2012-13 Strategic Plan.pdf - Polk County

Polk County Sheriff’s OfficeStrategic PlanandFY 2012 -2013 BudgetSubmitted to thePolk CountyBoard of County CommissionersBySheriff Grady JuddPolk County Sheriff’s Office

Table of ContentsBudget Message.....................................................................................................................8-9Agency at a Glance................................................................................................................10Staffing Characteristics..........................................................................................................11Mission and Vision/Core Values............................................................................................12-13Strategic Plan.........................................................................................................................14-15Strategic Planning Process.....................................................................................................16-17PCSO Challenges & Opportunities........................................................................................18Public Safety & Strategies.........................................................................................19-22Professional Service & Strategies..............................................................................23-26Resources & Strategies..............................................................................................27-31Population & Demographics..................................................................................................34-36Level of Service.....................................................................................................................38Demand for Service...............................................................................................................39-40PCSO Crime..........................................................................................................................42-43Violent/Non-Violent Crimes..................................................................................................44-45Traffic Crashes.......................................................................................................................464

Table of ContentsKey Issues...................................................................................................................48-52Department of Law Enforcement Goals.....................................................................54-56Inmate Population.......................................................................................................57Jail Bookings..............................................................................................................58-59Detention Strategies...................................................................................................60-61Department of Detention Goals..................................................................................62-64Community Investment Priorities...............................................................................65Evaluation of 2011 Agency Goals and Objectives.....................................................68-912012 Agency Goals and Objectives...........................................................................94-1005

6Intentionally Left Blank

“Obstacles are those frightfulthings you see when you takeyour eyes off your goal.”-Henry Ford7

8Budget Message

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 the 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 2011 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 succession planning and developingmembers for future leadership positions. In addition, participants discussed the budget in length and theneed to devise strategies 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: www.polksheriff.org and agency members can also access thesethrough the agency’s Intranet 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 2012 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 community 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 take advantage of strengths and opportunities that arise fromfactors in both its internal and external environment. In conducting the SWOT analysis displayedbelow utilizing information obtained through agency SWOT meetings, three prominent themesemerged. These themes have been used to create the 2012 agency goals and objectives that willbe 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 PCSOStrategic Plan will highlight demographic information, trends within law enforcement and detention,department goals, provide an evaluation of the agency’s 2011 goals and objectives, and concludewith the agency’s goals for 2012.StrengthsTeamworkDiversityProfessionalism8 AccreditationsCredibility and ReputationLeadershipCommunicationCustomer ServiceTraining & EducationPROCAPInter- and Intra-Agency CooperationEquipment & TechnologyBenefitsInmate ProgramsWork Family AtmosphereOpportunitiesGrantsTraining & EducationCareer Advancement OpportunitiesHousing ICE and US Marshal InmatesHousing pre-adjudicated juvenilesAssisting the CommunityAuction Seized Items to Raise FundsSell Surplus Items to Benefit Sheriff’s CharitiesProfessional CertificationsCommunity/Neighborhood PartnershipsDiversity of New ApplicantsINTERNALEXTERNALWeaknessesBudgetNetworking and Tiburon IssuesLoss of Experienced Members to RetirementLoss of Experienced Members to Other AgenciesSuccession PlanningVacanciesMembers on Workers’ Comp and Light DutyLimited Overtime FundsVacation Accrual LimitEmail/Information OverloadRadio Static/Unnecessary ChatterAging VehiclesPay/Step Plan on HoldLack of Support Staff During Evening HoursThreatsRecessionFuel CostsPopulation IncreaseFRS LegislationIncrease in Economy-Driven CrimeIncrease in Attacks on Law EnforcementIncrease in Gang ActivityLack of Qualified ApplicantsCompetitive Salary/Benefits of Other AgenciesNo Additional Staffing Due to EconomyPrivatization of Prisons18

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 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 2011,total violent crime for the Sheriff’s primary service area decreased approximately 1.53% from2010, and total non-violent crime for the Sheriff’s primary service area decreased an estimated5.93% from 2010. 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 for2012 are listed in the agency’s goals and objectives.Community OutreachThe Polk County Sheriff’s Office has an establishedrecord of building and maintaining partnerships toimprove our quality of life in Polk County. Maintainingour investment in collaborative partnerships (local,state, regional, and federal) is a key element in providingquality services. We believe that implementing asystems approach between the Sheriff’s Office, theBoard of County Commissioners, other agencies, andthe community will allow us to plan for the needs of ourgrowing county in a manner that is proactive, rational,efficient, and comprehensive. Such an approach willyield 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 levelof service 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 & Strategiesthe start-up costs associated with establishing itsown police department. Effective March 1, 2007,Polk City entered into a contract with PCSO forlaw enforcement services that provided a sergeantand five deputy sheriffs. Since then, the contracthas been modified to provide the city with onlyone sergeant.Effective August 1, 2007, PCSO began providinglaw enforcement services to the city of EagleLake, in which the city anticipates a savings ofapproximately $500,000 over the term of thecontract. 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 PCSOto provide law enforcement services. Thecontract, which went into effect January 1, 2008,provides the city with one sergeant, one schoolresource officer, and nine deputies. A savings ofapproximately $1.5 million is projected for theterm of the contract.The Town of Dundee, with an estimatedpopulation of 3,700 residents, contracted withPCSO on October 1, 2008. The city anticipates asavings of approximately $950,000 over the termof the contract. The city is provided with onesergeant, two school resource officers, and sevendeputy sheriffs.Davenport, 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 47,700. Combined, thesetwo cities will save approximately $850,000.In August 2010, the Emergency CommunicationsCenter was completed and the merger of CountyFire/EMS/9-1-1 was completed. As statedpreviously, PCSO began dispatching servicesfor Polk County Fire Services (except Lakeland,Lake Alfred, and Bartow) and Polk CountyMedical Services. Approximately 140 membersare assigned to the ECC, which is located offWinter Lake Road in Winter Haven, adjacent tothe Sheriff’s Operation Center.Estimated Total Savings to Cities:$ 6 Million**estimation does not include Polk City,Davenport, Lake Wales, or ECC mergerOn November 30, 2009, the city of Mulberry,with an estimated 3,800 residents, contractedwith PCSO to provide law enforcement services.The city, which is provided with a sergeant, twoschool resource officers, and eight deputy sheriffs,anticipates a savings of approximately $1 millionthroughout the duration of the contract.Four cities have contracted with PCSO toprovide police dispatching services. The city of22

Professional Service & Strategies2. Professional ServiceThe Polk County Sheriff’s Office strives to provide professional service to the citizens of PolkCounty. In addition to the strategies listed below, the Polk County Sheriff’s Office organizesyearly customer service training that is mandatory for all full-time employees. The agencyalso conducts random monthly telephone surveys to individuals who have contacted PCSOfor service. In 2011, approximately 95% of those individuals who contacted the Sheriff’sOffice and who agreed to participate in a random survey, were satisfied with the servicethey received. The following strategies that the Polk County Sheriff’s Office employs ona continual basis to ensure professional service include, but are not limited to, the Sheriff’sAdvisory Council, as well as eight accreditation processes.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 councilis selected via an application process. Currently, a total of 125 community members areAlumni council members. The Council is intended to reflect the composition of our community.Members include 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, proceduresand practices.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 2009. Since November 2006, the agency has twiceearned the distinguished CALEA Flagship Award for excellence in on-siteassessments. The Flagship Award identifies the Polk County Sheriff’s Officeas the “Best of the Best,” a designation few agencies achieve. The agencyhas also received a Certificate of Meritorious Accreditation in recognition forhaving been CALEA accredited for 15 continuous years. PCSO will undergothe re-accreditation process again in August 2012.24

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 primarybasis for compliance with 242 accreditation standards. In October 2009, theagency was awarded its third consecutive re-accreditation since receiving itsinitial accreditation in 2000. PCSO will undergo the re-accreditation processagain in July 2012.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 re-accredited by NCCHC in 2009. The Sheriff’sOffice has maintained this accreditation since it was initially awarded in1985 and will undergo the re-accreditation process again 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 ProgramThe 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 March 2011.The agency also received designation as a flagship agency for excellencein three successive on-site assessments for its PSCA program.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.Thompson Institute of Public Safety, a joint partnership between ouragency, area law enforcement agencies, and Polk State College, wasthe first community college training academy in the nation to earn thisaccreditation. The agency was awarded this accreditation in March 2007and was re-accredited in March 2010.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 National Academy of Emergency MedicalDispatch officially recognized the Emergency Communications Center asan Accredited Center of Excellence in April 2010.26

Resources & Strategies3. Limited ResourcesIn these difficult economic times, PCSO has been faced with the challenge of doing more withless resources. In order to accomplish this, the agency has devised various strategies throughoutthe years to assist with the workload and serve as cost saving measures. Although the agency’sworkload indicators have increased overall, the availability of resources has diminished. Beloware several examples of workload indicators that have increased from 2010 to 2011.Total Pieces of Evidence Disposed of: 2.1% increaseTotal Offense/Incident Reports Processed: 24.9% increaseTotal Call Activity: 1.3% increaseTotal Court Process Papers Served: 4.0% increaseIn order to cope with the resource gap, the agency has implemented a number of strategies toassist with limited resources.PCSO Volunteer ProgramThe Polk County Sheriff’s Office strives to buildstronger and safer communities by utilizingvolunteers throughout the agency. Throughthe use of volunteers and community support,PCSO seeks to reduce crime and improvethe quality of life for citizens of Polk Countywhile concurrently saving tax dollars. ThePolk County Sheriff’s Office currently has over2,900 volunteers serving a variety of functionsthroughout the agency such as Animal Control,Citizen’s Assisted Patrol (CAP), ElectronicInformation Gathering (EIG), Chaplaincy,and Special Operations. In 2011, volunteerscontributed an estimated 106,161 hours ofservice, conservatively saving PCSO $900,000.27

Resources & StrategiesFiscal EfficienciesSheriff Grady Judd remains steadfastly committed to streamlining operations and identifyingeconomies of scale and efficiency strategies, while ensuring the delivery of professional, effectiveservices. Managing a program and performance based budget system enhances the agency’sability to properly plan, monitor, and control expenditures. The benefits of this system areevidenced by the return of $6.5 million in unspent funds to the Board of County Commissionersfor fiscal year 2010-2011. These savings 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 BoCCfor the last seven fiscal years:$46.6 MillionEstablishing and maintaining programs to deliver effective law enforcement and detention servicesis a continuous process within the agency. Achieving economies of scale and efficiencies, byincorporating best practices throughout the agency’s operations, yield significant savings. Thecost savings and revenue enhancement measures employed by the Polk County Sheriff’s Officeare outlined on the following pages.Inmate Work Program: The agency’sInmate Work Program is comprised ofindividuals sentenced to serve a certainnumber of days in order to complete theirsentence. The program serves a three-foldpurpose; it allows an individual to paytheir debt to society without going to jail,allows an individual to maintain gainfulemployment so they can support themselvesand their families, and also eliminatesthe expense to house these individuals indetention facilities. The program costs areoffset by fees collected from the inmates,who “pay to participate.”28

Resources & StrategiesThis program consists of two components: the weekend program for inmates who can only workSaturdays and Sundays and the weekday program for those inmates who can work throughoutthe week. In addition to reducing jail population, thereby preserving jail beds for high riskinmates, the program helps the Sheriff’s Office, Board of County Commissioners, cities, andnon-profit groups save money by providing free inmate labor to pick up roadside litter, clean andmaintain parks, and work on special projects. For fiscal year 2010-2011, this program savedtaxpayers an estimated $3.1 million in labor costs.Jail Inmate (Incarcerated) Labor: Inmate labor is used extensively throughout the Polk CountySheriff’s Office to supplement the agency’s operating and personnel costs. In jail facilities,inmates perform many tasks, including meal preparation and serving, laundry, cleaning, lightmaintenance and repair, landscaping and lawn maintenance, and other routine duties that wouldotherwise have to be performed by paid personnel or contracted services. Inmate trustees alsowork at agency facilities across the county performing many of the same kinds of services theydo in the jail system, as well as working at the agency fleet maintenance facility, washing patrolcars, and performing work for the Board of County Commissioners’ facilities and projects.During fiscal year 2010-2011, the jail inmate labor program generated a conservativelyestimated savings of $3.6 million in labor costs.Inmate Medical Co-Payments: Since 1994, the Sheriff’sOffice has charged county jail inmates a co-payment fortheir medical services, one of the first county jails to do so.In fiscal year 2010-2011, the agency recouped $21,473in medical co-payment fees from inmates. Since theinception of the program, $618,561 has been collectedfrom inmates.Inmate Initial Issue Fee: Initiated in 1996, this innovativeprogram charges a fee to inmates booked into the jail foritems such as toothpaste, combs, etc. Inmate collectionsfor this program totaled $45,663 for fiscal year 2010-2011. Since the program’s inception, $628,127 hasbeen collected to help reduce the costs of operatingthe county jails.Inmate Underwear Fee: Beginning in August 2011, PCSO stopped providing free underwearto male inmates. Prior to the measure, inmates that were moved from booking to housing wereissued five free pairs of briefs. Currently, inmates are able to purchase Fruit of the Loom briefsfor $2.54 or boxer shorts for $4.48 per pair. Female inmates continue to receive five free pairs ofunderwear for sanitary reasons. In the two months it was employed during fiscal year 2010-2011, the move saved an estimated $7,500. The projected annual savings is $45,000.29

Resources & StrategiesAdministrative Fee Per Diem: Due to favorable court rulings, the agency began charging inmatesa per diem/inmate housing fee in 2003 in an attempt to recover costs incurred to process inmates.In fiscal year 2010-2011, the agency collected $233,805 and to date the agency has collected$2,656,470 to help lower overall costs.Inmate Telephone Fees: For fiscal year 2010-2011, the agency’s inmate telephone fee system resultedin direct payment of $1,710,510 to the Board of County Commissioners to help subsidize the costof law enforcement and detention services in Polk County.Subsistence Fees: On April 15, 2009, the Polk CountySheriff’s Office instituted a new fee, referred to as a“subsistence fee,” which is specifically authorized inF.S. 951.033. The fee is used to subsidize the cost ofincarcerating inmates - including costs and servicessuch as food, clothing, laundry, etc. The $2 subsistencefee is assessed daily and collected through the inmateaccounting system. For fiscal year 2010-2011, theagency collected $292,051.Pre-adjudicated Youth: Beginning in October 2011,PCSO began housing pre-adjudicated juveniles. Thejuveniles are housed separately from all adult inmatesand are provided with juvenile-specific programsfor education, medical care, nutrition, behaviormanagement, and physical activites. In addition, thefacility is staffed by certified detention deputies andwell qualified medical professionals to ensure that alljuveniles receive the appropriate care. The facilityundergoes annual inpections by both national and stateaccreditation agencies, as well as by certified inspectorsfor the Florida Model Jail Standards. For the first threemonths of its operation, PCSO was able to reduce thecost of housing juveniles by approximately $611,248when compared to the Department of JuvenileJustice.Lowering Personnel Costs: The agency is recognized for its practice of optimizing the use of swornand certified employees to perform high risk law enforcement and detention duties - not support ortechnical jobs. For administrative functions, the agency employs civilians in many positions thatother agencies staff with sworn and certified deputies, thus reducing personnel and operating costssignificantly.30

Resources & StrategiesPrivatization of Hospital Watches and Inmate Transportation: PCSO is currently researching thepossibility of hiring private security companies to monitor inmates while in the hospital and to transportinmates. These time consuming tasks are currently performed by certified detention deputies. Privatizingthese functions may not only be more cost efficient, but it would also free up PCSO members’ time, allowingthem to focus their attention elsewhere.Radio-Frequency Identification (RFID) Technology - PCSO is currently working to integrate RFIDtechnology into the Department of Detention and the Property and Evidence Unit. The Department of Detentionwill utilize the technology to track inmate movements, log cell and security checks, conduct headcounts, andmonitor medication administration, meals, and recreation. Similarly, the Property and Evidence Unit willemploy the system to track and control inventory contained in the Property and Evidence Warehouse. PCSOpresently uses a combination of manual paper-based logs and manual electronic systems to record and trackboth inmates and inventory. The new measures will not only be more efficient by streamlining the processes,it will also free up PCSO members’ time so that they may focus their attention on other tasks.Reserve Deputy Sheriffs and Civilian Volunteers: In fiscal year 2010-2011, Reserve Deputies (I and II)served an estimated 3,222 hours with the Sheriff’s Office, while Civilian Volunteers - a force multiplier ofmore than 2,900 strong - donated approximately 106,121 hours to a number of programs, such as Citizen’sAssisted Patrol and Seniors vs. Crime. These programs support the agency’s crime reduction mission andhelp keep the county safe. Combined, the total value of Reserve Deputy Sheriffs and Civilian Volunteersis a conservatively estimated savings of $1,000,000.Other Revenues and Federal & State Grants: The agency monitors nearly $6.3 million in special revenues.These revenues have been awarded to the agency through a proactive search for supplemental funding thatreturns tax dollars to our county in the form of federal and state grants. This helps lessen the burden onlocal taxpayers. These non-general fund revenues include grants and programs that fund law enforcementeducation, soft body armor, sexual predator tracking, identity theft investigations, community oriented policing,inmate substance abuse treatment, high intensity drug trafficking reduction, methamphetamine enforcementinitiatives, victims of crimes assistance, and an Internet Crimes Against Children Enforcement Unit.Cost Savings Measures forFY 2010 - 2011$ 10 Million ** estimation does not include: annual fuel savings, vehicle purchases, and grants/other revenues31

32Intentionally Left Blank

TRENDSPOPULATIONCounty PopulationPolk County Population: 2000 - 2011'10 - '11: 3.50% increase'00 - '11: 24.98% increase604,792581,058 585,733 584,343 584,329565,049528,389 541,840483,924 496,112 502,385 511,9292000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011According to the University of Florida’s Bureau of Business and Economic Research (BEBR), thepopulation of Polk County is estimated at 604,792 as of April 1, 2011, a 3.50% increase from 2010. Since2000, the population has increased approximately 25%. 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 ofProjected County Population 2015 - 2040immense growth, with all indicators suggestingthat this trend will continue The chart belowdisplays the population projections through theLow year 2040 as depicted by BEBR. Even by theMedium most conservative estimates, the populationHigh of Polk County is expected to increase byapproximately 19% by 2040.2015 2020 2025 2030 2035 2040Note: 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 631,300 659,100 682,100 699,800 711,900 718,900Medium 654,600 713,900 772,300 828,500 881,700 932,300High 683,900 773,700 868,100 966,400 1,067,900 1,173,000Source: PCSO, Strategic Planning Unit; University of Florida, BEBR, 201234

County DemographicsTrendsPopulationPolk County Demographics: 2010 - 203064.6%58.5%53.9%14.2% 15.1% 15.8%26.3%22.6%17.7%2010202020303.5%3.8%4.0%Non-Hispanic White Non-Hispanic Black Hispanic Origin OtherWhile 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 Businessand Economic Research (BEBR), in 2010, 64.6% of Polk County residents identified themselves as beingnon-Hispanic white, 14.2% as non-Hispanic black, 17.7% of Hispanic origin, and 3.5% identifiedthemselves as “other.” By 2030 this distribution is projected to shift, most notably in regards to thoseof Hispanic origin. In 2030, the total number of Hispanics is expected to more than double, increasingfrom 106,532 in 2010 to 217,797 in 2030. From 2010 to 2030, the percent of the total populationidentifed as Hispanic will increase from 17.7% to 26.3%.Similarly, the ages of Polk County’sresidents is anticipated to changein the years to come. From 2010to 2040, the median age in PolkCounty is predicted to increase bynearly 3 years, rising from 39.8to 42.7. 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.Polk County Median Age: 2010 - 204042.742.14139.82010 2020 2030 2040Source: PCSO, Strategic Planning Unit; Universityof Florida, BEBR, 201235

trendsPOPULATIONService PopulationPCSO Primary Service Population: 2000 - 2011'10 - '11: 3.69% increase'00 - '11: 30.54% increase370,709382,293 384,082 383,747397,925356,482304,823 311,771 313,932 318,835 330,596340,4942000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011The “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 2011 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 397,925 in 2011, an increase of 14,178 individualsfrom 2010 and an increase of approximately 31% since 2000. At the end of calendar year 2011, 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.Strategic Planning Unit; University of Florida, BEBR, 201236

TRENDSLaw 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.Level of Servicemore significant than originally estimated. Furthermore,the COPS Hiring and Recovery Program (CHRP) grantis expected to expire in 2013. If this funding is notrenewed, it could result in the loss of 32 deputies, furtherincreasing the deficit.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 - 2011. The municipality of Polk City is includedfor the years 2001 - 2006 due to no formal contract in place orlaw enforcement entity. During these years, PCSO remainedthe primary law enforcement service provider.38The 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 2011, the LOS was 1.62deputy sheriffs per 1,000 residents, which representsa 0.08 deficit. To reach the desired LOS, the agencywould need approximately 32 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 73to 209 patrol deputies to meet the servicelevel demands and desired proactivepolicing. However, because this analysiswas done in 2007, it is projected that thedeficit has since increased and is even

Demand for ServicetrendslAW 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 changed from theirinternal 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 2011, 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 2010 2011Calls for Service 150,425 159,497Onviews 151,991 152,752Other Call Activity 17,430 11,758Total Call Activity 319,846 324,007Calls for service, onviews, other call activity, and the total call activity for the contracted municipalitiesare included in the total agency figures. Calls for service increased approximately 6% from 2010, whileonviews increased an estimated .5%. Overall, total call activity for the Polk County Sheriff’s Officeincreased approximately 1.3% from 2010.39

Demand for ServicetrendsLaw EnforcementAnimal Control Public Request Responses: 2000 - 2011'10 - '11: 3.4% decrease'00 - '11: 8.5% increase3559540141371104039742478409243687535626328293155531402293212000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011In 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. Although the number of animalcontrol requests decreased by 3.4% from 2010 to 2011, since 2000, the number of requestshas increased by 8.5%.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 2011, the Animal Control Section conducted 1,919 animal cruelty investigations, issued 1,847citations, completed 802 abandoned animal reports, and issued 38,290 licenses. Additionally,they adopted out 2,812 dogs and cats and delivered presentations to 4,607 citizens.Source: PCSO, Animal Control Section and Strategic Planning Unit, 201240

TRENDSCrime TrendsPCSO CrimePROCAP (Proactive Community Attack on Problems) is a philosophy that emphasizes crime dataanalysis, community-oriented policing, and problem-oriented policing. Rather than simply reacting tocrime, law enforcement efforts are focused on the systematic collection and analysis of intelligence andstatistical data to determine where and when crime is occurring. In response, law enforcement presence isincreased in those identified areas and crime reduction strategies are formulated to prevent future crimes.As stated previously, over the past several years, a total of six municipalities have entered into contractswith the Polk County Sheriff’s Office to provide primary law enforcement services. Due to these contracts,determining the number of violent, non-violent, and total index crimes can vary depending on whetherthe municipalities and their crime numbers and population are included or excluded in the agency’s totalfigure. As the Polk County Sheriff’s Office is responsible for the crime in these municipalities, the crimefigures that are displayed in the following pages include those cities that were contracted for the entirecalendar year. The following highlights the cities that are included for each year:Year 2007: FrostproofYear 2008: Frostproof, Eagle Lake, Fort MeadeYear 2009: Frostproof, Eagle Lake, Fort Meade, DundeeYear 2010: Frostproof, Eagle Lake, Fort Meade, Dundee, MulberryYear 2011: Frostproof, Eagle Lake, Fort Meade, Dundee, Mulberry* 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 CrimePCSO Crime Rate (Per 100)trendsCrime Trends6.685.94Crime Rate Reduction'97 - '11: estimated 59.5% decrease'10 - '11: estimated 9.10% decrease4.634.274.233.833.613.21 3.173.023.30 3.373.182.972.701997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Crime Volume: In 2011, the total index crimes for the Polk County Sheriff’s Office was 10,761, anapproximate 5.42% decrease from 2010. Since 1997, however, the number of total index crimes is downapproximately 44%. Total index crimes include violent crimes (homicides, robberies, aggravated assault/battery, and forced sex offenses) and non-violent crimes (burglaries, larcenies, and motor vehicle thefts).Crime Rate: The crime rate for the mentioned areas remains at an all-time record low since 1971, whenreliable crime statistics were first recorded. Since 1997, the crime rate has been reduced from 6.68 to 2.70in 2011, an estimated 59.5% reduction. The graph above reflects the decline in the crime rate, which is thenumber of Part I crimes per 100 residents.The following pages outline the violent and non-violent crimes experienced by the Polk County Sheriff’sOffice for the past eleven years (2000-2011), as well as the various issues that the agency is currentlyexperiencing and the strategies the agency is employing.Note: These figures include the municipalities as mentioned on the previous page.43

TRENDScrime trendsViolent CrimesPCSO Violent Crimes: 2000 - 201116571628'09 - '10: 13.03% decrease1546'00 - '10: 21.06% decrease1451140714801671 1683'10 - '11: 1.53% decrease'00 - '11: 22.27% decrease15211504130812882000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011The graph above reflects the 11-year trend in the agency’s violent crimes (homicides, robberies, aggravatedassault/battery, and forced sex offenses) for unincorporated Polk County, Hillcrest Heights, Highland Park,and those municipalities that were contracted for the entire calendar year. A comparison of the short termtrends for 2007-2011 was conducted and is reflected in the table below. Overall, the agency’s violentcrimes have decreased approximately 23% since 2007.ViolentCrimes2007 2008 2009 2010 2011 % Change2010 - 2011% Change2007 - 2011Homicide 16 26 16 12 12 0.00% -25.00%Robberies 305 252 195 202 185 -8.42% -39.34%AggravatedAssault/Battery1175 1079 1090 938 955 1.81% -18.72%Forced SexOffensesTotal ViolentCrime187 164 203 156 136 -12.82% -27.27%1683 1521 1504 1308 1288 -1.53% -23.47%Source: PCSO, Records Management Bureau and Strategic Planning Unit, 201244

Non-Violent Crimestrendscrime trendsPCSO Non-Violent Crimes: 2000 - 20111246811548'10 - '11: 5.93% decrease'00 - '11: 24.02% decrease1124510608104561060799531007091589319910394732000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011The graph above reflects the 11-year trend in the agency’s non-violent crimes (burglaries, larcenies,and motor vehicle thefts) for unincorporated Polk County, Hillcrest Heights, Highland Park, and thosemunicipalities that were contracted for the entire calendar year. A comparison of the short term trends for2007-2011 was conducted and is reflected in the table below. Overall, the agency’s non-violent crimeshave decreased approximately 9% since 2007.Non-ViolentCrimes2007 2008 2009 2010 2011 % Change2010 - 2011% Change2007 - 2011Burglaries 3497 3869 3972 3377 3274 -3.05% -6.38%Larcenies 6073 6522 6038 6159 5779 -6.17% -4.84%Motor 886 854 597 534 420 -21.35% -52.60%VehicleTheftsTotal Non-ViolentCrimes10456 11245 10607 10070 9473 -5.93% -9.40%Source: PCSO, Records Management Bureau and Strategic Planning Unit, 201245

TRENDSTrafficTraffic CrashesPCSO Investigated Traffic Crashes: 2000 - 2011'10 -'11: 4.7% decrease'00 -'11: 69.0% increase2468 247428212719 266129023379322119062018176820292000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011The number of traffic crashes and the number of traffic fatalities in Polk County have increased dramaticallyover the past 11 years. From 2000 to 2011, the number of traffic fatalities has increased by345%. Similarly, the number of traffic crashes investigated by PCSO has increased by 60.3% between2000 to 2011. It appears, however, that the number of traffic crashes might be slowly receding. In2011, PCSO investigated 4.7% less crashes than in 2010.PCSO and FDOT are working diligently toPCSO Traffic Fatalities: 2000 - 2011'10 - '11: 11.4% increase'00 - '11: 345% increase114105 4Note: 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, 2012939185143 442000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 201149reverse this trend. In March 2010, FDOTawarded the agency $20,000 for a SeatBelt Enforcement Program. This fundingprovided overtime for deputies to conducthigh visibility, zero tolerance traffic enforcementoperations. In April 2012, theagency received a $70,000 award fromFDOT to implement its “Operation ZE-RO-Impaired Driving Enforcement Program.”Utilizing grant funding, agencymembers will conduct high visibility, zerotolerance enforcement operations with thegoal to reduce the number of impaireddriving crashes, injuries and fatalities inthe community.46

TRENDSCrime TrendsGang ActivityActs of violence by gang members are committed toestablish dominance, eliminate competition of illegaloperations, reduce rival factions, and gain territorialboundary expansion. These gangs, once establishinga base foothold, will move forward to commit violentcrimes to further finance their illegal enterprises. Tocommit these violent crimes, gang members often usefirearms obtained by illegal means such as burglaries,thefts, and narcotic trafficking.According to the Polk County Sheriff’s Office (PCSO)Strategic Investigations and Analysis Section, thereare a total of 28 known national gangs and local“hybrid” gangs within Polk County. Examples ofnational gangs operating in Polk County are theBloods, Crips, SUR 13, and Norte 14. Hybrid gangsare locally born gangs that may or may not showaffiliation with major national gangs, such as theMerk Boys, Crenshaw Boys, Haitain Boys, and BrickBoys. In 2011, the Gang Unit conducted 12 gangsuppression initiatives. There were an estimated 321PCSO gang-related calls, a 20% increase from the 268gang-related calls in 2010 and an approximate 31%increase from the 245 gang-related calls in 2009.StrategyThe Intelligence Unit (West) consists of one sergeantand five detectives which comprises the Gang andVice functions. They have implemented strategiesto combat gangs by utilizing the assistance frompatrol and 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, all tattoos, with theexception of tattoos in sensitive areas,are photographed and interfaced intoKey Issues“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 2011, theIntelligence Unit and Gang detectives conducted 18community presentations on gang awareness. Inaddition, they offered five Gang Identification classesto PCSO members to ensure that they are equipped torespond to the ever changing gang problem.MethamphetamineAccording to the White House Office of Drug ControlPolicy, the use of methamphetamine, a central nervoussystem stimulant often referred to by its street names,such as speed, ice or crystal, has been a persistent48

Key IssuestrendsCrime Trendsproblem for law enforcement agencies across theUnited States. It is cheap and addictive, and wastraditionally developed in clandestine laboratories,which were often located in remote areas.In 2011, the agency’s Bureau of Special Investigations’Narcotics Section seized approximately 23,381 gramsof methamphetamine. In addition, the High IntensityDrug Trafficking Area (HIDTA) Task Force made230 meth-related arrests, totaling 149 felony and189 misdemeanor arrest charges. Even with theseaccomplishments, the Polk County Sheriff’s Officecontinues to battle the methamphetamine wave thatthe country endures.StrategyDetectives from the Bureau of Special Investigationswork closely with the Drug EnforcementAdministration (DEA), Immigrations and CustomsEnforcement (ICE), and the Bureau of Alcohol,Tobacco, Firearms and Explosives (ATF) to targetindividuals selling methamphetamine and runningdrug trafficking organizations. When appropriate,PCSO pursues federal prosecution of these individualsthrough the U.S. Attorney’s Office. The NarcoticsInvestigations Section has three (3) detectivesassigned to the Drug Enforcement AdministrationTampa District Office. Two of the three Task ForceAgents at DEA are committed to a group that’sprimary mission is to investigate methamphetaminetrafficking organizations. Furthermore, the NarcoticsInvestigations Section has also placed a detectivein the U.S. Marshal’s Fugitive Apprehension Squadin Tampa, Florida. This Task Force helps track andarrest any fugitives in these complex federal and stateinvestigations.The PCSO currently operates two grants specificallyaimed at methamphetamine. The first COPS Initiativeruns from March 2009 through March 2012 in theamount of $250,000. In October 2010, the PCSOaccepted the second COPS Initiative in the amount of$250,000, which covers the period of October 2010through December 2012. This federal funding coversovertime, 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,and the forfeiture of $1,334,944 in assets. In 2011,PCSO seized approximately 90,458 grams of cannabisand 804 cannabis plants.StrategyThe 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. The agency will continue to pursue alternativefunding sources targeting grow operations. Ourinvestigative efforts are aided by keeping the publicinformed in recognizing and reporting any illegalor suspicious activity. Legislative proposals aimedat increasing the penalties for grow house operatorssupplement the agency’s enforcement efforts to49

TRENDSCrime Trendsrid neighborhoods of the threats imposed by theseoperations. On June 17, 2008, Attorney General BillMcCollum announced that the Marijuana Grow HouseEradication Act had been signed into law. EffectiveJuly 1, 2008, this law made it a second-degree felonyto grow 25 or more plants, as well as a first-degreefelony for those individuals who grow 25 or moreplants in a home with a child present. This law alsomade it a third-degree felony for those individualswho own a house for the purpose of cultivating,packaging, and distributing marijuana.Key IssuesIn 2011, the agency’s Computer Crimes Unitconducted several operations in conjunction withfederal, state, and local agencies, to investigate andprosecute those victimizing our children via theInternet. One such initiative occurred in December2011 and resulted in 7 arrests for charges of Travelingto Meet a Minor for Sex. In all, PCSO detectiveshave arrested 263 suspects in various predator stingsconducted by PCSO since 2006. Due to its reputationfor taking an active lead in investigations, PCSO isthe Central Florida Region Internet Crimes AgainstChildren (ICAC) Task Force Coordinator.StrategyInternet CrimesThe computer technology era has arrived and it hasbrought with it capabilities to enrich our lives atwork, school, and home. It has provided unparalleledrecreational and educational opportunities to peopleall over the world. Unfortunately, it has also givencriminals another venue to conduct their illicitbehavior, specifically when their desiredvictims are children.PCSO is dedicated to predator/offender managementand community safety through its purchase of theOffender Watch software program. It is a databasefor sexual predator/offender data and a tool for thecommunity to access information about sexualpredator/offenders in the area. Citizens throughoutthe community may access this program throughthe agency’s website and voluntarily be notifiedthrough email of a predator/offender moving withinone mile of their given address. Authorized agencymembers can access the database of informationfrom any agency computer, thus reducing the timeframe it is dispersed to investigating personnelduring criminal or suspicious incidents. The agencyalso continued its distribution of “Computer Cop”software program. This software may be loadedonto any computer and will scan the computer foroffensive or inappropriate material. The disk alsocontains safety tips and instructions and is offeredfree to citizens by the agency. The agency distributed497 copies of Computer Cop in 2011. 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 predatorsthat Polk County’s children have included PCSOon their “friend list.” As of March 2012, PCSO’s50

Key IssuestrendsCrime TrendsFacebook page has over 11,800 followers and continuesto grow in popularity.In July 2010, the agency was awarded grant fundingin the amount of $380,287 to expand its efforts incombating internet crimes against children. It fundeda detective to serve as the coordinator for the CentralFlorida Region Internet Crimes Against Children(ICAC) Task Force. The funds were also used to obtainequipment and training specific to the needs of the TaskForce. The grant expired in June 2011. In August2011, the agency received a $393,608 continuationICAC grant. The Task Force also continues to receivefunding from a previous 2009 Recovery Act grant in theamount of $837,551. This funding provided the TaskForce with six additional persons to investigate internetcrimes against children.Information SharingA county-wide data center is being built to facilitatethe efforts of Polk County law enforcement and publicsafety agencies to conduct their operations using thesame software. Moving toward unified intelligenceledpolicing will serve as a national model of lawenforcement and public safety where each agency,regardless of jurisdiction, will have access to the dataof the other agencies. Grant funds are being soughtto provide funding to implement information sharingamong the criminal justice and public safety agencieswithin the county.StrategyIn 2008, PCSO signed a contract with Tiburon toprovide the agency with an integrated public safetysystem. The system is comprised of Computer AidedDispatch (CAD) and records, corrections, and courtprocess management. Once it is fully operational,the system will promote interagency cooperationby allowing PCSO to share information with othermunicipalities that utilize it.In August 2008, the Bureau of Justice Assistanceawarded the agency $48,692. This funding was to assistwith the purchase of a computer server to be utilized inthe Bureau of Special Investigations to collect criminalinvestigation information data from the Polk CountySheriff’s Office, as well as the other law enforcementagencies within Polk County. In September 2009, thePolk County Board of County Commissioners, viaPCSO, applied for and received through the RecoveryAct: Edward Byrne Memorial Justice Assistance Grant,funding to purchase computer technology equipmentto support efforts to establish a “County-wide CrimeSuppression Center.” The $554,447 received is beingused to implement a strategy to facilitate justiceinformation sharing among the criminal justice andpublic safety agencies within the county.Also in 2009, the agency was awarded an additional$165,304 from the Bureau of Justice. This is beingused to purchase computer and technology equipmentto support efforts to establish a “Polk County VisualCollaboration Display System.” This system willestablish interconnectivity utilizing databases fromvarious entities to include, but not limited to, lawenforcement, fire, emergency medical services, videofeeds, and other system networks as deemed appropriate.It will further allow the agencies at all times to havean overview of the operation(s) as they are occurring.In October 2010, the agency received $56,021 fromthe Florida Department of Law Enforcement (FDLE)to assist in training and the purchase of software andexternal hard drives to enhance the operations of theCrime Suppression Center.51

TRENDSCrime TrendsKey IssuesMetal TheftAccording to the Center for Problem-OrientedPolicing, the primary difference between scrapmetal theft and the theft of precious metals lies inthe offender’s motivation. Whereas precious metalsare often stolen for their intrinsic value (i.e., thevalue of the metal in its original form), scrap metalis stolen for the value of its parts once disassembled.Thieves sell the stolen metal to recyclers who thenarrange for the metal to be melted down or reshapedfor other uses. Among the most common types ofmetals stolen for this purpose are copper, aluminum,brass, zinc, nickel, platinum, and bronze. Thievesoften target plumbing fixtures, copper wires, airconditioners, and vehicle parts.The increase in metal thefts has, in part, beenspurred by the economy and the growth ofvulnerable targets. With the housing market crashcame an increased number of foreclosed properties,which gave thieves new opportunities to cash in onmetal theft. Foreclosed and vacant properties areinviting targets for thieves as they are filled with anassortment of metals to steal and often go virtuallyunprotected. Additionally, construction sites, publicparks, churches, and cemeteries are common targetsas they also frequently go unguarded.StrategyTo combat metal thefts, the Crime Suppression Centerreleases a bi-monthly metal suspect hotlist toeach district. The hotlist contains Intel on individualswho frequently scrap metal or have had significantarrest activity regarding metal theft. GeneralCrimes Unit (GCU) detectives rely on this list whenconducting metal theft investigations. GCU detectivesalso frequently visit scrap yards within eachdistrict in order to monitor inventories and to locatepossible stolen metals. Recently, GCU detectivespartnered with members of the Federal EnvironmentalProtection Agency (EPA) to conduct inspectionson scrap yards throughout Polk County to ensuretheir compliance with both state and federal law.In addition to the measures taken by GCU detectives,deputies assigned to the Crime Suppression Team(CST) regularly conduct “knock and talks,” in whichthey locate frequent metal scrappers and ensure thatthey are not engaging in metal theft. Furthermore,deputies assigned to patrol receive metal theft trainingduring roll call to help them identify types ofmetals and various methods used by thieves. As newinformation emerges on metal theft trends, the informationis shared with members at platoon briefings.52

Department of Law ENforcement GoalsThe following section outlines the Department of Law Enforcement’s goals and objectives for 2012.GOAL 1:Improve Street Training and Evaluation Program (STEP)Objectives:1.1 Implement changes to improve the effectiveness of the Street Training and Evaluation Programin the classroom (Phase One) and the field (Phase Two).1.2 Maintain a review board to oversee the Street Training Instructors and the Street Training andEvaluation Program. This board will be responsible for keeping the STI’s and STEP current as itrelates to policies and procedures.1.3 Train all Street Training Instructors on the updated Street Training and Evaluation Program.Implement STEP when all changes and training have been completed.GOAL 2:Educate the Department of Law Enforcement members on Metal TheftsObjectives:2.1 Roll Call Training conducted by District Metal Theft detectives to include current prices, variousmetals, methods, prevention, and economic impact.2.2 Increase agency member awareness.2.3 Enhance our PROCAP philosophy by proactively working with the scrap metal businesses in aneffort to apprehend more criminals.2.4 Improve the Department of Law Enforcement’s ability to provide exceptional customer serviceto our citizens and businesses.54

Department of Law Enforcement GoalsGOAL 3: Provide an identification scanning device to law enforcement officers thatwill enable them to establish the identity of individuals through a single fingerprintfrom their patrol units or fixed locations.Objectives:3.1 Obtain State and/or Federal Grant funding to purchase the fingerprint scanners. 138 scannershave been purchased to date through a previous grant.3.2 Develop a deployment plan to distribute the fingerprint scanners to deputies throughout thecounty ensuring the maximum coverage area is obtained until additional scanners can bepurchased.GOAL 4:awareness.Increase the Department of Law Enforcement members’ gangObjectives:4.1 Schedule all sworn members for the Online Multi-Jurisdictional Counterdrug Task Force GangTraining during the calendar year.4.2 Increase deputy sheriff safety and enhance the ability of the Department to provide service toour changing demographics.GOAL 5:Enhance the Animal Control Pet Licensing ProgramObjectives5.1 Implement an online option for pet license payment/renewal to enhance the level of overallcustomer service.5.2 Create an innovative strategy to increase licensing compliance countywide, focused onunlicensed pets as well as annual renewals.5.3 Recruit additional volunteer participation to assist with data entry of vaccination certificates.55

Department of law Enforcement GoalsGOAL 6: Create an electronic database of businesses known to have either exteriorand/or interior video recording on premises.Objectives:6.1 Establish teams consisting of COPS deputies and Crime Prevention Specialists to canvassbusinesses within each sector.6.2 Create a form for utilization to collect information from businesses regarding their videocapturing systems for entering into the agency’s electronic database.6.3 Collect data regarding each business that is willing to be entered into the agency’s electronicdatabase.6.4 Partner with the Information Technology Division for the creation of an electronic databaseaccessible from the Signal 14 page.6.5 Educate the deputies about the existence of the electronic database and train them to provideinformation for continuously updating with additional businesses and establishing a positionresponsible for the entering of the data.56

Inmate PopulationtrendsDetentionAverage Inmate Population: 2000 - 2011'10-'11: 1.69% decrease'00-'11: 21.45% increase1776 182419022425252827182545245523802327219421092000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011The county operates two detention facilities, Central County Jail and South County Jail. The CentralCounty Jail has a design capacity for 800 inmates, and the South County Jail has a design capacity for1,776 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 2011 was 2,109, with the averageinmate population at the Central County Jail being 786 and and the South County Jail being 1,323. Inthe first quarter of 2012, both facilities have witnessed a sharp increase in the inmate population. For themonths of January, February, and March 2012, the average inmate population was 2,264, which representsa 7% increase since 2011. The inmate population fluctuates on a daily basis, due to factors such as arresteebookings and releases, and inmate transfers to state prison.Note: Polk County Inmate Work Camp averages are included in the 2008 and 2009 figures. The averageinmate population in 2008 was 6 inmates and 26 inmates for 2009. Also, beginning in October 2011, preadjudicatedyouth housed in the Central County Jail are included in the averages.57

TRENDSDetentionJail BookingsJail Bookings: 2000 - 2011'10-'11: 0.12% increase'00-'11: 13.46% increase29398311063160031915302693003730306 30341287462775028175267422000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011The Department of Detention’s Central Booking Facility is the processing facility for arrests madewithin Polk County by PCSO, area law enforcement agencies, state and local police departments, courts,bondsmen, and others with authorized arrest powers.The booking process for each arrestee includesproperty intake, medical screening, fingerprinting,photographing, and classification. The Departmentof Detention processed a total of 30,341 arresteesin 2011, an increase of approximately 0.1% from2010, but an estimated 13% increase from 2000.Of the 30,341 bookings for 2010, deputies from thePolk County Sheriff’s Office were responsible forapproximately 68%.The following page displays the approximate numberof individuals arrested and booked into the PolkCounty Jail by PCSO and its agency members.Source: PCSO, Department of Detention and Strategic Planning Unit, 201258

PCSO BookingstrendsDetentionPCSO Jail Bookings: 2000 - 2011'10 - '11: 1.11% decrease'00 - '11: 34.34% increase1938719363207712054016658172091749118071185371528915683 156912000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011In 2011, the Polk County Sheriff’s Office comprised approximately 20,540 (68%) of the bookings at thePolk County Jail Facility. This is an estimated 1 % increase from 2010, and an approximate 34% increasefrom 2000.PCSO Projected Bookings 2012 - 20222796527191264392570824997243052363322979223432172521124Based on an annual growth ratefor the past eleven (11) yearsof approximately 2.84%, thenumber of jail bookings by PCSOdeputies may reach 22,979 by2015 and 27,965 by 2021.2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Source: PCSO, Department of Detention and Strategic Planning Unit, 201259

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 somefactors that will drive the inmate population in the future. To cope with the increasing inmate population, theDepartment of Detention must devise strategies to do more with less resources.The agency’s objective is to continue monitoring our inmate population, while maintaining the safety andsecurity needs of the facilities, the staff, the inmate population, and the public. To meet this objective, acomprehensive strategy to include a combination of system efficiency measures and evaluated alternativesincludes:Public Safety Coordinating Council – The Sheriff, in a continued partnership with the Public SafetyCoordinating Council, will research alternatives to manage jail population and formulate recommendations tolimit 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 2011, the1,411 adult offenders monitored by the program have collectively avoided 87,058 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 – Our faith-based initiatives are designed to reduce recidivism which helps manageour jail population by reducing re-entry into the jail system. The initiative is a holistic approach to life changethrough Bibliotherapeutic treatment. Our faith-based initiatives address inmates’ issues through Bible teaching,counseling, mentoring, alcohol education, and a variety of life skills. By developing and building voluntarypartnerships between inmates and the faith-based communities, inmates may positively redirect their livesupon release, reducing the likelihood of recommitting crimes. The faith-based initiative program is a voluntaryprogram for qualified inmates who apply to participate. These initiatives are provided at no cost to thetaxpayers by volunteers in the faith-based communities.Jail Expansion - In 2007, the Board of County Commissioners approved a plan to expand the South CountyJail. Today that expansion has been completed and has a design capacity of 1,776 plus an 88 bed medicaloverflow area. Jail expansion was a necessary component of our comprehensive detention strategy becausemany elements in our external environment contribute to an increased jail population, including:a) zero-tolerance policy by the Florida Department of Corrections for probation violators; b)Florida statutory requirements increasing jail sentences; and, c) the sentencing of inmates tocounty jails instead of state prisons.60

Detention StrategiestrendsDetentionInmate Mental Health – Individuals suffering from mental illnesses many times end up in jail due to the lack ofadequate mental health care in the community. One approach to address this problem is our participation in theestablishment of a Mental Health Court to divert mentally ill persons from jail to the appropriate mental healthcare treatment and facilities. Our partnership with community health centers, such as Peace River Center, workto find the best treatment for an offender with a mental illness. Crisis Intervention Team (CIT) training improvesthe CIT-trained deputies’ awareness of how mental illness affects behavior and better equips deputies to dealwith persons with mental illness. In addition, there is a Special Needs Unit (SNU), which is a unit designedto house inmates that have severe mental health issues. These inmates cannot function in a general populationsetting. These inmates are at high risk of being involved in altercations with other inmates or staff, high risk ofsuicidal thoughts, or have extensive mental health histories that require close monitoring. The inmates in SNUreceive monitoring by the Mental Health Director (SNU Coordinator) and a psychiatrist. The MHD monitorscompliance with medication and behavior. Aftercare and placement 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 former attorney visitation area adjacent to Central Booking is proposed tobe modified to accommodate the expansion of the Inmate Intake area. This will allow for the establishment of aninmate release point separate from the inmate receiving area. The expansion will also include a customer servicecounter inside the lobby, a visitor area with restrooms, a lobby for those waiting on inmate releases, a separatewaiting area for felony and sex offender registrations, direct access to the courthouse parking lot for visitors,computer work areas for the media, pay telephones, and the potential for an Automated Teller Machine (ATM).Preliminary assessments and cost estimates were obtained in 2007 and the proposed plans were completed in2009. Project implementation will begin pending fund availability.Radio Frequency Identification (RFID) – PCSO is currently working on implementing a RFID inmate trackingsystem that will utilize radio frequency technology to monitor inmate movements. The system will also trackand log cell and security checks, headcounts, medication administration, meals, and recreation. PCSO presentlyuses a combination of manual paper-based logs and manual electronic systems to record inmates and theiractivities. The RFID system will make the process more efficient by reducing opportunities for human error andfreeing up PCSO members so they may focus their attention on other tasks.61

Department of Detention goalsGoal 1: Continue to evaluate current expenditures, identify new cost savingopportunities and explore potential reductions in labor and operational costs inpreparation for potential funding deficits at the local, state, and federal level.1.1: Examine all potential requests for expenditures and determine the actual need for the itemsrequested.1.2: Analyze current processes which could potentially yield opportunities for costs savings.1.3: Explore new technology that could potentially reduce labor and operational costs.1.4: Examine partnerships and potential delegation of responsibilities through privatization to outsidevendors which could potentially reduce labor and operational costs.1.5: Continue to review and assess in-house policies/procedures.Goal 2: Implement and train members on the Tiburon Corrections ManagementSystem package along with the various third party applications that will be associatedwith the new Jail Management System.2.1: Train all members assigned to the Support Division on the efficient use of the Tiburon CMSsoftware package and all third party application software that will be attached.2.2: Evaluate all recently implemented processes to ensure that a high level of customer service ismaintained.2.3: Train staff and implement new Radio Frequency Identification (RFID) application that will beused to track inmates and provide electronic log entries on daily activities.62

Department of Detention goalsGoal 3: Continuation of housing pre-adjudicated youth, in accordance with inspectionsand accreditation processes and search for additional savings.3.1: To ensure pre-adjudicated youth housing units meet all inspectional processes and accreditationstandards.The Central County Jail Commander will keep up to date on all legislative changes or rulesregarding the housing of pre-adjudicated youth at the Central County Jail. Policies andprocedures will be reviewed to ensure compliance. In addition, all inspectional processesand mandates will be reviewed and provisions made to accommodate the changes.3.2: To ensure the most efficient operations of the pre-adjudicated youth, housing operations will bereviewed and measured to determine if additional savings can be obtained.Quarterly inspections of processes based upon compiled data will be conducted to ensure themost efficient use of manpower and operations. Each quarter more data will be collectedand compared to previous data to develop a baseline of operations. Upon completion ofthe first year of housing pre-adjudicated youth, the overall costs will be compared to theestimated costs by the Department of Juvenile Justice for the same period of time to see actualsavings. In addition, internal audits will be conducted to compare with previous quarters.Goal 4: Continue utilization of alternative programs that are aimed at reducingrecidivism rates and subsequent criminal activity.4.1: Benchmark other re-entry initiatives throughout the state for new program opportunities.4.2: Obtain feedback from program participants in order to assess how the program can be improvedupon.4.3: Maintain an active role in the implementation of programs.4.4: Implement and maintain educational and life skills programming that will benefit the inmatepopulation.63

Department of Detention goalsGoal 5: Central and South County Jails Facility Improvements5.1: Complete renovations of the South County Jail including the back gate and additional visitationrecording stations.The original renovations to South County Jail Buildings A, B, C, D, F, G, and Hincluding the addition of video visitation, removal and reconstruction of the inmatephone wall and the addition of recreation yards for each building have been completed.Continued renovations shall be conducted on the back delivery gate and installationof additional video visitation digital video recorders in the visitation building.5.2: Continue with the replacement of exterior windows of inmate housing areas at the CentralCounty Jail.The current window configuration from the initial construction of the facility has resulted inleaking and failure of the window frames to maintain their water tight integrity. All exteriorwindows and window frames are being scheduled for replacement by the end of calendar year 2012.5.3: Renovate the Central County Jail building showers.If the actual cost for window replacements is performed under budget, then the additionalfunding is being allocated for reconstruction of building showers due to internal deterioration.64

To 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.PoincianaCommunity Investment PrioritiesThe agency continues to look for a permanent location for a district presence in the Poinciana community.Currently, the agency maintains a temporary sub-station on the Lake Marion Creek School Board property.Long-term, permanent solutions include working with developers for a land/facility donation for co-locatingwith the County and School Board on a larger tract of land yet to be purchased.Property and Evidence WarehouseIn recent years, the total inventory housed by the Property and Evidence Unit has increased significantly,necessitating a need for additional storage. From 2008 to 2011, the total evidence received has increasedfrom 56,900 to 66,134, a 16% increase. Property and Evidence is currently utilizing a main warehouse, an offsiteoutdoor storage site, and an off-site high risk storage facility for storage. All three locations are currentlynearing capacity. The agency is examining multiple strategies to address the capacity issue including: a morestreamlined destruction process, alternative destruction options, use of light duty staff, limited use of overtime,and acquiring additional space.In order to respond to the ever increasing need for space, the agency has secured a new, larger warehouse toaccommodate Property and Evidence. The new location encompasses nearly 41,000 square feet, more thandoubling the 20,000 square feet provided by the current warehouse. In addition, the warehouse will accommodatethe agency’s supply and archives. The project is scheduled to be complete in August of 2012.65

66Intentionally Left Blank

Evaluation of 2011Goals and ObjectivesThe strategic planning process includes an evaluation of the previous year’sgoals and objectives. The evaluation process enables us to measure the actualprogress toward our stated objectives. The agency’s goals may incorporateboth long-term and short-term objectives; however, realistic expectationsare established to ensure achievable outcomes. Two important aspects ofthe evaluation process involve the documentation and communication ofour progress to every level within the organization. The annual review ofthe agency’s goals and objectives serve to evaluate performance measures,assess progress in achieving intended outcomes, and gauge the effectivenessof our operations. New programs may be incorporated, or existing programsmodified, to adjust to the community’s needs, trends, and expectation ofservices. The following section provides an evaluation of the agency’s goalsand objectives for 2011.Goal 1:The agency will continue to ensure the safety and security of thecommunity while cultivating 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:Strategy 2:Review the fundamentals of PROCAP and seek new ideas from agency membersduring roll call.This is an ongoing strategy that is implemented through briefings and interactionmeetings.Enhance a comprehensive drug reduction strategy that deals with prescriptiondrugs, crack cocaine, marijuana indoor grow operations, and methamphetamineabuse to interrupt accompanying criminal activity.Prescription Drug Strategy – The Bureau of Special Investigations (BSI) continuesto focus on Pain Management Clinics (Pill Mills), which may be operating illegallyin Polk County. The BSI continues to work with Code Enforcement to cause thePain Management Clinics to operate within the structure of Florida Statutes andthe County Pain Management Clinic Ordinance. In addition, detectives continueto conduct investigations into those doctors and clinics, which may be prescribing68

medications illegally.On April 15, 2011, detectives from the Tactical Drug Unit (TDU) arresteda woman for dealing in prescription drugs from her residence and vehicle.This woman was charged with the illegal sale of prescription drugs andwas charged with Trafficking in Hydrocodone (over 4 grams), Trafficking inHydrocodone (over 14 grams), Conspiracy to Traffic in Hydrocodone, ChildNeglect, Furnishing Firearms to a Minor, Sale of Schedule II ControlledSubstance (Morphine Sulfate), Sale of Schedule IV Controlled Substance(Lorazepam), and Nuisance – maintaining a dwelling and vehicle for drugsales.Street Level Crack Cocaine Sales – The Tactical Drug Unit (TDU) continuesto focus on known drug areas that are responsible for the introduction of crackcocaine to the streets of Polk County. In addition, the TDU and the NarcoticsUnit will continue to develop confidential informants who can infiltrate drugareas, as well as introduce undercover detectives with the purpose of makinghand-to-hand buys. In those areas where it is appropriate, detectives willmake as many cases as possible against as many street-level dealers and thenattempt to move close to the drug source before making arrests. This is in anattempt to dismantle as many organizations as possible. The TDU and theNarcotics Unit will schedule round-up days to arrest subjects with warrants;utilizing those recourses, such as patrol and the Crime Suppression Teams,necessary to apprehend all offenders. The TDU and the Narcotics Unit willconduct street sweeps, to include warrant arrests, citizen contacts in knowndrug areas, and jump-outs in the drug holes in an effort to curb street level drugsales. All arrestees will be interviewed for additional intelligence regardingother drug crimes or violent crimes, such as robberies or homicides. If neededand deemed appropriate, the respective Bureau of Criminal Intelligence (BCI)detectives will be called if it is determined an arrestee or witness has pertinentinformation involving a BCI investigation.Although not crack cocaine, on June 14, 2011, Polk County Sheriff’s Officeundercover narcotics detectives, in conjunction with the U.S. Immigration andCustoms Enforcement (ICE), arrested five males who were involved in one ofPolk County’s largest heroin trafficking organizations in Polk County history.A total of 33 people were arrested after a 14-month long investigation.Methamphetamine – Detectives from the Bureau of Special Investigations(BSI) continue to focus on all aspects of methamphetamine manufacturingand distribution. Detectives target those individuals selling street-leveland mid-level amounts, and those individuals running the drug traffickingorganizations. To accomplish this, the agency will continue its excellentworking relationship with our federal partners, such as the Drug EnforcementAdministration (DEA), Immigrations and Customs Enforcement (ICE), andthe Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). In addition,the agency will continue to pursue federal prosecution through the U.S.Attorney’s Office where appropriate. Methamphetamine labs continue toproliferate throughout the county and state. In response, detectives continueto monitor reports in an attempt to locate individuals who may be smurfing69

pseudoephedrine, which may lead detectives to those individuals responsible formanufacturing methamphetamine in the county.On September 13, 2011, High Intensity Drug Trafficking Area (HIDTA) detectivesresponded to a residence where they seized 13.5 grams of liquid methamphetamine,15 one-pot meth lab reaction vessels, and other equipment used to manufacturemethamphetamine. Three adults were arrested and charged with ManufacturingMethamphetamine with a Minor Present, Manufacturing Methamphetamine,Conspiracy to Manufacture Methamphetamine, Possession of a Listed Chemical,Possession of Methamphetamine with Intent to Sell, Possession of DrugParaphernalia, and Child Neglect.Strategy 3:Indoor Marijuana Grow Operations – The agency will continue its partnershipwith agencies, such as MBI, the Osceola County Sheriff’s Office and the DEA,while aggressively pursuing those responsible for the indoor marijuana growsituation. It is extremely important to not only identify and dismantle grow houses,but to identify drug trafficking organizations and where there may be multiplegrow houses belonging to one organization. This is accomplished by federallyprosecuting offenders in order to eliminate the entire organization. Prosecution ofdrug offenders in Polk County is imperative to the outcome of combating future drugmanufacturing and distribution. It is the intention of the Narcotics InvestigationSection to seek the maximum penalty against these offenders at the state or federallevel. All grow house cases are worked as a team within the Narcotics InvestigationsSection, with sergeants from several areas collaborating and combining resourcesto ensure proper investigation, clean-up, and documentation of crime scenes.During a PROCAP initiative on March 25, 2011, High Intensity Drug TraffickingArea (HIDTA) Unit detectives responded to a residence where they seized anddismantled an extensive marijuana grow house. Approximately 68 mature 5-foottall marijuana plants located in 3 separate grow rooms were recovered. In addition,the living room area contained a full-sized above-ground type swimming pool thatthe suspects were utilizing for the water source and fertilization.On August 1, 2011, detectives seized a total of 123 live marijuana plants from aresidence in Poinciana. The residence contained two grow rooms, each equippedwith lights, fans, ballasts and other growing materials. Loose cannabis, plasticbaggies, and other evidence of packaging were found throughout the house. Thesuspect was arrested and charged with Cultivation of Cannabis, Possession ofCannabis over 20 grams, Possession of Cannabis with Intent to Sell, Possession ofFirearm by a Convicted Felon, Possession of Drug Paraphernalia, Maintaining aResidence for Drug Manufacturing, and Possession of Cocaine.Require all deputy sheriffs from each division to complete the on-line MultijurisdictionalCounter Task Force Gang Training during the calendar year.The Training Section Lieutenant was contacted and made arrangements for theon-line training and exam to be placed on the agency’s website. The Training70

Strategy 4:Strategy 5:Strategy 6:Strategy 7:Strategy 8:Section and the Department of Law Enforcement developed the summary andcurriculum. Deputies are currently completing the training.Maintain data collection by employing the Jail Information Model as theManagement Accountability System with all detention facilities in order togather intelligence and proactively control criminal activities in the jails.Currently, the agency receives intelligence information gathered fromdetention members regarding activities and involvement in the jails. Detentionmembers have been provided with an intelligence DVD that depicts how tosubmit an Intel report and what information to leave on the Intel hotline.Annual training is conducted with all Detention members utilizing this DVD.Conduct county-wide PROCAP initiatives on a monthly basis, partnering withall divisions within the Department of Law Enforcement and Department ofDetention.The Department of Law Enforcement conducts monthly interdiction operationswith the East Division, West Division, Crime Suppression Teams, and otherspecialty teams. The Department of Detention assists in these interdictionoperations by manning the temporary booking facility that is set specificallyfor these interdiction efforts. In addition, the Department of Detentiontransports the suspects to the jail. This is an on-going strategy.On March 25, 2011, Polk County Sheriff’s Office deputies and undercoverdetectives conducted a county-wide PROCAP initiative. A total of 108 arrestswere made county-wide during this initiative, with 71 arrests being made onthe west side of the county and 37 arrests being made on the east side of thecounty.Streamline the process of analyzing information received and assigned in theCrime Suppression Center.The Polk County Sheriff’s Office purchased “Microsoft Fusion” software. Thissoftware will enhance the streamlining of the analytical process and will assistwith disseminating accurate and timely crime information to all members ofthe Polk County Sheriff’s Office. The Crime Suppression Center is currentlynear completion of Phase One of the Microsoft Core Fusion implementation,which will expedite the receipt and dissemination of information.Target those individuals and areas that are identified on a trend analysis.This is an on-going strategy that is implemented through the Crime SuppressionCenter.Train Animal Control Section members to recognize in-progress crimes, typicalMOs, clandestine meth lab/grow house operations, and provide a mechanismfor rapid reporting of those incidents to the appropriate authority.The Animal Control Lieutenant developed Clan Lab Awareness Trainingand PROCAP Training for the Animal Control Section officers. PowerPointpresentations were created for both areas of focus. These presentationsprovide a general overview and background on the topics, as well as important71

Strategy 9:key indicators of crimes and how to identify crimes in progress. The Clan LabAwareness Training has been completed by all Animal Control Section officers andsupervisors as of July 11, 2011. All members within the Animal Control Sectionhave completed the PROCAP Training as of December 2011.Educate the community about safety and crime prevention practices throughthe dissemination of information by using partnerships, media, and communitypresentations.The Polk County Sheriff’s Office continues to work with civic organizations andcitizen groups to provide training for cyber safety and the protection of the childrenof Polk County.The Identify Theft Strike Force is working closely with the Crime Prevention Sectionto educate the community about recent fraud scams and how to avoid and reportidentity theft. The agency continues to utilize the media to alert the community onfraud trends.In 2011, the Crime Prevention Section provided 930 safety, prevention, and educationpresentations/programs to 74,209 participants. They also sent 452 CommunicatorMessages, reaching a total of 260,819 residents. These messages covered a varietyof topics, including meeting notices, boil water notices, missing persons, rabidanimals, sexual predator relocations and active law enforcement crime preventionmessages and warnings.In 2011, the Office of Communications electronically sent 426 news releases and214 Crime Stoppers Bulletins. The Public Information Officers, through the Officeof Communications, had 5,336 contacts with the media. The agency held a total of28 news conferences.Objective 1.2: Continue to enhance utilization of alternative detention programs that areaimed at reducing recidivism and subsequent criminal activity.Assigned Responsibility: Department of DetentionStrategy 1:Strategy 2:Explore additional faith-based initiatives throughout the state for new programopportunties.The Department of Detention made contact with several counties throughout thestate, including Hernando, Pinellas, and Alachua County. It was determined thatnone of these programs offered new opportunities to enhance the operation of thePolk County Sheriff’s Office faith-based program.Obtain feedback from program participants in order to assess how the programscan be improved upon.The Department of Detention used anonymous questionnaires to solicit feedbackfrom all inmates who participated in the faith-based program. Examples of feedbackreceived include:• “Curriculum is good.”• “Variety in volunteers and spiritual approaches.”72

Strategy 3:Strategy 4:Strategy 5:• “Additional support for inmates after their release to help them transitioninto other programs.”• “Lack of support from detention staff.”• “We could use more support for inmates after their release.”Maintain an active role in the implementation of programs.A Mother’s Voice was implemented in 2011and is provided free of charge by theJunior League of Winter Haven. Participating inmates are recorded readinga book to their child(ren). A CD of that recording is then provided to theinmate’s child(ren) so that they may hear their mother’s voice before bedtime.In 2011, recordings for 14 inmates were completed, totaling 24 children. Allchildren were given a copy of the recording and the book used to make therecording. One child was also given a CD player.Benchmark the agency’s alternative detention program with that of similaragencies.The Department of Detention found that the Polk County Sheriff’s Office offerssimilar alternative detention programs as other agencies throughout Florida.One exception is that the Polk County Sheriff’s Office offers a program calledthe “Meth Free Project” to help inmates with methamphetamine-relatedproblems. Through their contacts, the Department of Detention learnedthat other facilities and programs benchmark from the Polk County Sheriff’sOffice faith-based program. In 2011, the Polk County Sheriff’s Office gavetwo tours to other county representatives who were interested in the agency’sfaith-based program.Monitor and evaluate the implementation of the HOPE NOW Program andassess the progress towards program goals.In 2011, The HOPE NOW Program grew to a total of 31 male and 13 femaleresidents. Two licensed psychologists completed drug evaluations, personalassessments, and group and individual counseling. In addition, vocationaltraining was introduced to the program, including carpentry, small enginerepair, and agriculture.The crop growth was slow, as cold weather caused the program to lose twocrops of beans and onions. Currently, the crops in the ground include cabbage,turnips, and carrots. Harvesting of the crops should begin soon, with a cropfollowing every two to three weeks.The success rate among graduates was 94%. There were 31 graduates and5 who completed a 30 day intensive counseling program with a certificate ofcompletion. Only two men were rearrested following graduation and bothwere for violation of probation.Objective 1.3: Enhance the agency brand through continual organizational loyalty byproviding customer services and solutions to the citizens of Polk Countyand to other agency members.73

Assigned Responsibility: Office of Business Affairs • Office of Professional Compliance • Officeof CommunicationsStrategy 1:Strategy 2:Strategy 3:Continue to educate members on internal and external opportunities to improvecustomer service and provide yearly training to all agency members that provokesorganizational branding.The 2011 Customer Care class was titled “One Team – One Mission” and focused onencouraging members to align their service interactions with the agency’s missionand current reputation (i.e., brand). The response to the class’ material and focuswas very positive. In an effort to provide ample opportunities for attendance, 48classes were scheduled for the year, with 2,068 seats available. A total of 1,598members attended the class in 2011. In an effort to make the class as accessible aspossible, ten of the classes were presented at different areas throughout the county:SCJ - 2, CCJ - 4, NW - 2, Central - 2. In addition, four of the classes (one eachquarter) were presented in the evening from 6:00 p.m. to 10:00 p.m. The NortheastDistrict Command will be added to the current locations during the 2012 classschedule to ensure all members have access to the class.Survey and analyze customer feedback and communicate responses withappropriate areas.Working in conjunction, the Strategic Planning Unit and the Accreditation Unitdeveloped a citizen contact survey in the last quarter of 2008. In 2010, the surveywas updated and reformatted with the assistance of the West Division Major. Thissurvey is used to follow up on citizen contacts within the agency in response torequests for service. This survey provides insight into citizens’ perceptions regardingservice provided by deputies, sheriff’s service officers, and telecommunicators. TheOffice of Professional Compliance, Strategic Planning Unit, forwards unsatisfactorycomments or remarks to the appropriate divisions for follow-up. The results aretabulated on a quarterly and yearly basis and analyzed by the Strategic PlanningUnit.In 2011, a volunteer within the Crime Prevention Unit began conducting the randomcitizen satisfaction surveys. 1,524 surveys were conducted in 2011.Maximize communication opportunities to inform and educate the community in aneffort to enhance the agency brand.In 2011, the Office of Communications sent out 426 news releases and 214 CrimeStoppers Bulletins. The Public Information Officers had 5,336 contacts with themedia and held a total of 28 news conferences. They also actively utilized socialnetworking sites such as Facebook and Twitter to better reach members of the PolkCounty community.The Crime Prevention Section provided 930 safety, prevention, and educationpresentations/programs to 74,209 participants. They also sent 452 CommunicatorMessages, reaching a total of 260,819 residents.74

Goal 2:The agency will foster and encourage member accountability,proactive choices, and agency involvement.Objective 2.1: Continue to improve workplace safety, risk management, and wellnessthrough innovative measures.Assigned Responsibility: Office of Business AffairsStrategy 1:Strategy 2:Strategy 3:Implement strategies for meaningful reward and recognition based upon hoursfree of preventable accidents for safety infractions.The agency is currently working with the County to establish guidelines andparameters for an agency-wide reward system.Implement a wellness program that mitigates risk management and increasesworkplace safety.The Wellness Program vendor was approved and selected (Preventure) andthe BALANCE Wellness Program was implemented. Every two weeks, FiveMinute Safety Training topics are sent out to captains and above, whichthey are asked to discuss during briefings and meetings. With each topic,the Benefits Coordinator provides additional information for supervisors todiscuss with their subordinates, including the number of injuries or costsassociated with that specific topic. In addition, IT is provided with “SafetyQuotes” that pop up every day when members turn on their computers.The agency is currently in the process of revising the physical fitness testingand ribbons award.Continue agency involvement with the Polk County Government WellnessCommittee, whose goal is to implement a wellness program, addressinghealth-related lifestyle choices and chronic illnesses, to improve the healthof the members, and reduce the long-term cost to the county self-insuranceplan.The Wellness Program vendor was approved (Preventure) and the BenefitsCoordinator was selected to serve on the Wellness Program ImplementationCommittee. The committee met on multiple occasions and worked withPreventure to create the Polk County BALANCE webpage and communicationpieces. The initial communication announcing the Wellness Program wasdistributed at the beginning of October 2011. Several communication piecesannouncing the BALANCE program were mailed to members’ homes alongwith email blasts and internal posters. At this time, the committee is in theprocess of working with Preventure to find and train “wellness champions”in the different County locations in an effort to get the word out regarding theBALANCE Wellness Program. Information regarding the BALANCE WellnessProgram was also provided at the Health Fair in October 2011.The Health Fair took place on October 25, 2011 – October 28, 2011. Thetotal number of blood draws was 528 and the total number of flu vaccineswas 700. This included BoCC, the Tax Collector, the Property Appraiser, the75

Strategy 4:Supervisor of Elections, and PCSO. The total number of employees that registeredfor all four days of the Health Fair combined was 700.Facilitate the construction of a driving pad at the Training Center to improve thedriving capabilities and driving safety of agency members to improve their safetyand reduce cost/liability.The Training Center is currently discussing driving pad options with a number ofconstruction firms. They are also performing value engineering to determine wherecuts can be made in the design of the driving pad.Objective 2.2: Determine and develop a proactive response to member-related risks.Assigned Responsibility: Office of Business AffairsStrategy 1:Strategy 2:Strategy 3:Strategy 4:Analyze data to identify all agency risks and provide the information to agencymembers.The High Liability Special Projects Team completed collecting data and the TrainingSection Lieutenant and the Benefits Coordinator worked with the Board of CountyCommissioners Safety Manager to compile information to be provided to agencymembers.Provide to members the quarterly costs associated with the top five riskmanagement factors.The Training Section sent out a video to supervisors regarding defensive drivingtechniques. Five Minute Safety Training topics are also distributed every twoweeks to members, which incorporate agency risks and costs associated with thatparticular topic.Develop reporting on types and costs of injuries to distribute throughout the agencyon work-related injuries in order to improve knowledge and to assist in developingadditional injury related training.Currently, the Training Section Lieutenant, the Benefits Coordinator, and the Boardof County Commissioners Safety Manager are working together to identify the typesand costs of injuries on a monthly basis. This information is incorporated into FiveMinute Safety Training topics, which are distributed to members every two weeks.Create strategies and a curriculum to train and educate members on all aspects ofworkplace safety to reduce worker’s compensation, legal fees and associated costs,as well as reduce sick time, absenteeism, turnover, and short staffing.A Special Projects Team was assembled to address this goal. A training DVD foremergency operations of vehicles was released for roll-call training and at this time,862 members have viewed this DVD. In addition, members are required to reviewthis DVD each year in hopes to decrease the occurrence of vehicular accidents.To further prevent vehicular accidents, the agency is also currently discussing thecreation of a general order pertaining to distracted driving. This general orderwould discuss the appropriate use of text messaging and computers during theoperation of a vehicle.The Human Resources Division has also implemented procedures to prevent slipand fall injuries. In the event of a slip and fall accident, the Benefits Coordinator76

contacts a member’s captain or civilian equivalent to ensure that all dangersand vulnerabilities have been addressed and corrected.Objective 2.3: Enhance member familiarization of the agency’s strategic plan, includingthe agency goals, mission, and core values.Assigned Responsibility: Office of Professional ComplianceStrategy 1:Strategy 2:Develop a concise overview of the agency’s strategic plan for new memberorientation.A brief overview is given to new members regarding the strategic plan andthe importance of the document. A copy of the agency goals and objectivesis also distributed to new agency members. A copy of the agency strategicplan and FY budget remains with the orientation class throughout the weekfor new members to review and become familiar with the agency.Provide all new members copies of the agency’s goals and objectives at newmember orientation.New agency members are provided with a copy of the agency’s goals andobjectives during new member orientation.Strategy 3: Ensure the agency’s goals and strategic plan are posted on Signal 14.Strategy 4:Strategy 5:The 2011 agency goals and strategic plan have been posted on Signal 14.Ensure the agency’s goals are posted on SNN.The 2011 agency goals have been posted on SNN.Develop a strategy to gain input on the agency’s direction, including goalsand objectives from non-Senior Staff members.The Senior Research Analyst is currently developing a strategy to gaininput from non-Senior Staff members. This strategy will be presented to theSheriff and Executive Staff, with the hopes of implementation in 2012.Objective 2.4: Continue to refine the accreditation process to maintain standards ofprofessional excellence.Assigned Responsibility: Office of Professional ComplianceStrategy 1:Strategy 2:Complete familiarization with the National Academy of Emergency MedicalDispatch accreditation standards.The Accreditation Unit is now maintaining files for this program.Continue the accreditation process through the National Academies ofEmergency Dispatch for the National Academy of Emergency Fire Dispatchaccreditation.At this time, it has been determined that the Telecommunications Section,77

Strategy 3:Strategy 4:not the Accreditation Unit, is involved in this process. The TelecommunicationsSection is planning on participating in this program in 2012.Complete the transition of paperless files for the CFA and FCAC accreditationprograms.The Accreditation Specialists have started creating electronic files for the Commissionfor Florida Law Enforcement Accreditation, Inc. (CFA) and the Florida CorrectionsAccreditation Commission, Inc. (FCAC). They have obtained the rights to use theprogram for the Commission on Accreditation for Law Enforcement Agencies, Inc.(CALEA) and plan on implementing it in 2012.Maintain current re-accreditation processes to retain compliance with all eightaccreditations.The agency has been re-accredited, with flagship designation for the Public SafetyCommunications Accreditation Program (PCSA).78

Goal 3:The agency will aggressively and proactively address fundingchallenges.Objective 3.1: Efficiently deploy and utilize resources.Assigned Responsibility: Department of Law Enforcement • Department of Detention •Strategy 1:Strategy 2:Strategy 3:Office of Business Affairs • Office of CommunicationsExpand the usage of volunteers and reserves to supplement the agencyworkforce.In the Department of Detention, volunteers are utilized to assist the DetentionCounselor with the following:• Inmate mail room / looking up inmate locations on mail• Inmate church services, spiritual mentoring, and the delivery of Bibles• Provide life-skills and self-help programming to the inmate populationA volunteer within the Crime Prevention Unit assists the Office of ProfessionalCompliance, Strategic Planning Unit, in contacting citizens for the CustomerSatisfaction Surveys.In the Business Services Division, Records Management Bureau, volunteersassist in preparing files for scanning, scan files, and file records for storageor in preparation for destruction.Evaluate current expenditures and identify new cost saving opportunities.The Department of Detention analyzed its current processes and programmingand submitted numerous proposals for a variety of cost saving opportunitiesthroughout the Department of Detention for the FY 2011/2012.In all, $1.3 million in operating savings were identified to counter the risingprice of fuel. Prior to adding the juvenile program, $4.2 million was cutfrom the payroll, primarily from Florida Retirement System rate decreasesand restructuring within the Department of Detention (elimination and/orreclassification of 9 positions) and the Department of Law Enforcement (2positions).The Human Resources Division has completed a project to address variousareas of the hiring process aimed to ensure that new members are successfulonce hired. In order to determine if they are physically able to performtheir duties, all applicants for certified/sworn positions must undergo aphysical agilities test and certain civilian positions must undergo a physicalexamination. Applicants for sworn positions must also complete a firearmfamiliarization course to verify whether or not they have the aptitude tosuccessfully complete the firearms class offered in the academy.Identify emerging legislative issues and monitor the impact of proposed bills onagency operations, especially those that may result in unfunded mandates.The agency proactively monitored the 2011 legislative session in regard to:79

Strategy 4:Strategy 5:• Pre-adjudicated Juvenile Housing• Immigration• Pre-trial ReleaseAnalyze current processes that could potentially yield opportunities for costsavings.The Department of Detention analyzed all identifiable cost saving opportunitiesand will continue to evaluate any areas of opportunity that may arise.The Northeast District Command developed a new process for assigning interviewrecordings for transcription to improve efficiency.Fiscal-related paper saving/time saving processes implemented in 2011 include:• Paperless grant requisitioning.• Paperless Personnel Action Requests (PAR) through utilization and training onuse of the PAR status report.• Importing budget spreadsheets into ADG software to eliminate keying of budgetsallowed the Polk County Sheriff’s Office to open FY books by August 1, 2011• Fixed Asset backup documents are scanned and electronically attached to theasset record in the fixed asset system.Continually monitor the agency budget for potential opportunities to reduceoperational costs.The Department of Detention analyzed all identifiable cost saving opportunitiesand will continue to evaluate any areas of opportunity that may arise.The juvenile housing program expanded the opportunity for a budget savings.The purchase of a building to consolidate more operations and eliminate leasedfacilities is planned with year-end money.Objective 3.2: Explore alternative funding sources to supplement current programs toimplement new programs for all areas within the agency.Assigned Responsibility: Department of Detention • Office of Business Affairs • Office ofProfessional ComplianceStrategy 1:Research contracting with the Florida Department of Juvenile Justice for JuvenileDetention Centers.SB2112 was passed effective July 1, 2011, which permits pre-adjudicated youth tobe housed in county jails. In addition, it is required that facilities are inspectedand pass the Florida Model Jail Standards (FMJS) inspection annually and areFCAC and/or ACA accredited. The Marion County Sheriff’s Office and a subcommitteeof the FMJS developed juvenile specific standards in Chapter 20 of theFMJS. These final standards were adopted and designated personnel were trainedto ensure the agency was ready to assume responsibility for the pre-adjudicatedjuveniles. An average of 42 and 37 youth were housed in October and Novemberrespectively. It is estimated that this will initially save the Polk County government1.4 million dollars.80

Strategy 2:Strategy 3:Investigate additional contractual opportunities and partnerships with othergovernment/private entities to offset a portion of the agency’s operationalcosts.Polk State College contracted with PCSO for an additional sergeant positionfor the evening (part-time) Law Enforcement Academy.In addition to contracting for the juvenile housing program, SB2112 allowsfor counties to contract with each other to house their youth. Preliminarydiscussions have been held with neighboring counties to house their preadjudicatedyouth.Talks have continued with the Marshals Service to house their inmates for acontracted daily rate. The Central County Jail has been inspected and haspassed the annual Marshals Service inspection despite having no inmatesunder contract. It has been relayed to the agency that currently the MarshalService has no funding for new contracts. Talks will continue and the agencywill maintain the pressure to receive their inmates.Additionally, the agency is working with the Hernando County Sheriff’s Officeto assist in emergency situations and possibly contract to house inmates forthem while their facility is under reconstruction. The agency’s legal section isdrafting preliminary contractual language to be approved by Executive Staffprior to both parties agreeing to such a contract.The Business Services Division, Purchasing Section, has utilized statecontracts and piggy-backed on contracts in order to save funds.Research and identify new potential grant opportunities and alternativefunding sources that may be outside mainstream law enforcement sources.There are currently no new grants; however, State Criminal Alien AssistanceProgram (SCAAP) funds are still being received for housing criminal aliens.The Grant Coordinator, along with the Grant Accountant, continues toreview potential grant opportunities, as well as ensure that the agency is incompliance with all current grants.The Grant Coordinator uses the internet to research new potential grantopportunities that may be outside the mainstream of law enforcement sources.To date, no non-mainstream opportunity has been utilized.Objective 3.3: Pursue information sources and revenue resources in support of agencyinitiatives.Assigned Responsibility: Office of Business Affairs • Office of Professional ComplianceStrategy 1:Maintain interaction and collaboration with funding entities, grantproject managers, and the grant accountant to ensure timely development,implementation, and reporting of programs.81

Strategy 2:Strategy 3:Strategy 4:The Grant Accountant continues to file claims in advance of their due date to receiveearly reimbursement.The Grant Coordinator maintains contact with agency personnel through e-mail,phone, and personal contact based on the specifics of the grant reporting activity.The Grant Coordinator contacts funding authorities as necessary to seek guidanceor resolve issues for proper administration. Applications approved during thecalendar year 2011 include: Edward Byrne JAG (wireless fingerprint scanners),BJA (bullet proof vests), BJA (SCAAP), FDLE JAGC for PCSO and contractcities (wireless fingerprint scanners), FDLE RSAT, Office of Juvenile Justice andDelinquency Prevention (ICAC), FLA AGO (VOCA), and Florida Coalition AgainstDomestic Violence-STOP (domestic violence/stalking).Meet with agency components to identify initiatives that are eligible for potentialgrant funding.In FY 2012, a Detention Support Specialist responsible for inmate mail will befunded through the Inmate Welfare Fund instead of through the General Fund.Polk State College added a new Law Enforcement Sergeant, whose position is fullyfunded by the college.The Grant Coordinator met with members within the agency, including the Bureau ofCriminal Investigations Cold Case Unit, Bureau of Criminal Investigations SpecialVictims Unit, Crime Scene Section, Aviation Unit, East Division Major, Director ofthe Office of Professional Compliance, GIS Data Support Specialist, and variousdetectives. He also had telephone conversations with a Detention Major and aTraining Lieutenant.A $500,000 contract for a deputy sheriff at the Kathleen Criminal Justice Academywas received in 2011.An additional victim/witness advocate for domestic violence victims was createdwith 2011-2012 STOP grant funding.Coordinate with contracted municipal partners to maintain and identify grants thatwill enhance law enforcement services in these municipalities.The City of Frostproof and Polk City’s policing contracts were signed in 2011,renewing them through 2014.PCSO partnered with the City of Mulberry to leverage a JACG grant for purchaseof automated license plate readers.The Grant Coordinator coordinated the implementation and continued reporting ofFDLE-JAGC grants and Federal BJA-JAG Direct Grants for its municipal partnersto acquire equipment.Develop an exit planning strategy related to expiring federal grants, includingidentifying grants worthy of continued funding.The agency was able to extend the Sheriff’s Service Officer (SSO) grant until 06/30/12,82

in order to maximize usage of the funding and extend the employment periodof SSOs. It is projected that an extension will be requested for the CHRPgrant as vacancies and the “rehire” modification was approved later in thegrant period. Again, this will allow the agency to maximize funding to its fullpotential, meeting the 36 month funding period for each position.The expiration dates for the federal funding for CHRP and SSO grant membershave been reviewed and the Human Resources Division and the Departmentof Law Enforcement plan to work together to secure career opportunities forthese members.• SSO grant (assuming extensions will be granted beyond 06/30/12 byBJA)• 2 positions – April –June 2012• 9 positions – July – Sept 2012• 7 positions – October – December 2012• 4 positions – January – March 2013• 1 position – July – September 2013• CHRP grant• 5 positions – January – March 2013• 11 positions – April – June 2013• 2 positions – July – September 2013• 14 positions – October – December 201383

Goal 4:The agency will continue to improve advanced technologies tointernal and external customers while enhancing the organization’sperformance through precise data collection, analysis, andapplication.Objective 4.1: Increase the efficiency and effectiveness of the agency by integrating computersystems.Assigned Responsibility: Office of Business Affairs • Department of Law Enforcement •Department of DetentionStrategy 1:Strategy 2:Strategy 3:Strategy 4:Strategy 5:Finalize the implementation of the Records Management model of Tiburonsoftware.Ongoing delays have been experienced due to issues in the Tiburon software,which prevented several critical components from operating properly; however,the majority of those issues have been resolved. Recently, additional delays havebeen experienced due to conflicts between the software and the agency’s computeroperating systems. The problem is currently under review by the Special ProjectsTeam and several options are being explored to resolve the problem.The Department of Detention is waiting on the implementation of the RecordsManagement System (RMS), putting the agency closer to a go-live date on theCorrectional Management System (CMS).Implement the Human Resources model of the administrative software, Innoprise,to include expanding the meaningfulness of the current job codes.Eighty-seven new job codes were created in order to enhance their meaningfulness.The job codes were loaded into the PMP employee evaluations and the ADGsystems.Formulate a plan for the implementation of the Fiscal model.Contract negotiations are currently in the works with a vendor to purchaseInnoprise. Until an agreement is made, this project is currently on hold.Provide assistance to the Department of Detention in formalizing a plan forselection and implementation of detention management software, including aninmate accounting software.The Department of Detention is in negotiations with Tiburon on the development ofan Inmate Accounting solution that will go along with the Correctional ManagementSystem (CMS).The Department of Detention is also in the process of acquiring an RFID systemfor use in Detention. The vendor, Guardian, has been selected and an internalapproval process is currently underway.Explore software options for the Crime Suppression Center to enhance theiroperations through improved data and its communication.84

Strategy 6:Strategy 7:Strategy 8:The Crime Suppression Center has implemented a new timeline softwarecalled Timeline Maker Professional, which will assist in various types ofinvestigations. They are currently in the Beta stages of implementing MicrosoftFusion Core Solution as well as Omega Dashboard, both of which will befunctional in 2012.Explore software options for the Alarm Control Ordinance Unit to replace thesystem no longer available upon transition to Tiburon.Cry Wolf software was purchased and is currently being implemented.Implement the DNA Rapid ID Identification segment of the BiometricIdentification System.The DNA Rapid ID system was installed and is operational. It provides twofingerfingerprint identification and comparison to the CJNET database. It isbeing utilized in both the Courthouse and Central Booking.Formulate and implement training on all systems to corresponding members.Training is underway on the Rapid ID system at both facilities and is nearcompletion at Central Booking.Training on the Correctional Management System (CMS) and related Tiburonfunctions will occur as the project implementation nears.The Training Center, in conjunction with the Information Technology Division,is nearing completion of a new software system that will increase validitytesting, ease for which testing takes place, and ensure updates of all existingtraining.The FASTER software in the Fleet Services Section was updated to providethe ability to record, maintain, and provide data regarding the vehicles in theagency.In 2012, the agency anticipates the implementation of the ADG AutomatedSupply/Bar Code system.Objective 4.2: Ensure full optimization of the agency’s Crime Suppression Center.Assigned Responsibility: Department of Law EnforcementStrategy 1:Strategy 2:Provide timely and accurate forecasts of developing crime trends to facilitatea rapid and effective response by county-wide law enforcement agencies.The Crime Suppression Center is efficiently operating under normalparameters until the implementation of Microsoft Core Fusion and TiburonRecord Management System.The Crime Suppression Center is currently in the beginning phase of theMicrosoft Core Fusion implementation, which will expedite the receipt anddissemination of information.Benchmark the success of the Crime Suppression Center.85

Strategy 3:The Crime Suppression Center has become the information sharing hub for theagency, as well as surrounding agencies.Continue to form partnerships with local law enforcement municipalities.The Crime Suppression Center is receiving information from the followingmunicipalities:• Winter Haven Police Department• Lake Alfred Police Department• Haines City Police Department• Lakeland Police Department• Auburndale Police DepartmentIn addition, Tiburon CAD allows the Crime Suppression Center to access informationfrom the Davenport Police Department and the Lake Wales Police Department.The Crime Suppression Center has also assisted the Winter Haven Police Departmentand the Lake Wales Police Department with training crime analysts.Objective 4.3: Continue to develop a comprehensive strategy for reporting and miningagency data.Assigned Responsibility: Office of Professional ComplianceStrategy 1:Strategy 2:Strategy 3:Determine the effective and efficient data mining solutions.Members of the Special Projects Team reviewed previous reports and data as neededand as requested by both internal and external customers. Discussion has beenheld regarding the necessary reports and the times the reports shall be conducted(i.e., quarterly, yearly, etc.). Frameworks have been developed in regard to severalof the reports and information necessary to be gathered. As the Special ProjectsTeam is coming to an end, several recommendations and process improvements willbe provided to Executive Staff for their review.Determine the types of data and reports that are needed for internal and externalcustomers.The Special Projects Team developed a list of information that is needed for memberswith the Polk County Sheriff’s Office and information that is valuable to externalcustomers and the citizens of Polk County. The Special Projects Team will continueto update and monitor the list of data that may be essential to internal and externalcustomers.Ensure the data is accurate, consistent, valid, and maintained in a central locationthat is accessible to all members.Members of the Special Projects Team have been meeting on a regular basis todiscuss the data. In addition, there is continuous communication regarding “actionitems” that were discussed during face-to-face meetings. During each meetingand in between meetings, the data is reviewed for consistency and accuracy, in86

Strategy 4:Strategy 5:addition to discussions regarding the retrieval of the data. Currently, datathat is finalized is available through the Office of Professional Compliance, asdesignated by Executive Staff. Prior to release of information, the informationis reviewed and approved by Executive Staff.Finalize the Agency Statistics and Data Special Projects Team and providerecommendations and a list of standard reports to Executive Staff.The Agency Statistics and Data Special Projects Team is working on finalizingthe last of the reports and will be providing a list of standard reports, as wellas recommendations and process improvements to Executive Staff for theirreview and approval.Determine future means for report writing, obtaining data, and point personfor data collection and release of information.The Agency Statistics and Data Special Projects Team is working on finalizingthe last of the reports and will be providing a list of standard reports, as wellas recommendations and process improvements to Executive Staff for theirreview and approval.87

Goal 5:The agency will motivate members and continue to provide membersthe opportunities for professional growth.Objective 5.1: Identify ways to cultivate morale during challenging economic times andbudget shortfalls.Assigned Responsibility:Strategy 1:Department of Law Enforcement • Department of Detention •Office of Business Affairs • Office of Professional ComplianceImprove morale through educational opportunities to all members.At Polk State College, additional courses were offered in 2011 that have not beenoffered in years, including:• Surveillance Techniques and Advanced Surveillance Techniques• Active Shooter• FTOStrategy 2:• Feedback received from the course evaluations of these classes include:• “Excellent real world training.”• “Great new course.”• “Offer more often.”• “Learned many things that will assist me in my job.”• “Recommend for all detectives and CST members.”Member Education Assistance Program: During Fiscal Year 2011, 159 membersutilized and received educational reimbursement. 34 members achieved degreeswith the aid of the Member Education Assistance Program. Of those 34 degrees, 14associate’s degrees, 13 bachelor’s degrees, and 7 master’s degrees were awarded.Master Deputy Program: The Master Deputy Program provides an enhanced careerpath for long-term, dedicated members by offering professional career alternativesand guidance. In 2011, a total of 17 members completed the program.Instructor Techniques: Sworn, certified and civilian members completed this class.Sworn and certified members complete the class for promotions and appointments,while civilian members complete this class because they are in a training capacityin their sections. A total of 51 members completed the class in 2011.The Department of Law Enforcement sent several members to the Southern PoliceInstitute (SPI), Senior Management Institute for Police (SMIP), and Chief ExecutiveSeminar.Encourage members to provide ideas through SWOT analysis.All members participate in Strengths, Weaknesses, Opportunities, and Threats(SWOT) meetings, where ideas are solicited.As a result of a Department of Detention SWOT meeting, a member inquiredabout the possibility of detention adding the Taser ® to the agency’s non-lethalweaponry. A captain researched, presented, and developed the Taser ® program88

Strategy 3:Strategy 4:for the Department of Detention. Detention deputies, with proper training,can carry the Taser ® during the transportation of inmates and while watchinginmates at the hospital.Develop a strategy to have members participate in goal evaluation and thefuture direction of the agency.The Department of Detention is utilizing their SWOT meetings, staff meetings,and staff duty briefings to engage members in the agency’s goal evaluationand the future direction of the agency.The Department of Law Enforcement seeks input from platoon level membersprior to the Senior Staff Retreat.Explore the idea of quarterly member appreciation events.This strategy has been discussed with staff and ideas are being developed.The Human Resources Division currently holds a quarterly team mini-retreatin which they engage in team building exercises and recognize members forvarious accomplishments.The Department of Detention is continuing to explore ways to best showappreciation to members on a quarterly basis.Objective 5.2: Provide enhanced opportunities for leadership development.Assigned Responsibility: Office of Business AffairsStrategy 1:Strategy 2:Develop a mentoring program to pair new members with more experiencedmembers throughout the agency.The Human Resources Division conducted a survey intended to measurethe interest in a mentoring program for new hires and those interested inpromotion. 39 respondents indicated that they would like to become mentors.At this time, standards are being developed to guide the mentoring process.Research and benchmark public, as well as private companies, and use methodsfor developing members’ skills, to include partnering mid-level manager withprivate sector counterparts for networking purposes.Private companies that were partnered with in 2011 to provide traininginclude:Traviss Career Center for the development of member computer skills relatedto:• Creating a fillable Form using Microsoft Word and Excel• Microsoft PowerPoint 2007• Introduction and Intermediate Instruction to Access• Intermediate Excel of 2007Other Private Companies:• Avalon Legal – Civil Process and Update Review89

Strategy 3:Strategy 4:• Advanced Law Enforcement Readiness Training – Court Security TrainingSeminar• Code 3 and Associates – Cruelty Investigators Academy Levels 1, 2, 3• Tactical Energetic Entry Systems – Explosive Demolition and Breaching Course• Forensic Pieces – Crime Scene Certification and Text Book Review• National Tactical Officers Association – Select Fire Instructor Course• National Academy of Police Driving – Police Driver Class• Lunsford Air Consulting – OH-58 NVG Yearly Refresher for Aviation• John E. Reid and Associates, Inc. – The Reid Technique of Interviewing• Canine Tactical Operations and Consulting – SKIDDS/CATS K-9 Training• Strategies International – Ballistic Shield Instructor Training• LouKa Tactical – Survival Pistol for the Female Officer• Smith System Driver Improvement Institute Inc. – Smith Driving InstructorRefresher ClassIdentify and encourage completion of appropriate professional certifications andleadership programs for all agency members.The agency discussed the possibility of enforcing a policy in which member’s wouldbe required to sign a contract for extended employment in exchange for varioustypes of certification. At this time, this policy has been placed on hold until furtherdiscussion.Continue administration of the Certified Public Managers course for supervisors andpotential supervisors.The agency currently has 65 members enrolled in CPM scheduled to graduate in Julyof 2012. An additional 55 members are on a waiting list with the next class scheduledto be in August/September 2012.Past graduates include 233 members, 211 of which are either current supervisors orleft the agency as a supervisor.Objective 5.3: Pursue succession/transition planning in the anticipation of retirementsthroughout the year.Assigned Responsibility: Executive Staff - SPT • Department of Law Enforcement • Department ofStrategy 1:Detention • Office of Business Affairs • Office of the SheriffEstablish a Special Projects Team that will review internal procedures for successionplanning and mentoring for promoted individuals within the agency.Executive Staff approved a Special Projects Team, consisting of the Director ofHuman Resources as the chair and additional team members from various areas.The committee has been meeting and developing ideas and potential procedures.Currently, the Special Projects Team is working on a career development form, a futureleaders class, a mentorship program for aspiring leaders, and a procedure designedto formalize the transition process. These projects are anticipated to be completed bySpring 2012.90

Strategy 2:Strategy 3:Strategy 4:Identify and anticipate future vacancies within the agency (i.e., plannedretirements).The Human Resources Division has identified the future vacancies that willoccur in the near future.Research and benchmark public, as well as private companies, and utilizemethods for a fluid transition.The Special Projects Team is currently working on a number of projectsdesigned to make the transition process as seamless as possible. A careerdevelopment form, a future leaders class, a mentorship program for aspiringleaders, and a procedure designed to formalize the transition process areexpected to be completed by Spring 2012.Develop strategies to ensure, when possible, a transition period fordesignated positions.Executive Staff approved a Special Projects Team, consisting of the Directorof Human Resources as the chair and additional team members from variousareas. The committee has been meeting and developing ideas and potentialprocedures. Currently, the Special Projects Team is working on a careerdevelopment form, a future leaders class, a mentorship program for aspiringleaders, and a procedure designed to formalize the transition process. Theseprojects are anticipated to be completed by Spring 2012.91

92Intentionally Left Blank

2012 AGENCY GOALSStrategic planning is the agency’s long-term, future-oriented process of developinggoals and objectives and program-based budgets to attain stated goals and objectives.The agency’s goals and objectives, outlined for 2012, are integrated intoand supported by the program budgets. As the agency undergoes changes, theprogram budgets will be adapted accordingly to be aligned with the goals and objectives.Evaluating, prioritizing, updating, and implementing program budgetsare a continual process through which the agency outlines its goals and objectives.This allows the agency to chart its course for the future in providing efficient, effectiveoperations to ensure the maximization of public safety.Members of the Polk County Sheriff’s Office take pride in the agency’s ability tomaintain the highest standards of law enforcement professionalism while safeguardingthe bottom line cost of our services. While the cost of providing qualitylaw enforcement and secure jails is not cheap, the Polk County Sheriff’s Office isconsistently among the most cost effective law enforcement agencies in the State ofFlorida. The agency places a strong emphasis on the relationship between budgetdecision making, program performance, and goals and objectives. The followingsection outlines the agency’s goals and objectives for 2012.Goal 1:The agency will continue to ensure the safety and security of thecommunity while cultivating 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 / Office ofCommunicationsStrategy 1:Strategy 2:Strategy 3:Review the fundamentals of PROCAP and the Jail Information Model (JIM) andseek new ideas from agency members during roll call.Enhance a comprehensive drug reduction strategy that deals with prescription drugs,crack cocaine, marijuana indoor grow operations, and methamphetamine abuse tointerrupt accompanying criminal activity.Require all deputy sheriffs from each division to complete the on-line MultijurisdictionalCounter Task Force Gang Training during the calendar year.94

Strategy 4:Strategy 5:Strategy 6:Strategy 7:Strategy 8:Maintain data collection by employing the Jail Information Model as theManagement Accountability system with all detention facilities in order togather intelligence and proactively control criminal activities in the jails.Conduct countywide PROCAP initiatives on a monthly basis, partnering withall divisions within the Department of Law Enforcement and Department ofDetention.Streamline the process of analyzing information received and assigned in theCrime Suppression Center.Target those individuals and areas that are identified on a trend analysis.Educate the community about safety and crime prevention practices throughthe dissemination of information by using partnerships, media, and communitypresentations.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:Strategy 2:Strategy 3:Strategy 4:Explore additional faith-based initiatives throughout the state for new programopportunities.Obtain feedback from program participants and volunteers in order to assesshow the programs can be improved upon.Maintain an active role in the implementation of programs.Monitor and evaluate the implementation of the HOPE NOW Program andassess the progress towards program goals.Objective 1.3: Enhance the agency brand through continual organizational loyalty byproviding customer services and solutions to the citizens of Polk Countyand to other agency 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 thatprovokes organizational branding.95

Strategy 2:Strategy 3:Goal 2:Survey and analyze customer feedback and communicate responses withappropriate areas.Maximize communication opportunities to inform and educate the community inan effort to enhance the agency brand.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:Strategy 2:Strategy 3:Strategy 4:Implement strategies for meaningful reward and recognition based upon hoursfree of preventable accidents for safety infractions.Facilitate the construction of a driving pad at the Training Center to improve thedriving capabilities and driving safety of agency members to improve their safetyand reduce cost/liability.Work with the Polk County BoCC to provide the costs associated with the topfive risk management factors and costs of work-related injuries to members on aquarterly basis.Analyze data to identify all agency risks and partner with all Departments todetermine training/education needs.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:Strategy 2:Strategy 3:Develop a concise overview of the agency’s strategic plan for new memberorientation.Provide all new members copies of the agency’s goals and objectives at newmember orientation.Implement a series of retreats for non-Senior Staff members aimed at gaininginput on the agency’s direction, including its goals and objectives.96

Objective 2.3: Continue to refine the accreditation process to maintain standards ofprofessional excellence.Assigned Responsibility: Office of Professional ComplianceStrategy 1:Strategy 2:Strategy 3:Goal 3:Continue the accreditation process through the National Academies ofEmergency Dispatch for the National Academy of Emergency Fire Dispatchaccreditation.Obtain reaccreditation for CALEA, FCAC, NAEMD and NCCHC.Pursue “Accreditation with Excellence” status for the agency’s CALEAprogram.The agency will aggressively and proactively addressfunding 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:Strategy 2:Strategy 3:Expand the usage of volunteers and reserves to supplement the agencyworkforce.Evaluate current expenditures and processes.Identify emerging legislative issues and monitor the impact of proposedbills on agency operations, especially those that may result in unfundedmandates.Objective 3.2: Explore funding and information sources to support current and newagency initiatives.Assigned Responsibility: Department of Detention / Office of Business Affairs / Officeof Professional ComplianceStrategy 1:Strategy 2:Investigate additional contractual opportunities and partnerships with othergovernment/private entities to offset a portion of the agency’s operationalcosts.Research and identify new potential grant opportunities and alternativefunding sources that may be outside the mainstream law enforcementsources.97

Strategy 3:Strategy 4:Strategy 5:Goal 4:Meet with agency components to identify initiatives that are eligible for potentialgrant funding.Coordinate with contracted municipal partners to maintain and identify grants thatwill enhance law enforcement services in these municipalities.Develop an exit planning strategy related to expiring federal grants, includingidentifying grants worthy of continued funding.The agency will continue to improve advanced technologies tointernal and external customers while enhancing the organization’sperformance through precise data collection, analysis, andapplication.Objective 4.1: Increase the efficiency and effectiveness of the agency by integrating computersystems.Assigned Responsibility: Office of Business Affairs / Department of Law Enforcement /Department of DetentionStrategy 1:Strategy 2:Strategy 3:Strategy 4:Strategy 5:Strategy 6:Finalize the implementation of the Records Management model of Tiburonsoftware.Implement the Human Resources model of the administrative software.Provide assistance to the Department of Detention in formalizing a plan for selectionand implementation of detention management software, including an inmateaccounting software.Continue to explore software options for the Crime Suppression Center to enhancetheir operations through improved data and its communication.Formulate and implement training on all systems to corresponding members.Continue to inform members on the progress of integrated information technology.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 a rapidand effective response by county-wide law enforcement agencies.98

Strategy 2:Strategy 3:Benchmark the success of the Crime Suppression Center.Continue to form partnerships with local law enforcement municipalities.Objective 4.3: Continue to develop a comprehensive strategy for reporting and miningagency data.Assigned Responsibility: Office of Professional ComplianceStrategy 1:Strategy 2:Strategy 3:Strategy 4:Strategy 5:Goal 5:Determine the effective and efficient data mining solutions.Determine the types of data and reports that are needed for internal and externalcustomers.Ensure the data is accurate, consistent, valid, and maintained in a centrallocation that is accessible to all members.Finalize the Agency Statistics and Data Special Project Team and providerecommendations and a list of standard reports to Executive Staff.Determine future means for report writing, obtaining data, and point person fordata collection and release of information.The agency will continue to provide members the opportunitiesfor professional growth, inspire personal motivation andenhance effectiveness.Objective 5.1: Identify ways to cultivate morale during challenging economic times andbudget shortfalls.Assigned Responsibility: Department of Law Enforcement / Department of Detention /Office of Business Affairs / Office of Professional ComplianceStrategy 1:Strategy 2:Strategy 3:Strategy 4:Improve morale by offering additional educational opportunities and benefitsto all members.Examine the idea of quarterly and annual wellness incentives to promotehealthy lifestyles.Explore quarterly employee recognition and appreciation events to improvemember morale.Encourage all members to participate in shaping the future direction of theagency through SWOT analysis and goal evaluation.99

Objective 5.2: Provide enhanced opportunities for members’ career growth and encouragemember participation.Assigned Responsibility: Office of Business AffairsStrategy 1:Strategy 2:Strategy 3:Develop a program aimed at incentivizing members to participate in continuingeducation opportunities.Identify and encourage completion of appropriate professional certifications andleadership programs for all agency members.Continue administration of the Certified Public Managers course for supervisors andpotential supervisors.Objective 5.3: Facilitate succession and transition planning by fostering member developmentand promotion.Assigned Responsibility: Executive Staff – SPT/ Department of Law Enforcement / Departmentof Detention / Office of Business Affairs / Office of the SheriffStrategy 1:Strategy 2:Strategy 3:Strategy 4:Strategy 5:Implement a mentoring program to pair newly hired members with more experiencedmembers throughout the agency.Establish internal procedures to identify and train members targeted for promotionand eventual succession.Identify and anticipate future vacancies within the agency (i.e. planned retirements).Research and benchmark public, as well as private companies, and utilize methodsfor a fluid transition.Develop strategies to ensure, when possible, a transition period for designatedpositions.100

-lffiertffCradrr./ail:PoII

POLK COUNTY SHERIFF'S OFFICFSummary of Budget RequestFiscal Year 2012-2013FY 2011-12AdoptedBudgetFY 2012-13ProposedBudgetRequestFY 2012-13IncreaseOverFY 2011-12FY 2012-13o/o lnc.OverFY 2011-12LAW ENFORCEMENTPersonnel ServicesOperatingCapitalTotal Law Enforcement Fund$60,371,26014,326,6761,207,893$62,387,14014,007,9081,131,893$2,015,880 3.34"/"(318,768) (2.220/")(76,000) (6-290/")$75,905,829 $77,526,941 $1 ,621,112 2.14o/oDETENTIONPersonnel ServicesOperatingCapitalTotal Detention Fund$33,422,81813,423,338$31,272,51213,846,235($2,150,306)422,897$46,846,156 $45,118,747 ($1,727,4091(6.43olo)3.15o/o(3.6e%)COURT SECURITYPersonnel ServicesOperatingCapitalTotal Court Security Fund$4,603,3191,134,283$5,737,602$4,698,9911,144,480$5,843,471$95,67310,197$105,8702.O8o/o0.90%1.85o/oSUBTOTALPersonnel ServicesOperatingCapital$98,397,397$28,884,297$1,207,893$98,358,643$28,998,623$1 ,131,893TOTAL GENERAL FUNDBUDGET REOUEST $128,489,159($38,754)114,326(76,000)(o.o4o/"1o.40%(6.29o/olNote:Amount required for contingency of off-site inmate medical expenditures is budgeted by the Board o{ County Commissioners.

POLK COUNTY SHERIFF'S OFFICEPROGRAM BUDGET SUMMARYFISCAL YEAR 2012.2013pase prosr",n rfl's riJs runoing sour"""2011 Office of Legal Affairs2 Strategic Planning Unit3 Public Information Office4 Crime Prevention5 Volunteer Services6 Chaplaincy7 Accreditation8 Property & EvidenceI Administrativelnvestigations10 Decentralized Community Patrol11 Canine12 Crime Scene Investigations13 Major Crimes/Special Victims14 Sexual Offender/PredatorTracking15 ldentificaiion16 Victim/Vvitness AdvocacyServices17 Strategic Investigation & Analysis Section18 lnternet Crimes19 Narcotics Investigations20 Technical Services21 School Resource/Cops in Schools22 Telecommunications Center23 Child Safety/School Crossing24 Agricultural Crimes25 Aviation26 Marine/Underwater Search/Recoverv27 Animal Control28 Tratfic29 Environmental30 Emergency Operations Group31 Honor Guard32 Extra Duty Employment33 Fiscal Services34 Customer Service Unit35 Records36 WarrantsAdministration37 CommunicationsiSecurity Equipment38 InformationTechnology39 Facility Services40 Purchasing41 Document Services42 Fleet43 Central Supply44 Benefits Administration/Member Records45 Employment Services46 OrganizationalDevelopment47 Academy and Member Development48 Detention Security49 lnmate Medical50 lnmate lntake/Records & Classifications51 Transportation52 Food Service53 Inmate Work Program54 Service of Process55 Court Security56 Trusts6.0 0.000 $2.2 0.0003.5 0.0007.O 0.0002.3 0.0000.0 0.0006.7 0.62510.1 3.7507.O 0.000494.3 4.75018.4 0.00019.8 0.00055.1 1.6253.1 0.0009.4 1.8754.2 0.00029.3 0.0008.4 0.000366 0.5003.1 0.00021 .1 0.000137.8 6.3002.3 51 .45710.7 1 .8337.5 0.0002.'t 0.20845.4 7.37524.7 0.0004.3 0.2080.0 0.0000.0 0.0001.2 0.00016.3 0.0006.4 0.00022.6 2.50027.9 0.6251.0 2.50022.8 1.875I .1 2.5005.4 0.0000.0 0.00013.0 1.2504.3 1.8274.4 0.6258.9 1.2506.6 0.62517.8 1.625299.1 0.0000.0 0.00077.3 0.0007.2 0.00026.8 0.0004.1 0.00034.1 5.50059.9 0.0000.0 0.000ProposedBudget548,048 $155,146278,132499,644160,39114,016430,300644,574509,67433,589,s831,444,4011,322,9864,266,O41191,126750,455155,0752,208,111532,5683,119,051325,7461,508,2247,224,4961,274,969909,11 21,305,730192,3762,792,2231,813,722319,424145,20230,52367,141964,590339,9331,099,3021,528,6871,571,2643,698,9861 ,427,114287,229277,4858,416,4472,213,4501 ,007,516837,496396,7902,404,53719,680,9158,448,7074,619,5331,206,4823,782,200392,2872,089,5905,691,859371 .500GeneralFund (Restricted)Revenue Revenue Fund548,048155,146278,132162,470154,89114,016430,300644,574509,674n000000000337,1745,500000027,815,502 3,972,577 1,801 ,5041,442,90101,322,98604,201 ,0410191,1260750,455031 ,90302,133,2680375,84402,717,8200325,7460473,897 1,034,3275,246,392 1,978,1041,274,9690908,03601,305,7300192,37602,730,82301,813,7220108,7430145,202029,323013,979 s3,1 629il,590339,9331,099,302FundFrom BoCC1 ,313,1841,571,2643,645,8361,427,114287,229277,4858,416,4472,208,1231,007,516816,496396,7901,504,45619,134,2028,448,7074,619,5331,206,4823,629,98402,033,5905,691,8590000215,503053,15000000000334,08131,446000152,216392,2870001,500065,00000123,17274,843156,724401,23100001,0760061,4000210,68101,200000000000005,327021,0000566,000515,2670000056,0000371,500