in theform of SWAT Team, Crisis Negotiation Team, Protective Service Team, Mounted Enforcement Team, Tactical Medic Team,Mobile Field Force and Critical Incident Stress Management Team, to ensure the safety and protection of citizens, regardlessof cost.Key Objectives:1. Respond to 100% of requests for services during critical Incidents, special events and public education.2. Maintain/Reduce liability judgments resulting from critical Incidents or special events.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of calls for EOG services pertaining to critical incidents 1 12 14 12 12# of calls for EOG services pertaining to special events 1 1 10 10 10# of requests for public education 1 22 30 30 30Outcome: Effectiveness Indicators:% of responses to requests for EOG services pertaining to critical incidents 1 100% 100% 100% 100%% of EOG responses related to special events 1 100% 100% 100% 100%% of responses for public education events 1 85% 80% 80% 80%Outcome: Efficiency or unit-cost ratio:Liability judgments as a result of EOG actions 2 0 0 0 0IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 0 0 0 0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $ 228,956 $ 190,286 $ 145,202 $ 219,475Other GF RevenueSpecial Revenue FundTotal Program costs $ 228,956 $ 190,286 $ 145,202 $ 219,475(30)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Honor Guard (248100)Core Services: To represent the Polk County Sheriff's Office in a professional manner and to provideHonor Guard Services to the Law Enforcement community.II. Mission/ Key Objectives:Mission:Ensure the agency is represented professionally at funerals and ceremonies.Key Objectives:1. To honor and respect Sheriff's Office members and other members of the law enforcementcommunity who have been killed in the line of duty.2. To provide Honor Guard services for memorials, ceremonies, post/presentation of colors incommunity events.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# Law Enforcement funeralsnotifications/requests (in county) 1,2 3 7 5 6# Law Enforcement funeralsnotifications/requests (out of county in FL) 1,2 10 43 30 32# Law Enforcement funerals attended 1,2 13 14 20 21# of requests for Graduations 2 2 4 5 6# of requests for Ceremonies 2 20 17 20 20Outcome: Effectiveness Indicators:% of Law Enforcement funerals attended-killedin the line of duty 1,2 100% 100% 100% 100%% of Graduations attended 1,2 100% 100% 100% 100%% of Ceremonies attended 1,2 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Avg. cost per Honor Guard service 2 $2,043 $953 $678 $522IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 0 0 0 0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC* $71,505 $33,341 $29,323 $23,549Other GF RevenueSpecial Revenue Fund $0 $0 $1,200 $1,000Total Program Costs $71,505 $33,341 $30,523 $24,549* FY11 Actual include expenses for out of state memorial for fallen officer.(31)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Extra Duty Employment (246120)Core Services: Provide off-duty deputy sheriffs to citizens, businesses, and other governmental agenciesin Polk County to enhance public safety, crime prevention, and enforcement of the law.II. Mission/ Key Objectives:Mission: Contract with citizens, businesses, and other governmental agencies in Polk Countyto provide professional law enforcement officers to maximize the public's safety and enhance the agency'smission.Key Objectives:1. To fill 90% of requests for off-duty details.2. To fill 95% of requests for funeral escorts.3. To provide deputies for approved inmate funeral requests.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of businesses and individuals served * 1 1064 1013 1135 1150# of hours worked on extra duty ** 1,2,3 52,453 45,459 44,067 45,000# of assignments 1,2,3 9,897 9,052 9,240 9,500# of funeral assignments 2 976 938 1,073 1,075# of hours worked on extra duty for inmate funerals 3 16 16 20 20Outcome: Effectiveness Indicators:% of extra duty requests filled 1 100% 100% 100% 100%% of funeral requests filled 2 100% 100% 100% 100%% of inmate funeral requests filled 3 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Private compensation received by deputies** 1,2,3 $1,312,703 $1,148,371 $1,178,853 $1,180,800Savings to taxpayers for contracted funerals^ 2 $39,040 $44,800 $107,280 $109,280Savings to taxpayers for contracted inmate funerals 3 $461 $469 $500 $520IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 1.1 1.1 1.2 1.1Part-time FTE's 0.0 0.0 0.2 0.2Funding Sources:General Fund BoCC $10,611 $0 $13,948 $0Other GF Revenue $56,251 $66,771 $53,162 $51,561Special Revenue FundTotal Program costs $66,862 $66,771 $67,110 $51,561* FY 11 & 12 retroactively restated to count multiple times serviced same vendor.** FY 11 & 12 corrected.^ Funeral rate increased from $40 to $100 in FY 13.(32)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Fiscal Services (320000)Core Services: Financial policy setting, inmate banking, inmate accounts receivable, accounts payable,budgeting, financial analysis, general accounting, payroll, cash management, grant accounting, andemployee reimbursements in support of the law enforcement, detention and court security missions of the agency.II. Mission/ Key Objectives:To enhance the allocation and management of taxpayer dollars and to preserve the integrity of thefinancial records by:1. Preparing a budget and acquiring funding consistent with the strategic plan.2. Providing consistent, reliable, timely oversight of spending.3. Continuously improving an appropriate accounting system with suitable controls.4. Complying with legal and professional requirements.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Develop budget consistent with strategic plan 1 FY 12 Budget FY13 Budget FY14 Budget FY 15 Budget# of monthly interim forecasts prepared 2,3,4 7 7 7 7# of invoices paid 2 21,490 19,952 19,100 20,000average # of active grants & city contracts 1,2,4 57 54 52 51# of pay checks & notices of deposit 2 49,155 51,147 48,600 48,100Outcome: Effectiveness Indicators:# of responses prepared / # of repeat items inexternal auditor's management letter 3,4 0/0 0/0 0/0 0/0% invoices paid without interest or late charges 2 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Inmate copayments collected per clerk 2,3 $592,980 $643,602 $695,000 $650,000Ratio of payroll staff to # of FT&PT budgeted* 2 1:355 1:446 1:481 1:478IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 17.3 16.3 16.3 16.3Part-time FTE's 0 0 0 0.914Funding Sources:General Fund BoCC $1,001,634 $946,949 $964,561 $1,052,399Other GF RevenueSpecial Revenue FundTotal Program costs $1,001,634 $946,949 $964,561 $1,052,399* In FY13, began calculating ratio on # of headcount instead of on FTE's, to be more representative of workload.(33)

I. Program Title: Records Section (311100)POLK COUNTY SHERIFF'S OFFICECore Services: Serve as official custodian of public records including offense reports, crime scene photographs, fieldinterview reports, pawn transaction records, false alarm citations, criminal histories, traffic citations, inmate records andbooking photos. Maintain and provide accurate, official documents upon request by internal or external customer.II. Mission/ Key Objectives:Mission: Maximize citizen safety and serve the public efficiently by providing requested information expeditiously.1. Timely data entry of offense reports to ensure Uniform Crime Report (UCR) PART 1 crime reports arecompleted within 10 working days of receipt.2. Data entry of offense reports to ensure UCR PART 2 crime reports are completed within 20 working daysof receipt.3. Data entry of offense/incident reports to ensure all other reports are completed within 30 working days of receipt.4. Process all traffic citations to ensure they are delivered to the Clerk of Court within 24 hours of receipt.5. Enhance customer service by increasing the percentage of transactions provided at district offices.6. Timely processing of all agency digital images to ensure capture media is returned to districts within 24 hrs.7. Process requests from the public.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual Budget# 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of offense/incident reports 1,2,3 54,605 60,995 69,000 70,300# of traffic citations processed 4 20,146 21,653 22,000 22,500# of transactions at district offices 5 5,223 4,402 4,400 4,300# of digital images processed 6 269,720 255,007 260,000 265,000# of requests from the public 7 29,394 32,537 39,300 41,200Outcome: Effectiveness Indicators:% of citations delivered within 24 hours 4 100% 100% 100% 100%% of requests processed in district offices 5 15% 12% 10% 10%% of media returned within 24 hours 6 100% 100% 100% 100%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 25.4 24.7 22.6 22.7Part-time FTE's 2.5 2.5 2.5 2.8Funding Sources:General Fund BoCC $1,186,208 $1,029,861 $1,099,263 $1,066,677Other GF RevenueSpecial Revenue FundTotal Program costs $1,186,208 $1,029,861 $1,099,263 $1,066,677(34)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Warrants Administrative Unit (311200)Core Services: As required by F.S.S. 30.15, maintain accurate and actionable FCIC/NCIC* records. Provide accurateand actionable records to citizens, law enforcement and courts as requested, 24 hours a day, 365 days a year.II. Mission/ Key Objectives:Mission: Maximize citizen safety by maintaining and providing accurate and actionable FCIC/NCIC* records.1. Process felony warrants issued within 24 hours of receipt.2. Process all other warrants issued within 7 business days of receipt.3. Answer all telephone and teletype calls, whether internal or external, in a timely manner.4. Maintain at least a 95% error free rating for FDLE's audit of validation procedures.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of felony warrants served 1 5,513 5,792 5,800 6,000# of felony warrants processed 1 15,212 12,923 13,000 13,200# of other warrants processed 2 16,822 17,989 17,300 17,600# of CIC transactions 3 619,947 698,755 754,000 769,000Outcome: Effectiveness Indicators:Average time to process felony warrant 1 30 min 30 min 30 min 30 minAverage # days to process other warrants 2 1 day 1 day 1 day 1 dayTri-annual FDLE efficiency rating audit^^ 1,2,4 No audit No audit No audit 98.0%Outcome: Efficiency or unit-cost ratio:# of warrants processed per day (365 days) 1,2 88 85 83 84# of CIC transactions per day (365 days) 3 1,698 1,914 2,066 2,107IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 26.4 26.9 27.9 28.1Part-time FTE's 0.625 0.625 0.625 0.625Funding Sources:General Fund BoCC $1,189,739 $1,194,437 $1,313,136 $1,307,224Other GF Revenue $199,565 $215,503 $215,503 $219,327Special Revenue FundTotal Program costs $1,389,304 $1,409,940 $1,528,639 $1,526,551* FCIC - Florida Crime Information Center NCIC - National Crime Information Center^^ Audit dates may vary and not fall within the three year fiscal cycle(35)

POLK COUNTY SHERIFF'S OFFICEI. Title/ Program Description: Communications/Security Equipment (313400)Core Services: Maximize citizen safety and protection by providing efficient cellular and landlinetelephone communications support, data line services, and building security in support ofthe crime prevention and law enforcement mission of the agency.II. Mission/Key Objectives:1. Coordination, installation and repair of telephone systems, including cell phones.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY12-13 FY13-14Public Service Levels:Number of phone install/repair requests 1 217 235 364 370Number of cellular phones purchased/repaired 1 N/A 217 416 420Outcome: Effectiveness Indicators:# of hrs. of phone install/repair 1 652 940 1200 1200# of phone work orders closed 1 N/A 473 480 480Outcome: Efficiency or unit-cost ratio:Support Staff ratio to phone install/repair 1 1:217 1:235 1:364 1:370IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY12-13 FY13-14Funded Positions:Full Time 1.0 1.0 1.0 1.0Part Time FTE's 0.0 0.625 2.500 1.875Funding Sources:General Fund BoCC $1,597,110 $1,614,690 $1,571,263 $1,527,319Other GF RevenueSpecial Revenue Fund (142)Total Program costs $1,597,110 $1,614,690 $1,571,263 $1,527,319(36)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Information Technology (313500)Core Services: Enhance crime prevention and law enforcement efforts through design, development, and support ofinformation technology solutions for frontline members; maximize the public's safety by providing andupdating information on the agency's website; maximize agency security by maintaining restrictive access tobuildings and systems; and provide support, including network design, installation and maintenance for all agencyunits.II. Mission/ Key Objectives:Support the agency's efforts to maximize citizen safety and protection through computer hardware andsoftware maintenance.1. Install and service all computers and network components.2. Complete all software projects and maintain existing software.3. Maintain and enhance existing website (polksheriff.org).4. Issue and track door I.D. cards for building security.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of Service Calls 1 9,093 12,131 20,668 20,750# of computers supported 1 2,100 3,024 3,100 3,100# of hardware work orders received 1 N/A (new) 4,498 4,828 5,000# of address verifications completed 2 N/A (new) 10,951 21,800 22,000# of map updates completed 2 N/A (new) 16,785 12,796 13,000# of hours of database & software support 2 N/A (new) 1,573 1,624 1,700# of I.D. cards issued 4 349 525 632 650Outcome: Efficiency or unit-cost ratio:Support staff ratio to service calls (hardware & software) 1 1:413 1:758 1:1292 1:1297Support staff ratio to hardware work orders 1 N/A (new) 1:1499 1:1609 1:1667Support Staff ratio to cards issued 4 1:175 1:263 1:316 1:325IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time* 21.8 22.8 22.8 23.9Part-time FTE's 5.000 3.125 1.875 2.500Funding Sources:General Fund BoCC $4,748,435 $5,102,166 $3,645,796 $3,611,265Other GF Revenue $0 $0 $ 53,150 $ 80,848Special Revenue Fund~ $0 $79,364 $0 $0Total Program costs** $4,748,435 $5,181,531 $3,698,946 $3,692,113* (1) Technical Support Supervisor position added in FY14, paid for by internal personnel cost savings.** Cost fluctuations due to multi-year integrated computer system implementation.~SCAAP revenue used for RFID project for Detention Security in FY12(37)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Facility Services (314200)Core Services: Provide support services through the planning, development, maintenance andoperation of county owned facilities and leased facilities occupied by the Polk County Sheriff's Office, and security atthe Sheriff's Operation Center, at minimal cost to the taxpayers of Polk County.II. Mission/ Key Objectives:1. Provide timely, efficient and effective facilities services.2. Process requests for service/repair within 24 hours of receipt .3. Complete all service/repair requests involving county, detention and other PCSO facilities within 30 days ofrequest.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Service/Repair requests completed 1,3 900 637 750 900Outcome: Effectiveness Indicators:% of requests processed in 24 hours 2 95% 100% 98% 95%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 1.1 1.1 1.1 1.1Part-time FTE's 0.000 3.125 2.500 2.500Funding Sources:General Fund BoCC* $2,426,111 $3,224,480 $1,427,113 $1,490,285Other GF RevenueSpecial Revenue FundTotal Program costs $2,426,111 $3,224,480 $1,427,113 $1,490,285* FY12 Actual includes capital outlay for driving pad construction in Training, and relocation & renovation of facilitiesto include Supply and Archives.(38)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Purchasing (314400)Core Services: Obtain agency goods and services in the most efficient manner possible, ensuring costeffectiveness for the taxpayers of Polk County in support of law enforcement and detention missions.II. Mission/ Key Objectives:1. Utilize the buying power of the Sheriff's Office in a manner that will yield maximum costsavings. Also, when possible, coordinate purchase with other governments to yield increased savings.2. Procure goods and services at the lowest possible cost while meeting the quality, quantity, delivery, andsafety requirements of the agency.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of requisitions processed 1,2 2,589 2,007 2,550 2,500# of purchase orders issued 1,2 2,292 2,420 2,600 2,600# of formal bids 1,2 13 17 20 20# of quotations 1,2 634 629 675 675Outcome: Effectiveness Indicators:% of Purchase Orders issued within 3 days 1,2 100% 99% 100% 100%% of Request for quotes issued within 30 days 1,2 100% 100% 100% 100%% of Formal Bids issued within 45 days 1,2 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Cost Savings Achieved 1,2 $1,154,870 $754,494 $900,000 $925,000IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 5.7 5.4 5.4 5.4Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $273,752 $266,955 $287,220 $283,133Other GF RevenueSpecial Revenue FundTotal Program costs $273,752 $266,955 $287,220 $283,133(39)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Document Services (314500)Core Services: Maximize taxpayer dollars by assuring that document services, copier maintenance and repairservices and document production equipment is professionally prepared, routinely maintained, and rapidlyrepaired, to ensure consistent operations with minimal lost time.II. Mission/ Key Objectives:1. Provide timely, efficient and cost effective copier services.2. Complete in house copy center print requests within 24 hours of receipt.3. Keep all convenience copiers at an operating level of 99% or higher.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of copies made 1,2 8,423,253 10,219,625 10,800,000 11,000,000# of service/repair requests 3 294 400 250 300# in house copy center print requests 1,2 491 427 400 450Outcome: Effectiveness Indicators:% of copiers available 3 100% 99% 99% 98%% of in house copy center job requestscompleted in 24 hours 1,2 93% 95% 93% 95%Outcome: Efficiency or unit-cost ratio:Program Cost per copy made* 1 $0.015 $0.027 $0.026 $0.025IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 0 0 0 0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC* $129,527 $271,812 $277,485 $275,000Other GF RevenueSpecial Revenue FundTotal Program costs $129,527 $271,812 $277,485 $275,000* In FY 12, entered into contract with Boring which included maintenance for all copiers, and supplies.(40)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Fleet Maintenance (314600)Core Services: Provide for the responsive, effective and efficient delivery of fleet services to agencyvehicles at minimal cost to the taxpayers of Polk County, in support of the law enforcement mission.II. Mission/ Key Objectives:1. Maximize vehicle readiness at the highest level possible.2. Ensure that fleet vehicles and equipment remain safe, reliable, and function effectively.3. Provide timely, responsive and efficient vehicle repairs.4. Continually strive for improved fuel efficiency and economy through best fuel purchasing practices andimproved vehicle technologies.III. Measures: Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of labor hours spent 1,2,3 13,268 12,352 12,723 13,104# of repair orders 1,2,3 6,677 6,411 6,603 6,801Gallons of fuel purchased 4 1,189,370 1,161,083 1,161,083 1,213,332Outcome: Effectiveness Indicators:% of service repairs made within 24 hours 3 90% 91% 90% 90%% of Fleet availability 1 96% 99% 97% 97%Outcome: Efficiency or unit-cost ratio:IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 11.3 10.9 13.0 13.0Part-time FTE's 1.0 1.125 1.250 0.625Funding Sources:General Fund BoCC $7,282,422 $7,970,479 $8,416,425 $8,058,979Other GF RevenueSpecial Revenue FundTotal Program costs $7,282,422 $7,970,479 $8,416,425 $8,058,979(41)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Central Supply (314700)Core Services: Stock and distribute supplies necessary to support the law enforcement and detentionmission of maximizing public safety.II. Mission/ Key Objectives:1. Provide sound inventory and warehouse management program to minimize the inventory investment andoperating costs while ensuring adequate supplies to meet the demands.2. To maintain accurate accountability for all agency owned fixed asset equipment.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of supply requisitions processed 1 6,730 7,520 8,000 7,500# of deliveries received and processed 1 8,121 7,615 8,250 8,000Outcome: Effectiveness Indicators:% of fixed assets & weapons physically inventoried 2 100% 100% 100% 100%% requisitions processed within 24 hours of receipt 1 98% 96% 95% 95%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 5.7 4.3 4.3 4.3Part-time FTE's 1.200 1.826 1.827 1.827Funding Sources:General Fund BoCC $2,006,868 $2,332,064 $2,208,116 $1,903,722Other GF RevenueSpecial Revenue Fund $61,414 $19,278 $5,327 $7,695Total Program costs $2,068,282 $2,351,342 $2,213,443 $1,911,417(42)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Benefits Administration and Member Records (340100 and 340500)Core Services: Administer member benefits, including health, dental, vision, prescription drug, and mental health plans andemployee assistance program (EAP); coordinate other insurance benefit options available and long term disability; manage FamilyMedical Leave, Workers Compensation and Unemployment; provide information and coordinate retirement options, and ensurethat all benefit information is accessible to members; provide Data Management through electronic records in accordance withFlorida Statute.II. Mission/ Key Objectives:1. Increase cost effectiveness for members through administration of benefits and wellness programs to minimizecosts to taxpayers.2. Communicate and coordinate benefits with agency members, retirees and dependents.3. Manage benefits under the Family Medical Leave Act, and provide education to supervisors and members.4. Process public records requests and maintain personnel files.5. Direct members through the resignation and retirement process.6. Manage Worker's Compensation and Safety programs to ensure good care for members, a safe environment andcontrolled costsIII. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of contracts in Health 1,2 1,411 1,415 1,450 1,450# of contracts in Dental 1,2 1,273 1,278 1,300 1,300# of contracts in Vision 1,2 956 979 950 950# of contracts in Flexible Spending 1,2 310 306 315 315# of contracts in Sup. Life/Dep Life 1,2 1,512 1,585 1,520 1,520# of contracts in Long-Term Disability 1,2 529 504 550 550# of changes to all plans 1,2,5 3,026 2,613 3,000 3,000# FMLA applications 1,2,3 360 405 500 500# Worker's Comp Reports 1,6 404 503 450 450# fitness for duties scheduled 1,2 38 26 35 35Termination payouts 5 $1,780,131 $1,097,859 $1,150,147 $1,236,790Outcome: Effectiveness Indicators:% increase participation in fiscal wellness benefits* 1,2 0% 2% 0% 0%% of PCSO Work Comp. Returned to work 1,2 100% 99.9% 100% 100%Outcome: Efficiency or unit-cost ratio:Ratio benefits staff to benefit plan contracts 1,2 1 to 1497 1 to 1516 1 to 1521 1 to 1521IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 4.0 4.0 4.4 4.3Part-time FTE's 0.625 0.000 0.625 0.000Funding Sources:General Fund BoCC $2,108,337 $1,332,182 $1,007,508 $1,621,745Other GF RevenueSpecial Revenue Fund $87 $0 $0 $0Total Program costs $2,108,424 $1,332,182 $1,007,508 $1,621,745* A benefit offered that provides financial resources in the event of disability or death (LTD or Life Insurance) or a taxsavings (Flex Plan).(43)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Employment Services (340300)Core Services: Hire the most qualified applicants consistent with the agency's mission of preventing crimeand providing outstanding public safety, through a fair and unbiased recruiting process.II. Mission/ Key Objectives:1. Manage and coordinate recruitment programs.2. Manage pre-employment, hiring, and employment functions.3. Manage and maintain applicant investigational process.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of applications processed 1, 2 1,396 1,165 1,025 1,075# of prescreens processed 1,2 2,241 2,229 2,425 2,475# of interviews 1, 2 293 250 260 265# of new hires 1, 2 169 167 175 179# of background investigations processed 3 305 295 300 306# of pre-employment testing conducted 1, 2 1,325 1,700 1,500 1,530Outcome: Effectiveness Indicators:Avg # of days from application to hire 2 29 33 33 33% of applicants hired within 45 days 1,2 85% 80% 85% 90%% of background investigations completed in15 working days 3 94% 93% 96% 97%# of minority applicants 1,2 367 390 400 408# of minority applicants hired 1,2 31 57 50 55Outcome: Efficiency or unit-cost ratio:Average Cost of pre-employment per applicant 1,2,3 $77 $118 $95 $98Ratio FT Employment Services staff to applicants* 1,2,3 1:199 1:166 1:146 1:153Program cost per applicant processed* 1,2,3 $542 $713 $817 $713IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time** 7.6 7.8 8.9 7.5Part-time FTE's 1.3 1.3 1.3 2.5Funding Sources:General Fund BoCC $741,016 $818,659 $816,482 $746,681Other GF RevenueSpecial Revenue Fund $15,324 $12,457 $21,000 $20,000Total Program costs $756,340 $831,116 $837,482 $766,681* FY11 correction** (1) Human Resource Coordinator position relocated to Organizational Development, in FY14.(44)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Organizational Development (340200)Core Services: Manage and develop member talent to support and enhance the agency's ability to providesafety and crime prevention services.II. Mission/ Key Objectives:1. Utilize needs assessment survey to determine organization and member training needs for the continuedability to provide quality service to the community.2. Promote education goals of agency to ensure members are prepared to service the growing needs of adiverse community through onsite degree program(s).3. Develop and coordinate in-house supervisor/leadership training.4. Successfully track and maintain administrative documents on member development.5. Process public records requests and maintain personnel files.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of needs assessment surveys conducted 1 0 0 1 1# of training courses provided per survey result 2 0 0 1 1# of on-site degree programs sponsored on-site 2 3 3 4 6# of members attending on-site degree program(s) 2 85 125 110 130# of leadership training courses conducted 3 136 116 120 120# of members graduating from on-site programs* 2 0 65 0 72# of personnel orders processed 4 1,976 1,073 2,670 2,670# of personnel actions processed 4 72 52 60 60# of evaluations processed (annual/probationary) 4 1,661 1,489 1,762 1,762# of transfers processed 4 966 514 750 750# of surveys/reports completed 4 48 41 50 50# of separations 5 216 171 179 179# of documents scanned** 5 80,590 35,996 50,000 50,000# of public records/subpoena requests 5 272 676 600 600# of education reimbursements paid 4 550 374 400 400Outcome: Effectiveness Indicators:% of supervisory knowledge before training 1,3 73% 76% 75% 75%% of increased supervisory knowledge after training 1,3 94% 95% 90% 90%IV. Resources: Actual Actual Adopted RequestedFY Budget BudgetFY 10-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time*** 5.4 5.6 6.6 7.5Part-time FTE's 0.625 0.625 0.625 0.000Funding Sources:General Fund BoCC $379,395 $392,696 $396,779 $403,853Other GF RevenueSpecial Revenue Fund $0 $105 $0 $0Total Program costs $379,395 $392,801 $396,779 $403,853* Cyclical with Certified Public Manager graduating classes.** High year due to conversion between imaging systems.*** (1) Human Resource Coordinator position relocated from Employment Services, in FY14.(45)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Academy and Member Development (340600, 110500)Core Services: To enhance the safety of the citizens of Polk County by providing progressive and professional training incrime prevention to the Polk County Sheriff's Office and other public safety agencies.II. Mission/ Key Objectives:1. To maximize citizen safety and protection by developing, coordinating, and facilitating professional in-servicetraining for agency members and other public safety agencies, for improved competencies.2. To improve citizen's ability, as the viewer/listener, to understand and recall and implement educationalmaterials prepared for crime prevention purposes.3. To enhance the effectiveness and quality of internal communications.4. To enhance the public's understanding, knowledge, and the image of the Polk County Sheriff's Office'sprofessionalism, efficiency/effectiveness and mission.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of instructional units delivered to Polk CountySheriff's Office personnel 1 3,412 3,758 5,000 5,000# of instructional units delivered to Federal, State,County, and Municipal public safety agencies 1 1,501 1,448 1,800 1,800# of mandatory & in-service training courses received1 5,898 4,626 6,500 6,500# of external public service productions created 1,2 91 144 180 185# of internal training productions created 3 305 1324 1290 1329# of production hours created 1,2,3,4 1,028 1,900 2,550 2,626Outcome: Effectiveness Indicators:# of online classes taken & passed by members 1 16,155 17,491 25,000 30,000Internal feedback of satisfaction regarding the qualityand professionalism of AV productions 1,3 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:# of Instructors per # of members 1 1:8.2 1:8.0 1:8.0 1:8.0Multi-media program cost/ production hour 1,2,3,4 $111.74 $62.26 $49.42 $49.02IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time^ 15.2 16.7 17.8 18.2Part-time FTE's 1.6 1.6 1.6 1.3Funding Sources:General Fund BoCC* $2,428,527 $1,944,741 $1,504,427 $1,478,352Other GF Revenue $223,869 $381,060 $334,081 $443,004Special Revenue Fund $501,961 $313,566 $566,000 $381,500Total Program costs $3,154,357 $2,639,366 $2,404,508 $2,302,856* Salaries or stipends for members sponsored at the academy are funded from attrition savings; no budget.^ In FY14, (1) Lieutenant position was added for campus security, fully funded by Polk State College.(46)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Customer Service Unit (340700) (Previously 311400)*Core Services: Provide exceptional customer service through personal contact or by telephone to citizens, lawenforcement and the courts. Process incoming telephone calls and all agency mail in an expeditious andcourteous manner, while directing citizens to the correct department, division or section.II. Mission/ Key Objectives:Maximize citizen safety and serve the public efficiently by providing expeditious and knowledgeable first contact service.1. Act as a focal point for knowledge of all agency activities.2. Maintain a security log of all visitors to the Sheriff's Operation Center.3. Provide each visitor with an identification badge and ensure they are escorted when entering the business area.4. To the best of our ability, ensure that each customer we assist is completely satisfied with the service provided.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual Budget# 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of phone calls received - switchboard 1 166,427 145,576 145,000 143,000# of walk-up information requests 1,2,3,4 18,581 26,730 28,000 28,000# of fingerprints taken 2,4 838 1,249 1,600 1,500# of packages received 1,2,4 3,628 3,864 4,000 4,000# of mail batch count 1 142,197 136,896 136,000 136,000Outcome: Effectiveness Indicators:Average duration of each call (seconds) 4 25 25 25 25Average time to answer each call (seconds) 4 7 6 6 6IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time** 4.2 6.4 6.4 7.5Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $335,055 $330,041 $339,922 $395,814Other GF RevenueSpecial Revenue FundTotal Program costs $335,055 $330,041 $339,922 $395,814* In FY14, program was relocated from Business Services Division to Human Resource Division.** In FY14, (1) Manager position was moved from HR Division to Customer Service & Administrative Section, and (1)Supervisor position was reclassified as Customer Service Specialist.(47)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Detention Security (511000 and 516000)Core Services: To operate all county jail housing facilities in the most efficient and cost effective manner. Toprovide inmate support functions mandated by state standards applicable to jail operations, and to provide costsaving trusty labor force.II. Mission/ Key Objectives:1. Provide service and protection for the citizens of Polk County and Detention staff.2. Provide for the care, custody, and control of those incarcerated in Polk County Detention facilities.3. Manage inmate work program, entitling inmates to gain time, pursuant to Florida Statutes, Chapter 951.4. Provide commissary to inmates, pursuant to Florida Model Jail Standards, Chapter 10.5. To provide U.S. Postal Services to inmates, pursuant to Florida Model Jail Standards, Chapter 9.6. To provide due process procedures to inmates given disciplinary reports, pursuant to Florida Model JailStandards Chapter 13.Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:Tons of laundry serviced 2 939 1,027 1,044 1,074Inmate personal visits received 2 51,859 62,835 63,882 65,709Inmate professional visits received 2 36,900 36,310 38,523 39,625Inmate recreation hours* 2 16,691 51,306 72,936 75,022Rated capacity 1,2 1,808 2,576 2,576 2,576Annual average daily inmates housed 1,2 2,100 2,328 2,464 2,476Average # of trusty's working per day (CCJ&SCJ) 3 269 236 248 255# of pieces of mail processed (CCJ) 5 341,974 354,713 411,855 423,634# of Disciplinary Review Board Hearings (SCJ) 6 2,161 1,304 1,707 1,756# of trusty labor hours worked 3 573,542 480,200 497,568 511,798Outcome: Effectiveness Indicators:Escapes 1 0 0 0 0Inmate deaths (other than natural causes) 1 1 1 0 0Inmate suicides 1 0 1 0 0Inmate on inmate assaults 1 327 515 555 571Inmate on staff assaults 1,2 14 60 84 86Protective actions 1,2 322 579 678 697% of eligible trusty's worked 3 87% 86% 84% 86%Outcome: Efficiency or unit-cost ratio:General Fund cost per avg. daily inmate 2 $23.56 $21.36 $21.27 $22.55Labor $ avoided per trusty hour worked (at minwage plus FICA and retirement) 3 $8.23 $8.54 $8.79 $8.93Total $ value of savings in Millions 3 $4.7 $4.1 $4.4 $4.6Commissary commission earned 4 29% 29% 29% 29%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time** 285.0 299.1 299.1 311.2Part-time FTE's 0 0 0 0Funding Sources:^^General Fund BoCC $18,058,933 $18,150,214 $19,133,661 $20,377,922Other GF Revenue $28,826 $31,446 $31,446Special Revenue Fund $218,495 $333,834 $515,267 $403,176Total Program costs $18,277,429 $18,512,873 $19,680,374 $20,812,544* New recreation yards have open access which provides more hours of recreation after FY11^^ Includes figures for the Inmate Services program that was merged in FY13.** In FY14, (4) Detention Support Specialist, and (8) Detention Deputy positions were added to open another dormitory, due toincreased inmate population.(48)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Inmate Medical (517000)Core Services: Contract with private medical service provider to ensure all inmate medical, dental andpharmaceutical needs are met.II. Mission/ Key Objectives:1. Provide medical care for inmate population.2. Obtain discounted emergency services for outpatient medical needs.3. Operate medical departments at three facilities in accordance with the accreditation mandates of theNational Commission on Corrections Health Care, Florida Model Jail Standards and Florida CorrectionsAccreditation Commission.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of inmates attending sick call 1,2,3 37,089 40,291 38,580 40,500# of inmates receiving medication 1,2,3 25,700 25,433 25,998 26,250# of inmates receiving off-site treatment 1,2,3 431 440 438 445# of inmates receiving dental care 1,2,3 3,523 3,679 3,390 3,600Average daily inmate population 1,2,3 2,100 2,328 2,464 2,476Outcome: Efficiency or unit-cost ratio:On-site medical cost per inmate per day 1,2,3 $11.22 $9.94 $9.53 $9.49IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 0 0 0 0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC* $9,152,221 $9,085,498 $8,448,707 $9,141,608Other GF RevenueSpecial Revenue FundTotal Program costs $9,152,221 $9,085,498 $8,448,707 $9,141,608* Budget increase represents increase in inmate population and hospital watches, due to a sicker jail population.(49)

POLK COUNTY SHERIFF'S OFFICE1. Program Title: Inmate Intake/Inmate Records and Classification (552100 and 552200)Core Services: Responsible for the processing of all individuals who are legally arrested within thegeographic area of Polk County, regardless of which agency makes the arrest. Create and maintain anaccurate electronic and hard copy record for each individual arrested within the geographic area of Polk County;process all arrest documentation to the courts, following all directions issued by the courts; assess each inmate'scustody level so they may be assigned to an appropriate housing area.II. Mission/ Key Objectives:1. To legally and safely receive inmates into the Polk County Jail.2. To legally and safely release inmates from the Polk County Jail after they have complied with the court'sincarceration instructions.3. To accept cash and/or surety bond monies to allow inmates to legally bond out of jail.4. To operate all booking functions while maintaining custody and control of all persons in Booking.5. To maintain a record of each inmate's court proceedings during incarceration.6. To assess/re-assess inmates that are incarcerated in the Polk County Jail to determine their custody level.7. To meet registration requirements for convicted felons and sex offenders.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of inmates received in Booking and booked in 1,4 30,118 32,207 30,987 31,873# of pre-adjudicated youth inmates received in Booking andbooked in* 1,4 N/A 970 1,470 1,512# of inmates released from Booking and booked out 2,3 29,512 30,930 30,333 31,201# of pre-adjudicated youth inmates released in Booking andbooked out* 2,3 N/A 843 1,410 1,450$ received for bonds 3 $47.3M $53.1M $44.8 M $46.1M# of bonds posted to bond inmates out of jail 2,3 26,180 29,534 27,126 27,902# of protective actions in Central Booking 1, 2, 4 37 40 24 25# of assessments for custody level 6 12,347 12,605 11,880 12,220# of reassessments for custody level 6 7,839 7,717 8,625 8,872# of felony and sex offender registrations 4,7 7,181 7,182 6,699 6,891# of first appearance files checked 5,6 21,472 21,625 22,395 23,035# of court files posted 5,6 17,418 22,238 23,217 23,881Outcome: Effectiveness Indicators:% of protective actions to Book Ins/Outs 1,2,4 0.06% 0.06% 0.04% 0.04%% of records returned for modification 5 0.9% 0.9% 1.0% 1.0%Outcome: Efficiency or unit-cost ratio:Program cost per inmate processed 1,2 $72.56 $68.64 $71.95 $70.23IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 78.5 78.2 77.3 77.3Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $4,326,792 $4,457,885 $4,619,396 $4,637,386Other GF RevenueSpecial Revenue FundTotal Program Costs $4,326,792 $4,457,885 $4,619,396 $4,637,386* New measurement starting in FY 12(50)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Transportation (553100)Core Services: Secure transport for all inmates for court, medical and other purposes, within thecounty and statewide, 24 hours per day, 7 days per week, 365 days per year, as required by law.II. Mission/ Key Objectives:1. To provide safe transportation for incarcerated inmates and pre-adjudicated youth for all court purposes100% of the time.2. To provide safe transportation for incarcerated inmates and pre-adjudicated youth for all medical reasons100% of the time.3. To provide safe transportation for incarcerated inmates and pre-adjudicated youth for all other purposes suchas state prison transfers, other county transfers and state prison returns, and move lists 100% of the time.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of inmates transported for court purposes 3 37,920 41,790 39,608 40,741# of inmates transported for medical purposes &psychological evaluations 4 447 495 573 589# of inmates transported for other purposes 1 22,000 19,960 18,285 18,808# of miles driven transporting inmates 2 454,956 472,584 489,351 503,346Outcome: Effectiveness Indicators:# of inmate escapes 1,2,3 0 0 0 0# of vehicle accidents with inmates as passengers 1,2,3 0 1 0 0Outcome: Efficiency or unit-cost ratio:Program costs per mile driven 1,2,3 $3.56 $3.24 $2.47 $2.46Program costs per inmate driven 1,2,3 $26.80 $24.58 $20.64 $20.60IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 18.2 17.5 7.2 7.2Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $1,617,713 $1,530,182 $1,206,469 $1,238,624Other GF RevenueSpecial Revenue FundTotal Program costs $1,617,713 $1,530,182 $1,206,469 $1,238,624(51)

POLK COUNTY SHERIFF'S OFFICEProgram Title: Food Service (553300)Core Services: Provide nutritionally balanced meals, including medically ordered diet meals, to theinmate population as directed by Florida Model and Accreditation Jail Standards, in a cost effective manner.II. Mission/ Key Objectives:1. To provide three nutritionally balanced meals to each inmate daily.2. To ensure that each meal not only satisfies caloric and nutritional requirements, but is also provided in aa cost effective manner.3. To ensure that medical diets are served as prescribed.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of inmates that were served 1 862,754 982,190 1,043,400 1,073,241# of meals served 2 2,588,263 2,946,570 3,130,200 3,219,724# of special diet meals served 3 141,975 174,416 175,647 180,671Annual average daily inmates served* 1,2 2,364 2,691 2,859 2,941Outcome: Effectiveness Indicators:% of inmates fed 1,2,3 100% 100% 100% 100%Outcome: Efficiency or unit-cost ratio:Program cost per meal 1,2 $1.45 $1.23 $1.21 $1.16IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 26.9 26.8 26.8 26.9Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $3,740,306 $3,291,107 $3,629,930 $3,629,337Other GF Revenue $0 $330,362 $152,216 $0Special Revenue Fund $0 $0 $0 $96,000Total Program costs $3,740,306 $3,621,469 $3,782,145 $3,725,337* Annual average daily inmates served includes intakes that are released and not housed.(52)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Inmate Work Program (552400)Core Services: Administer county-wide a court ordered inmate work release program as an alternative toincarceration and to provide tangible benefits to the citizens of Polk County.II. Mission/ Key Objectives:1. Provide a work program for inmates sentenced by the courts as an alternative to incarceration.2. Complete projects within Polk County, such as trash pick-up and beautification along county and stateroads.3. Provide inmate labor for charitable, municipal and county entities.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY12-13 FY13-14Public Service Levels:Total inmates sentenced to the work program 1-3 3,154 3,460 3,927 4,039Total hours of labor worked by inmates in program 1-3 357,366 379,556 399,216 410,634Outcome: Effectiveness Indicators:# of projects completed for charitable, municipal,and county entities 1-3 310 387 360 370# of bags of refuse collected* 1-3 24,251 21,757 100,000 168,000# of tires collected from roadside* 1-3 3,630 2,435 5,950 10,200# of miles cleaned along roadside 1-3 2,170 2,669 2,298 2,364Outcome: Efficiency or unit-cost ratio:Labor $ saved per inmate hour worked 3 $8.55 $8.54 $8.79 $8.93Value of free services at minimum wage plus FICA 3 $3,055,479 $3,241,408 $3,509,109 $3,667,469and retirement% value of free services exceeds program cost 3 529% 592% 895% 664%IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY13-14Funded Positions:Full-time 4.3 4.1 4.1 4.1Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $0 $0 $0 $0Other GF Revenue $577,181 $547,497 $392,287 $552,096Special Revenue FundTotal Program costs $577,181 $547,497 $392,287 $552,096* Increase in Projected Actual FY12-13, and Requested Budget FY13-14 due to obtaining data from both the weekenddetails as well as the weekday details, beginning March 2013. Previous data was only collected from weekend details.(53)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Service of Process (553900)Core Services: The timely and accurate service of all mandated legal process originating from the Supreme Court,Circuit Court, County Court, and other governmental agencies.II. Mission/ Key Objectives:1. Maximize efficiency through electronic methods of tracking Judicial Process papers received and served.2. Enhancing the consistency and accuracy in the service of process by implementing more accountabilitymeasures.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 2011-12 FY 12-13 FY 13-14Public Service Levels:# of serviceable papers received 1,2 76,775 67,905 58,179 58,179# of serviceable papers served 1,2 64,233 55,584 45,348 45,348# of serviceable papers withdrawn & carried over 1,2 1,275 1,530 1,651 1,651Fees collected * 1,2 $730,452 $467,059 $499,945 $499,945Outcome: Effectiveness Indicators:Percentage of serviceable papers served 1,2 85.08% 83.74% 80.22% 80.22%Outcome: Efficiency or unit-cost ratio:Average cost of each paper processed (net of fees)* 1,2 $17.22 $21.21 $27.32 $26.43# of pieces of process handled per clerk 1,2 7,312 6,791 5,818 5,818$ Saved utilizing reserve deputies 1,2 $63K $49K $78K $78KIV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time^ 36.2 36.0 34.1 32.0Part-time FTE's 8.000 8.500 5.500 5.625Funding Sources:General Fund BoCC $2,052,776 $1,832,226 $2,033,529 $1,965,802Other GF RevenueSpecial Revenue Fund $0 $74,770 $56,000 $72,000Total Program costs $2,052,776 $1,906,995 $2,089,529 $2,037,802* Decline fees/increased cost is related to Title IV-D papers served for Dept. of Revenue at reduced mandated rate.^ In FY14, (3) Court Process Server positions eliminated; (1) Court Process Clerk position added.(54)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Court Security (700100)Core Services: Staff bailiffs for all court hearings to maintain orderly courtroom operations and security forall judges and the public pursuant to Florida law.II. Mission/ Key Objectives:1. To provide court security for judges and all citizens within all courtrooms located within Polk County.2. To operate all court functions while maintaining the custody and control of all persons detained fortrial in criminal courts.3. To supervise security of all security stations for the Polk County Courthouse.III. Measures: Key Actual Actual Projected AdoptedObj FY FY Actual BudgetNum 2010-11 2011-12 FY12-13 FY 12-13Public Service Levels:Total inmates processed for court 1,2 48,983 55,106 56,748 58,371Total court cases heard 1,2 222,783 228,644 233,658 240,341DNA Samples Submitted to FDLE* 2 3,831 3,222 2,340 2,407Quick Release inmates to Booking 2 1,351 1,162 1,224 1,259Protective Actions 1 2 5 4 4Remanded individuals to Polk County Jail 2 1,226 1,098 1,095 1,126Outcome: Effectiveness Indicators:# of injuries to judges or civilians 1,2 0 0 0 0# of escapes while in court custody 1,2 0 0 0 0# of arrests resulting from the security stations 1,2,3 4 4 0 0# of visitors to pass through security at courthouse 1,3 1,455,241 1,476,981 1,461,171 1,502,960Outcome: Efficiency or unit-cost ratio:Program cost per court case 1,2 $23.85 $22.59 $24.36 $23.88Ratio of Bailiffs per judge/hearing officer 1 0.98 1.09 1.09 1.09IV. Resources: Actual Actual Adopted RequestedFY FY Budget Budget2010-11 2011-12 FY 12-13 FY 13-14Funded Positions:Full-time 61.0 59.7 59.9 59.9Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCC $5,313,067 $5,165,796 $5,691,753 $5,739,904Other GF RevenueSpecial Revenue FundTotal Program costs $5,313,067 $5,165,796 $5,691,753 $5,739,904* Florida Statutes now require DNA samples for certain felonies to be taken at the time of arrest, reducing thenumber of samples Court Security must take.(55)

POLK COUNTY SHERIFF'S OFFICEI. Program Title: Trusts (1130 & 1160 & 1164)Core Services: To provide for the protection of Polk County citizens by converting forfeited property usedin the commission of crime, as well as other unclaimed property to law enforcement use in accordance withfederal and state requirements governing these trust funds.II. Mission/ Key Objectives:1. To meet eligible equipment or other non-recurring needs that could not be met by local funding, therebyputting forfeited and unclaimed funds to work in crime prevention, for the taxpayer.III. Measures: Key Actual Actual Projected RequestedObj FY FY Actual BudgetNum 2010-11 11-12 FY12-13 FY 13-14# of projects funded 1 8 7 3 39/30 Cash Bal @ BoCC in LETF & Unclaimed 1 $143,815 $297,412 $350,000 $300,0009/30 Cash Balance @ BoCC in Domestic Violence 1 $36,905 $32,292 $55,000 $79,0009/30 Cash Balance Fund 1130,1160,1164 at PCSO 1 $505,189 $132,018 $116,200 $100,000IV. Resources: Actual Actual Adopted AdoptedFY FY Budget Budget2010-11 11-12 FY 12-13 FY 12-13Funded Positions:Full-time 0 0 0 0Part-time FTE's 0 0 0 0Funding Sources:General Fund BoCCOther GF RevenueSpecial Revenue Fund $845,754 $412,951 $371,500 $410,000Total Program costs $845,754 $412,951 $371,500 $410,000(56)