2013-2014 Strategic Plan - Polk County Sheriff`s Office

Transcription

Polk County Sheriff’s Office
Strategic Plan
and
FY 2013 -2014 Budget
Submitted to the
Polk County
Board of County Commissioners
By
Sheriff Grady Judd
Polk County Sheriff’s Office
Table of Contents
Budget Message.....................................................................................................................8-9
Agency at a Glance................................................................................................................10
Staffing Characteristics..........................................................................................................11
Mission and Vision/Core Values............................................................................................12-13
Strategic Plan.........................................................................................................................14-15
Strategic Planning Process.....................................................................................................16-17
PCSO Challenges & Opportunities........................................................................................18
Public Safety & Strategies.........................................................................................19-22
Professional Service & Strategies..............................................................................23-26
Resources & Strategies..............................................................................................27-31
Population & Demographics..................................................................................................34-36
Level of Service.....................................................................................................................38
Call Activity...........................................................................................................................39
Animal Control Activity.........................................................................................................40
PCSO Crime..........................................................................................................................42-43
Violent/Non-Violent Crimes..................................................................................................44-45
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Table of Contents
Traffic Crashes.................................................................................................................46
Crime Trends-Key Issues.................................................................................................48-51
Department of Law Enforcement Goals..........................................................................52-54
Inmate Population............................................................................................................56
Jail Bookings...................................................................................................................57-58
Detention Trends-Strategies............................................................................................59-60
Pre-adjudicated Juveniles................................................................................................61
Department of Detention Goals......................................................................................62-65
Office of Business Affairs-Key Issues............................................................................66
Office of Business Affairs Goals....................................................................................67-68
Community Investment Priorities...................................................................................69
Evaluation of 2012 Agency Goals and Objectives.........................................................71-89
2013 Agency Goals and Objectives................................................................................91-96
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Intentionally Left Blank
6
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Budget Message
April 25, 2013
The Honorable Melony M. Bell
Chair, Polk County Board of County Commissioners
County Administration Building
Bartow, FL 33830
RE: Polk County Sheriff’s Office 2013-14 Strategic Plan & Program Budget
Dear Chairman Bell:
During these difficult economic times, it is my responsibility as Polk County’s chief law
enforcement officer to balance local government’s highest priority—to provide public safety
services—with the reality of fewer resources. During these tough years when our economy has been
in and near recession, we have reduced the size of our agency, closed programs, combined services,
contracted for services, altered processes, and increased the use of volunteers.
At the same time, however, our demand for service is higher—law enforcement call activity is up by
26% over the last three years. An increase in population without an increase in allocation has
resulted in a lower deputy-per-thousand ratio – decreasing the ratio to 2006 levels. We are doing
more with fewer resources. Because of budget constraints and the knowledge of the county’s budget
shortfall, we are forced to cut 17 deputy sheriff positions from our FY13-14 request.
We continue to face significant funding and personnel challenges. A grant that funds our
Community Sheriff’s Service Officer (SSO) program, which has funded 23 civilian positions, is
expiring. Anticipating the expiration of the SSO grant, we began planning in 2012 to recruit and
train volunteers to work as civilian Sheriff’s Service Officers. Our first group of 20 volunteer SSOs
took their Oath of Office on April 10th. They are being deployed into the field now and will help
with the workload, but we are still losing significant patrol hours and experience.
Because of increased bookings and increased inmate population at the county jail, we have been
forced to open a housing unit to hold the additional inmates, which requires 12 new positions. We
have included only 8 new detention deputy positions in the 2013-14 budget because we were able to
fund 4 positions with existing resources through an internal reorganization. Several years ago, we
closed a dorm and cut staffing because inmate population declined, but that trend reversed
dramatically in 2012. Our bookings increased by almost 1,000 inmates, and the subsequent daily
inmate population increased by 300 inmates. We are also seeing more hospital watches due to a
sicker jail population. Already in 2013, we have seen a 40% spike in the number of hospital
watches. The number of inmate transports has increased because of the increase in bookings and
overall inmate population.
Polk County Sheriff ’s Office
Agency at a Glance
The Polk County Sheriff’s Office is a full-service law
enforcement agency serving Polk County, Florida.
Polk County is the fourth largest county in the state
with approximately 2,010 total square miles and
the ninth most populated county with an estimated
population of 606,888 (BEBR, 2013). Polk County
is comprised of seventeen municipalities, the largest
being Lakeland, and is located in Central Florida, with
Tampa to the west and Orlando to the east.
and Bartow) and Polk County Emergency Medical
Services.
The Sheriff is presently delegated the responsibility,
by the Board of County Commissioners, for the
administration and daily operation of the Central
County Jail, South County Jail, Central Booking, the
transportation of inmates, and the housing of preadjudicated youth. The Sheriff is statutorily charged
with the responsibility for providing deputies to attend
The Sheriff is an independent constitutional officer the Polk County Board of County Commissioners’
and, by function, is constitutionally charged with the meetings.
Additionally, the Sheriff maintains
responsibility of providing primary law enforcement courthouse and courtroom security for all sessions of
services within Polk County. The agency also provides County and Circuit Courts within Polk County.
related law enforcement services to the entire county,
including: the delivery of court processes, service
of warrants, collection of seized firearms, service
response, assistance to municipal agencies, animal
control, crime prevention and education programs,
victim assistance services, and school crossing
guards.
The Sheriff administers directed patrol and
investigative responsibilities in a primary service area
consisting of specific geographic areas comprised of
two divisions and five districts.
The Polk County
Sheriff’s Office has contracted with six municipalities
to provide law enforcement services, as well as
four municipalities to provide police dispatching
services. In addition, the Polk County Sheriff’s Office
administers dispatching services for Polk County Fire
Services (except Lakeland, Lake Alfred,
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Sheriff Grady Judd
Chief of Staff
Office of
Communications
Office of
Professional
Compliance
Office of
Legal Affairs
Administrative
Investigations
Department of
Detention
Department of
Law Enforcement
Office of
Business Affairs
As of January 2013, the Sheriff’s Office had allocated 1,663 full-time positions, categorized as follows:
Sworn Positions:
Certified Positions:
Civilian Positions:
651*
347
665
The Office of the Sheriff and the functions of the Office of Communications, Office of Legal Affairs, Administrative
Investigations, and Office of Professional Compliance staffs 50 members.
The Department of Law Enforcement staffs 937 members.
The Department of Detention staffs 517 members.
The Office of Business Affairs staffs 159 members.
In addition, there are 249 part-time members and 3,196 active volunteers, bringing the total agency member count
to 5,108.
*Includes 8 sworn positions for Frostproof, 1 sworn position for Polk City, 11 sworn positions for Fort Meade, 11 sworn positions
for Mulberry, 10 sworn positions for Dundee, and 6 sworn positions for Eagle Lake.
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Members will protect the community by
proactively preventing crime and safely
detaining those arrested. Quality of life will
be improved through innovation, education,
teamwork, community partnerships, and
exceptional customer service.
We will
measure, benchmark, and create models to
ensure professional, efficient, quality service is
provided to those we serve.
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Strategic Plan
Purpose
A strategic plan with tangible goals, objectives, and quantifiable measurements steers our path
in making the agency’s vision a reality. The successful implementation of the plan also requires
a solid community foundation, with support from the stakeholders of the community, including
agency members and community partners and leaders. Although some law enforcement
agencies construct a strategic plan that may encompass the next two to five years, the Polk
County Sheriff’s Office acknowledges that factors and variables, whether internal or external,
can change throughout the year and can impact the progress and direction of the agency. In order
to stay ahead of such events and changes, PCSO develops annual goals and objectives, as well
as discusses the trends and important topics that the agency is facing. The purpose of the Polk
County Sheriff’s Office Strategic Plan 2013-2014 is to:
Establish the goals and objectives for the agency, as well as identify how these goals will be
accomplished;
Determine those factors, both internal and external, that may affect the outcome of the
agency’s goals;
Plan for the short-term and long-term success of the agency; and
Inform the citizens of Polk County about the quality and level of service they deserve and
can expect.
“Our goals can only be
reached through a vehicle
of a plan, in which we must
fervently believe, and upon
which we must vigorously
act. There is no other route
to success.”
- Stephen A. Brennan
Senior Staff Retreat, 2012
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Strategic Plan
Stakeholders
Senior Staff Retreat, 2012
Executive & Senior Staff: The agency’s Executive and Senior Staff provide the leadership,
guidance, and direction to ensure the strategic plan is formulated and implemented. In addition,
the Executive and Senior Staff provide clear and consistent communication of and adherence to
the agency’s vision, mission, values, and performance expectations.
Agency Members: The involvement of sworn, certified, and civilian members at all levels within
the Sheriff’s Office is paramount to the success of the strategic plan. Agency members provide
direction through SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses and
feedback within the various departments. Agency members are responsible for implementing
the plan on a daily basis.
Community Partners & Leaders: Development and implementation of the plan is dependent
upon participation with other government entities and organizations, including the Polk County
Board of County Commissioners, Polk Vision, and various Chamber of Commerce groups.
Additionally, the agency partners with community leaders across the county through other
means, including the Sheriff’s Advisory Council, Sheriff’s Leadership Council, and the Citizen’s
Assisted Patrol (CAP) Program.
As our community continues to grow, it is important that all stakeholders remain actively involved
in developing future goals and objectives for the foundation of the Polk County Sheriff’s Office
Strategic Plan. United as one team, we will be prepared to exceed the community’s expectations
of providing superior, cost-effective law enforcement and detention services.
“The Strategic Planning Process encompasses broad policy and direction
setting, internal and external assessments, attention to key stakeholders,
the identification of key issues, development of strategies to deal with each
issue, decision making, action, and continuous monitoring of results.”
- J. Bryson
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Strategic Planning Process
The following explains the various steps the Polk County Sheriff’s Office takes in our Strategic
Planning Process.
Step 1: SWOT
The strategic planning process begins with SWOT (Strengths, Weaknesses, Opportunities, and Threats)
analyses and meetings that are conducted biannually throughout the various departments. SWOT analyses
allow the agency to review the issues that the agency is currently facing and the strengths and opportunities
that can further enhance the agency in accomplishing its mission and goals. This information is gathered
and is an instrumental tool in the development of the agency’s goals and objectives, as well as the overall
strategic plan.
Step 2: Mid-Year Review
In July, the Strategic Planning Unit reviews the progress made toward the current agency goals and
objectives. This mid-year review is compiled into one document and distributed among Senior Staff for
their review and discussion amongst the various departments. The mid-year review analysis provides
agency staff with a better understanding of the implementation and evaluation of the agency’s goals and
objectives, thus far.
Step 3: Assess
Aside from the mid-year review, the Strategic Planning Unit gathers information throughout the year to
assess past strategic plans and the direction of the agency. This information is compiled, along with the
mid-year review and the various SWOT analyses, to assist in the Senior Staff Retreat.
Step 4: Retreat
A 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 Professional
Compliance. The objectives of the retreat are to discuss pertinent issues that are affecting the agency, as
well as develop preliminary agency goals and objectives. For the 2012 retreat, activities and discussions
took place which allowed the staff to not only become better familiar with the agency’s strategic plan but
also to discuss the future of the agency. This year’s theme focused on leadership in challenging times and
overcoming obstacles. In addition, participants participated in a budget exercise and worked to devise
strategies to do more with less resources.
Step 5: Develop
Based on the information obtained from the Senior Staff Retreat, the agency goals and objectives are
developed and submitted to Executive Staff for their review and approval. Ownership is assigned for each
goal in order to ensure that progress will be made in attaining all goals and objectives.
Step 6: Review
Once the agency goals and objectives and the strategic plan are developed, the document is provided
to Executive Staff for their review and approval. Comments, suggestions, and additional feedback are
presented and further discussion occurs to determine the best direction for the agency.
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Strategic Planning Process
Step 7: Final Plan
Once the agency goals and objectives, as well as the strategic plan itself, have been reviewed and
approved, the final plan is released for publication. The Board of County Commissioners receives the
yearly PCSO Strategic Plan, which includes the agency’s goals and objectives, the previous year’s goals
and objectives, and the proposed budget for the upcoming fiscal year. This information is provided to
the Board of County Commissioners by May 1st. The Strategic Plan and Budget can be accessed by the
public via the Sheriff’s Office website and agency members can also access these through the agency’s
Intranet site, Signal 14.
Step 8: Implement
Implementation is a crucial step in the planning process. In order for the agency to truly progress, the
strategies devised to achieve the goals and objectives must be employed. For the 2013 agency goals and
objectives, the Polk County Sheriff’s Office has instituted an ownership/accountability section to ensure
the appropriate members are taking the necessary actions to succeed in our goals.
Step 9: Monitor
As 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 have
been finalized and implemented. The status of these goals is discussed at pre-determined Senior Staff
meetings.
Step 10: Update
As noted previously, the Polk County Sheriff’s Office creates a yearly strategic plan to develop goals and
strategies in relation to issues that have emerged over the past year. While some of the topics may remain
the same, new areas of focus and/or concern may take shape and become a priority for the agency, its
members, and the citizens and communities they serve.
A strategic plan
with tangible
goals, objectives,
and quantifiable
measurement steers
our path in making the
agency’s vision a reality.
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PCSO Challenges & Opportunities
In order to fulfill its mission and provide the citizens of Polk County with the best possible service,
PCSO must overcome weaknesses and threats and take advantage of strengths and opportunities that
arise from factors in both its internal and external environment. In conducting the SWOT analysis
displayed below, which is based on information obtained through agency SWOT meetings, three
prominent themes emerged. These themes have been used to create the 2013 agency goals and
objectives that will be discussed and presented later in the strategic plan. The three themes include:
Public Safety, Professional Service, and Limited Resources.
PCSO has devised a number of strategies to address these themes throughout the year. If successful,
these strategies will allow PCSO to prosper in, not simply react to, the external and internal
environment in which it exists. The following pages will highlight the methods and tactics that
PCSO will employ to address public safety, professional service, and limited resources.
In addition to the aforementioned themes facing the agency, the following pages in the PCSO Strategic
Plan will highlight demographic information, trends, department goals, provide an evaluation of the
agency’s 2012 goals and objectives, and conclude with the agency’s goals and objectives for 2013.
Strengths
Teamwork
Leadership
Communication
Training & Education
Equipment & Technology
Benefits
Job Security
Take Home Vehicles
Hiring Standards and Process
PROCAP
Transfer and Promotional Opportunities
Opportunities
Education and Training Opportunities
Professional Certifications
Diversity of Hiring Pool
Grants
Community Relations
Multi-agency Teamwork
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INTERNAL
Weaknesses
Budget and the Economy
Stagnant Pay Scales
Loss of Experienced Members to Retirement
Loss of Experienced Members to Other Agencies
High Turnover
Personnel Shortages
Limited Overtime Funds
Aging Vehicles
Consistency
Loss of Grants
Morale
Succession Plan
EXTERNAL
Threats
Budget and the Economy
Fuel Costs
Florida Retirement System Issues
Vacancies/Personnel Shortages
Retirements
Agency Pay Compared to Other Agencies
Increase in Crime Due to Economic Factors
Loss of Grant Funding
Unfunded Mandates
Increased Population
Increased Inmate Population
Civil Lawsuits
Public Safety & Strategies
1. Public Safety
Public safety for the citizens of Polk County is the number one priority of the Polk County
Sheriff’s Office. As times have changed, so too have the methods in which criminal activities are
conducted. Through training, research, and education, the Polk County Sheriff’s Office looks to
utilize advanced technologies and innovative measures to hinder such criminal activity. In 2012,
total violent crime for the Sheriff’s primary service area decreased approximately 11.5% from
2011, and total non-violent crime for the Sheriff’s primary service area decreased an estimated
7.6% from 2011. Below are several strategies that the agency has implemented to ensure the
safety of the citizens of Polk County. Further strategies regarding crime and public safety for
2013 are listed in the agency’s goals and objectives.
Community Outreach
The Polk County Sheriff’s Office has an established record
of building and maintaining partnerships to improve our
quality of life in Polk County. Maintaining our investment
in collaborative partnerships (local, state, regional, and
federal) is a key element in providing quality services. We
believe that implementing a systems approach between the
Sheriff’s Office, the Board of County Commissioners, other
agencies, and the community will allow us to plan for the
needs of our growing county in a manner that is proactive,
rational, efficient, and comprehensive. Such an approach
will yield greater benefits at lower costs. Examples of our
collaborative partnerships include:
* Working with the Board of County Commissioners to
preserve and enhance our ability to provide a high level of
service to the citizens of Polk County;
* Partnering with public safety agencies in times of
emergency, whether routine or catastrophic;
* Participating in regional organizations, such as the Tampa Bay Regional Domestic Security
Task Force, and;
* Providing assistance, when requested through mutual aid agreements, to our neighboring
counties and cities.
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Community outreach, through the use of various media outlets, as well as through numerous
community programs, has the greatest potential to reduce and prevent crime. The agency uses
a variety of mediums to support our Proactive Community Attack on Problems (PROCAP)
philosophy. These include, but are not limited to the following:
Media Outreach:
* Interactive Media: The agency’s cyber substation
- www.polksheriff.org - provides links to crime
prevention tips, breaking news, and other important
items of community interest. The cyber “news room”
is updated with the latest breaking news information
and monthly newsletters that can be read on-line.
The agency also maintains Facebook, Twitter, and
Youtube accounts.
* Print Media: Crime Stoppers bulletins, news
releases, and crime prevention/safety brochures
are distributed on a regular basis to enhance public
awareness and safety.
* Broadcast Media: Polk Government TV is used to
broadcast public service announcements and crime
prevention messages. Public service programming
is also aired on local radio stations and Bright House
Cable.
* Sheriff’s News Network: an electronic
information display network that relays general
agency information and crime prevention messages
to agency customers via video monitors installed in
public access areas in PCSO facilities.
2012 Media Stats at a Glance
Facebook
Stories
Posted
575
Facebook
Users
Reached
4,361,700
Twitter
Tweets
Posted
1,625
Twitter
Followers
2,788
News
Releases Sent
Out
530
Crime
Stopper
Bulletins
Sent Out
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Crime Prevention / Neighborhood Watch
The Polk County Sheriff’s Office works to create an atmosphere of mutual cooperation and
trust where citizens and agency members work together to prevent crime. Neighborhood Watch
groups throughout the county work hand in hand with crime prevention specialists and deputies by
serving as the “eyes and ears” for law enforcement. Neighborhood Watch consists of community
volunteers, who, through special training learn how to detect criminal activity and ultimately
report their observations to law enforcement for further action.
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Public Safety Partnerships
In many parts of the nation, it is not uncommon
for a municipality to contract with a sheriff’s
office for law enforcement services. This can
become especially important if a municipality is
facing an uncertain financial future, yet desires to
retain or improve professional, cost-effective law
enforcement services within its jurisdiction. The
transition of policing services from a municipality
to a sheriff’s office can provide a municipality
the financial benefit of economies of scale.
The Polk County Sheriff’s Office (PCSO) works
hard to maintain a highly productive relationship
with each municipality and police department
to provide law enforcement services to the
citizens of Polk County. PCSO has entered
into contracts with six cities within the county
to provide law enforcement services, as well as
four cities within the county to provide police
dispatching services. Citing a savings to the
cities and providing municipal police services,
while keeping the hometown touch of the
police agency, was paramount in providing the
contracts. These contracts allow the cities to
receive the full resources of the Sheriff’s Office,
such as Crime Prevention, Crime Scene, Special
Investigations, Criminal Investigations, Special
Weapons And Tactics Team (SWAT), as well
as various specialty units, including the Crime
Suppression Teams, Aviation Unit, Canine Unit,
Marine/Environmental Unit, etc.
PCSO works closely with each of these
communities to provide a level of service that
reflects their individual needs. The citizens receive
the highest quality law enforcement services at
a cost significantly lower than maintaining their
own police department. PCSO currently provides
contract law enforcement services for Frostproof,
Polk City, Eagle Lake, Fort Meade, Dundee, and
Mulberry and dispatching services for the cities
of Davenport, Lake Wales, Auburndale, and
Winter Haven.
In addition, PCSO administers dispatching
services for Polk County Fire Services (except
Lakeland, Lake Alfred, and Bartow) and Polk
County Emergency Medical Services.
In September 2006, Frostproof City Council
members approved to contract with PCSO
for law enforcement services. The transition
was effective January 1, 2007, with a sergeant,
one school resource officer, six deputies, and
one administrative assistant providing law
enforcement services to this community of
approximately 3,000.
Polk City, with an estimated 1,600 residents,
disbanded its police department in the early
1990’s. Subsequently, the city hired off-duty
deputy sheriffs to patrol within the city limits. In
the latter part of 2006, the city sought to enhance
law enforcement services but wanted to avoid the
start-up costs associated with establishing its own
police department. Effective March 1, 2007, Polk
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City entered into a contract with PCSO for law
enforcement services that provided a sergeant
and five deputy sheriffs. Since then, the contract
has been modified to provide the city with one
sergeant.
Effective August 1, 2007, PCSO began providing
law enforcement services to the city of Eagle
Lake. Assigned to the area of approximately
2,300 residents are one sergeant and five deputy
sheriffs.
With a population of almost 5,600 residents,
the city of Fort Meade contracted with PCSO to
provide law enforcement services. The contract,
which went into effect January 1, 2008, provides
the city with one sergeant, one school resource
officer, nine deputies, and one secretary.
The Town of Dundee, with an estimated
population of 3,800 residents, contracted with
PCSO on October 1, 2008. The city is provided
with one sergeant, two school resource officers,
one detective, six deputies, and one secretary.
On November 30, 2009, the city of Mulberry,
with an estimated 3,800 residents, contracted
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with PCSO to provide law enforcement services.
The city is provided with a sergeant, two school
resource officers, eight deputy sheriffs, and one
secretary.
Four cities have contracted with PCSO to
provide police dispatching services. The city of
Davenport, with an estimated 3,000 residents,
contracted for services effective September 15,
2007, while the city of Lake Wales, with an
approximate population of 14,300, contracted for
services effective October 29, 2007. Two cities,
Winter Haven and Auburndale, contracted with
PCSO on October 1, 2008, and have a combined
estimated population of 48,200.
In August 2010, the construction of the Emergency
Communications Center was completed and the
merger of County Fire/EMS/9-1-1 was completed.
As stated previously, PCSO began dispatching
services for Polk County Fire Services (except
Lakeland, Lake Alfred, and Bartow) and Polk
County Medical Services. Approximately 140
members are assigned to the ECC, which is
located off Winter Lake Road in Winter Haven,
adjacent to the Sheriff’s Operation Center.
Professional Service & Strategies
2. Professional Service
The Polk County Sheriff’s Office strives to provide professional service to the citizens of Polk
County. In addition to the strategies
listed below, the Polk County Sheriff’s
Office organizes yearly customer service
training that is mandatory for all full-time
members. The agency also conducts
random monthly telephone surveys to
individuals who have contacted PCSO
for service. In 2012, approximately
97% of those individuals who contacted
the Sheriff’s Office and who agreed to
participate in a random survey were
satisfied with the service they received.
The following are just two of the
strategies that the Polk County Sheriff’s
Office employs on a continual basis to
ensure professional service.
Sheriff’s Advisory Council
Upon taking office in 2005, Sheriff Judd created a Sheriff’s Advisory Council, made up of
approximately 20 community members who serve a one-year term. Each year, a new council is
selected via an application process. Currently, a total of 144 community members are Alumni
Council members. The Council is intended to reflect the composition of our community.
Members have included business owners, realtors, laborers, attorneys, homemakers, educators,
NAACP representatives, and retired professionals. The purpose of the Sheriff’s Advisory
Council is to provide feedback to the Sheriff regarding matters affecting the functions of
the Sheriff’s Office, which are presented to the council during quarterly meetings. Through
exposure to the many and diverse facets of the agency, council members receive insight and
gain 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 and
support. 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.
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Accreditation
The Polk County Sheriff’s Office voluntarily participates in eight accreditation and inspection
processes to reinforce the agency’s commitment to meeting and exceeding standards of professional
excellence. Maintaining accreditation programs exemplifies the agency’s dedication to continued
professionalism by adhering to established standards that promote efficient use of resources and
enhance public service delivery. Each accreditation process requires an in-depth review of every
aspect 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 written
directive system;
* Systematically conducting a review and assessment of the agency’s policies and procedures, and
making necessary adjustments to ensure compliance with the accepted standards for each accreditation
program; and
* Proof of compliance with the standards as determined by an assessment team sent by each
accreditation commission to conduct an on-site review of the agency’s own policies, procedures and
practices.
The following highlight the agency’s eight accreditations.
Commission on Accreditation for Law Enforcement Agencies, Inc.
This accreditation program recognizes professional achievements for addressing
and complying with established standards developed by law enforcement
practitioners covering a wide range of up-to-date law enforcement topics.
Compliance with 463 standards is required for CALEA accreditation, the “gold
star” for law enforcement. The agency was initially accredited in 1994 and has
been successfully re-accredited every three years, receiving its most recent reaccreditation in November 2012. In addition to re-accreditation, the agency
also received an Award of Excellence due to its demonstrated excellence
in developing and implementing an accreditation program that promotes
and enhances public safety. The agency has also received a Certificate of
Meritorious Accreditation in recognition for having been CALEA accredited
for 15 continuous years.
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Commission for Florida Law Enforcement Accreditation, Inc.
Developed by the Florida Sheriffs Association and the Florida Police Chiefs
Association, this law enforcement accreditation process requires compliance
with professional standards designed specifically for Florida law enforcement
agencies. Since the Florida accreditation program recognizes those agencies
that are currently accredited by CALEA, the agency is only required to
comply with 85 standards for the CFA program. The agency was awarded
its initial accreditation in 1998 and subsequently re-accredited every three
years, with the most recent re-accreditation awarded in July 2010.
Florida Corrections Accreditation Commission, Inc.
This accreditation program addresses every aspect of the detention process:
admission, classification, housing, sanitation, food service, security, training,
and medical. The Florida Model Jail Standards provide the primary basis
for compliance with 242 accreditation standards. PCSO earned its initial
accreditation in 2000 and was most recently re-accredited in September 2012,
earning 100% compliance in both applicable mandatory standards and nonmandatory standards.
National Commission on Correctional Health Care
The NCCHC accreditation program provides standards to address the topics
of medical and mental health care in prisons, jails, and juvenile confinement
facilities. Compliance with 67 standards including the general areas of care
and treatment, health records, administration, personnel, and medical-legal
issues. The agency was initially accredited in 1985 and received its most
recent re-accreditation in 2012.
National Institute of Governmental Purchasing, Inc.
The Polk County Sheriff’s Office was the first law enforcement agency in the
nation to obtain NIGP accreditation. This accreditation program recognizes
those agencies that lead with the best practices in the public procurement
process. The agency’s compliance with a minimum of 100 out of 132
performance standards demonstrates quality, efficiency, and effectiveness in
government purchasing. In March 2011, the agency was awarded its third
consecutive NIGP accreditation since the initial accreditation awarded in
March 2002.
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Public Safety Communications Accreditation Program
This accreditation program for public safety agencies provides the best
professional requirements and practices for public safety communications.
This process requires compliance with 218 applicable standards as part of
the internal review and assessment of our public safety communications
functions. The agency was awarded its initial accreditation in 2002 and
was successfully re-accredited by the CALEA Commission in March
2011. The agency also received designation as a flagship agency for
excellence in three successive on-site assessments for its PSCA program.
The reaccreditation process will take place again in December of 2013.
Public Safety Training Academy Accreditation Program
This accreditation program requires criminal justice training academies
to 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 our agency, area law
enforcement agencies, and Polk State College, was the first community
college training academy in the nation to earn this accreditation. The agency
was awarded this accreditation in March 2007 and was re-accredited in
2013, at which time it received “Accreditation with Excellence.”
National Academy of Emergency Medical Dispatch
Agencies desiring recognition as an Accredited Center of Excellence are
required to complete a self-assessment study based on the 20 points of
accreditation requirements established by the academy. The academy’s
accreditation process and the associated Advanced Medical Priority
Dispatch Systems (MPDS) protocols are based on generally accepted
medical dispatch practice standards as published and promulgated by the
National Association of EMS Physicians (NAEMSP), the American Society
for Testing and Materials (ASTM), the American College of Emergency
Physicians (ACEP), the U.S. Department of Transportation (USDOT), the
National Institutes of Health (NIH), and the American Medical Association
(AMA), among others. The Emergency Communications Center was
initially accredited in 2010 and most recently re-accredited in 2013.
26
Resources & Strategies
3. Limited Resources
In these difficult economic times, PCSO has been faced with the challenge of doing more with
less. In order to accomplish this, the agency has devised various strategies throughout the years
to assist with the workload and serve as cost saving measures. Although the agency’s workload
indicators have increased overall, the availability of resources has diminished. Below are several
examples of workload indicators that have increased from 2011 to 2012.
Total Call Activity: 6.2% increase
Animal Control Calls Received: 11.0% increase
Offense/Incident Reports Processed: 11.5% increase
Public Records Requests (Legal): 446.1% increase
In order to cope with the resource gap, the agency has implemented a number of strategies to
assist with limited resources.
PCSO Volunteer Program
2012 Volunteer Stats at a Glance
Total CAP
Communities
56
CAP Volunteers
2,926
Non-CAP
Volunteers
270
Total Volunteers
3,196
Total Hours
Donated
135,052.25
Total Saved by
Volunteers
$1.1 million
The Polk County Sheriff’s Office strives to build
stronger and safer communities by utilizing
volunteers throughout the agency. Through the
use of volunteers and community support, PCSO
seeks to reduce crime and improve the quality of
life for citizens of Polk County while concurrently
saving tax dollars. The Polk County Sheriff’s
Office currently has nearly 3,200 volunteers
serving a variety of functions throughout the
agency such as Animal Control, Citizen’s Assisted
Patrol (CAP), Electronic Information Gathering
(EIG), Chaplaincy, and Special Operations. In
calendar year 2012, volunteers contributed an
estimated 135,052.25 hours of service, saving
PCSO approximately $1.1 million.
27
Fiscal Efficiencies
Sheriff Grady Judd remains steadfastly committed to streamlining operations and identifying economies
of scale and efficiency strategies, while ensuring the delivery of professional, effective services.
Managing a program and performance based budget system enhances the agency’s ability to properly
plan, monitor, and control expenditures. The benefits of this system are evidenced by the return of
$5.1 million in unspent funds to the Board of County Commissioners for fiscal year 2011-2012. 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.
Total money returned to BoCC
over the last eight fiscal years:
$ 51.7 Million
Cost Saving Measures
Establishing and maintaining programs to deliver effective law enforcement and detention services is a
continuous process within the agency. Achieving economies of scale and efficiencies by incorporating
best practices throughout the agency’s operations yield significant savings. The cost savings and
revenue enhancement measures employed by the Polk County Sheriff’s Office are outlined on the
following pages.
Inmate Work Program: The agency’s Inmate Work Program is
comprised of individuals sentenced to serve a certain number of days
in order to complete their sentence. The program has three primary
purposes: it allows an individual to pay their debt to society without
going to jail, allows an individual to maintain gainful employment so
they can support themselves and their families, and also eliminates the
expense to house these individuals in detention facilities. The program
costs are offset by fees collected from the inmates, who “pay to
participate.” The Inmate Work Program consists of two components: the weekend program for inmates who can only work Saturdays and Sundays and the weekday program
for those inmates who can work throughout the week. In addition to reducing jail population, thereby
preserving jail beds for high risk inmates, the program helps the Sheriff’s Office, Board of County
Commissioners, cities, and non-profit groups save money by providing free inmate labor to pick up
roadside litter, clean and maintain parks, and work on special projects.
28
Jail Inmate (Incarcerated) Labor: Inmate labor is used
extensively throughout the Polk County Sheriff’s Office to
supplement the agency’s operating and personnel costs. In jail
facilities, inmates perform many tasks, including meal preparation,
laundry, cleaning, light maintenance and repair, landscaping and
lawn maintenance, and other routine duties that would otherwise
have to be performed by paid personnel or contracted services.
Inmate trustees also work at agency facilities across the county
performing many of the same kinds of services they do in the jail
system, such as working at the agency fleet maintenance facility,
washing patrol cars, and performing work for the Board of County
Commissioners’ facilities and projects.
Inmate Medical Co-Payments: Since 1994, the Sheriff’s Office
has charged county jail inmates a co-payment for their medical
services, one of the first county jails to do so. Since the inception
of the program, $635,208 has been collected from inmates.
Inmate Initial Issue Fee: Initiated in 1996, this innovative
program charges a fee to inmates booked into the jail for hygiene
items such as toothpaste, combs, etc. Since the program’s
inception, $675,922 has been collected to help reduce the costs
of operating the county jails.
Inmate Underwear Fee: Beginning in August 2011, PCSO
stopped providing free underwear to male inmates. Prior to this
measure, inmates that were moved from booking to housing were
issued five free pairs of briefs. Currently, male inmates are able
to purchase Fruit of the Loom briefs for $2.54 or boxer shorts for
$4.48 per pair.
29
Administrative Fee Per Diem: Due to favorable court rulings, the
agency began charging inmates a per diem/inmate housing fee in
2003 in an attempt to recover costs incurred to process inmates. To
date the agency has collected $2,905,268 to help lower overall
costs.
Pre-adjudicated Youth: Beginning in October 2011, PCSO began
housing pre-adjudicated juveniles. The juveniles are housed
separately from all adult inmates and are provided with juvenilespecific programs for education, medical care, nutrition, behavior
management, and physical activites. In addition, the facility is
staffed by certified detention deputies and well qualified medical
professionals to ensure that all juveniles receive the appropriate
care. The facility undergoes annual inpections by both national
and state accreditation agencies, as well as by certified inspectors
for the Florida Model Jail Standards. In 2012, PCSO was able
to reduce the cost of housing juveniles by approximately $1.7
million when compared to the Department of Juvenile Justice
costs.
Inmate Telephone Fees: For fiscal year 2011-2012, the agency’s
inmate telephone fee system resulted in direct payment of
$1,203,340 to the Board of County Commissioners to help
subsidize the cost of law enforcement and detention services in
Polk County.
Subsistence Fees: On April 15, 2009, the Polk County Sheriff’s
Office instituted a new fee, referred to as a “subsistence fee,”
which is specifically authorized in F.S. 951.033. The fee is used
to subsidize the cost of incarcerating inmates - including costs and
services such as food, clothing, laundry, etc. The $2 subsistence
fee is assessed daily and collected through the inmate accounting
system.
Reserve Deputy Sheriffs and Civilian Volunteers: In fiscal year
2011-2012, Reserve Deputies served an estimated 5,831 hours with
the Sheriff’s Office, while Civilian Volunteers - a force multiplier
of nearly 3,200 strong - donated approximately 129,528 hours to a
number of programs, such as Citizen’s Assisted Patrol and Seniors
vs. Crime. These programs support the agency’s crime reduction
mission and help keep the county safe. Combined, the total
value of Reserve Deputy Sheriffs and Civilian Volunteers is a
conservatively estimated savings of $1.2 million.
30
Lowering Personnel Costs: The agency is recognized for its practice of optimizing the use of sworn and
certified employees to perform high risk law enforcement and detention duties - not support or technical jobs.
For administrative functions, the agency employs civilians in many positions that other agencies staff with
sworn and certified deputies, thus reducing personnel and operating costs significantly.
Privatization of Hospital Watches and Inmate Transportation: In 2013, PCSO contracted with G4S Secure
Solutions to assume control over local inmate transportation and the security of inmates admitted to local
hospitals. Prior to this contract, these time consuming tasks had been performed by certified detention deputies.
Privatizing these functions is not only more cost efficient, but allows PCSO members to reallocate their time.
Radio-Frequency Identification (RFID) Technology - In 2012, RFID technology was integrated into the
Department of Detention and the Property and Evidence Unit. The Department of Detention utilizes the
technology to track inmate movements, log cell and security checks, conduct headcounts, and monitor medication
administration, meals, and recreation. Similarly, the Property and Evidence Unit employs the system to track
and control inventory contained in the Property and Evidence Warehouse. The new measures streamline the
process, making it more efficient and accurate.
Other Revenues and Federal & State Grants: The agency monitors nearly $5.5 million in special revenues.
These revenues have been awarded to the agency through a proactive search for supplemental funding that
returns tax dollars to Polk County in the form of federal and state grants. This helps lessen the burden on local
taxpayers. These non-general fund revenues include grants and programs that fund law enforcement education,
soft body armor, sexual predator tracking, identity theft investigations, community oriented policing, inmate
substance abuse treatment, high intensity drug trafficking reduction, methamphetamine enforcement initiatives,
victims of crimes assistance, and an Internet Crimes Against Children Enforcement Unit.
Cost Savings Measures for
FY 2011 - 2012
$ 12 Million *
*estimate does not include: annual fuel savings, vehicle purchases, and grants/other revenues
31
32
33
TRENDS
County Population
POPULATION
According to the University of Florida’s Bureau of Business and Economic Research (BEBR), the population
of Polk County is estimated at 606,888 as of April 1, 2012, a 0.3% increase from 2011. Since 2000,
the population has increased approximately 25.4%. Polk County is ranked as the ninth most populated
county in Florida, behind Miami-Dade, Broward, Palm Beach, Hillsborough, Orange, Pinellas, Duval, and
Lee Counties. Like the State of Florida as a
whole, Polk County is experiencing a period of
immense growth, with all indicators suggesting
that this trend will continue The chart below
displays the population projections through the
year 2040 as according to BEBR. Even by
the most conservative estimates, the population
of Polk County is expected to increase by
approximately 12% by 2040.
Note: 2010 population figure is based on BEBR’s estimation at the time of printing for the 2011-2012 Strategic
Plan. The US Census figure published later that year was
602,095.
Low
Medium
High
2015
604,700
640,000
681,900
2020
629,600
698,900
769,500
2025
650,100
757,000
861,800
2030
665,200
812,900
957,200
2035
674,800
866,400
1,055,500
Source: PCSO, Strategic Planning Unit; University of Florida, BEBR, 2013
34
2040
679,600
918,100
1,157,200
County Demographics
Trends
Population
As Polk County’s population continues to steadily grow, the demographics of those within its borders
are projected to significantly change. According to the University of Florida’s Bureau of Business and
Economic Research (BEBR), in 2011, 64.0% of Polk County residents identified themselves as being non-Hispanic white, 14.3% as non-Hispanic black, 18.1% of Hispanic origin, and 3.5% identified
themselves as “other.” By 2040 this distribution is projected to shift, most notably in regards to those
of Hispanic origin. In 2040, the total number of Hispanics is expected to more than double, increasing from 109,723 in 2011 to 267,197 in 2040. From 2010 to 2040, the percent of the total population
identifed as Hispanic will increase from 18.1% to 29.1%.
Similarly, the age distribution of
Polk County’s residents is anticipated to change in the years
to come. From 2011 to 2040, the
percentage of all age groups are expected to decline, except for those
65 and older. From 2011 to 2040,
the percentage of the population 65
and older will increase from 18.2%
to 24.6%. PCSO is committed to
making the necessary changes to
respond to the transforming demographic landscape and to best
serve the residents of Polk County.
PCSO will monitor the impact of
the shifts and develop strategies to
respond as necessary.
Age Brackets are based on those provided by BEBR.
35
trends
POPULATION
Service Population
The “primary service area” population of the Polk County Sheriff’s Office has expanded over the past
several years, due in part to municipal partnerships. Initially, PCSO’s primary service area only included
the unincorporated portions of the county. However, because Hillcrest Heights, Highland Park, and Polk
City did not have a law enforcement agency of their own, PCSO’s primary service area expanded to
include 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 PCSO
to 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 encompasses
those areas of the county in which PCSO provides the primary law enforcement service. It is important to
note, however, that PCSO also statutorially provides various law enforcement related services county-wide
(i.e., service of warrants and court processes), even when there is no contractual relationship present.
The Polk County Sheriff’s Office’s primary service area through the end of the 2012 calendar year included:
unincorporated Polk County, Hillcrest Heights, Highland Park, and the municipal partners of Frostproof,
Polk City, Eagle Lake, Fort Meade, Dundee, and Mulberry. According to information derived from BEBR,
the population of the Sheriff’s primary service area was 398,796 in 2012, an increase of 871 individuals
from 2011 and an increase of approximately 31% since 2000. At the end of calendar year 2012, PCSO’s
primary 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 Strategic
Plan. The US Census figure published later that year was 396,100.
36
37
TRENDS
Law Enforcement
PCSO’s Department of Law Enforcement provides the
agency’s most visible service function, focusing on
preventing crime, maintaining order, and enforcing state
and local laws and ordinances. These responsibilities
are administered through public education, patrol
response, investigations, analysis, and other enforcement
activities.
The level of service (LOS) measure is one benchmark
used in comparison to the state average, other law
enforcement agencies, or in comparison to the agency
itself over time. Using LOS simply as a benchmark
provides limited information, representing only a
snapshot in time. Combining the LOS with workload and
performance measures, such as patrol staffing, PROCAP
(Proactive Community Attack on Problems) crime
analysis, and geographic patrol distribution, provides
the agency with a comprehensive approach to remain
proactive in our capital and resource planning, as well
as in our ability to provide effective law enforcement
services.
The agency’s established LOS does not account for
the services the agency provides outside of its primary
service area, such as assisting other agencies, emergency
response, traffic initiatives, service of warrants and court
processes, and back up support to other agencies countywide. The agency’s desired LOS is 1.7 deputy sheriffs
per 1,000 residents in the Sheriff’s unincorporated
service area, (excluding those deputies assigned to the
municipalities PCSO serves). In 2012, the LOS was 1.59
deputy sheriffs per 1,000 residents, which represents
a 0.11 deficit. To reach the desired LOS, the agency
would need approximately 40 more deputies.
The patrol allocation model recognized by the
International Association of Chiefs of Police is another
method of workload analysis. This method offers an
objective measure of activity based on the time to perform
patrol functions, as well as on the following parameters:
call data, response time, shift relief factor, time spent on
calls for service, as well as other duties performed by
deputies. Based on the parameters discussed, the patrol
allocation model indicated a deficit of 73 to 209 patrol
deputies to meet the service level demands
and desired proactive policing. However,
because this analysis was done in 2007,
it is projected that the deficit has since
increased and is even more significant than
originally estimated. Furthermore, 9 of the
38
Level of Service
32 positions funded by the COPS Hiring and Recovery
Program (CHRP) grant have reached maximum funding,
with 6 others scheduled to reach an end by May 2013.
An extension will be requested to extend funding for the
remaining 17 positions.
The staffing model will be updated as soon the agency
can obtain several years of data in the new Tiburon
system. To facilitate this, a special projects team has
been assembled and is currently refining data collection
methods.
Note: Population figures based on the beginning of the FY’s
estimated population. Population estimates only include
unincorporated Polk County, Hillcrest Heights, and Highland
Park for 2001 - 2012. The municipality of Polk City is
included for the years 2001 - 2006 due to no formal contract
in place or law enforcement entity. During these years, PCSO
remained the primary law enforcement service provider.
Call Activity
trends
lAW ENFORCEMENT
Law enforcement calls for service have long been a staple and source to quantify an agency’s workload. In
recent years, PCSO has used technological advances to more accurately track calls for service, giving the
agency a more thorough understanding of deputies’ actual workload. In 2009, PCSO celebrated its first
full calendar year of utilizing such advances. Effective October 1, 2008, the agency switched from their
internally developed computer-aided dispatch (CAD) system to one through Tiburon. With the aid of this
new technology, agency members were able to capture a wider range of data than ever before. In turn, the
availability 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 has
the label for such data. It is no longer referred to as “calls for service” but rather “total call activity.” The
table below depicts a breakdown of the agency’s total call activity for 2012, which is comprised of calls
for service, onviews, and other call activity. Calls for service indicates those calls generated by citizens
to which a deputy responded, while onviews refer to those proactive calls initiated by deputies. Other call
activity 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 the
most accurate and comprehensive information not only to the agency members, but also to the citizens of
Polk County. The team is comprised of members from the Department of Law Enforcement, Information
Technology Division, Telecommunications Section, and the Strategic Planning Unit.
Category
Calls for Service
Onviews
Other Call Activity
Total Call Activity
2011
159,497
152,752
11,758
324,007
2012
166,948
159,127
18,046
344,121
In the table above, calls for service, onviews, other call activity, and the total call activity for the contracted
cities are included in the total agency figures. Calls for service increased approximately 4.7% from 2011,
while onviews increased an estimated 4.2%. Overall, total call activity for the Polk County Sheriff’s Office
increased approximately 6.2% from 2011. *The graph to the left shows
a breakdown of the total call
activity by district.
These
figures are exclusive of contract
cities’ call activity.
39
trends
Animal Control Activity Law Enforcement
In addition to its law enforcement responsibilities, the Polk County Sheriff’s Office is also
responsible for responding to animal control requests from the public. Unlike the call activity
discussed in the prior section, these requests for service are handled by animal control officers
rather than sworn deputies. As such, they are tabulated separately from the agency’s call activity and considered an independent demand for service indicator. The number of animal control
requests increased by 7.5% from 2011 to 2012, and 16.7% from 2000 to 2012.
The Animal Control Section’s duties are to enforce Polk County’s animal control ordinances
regarding stray and dangerous animals, to prevent and control rabies occurrences, and to investigate animal cruelty. Animal control officers conduct animal attack investigations, animal
confiscations and quarantines, and provide rabies vaccinations. In addition, the Animal Control
Section provides public education, issues licenses, and oversees animal adoptions.
In 2012, the Animal Control Section conducted 2,521 animal cruelty investigations, issued 2,045
citations, completed 780 abandoned animal reports, and issued 35,850 licenses. Additionally,
they adopted out 2,591 animals and delivered presentations to 5,106 citizens.
Source: PCSO, Animal Control Section and Strategic Planning Unit, 2013
40
41
TRENDS
Crime Trends
PCSO Crime
PROCAP (Proactive Community Attack on Problems) is a philosophy that emphasizes crime data analysis,
community-oriented policing, and problem-oriented policing. Rather than simply reacting to crime, law
enforcement efforts are focused on the systematic collection and analysis of intelligence and statistical data to
determine where and when crime is occurring. In response, law enforcement presence is increased 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
contracts with 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 whether the municipalities and
their crime numbers and population
are included or excluded in the
agency’s total figure. As the Polk
County Sheriff’s Office is responsible
for the crime in these municipalities,
the crime figures that are displayed
in the following pages include those
cities that were contracted for the
entire calendar year. The following
highlights the cities that are included
for each year:
2007: Frostproof
2008: Frostproof, Eagle Lake, Fort Meade
2009: Frostproof, Eagle Lake, Fort Meade, Dundee
2010 to Present: 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, the
municipality entered into a formal contract with the PCSO in March 2007.
42
PCSO Crime
trends
Crime Trends
Crime Volume: In 2012, there were 9,894 total index crimes, an approximate 8.1% decrease from 2011.
Since 1997, however, the number of total index crimes is down approximately 48.4%. Total index crimes
include violent crimes (homicides, robberies, aggravated assault/battery, and forced sex offenses) and nonviolent crimes (burglaries, larcenies, and motor vehicle thefts).
Crime Rate: The crime rate remains at an all-time record low since 1971, when reliable crime statistics were
first recorded. Since 1997, the crime rate has been reduced from 6.68 to 2.48 in 2012, an estimated 62.9%
reduction. The graph above reflects the decline in the crime rate, which is the number of index crimes per
100 residents.
The following pages break down the crime volume and crime rate into violent and non-violent crimes and
map trends from 2000 to 2012.
Note: These figures include the municipalities as mentioned on the previous page.
Source: PCSO, Records Section
43
TRENDS
Violent Crimes
crime trends
'09 - '10: 13.03% decrease
'00 - '10: 21.06% decrease
The graph above reflects the agency’s violent crime trend since 2000 for unincorporated Polk County,
Hillcrest Heights, Highland Park, and those municipalities that were contracted for the entire calendar year.
A comparison of the short term trends for 2008-2012 was conducted and is reflected in the table below.
Overall, the agency’s violent crimes have decreased approximately 25% since 2008.
Violent
Crimes
Homicide
Robberies
Aggravated
Assault/
Battery
Forced Sex
Offenses
Total Violent
Crime
2008
2009
2010
2011
2012
26
252
1,079
16
195
1,090
12
202
938
12
185
955
19
154
849
164
203
156
136
118
-13.2%
-28.0%
1,521
1,504
1,308
1,288
1,140
-11.5%
-25.0%
Source: PCSO, Records Management Bureau and Strategic Planning Unit, 2013
44
% Change % Change
2011 - 2012 2008 - 2012
58.3%
-26.9%
-16.8%
-38.9%
-11.1%
-21.3%
Non-Violent Crimes
trends
crime trends
The graph above reflects the agency’s non-violent crime trend since 2000 for unincorporated Polk County,
Hillcrest Heights, Highland Park, and those municipalities that were contracted for the entire calendar
year. A comparison of the short term trends for 2008-2012 was conducted and is reflected in the table
below. Overall, the agency’s non-violent crimes have decreased approximately 22% since 2008.
NonViolent
Crimes
Burglaries
Larcenies
Motor
Vehicle
Thefts
Total NonViolent
Crimes
2008
2009
2010
2011
2012
% Change % Change
2011 - 2012 2008 - 2012
3,869
6,522
854
3,972
6,038
597
3,377
6,159
534
3,274
5,779
420
3,186
5,098
470
-2.7%
-11.8%
11.9%
-17.7%
-21.8%
-45.0%
11,245
10,607
10,070
9,473
8,754
-7.6%
-22.2%
Source: PCSO, Records Management Bureau and Strategic Planning Unit, 2013
45
TRENDS
Traffic
Traffic Crashes
The number of traffic crashes and the number of traffic fatalities in Polk County have increased dramatically since 2000. From 2000 to 2012, the number of traffic fatalities PCSO has investigated has
increased by 418%. Similarly, the number of traffic crashes investigated by PCSO has increased by
64% between 2000 to 2012. It appears, however, that the number of traffic crashes might be slowly
receding. In 2012, PCSO investigated 3% less crashes than in 2011.
PCSO and FDOT are working
diligently to decrease the number of crashes and fatalities. In
April 2012, the agency received
a $70,000 award from FDOT to
implement its “Operation ZEROImpaired Driving Enforcement
Program.” Utilizing grant funding, agency members will conduct high visibility, zero tolerance
enforcement operations with the
goal to reduce the number of impaired driving crashes, injuries,
and fatalities in the community.
Note: Prior to 2006, policy dictated that the majority of traffic fatalities were turned over to FHP for investigation. Therefore, many
fatalities that occurred prior to this time fell under FHP’s jurisdiction
and are not counted in PCSO’s numbers.
Source: PCSO, Traffic Unit and Strategic Planning Unit, 2013
46
47
TRENDS
Crime Trends
Gang Activity
According to the National Gang Intelligence Center
(NGIC), there are more than 33,000 gangs in the United
States and approximately 1.4 million active members.
Gangs are involved in a wide array of criminal activity,
including drug sales, firearms offenses, weapons
trafficking, home invasion robberies, and homicide.
What’s more, gangs are increasingly engaging in
non-traditional criminal activity (i.e., counterfeiting,
identity theft, and mortgage fraud) due to its lower
risk of detection and high profitability.
According to the Polk County Sheriff’s Office (PCSO)
Strategic Investigations and Analysis Section, there are
a total of 28 known national gangs and local “hybrid”
gangs within Polk County. Examples of national
gangs operating in Polk County are the Bloods, Crips,
SUR 13, and Norte 14. Hybrid gangs are locally born
gangs that may or may not show affiliation with major
national gangs, such as the Ratchet Boys, Crenshaw
Boys, Hood Boys, and Brick Boys. In 2012, the
Gang Unit conducted 11 gang suppression initiatives.
There were an estimated 390 PCSO gang-related
calls, a 21% increase from the 321 gang-related calls
in 2011 and an approximate 46% increase from the
268 gang-related calls in 2010.
Strategy
The Intelligence Unit consists of one sergeant and
five detectives which comprises the Gang and Vice
functions. They have implemented strategies to
combat gangs by utilizing the assistance from patrol
and COPS deputies in conducting suppression
initiatives throughout the county. Aside from the
Gang detectives and patrol deputies, the Department
of Detention has also implemented strategies to assist
in combating gangs and their criminal activity. When
inmates are booked into the jail, all
tattoos, with the exception of tattoos in
48
Key Issues
sensitive areas, are photographed and interfaced into
“Mug Search.” A log is submitted daily to the Bureau
of Special Investigations Gang detectives providing
information on visible tattoos that were taken in each
specific 24-hour period. The Inmate Work Program
continues to partner with local and regional entities
in the removal of gang-related “tagging” throughout
Polk County. As “tags” are reported, materials are
obtained and inmate labor is used to remove and/
or paint over the “tags.” In addition, PCSO has
developed an email address, graffiti@polksheriff.
org, where residents can report graffiti online.
PCSO was awarded a grant for the period of
September 2010 through January 2013, in the amount
of $250,000, from the Office of Juvenile Justice
and Delinquency Prevention. PCSO, through this
funding opportunity, will focus on the prevention and
intervention of those youth under the age of 18. One
detective position is funded by this grant to perform
its tasks, in addition to acting as the liaison for the
Sheriff’s Office with the Tampa Bay Area MultiAgency Gang Task Force (MAGTF), Florida Gang
Investigators Association, local Polk County law
enforcement intelligence groups and the Immigration
and Customs Enforcement (ICE).
The Polk County Sheriff’s Office and its partners aim
to keep the citizens of Polk County well informed
of the dangers associated with gangs. In 2012, the
Intelligence Unit and Gang detectives conducted
12 community presentations on gang awareness.
In addition, they offered seven Gang Identification
classes to PCSO members to ensure that they are
equipped to respond to the ever changing gang
problem.
Methamphetamine
According to the White House Office of Drug
Control Policy, the use of methamphetamine, a
Key Issues
trends
Crime Trends
A number of initiatives were conducted in 2012 to
combat meth-related crime. In May 2012, a joint
investigation involving PCSO, the Central Florida
High Intensity Drug Trafficking Areas (HIDTA) Task
Force, and the DEA, resulted in multiple federal
indictments by the US Attorney’s Office. Detectives
seized approximately 11 pounds of methamphetamine,
11 guns, and over $131,000 in cash. As a result of the
In 2012, the agency’s Bureau of Special Investigations’ investigation, 15 individuals with Polk County ties
Narcotics Section seized approximately 28,577 grams were federally charged and four were arrested on state
of methamphetamine. In addition, the High Intensity charges.
Drug Trafficking Area (HIDTA) Task Force made 302
meth-related arrests, comprised of 20 federal and 282 The PCSO currently operates two grants specifically
state arrests. Even with these accomplishments, the aimed at methamphetamine. The first COPS Initiative
Polk County Sheriff’s Office continues to vigorously runs from March 2009 through September 2013 in
battle methamphetamine related crime.
the amount of $250,000. In October 2010, the PCSO
accepted the second COPS Initiative in the amount
of $250,000, which covers the period of October
Strategy
2010 through December 2013. This federal funding
Detectives from the Bureau of Special Investigations covers overtime, equipment, and training, and enables
work closely with the Drug Enforcement Administration the PCSO to make a dedicated effort to combat the
(DEA), Immigrations and Customs Enforcement distribution and use of methamphetamine in Polk
(ICE), and the Bureau of Alcohol, Tobacco, Firearms County.
central nervous system stimulant often referred to by
its street names, such as speed, ice, or crystal, has been
a persistent problem for law enforcement agencies
across the United States. It is cheap, addictive, and
was traditionally developed in clandestine laboratories
often located in remote areas, but is now often made by
individuals through a portable one-pot method.
and Explosives (ATF) to target individuals selling
methamphetamine and running drug trafficking
organizations. When appropriate, PCSO pursues
federal prosecution of these individuals through the
U.S. Attorney’s Office. The Narcotics Investigations
Section has three (3) detectives assigned to the Drug
Enforcement Administration Tampa District Office.
Two of the three Task Force Agents at DEA are
committed to a group that’s primary mission is to
investigate methamphetamine trafficking organizations.
Furthermore, the Narcotics Investigations Section has
also placed a detective in the U.S. Marshal’s Fugitive
Apprehension Squad in Tampa, Florida. This Task
Force helps track and arrest any fugitives in these
complex federal and state investigations.
Marijuana - Grow Houses
According to a 2011 report released by the U.S.
Department of Justice’s National Drug Intelligence
Center, eradication of marijuana plants from both
indoor and outdoor grow sites in the United States
has increased by 145% since 2004. What’s more,
the Florida Office of Agricultural Law Enforcement
reported that 961 indoor and outdoor grow sites
were dismantled in Florida in 2011, resulting in the
eradication of 46,605 marijuana plants, 846 arrests, and
the forfeiture of $1,334,944 in assets. In 2012, PCSO
seized approximately 208,084 grams of cannabis, 957
cannabis plants, and dismantled 15 grow houses.
49
TRENDS
Crime Trends
Key Issues
Strategy
Internet Crimes
The agency will continue its efforts to detect and
dismantle grow houses. Key to the investigation of
these operations is our continued participation in the
High Intensity Drug Trafficking Area (HIDTA) Task
Force. Our investigative efforts are aided by keeping
the public informed in recognizing and reporting any
illegal or suspicious activity. Legislative proposals
aimed at increasing the penalties for grow house
operators supplement the agency’s enforcement efforts
to rid neighborhoods of the threats imposed by these
operations. On June 17, 2008, former Attorney
General Bill McCollum announced that the Marijuana
Grow House Eradication Act had been signed into
law. Effective July 1, 2008, this law made it a seconddegree felony to grow 25 or more plants, as well as a
first-degree felony for those individuals who grow 25
or more plants in a home with a child present. This law
also made it a third-degree felony for those individuals
who own a house for the purpose of cultivating,
packaging, and distributing marijuana.
The computer technology era ushered in the capabilities
to enrich our lives at work, school, and home. It has
provided unparalleled recreational and educational
opportunities to people all over the world. Unfortunately,
it has also given criminals another venue to conduct
their illicit behavior, specifically when their desired
victims are children.
In 2012, the agency’s Computer Crimes Unit conducted
several operations in conjunction with federal, state,
and local agencies, to investigate and prosecute those
victimizing our children via the Internet. In one
such investigation, PCSO detectives worked with
the Wisconsin Department of Justice to arrest Devin
Kenneth Moon, a Polk County resident, for soliciting a
13-year-old girl online. Detectives learned that Moon
had sexually explicit conversations with the girl and
planned to kidnap her from Wisconsin and bring her back
to Florida. Moon was charged with Traveling to Meet
a Minor (Attempted), Lewd or Lascivious Conduct,
Possession of Child Pornography, Interference with
Custody, Use of Computer Service to Seduce Solicit
Entice, Distributing Obscene Material to a Minor, and
Use of Two-Way Communication Device to Facilitate
a Felony. In all, PCSO detectives have arrested 332
suspects in various undercover stings conducted by
PCSO since 2006. Due to its reputation for taking
an active lead in investigations, PCSO is the Central
Florida Internet Crimes Against Children (ICAC) Task
Force Coordinator.
Strategy
PCSO is dedicated to predator/offender management
and community safety through its purchase of the
Offender Watch software program. The program is a
database for sexual predator/offender information and
a tool for the community to access data about sexual
predator/offenders in the area. Citizens throughout
the community may access this program through the
50
trends
Key Issues
agency’s website and voluntarily be notified through
email of a predator/offender moving within one mile of
their given address. Authorized agency members can
access the database of information from any agency
computer, thus reducing the time frame it is dispersed
to investigating personnel during criminal or suspicious
incidents. The agency also has continued its distribution
of “Computer Cop” software program. This software
may be loaded onto any computer and will scan the
computer for offensive or inappropriate material. The
disk also contains safety tips and instructions and is
offered free to citizens by the agency. In 2012, PCSO
distributed 369 copies of the program. In addition,
PCSO has launched a Facebook account. The goal of
this account is twofold; first, it is a reminder to those
who visit how important it is to practice safe online
activity; and second, it will remind online predators that
Polk County’s children have included PCSO on their
“friend list.” As of March 2013, PCSO’s Facebook
page has over 32,000 followers and continues to grow
in popularity.
In July 2010, the agency was initially awarded grant
funding in the amount of $380,287 to expand its efforts
in combating internet crimes against children. It funded
a detective to serve as the coordinator for the newly
established Central Florida Internet Crimes Against
Children (ICAC) Task Force. The funds were also
used to obtain equipment and training specific to the
needs of the Task Force. In 2011 and 2012, the agency
received a total of $759,994 in ICAC grant funding
to continue the Task Force’s efforts. The Task Force
also continues to receive funding from a previous 2009
Recovery Act grant in the amount of $837,551. This
funding provided the Task Force with six additional
persons to investigate internet crimes against children.
Prescription Drug Abuse
Crime Trends
time, one-third did so using a prescription drug for a
non-medical purpose. Much of this stems from the
fact that prescription drugs are often readily accessible
at home and many, especially teens, believe they are
safer than other types of drugs. Of those that reported
using prescription drugs non-medically, 88% reported
obtaining them from a doctor, friend. or relative. Only
a very small minority obtained the drugs from a drug
dealer or other stranger.
Strategy
PCSO continues to focus its efforts on identifying
and apprehending doctors and pharmacists who
overprescribe and dispense prescription drugs in excess
of acceptable medical standards. Detectives also
continue to utilize the Prescription Drug Monitoring
Program, a statewide prescription drug database used
to identify individuals who have obtained separate
pain medication prescriptions from multiple doctors
in a short period of time. The Bureau of Special
Investigations has established a unit solely dedicated
to capturing individuals engaged in this type of “doctor
shopping.”
Working in cooperation with the Florida Department
of Law Enforcement (FDLE), the Attorney General’s
Office of Statewide Prosecution, and the Florida
Department of Health (DOH), PCSO has conducted
a series of initiatives throughout 2012 intended to
stop individuals from illegally obtaining and abusing
prescription drugs.
In one such investigation, 25
arrest warrants were issued after PCSO deputies
discovered a pill mill operation in which suspects
were being paid to obtain fraudulent prescriptions in
exchange for cash payment. Initiatives such as this
send a clear message that PCSO will not tolerate
those who work to put dangerous drugs on the street.
According to the Office of National Drug Control Policy,
prescription drugs are the second-most abused category
of drugs in the United States, second only to marijuana.
The National Survey on Drug Use and Health reports
that of those 12 and older who used drugs for the first
51
Department of Law ENforcement Goals
The following section outlines the Department of Law Enforcement’s goals and objectives for 2013.
GOAL 1: Improve Detective Training and Evaluation Program (DTEP)
1.1 Implement changes to improve the effectiveness of the Detective Training and Evaluation Program in the classroom.
1.2 Maintain a review board to oversee the Detective Training Instructors and the Detective Training and Evaluation Program. This board will be responsible for keeping the
DTI’s and DTEP current as it relates to policies and procedures.
1.3 Train all Detective Training Instructors on the updated Detective Training and
Evaluation Program. Implement DTEP when all changes and training have been
completed.
GOAL 2: Create an electronic database of businesses known to have either exterior
and/or interior video recording on premises.
2.1 Establish teams consisting of COPS deputies and Crime Prevention Specialists to
canvass businesses within each sector.
2.2 Create a form for utilization to collect information from businesses regarding their
video capturing systems for entering into the agency’s electronic database.
2.3 Collect data regarding each business that is willing to be entered into the agency’s
electronic database.
2.4 Partner with the Information Technology Division for the creation of an electronic
database accessible from the Signal 14 page.
2.5 Educate the deputies about the existence of the electronic database and train them to
provide information for continuously updating with additional businesses and establishing
a position responsible for the entering of the data.
52
Department of Law Enforcement Goals
GOAL 3: Implement the suggestions from the Special Project Team regarding
distracted driving.
3.1 Enhance members’ awareness of causes of distracted driving through the use of
educational pamphlets and other available material.
3.2 Create informational videos for continuous play on the Sheriff’s News Network and
for roll call training.
3.3
Produce distracted driving posters for display in agency facilities.
3.4 Ensure emergency equipment controls are installed in locations that do not cause
driver distraction.
GOAL 4: Implement Next Generation Integrated (NGI) Facial Recognition,
Universal Facial Workstation (UFW) segment, Increment # 4 of the Biometric
Identification System. This will allow the agency to have full access to FDLE’s Facial
Recognition database thus expanding our capabilities with this investigative tool.
Facial Recognition can also be used to screen inmates to verify if they have a previous
record. We have already implemented the Universal Latent Workstation (ULW)
portion of the Biometric Identification System.
4.1 Coordinate with FDLE and the FBI to obtain all necessary software required to
support the device.
4.2 Coordinate with BCI to identify the most strategic location for the workstation to
ensure maximum effectiveness.
4.3
Eliminate training duplication and improve operator proficiency.
53
Department of law Enforcement Goals
GOAL 5: Continue promoting on-line Animal Control Pet Licensing Program
5.1 Increase awareness of on-line Animal Control Pet Licensing Program through
public service announcements, citizen education, and communication with Polk County
veterinarians and other Animal Welfare providers.
5.2 Communicate with veterinarian offices to ensure compliance with reporting
requirements set forth in Polk County Animal Control Ordinance 10-001.
5.3
54
Ensure timely data entry of vaccination certificates.
55
Inmate Population
trends
Detention
PCSO operates two detention facilities: Central County Jail and South County Jail. The Central County Jail
has a design capacity for 800 inmates, and the South County Jail has a design capacity for 1,776 inmates.
The jail facilities house a varied population of persons who are pre-trial detainees, convicted inmates who
may be awaiting sentencing or transport to state prison, or those sentenced to serve a jail term of 365 days
or less. The jails are used as holding facilities for persons who have violated conditions of their parole or
probation and are pending disposition of a disciplinary hearing. Jails also serve as housing facilities for
persons who are pending transfer to another county or state, or being detained for another local, state, or
federal law enforcement agency.
The average inmate population for the Central and South County Jails in 2012 was 2,407, with the average
inmate population at the Central County Jail being 605 and and the South County Jail being 1,802. The
inmate population fluctuates on a daily basis, due to factors such as arrestee bookings and releases, and
inmate transfers to state prison.
Note: Polk County Inmate Work Camp averages are included in the 2008 and 2009 figures. The average work
camp inmate population in 2008 was 6 inmates and 26 inmates for 2009. Also, beginning in
October 2011, preadjudicated youth housed in the Central County Jail are included in the averages.
56
TRENDS
Detention
Jail Bookings
The Department of Detention’s Central Booking Facility is the processing facility for arrests made within
Polk County by PCSO, area law enforcement agencies, local police departments, state agencies, courts,
bondsmen, and others with authorized arrest powers. The booking process for each arrestee includes
property intake, medical screening, fingerprinting, photographing, and classification. The Department of
Detention processed a total of 32,443 arrestees in 2012, an increase of approximately 6.9% from 2011,
and an increase of 21.3% from 2000. Of the 32,443 bookings for 2012, 66% were attributed to arrests
made by PCSO.
Based on an average annual growth rate for
the past twelve years of 1.7%, the number of
jail bookings may reach 34,118 by 2015 and
38,372 by 2022.
Source: PCSO, Department of Detention and Strategic Planning Unit,
2013
57
PCSO Bookings
trends
Detention
In 2012, bookings made by PCSO deputies totaled 21,449, which comprised 66% of all bookings
at the Polk County Jail. This is an estimated 4.4% increase from 2011 and an approximate 40.3%
increase from 2000. Much of this increase can be attributed to the addition of the PCSO’s six contract
cities beginning in 2007.*
Based on an average annual
growth rate for the past twelve
years of approximately 3.25%,
the number of jail bookings
by PCSO deputies may reach
23,607 by 2015 and 29,525
by 2022.
*PCSO began providing law
enforcement services to the six
contract cities on the following
dates: Frostproof (1/1/07);
Polk City (3/1/07); Eagle Lake
(8/1/07); Ft. Meade (1/1/08);
Dundee (10/1/08); and Mulberry
(11/30/09).
Source: PCSO, Department of Detention and Strategic Planning Unit, 2013
58
TRENDS
Detention
Detention Strategies
There are many factors that influence the average daily inmate population in the jail. Recidivism, stricter
sentencing guidelines, court-imposed mandates, diversionary programs, and re-entry programs are some factors
that will impact the inmate population in the future. The Department of Detention has implemented various
strategies aimed at managing the inmate population, while still maintaining the safety and security needs of the
staff, inmate population, and the public.
Public Safety Coordinating Council – The Sheriff, in a continued partnership with the Public Safety
Coordinating Council, will research alternatives to manage the jail population and formulate recommendations
to limit jail overcrowding while maintaining public safety.
A program established by the Public Safety Coordinating Council and administered by County Probation is
the implementation of passive electronic monitoring of qualified inmates released from jail, but required to
remain under supervision. The program is proving effective in getting individuals through their court-ordered
probation requirements. According to County Probation, from December 2005 through September 2012, the
1,809 adult offenders monitored by the program have collectively avoided 110,034 days in jail.
Inmate Work Program – The Inmate Work Program is comprised of individuals who have been sentenced by
the 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 include
weekdays. The program operates at no cost to the taxpayers because program fees are collected from the
inmates. The program also eliminates taxpayers’ expense by providing an alternative to incarceration rather
than to house these inmates in detention facilities and incur daily subsistence costs. The program annually
provides thousands of hours of free labor to partnerships throughout Polk County to assist in beautification and
maintenance projects for county and city facilities, schools, and parks.
Faith-Based Initiatives – PCSO’s faith-based initiatives are designed to reduce recidivism, which helps
manage the jail population by reducing re-entry into the jail system. The initiative is a holistic approach to life
change through 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
voluntary partnerships between inmates and the faith-based communities, inmates may positively redirect their
lives upon release, reducing the likelihood of recommitting crimes. The faith-based initiative program is a
voluntary program for qualified inmates who apply to participate. These initiatives are provided at no cost
to the taxpayers by volunteers in the faith-based communities.
Inmate Educational Program - Beginning August 2012, PCSO launched its “Keys to Staying Out of Jail”
inmate educational program. The program’s purpose is to provide inmates with practical and academic
education focused on improving their quality of life and helping them become productive, crime-free citizens
of the community. The two main components of the program are television programming and classroom
training. Television programming runs from 6:00 a.m. to 11:00 p.m. in the day room areas of the jail and
covers topics such as math, science, reading, writing, social studies, and health education. Classroom training
is taught by volunteers and includes topics such as CPR instruction, GED preparation, and job skills training.
59
Detention Strategies
trends
Detention
The educational program is funded by the Inmate Welfare Fund and the State Attorney’s Office drug education
and crime prevention fund. There is no cost to taxpayers for this program.
Inmate Mental Health – Individuals suffering from mental illnesses many times end up in jail due to inadequate
mental health care in the community. One approach to address this problem is our participation in the establishment
of a Mental Health Court to divert mentally ill persons from jail to the appropriate mental health care treatment
and facilities. Our partnership with community health centers, such as Peace River Center, works to find the best
treatment for an offender with a mental illness. Crisis Intervention Team (CIT) training improves the CIT-trained
deputies’ awareness of how mental illness affects behavior and better equips deputies to deal with persons with
mental illness. In addition, there is a Special Needs Unit (SNU), which is a unit designed to house inmates that
have severe mental health issues. The inmates in SNU receive monitoring by the Mental Health Director (SNU
Coordinator) and a psychiatrist. The MHD monitors compliance 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 detention
facilities 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 initiative
is geared to reduce recidivism through teaching and counseling about the effective management of drug and
alcohol issues and anger management.
Direct Supervision Jail Management – The South County Jail expansion consists of 768 beds that are managed
by a Direct Supervision philosophy. The concept of Direct Supervision is a practice whereby inmates are housed
in pods around a common day area or multipurpose room. A detention deputy is assigned to supervise inmates
in the pod on a 24/7 basis. During 2007, two detention supervisors attended the National Direct Supervision
Symposium in preparation for the application of this practice. All staff assigned to Direct Supervision areas are
thoroughly trained.
Expand Inmate Intake Area – The Polk County BoCC has contracted with Heery International to conduct a
space analysis study of the Polk County Courthouse and the Lawrence W. Crow Building. The study will address
the need for expansion of the intake area and administrative offices. The project is currently in its early stages
and implementation of the resulting recommendations will commence upon its completion.
Radio Frequency Identification (RFID) – In 2012, PCSO implemented an RFID inmate tracking system
that utilizes radio frequency technology to monitor inmate movements. The system tracks and logs cell and
security checks, headcounts, medication administration, meals, and recreation. As a result of its implementation,
all manual documentation and paper logs were discontinued, making the process more accurate and less time
consuming for Detention members.
Hospital Watch and Inmate Transportation Privatization - In October 2012, G4S Secure Solutions was
contracted to assume local inmate transportation related to court appearances and inter-facility movement, as
well as security of inmates admitted to local hospitals. The measure is not only more cost efficient, but will also
free up Detention members to focus their attention on other tasks.
60
trends
Detention
Pre-adjudicated Juveniles
In 2011, counties were granted the authority to operate their own juvenile detention centers, independent
from the Florida Department of Juvenile Justice (DJJ), with the passage of SB 2112. In October of that
year, PCSO began housing pre-adjudicated juveniles in the Polk County Juvenile Detention Facility in
East Bartow. Prior to this, pre-adjudicated juveniles had been housed in the Polk County Juvenile Detention Center operated by the DJJ. The switch has been a benefit to Polk County both in terms of cost and
in quality of service.
Cost
Before PCSO assumed control of housing pre-adjudicated juveniles, Polk County paid approximately
$3.2 million annually to the DJJ for its services. This averaged to nearly $237.00 per juvenile per day,
which was projected by DJJ to increase to $350.26 in 2011-2012. PCSO has been successful in reducing
this by almost half. Because PCSO can operate its juvenile detention facility without unnecessary, duplicative bureaucratic oversight and overhead from DJJ, PCSO saved Polk County $1.7 million in FY 2012.
What’s more, PCSO reduces cost by utilizing its existing buildings, procedures, management, support
functions, and processes already in place at Polk County jail facilities.
Quality of Service
As well as being a more cost-efficient option,
PCSO provides an exceptional quality of service. Due to their extensive training, development, and education, PCSO Detention Deputies are especially well equipped to care for and
control pre-adjudicated juveniles. A Detention
Deputy working in a juvenile custody area will
have a minimum of 832 hours of initial training,
in addition to 39 hours of annual retraining each
additional year employed, mandatory FDLE retraining, and any other optional training he or she
completes. In comparison, a DJJ Detention Officer only receives 240 total hours of training.
There is no interaction between juveniles housed
at the Juvenile Detention Facility and adult inmates. All juveniles are kept away from adult
inmates by sight, sound, and during transportation. Every effort is made to ensure that juveniles’ time
spent at the Juvenile Detention Facility is not only safe, but also productive. Juveniles also attend educational classes taught by educational professionals from the Polk County School Board.
61
Department of Detention goals
Goal 1: Expansion of Central Booking
There is a need to expand the current intake area at Central Booking. The volume of
inmates processed through Central Booking along with the services required, far exceeds
the capacity of the existing structure. An expansion of the Central Booking area would
enhance the operation by providing essential customer service needs, improve staff and
inmate safety, and provide adequate space to accommodate the required functions of the
booking area.
Another very important point of this needed expansion is to relocate the number of people
that accumulate outside of the Central Booking sally port waiting on inmates to be released
or to conduct business with Central Booking. The large number of people is a concern that
the agency shares as a whole, and their safety and well-being is of the utmost importance.
Preliminary assessments and cost estimates were obtained in 2007 and funds were not
available to proceed. Construction drawings were purchased in FY08/09. The continuation
and completion of this project is requested for FY 12-13.
1.1: Work with the BOCC in providing vital data and focus group information relating to
the Courthouse Space Analysis study that will address the needs of the existing operations
in the Lawrence W. Crow Building along with the expansion of the existing courthouse.
1.2: Review the recommendations and design concepts submitted by the study group and
determine the operational functionality of the proposed design and assist in making any
necessary changes required.
1.3: Determine renovation costs.
1.4: Identify a funding source to cover the renovation costs.
1.5: Proceed with renovations and obtain vendors for ancillary services related to the
expansion such as inmate kiosks, data access points, and ATM machines.
62
Goal 2: Funding and Costs
Continue to evaluate current expenditures, identify new cost saving opportunities, and
explore potential reductions in labor and operational costs in preparation for potential
funding deficits at the local, state, and federal level.
2.1: Examine all potential requests for expenditures and determine the actual need for the
items requested.
2.2: Analyze current processes which could potentially yield opportunities for cost
savings.
2.3: Examine partnerships and potential delegation of responsibilities through privatization
to outside vendors which could potentially reduce labor and operational costs.
Goal 3: Tiburon Corrections Management System
Implement and train members on the Tiburon Corrections Management System (CMS),
along with the various third party applications that will be associated with the new CMS
software.
3.1: Complete the Business Practices Review (BPR) to establish parameters for the
various items required by the CMS and all third party software solutions.
3.2: Ensure data tables are completed as required in preparation for the CMS install.
3.3: Train all Detention members on the use of the Tiburon CMS software package and
all additional third party solutions that will be attached.
3.4: Implement the Tiburon CMS system and integrate it with the Video Visitation,
Guardian RFID, and TIPS throughout the Department of Detention.
3.5: Evaluate all implemented processes to ensure that a high level of efficiency and
customer service is maintained and that data is accurately being recorded.
63
Goal 4: Central and South County Jails Facility Improvements
4.1: Complete renovations of the Central County Jail including the window replacements,
and maintenance and security upgrades. The original renovations to Central County Jail
Buildings 1, 2, 3, 4, and 5 included interior and exterior window replacements, plumbing
upgrades, and the addition of video cameras in the juvenile cells as well as all isolation
cells. This project was to be completed in calendar year 2012, but due to installation issues
with the exterior windows is projected to be completed in the first part of 2013.
4.2: Continue with the replacement of metal bunks and relocation of towel hooks.
The current temporary bunks located inside the sleeping cells are constructed in a way
that allows the inmates to disassemble them. New bunks are being installed as funds are
available. In addition, when the bunks are replaced, the towel hooks will be relocated to
the metal wall in each cell and removed from the concrete wall to prevent removal of the hooks by the inmates. This project is scheduled to be ongoing as funding is available for
the purchase of additional bunks.
4.3: Make use of available resources to improve utilization of existing facilities in order
to improve inmate and detention deputy safety.
Increasing the number of dorms being staffed will allow the transfer of inmates currently
housed in the dayrooms to cells. Having inmates in the dayrooms reduces security and
makes it difficult to maintain keep separates located on the top and bottom tier of the same
dorm.
Goal 5: Continuation of housing pre-adjudicated youth, in accordance with inspections and accreditation processes, continuation of a sound behavioral management
system, and search for additional savings.
5.1: To ensure pre-adjudicated housing units meet all inspectional processes and accreditation standards.
64
The Central County Jail Commander will keep up to date on all legislative changes or rules regarding the housing of pre-adjudicated youth at the Central County Jail. Policies and procedures will
be reviewed to ensure compliance. In addition, all inspectional processes and mandates will be
reviewed and provisions made to accommodate the changes.
5.2: To ensure the delivery of professional and quality supervision of all youth housed within the
Central County Jail.
All detention deputies assigned to the juvenile detention housing areas shall, at a minimum, complete a forty-hour juvenile offender supervision course, in addition to the entry-level training requirements of a certified detention deputy. Supervisors shall regularly patrol housing areas and
review recorded video footage of the housing areas for quality control. The Central County Jail
Commander, or designee, shall meet with representatives assigned to juvenile housing areas to
discuss activities and issues regarding the juvenile housing areas.
5.3: To continuously utilize a rewards system designed to compensate good behavior and apply
consequential loss of rewards for poor behavior.
The juvenile housing areas will utilize a daily and weekly points-based system to determine which
youth have earned privileges and rewards for positive behavior while detained. Behaviors, both
positive and negative, will be documented with consequences/rewards noted by detention deputies.
5.4: To ensure the most efficient operations of the pre-adjudicated youth housing, operations will
be reviewed and measured to determine if additional savings can be obtained.
Quarterly inspections of processes based upon compiled data will be conducted to ensure the most
efficient use of manpower and operations. Each quarter more data will be collected and compared
to previous data to develop a baseline of operations. In addition, internal audits will be conducted
to compare with previous quarters.
65
trends
Office of Business Affairs
Key Issues
The Office of Business Affairs (OBA) is comprised of the Business Service Division, Fiscal Services Division, Human Resources Division, and Information Technology Division. The following is a list of key issues
facing OBA that were identified at the Senior Staff Retreat and during other meetings throughout 2012.
Tiburon: When fully operational, Tiburon integrated software will provide a comprehensive
system for computer aided dispatch (CAD), records management, and corrections management. Tiburon will streamline dispatch, data
entry, record retrieval and analysis, and information sharing with other law enforcement agencies. In 2012, the Information Technology Division (IT) made significant progress in attaining
full implementation. Members of IT’s Application Management Section (AMS) worked closely
with law enforcement, the Records Management
Bureau, Property and Evidence, and participating cities to ensure the software met the needs of
each group. As a result, PCSO and other county
policing agencies have easy access to the information they need to keep the citizens of Polk
County safe. In 2013, IT will continue to make
strides to implement and improve upon Tiburon.
Recruiting and Retention: The Human Resources Division (HR) is constantly seeking new and innovative strategies to recruit and retain the most qualified and talented personnel. HR’s goal is not only to hire
the best possible candidates, but also to ensure that those candidates will remain with PCSO for a significant
period of time. Therefore, prior to hire, it is essential to accurately assess which job candidates are the best fit
and most likely to perform most effectively in the position. In 2012, HR reduced the number of background
investigations by 3% and pre-employment interviews by 22% by conducting polygraph examinations and
pre-screening interviews at the beginning of the hiring process. In 2013, a new Applicant Tracking System will be implemented, which will streamline hiring and make the application process more user-friendly.
Succession Planning: In order to ensure key positions in the agency are never vacant, a succession plan must be developed to target members for promotion and equip them to make the transition when called upon. In 2012, a Special Projects Team was established in order to create a succession planning program for the agency. The Special Projects Team has designed a General Order
which includes the criteria required for members who wish to participate in the program, as well an
overview of what is required of participants. Upon approval, the program will begin in 2013.
Fuel Prices: As the price of fuel continues to increase, PCSO remains dedicated to finding ways to do
more with less resources. The average price of fuel used by PCSO vehicles increased by
6% in FY 2012. In addition, PCSO logged approximately 16.1 million miles on agency vehicles, and 1,106,113 gallons of fuel were consumed. As a response, a Special Projects Team was formed to research and analyze PCSO’s fuel consumption patterns and devise strategies to become more fuel efficient. The team will release its findings in 2013.
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Office of Business Affairs goals
Goal 1:
Increase the efficiency and effectiveness of the agency by integrating computer systems, thereby reducing duplication of efforts and increasing data integrity, accessibility across organizational lines, and timeliness and usefulness of information.
1.1 Complete implementation of the Tiburon Integrated Systems Solution (ISS) Records
Management and Field Reporting modules for the agency and Polk County police departments.
1.2 Begin implementation of the ISS Jail Management module for Detention, including the
RFID and Inmate Accounting modules.
1.3 Continue to make progress on the administrative software system with a primary focus
of implementing the applicant tracking, allocation, and inventory management modules.
1.4 Finish the development and implementation of the software solution for the Crime
Suppression Center to fully integrate and access internal and external data resources in order
to provide real-time crime data.
1.5
Complete the implementation of the Property & Evidence RFID system solution.
1.6
Complete the Tiburon CAD VMP Upgrade.
1.7 Complete implementation of the automated citation system for the agency and Polk
County police departments.
1.8
Go live with an agency smartphone application for the citizens of Polk County.
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Office of Business Affairs goals
Goal 2: Improve the well-being of our members and continue to identify and prepare future leaders within the organization.
2.1 Continue agency involvement with the Polk County Government Wellness Committee whose goal is to implement a wellness program, addressing health related lifestyle
choices and chronic illnesses, to improve the health of the members and reduce the longterm cost to the County’s self-insurance health plan.
2.2 Recruit, develop, and retain employees. Continue to motivate members and offer opportunities for professional growth. Implement a mentorship program for aspiring leaders.
2.3 Complete construction of the driving pad at the Training Center to improve the driving capabilities and driving safety of our members and reduce costs to the County.
2.4
Implement a pension plan for those rehired retirees not eligible for FRS.
2.5 Partner with the Health Insurance Committee to identify ways to keep health costs
under control in order to minimize increased costs to participants and the County.
Goal 3:
Continue policy of fiscal responsibility throughout the agency by implementing cost savings ideas and examining work processes to determine new ways to
improve efficiency and effectiveness.
3.1 Continue to emphasize in all interactions the importance of examining all expenditures to determine that the best cost effectiveness is achieved. Solicit cost savings ideas
throughout the year.
3.2 Make necessary changes to processes and the payroll system to accommodate any
health care reform regulations required by the Affordable Care Act. Assess our agency’s
fiscal impact from regulations required by the Affordable Care Act.
3.3 Work with the Department of Law Enforcement to develop an exit planning strategy
related to expiring federal grants.
3.4
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Successfully complete the FDLE Triennial Audit; verifying compliance with the
CJIS Security Policy requirements as well as adherence to federal and state
laws, regulations, and policies.
Community Investment Priorities
To meet the needs of the community and to provide effective law enforcement and detention services, the agency
needs the continued support of the Board of County Commissioners to address our community investment
priorities.
Training Center
An engineering firm was retained, and with the help of PCSO, developed a master plan for build-out on the
existing Burnham-McCall Training Center property. Currently, a major project to be completed at the Training
Center 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 only
be utilized by the Kenneth C. Thompson Institute of Public Safety, but also by local law enforcement and fire
rescue to conduct defensive driving training. There are also additional plans to replace all existing administrative
buildings with larger site built structures that will allow for a better learning environment.
Booking Expansion
The agency worked in conjunction with county facilities and authorized an architect to develop a full set of plans
to expand the booking area. The plans were finalized in May 2009. The expansion will allow for additional
holding cells, a medical screening area, an area for daily registrations, and media booths. The expansion will
also allow for a customer service area to include increased seating and restrooms, as well as, increasing safety
by separating incoming and outgoing inmate traffic.
Aviation Support
Due to Polk County’s considerable area, it
is vital that PCSO has safe and dependable
helicopters available to patrol when
necessary. In 2013, PCSO purchased a
new helicopter to replace one of the two
Vietnam-era helicopters that it already
owned. The helicopter was purchased using
funds from a “replacement account” that
was saved over the course of 12 years from
budgeted funds that remained unused. Parts
from the replaced helicopter will be used
on the remaining helicopter to improve its
operation. When enough money has been
saved to do so, PCSO plans to purchase
another new helicopter in 3 to 5 years.
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Evaluation of 2012
Goals and Objectives
The strategic planning process includes an evaluation of the previous year’s goals
and objectives. The evaluation process enables us to measure the actual progress
toward our stated objectives. The agency’s goals may incorporate both longterm and short-term objectives; however, realistic expectations are established
to ensure achievable outcomes. Two important aspects of the evaluation process
involve the documentation and communication of our progress to every level
within the organization. The annual review of the agency’s goals and objectives
serve to evaluate performance measures, assess progress in achieving intended
outcomes, and gauge the effectiveness of our operations. New programs may
be incorporated, or existing programs modified, to adjust to the community’s
needs, trends, and expectation of services. The following section provides an
evaluation of the agency’s goals and objectives for 2012.
Goal 1: The agency will continue to ensure the safety and security of the community while
cultivating customer loyalty.
Objective 1.1: Expand and integrate the PROCAP (Proactive Community Attack on
Problems) philosophy throughout the agency.
Assigned Responsibility: Department of Law Enforcement / Department of Detention / Office
of Communications
Strategy 1: Review the fundamentals of PROCAP and the Jail Information Model (JIM) and seek
new ideas from agency members during roll call.
The Department of Detention utilizes data from the Jail Information Model and Facility Cop,
especially in incidents involving fights or assaults in order to identify frequent perpetrators. These
perpetrators of inmate violence are placed in Administrative Confinement Housing. Disciplinary
reports and criminal charges are pursued, but the Department of Detention does not wait on that
process before acting in order to limit disruptive behavior.
Strategy 2: Enhance a comprehensive drug reduction strategy that deals with prescription drugs,
crack cocaine, marijuana indoor grow operations, and methamphetamine abuse to interrupt
accompanying criminal activity.
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PCSO continues to focus its efforts on identifying and apprehending doctors and pharmacists
who overprescribe and dispense prescription drugs in excess of acceptable medical standards.
Detectives also continue to utilize the Prescription Drug Monitoring Program, a statewide
prescription drug database used to identify individuals who have obtained separate pain
medication prescriptions from multiple doctors in a short period of time. The Bureau of Special
Investigations has established a unit solely dedicated to capturing individuals engaged in this type
of “doctor shopping.” Working in cooperation with the Florida Department of Law Enforcement
(FDLE), the Attorney General’s Office of Statewide Prosecution, and the Florida Department of
Health (DOH), PCSO has conducted a series of initiatives throughout the year intended to stop
individuals from illegally obtaining and abusing prescription drugs.
The Narcotics Unit continues to use all resources available to deal with the crack cocaine
situation. Detectives have developed sources to infiltrate particular areas and have introduced
undercover detectives to make hand to hand buys in order to establish solid charges on dealers.
The latest example of this type of strategy was “Operation Car Chaser” in Fort Meade. This case
initially focused on street level dealers and moved up to the suppliers before detectives obtained
arrest and search warrants. This comprehensive strategy has both short and long term benefits.
In the short term, there is less cocaine sold on the street; in the long term this strategy tends to get
rid of much, if not all, of the entire criminal organization. During this month long investigation
detectives were able to make twenty eight (28) arrests, served two (2) search warrants, and
effectively shut down all the street level drug sales in the community.
PCSO is continuing its partnership with the Drug Enforcement Administration (DEA) to identify,
investigate and dismantle grows houses and drug trafficking organizations responsible for the
indoor grow houses. Because of geographical and jurisdictional boundaries that the traffickers
cross, it is necessary for PCSO to work in conjunction with other agencies. With the help of the
DEA, PCSO has successfully prosecuted numerous defendants in the federal system, which has
seemed to slow these organizations down in the Polk and Central Florida area.
Strategy 3: Require all deputy sheriffs from each division to complete the on-line Multijurisdictional Counter Task Force Gang Training during the calendar year.
Since being posted on S-14 in 2011, a total of 633 members have successfully completed the class.
Supervisors will ensure that all deputies continue to complete the class when appropriate.
Strategy 4: Maintain data collection by employing the Jail Information Model as the Management
Accountability system with all detention facilities in order to gather intelligence and proactively
control criminal activities in the jails.
The Department of Detention utilizes the Jail Information Model and Facility Cop to aid in
flagging victims of inmate violence. Deputies monitor these identified victims in the hope of
identifying areas of the facility in which the victims may be placed so that they are less prone to
being victimized.
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Strategy 5: Conduct countywide PROCAP initiatives on a monthly basis, partnering with all
divisions within the Department of Law Enforcement and Department of Detention.
In their effort to prevent PROCAP crimes, Crime Prevention administered 1,345 programs
and reached 66,789 individuals. They also distributed crime prevention materials such as a
pamphlet entitled, “Reduce Opportunity for Crime.”
Strategy 6: Streamline the process of analyzing information received and assigned in the Crime
Suppression Center.
The Polk County Sheriff’s Office is in the process of implementing Microsoft Fusion. This
software will aid in disseminating crime information to all agency members in a timely fashion.
The Crime Suppression Center has completed Phase One of the project and is currently
scheduled to be fully completed by March, 2013.
Strategy 7: Target those individuals and areas that are identified on a trend analysis.
Dashboard has been implemented and is being used throughout the agency to track crime
trends. The program is utilized during each roll call to assess patterns in criminal activity.
Strategy 8: Educate the community about safety and crime prevention practices through the
dissemination of information by using partnerships, media, and community presentations.
In 2012, Crime Prevention delivered 1,345 programs which reached 66,789 people and made
193,383 successful First Call telephone contacts. The PIOs created and distributed 530 news
releases and Communications staff delivered 52 briefing papers for the Sheriff to use during
radio appearances and interviews.
Objective 1.2: Continue to enhance utilization of alternative detention programs that
are aimed at reducing recidivism and subsequent criminal activity.
Assigned Responsibility: Department of Detention
Strategy 1: Explore additional faith-based initiatives throughout the state for new program
opportunities.
PCSO has found that its faith-based initiatives have set the standard that other Florida counties
attempt to follow. PCSO has extended its exploration of additional faith-based initiatives to
include the state prison system and local non-jail programs to develop a broader array of
program opportunities for the inmates of Polk County.
On June 20th, Counselor Woolman and Capt. Hohl met with representatives from the Live the
Life Organization, Lisa May and Toby Donaldson. They discussed the possibility of implementing
the Live the Life “WAIT” program for the juvenile population. “WAIT” is a sexual abstinence
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and high-risk behavior educational program that encourages juveniles to make better choices
and focus on reaching life goals.
Additionally, they discussed two other programs “Adventures in Marriage” and “Parent Talk,”
that would be beneficial for adults who are seeking assistance with relational stability and/
or parenting. Ms. May stated that they would be willing to offer any programming we wanted
and would love to help change the lives of the inmates who are incarcerated in Polk County.
Additionally, she stated that she would make contact with their organization leadership in order
to determine the budgetary needs and to see if there would be a need for compensation from the
PCSO.
Strategy 2: Obtain feedback from program participants and volunteers in order to assess how the
programs can be improved upon.
PCSO has been actively securing feedback from the participants of its jail programs to evaluate
their effectiveness and productivity. Faith-based and JASA participants have expressed positive
and negative concerns about their respective programs. PCSO will continue to utilize the feedback
from inmate surveys and informal feedback opportunities in order to ensure the highest quality
of programming.
PCSO also receives feedback from program volunteers through informal contact, as well as
periodically scheduled meetings, in order to determine program strengths and weaknesses. This
process creates an environment of partnership between PCSO and the community as we work
together to serve the inmate population.
To date, there are an estimated 170 active program volunteers who serve in all areas of inmate
programs and administrative capacities.
Strategy 3: Maintain an active role in the implementation of programs.
The Department of Detention has developed the Inmate Educational Program to enhance the
quality of life in Polk County by providing inmates with the opportunities for positive change and
practical application through academic curriculum founded on values and life skills. GED, CPR,
Job Readiness and the Faith-Based component of the Educational Program are operational.
Since the program’s inception, the following totals have been recorded:
• From 08/08/2012 to 12/31/2012, a total of 102 inmates completed CPR Certification
training.
• GED preparatory classes are held every Thursday and a total of 18 inmates participated in
writing classes between 08/08/2012 to 12/31/2012. At the request of the volunteer instructor,
inmates who want to attend the writing class can do so every six weeks due to the set curriculum
by the volunteer instructor. Additionally, one student increased his pre-test GED score from 48%
to 92% in nine weeks.
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• Job Readiness Training is conducted every Monday at both jail facilities by Polk Works.
From 09/10/2012 to 12/31/2012, a total of 104 inmates participated in the four week program
and a total of 31 inmates graduated.
Strategy 4: Monitor and evaluate the implementation of the HOPE NOW Program and assess
the progress towards program goals.
Male Program – Hope Now has 41 men currently in the male program. They have had a total
of 57 male graduates and the success rate for the male program is 67%.
Female Program – The female program started November 30, 2011 and there are currently 21
women participating, with a total of 5 graduates. The success rate for the women’s program
is 100% to date.
Objective 1.3: Enhance the agency brand through continual organizational loyalty by
providing customer services and solutions to the citizens of Polk County and to other
agency members.
Assigned Responsibility: Office of Business Affairs / Office of Professional Compliance /
Office of Communications
Strategy 1: Continue to educate members on internal and external opportunities to improve
customer service and provide yearly training to all agency members that provokes organizational
branding.
All members are required to attend the Customer Care class annually, which was titled
“We Will Always Answer the Call” in 2012. The class focused on members’ commitment to
excellent customer service in each and every call they respond to. Specifically, members were
encouraged to treat those they interact with according to the Golden Rule (i.e., treat others
as you would want your loved ones to be treated). 48 classes were scheduled in 2012 and all
members completed the class.
Strategy 2: Survey and analyze customer feedback and communicate responses with appropriate
areas.
The following surveys were conducted and analyzed by the Academy and Member Development
Bureau and shared with the Training Advisory Council:
Polk State College
Kenneth C. Thompson, Institute of Public Safety
Three Year Customer Survey Summary, 2010-2012
• 433 Possible responses
• 416 Either Strongly Agreed or Agreed (96.1%)
• 7 Disagreed (1.6%)
• 10 Non- Applicable (2.3%)
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FDLE Customer Satisfaction Survey
Given to all agencies in Region VIII in 2011:
• 121 Possible responses
• 116 Either Strongly Agreed or Agreed (96%)
• 3 Acceptable
• 2 Disagreed
• Two agencies “disagreed” on separate questions
– Response: Did not intend to disagree, but agrees.
– Response: Misunderstood the question, but agrees.
During 2012, the Polk County Sheriff’s Office Facebook page (managed by the Office of
Communications) made 575 posts aimed at disseminating information and acquiring feedback.
Strategy 3: Maximize communication opportunities to inform and educate the community in an
effort to enhance the agency brand.
During 2012, the Office of Communications posted 1,625 Twitter messages, created 530 news
releases, sent 75,565 external newsletters, and developed a new social media site on Nixle. The
Polk County Sheriff’s Office Facebook page had 4.6 million “Friends of Fans,” 29,365 “Fans,”
and a 4.4 million “total reach.”
Goal 2: The agency will foster and encourage member accountability, proactive choices,
and agency involvement.
Objective 2.1: Continue to identify, pursue and implement strategies to improve workplace
safety, risk management, and wellness through innovative measures.
Assigned Responsibility: Office of Business Affairs
Strategy 1: Implement strategies for meaningful reward and recognition based upon hours free
of preventable accidents for safety infractions.
The Human Resources Division is currently exploring various wellness incentive options. They
will be presented to Executive Staff for approval at a later date.
Strategy 2: Facilitate the construction of a driving pad at the Training Center to improve the
driving capabilities and driving safety of agency members to improve their safety and reduce
cost/liability.
In 2012, three retention ponds were completed and the entire site was cleared and grubbed.
Approximately 5,000 loads of fill dirt was brought on site, placed, compacted and tested. Geotesting was completed to confirm the specifications for fill dirt and compaction. In October 2012,
the Polk County BoCC returned funds to PCSO for completion of this project in FY 12/13. The
County is currently working with engineers in developing the scope of work for the remainder of
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the work to be completed. They are also completing the necessary paperwork for the bidding
process for a construction manager at risk and a contractor.
Strategy 3: Work with the Polk County BoCC to provide the costs associated with the top five
risk management factors and costs of work-related injuries to members on a quarterly basis.
The Human Resources Division currently receives a detailed monthly report from Polk
County BoCC indicating a breakdown of expenses per claim for the calendar year, as well as
a quarterly report of the Top 5 cost drivers. Information from these reports is incorporated
into the bi-weekly 5-Minute Safety trainings.
Strategy 4: Analyze data to identify all agency risks and partner with all Departments to
determine training/education needs.
An educational survey was developed and distributed to agency members in an effort to
improve higher educational development. The results of this survey aided in the development
of new educational opportunities with two institutions (i.e., Southeastern Bible College and
Florida Southern).
The new ALERT/DART process was implemented, which satisfies the mandatory qualification
needs of the agency while eliminating overtime hours.
Using a PROCAP philosophy, the Training Center has been tracking monthly and yearly
qualification statistics in an effort to improve weapon proficiency, eliminate remediation
overtime, eliminate instructor overtime and save on ammunition costs. To date:
-We currently have a 6.5% failure rate when analyzing all weapons systems. Last year we did
not include the AR15 in our analysis of qualifications.
-Analyzing only the handgun and shotgun (which is what was examined last year), we have a
3.2% failure rate. This is a 3.6% decrease from last year’s 6.8% failure rate.
-Our decrease in failure rates has reduced our remedial instructor use by 45% (using only 18
of 36 instructors that were scheduled) of the original projections.
-Changes, such as keeping members isolated to a single range, have decreased our ALERT/
DART instructor use by an additional 239 hours (down from 1,200 to 961 and using only 152
of 188 instructors that were scheduled). This accounts for a 20% savings in instructor usage
from the original projections.
At the request of the Training Committee, the Training Center created a new AR15 operation
series. This production was completed and is now available on S-14 for review by DLE
members.
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PCSO’s partnership with the Winter Haven Police Department led to a meeting between training
personnel. This meeting established a training period for a WHPD sergeant, who attended the
Training Center for two weeks during late May and early June.
The Business Services Division currently provides emphasis on allmail safety bulletins by
reviewing them at Division, Bureau, and Section level meetings. In addition, Fleet Services has
reviewed the hazards of working in a fleet shop and have developed training on various safety
topics which are provided in section safety meetings every two weeks.
The Human Resources Division presently reviews all work-related injuries to determine if
possible preventative measures can be taken to prevent future injuries. They also work with
supervisors and Polk County Risk Management whenever a concern arises to ensure all issues
are remedied. Bi-weekly 5-Minute Safety training topics that are based on work-related injury
trends are distributed to department captains to review during briefings/meetings.
Objective 2.2: Enhance member familiarization of the agency’s strategic plan, including
the agency goals, mission, and core values.
Assigned Responsibility: Office of Professional Compliance
Strategy 1: Develop a concise overview of the agency’s strategic plan for new member
orientation.
A PowerPoint presentation is given to all new members during orientation. The presentation
reviews PCSO’s mission, values, vision, and goals, as well as provides an overview of the
strategic planning process. A series of strategic planning videos were recently completed and
will be shown during orientation in 2013.
Strategy 2: Provide all new members copies of the agency’s goals and objectives at new member
orientation.
All new members receive a pamphlet at orientation which lists the agency goals, objectives,
mission, values, and vision. The pamphlet also provides a brief summary of the strategic planning
process. In addition, new members are directed to access and familiarize themselves with the
full strategic plan on S-14.
Strategy 3: Implement a series of retreats for non-Senior Staff members aimed at gaining input
on the agency’s direction, including its goals and objectives.
The Office of Professional Compliance explored the idea of holding a series of strategic planning
retreats and presented their findings to Senior Staff. Senior Staff decided that it would be more
efficient to produce a set of informational videos focusing on strategic planning and agency and
department goals. In conjunction with the Office of Communications, the Office of Professional
Compliance completed three videos which will be incorporated into various training classes in
2013.
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Objective 2.3: Continue to refine the accreditation process to maintain standards of
professional excellence.
Strategy 1: Continue the accreditation process through the National Academies of Emergency
Dispatch for the National Academy of Emergency Fire Dispatch accreditation.
The Accreditation Unit is currently maintaining files for this program.
Strategy 2: Obtain reaccreditation for CALEA, FCAC, and NAEMD.
The on-site assessment for the Florida Corrections Accreditation Commission, Inc. (FCAC)
was conducted July 18-20, 2012. The agency was in 100% compliance with both applicable
mandatory standards and applicable non-mandatory standards; reaccreditation was
awarded on September 25, 2012.
The on-site assessment for the Commission on Accreditation for Law Enforcement Agencies,
Inc. (CALEA) was conducted August 5-8, 2012. The agency was in 100% compliance with
the applicable mandatory standards and 89.6% of other than mandatory standards. The
agency was awarded reaccreditation and accreditation with excellence on November 17,
2012.
The Accreditation Unit is working in conjunction with members of the Telecommunications
Section to ensure continued compliance with the National Association of Emergency Medical
Dispatch. Reaccreditation for this program will occur in April 2013.
Strategy 3: Pursue “Accreditation with Excellence” status for the agency’s CALEA
program.
The on-site assessment for the Commission on Accreditation for Law Enforcement Agencies,
Inc. (CALEA) was conducted August 5-8, 2012. The agency was in 100% compliance with
the applicable mandatory standards and 89.6% of other than mandatory standards. The
agency was awarded reaccreditation and accreditation with excellence on November 17,
2012.
Goal 3: The agency will aggressively and proactively address funding challenges.
Objective 3.1: Efficiently deploy and utilize resources.
Assigned Responsibility: Department of Law Enforcement / Department of Detention
/ Office of Business Affairs / Office of Communications
Strategy 1: Expand the usage of volunteers and reserves to supplement the agency workforce.
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In 2012, CAP and non-CAP volunteers donated approximately 135,052 hours. This represents
a 25.6% increase from 2011.
In the Department of Detention, volunteers are being utilized, where permitted, to assist in
daily operations and to serve the inmate population in an effort to reduce reliance on full-time
personnel. The volunteer base within the Department of Detention has been expanded in the
following areas:
•
•
•
•
Juvenile Alternative Work Program volunteers supervise juveniles at work sites;
The number of Faith-Based volunteers has been increased;
Inmate Educational Program volunteers provide educational tutoring; and
CCJ Administrative volunteers assist the detention counselor in:
- The processing of Bible requests;
- Delivery of Bibles;
-Volunteer file maintenance; and
-Sorting and reviewing inmate book cart books.
The Volunteer Services Unit has structured a volunteer SSO program to support the Department
of Law Enforcement when grant funding for SSOs expires. A group of approximately 24
volunteers have been selected to take part in the program and are currently undergoing training
in the classroom setting. These volunteers are expected to proceed to road training early in
2013. A second group of 15-20 volunteers have also been selected and will begin the first part
of training in January 2013.
Strategy 2: Evaluate current expenditures and processes.
The Department of Detention continues to look for cost effective strategies and cost cutting
measures. A contract was signed with G4S to provide in-county inmate transportation and
provide personnel for hospital watches. Also, a contract was signed with Site Secure to install
cameras in specific cells that may reduce the need for certified deputies to watch inmates on a
one-on-one basis.
The Fiscal Services Division made changes to certain processes and restructured jobs to absorb
the impact of a position cut. Savings were proposed for the 2012-2013 budget by outsourcing
some detention processes and eliminating expenditures as grants end. Additional court process
staffing changes will save PCSO $75,000.
Strategy 3: Identify emerging legislative issues and monitor the impact of proposed bills on
agency operations, especially those that may result in unfunded mandates.
With the assistance of Ms. Gwinnell Brant and Director Wilder, the Department of Detention
continues to follow all legislation that may cause unfunded mandates. A meeting was held
in September which focused on ensuring that the Southern Poverty Law Clinic (SPLC) does
not successfully lobby for changes to the juvenile standards in Florida Model Jail Standards
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(FMJS) Chapter 20 that may cause unfunded mandates. The FMJS sub-committee meeting was
a success with very few standards being changed. There will be a full committee meeting in
February 2013.
Information was provided for presentation at the Florida Sheriff’s Association (FSA) Summer
Conference opposing the new PREA standards that require ratios of juveniles to staff with an
anticipated implementation in 2017. PCSO encouraged all other agencies in attendance to
oppose these standards as well. This process is still ongoing.
The Fiscal Services Division is currently monitoring the following issues:
• The ruling that the 3% FRS employee contribution is unconstitutional in order to determine if
there will be a budget impact.
• Affordable Care Act mandates that could potentially impact on the budget.
• Potential legal action against FRS to allow the avoidance of the Health Insurance subsidy
that PCSO is currently paying FRS for retired-rehires.
• In addition, the Fiscal Services Division monitored several property tax reform amendments
on the November ballot, all of which would have reduced revenue. Had it passed, Amendment
4’s property tax limits were estimated to create an impact as severe as those experienced during
the recession. Amendment 3, which would have artificially capped revenue that governments
can raise, was estimated to have an impact about half as great as Amendment 4 in reducing
revenue.
Objective 3.2: Explore funding and information sources to support current and new agency
initiatives.
Assigned Responsibility: Department of Detention / Office of Business Affairs /Office of
Professional Compliance
Strategy 1: Investigate additional contractual opportunities and partnerships with other
government/private entities to offset a portion of the agency’s operational costs.
Partnerships with the US Marshals Service and Immigration and Customs Enforcement (ICE) are
in place if the opportunity to house their inmates presents itself. Also, some detention processes
(i.e., inmate transportation and hospital watches) have been outsourced as a cost savings
measure. PCSO has a supplemental contract with Winter Haven for priority use of their training
facilities and a supplemental contract with Haines City for IT support. The Training Section has
a partnership with Polk State College in regards to their Law Enforcement Academy.
Strategy 2: Research and identify new potential grant opportunities and alternative funding
sources that may be outside the mainstream law enforcement sources.
The Peace River COOP grant availability was forwarded to Deputy Brandy Stephens, Explorer
Advisor, for consideration. Subsequently, the program was awarded $6,800. The Grant
Coordinator also reviewed a Civilian Marksmanship Program for the program.
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The Peace River COOP grant information was also forwarded to ‘HOPE NOW” and Leland
Ministries. In addition, Animal Control received a PetFinder Foundation WHAL Shampoo grant
to assist with animal hygiene.
Strategy 3: Meet with agency components to identify initiatives that are eligible for potential
grant funding.
The Grant Coordinator met with Sgt. Greg Goreck and secured a FDOT DUI enforcement grant
for $70,000. In addition, the Grant Coordinator discussed with Captain Ray and Lt. Ward
several Homeland Security grant opportunities, however, it was determined that the agency was
not eligible to apply for the funding.
The Grant Coordinator also met with personnel from Crime Scene, IT, Traffic, OPC, Training,
Intelligence, and Detention regarding grant possibilities related to specific topics. The Grant
Coordinator additionally met with agency personnel to apply for continued funding for the
Federal JAG, VOCA, STOP, and ICAC grants, as well as a new funding opportunity for COPS
Hiring. The Grant Coordinator also completed and submitted the FDLE JAGC, SCAAP and
Bulletproof Vest applications.
Strategy 4: Coordinate with contracted municipal partners to maintain and identify grants that
will enhance law enforcement services in these municipalities.
The Grant Coordinator discussed with Sgt. Tammy Wagner the funding of a video network system
grant for the City of Frostproof. The Grant Coordinator also worked with municipal sergeants
to obtain JAGC funding for the 2012-2013 fiscal year from FDLE. In addition, a FDLE-JAGD
grant application was submitted for the City of Mulberry.
Strategy 5: Develop an exit planning strategy related to expiring federal grants, including
identifying grants worthy of continued funding.
The Grant Coordinator has been in discussions with finance personnel regarding the extension
of several grants expected to expire. The SSO recovery grant was extended to June 30, 2013 and
the COPS CHRP was extended to June 30, 2013. This allows for the maximum funding within
the time period restraints as established by the granting agency. The 2010 COPS METH grant
was extended to December 15, 2013. An request to extend the OJJDP gang grant to September
30, 2013 was submitted and is pending at this time.
Goal 4: The agency will continue to improve advanced technologies to internal and
external customers while enhancing the organization’s performance through precise data
collection, analysis, and application.
Objective 4.1: Increase the efficiency and effectiveness of the agency by integrating
computer systems.
Assigned Responsibility: Office of Business Affairs / Department of Law Enforcement /
Department of Detention
82
Strategy 1: Finalize the implementation of the Records Management model of Tiburon
software.
Tiburon RMS/ARS is fully implemented at the Polk County Sheriff’s Office and all of the Polk
County police departments that were scheduled.
Strategy 2: Implement the Human Resources model of the administrative software.
An applicant tracking module is in progress with customization requested. ADG has stated
that the enhancements will take several months to implement.
Strategy 3: Provide assistance to the Department of Detention in formalizing a plan for
selection and implementation of detention management software, including an inmate
accounting software.
The Tiburon CMS software package was chosen for the integrated software solution. A
projected implementation date for the CMS package is estimated in early 2013. The IT
Division is currently waiting on Tiburon to provide a demonstration of their civil module and
what services that program solution has to offer. The Guardian RFID solution for Detention
became fully operational in 2012.
The Fiscal Services Division previewed Trinity’s Inmate Software, an inmate accounting package
that would be free to PCSO through its inmate commissary provider. The Fiscal Services
Division then visited Broward County Jail to see the program in operation. Preparations
were being made to visit Escambia Co. Jail to observe Trinity’s intake kiosk solution when
it was determined by Escambia that the kiosk was not meeting their expectations. Trinity is
currently addressing the issue. While Trinity attempts to rectify the problems, PCSO is in the
process of gathering information from other vendors as possible alternate solutions.
Strategy 4: Continue to explore software options for the Crime Suppression Center to enhance
their operations through improved data and its communication.
Dashboard is being used throughout the agency to track crime trends. The program is utilized
during each roll call to assess patterns in criminal activity.
Strategy 5: Formulate and implement training on all systems to corresponding members.
The Guardian RFID system is fully operational. Training was conducted in September 2012
Strategy 6:
technology.
Continue to inform members on the progress of integrated information
83
The IT Division sent a mass email to all agency members in January 2012, which provided
a brief summary and schedule of the integrated information technology being implemented
in 2012. A second systems update will be sent out early in 2013, shortly after the Tiburon
Detention CMS Kick-Off meeting.
Objective 4.2: Ensure full optimization of the agency’s Crime Suppression Center.
Assigned Responsibility: Department of Law Enforcement
Strategy 1: Provide timely and accurate forecasts of developing crime trends to facilitate a
rapid and effective response by county-wide law enforcement agencies.
The Crime Suppression Center is currently in the process of implementing Microsoft Fusion,
which will expedite the receipt and dissemination of information to agency members. Phase
One has been completed and the project is scheduled to be fully completed by March 2013.
Dashboard was implemented, which allows users to access CAD and PROCAP crime
information in a timely manner.
Strategy 2: Benchmark the success of the Crime Suppression Center.
The Crime Suppression Center has become the information sharing hub for our agency, as well
as surrounding agencies.
Strategy 3: Continue to form partnerships with local law enforcement municipalities.
The Crime Suppression Center is maintaining information sharing with the following
municipalities:
• Winter Haven Police Department;
• Auburndale Police Department;
• Lake Alfred Police Department;
• Haines City Police Department; and
• Lakeland Police Department.
Partnerships were also established with Mosaic Security and retail loss prevention groups
throughout the county.
Objective 4.3: Continue to develop a comprehensive strategy for reporting and mining
agency data.
Strategy 1: Determine the effective and efficient data mining solutions.
84
The Agency Statistics and Data Special Project Team was assembled to ensure that data
collection procedures are in place that produce accurate and reliable data. The Team’s
recommendations will be presented to Executive Staff for review and approval in the coming
months.
Strategy 2: Determine the types of data and reports that are needed for internal and external
customers.
The Agency Statistics and Data Special Project Team is currently finalizing a list of standard
reports to be produced on a regular basis. Agency call activity and response time reports
have already been identified as being on that list. Input from agency members is being
solicited to identify further reports that are routinely needed.
Strategy 3: Ensure the data is accurate, consistent, valid, and maintained in a central location
that is accessible to all members.
Members of the Agency Statistics and Data Special Project Team analyze and discuss agency
data on a routine basis to ensure its integrity. Data that has been verified to be accurate and
approved by Executive Staff is available through the Office of Professional Compliance.
Strategy 4: Finalize the Agency Statistics and Data Special Project Team and provide
recommendations and a list of standard reports to Executive Staff.
The Agency Statistics and Data Special Project Team is currently seeking input from agency
members to create a list of standard reports that are needed both internally and externally.
Once completed, these recommendations will be added to those reports that the Team has
already identified as being necessary and submitted to Executive Staff.
Strategy 5: Determine future means for report writing, obtaining data, and point person for data collection and release of information.
The Agency Statistics and Data Special Project Team will be providing Executive Staff with
a list of standard reports to be produced and their recommendations for improvements in
data collection methods. Currently, all data that has been verified as accurate and reviewed
by Executive Staff is available through the Office of Professional Compliance.
Goal 5: The agency will continue to provide members the opportunities for professional
growth, inspire personal motivation and enhance effectiveness.
Objective 5.1: Identify ways to cultivate morale during challenging economic times
and budget shortfalls.
85
Assigned Responsibility: Department of Law Enforcement / Department of Detention /
Office of Business Affairs / Office of Professional Compliance
Strategy 1: Improve morale by offering additional educational opportunities and benefits to all
members.
Members in leadership positions have looked for opportunities for advanced training courses
that are being offered locally. This allows members to improve their knowledge and enhance
their skills without having to stay overnight at hotels, saving the agency money in the process.
Furthermore, the Florida Public Safety Institute in Quincy, Florida, offers advanced specialty
courses (many of them traffic-related) and provide lodging and meals which are funded by a
grant program that is free to the agency. PCSO has taken advantage of these courses to improve
the professional abilities of its members in specialty positions.
The DEA offered their basic narcotics investigations course in Tampa in Spring 2012, which
enabled many of those recently assigned to the Bureau of Special Investigations to attend the
course without additional costs related to hotel and meal expenses.
During FY 11/12, Lieutenant Jerry Connolly and Lieutenant Louis Giampavolo attended the
Southern Police Institute. Additionally, Lieutenant Rodney Chauncey attended the Florida
Police Chiefs’ future executive course.
Despite the budget situation, members still currently enjoy reimbursement for college courses
completed with an acceptable grade. Also, members who have completed a bachelor’s degree or
master’s degree receive a monetary incentive.
Deputies who reach their tenth year of service at the Sheriff’s Office can apply for the Master
Deputy Sheriff designation, which also benefits them financially.
PCSO has been partnering with local colleges in order to provide members with discounts and to
accommodate their specific needs. Florida Southern College is now offering entry level college
classes during the lunch hour at the main Sheriff’s Operation Center building. Members can
attend college classes on their lunch break two to three days a week on or around the noon hour.
There are currently 42 members enrolled in the onsite college classes.
Strategy 2: Examine the idea of quarterly and annual wellness incentives to promote healthy
lifestyles.
Members who participate in PCSO’s health plan are eligible for $300 in incentives annually.
During 2012, the Human Resources Division worked closely with the BoCC Insurance Committee
and implemented a Tobacco/Nicotine premium discount for non-tobacco/nicotine users beginning
January 1, 2013. The Human Resources Division has partnered with Employee Health Services
in coordinating Cessation classes for our members.
86
In addition, PCSO is exploring ways to incentivize members who have not had a workers’
compensation injury. Suggestions have been made and submitted to Executive Staff for feedback,
but have not been approved at this time. The Human Resources Division will continue to explore
additional options.
Strategy 3: Explore quarterly employee recognition and appreciation events to improve member
morale.
Supervisors are encouraged to continuously recognize members for excellence in their job
performance and for going above and beyond to deliver the professional services expected from
PCSO.
Strategy 4: Encourage all members to participate in shaping the future direction of the agency
through SWOT analysis and goal evaluation.
The Office of Professional Compliance developed a series of brief informational videos regarding
the strategic planning process and agency and department goals. The videos will be shown to
all supervisors in order to give them a better understanding of strategic planning and encourage
them to get involved in the process.
Members from all areas of the Department of Law Enforcement have been encouraged to attend
SWOT/Interaction meetings at all levels. Participants offer their input on internal strengths and
weaknesses and external opportunities and threats, as well as offer ideas for improvement of
processes and policies. Goals are published for all members to review and they are encouraged
to make suggestions to help the Sheriff’s Office to become even more successful.
Objective 5.2: Provide enhanced opportunities for members’ career growth and
encourage member participation.
Assigned Responsibility: Office of Business Affairs
Strategy 1: Develop a program aimed at incentivizing members to participate in continuing
education opportunities.
The agency continues to provide members who have completed higher education with incentive
pay. HR is currently exploring additional programs designed to encourage members to
participate in continuing education.
Strategy 2: Identify and encourage completion of appropriate professional certifications and
leadership programs for all agency members.
PCSO actively encourages completion of the following programs:
• Effective Supervisory Practices;
• HR Essentials for Supervisors;
87
•
•
•
•
•
•
Certified Public Manager (CPM);
Certified Jail Manager (CJM);
Senior Management Institute for Police (SMIP);
Southern Police Institute;
FBI Academy; and
FDLE Senior Leadership Program.
In addition, the OIC Practice for Leadership Development program offers compensation for
OIC duties over 30 days in duration.
Strategy 3: Continue administration of the Certified Public Managers Course for supervisors
and potential supervisors.
As of 12/31/2012, 298 members have completed the CPM class. Of those 298, 233 are still with
the agency and 195 are supervisors. The newest CPM classes began in September and October
2012, with 62 members participating.
Objective 5.3: Facilitate succession and transition planning by fostering member
development and promotion.
Assigned Responsibility: Executive Staff – SPT/ Department of Law Enforcement /
Department of Detention / Office of Business Affairs / Office of the Sheriff
Strategy 1: Implement a mentoring program to pair newly hired members with more experienced
members throughout the agency.
HR is currently in the process of finalizing a formal mentorship process for new hires as well
as aspiring leaders. While the objectives will be different for the new hire mentorship program
and the leadership mentoring program, the process will afford every member the opportunity to
benefit from mentoring.
Newly hired deputy sheriff trainees are paired with experienced street training instructors as
soon as possible to begin their training experience. Though this is not an official “mentoring
program,” it serves a similar purpose.
Strategy 2: Establish internal procedures to identify and train members targeted for promotion
and eventual succession.
A Special Projects Team is currently working on establishing a General Order designed to detail
the agency’s succession planning program. The General Order will include the criteria required
for members who wish to participate in a mentoring program, as well as provide an overview of
what is required of participants.
88
Strategy 3: Identify and anticipate future vacancies within the agency (i.e. planned
retirements).
PCSO continues to annually track all expected retirements during the budgeting process.
69 members are currently in DROP and scheduled to retire by 2016. Of those members, 24
are supervisors. Over the next year, there are nine members scheduled to retire (one captain
and one director).
Strategy 4: Research and benchmark public, as well as private companies, and utilize
methods for a fluid transition.
HR contacted 5 local private sector and 11 surrounding government agencies inquiring
about their practice for succession planning and any practice they may have in place for
transitioning into new leadership roles. Three (3) out of the five (5) private sector companies
have a plan in place if the situation fits they do allow for transition. The preferred time frame
is 2 weeks to 30 days.
Strategy 5: Develop strategies to ensure, when possible, a transition period for designated
positions.
A Special Projects Team is currently developing a mentoring program that would ensure
members targeted for promotion would be equipped to make the transition when called
upon. A General Order is being designed to further detail this program. The General Order
will include the criteria required for members who wish to participate, as well as provide an
overview of what is required of participants.
89
90
2013 Agency Goals
Strategic planning is the agency’s long-term, future-oriented process of developing goals and objectives and program-based budgets to attain stated goals and
objectives. The agency’s goals and objectives, outlined for 2013, are integrated
into and supported by the program budgets. As the agency undergoes changes,
the program budgets will be adapted accordingly to be aligned with the goals
and objectives. Evaluating, prioritizing, updating, and implementing program
budgets are 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, effective operations to ensure the maximization of public safety.
Members of the Polk County Sheriff’s Office take pride in the agency’s ability to maintain the highest standards of law enforcement professionalism while
safeguarding the bottom line cost of our services. While the cost of providing
quality law enforcement and secure jails is not cheap, the Polk County Sheriff’s
Office is consistently among the most cost effective law enforcement agencies in
the State of Florida. The agency places a strong emphasis on the relationship
between budget decision making, program performance, and goals and objectives. The following section outlines the agency’s goals and objectives for 2013.
Goal 1: The agency will continue to ensure the safety and security of the community while
cultivating customer loyalty.
Objective 1.1: Expand and integrate the PROCAP (Proactive Community Attack on
Problems) philosophy throughout the agency.
Assigned Responsibility: Department of Law Enforcement / Department of Detention / Office
of Communications
Strategy 1: During roll call, review the fundamentals of PROCAP and the Jail Information Model
(JIM) and seek new ideas from agency members.
Strategy 2: Enhance a comprehensive drug reduction strategy that deals with prescription drugs,
crack cocaine, marijuana indoor grow operations, and methamphetamine abuse to interrupt accompanying criminal activity.
Strategy 3: Maintain data collection by employing the Jail Information Model as the Management Accountability system with all detention facilities in order to gather intelligence and proactively control criminal activities in the jails.
91
Strategy 4: Conduct countywide PROCAP initiatives on a monthly basis, partnering with all
divisions within the Department of Law Enforcement and Department of Detention.
Strategy 5: Streamline the process of analyzing information received and assigned in the
Crime Suppression Center.
Strategy 6: Through the use of computer software systems like Omega Dashboard and WebQ,
we will objectively identify PROCAP crime trends, track fugitives, and enforce conditions of
probationers within our community.
Strategy 7: Educate the community about safety and crime prevention practices through the
dissemination of information by using partnerships, media, and community presentations.
Objective 1.2: Continue to enhance the utilization of alternative and supplemental detention programs that are aimed at reducing recidivism and subsequent criminal activity.
Assigned Responsibility: Department of Detention
Strategy 1: Explore additional faith-based initiatives throughout the state for new program
opportunities.
Strategy 2: Obtain feedback from program participants and volunteers in order to assess how
the programs can be improved upon.
Strategy 3: Continue to expand inmate educational programming, training, and participation.
Objective 1.3: Enhance the agency brand through continual organizational loyalty by
providing customer services and solutions to the citizens of Polk County and to other
agency members.
Assigned Responsibility: Office of Business Affairs / Office of Professional Compliance /
Office of Communications
Strategy 1: Continue to educate members on internal and external opportunities to improve
customer service and provide yearly training to all agency members that provokes organizational branding.
Strategy 2: Survey and analyze customer feedback and communicate responses with appropriate areas.
Strategy 3: Maximize communication opportunities to inform and educate the community in
an effort to enhance the agency brand.
92
Goal 2: The agency will invest in members’ professional development and promote member
participation, motivation, and accountability
Objective 2.1: Encourage members’ career growth and facilitate succession planning by
fostering member advancement.
Assigned Responsibility: Executive Staff – SPT/ Department of Law Enforcement /
Department of Detention / Office of Business Affairs / Office of the Sheriff
Strategy 1: Identify and encourage completion of appropriate professional certifications and
leadership programs for all agency members.
Strategy 2: Continue administration of the Certified Public Managers Course for supervisors and
potential supervisors.
Strategy 3: Implement a mentoring program to pair newly hired members with more experienced
members throughout the agency.
Strategy 4: Establish internal procedures to identify and train members targeted for promotion
and eventual succession.
Strategy 5: Identify and anticipate future vacancies within the agency (i.e. planned retirements).
Objective 2.2: Enhance member participation in contributing to the agency’s strategic plan,
including the agency goals, mission, and core values.
Strategy 1: Provide all new members copies of the agency’s goals and objectives at new member
orientation.
Strategy 2: Increase meaningful participation in SWOT and interaction meetings, including
Breakfast with the Sheriff, by improving on member understanding and awareness of the value of
such participation.
Strategy 3: Update strategic planning video series and disseminate through training outlets.
Objective 2.3: Identify ways to enhance morale during challenging economic times and
budget shortfalls.
93
Office of Business Affairs / Office of Professional Compliance
Strategy 1: Improve morale by offering additional educational opportunities, benefits, and
incentives to all members.
Strategy 2: Continue to expand quarterly and annual wellness incentives to promote healthy
lifestyles.
Strategy 3: Explore quarterly employee recognition and appreciation events to improve
member morale.
Objective 2.4: Continue to refine the accreditation process to maintain standards of
professional excellence.
Strategy 1: Obtain reaccreditation for CFA, NAEMD, and PSCA.
Strategy 2: Pursue “Accreditation with Excellence” status for the agency’s PSCA program.
Strategy 3: Continue the accreditation process through the National Academies of Emergency
Dispatch for the National Academy of Emergency Fire Dispatch accreditation.
Objective 2.5: Continue to identify, pursue and implement strategies to improve
workplace safety, risk management, and wellness through innovative measures.
Office of Business Affairs / Office of the Sheriff
Strategy 1: Implement strategies for meaningful reward and recognition based upon hours free
of preventable accidents for safety infractions.
Strategy 2: Facilitate the completion of a driving pad at the Training Center to improve the
driving capabilities and driving safety of agency members to improve their safety and reduce
cost/liability.
Strategy 3: Continue to work with the Polk County BoCC to provide the costs associated
with the top five risk management factors and costs of work-related injuries to members on a
quarterly basis.
Strategy 4: Analyze data to identify all agency risks and partner with all Departments to
determine training/education needs.
94
Strategy 5: Review suggestions made by Gordon Graham during his Risk Management Seminar and implement those determined to be beneficial to the agency.
Goal 3: The agency will continue to aggressively and proactively address funding
challenges.
Objective 3.1: Continue to efficiently deploy and utilize resources.
Office of Business Affairs / Office of Communications
Strategy 1: Expand the usage of volunteers and reserves to supplement the agency workforce.
Strategy 2: Evaluate current expenditures and processes.
Strategy 3: Identify emerging legislative issues and monitor the impact of proposed bills on
agency operations, especially those that may result in unfunded mandates.
Objective 3.2: Continue to explore funding and information sources to support current and
new agency initiatives.
Assigned Responsibility: Department of Detention / Office of Business Affairs / Office of
Professional Compliance
Strategy 1: Investigate additional contractual opportunities and partnerships with other
government/private entities to offset a portion of the agency’s operational costs.
Strategy 2: Research and identify new potential grant opportunities and alternative funding
sources that may be outside the mainstream law enforcement sources.
Strategy 3: Meet with agency components to identify initiatives that are eligible for potential
grant funding.
Strategy 4: Coordinate with contracted municipal partners to maintain and identify grants that
will enhance law enforcement services in these municipalities.
Strategy 5: Develop an exit planning strategy related to expiring federal grants, including
identifying grants worthy of continued funding.
Goal 4: The agency will continue to improve advanced technologies to internal and
external customers while enhancing the organization’s performance through precise data
collection, analysis, and application.
95
Objective 4.1: Increase the efficiency and effectiveness of the agency by integrating
computer systems.
Assigned Responsibility: Office of Business Affairs / Department of Law Enforcement
Department of Detention
Strategy 1: Finalize the implementation of the Records Management model of Tiburon software.
Strategy 2: Implement the Human Resources model of the administrative software.
Strategy 3: Provide assistance to the Department of Detention in formalizing a plan for selection
and implementation of detention management software, including an inmate accounting
software.
Strategy 4: Continue to explore software options for the Crime Suppression Center to enhance
their operations through improved data and its communication.
Strategy 5: Continue to routinely inform members on the progress of integrated information
technology.
Objective 4.2: Continue to develop a comprehensive strategy for reporting and mining
agency data.
Strategy 1: Determine the most effective and efficient data mining solutions.
Strategy 2: Refine and improve upon the process of calculating response times and generate a final, annual report.
Strategy 3: Finalize the Agency Statistics and Data Special Project Team and provide to
Executive Staff recommendations and a list of standard reports needed for internal and external
customers.
96
POLK COUNTY SHERIFF'S OFFICE
Summary of Proposed Budget
Fiscal Year 2013-2014
FY 2013-14
FY 2013-14 %
FY 2012-13
FY 2013-14
inc/(dec) over
inc/(dec) over
Adopted Budget
Proposed Budget
FY 2012-13
FY 2012-13
LAW ENFORCEMENT
Personnel Services before Indirect Costs
$66,819,620
$67,594,651
$775,031
1.16%
less Indirect Cost Allocation to other funds
(3,555,480)
(3,555,480)
0
0.00%
$63,264,140
$64,039,171
$775,031
1.23%
14,007,908
1,131,893
13,569,089
1,012,693
(438,819)
(119,200)
(3.13%)
(10.53%)
$78,403,941
$78,620,953
$217,012
0.28%
$27,956,206
$29,012,244
$1,056,038
3.78%
Personnel Services
Operating
Capital
Total Law Enforcement Fund
DETENTION
plus Indirect Cost Allocation from Law Enf
Personnel Services
Operating
Capital
Total Detention Fund
3,316,306
3,366,306
50,000
1.51%
$31,272,512
$32,378,550
$1,106,038
3.54%
13,846,235
14,288,887
114,275
442,652
114,275
3.20%
100.00%
$45,118,747
$46,781,712
$1,662,965
3.69%
$4,459,817
$4,487,874
$28,057
0.63%
COURT SECURITY
plus Indirect Cost Allocation from Law Enf
239,174
189,174
(50,000)
(20.91%)
$4,698,991
$4,677,048
($21,943)
(0.47%)
1,144,480
1,140,647
4,925
(3,833)
4,925
(0.33%)
100.00%
Total Court Security Fund
$5,843,471
$5,822,620
($20,851)
(0.36%)
SUBTOTAL
Personnel Services
$99,235,643
$101,094,769
$1,859,126
1.87%
Operating
Capital
$28,998,623
$1,131,893
$28,998,623
$1,131,893
(0)
0
$129,366,159
$131,225,285
$1,859,126
$0
$2,254,634
2,254,634
100.00%
$129,366,159
$133,479,919
$4,113,760
3.18%
Personnel Services
Operating
Capital
(0.00%)
0.00%
TOTAL GENERAL FUND REQUEST BEFORE
EST. IMPACT OF RETIREMENT RATES
Estimated impact of retirement rates per SB 1810
1.44%
TOTAL GENERAL FUND REQUEST WITH
EST. IMPACT OF RETIREMENT RATES PER SB
1810
Note:
Amount required for contingency of off-site inmate medical expenditures is budgeted by the Board of County Commissioners.
PROGRAM BUDGET SUMMARY
FISCAL YEAR 2013-2014
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Program
FT
FTE'S
Office of Legal Affairs
Strategic Planning Unit
Public Information Office
Crime Prevention
Volunteer Services
Chaplaincy
Accreditation
Property & Evidence
Administrative Investigations
Decentralized Community Patrol
Canine
Crime Scene Investigations
Major Crimes/Special Victims
Sexual Offender/Predator Tracking
Identification
Victim/Witness Advocacy Services
Strategic Investigation & Analysis Section
Internet Crimes
Narcotics Investigations
Technical Services
School Resource
Traffic
Child Safety/School Crossing
Agricultural Crimes
Aviation
Marine/Underwater Search/Recovery
Animal Control
Environmental
Telecommunications Center
Emergency Operations Group
Honor Guard
Extra Duty Employment
Fiscal Services
Records
Warrants Administration
Communications/Security Equipment
Information Technology
Facility Services
Purchasing
Document Services
Fleet
Central Supply
Benefits Administration/Member Records
Employment Services
Organizational Development
Academy and Member Development
Customer Service Unit
Detention Security
Inmate Medical
Inmate Intake/Records & Classifications
Transportation
Food Service
Inmate Work Program
Service of Process
Court Security
Trusts
6.0
2.2
3.5
7.0
2.3
0.0
6.7
10.1
7.0
464.1
18.4
19.8
54.1
3.1
10.4
3.1
29.3
8.4
36.6
3.1
19.8
25.3
2.2
12.3
7.8
2.2
45.4
4.5
153.9
0.0
0.0
1.1
16.3
22.7
28.1
1.0
23.9
1.1
5.4
0.0
13.0
4.3
4.3
7.5
7.5
18.2
7.5
311.2
0.0
77.3
7.2
26.9
4.1
32.0
59.9
0.0
TOTALS
1,649
PT
FTE'S
0.000 $
0.000
0.000
0.000
0.000
0.000
0.625
3.750
0.000
6.250
0.000
0.000
2.500
0.000
1.875
0.000
0.000
0.000
0.625
0.000
0.156
0.313
50.621
1.875
0.000
0.000
7.500
0.000
6.300
0.000
0.000
0.156
0.914
2.789
0.625
1.875
2.500
2.500
0.000
0.000
0.625
1.827
0.000
2.500
0.000
1.250
0.000
0.000
0.000
0.000
0.000
0.000
0.000
5.625
0.000
0.000
105.575
Funding Sources
2014
General
Other
Special
Proposed
Fund
General Fund
(Restricted)
Budget
From BoCC
Revenue
Revenue Fund
578,599 $
578,599 $
$
155,082
155,082
0
0
289,059
289,059
0
0
449,834
147,534
0
302,300
162,611
157,111
0
5,500
14,016
14,016
0
0
428,588
428,588
0
0
646,416
646,416
0
0
506,805
506,805
0
0
34,271,905
29,406,238
4,052,028
813,639
1,473,553
1,472,153
0
1,400
1,387,893
1,387,893
0
0
4,196,899
4,196,899
0
0
214,934
214,934
0
0
831,332
831,332
0
0
121,447
18,794
0
102,653
2,235,896
2,231,396
0
4,500
761,974
411,974
0
350,000
3,165,005
2,731,005
0
434,000
345,209
345,209
0
0
1,454,821
392,702
1,057,119
5,000
1,854,742
1,854,742
0
0
1,218,140
1,218,140
0
0
1,049,321
1,039,321
0
10,000
1,345,753
1,345,753
0
0
204,171
204,171
0
0
2,679,418
2,641,418
0
38,000
346,403
124,846
0
221,557
8,293,238
6,291,732
2,001,506
0
219,475
219,475
0
0
24,549
23,549
0
1,000
51,561
0
51,561
0
1,052,399
1,052,399
0
0
1,066,677
1,066,677
0
0
1,526,551
1,307,224
219,327
0
1,527,319
1,527,319
0
0
3,692,113
3,611,265
80,848
0
1,490,285
1,490,285
0
0
283,133
283,133
0
0
275,000
275,000
0
0
8,058,979
8,058,979
0
0
1,911,417
1,903,722
0
7,695
1,621,745
1,621,745
0
0
766,681
746,681
0
20,000
403,853
403,853
0
0
2,302,856
1,478,352
443,004
381,500
395,814
395,814
0
0
20,812,544
20,377,922
31,446
403,176
9,141,608
9,141,608
0
0
4,637,386
4,637,386
0
0
1,238,624
1,238,624
0
0
3,725,337
3,629,337
0
96,000
552,096
0
552,096
0
2,037,802
1,965,802
0
72,000
5,739,904
5,739,904
0
0
410,000
0
0
410,000
$145,648,774
$133,479,919
$8,488,935
$3,679,920
I.
Program Title: Office of Legal Affairs (114000)
Core Services: Provide legal services and advice to Polk County Sheriff's Office members to support and
enhance the Sheriff's Office mission to enforce the law and prevent, solve, displace and control crime.
II. Mission/ Key Objectives:
Mission: To maximize citizen safety and protection by providing legal services and advice to the Sheriff
and all Sheriff's Office members; deny criminals profits from their crimes, and enhance the ability of
the Sheriff's Office to prevent, solve, and control crime through forfeiture of criminal assets.
Key Objectives:
1. Initiate and litigate required enforcement actions on forfeitures.
2. Defend Sheriff's Office civil claims and lawsuits.
3. Provide training to enhance members' knowledge, improve enforcement, and reduce liability.
4. Review, create and modify service contracts and other documents for legal sufficiency.
5. Work on special projects and propose new legislation as needed.
6. Process public records request for pending litigation.
Key
Actual
Actual
III. Measures:
Obj
FY
FY
Num
2010-11
2011-12
Projected
Actual
FY12-13
Requested
Budget
FY13-14
Public Service Levels:
# of civil legal claims processed/ litigated/settled (liaison capacity)
2
84/72
71/87
80/80
85/85
# of assists with civil discovery/coordinating witnesses
2
82/47
46/59
48/50
50/35
# of requests from agency members for legal opinion/memo
1,2,3
439
709
700
700
# of legal bulletins provided to sworn/certified personnel
1,2,3
1
1
5
10
# of public records request processed
6
178
972
980
1,000
# of special projects/ordinances
5
2
10
2
3
# of contracts created or entered/closed
4
206/11
80/161
80/100
80/100
# of contracts reviewed and modified for legal sufficiency
4
804
450
450
400
# of animal cruelty cases filed/closed
1
33/20
29/22
30/30
35/35
# of new forfeiture cases successfully closed (see note 1)
1
96
70
75
70
# of forfeitures submitted/processed (see notes 1 & 2)
1
88/88
82/82
80/80
75/75
# of forfeiture pleadings filed
1
1,998
919
1,000
900
# of miscellaneous pleadings filed
2
100
118
90
92
Outcome: Effectiveness Indicators:
1,3
$140,206
$101,289
$150,000
$120,000
Closed animal cases currency collected
1
$2,636
$1,477
$3,000
$3,000
% of sworn/certified members receiving training
3
100%
Actual
FY
2010-11
100%
Actual
FY
2011-12
100%
Adopted
Budget
FY12-13
100%
Requested
Budget
FY13-14
4.0
0.600
6.0
0.0
6.0
0.0
6.0
0.0
$451,699
$473,626
$548,037
$578,599
$451,699
$473,626
$548,037
$578,599
Forfeiture recoveries (local awarded)
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Source:
General Fund BoCC
Other GF Revenue
Special Revenue Fund
Total Program costs
Notes:
1) Cases often take over 1 year to litigate and overlap fiscal years.
2) Mulberry, Auburndale, Ft. Meade, Frostproof, Dundee, Eagle Lake, and Polk City Police Department cases are included.
(1)
I. Program Title: Strategic Planning Unit (113000)
Core Services: Support the agency's mission by serving as its nexus for long-range planning and strategy development.
1. Enhance cost-effective allocation of taxpayer dollars through strategic and operation-specific planning and research.
2. Maximize public safety by analyzing, processing, and providing information for agency members.
3. Maximize taxpayer dollars through examination of funding sources and alternatives for operations/equipment.
4. Enhance public safety by researching and promoting multi-agency relationships, public/private partnerships, regional
approaches, and other multi-jurisdictional activities.
III. Measures:
Review/evaluate benchmarks, standards, and
trends for the agency
# of development reviews completed
# of grant applications submitted
Explore funding options to augment
traditional funding sources to meet strategic
planning goals and objectives for operations
and capital improvements
Coordinate agency strategic plan and capital
needs program with the BoCC's strategic
plan and capital improvements program
to maintain preferred level of services in a
planned and predictable manner
Promote multi-agency and regional approaches
and relationships to maximize the protection
and quality of life of Polk County residents
% of grants/value obtained
Special revenue funds spent for agency
# of meetings attended to support multi-agency
partnerships
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1, 2, 3
1,3
3
Ongoing
3
15
Ongoing
0
16
Ongoing
10
18
Ongoing
10
18
1, 3
Ongoing
Ongoing
Ongoing
Ongoing
1, 2, 3
Ongoing
Ongoing
Ongoing
Ongoing
1, 2, 3, 4
Ongoing
Ongoing
Ongoing
Ongoing
3, 4
3
93%/$1.1M
$6.7M
100%/$4M
$5.5M
90%/$1.1m
$5.1M
90%/$1.5m
$3.7M
1, 2, 3, 4
58
Actual
FY
2010-11
56
Actual
FY
2011-12
60
Adopted
Budget
FY 12-13
60
Requested
Budget
FY 13-14
2.2
0
2.2
0
2.2
0
2.2
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$140,282
$137,885
$155,142
$155,082
$140,282
$137,885
$155,142
$155,082
(2)
I. Program Title: Public Information Office (110100)
Core Services: Provide public safety and critical incident information to the citizens of Polk County
via the news media 24 hours per day, 365 days per year.
1. Meet the ever growing demand for Sheriff's Office related information by the news media and the public.
2. Maintain a positive and productive communication link to ensure quality distribution of information to the public.
3. Enhance the Polk County Sheriff's Office mission to prevent, displace, solve crime, and enforce the law.
4. Provide information to the public in mediums that are professionally produced.
Key
Actual
III. Measures:
Obj
FY
Num
2010-11
# of Crime Stoppers bulletins
# of news releases
# of contacts with the media
# of hours spent on photo assignments
# of news articles published & clipped
# of photos taken & uploaded
# of internal newsletters sent
# of external newsletters sent*
% of positive media satisfaction (Annual Survey)
IV. Resources:
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2,3,4
1,2,3,4
1,2,3
3
3
3
3
2,3,4
214
426
5,336
370
4,504
9,912
23,583
64,393
228
523
6,420
253
4,594
5,932
23,510
72,833
221
475
5,878
312
4,549
7,922
23,547
82,301
225
484
5,995
318
4,640
8,080
23,529
93,000
1,2,3,4
100%
Actual
FY
2010-11
100%
Actual
FY
2011-12
100%
Adopted
Budget
FY 12-13
100%
Requested
Budget
FY 13-14
3.5
0
3.5
0
3.5
0
3.5
0
$281,665
$266,834
$278,127
$289,059
$281,665
$266,834
$278,127
$289,059
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
*Calendar year totals
(3)
I. Program Title: Crime Prevention( 110700 & 816500)
Core Services: Educate children, senior citizens and all community members to prevent their victimization from crimes of
violence, predators and theft, empowering all Polk County residents to reduce their fear of crime and be proactive in the
prevention of crimes.
1. To educate children in safety techniques such as “Stranger Danger”, “Gun Safety”, “Deputies Are Your Friends”, “9-1-1
Emergency”, “Drug Awareness”, “McGruff the Crime Dog”, “PC the Patrol Car”, “Bicycle Safety”, and "Buckling up in the
Vehicle".
2. To educate adults in safety techniques: such as “Neighborhood Watch”, “Home Security”, “Operation Identification”,
“Reporting Suspicious Activity”, “Personal Safety”, “Internet Safety/Preventing Child Exploitation”, “Methamphetamine and
Clandestine Labs", "Identity Theft", "Prevent Auto Theft", "Crime Prevention Static Displays", "Mail Theft", "Child Safety Seat
Installations", and "Women's Self-Defense".
3. To educate senior residents in safety techniques such as “Citizen’s Assisted Patrol (CAP)”, “Senior vs. Crime Project”,
“Neighborhood Watch”, “Home Security", "Operation Identification” ,“Reporting Suspicious Activity”, “Personal Safety”,
“Homeland Security", "Identity Theft", "Vial of Life", "Frauds and Scams", "Telephone Notification System (First Call)", and
"Project Safe and Sound".
4. To educate business professionals in safety techniques such as: “Robbery Prevention”, “Business Watch”, “Security
Survey” and “Crime Prevention Through Environmental Design (CPTED)”
Key
Obj
Num
III. Measures:
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
Crime prevention program presentations
1,2,3,4
780
1,135
1,200
1,250
# of Citizens reached through presentations
1,2,3,4
73,666
75,203
78,000
80,000
# of Communicator Messages
1,2,3,4
260,819
215,854
240,000
265,000
with services provided.
1,2,3,4
95%
95%
98%
98%
Outcome: Efficiency or unit-cost ratio:
Cost per attendee
1,2,3,4
$5.65
$6.10
$6.41
$5.62
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY12-13
Requested
Budget
FY 13-14
7.0
0
7.0
0
7.0
0
7.0
0
Customer Surveys that indicate a satisfaction rating
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
$114,099
$292,391
$162,459
$147,534
$302,146
$166,521
$337,174
$302,300
Total Program costs
$416,245
$458,912
$499,633
$449,834
(4)
I. Program Title: Volunteer Services (110250)
Core Services: Recruit, reward and retain quality volunteers to augment and supplement Law Enforcement,
Detention, and Support personnel in fulfilling the Polk County Sheriff's Office mission of fighting, reducing, displacing,
suppressing and preventing crime.
1. To recruit Polk residents, 18 years and older, to become volunteers assisting with crime fighting efforts both internally
and externally.
2. To train and retain adult volunteers to work in support of current positions,functions and missions to enhance agency
productivity and effectiveness.
3. To train and retain adult volunteers to realize cost savings for the benefits of Polk County's taxpayers.
III. Measures:
Key
Actual
Actual
Projected
Obj
FY
FY
Actual
Num
2010-11
2011-12
FY 12-13
# of volunteers trained
# of civilian hours donated
Cost savings from hours donated in excess of related
general fund program costs*
Requested
Budget
FY 13-14
2
1,2,3
489
106,121
604
129,528
700
135,000
800
140,000
1,2,3
$1,812,774
$2,268,758
$2,364,213
$2,455,289
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
2.3
0
2.3
0
2.3
0
2.3
0
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Special Revenue Fund**
Total Program costs
$139,853
$148,234
$154,887
$157,111
$161,390
$301,243
$0
$148,234
$5,500
$160,387
$5,500
$162,611
* IndependentSector.org website cites $18.66 as the most recent value for a volunteer hour in Florida.
** In 2011, received JAG grant for golf carts for volunteer patrols.
(5)
I. Program Title: Chaplaincy Program (110600)
Core Services: Provide on-call pastoral services to agency personnel, their families, and victimized citizens;
provide grief counseling, spiritual guidance, and human crisis intervention to members and the public.
1. To assist agency members and their families in dealing with stressful situations; provide pastoral care, spiritual
guidance and counseling to members and their families, as requested.
2. To assist the public by providing pastoral care, spiritual guidance, counseling, consultation and other forms of
human crisis intervention to crime victims and their families, victims of traumatic events and circumstances,
and other members of the public with whom Chaplains come into contact as a result of their Sheriff's Office
related volunteer duties.
3. Decrease employee absenteeism resulting from stressful situations; improve member morale and job satisfaction.
III. Measures:
Key
Actual
Actual
Projected Requested
Obj
FY
FY
Actual
Budget
Num
2010-11
2011-12
FY 12-13
FY 13-14
# of consultation/counseling sessions
# of ceremonies and events attended
# of donated hours
# of hospital visits
# of trauma/death notifications
Meet/exceed projected # of volunteer hours
1,2,3
1,2,3
1,2
1,2,3
1,2,3
439
160
2,282
146
58
954
178
2,581
159
48
904
163
2,347
146
49
922
166
2,394
149
50
1,2,3
90%
100%
100%
100%
Gross cost savings from hours donated*
1,2,3
$41,532
$48,161
$43,795
$44,672
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
0
0
0
0
0
0
0
0
$14,760
$13,740
$14,016
$14,016
$14,760
$13,740
$14,016
$14,016
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* IndependentSector.org website cites $18.66 as the most recent value for a volunteer hour in Florida.
(6)
I. Program Title: Accreditation Unit (112300)
Core Services: Maximize citizen safety and protection by assuring nationally recognized professional
accreditation standards are achieved through compliance with the written directives and the delivery of
day-to-day law enforcement and detention services to the citizens. Accreditation is an effective tool by which
the Polk County Sheriff's Office can achieve organizational excellence, thereby reducing potential liability.
1. Achieve and maintain law enforcement, jail, jail medical, purchasing, academy and telecommunications
accreditation processes to ensure nationally accepted policies and practices are in place and that
accountability to the citizens of Polk County is continued.
Actual
Projected
Key Actual
III. Measures:
FY
Actual
Obj
FY
Num 2010-11
2011-12
FY 12-13
Requested
Budget
FY 13-14
# of accreditation tasks completed*
# of accreditation proofs/files maintained*
# of written directives tasks completed*
# of written directives tasks maintained
# of responses to policy and procedural information
1
1
1
1
5,875
6,939
4,272
5,836
2,712
3,990
4,857
6,024
16,352
632
18,540
630
19,095
630
15,756
631
requests
# of forms control tasks completed
# of agency forms maintained
# of agency lesson plans reviewed
1
1
1
1
1,697
9,437
1,366
10
1,750
11,823
1,407
34
1,749
10,872
1,407
51
1,640
9,607
1,353
32
1
25.9
34.0
30.3
25.0
1
100%
100%
100%
100%
1
6.9
8.4
7.7
7.1
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
6.7
0.625
6.7
0.625
6.7
0.625
6.7
0.625
$413,766
$424,661
$430,289
$428,588
$413,766
$424,661
$430,289
$428,588
Average times each of the existing directives reviewed
and/or revised
% policy and procedural requests processed
Average times each agency form was reviewed and/or
revised
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* Cyclical in nature.
(7)
1. Program Title: Property & Evidence (112400)
Core Services: Enhance prosecution through accurate accountability, custody, and control of all property/evidence
submitted by agency members and other local, state and federal law enforcement agencies.
1. Maximize citizen safety and protection by ensuring that evidence is properly stored and available for trial and/or
laboratory analysis as necessary.
III. Measures:
# of pieces of evidence received
# of pieces of evidence delivered to the State
laboratory for analysis
# of pieces of evidence disposed
# of pieces of evidence stored
Annual % of change in evidence inventory
Evidence accountability based on audit and
inspection
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
66,428
63,131
62,230
65,000
1
1
1
1,862
61,492
242,187
1,871
45,753
259,565
1,561
49,310
272,485
1,800
60,000
277,485
1
2.1%
7.2%
5.0%
1.8%
1
98%
100%
100%
100%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
10.1
3.80
10.1
3.750
10.1
3.75
10.1
3.75
$621,182
$773,759
$644,557
$646,416
$621,182
$773,759
$644,557
$646,416
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(8)
I. Program Title: Administrative Investigations (112100)
Core Services: Maintain and protect the integrity of the Polk County Sheriff's Office by providing a system to review and investigate all
complaints and allegations against the agency and its members. Establish and maintain the confidence of the citizens of Polk County and
protect the public from unprofessional conduct by Sheriff's Office members. Protect the integrity of the agency and rights of agency
members, as a part of the agency's legal and ethical responsibility to its members and the citizens of Polk County.
1. Conduct fair and unbiased administrative investigations of alleged employee misconduct.
2. Review all protective action reports by detention deputies and law enforcement deputies, ensuring compliance with the
agency General Orders and Florida State Statutes.
3. Conduct administrative investigations of all in-custody deaths, escapes and deputy involved use of deadly protective
action.
Key
Actual
Actual
Projected
III. Measures:
Obj
FY
FY
Actual
Num
2010-11
2011-12
FY 12-13
# of administrative investigations
# of administrative inquiries
# of law enforcement protective actions reviewed
# of detention protective actions reviewed
# of calls received from citizens
% of administrative investigations completed
% of complaint referrals completed
Requested
Budget
FY 13-14
1,3
1,3
2
2
1
23
87
158
312
962
28
72
162
476
875
32
105
171
376
904
30
89
167
426
890
1,3
1,3
100%
100%
100%
100%
100%
100%
100%
100%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
7.0
0
7.0
0
7.0
0
7.0
0
$489,711
$484,278
$509,661
$506,805
$489,711
$484,278
$509,661
$506,805
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(9)
I. Program Title: Decentralized Community Patrol (East and West Divisions)
Core Services: Protect lives, property, and rights of all citizens, maintain public peace and order, resolve
conflicts, promote community confidence through effective response to all calls for assistance through proactive
and innovative policing strategies in order to prevent, control, and suppress crime in partnership with the
community. Provide effective and timely follow-up of property and persons crimes (felony and misdemeanor),
that do not fall within the responsibility of the Criminal Investigations Division.
II. Mission/Key Objectives:
1. Use Proactive Community Attack on Problems (PROCAP) as a tool to prevent, control, and suppress crime.
2. Investigate all incidents of reported crime with the goal of exceeding the average Federal UCR Crime
Clearance Rate.
3. Enforce violations of state law by arresting those responsible for committing misdemeanor crimes.
III. Measures:
# of UCR Part I Crimes
# of UCR Part I Crimes cleared (property)
# of UCR Part I Crimes cleared (general fel viol)
# of self-initiated activities
# of calls for service
Total call activity for LE contracted cities
# of misdemeanor arrests made**
# of felony arrests made**
Inc/(Dec) of UCR Part 1 Number of Crimes (+/-)
Crime Rate (% of unincorporated population)
% of Part 1 non-violent crimes cleared
% of Part 1 gen. felony violent crimes cleared
% change in misdeamanor arrests made**
% change in felony arrests made**
Outcome: Efficiency Indicators:
$ saved utilizing reserve deputies vs. entry level
Deputy Sheriffs
$ reimbursed for investigative costs
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2
1,2
1,2
1
1
1
3
4
10,761
1,766
871
152,752
171,255
43,984
10,893
9,638
9,894
1,747
809
159,127
184,994
48,930
11,762
9,687
9,200
1,788
885
160,000
180,000
46,145
10,911
9,189
9,500
1,792
815
160,718
186,843
49,000
11,811
9,705
1,2
1,2
1,2
1,2
3
4
-617
2.70%
18.64%
68%
N/A
N/A
-867
2.48%
19.96%
71%
8%
1%
-694
2.25%
20.85%
68%
-7%
-5%
300
2.50%
19.50%
70.00%
-1.00%
0%
1
$391,000
$484,000
$457,000
$425,000
1,2
$332,000
Actual
FY
2010-11
$414,000
Actual
FY
2011-12
$393,000
Adopted
Budget
FY 12-13
$420,000
Requested
Budget
FY 13-14
511.1
4.1
506.0
4.300
494.3
4.750
464.1
6.250
Funded Positions:
Full-time*
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue (City Contracts)
Special Revenue Fund***
Total Program Costs
$26,505,782
$3,702,344
$2,614,772
$32,822,898
$25,738,598
$3,972,577
$2,764,214
$32,475,389
$27,812,249
$3,972,577
$1,801,504
$33,586,331
$29,406,238
$4,052,028
$813,639
$34,271,905
* In FY 2014, (14) Sheriff's Service Officer, and (17) Deputy Sheriff positions were eliminated. (1) Deputy Sheriff was
transferred from Major Crimes.
** New measurement not previously reported
*** Special Revenue Fund figure for FY 13-14 represents loss of CHRP Recovery '09 and SSO Recovery '09 grants.
(10)
I. Program Title: Canine Unit (216900)
Core Services: Maximize public safety by providing a canine unit (24 hours a day/365 days a year) to track,
locate and apprehend law violators, to search for and locate missing/endangered children and adults, and
support Homeland Security efforts by aiding in the detection of explosive devices and other hazardous
materials. Canine teams also search and locate illegal narcotics.
Mission: To maximize the public's safety by locating and apprehending law violators, locate missing/endangered
children and adults, and locating evidence and contraband.
Key Objectives:
1. Respond to all requests for canine.
2. Respond to all requests for public education/demonstrations.
3. Respond to all requests for canine by outside agencies.
4. Maintain the highest level of performance for a canine team through training and proficiency testing.
Key
Actual
Actual
III. Measures:
Obj
FY
FY
Num
2010-11
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1. # of calls responded to for canine support, internal
2. # of calls responded to for canine support, external
3. # of canine demonstrations
4. # of narcotic finds
5. # of canine arrests without use of force
6. # of canine arrests with use of force
7. # of calls responded to for canine support- no deployment
1. Canine arrests without use of force at 80% or above
2. Maintain canine use of force ratio below 20% or below
1. Cost per annual proficiency certifications
2. Operating & capital cost per K-9 team
3. Cost of canine team per deployment
1,2,4
1,2,4
2
1,2,3,4
1,3,4
1,3,4
1,2,3,4
2,155
670
112
152
297
39
8,940
1,800
711
144
123
236
28
6,568
2,050
740
140
108
255
26
9,355
2,000
750
130
130
260
30
8,150
1,3,4
1,3,4
88%
11%
89%
11%
90%
10%
91%
9%
4
1,2,3,4
1,2,3,4
$235
$1,918
$475
Actual
$230
$1,912
$519
Actual
$280
$2,085
$493
Adopted
$300
$2,079
$512
Requested
IV. Resources:
FY
FY
Budget
Budget
2010-11
2011-12
FY 12-13
FY 13-14
17.3
0
17.3
0
18.4
0
18.4
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(11)
$1,394,752
$1,378,363
$1,442,781
$1,472,153
$0
$1,394,752
$0
$1,378,363
$1,500
$1,444,281
$1,400
$1,473,553
I. Program Title: Crime Scene Investigations (231100)
Core Services: Provide on scene evidence gathering for both Polk County Sheriff's Office and local police
departments to include photographing crime scenes, collecting and preserving evidence, developing
fingerprints and testifying in court.
1. Enhance public safety through the collection and preservation of evidence at Polk County Sheriff's Office
crime scenes and other agencies' crime scenes.
2. Provide public service demonstrations.
3. Maintain robbery apprehension program.
4. Process evidence recovered by agency members and other agencies.
III. Measures:
# of crime scene responses
# of public service demonstrations
# of robbery apprehension cameras maintained
# of other evidence cases processed-not collected by CSI
Average cost per crime scene investigation
Average cost per public demonstration*
Average cost per robbery apprehension camera maintained
Average processing cost of other evidence cases
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
2
3
4
1,900
136
174
64
1,711
116
138
78
1,779
51
96
66
1,900
75
100
100
1
2
$565.00
$155.92
$623.88
$169.95
$583.80
$376.11
$573.49
$268.33
3
4
$25.14
$82.83
Actual
FY
2010-11
$32.01
$63.07
Actual
FY
2011-12
$44.77
$72.52
Adopted
Budget
FY 12-13
$45.09
$50.21
Requested
Budget
FY 13-14
19.8
0
19.8
0
19.8
0
19.8
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$1,325,312
$1,359,636
$1,322,859
$1,387,893
$1,325,312
$1,359,636
$1,322,859
$1,387,893
* Mix of public demonstrations: can vary from an half-hour demonstration to a ten-hour ride-along.
(12)
I. Program Title: Major Crimes/Special Victims (231200 and 231400)
Core Services: To provide public safety services through the specialized investigation of criminal offenses relating to
violent crimes including: homicide, robbery, sexual battery, kidnapping, child abuse and other crimes relating to missing
persons, and elderly abuse. In addition; members of the Child Protection Referral Unit work with the Department of
Children and Family Services to ensure the safety of children through joint investigations related to reports of abuse and
neglect.
II. Mission / Key Objectives:
1. Conduct specialized follow-up investigations.
2. Identify persons involved in criminal activity and make arrests when appropriate.
3. Provide public safety services through the investigation of criminal activity after it has occurred to prevent
future similar events. Vigorous investigation of crimes is essential to our overall crime reduction strategy.
Actual
Actual
Projected
Key
III. Measures:
FY
Actual
Obj
FY
Num 2010-11
2011-12
FY 12-13
# of specialized investigations conducted
# of child abuse, neglect or abandonment cases jointly
Requested
Budget
FY 13-14
1
2,304
2,222
2,100
2,100
1
6,087
6,605
6,500
6,500
1,2,3
1,2,3
100%
45%
100%
46%
80%
50%
80%
50%
(national avg 41%)
1,2,3
73%
74%
70%
70%
Program cost per case/investigation
IV. Resources:
1,2,3
$504
Actual
FY
2010-11
$455
Actual
FY
2011-12
$496
Adopted
Budget
FY 12-13
$488
Requested
Budget
FY 13-14
55.1
3.1
56.2
1.6
55.1
1.6
54.1
2.5
investigated by Child Protection Referral Unit and the
Department of Children and Family Investigators
According to National Standards/UCR:
% of cases cleared in homicide (national avg 61%)
% of cases cleared in robbery (national avg 25%)
% of cases cleared in adult sex crimes (rape)
Funded Positions:
Full-time*
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* In FY 2014, (1) Deputy Sheriff position transferred to Patrol.
(13)
$4,230,122
$4,019,824
$4,200,694
$4,196,899
$0
$4,230,122
$0
$4,019,824
$65,000
$4,265,694
$0
$4,196,899
I. Program Title: Sexual Offender/Predator Tracking (231500)
Core Services: Increase the safety of Polk County's citizens and reduce the number of sexual assaults by tracking
sexual offenders/predators to verify their addresses and to ensure they are complying with registration
requirements, applicable laws, and court-ordered sanctions. To locate and arrest those individuals who have absconded, or
otherwise failed to register or update their information with FDLE or the Sheriff's Office.
Mission: To reduce sexual assault by tracking the whereabouts of all sexual offenders and sexual predators living in Polk County by:
1. Verifying addresses of known sexual offenders/predators on a routine basis.
2. Partnering with Parole and Probation to ensure that offenders/predators are in compliance with laws and court
ordered sanctions.
3. Accomplishing the sharing of intelligence with other agencies and members of the Sheriff's Office.
Key
Actual
Actual
III. Measures:
Obj
FY
FY
Num
2010-11
2011-12
Arrest sexual offenders/predators for violations that
result in criminal prosecutions
Community outreach, education and awareness programs
delivered
Sexual Predators/Offenders monitored
% of goal achieved, i.e., actual numbers of arrests
resulting in prosecution / target numbers = % of
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2,3
44
135*
55
55
4
1,2
21
1,055
33
1,106
30
1,200
30
1,200
1,2,3
104%
321%
100%
100%
4
175%
275%
100%
100%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
3.1
0
3.1
0
3.1
0
3.1
0
$198,158
$204,449
$191,106
$214,934
$198,158
$204,449
$191,106
$214,934
achievement
% of goal achieved, i.e., actual numbers of programs
delivered / target numbers = % of achievement
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
*Arrests are higher due to initiative conducted February-April 2012
(14)
I. Program Title: Identification Section (231300)
Core Services: Provide scientific examinations and fingerprint database technology to identify fingerprints found
at crime scenes. Ensure that all fingerprints of individuals arrested are entered in the fingerprint database to
identify arrestees and those with outstanding warrants or those providing false identity information at time of
arrest. To increase AFIS/AFIX submissions and positive identifications. To provide expert testimony in court.
1. Provide quality examination and evaluation of fingerprints received.
2. Complete all of the requests for evidence processing.
3. Ensure that all fingerprints are entered into the fingerprint database.
4. Identify all arrestees with outstanding warrants and/or providing false information at time of arrest.
5. Increase the number of AFIS/AFIX submissions and identifications.
6. Testify in court 100% of the time.
Key
Actual
Actual
III. Measures:
Obj
FY
FY
Num
2010-11
2011-12
# of comparisons conducted
# of items of evidence processed
# of fingerprints entered in the database
# of fingerprints classified
# of fingerprint and palm print cards filed
# of arrestee fingerprints examined
# of arrestees with outstanding warrants
# of arrestees providing false identity information
# of AFIS/AFIX submissions/identifications
# of requests for court testimony/complied with
% of fingerprints examined and identified w/FDLE
% of evidence submitted that is processed
% of applicable fingerprints entered in database(s)
% of false information/previous arrest identifications*
% of AFIS/AFIX identifications from those submitted
Cost per print examined
IV. Resources:
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
2
3
4
4
4
4
4
5
6
235,098
1,581
59,950
28,497
123,995
188,284
57
2,015
2,722
65/65
260,480
2,125
72,167
28,362
140,812
169,391
35
2,422
1,724
69/69
293,907
2,243
82,013
29,891
140,126
161,507
38
2,351
1,923
85/85
294,789
2,310
84,473
30,788
144,330
166,352
42
2,422
1,981
85/85
1
2
3
4
5
100%
100%
100%
15%
33%
100%
100%
100%
19%
33%
100%
100%
100%
14%
29%
100%
100%
100%
15%
30%
1-5
$1.27
Actual
FY
2010-11
$1.20
Actual
FY
2011-12
$1.20
Adopted
Budget
FY 12-13
$1.30
Requested
Budget
FY 13-14
9.36
1.600
9.4
1.875
9.4
1.875
10.4
1.875
$733,572
$723,571
$750,395
$831,332
$733,572
$723,571
$750,395
$831,332
Funded Positions:
Full-time**
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* FY 11 & 12 corrected
** (1) Latent Print Examiner position added in FY14, paid for by internal personnel cost savings.
(15)
I. Program Title: Victim/Witness Advocacy Services (VOCA) ( 231470 & 817800)
Core Services: Provide support and comprehensive advocacy to victims of crime 24 hours per day, 7 days per week,
365 days per year, including crisis counseling, 911 emergency cellular telephone service and criminal justice assistance.
Mission: To enhance the quality of victim services by maximizing the range and availability of services so that each
victim has the opportunity to understand and participate in the criminal justice system, therefore enhancing
criminal prosecutions.
Key Objectives:
1. Provide criminal justice support and general advocacy to victims of crimes.
2. Provide assistance in filing victim compensation claims (core grant requirement).
3. Provide follow-up services to victims of crimes.
III. Measures:
Key
Actual
Actual
Projected
Requested
Obj
FY
FY
Actual
Budget
Num
2010-11
2011-12
FY 12-13
FY 13-14
7,142
6,633
6,700
6,700
# of services provided to victims of crime
1,2,3
Actual number of violent crime victims served to target
number = % achieved*
Actual number of violent crime victims served to target
1,2,3
2678/2179
2818/2684
2584/2584
2284/2284
number = % achieved*
1,2,3
123%
105%
100%
100%
Actual
Actual
Adopted
Requested
FY
FY
Budget
Budget
2010-11
2011-12
FY 12-13
FY 13-14
4.2
4.2
4.2
3.1
0
0
0
0
IV. Resources:
Funded Positions:
Full-time**
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$50,609
$50,323
$31,876
$18,794
$118,434
$169,043
$122,672
$172,995
$123,172
$155,048
$102,653
$121,447
* In FY 2012, changed to reporting violent crime victims served to target, and retroactively restated.
** (1) Victim/Witness Advocate position eliminated in FY14 due to reduced grant funding.
(16)
Program Title: Strategic Investigation and Analysis Section (232100)
Core Services: Collect, store, analyze, and disseminate intelligence information related to criminal violations,
subversive groups, terrorism, and homeland security to maximize the public's safety and enhance the quality of life.
Conduct proactive investigations as required. Collect, store, and analyze crime data. Efficiently disseminate crime
data analysis and projections to organizational components in support of crime prevention efforts.
1. Utilize tactical and strategic intelligence to prevent crime and reduce the effects of crimes.
2. Provide crime data analyses to the agency's law enforcement components in support of their crime prevention efforts.
Key
Actual
Actual
Projected
Obj
FY
FY
Actual
Num
2010-11
2011-12
FY 12-13
III. Measures:
Requested
Budget
FY 13-14
Intelligence investigations assigned or initiated
Intelligence reports/bulletins created
Inter-agency intelligence sharing meetings attended
Intelligence documents processed
Surveillance hours
Domestic Security Task Force hours
Requests for information processed
Crimestopper tips received
Homeland security tips investigated
Crime reports entered into database**
Crime analysis reports disseminated **
Crime maps produced**
Daily crime analysis & bulletins produced
# of vice investigations
1
1
1
1
1
1
1
1
1
2
2
2
2
2
178
609
133
4,553
199
871
1,396
1,899
35
41,163
6,772
3,854
1,300
140
73
651
149
3,571
590
44
1,938
2,431
34
35,427
5,408
1,957
1,039
158
105
700
150
4,000
350
100
1,700
1,800
45
15,000
3,300
1,300
1,000
150
105
700
150
4,000
350
100
1,700
1,800
45
14,000
3,000
1,000
1,000
150
% of intelligence reports/RFI's processed within 24 hr.
Intelligence documents processed per specialist
% of daily Homeland Security threat assessment
1
1
100%
4,553
100%
3,571
100%
3,500
100%
3,500
1
1
2
2
2
99%
99%
96%
8,232
2,385
Actual
FY
2010-11
99%
96%
97%
7,085
1,681
Actual
FY
2011-12
100%
98%
96%
3,000
1,120
Adopted
Budget
FY 12-13
100%
98%
96%
3,000
1,120
Requested
Budget
FY 13-14
30.3
0.5
31.4
0
29.3
0
29.3
0
distributed by 5:00 p.m. deadline.
% of assigned intelligence cases closed
% of monthly crime analysis reports completed on time
Crime reports entered per data entry clerk**
# of analyses published per analyst**
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$2,438,805
$2,189,708
$2,133,081
$2,231,396
$412,941
$2,851,746
$93,042
$2,282,750
$74,843
$2,207,924
$4,500
$2,235,896
** Workload reductions have been achieved due to the new Tiburon and Crime View software.
(17)
I. Program Title: Internet Crimes (232400)
Core Services: Increase the safety of Polk County's citizens by reducing crimes committed using a computer,
especially crimes committed via the Internet, through proactive law enforcement and strategic
public awareness initiatives. Most importantly, protect Polk County's children from sexual predators who
use the Internet to stalk their victims.
Mission: To reduce computer crimes and to improve the ability to identify, apprehend and prosecute criminals who use
computers to perpetrate crimes.
Key Objectives:
1.
2.
3.
4.
Conduct computer crime investigations.
Recover electronic forensic evidence.
Provide community outreach, education, and awareness.
Accomplish intelligence sharing.
III. Measures:
Conduct computer crime investigations
Deliver training and awareness programs
% of goal achieved, i.e., actual numbers of criminal
computer investigations / target numbers
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2,4
3
294
12
348
18
400
15
400
15
1,2,4
147%
Actual
FY
2010-11
174%
Actual
FY
2011-12
143%
Adopted
Budget
FY 12-13
100%
Requested
Budget
FY 13-14
8.4
0
8.4
0
8.4
0
8.4
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Special Revenue Fund**
Total Program costs
$356,592
$377,929
$375,790
$411,974
$699,034
$1,055,626
$460,566
$838,495
$156,724
$532,514
$350,000
$761,974
** ICAC '10 grant extension was not awarded until September '12, and was budgeted conservatively in FY13.
(18)
Program Title: Narcotics Investigations (232200)
Core Services: To conduct proactive law enforcement efforts, with an emphasis on quality of life offenses,
relative to narcotics and organized crime. Accomplishing these efforts requires the talents and resources of
federal, state and local law enforcement to identify and target the offenders and to successfully prosecute
them.
1. Identify organizations/groups involved in the distribution of illegal narcotics and seize the drugs
2. Maximize citizen safety and quality of life by proactively enforcing all vice related crimes and
successfully prosecuting the violators.
III. Measures:
Public Service Levels/Workload Indicators
# of narcotic investigations
# of organized crime cases assigned
# of methamphetamine lab investigations
Monetary value of assets seized
% of cases cleared by arrest
Key
Actual
Actual
Projected
Requested
Obj
FY
FY
Actual
Budget
Num
2010-11
2011-12
FY 12-13
FY 13-14
1
1
1
1707
25
38
1814
116
30
1700
40
40
1700
40
40
1,2
$238,659
$1,117,968
$500,000
$500,000
1,2
83%
86%
80%
80%
Actual
Actual
Adopted
Requested
FY
FY
Budget
Budget
2010-11
2011-12
FY 12-13
FY 13-14
33.5
0.5
33.4
0.5
36.6
0.5
36.6
0.625
Outcome: Efficiency or Unit-cost Ratio:
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(19)
$2,653,974
$2,556,530
$2,717,587
$2,731,005
$393,739
$3,047,713
$360,999
$2,917,528
$401,231
$3,118,818
$434,000
$3,165,005
Program Title: Technical Services Section (232300)
Core Services: Provide Court Ordered electronic surveillance expertise to federal, state, and local agencies as
well as the Sheriff's Office, to support the Sheriff's Office mission to prevent, control, displace and solve crime and enforce
the law.
1. Use court-ordered surveillance for the safety of all citizens.
2. Train law enforcement personnel in the use and application of surveillance equipment.
3. Repair specialized electronic equipment.
III. Measures:
# of court ordered electronic surveillances
# of hours training personnel
# of hours repairing electronic equipment
Outcome: Effectiveness Indicators
% of successful court ordered surveillances
Outcome: Efficiency or Unit-cost Ratio
Dollars saved through in-house repairs
Dollars saved through in-house secure data
and communications applications *
Dollars saved using electronic surveillance vs.
physical tracking
Key
Actual
Actual
Projected
Requested
Obj
FY
FY
Actual
Budget
Num
2010-11
2011-12
FY 12-13
FY 13-14
1
2
3
96
58
99
67
36
155
80
60
125
80
60
125
1
100%
100%
100%
100%
3
$15,224
$14,490
$15,000
$15,000
2
1
$25,750
$12M
$507,000
$10M
$500,000
$12M
$500,000
$12M
Actual
Actual
Adopted
Requested
FY
FY
Budget
Budget
2010-11
2011-12
FY 12-13
FY 13-14
3.1
0
3.1
0
3.1
0
3.1
0
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$320,225
$321,130
$325,726
$345,209
$320,225
$321,130
$325,726
$345,209
* Dollars saved is significantly higher than previous years due to programming time related to new computer
system implementations, upgrades to surveillance systems, and relocation of fiber and security lines.
(20)
I. Program Title: School Resource Unit (246130)
Core Services: Maximize collaborative partnerships with the school community to increase the safety
of Polk County's school children, teachers and communities by reducing levels of violence, crime, and
disorder in and around public schools and by providing crime prevention education.
Mission:
Enhance the safety of students, teachers, and communities in and around public schools in Polk County.
Key Objectives:
1. To function as a liaison between Polk County schools and the law enforcement community.
2. To educate 6th grade students about Substance Abuse and Violence Education (S.A.V.E.) and internet safety.
3. To prevent and/or investigate juvenile delinquent actions in and around public schools in Polk County.
Actual
Actual
Projected
Key
III. Measures:
Obj
FY
FY
Actual
Num 2010-11
2011-12
FY 12-13
# of calls for service (criminal unincorporated)
# of calls for service (non-criminal unincorporated)**
Total number of calls for service (unincorporated)
Total number of calls for Resource Officer service (cities)
# of school requests for presentations (i.e. gang violence,
Requested
Budget
FY 13-14
1,3
1,3
1,3
1,3
470
12,980
13,450
2,140
484
13,831
14,315
2,121
490
21,559
22,049
2,300
550
22,000
22,550
2,342
substance abuse, conflict resolution) (cities)
# of 6th grade students participating & graduating from the
1,3
NA
42
58
52
S.A.V.E. program (unincorporated)
# of 6th grade students participating & graduating from the
2
1,517
1,853
1,700
1,800
S.A.V.E. program (cities)
# of presentations delivered (unincorporated)***
# of presentations delivered (cities)
% of goal achieved, i.e., actual # of presentations
2
1,3
1,3
413
323
NA
466
179
167
500
179
143
512
180
145
delivered/requested presentations (unincorporated)
% of goal achieved, i.e., actual # of student attending the
1,3
189%
267%
271%
265%
2
100%
100%
100%
100%
1,2,3
1,2,3
1,2,3
1,2,3
1,2,3
1:2162
1:1863
1:777
1:1155
1:1452
1:2094
1:1837
1:821
1:1043
1:1369
1:2094
1:1837
1:821
1:1043
1:1369
1:2094
1:1837
1:821
1:1043
1:1369
Actual
Adopted
FY
2010-11
Actual
FY
2011-12
Budget
FY 12-13
Requested
Budget
FY 13-14
20.1
0.300
20.1
0.300
21.1
0.156
19.8
0.156
S.A.V.E. program/# of students eligible to attend the S.A.V.E.
program (unincorporated)
Deputy/student ratio (unincorporated)
Deputy/student ratio (Frostproof)
Deputy/student ratio (Dundee)
Deputy/student ratio (Mulberry)
Deputy/student ratio (Ft. Meade)
IV. Resources:
Funded Positions:
Full-time^
Part-time FTE's
Funding Sources:
General Fund BoCC^
Other GF Revenue
Total Program costs
$414,718
$966,372
$0
$1,381,090
$296,710
$1,034,327
$264
$1,331,302
$473,331
$1,034,327
$0
$1,507,658
** Prior to FY13, did not report any calls in June & July while schools are in recess
*** Assemblies replaced many individual presentations
^ In FY14, Traffic program was added to Resource Services Section, which led to fluctuations in supervisory FTE's/cost being allocated
to this program.
(21)
$392,702
$1,057,119
$5,000
$1,454,821
I. Program Title: Traffic Unit (246140)
Core Services: Maximize the safety of children and adults traveling on Polk County roadways by
minimizing the occurrence of injuries and deaths caused by motor vehicle crashes, through proactive
traffic law enforcement and crash investigation services.
Mission: Maximize citizen safety and protection by providing traffic safety through proactive
law enforcement, engineering, and education, 24 hours a day/365 days a year.
Key Objectives:
1. Respond to all serious injury/fatal motor vehicle crashes on local and county roads upon notification
due to inadequate state staffing.
2. Respond to special requests for vehicle escorts, parades, other special events, traffic safety
education at schools and civic groups and for traffic law enforcement complaints.
3. Increase Driving under the Influence (DUI) enforcement.
4. Enforce State of Florida traffic laws to increase public safety.
Key
Actual
Actual
Projected
III. Measures:
Obj
FY
FY
Actual
Num 2010-11
2011-12
FY 12-13
Requested
Budget
FY 13-14
# of crashes investigated
# of hours spent investigating crashes
# of traffic safety education requests fulfilled
# of DUI's investigations
# of citations issued
# of citizen traffic complaints (DTA's) investigated
1
1
2
3
4
4
606
8,377
37
547
9,739
481
538
7,534
35
581
13,234
293
700
7,000
39
500
10,500
400
700
7,010
42
550
11,000
437
# of fatal traffic crashes in unincorporated Polk County
1
70
92
90
91
3,4
$1,673,551
Actual
FY
2010-11
$2,053,563
Actual
FY
2011-12
$2,000,000
Adopted
Budget
FY 12-13
$2,100,000
Requested
Budget
FY 13-14
22.1
0.000
22.5
0.000
24.7
0.000
25.3
0.3125
$ value of traffic fines issued
IV. Resources:
Funded Positions:
Full-time*
Part-time FTE's
Funding Sources:
General Fund BoCC*
Other GF Revenue
Total Program costs
$1,668,883
$1,804,360
$1,813,000
$1,854,742
$1,389
$1,670,272
$56,261
$1,860,621
$0
$1,813,000
$0
$1,854,742
* In FY14, Traffic program was added to Resource Services Section, which led to fluctuations in supervisory FTE's/cost being allocated
to this program.
(22)
I. Program Title: Child Safety/School Crossing (246110 and 246800)
Core Services: Ensure child safety and protection in school zones, while providing heightened awareness to
motorists traveling in and near elementary school zones.
To safely cross elementary school age students to and from school at various locations, determined by the Polk County
School Crossing Committee, throughout the county.
1. Provide standardized training as established by the Florida Department of Transportation to all part-time
crossing guards.
2. Provide adult assistance to safely cross elementary students without incident or injury.
3. Provide adult assistance to children at locations throughout the county that have been identified by the
School Crossing Committee as having possible hazards to children.
Key
Actual
III. Measures:
Obj
FY
Num
2010-11
Adults designated as guards and substitutes
Designated crossing locations
% adults receiving standardized training
# of elementary student injury reports
% of designated crossing locations having an
adult guard to protect the children
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
3
214
165
211
164
211
164
212
163
1
2
3
100%
0
100%
100%
0
100%
100%
0
100%
100%
0
100%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
2.2
53.200
2.2
53.800
2.3
51.457
2.2
50.621
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's*
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* In FY14, (3) Crossing Guards positions were eliminated.
(23)
$1,204,846
$1,193,628
$1,274,907
$1,218,140
$1,204,846
$1,193,628
$1,274,907
$1,218,140
I. Program Title: Agricultural Crimes (246210)
Core Services: Maximize public safety and protection by providing patrol services, call
response, and specialized investigations (24 hours a day/365 days a year) to protect and preserve
agricultural/mining lands and businesses within Polk County.
Provide the only full-time Agricultural Unit in Polk County to:
1. Enforce the laws, especially laws relating to animal abuse and agriculture related crimes.
2. Handle loose livestock and livestock impounds.
3. Educate the public on issues relating to animal abuse and agriculture related crimes.
Actual
Actual
Key
III. Measures:
FY
Obj
FY
Num
2010-11
2011-12
# of calls for agricultural crimes
# of animal abuse investigations
# of educational requests
# of calls for loose animals
# hours spent on impounds
# hours spent on animal abuse investigations
# of acres of agricultural & mining lands
% agricultural crimes call responded to
% animal abuse investigations cleared
% educational requests attended
% loose animals impounded
IV. Resources:
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
1
1
1,2
2
1
1,258
373
39
565
470
878
1,664
377
21
525
371
855
1,700
400
50
525
475
900
1,737
414
65
525
550
950
1,2
470,000
470,000
470,000
470,000
1
1
3
2
100%
100%
100%
63%
Actual
FY
2010-11
100%
100%
100%
90%
Actual
FY
2011-12
100%
85%
100%
70%
Adopted
Budget
FY 12-13
100%
100%
100%
60%
Requested
Budget
FY 13-14
10.2
2.000
11.4
1.833
10.7
1.896
12.3
1.875
$926,470
$891,424
$907,722
$1,039,321
$6,849
$933,319
$8,502
$899,926
$1,076
$908,798
$10,000
$1,049,321
Funded Positions:
Full-time*
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* In FY14, Traffic program was added to Resource Services Section, which led to fluctuations in supervisory FTE's/cost being allocated
to this program. Also, a SSO position was added in FY14, paid for by internal personnel cost savings.
(24)
I. Program Title:
Aviation Unit (246220)
Core Services: Provide aviation patrol and response necessary to support the crime prevention, crime control, and law
enforcement mission of the agency, and other county, state, and federal agencies within Polk County, 24 hours a day/365 days
a year.
Mission: Maximize citizen safety and protection by providing the only advanced air support in unincorporated Polk County and all
municipalities.
Key Objectives:
1. Respond to at least 80% of requests for airborne services within 15 minutes.
2. Target 100% equipment availability for airborne missions.
3. Respond to 80% of requests for public crime prevention education.
4. Respond to 100% of requests for airborne support during critical incidents and missing or endangered children or adults.
Key
Actual
Actual
Projected Requested
III. Measures:
Obj
FY
FY
Actual
Budget
Num
2010-11
2011-12
FY 12-13
FY 13-14
# calls for service
# public crime prevention education requests
# requests for airborne support during missing and endangered
children or adults incidents
% flights initiated within 15 minutes of request
% responses for air support requests (weather permitting)
% responses to critical incidents
% missing/endangered persons located
% educational requests flown/completed
% time aviation equipment is available for response
Program costs per flight hour (excludes price of new aircraft)
# of flight hours
IV. Resources:
1,3,4
3
1,745
10
1,514
2
1,650
8
1,700
10
4
123
88
100
100
1
1,3,4
4
4
3
2
100%
100%
100%
80%
100%
100%
100%
100%
100%
79%
100%
100%
100%
100%
100%
80%
100%
100%
100%
100%
100%
80%
100%
100%
1,2,3,4
1,2,3,4
$821
1,503
Actual
FY
2010-11
$921
1,440
Actual
FY
2011-12
$837
1,560
Adopted
Budget
FY 12-13
$816
1,650
Requested
Budget
FY 13-14
6.8
0.6000
6.8
0.0000
7.5
0.0625
7.8
0.0000
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(25)
$1,234,519
$1,326,125
$1,305,510
$1,345,753
$1,234,519
$1,326,125
$1,305,510
$1,345,753
I. Program Title: Marine Unit / Underwater Search and Recovery Team (246230)
Core Services: Maximize public safety on Polk County's lakes and waterways with a specialized Marine
Investigative Unit to conduct boating safety education, emergency response for waterborne search and
rescue boating accident investigations, evidence search/recovery, and timely response to aid in the recovery
of drowning victims.
Mission: Enhance boating safety for children and adults through public education/awareness programs,
conduct safety inspections, enforce boating laws, and provide emergency response to critical waterborne
incidents.
Key Objectives:
1. Patrol lakes and waterways and enforce boating safety laws.
2. Perform boating safety inspections and educate the public on safe boating.
3. Respond to all critical waterborne incident calls.
4. Assist other agencies when requested.
III. Measures:
# of routine marine calls
# of education requests
# of hours safety patrol & inspections
# of critical waterborne calls
# of requests from other agencies
# of vessels inspected
# of registered boats in Polk County
% of marine calls responded
% of educational request attended
Cost per marine response
Ratio of cost per number of registered boats
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,3,4
1
1,2,4
3
4
2
1,2
130
26
509
11
19
806
29,565
142
27
490
7
41
671
28,817
140
25
475
15
25
600
29,000
140
28
475
15
25
650
28,000
1,3,4
1
100%
100%
100%
100%
100%
100%
100%
100%
1,3,4
1,2,3,4
$212
$7.10
Actual
FY
2010-11
$211
$6.51
Actual
FY
2011-12
$239
$6.63
Adopted
Budget
FY 12-13
$238
$7.29
Requested
Budget
FY 13-14
2.3
0.300
2.3
0.208
2.1
0.271
2.2
0.000
$209,840
$187,726
$192,313
$204,171
$209,840
$187,726
$192,313
$204,171
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(26)
I. Program Title: Animal Control (246250)
Core Services: To maximize public safety by providing animal control services to include responding to nuisance,
cruelty/neglect and stray animal complaints by Polk County citizens. Provide cat and dog adoption and
sterilization services. Protect Polk County residents by ensuring that all cases of suspected exposure to rabies are
investigated. Investigate all incidents which may lead to a declaration of a dog as dangerous. Enforce the running
at large and licensing provision of the Animal Control Ordinance.
1. Respond to citizen complaints and cases of animal cruelty and neglect.
2. Provide adoption and sterilization services in order to reduce the number of animals euthanized and prevent
pet overpopulation.
3. Investigate all cases of animal bites/exposure and monitor and enforce rabies quarantine.
4. Classify and confiscate abused animals and dangerous dogs.
5. Sell animal licenses.
Key
Actual
Actual
Projected
III. Measures:
Obj
FY
FY
Actual
Num 2010-11
2011-12
FY 12-13
# of complaints responded to per year
# live animals impounded
# animal licenses sold
# animals adopted
# of animal bite/exposure cases
# of animals euthanized
Outcome: Effectiveness Indicators
% of complaints responded to within 2 hours
% of pets adopted or redeemed
% of animals euthanized
Requested
Budget
FY 13-14
1
1
1, 5
2
3,4
2
35,365
24,578
39,814
2,768
1,590
19,673
37,479
23,194
36,462
2,476
1,810
18,364
39,800
22,100
29,000
2,980
1,870
16,700
39,000
24,000
36,000
3,000
1,800
20,000
1
2
2
74%
19%
80%
55%
19%
79%
56%
23%
75%
70%
25%
75%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
46.0
7.875
46.0
7.875
45.4
7.438
45.4
7.500
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(27)
$2,645,855
$2,533,395
$2,729,441
$2,641,418
$20,624
$2,666,479
$16,676
$2,550,071
$61,400
$2,790,841
$38,000
$2,679,418
I. Program Title: Environmental Unit (246240)
Core Services: Provide 24 hours a day/365 days a year law enforcement and prevention relating to
illegal dumping, animal abuse and restricted water usage laws/ordinances to enhance the
quality of life for the citizens of Polk County.
1. Educate the public on issues relating to illegal dumping, animal abuse, and restricted water usage law/
ordinances.
2. Enforce the laws relating to illegal dumping, animal abuse, and restricted water usage laws/ordinances.
3. Conduct investigations relating to illegal dumping, animal abuse, and restricted water usage laws/ordinances.
4. Assist other agencies when requested on issues relating to illegal dumping, animal abuse, and restricted
water usage laws/ordinances.
Actual
Actual
Projected
Key
III. Measures:
FY
Actual
Obj
FY
Num
2010-11
2011-12
FY 12-13
# of calls for illegal dumping investigations
# of calls for animal cruelty investigations
# of educational requests
# of requests from other agencies
% of calls for illegal dumping cleared
% of animal cruelty investigations cleared
% of educational requests attended
Requested
Budget
FY 13-14
2,3,4
2,3,4
1
4
618
38
23
24
597
50
17
44
550
55
18
45
550
50
22
50
2,3,4
2,3,4
1
66%
100%
100%
75%
100%
100%
65%
100%
100%
65%
100%
100%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
5.7
0.000
3.0
0.208
4.3
0.271
4.5
0.000
$140,145
$115,356
$108,617
$124,846
$269,692
$409,837
$187,056
$302,413
$210,681
$319,298
$221,557
$346,403
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(28)
I. Program Title: Telecommunications Center (247900)
Core Services: Provide rapid and efficient service call processing and dispatch of Law Enforcement, Fire,
and EMS services to maximize citizen safety and protection 24 hours per day, 365 days per year.
1. Process incoming 911 emergency and non-emergency calls for service.
2. Offer pre-arrival instruction and comfort to victims of crimes.
3. Dispatch law enforcement officers to crimes / incidents.
4. Coordinate response of primary and support units.
5. Coordinate response with outside agencies / entities.
Key
III. Measures:
Obj
Num
# of 911 emergency calls answered
# of non-emergency calls answered
# of total calls received
Average service call to dispatch time (minutes)
Telecommunicator ratio / call
% of surveyed citizens highly satisfied**
IV. Resources:
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
1
1
238,091
448,069
686,160
250,035
443,509
693,544
257,536
456,814
714,350
265,262
470,518
735,780
1
1:50
1:54
1:53
1:47
1-5
1-5
1 per 5,052
100%
Actual
FY
2010-11
1 per 5,183
100%
Actual
FY
2011-12
1 per 4,896
100%
Adopted
Budget
FY 12-13
1 per 5,043
100%
Requested
Budget
FY 13-14
135.8
6.3
133.8
6.3
145.9
6.3
153.9
6.3
Funded Positions:
Full-time*
Part-time FTE's
Funding Sources:
General Fund BoCC
$4,576,445 $4,554,285 $6,132,585
$6,291,732
Other GF Revenue
$1,854,113 $1,924,294 $1,978,104
$2,001,506
Total Program costs
$6,430,558 $6,478,579 $8,110,689
$8,293,238
* The 2013-14 budget includes the complete phase-in costs for our telecommunication personnel adjustments that
began in FY13. As a result of these adjustments, (8) telecommunicator positions were added in FY14.
** Based on contact surveys - no complaints received.
(29)
I. Program Title:
Emergency Operations Group: (248000, 515000)
Core Services: Provide specialized law enforcement services (24 hours a day/365 days a year),
in unincorporated Polk County and all municipalities, in response to critical incidents or special events.
Mission: Maximize citizen safety and protection by providing 24 hour response to critical incidents or special events in the
form of SWAT Team, Crisis Negotiation Team, Protective Service Team, Mounted Enforcement Team, Tactical Medic Team,
Mobile Field Force and Critical Incident Stress Management Team, to ensure the safety and protection of citizens, regardless
of cost.
Key Objectives:
1. Respond to 100% of requests for services during critical Incidents, special events and public education.
2. Maintain/Reduce liability judgments resulting from critical Incidents or special events.
Key
Actual
Actual
III. Measures:
Obj
FY
FY
Num
2010-11
2011-12
# of calls for EOG services pertaining to critical incidents
# of calls for EOG services pertaining to special events
# of requests for public education
% of responses to requests for EOG services pertaining to critical incidents
% of EOG responses related to special events
% of responses for public education events
Liability judgments as a result of EOG actions
IV. Resources:
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
1
1
12
1
22
14
10
30
12
10
30
12
10
30
1
1
1
100%
100%
85%
100%
100%
80%
100%
100%
80%
100%
100%
80%
2
0
Actual
FY
2010-11
0
Actual
FY
2011-12
0
Adopted
Budget
FY 12-13
0
Requested
Budget
FY 13-14
0
0
0
0
0
0
0
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(30)
$
228,956
$
190,286
$
145,202
$ 219,475
$
228,956
$
190,286
$
145,202
$ 219,475
I. Program Title: Honor Guard (248100)
Core Services: To represent the Polk County Sheriff's Office in a professional manner and to provide
Honor Guard Services to the Law Enforcement community.
Mission:
Ensure the agency is represented professionally at funerals and ceremonies.
Key Objectives:
1. To honor and respect Sheriff's Office members and other members of the law enforcement
community who have been killed in the line of duty.
2. To provide Honor Guard services for memorials, ceremonies, post/presentation of colors in
community events.
Key
Actual
Actual
Projected
III. Measures:
Obj
FY
FY
Actual
Num
2010-11
2011-12
FY 12-13
# Law Enforcement funerals
notifications/requests (in county)
# Law Enforcement funerals
notifications/requests (out of county in FL)
# Law Enforcement funerals attended
# of requests for Graduations
# of requests for Ceremonies
% of Law Enforcement funerals attended-killed
in the line of duty
% of Graduations attended
% of Ceremonies attended
Avg. cost per Honor Guard service
IV. Resources:
Requested
Budget
FY 13-14
1,2
3
7
5
6
1,2
1,2
2
2
10
13
2
20
43
14
4
17
30
20
5
20
32
21
6
20
1,2
1,2
1,2
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
2
$2,043
Actual
FY
2010-11
$953
Actual
FY
2011-12
$678
Adopted
Budget
FY 12-13
$522
Requested
Budget
FY 13-14
0
0
0
0
0
0
0
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC*
Other GF Revenue
Total Program Costs
$71,505
$33,341
$29,323
$23,549
$0
$71,505
$0
$33,341
$1,200
$30,523
$1,000
$24,549
* FY11 Actual include expenses for out of state memorial for fallen officer.
(31)
I. Program Title: Extra Duty Employment (246120)
Core Services: Provide off-duty deputy sheriffs to citizens, businesses, and other governmental agencies
in Polk County to enhance public safety, crime prevention, and enforcement of the law.
Mission: Contract with citizens, businesses, and other governmental agencies in Polk County
to provide professional law enforcement officers to maximize the public's safety and enhance the agency's
mission.
Key Objectives:
1. To fill 90% of requests for off-duty details.
2. To fill 95% of requests for funeral escorts.
3. To provide deputies for approved inmate funeral requests.
III. Measures:
# of businesses and individuals served *
# of hours worked on extra duty **
# of assignments
# of funeral assignments
# of hours worked on extra duty for inmate funerals
% of extra duty requests filled
% of funeral requests filled
% of inmate funeral requests filled
Private compensation received by deputies**
Savings to taxpayers for contracted funerals^
Savings to taxpayers for contracted inmate funerals
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
1,2,3
1,2,3
2
3
1064
52,453
9,897
976
16
1013
45,459
9,052
938
16
1135
44,067
9,240
1,073
20
1150
45,000
9,500
1,075
20
1
2
3
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
1,2,3
2
3
$1,312,703
$39,040
$461
Actual
FY
2010-11
$1,148,371
$44,800
$469
Actual
FY
2011-12
$1,178,853
$107,280
$500
Adopted
Budget
FY 12-13
$1,180,800
$109,280
$520
Requested
Budget
FY 13-14
1.1
0.0
1.1
0.0
1.2
0.2
1.1
0.2
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* FY 11 & 12 retroactively restated to count multiple times serviced same vendor.
** FY 11 & 12 corrected.
^ Funeral rate increased from $40 to $100 in FY 13.
(32)
$10,611
$56,251
$0
$66,771
$13,948
$53,162
$0
$51,561
$66,862
$66,771
$67,110
$51,561
I. Program Title: Fiscal Services (320000)
Core Services: Financial policy setting, inmate banking, inmate accounts receivable, accounts payable,
budgeting, financial analysis, general accounting, payroll, cash management, grant accounting, and
employee reimbursements in support of the law enforcement, detention and court security missions of the agency.
To enhance the allocation and management of taxpayer dollars and to preserve the integrity of the
financial records by:
1. Preparing a budget and acquiring funding consistent with the strategic plan.
2. Providing consistent, reliable, timely oversight of spending.
3. Continuously improving an appropriate accounting system with suitable controls.
4. Complying with legal and professional requirements.
Key
Actual
III. Measures:
Obj
FY
Num
2010-11
Develop budget consistent with strategic plan
# of monthly interim forecasts prepared
# of invoices paid
average # of active grants & city contracts
# of pay checks & notices of deposit
# of responses prepared / # of repeat items in
external auditor's management letter
% invoices paid without interest or late charges
Inmate copayments collected per clerk
Ratio of payroll staff to # of FT&PT budgeted*
IV. Resources:
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
2,3,4
2
1,2,4
2
FY 12 Budget
7
21,490
57
49,155
FY13 Budget
7
19,952
54
51,147
FY14 Budget
7
19,100
52
48,600
FY 15 Budget
7
20,000
51
48,100
3,4
2
0/0
100%
0/0
100%
0/0
100%
0/0
100%
2,3
2
$592,980
1:355
Actual
FY
2010-11
$643,602
1:446
Actual
FY
2011-12
$695,000
1:481
Adopted
Budget
FY 12-13
$650,000
1:478
Requested
Budget
FY 13-14
Funded Positions:
Full-time
Part-time FTE's
17.3
0
16.3
0
16.3
0
16.3
0.914
$1,001,634
$946,949
$964,561
$1,052,399
$1,001,634
$946,949
$964,561
$1,052,399
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* In FY13, began calculating ratio on # of headcount instead of on FTE's, to be more representative of workload.
(33)
I. Program Title: Records Section (311100)
Core Services: Serve as official custodian of public records including offense reports, crime scene photographs, field
interview reports, pawn transaction records, false alarm citations, criminal histories, traffic citations, inmate records and
booking photos. Maintain and provide accurate, official documents upon request by internal or external customer.
Mission: Maximize citizen safety and serve the public efficiently by providing requested information expeditiously.
1. Timely data entry of offense reports to ensure Uniform Crime Report (UCR) PART 1 crime reports are
completed within 10 working days of receipt.
2. Data entry of offense reports to ensure UCR PART 2 crime reports are completed within 20 working days
of receipt.
3. Data entry of offense/incident reports to ensure all other reports are completed within 30 working days of receipt.
4. Process all traffic citations to ensure they are delivered to the Clerk of Court within 24 hours of receipt.
5. Enhance customer service by increasing the percentage of transactions provided at district offices.
6. Timely processing of all agency digital images to ensure capture media is returned to districts within 24 hrs.
7. Process requests from the public.
III. Measures:
# of offense/incident reports
# of traffic citations processed
# of transactions at district offices
# of digital images processed
# of requests from the public
% of citations delivered within 24 hours
% of requests processed in district offices
% of media returned within 24 hours
IV. Resources:
Key
Obj
#
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2,3
4
5
6
7
54,605
20,146
5,223
269,720
29,394
60,995
21,653
4,402
255,007
32,537
69,000
22,000
4,400
260,000
39,300
70,300
22,500
4,300
265,000
41,200
4
5
6
100%
15%
100%
Actual
FY
2010-11
100%
12%
100%
Actual
FY
2011-12
100%
10%
100%
Adopted
Budget
FY 12-13
100%
10%
100%
Requested
Budget
FY 13-14
25.4
2.5
24.7
2.5
22.6
2.5
22.7
2.8
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(34)
$1,186,208
$1,029,861
$1,099,263
$1,066,677
$1,186,208
$1,029,861
$1,099,263
$1,066,677
I. Program Title: Warrants Administrative Unit (311200)
Core Services: As required by F.S.S. 30.15, maintain accurate and actionable FCIC/NCIC* records. Provide accurate
and actionable records to citizens, law enforcement and courts as requested, 24 hours a day, 365 days a year.
Mission: Maximize citizen safety by maintaining and providing accurate and actionable FCIC/NCIC* records.
1. Process felony warrants issued within 24 hours of receipt.
2. Process all other warrants issued within 7 business days of receipt.
3. Answer all telephone and teletype calls, whether internal or external, in a timely manner.
4. Maintain at least a 95% error free rating for FDLE's audit of validation procedures.
III. Measures:
Key
Actual
Actual
Obj
FY
FY
Num
2010-11
2011-12
# of felony warrants served
# of felony warrants processed
# of other warrants processed
# of CIC transactions
Average time to process felony warrant
Average # days to process other warrants
Tri-annual FDLE efficiency rating audit^^
# of warrants processed per day (365 days)
# of CIC transactions per day (365 days)
IV. Resources:
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
1
2
3
5,513
15,212
16,822
619,947
5,792
12,923
17,989
698,755
5,800
13,000
17,300
754,000
6,000
13,200
17,600
769,000
1
2
1,2,4
30 min
1 day
No audit
30 min
1 day
No audit
30 min
1 day
No audit
30 min
1 day
98.0%
1,2
3
88
1,698
Actual
FY
2010-11
85
1,914
Actual
FY
2011-12
83
2,066
Adopted
Budget
FY 12-13
84
2,107
Requested
Budget
FY 13-14
26.4
0.625
26.9
0.625
27.9
0.625
28.1
0.625
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$1,189,739
$199,565
$1,194,437
$215,503
$1,313,136
$215,503
$1,307,224
$219,327
$1,389,304
$1,409,940
$1,528,639
$1,526,551
* FCIC - Florida Crime Information Center NCIC - National Crime Information Center
^^ Audit dates may vary and not fall within the three year fiscal cycle
(35)
I. Title/ Program Description: Communications/Security Equipment (313400)
Core Services: Maximize citizen safety and protection by providing efficient cellular and landline
telephone communications support, data line services, and building security in support of
the crime prevention and law enforcement mission of the agency.
II. Mission/Key Objectives:
1. Coordination, installation and repair of telephone systems, including cell phones.
III. Measures:
Key
Actual
Actual
Obj
FY
FY
Num
2010-11
2011-12
Number of phone install/repair requests
Number of cellular phones purchased/repaired
# of hrs. of phone install/repair
# of phone work orders closed
Support Staff ratio to phone install/repair
IV. Resources:
Projected
Actual
FY12-13
Requested
Budget
FY13-14
1
1
217
N/A
235
217
364
416
370
420
1
1
652
N/A
940
473
1200
480
1200
480
1
1:217
Actual
FY
2010-11
1:235
Actual
FY
2011-12
1:364
Adopted
Budget
FY12-13
1:370
Requested
Budget
FY13-14
1.0
0.0
1.0
0.625
1.0
2.500
1.0
1.875
Funded Positions:
Full Time
Part Time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Special Revenue Fund (142)
Total Program costs
(36)
$1,597,110
$1,614,690
$1,571,263
$1,527,319
$1,597,110
$1,614,690
$1,571,263
$1,527,319
I. Program Title: Information Technology (313500)
Core Services: Enhance crime prevention and law enforcement efforts through design, development, and support of
information technology solutions for frontline members; maximize the public's safety by providing and
updating information on the agency's website; maximize agency security by maintaining restrictive access to
buildings and systems; and provide support, including network design, installation and maintenance for all agency
units.
Support the agency's efforts to maximize citizen safety and protection through computer hardware and
software maintenance.
1. Install and service all computers and network components.
2. Complete all software projects and maintain existing software.
3. Maintain and enhance existing website (polksheriff.org).
4. Issue and track door I.D. cards for building security.
III. Measures:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
1
1
2
2
2
4
9,093
2,100
N/A (new)
N/A (new)
N/A (new)
N/A (new)
349
12,131
3,024
4,498
10,951
16,785
1,573
525
20,668
3,100
4,828
21,800
12,796
1,624
632
20,750
3,100
5,000
22,000
13,000
1,700
650
1
1
4
1:413
N/A (new)
1:175
Actual
FY
2010-11
1:758
1:1499
1:263
Actual
FY
2011-12
1:1292
1:1609
1:316
Adopted
Budget
FY 12-13
1:1297
1:1667
1:325
Requested
Budget
FY 13-14
21.8
5.000
22.8
3.125
22.8
1.875
23.9
2.500
# of Service Calls
# of computers supported
# of hardware work orders received
# of address verifications completed
# of map updates completed
# of hours of database & software support
# of I.D. cards issued
Support staff ratio to service calls (hardware & software)
Support staff ratio to hardware work orders
Support Staff ratio to cards issued
IV. Resources:
Funded Positions:
Full-time*
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Special Revenue Fund~
Total Program costs**
$4,748,435
$0
$0
$4,748,435
$5,102,166 $3,645,796
$3,611,265
$0 $ 53,150 $
80,848
$79,364
$0
$0
$5,181,531 $3,698,946
$3,692,113
* (1) Technical Support Supervisor position added in FY14, paid for by internal personnel cost savings.
** Cost fluctuations due to multi-year integrated computer system implementation.
~SCAAP revenue used for RFID project for Detention Security in FY12
(37)
I. Program Title: Facility Services (314200)
Core Services: Provide support services through the planning, development, maintenance and
operation of county owned facilities and leased facilities occupied by the Polk County Sheriff's Office, and security at
the Sheriff's Operation Center, at minimal cost to the taxpayers of Polk County.
1. Provide timely, efficient and effective facilities services.
2. Process requests for service/repair within 24 hours of receipt .
3. Complete all service/repair requests involving county, detention and other PCSO facilities within 30 days of
request.
III. Measures:
Service/Repair requests completed
% of requests processed in 24 hours
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,3
900
637
750
900
2
95%
100%
98%
95%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
1.1
0.000
1.1
3.125
1.1
2.500
1.1
2.500
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC*
Other GF Revenue
Total Program costs
$2,426,111
$3,224,480
$1,427,113
$1,490,285
$2,426,111
$3,224,480
$1,427,113
$1,490,285
* FY12 Actual includes capital outlay for driving pad construction in Training, and relocation & renovation of facilities
to include Supply and Archives.
(38)
I. Program Title: Purchasing (314400)
Core Services: Obtain agency goods and services in the most efficient manner possible, ensuring cost
effectiveness for the taxpayers of Polk County in support of law enforcement and detention missions.
1. Utilize the buying power of the Sheriff's Office in a manner that will yield maximum cost
savings. Also, when possible, coordinate purchase with other governments to yield increased savings.
2. Procure goods and services at the lowest possible cost while meeting the quality, quantity, delivery, and
safety requirements of the agency.
Key
Actual
Actual
Projected
III. Measures:
Obj
FY
FY
Actual
Num 2010-11
2011-12
FY 12-13
# of requisitions processed
# of purchase orders issued
# of formal bids
# of quotations
% of Purchase Orders issued within 3 days
% of Request for quotes issued within 30 days
% of Formal Bids issued within 45 days
Cost Savings Achieved
IV. Resources:
Requested
Budget
FY 13-14
1,2
1,2
1,2
1,2
2,589
2,292
13
634
2,007
2,420
17
629
2,550
2,600
20
675
2,500
2,600
20
675
1,2
1,2
1,2
100%
100%
100%
99%
100%
100%
100%
100%
100%
100%
100%
100%
1,2
$1,154,870
Actual
FY
2010-11
$754,494
Actual
FY
2011-12
$900,000
Adopted
Budget
FY 12-13
$925,000
Requested
Budget
FY 13-14
5.7
0
5.4
0
5.4
0
5.4
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(39)
$273,752
$266,955
$287,220
$283,133
$273,752
$266,955
$287,220
$283,133
I. Program Title: Document Services (314500)
Core Services: Maximize taxpayer dollars by assuring that document services, copier maintenance and repair
services and document production equipment is professionally prepared, routinely maintained, and rapidly
repaired, to ensure consistent operations with minimal lost time.
1. Provide timely, efficient and cost effective copier services.
2. Complete in house copy center print requests within 24 hours of receipt.
3. Keep all convenience copiers at an operating level of 99% or higher.
Key
Actual
III. Measures:
Obj
FY
Num
2010-11
# of copies made
# of service/repair requests
# in house copy center print requests
% of copiers available
% of in house copy center job requests
completed in 24 hours
Program Cost per copy made*
IV. Resources:
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2
3
1,2
8,423,253
294
491
10,219,625
400
427
10,800,000
250
400
11,000,000
300
450
3
100%
99%
99%
98%
1,2
93%
95%
93%
95%
1
$0.015
Actual
FY
2010-11
$0.027
Actual
FY
2011-12
$0.026
Adopted
Budget
FY 12-13
$0.025
Requested
Budget
FY 13-14
0
0
0
0
0
0
0
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC*
Other GF Revenue
Total Program costs
$129,527
$271,812
$277,485
$275,000
$129,527
$271,812
$277,485
$275,000
* In FY 12, entered into contract with Boring which included maintenance for all copiers, and supplies.
(40)
I. Program Title: Fleet Maintenance (314600)
Core Services: Provide for the responsive, effective and efficient delivery of fleet services to agency
vehicles at minimal cost to the taxpayers of Polk County, in support of the law enforcement mission.
1. Maximize vehicle readiness at the highest level possible.
2. Ensure that fleet vehicles and equipment remain safe, reliable, and function effectively.
3. Provide timely, responsive and efficient vehicle repairs.
4. Continually strive for improved fuel efficiency and economy through best fuel purchasing practices and
improved vehicle technologies.
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2,3
1,2,3
4
13,268
6,677
1,189,370
12,352
6,411
1,161,083
12,723
6,603
1,161,083
13,104
6,801
1,213,332
3
1
90%
96%
91%
99%
90%
97%
90%
97%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
11.3
1.0
10.9
1.125
13.0
1.250
13.0
0.625
III. Measures:
# of labor hours spent
# of repair orders
Gallons of fuel purchased
% of service repairs made within 24 hours
% of Fleet availability
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(41)
$7,282,422
$7,970,479
$8,416,425
$8,058,979
$7,282,422
$7,970,479
$8,416,425
$8,058,979
I. Program Title: Central Supply (314700)
Core Services: Stock and distribute supplies necessary to support the law enforcement and detention
mission of maximizing public safety.
1. Provide sound inventory and warehouse management program to minimize the inventory investment and
operating costs while ensuring adequate supplies to meet the demands.
2. To maintain accurate accountability for all agency owned fixed asset equipment.
III. Measures:
Key
Actual
Actual
Projected Requested
FY
Actual
Budget
Obj
FY
Num
2010-11
2011-12
FY 12-13
FY 13-14
# of supply requisitions processed
# of deliveries received and processed
% of fixed assets & weapons physically inventoried
% requisitions processed within 24 hours of receipt
IV. Resources:
1
1
6,730
8,121
7,520
7,615
8,000
8,250
7,500
8,000
2
1
100%
98%
Actual
FY
2010-11
100%
96%
Actual
FY
2011-12
100%
95%
Adopted
Budget
FY 12-13
100%
95%
Requested
Budget
FY 13-14
5.7
1.200
4.3
1.826
4.3
1.827
4.3
1.827
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(42)
$2,006,868
$2,332,064
$2,208,116
$1,903,722
$61,414
$2,068,282
$19,278
$2,351,342
$5,327
$2,213,443
$7,695
$1,911,417
I. Program Title: Benefits Administration and Member Records (340100 and 340500)
Core Services: Administer member benefits, including health, dental, vision, prescription drug, and mental health plans and
employee assistance program (EAP); coordinate other insurance benefit options available and long term disability; manage Family
Medical Leave, Workers Compensation and Unemployment; provide information and coordinate retirement options, and ensure
that all benefit information is accessible to members; provide Data Management through electronic records in accordance with
Florida Statute.
1. Increase cost effectiveness for members through administration of benefits and wellness programs to minimize
costs to taxpayers.
2. Communicate and coordinate benefits with agency members, retirees and dependents.
3. Manage benefits under the Family Medical Leave Act, and provide education to supervisors and members.
4. Process public records requests and maintain personnel files.
5. Direct members through the resignation and retirement process.
6. Manage Worker's Compensation and Safety programs to ensure good care for members, a safe environment and
controlled costs
III. Measures:
# of contracts in Health
# of contracts in Dental
# of contracts in Vision
# of contracts in Flexible Spending
# of contracts in Sup. Life/Dep Life
# of contracts in Long-Term Disability
# of changes to all plans
# FMLA applications
# Worker's Comp Reports
# fitness for duties scheduled
Termination payouts
% increase participation in fiscal wellness benefits*
% of PCSO Work Comp. Returned to work
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1,2
1,2
1,2
1,2
1,2
1,2
1,2,5
1,2,3
1,6
1,2
5
1,411
1,273
956
310
1,512
529
3,026
360
404
38
$1,780,131
1,415
1,278
979
306
1,585
504
2,613
405
503
26
$1,097,859
1,450
1,300
950
315
1,520
550
3,000
500
450
35
$1,150,147
1,450
1,300
950
315
1,520
550
3,000
500
450
35
$1,236,790
1,2
1,2
0%
100%
2%
99.9%
0%
100%
0%
100%
1,2
1 to 1497
Actual
FY
2010-11
1 to 1516
Actual
FY
2011-12
1 to 1521
Adopted
Budget
FY 12-13
1 to 1521
Requested
Budget
FY 13-14
4.0
0.625
4.0
0.000
4.4
0.625
4.3
0.000
Ratio benefits staff to benefit plan contracts
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$2,108,337
$1,332,182
$1,007,508
$1,621,745
$87
$2,108,424
$0
$1,332,182
$0
$1,007,508
$0
$1,621,745
* A benefit offered that provides financial resources in the event of disability or death (LTD or Life Insurance) or a tax
savings (Flex Plan).
(43)
I. Program Title: Employment Services (340300)
Core Services: Hire the most qualified applicants consistent with the agency's mission of preventing crime
and providing outstanding public safety, through a fair and unbiased recruiting process.
1. Manage and coordinate recruitment programs.
2. Manage pre-employment, hiring, and employment functions.
3. Manage and maintain applicant investigational process.
III. Measures:
Key
Obj
Num
# of applications processed
# of prescreens processed
# of interviews
# of new hires
# of background investigations processed
# of pre-employment testing conducted
Avg # of days from application to hire
% of applicants hired within 45 days
% of background investigations completed in
15 working days
# of minority applicants
# of minority applicants hired
Average Cost of pre-employment per applicant
Ratio FT Employment Services staff to applicants*
Program cost per applicant processed*
IV. Resources:
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1, 2
1,2
1, 2
1, 2
3
1, 2
1,396
2,241
293
169
305
1,325
1,165
2,229
250
167
295
1,700
1,025
2,425
260
175
300
1,500
1,075
2,475
265
179
306
1,530
2
1,2
29
85%
33
80%
33
85%
33
90%
3
1,2
1,2
94%
367
31
93%
390
57
96%
400
50
97%
408
55
1,2,3
1,2,3
1,2,3
$77
1:199
$542
Actual
FY
2010-11
$118
1:166
$713
Actual
FY
2011-12
$95
1:146
$817
Adopted
Budget
FY 12-13
$98
1:153
$713
Requested
Budget
FY 13-14
7.6
1.3
7.8
1.3
8.9
1.3
7.5
2.5
$741,016
$818,659
$816,482
$746,681
$15,324
$756,340
$12,457
$831,116
$21,000
$837,482
$20,000
$766,681
Funded Positions:
Full-time**
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
*
FY11 correction
** (1) Human Resource Coordinator position relocated to Organizational Development, in FY14.
(44)
I. Program Title: Organizational Development (340200)
Core Services: Manage and develop member talent to support and enhance the agency's ability to provide
safety and crime prevention services.
1. Utilize needs assessment survey to determine organization and member training needs for the continued
ability to provide quality service to the community.
2. Promote education goals of agency to ensure members are prepared to service the growing needs of a
diverse community through onsite degree program(s).
3. Develop and coordinate in-house supervisor/leadership training.
4. Successfully track and maintain administrative documents on member development.
5. Process public records requests and maintain personnel files.
III. Measures:
# of needs assessment surveys conducted
# of training courses provided per survey result
# of on-site degree programs sponsored on-site
# of members attending on-site degree program(s)
# of leadership training courses conducted
# of members graduating from on-site programs*
# of personnel orders processed
# of personnel actions processed
# of evaluations processed (annual/probationary)
# of transfers processed
# of surveys/reports completed
# of separations
# of documents scanned**
# of public records/subpoena requests
# of education reimbursements paid
% of supervisory knowledge before training
% of increased supervisory knowledge after training
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
2
2
2
3
2
4
4
4
4
4
5
5
5
4
0
0
3
85
136
0
1,976
72
1,661
966
48
216
80,590
272
550
0
0
3
125
116
65
1,073
52
1,489
514
41
171
35,996
676
374
1
1
4
110
120
0
2,670
60
1,762
750
50
179
50,000
600
400
1
1
6
130
120
72
2,670
60
1,762
750
50
179
50,000
600
400
1,3
1,3
73%
94%
76%
95%
75%
90%
75%
90%
Actual
FY 10-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
5.4
0.625
5.6
0.625
6.6
0.625
7.5
0.000
$379,395
$392,696
$396,779
$403,853
$0
$379,395
$105
$392,801
$0
$396,779
$0
$403,853
IV. Resources:
Funded Positions:
Full-time***
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
* Cyclical with Certified Public Manager graduating classes.
** High year due to conversion between imaging systems.
*** (1) Human Resource Coordinator position relocated from Employment Services, in FY14.
(45)
I. Program Title: Academy and Member Development (340600, 110500)
Core Services: To enhance the safety of the citizens of Polk County by providing progressive and professional training in
crime prevention to the Polk County Sheriff's Office and other public safety agencies.
1. To maximize citizen safety and protection by developing, coordinating, and facilitating professional in-service
training for agency members and other public safety agencies, for improved competencies.
2. To improve citizen's ability, as the viewer/listener, to understand and recall and implement educational
materials prepared for crime prevention purposes.
3. To enhance the effectiveness and quality of internal communications.
4. To enhance the public's understanding, knowledge, and the image of the Polk County Sheriff's Office's
professionalism, efficiency/effectiveness and mission.
III. Measures:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
Sheriff's Office personnel
# of instructional units delivered to Federal, State,
1
3,412
3,758
5,000
5,000
County, and Municipal public safety agencies
1
1,501
1,448
1,800
1,800
# of instructional units delivered to Polk County
# of mandatory & in-service training courses received
# of external public service productions created
# of internal training productions created
# of production hours created
# of online classes taken & passed by members
Internal feedback of satisfaction regarding the quality
and professionalism of AV productions
# of Instructors per # of members
Multi-media program cost/ production hour
IV. Resources:
1
5,898
4,626
6,500
6,500
1,2
91
144
180
185
3
305
1324
1290
1329
1,2,3,4
1,028
1,900
2,550
2,626
1
16,155
17,491
25,000
30,000
1,3
100%
100%
100%
100%
1
1,2,3,4
1:8.2
$111.74
Actual
FY
2010-11
1:8.0
$62.26
Actual
FY
2011-12
1:8.0
$49.42
Adopted
Budget
FY 12-13
1:8.0
$49.02
Requested
Budget
FY 13-14
15.2
1.6
16.7
1.6
17.8
1.6
18.2
1.3
Funded Positions:
Full-time^
Part-time FTE's
Funding Sources:
General Fund BoCC*
Other GF Revenue
Total Program costs
$2,428,527
$223,869
$501,961
$3,154,357
$1,944,741
$381,060
$313,566
$2,639,366
$1,504,427
$334,081
$566,000
$2,404,508
* Salaries or stipends for members sponsored at the academy are funded from attrition savings; no budget.
^ In FY14, (1) Lieutenant position was added for campus security, fully funded by Polk State College.
(46)
$1,478,352
$443,004
$381,500
$2,302,856
I. Program Title: Customer Service Unit (340700) (Previously 311400)*
Core Services: Provide exceptional customer service through personal contact or by telephone to citizens, law
enforcement and the courts. Process incoming telephone calls and all agency mail in an expeditious and
courteous manner, while directing citizens to the correct department, division or section.
Maximize citizen safety and serve the public efficiently by providing expeditious and knowledgeable first contact service.
1. Act as a focal point for knowledge of all agency activities.
2. Maintain a security log of all visitors to the Sheriff's Operation Center.
3. Provide each visitor with an identification badge and ensure they are escorted when entering the business area.
4. To the best of our ability, ensure that each customer we assist is completely satisfied with the service provided.
III. Measures:
Key
Actual
Actual
Projected
Requested
Obj
FY
FY
Actual
Budget
#
2010-11
2011-12
FY 12-13
FY 13-14
1
1,2,3,4
2,4
1,2,4
1
166,427
18,581
838
3,628
142,197
145,576
26,730
1,249
3,864
136,896
145,000
28,000
1,600
4,000
136,000
143,000
28,000
1,500
4,000
136,000
4
4
25
7
25
6
25
6
25
6
Actual
Actual
Adopted
Requested
FY
FY
Budget
Budget
2010-11
2011-12
FY 12-13
FY 13-14
4.2
0
6.4
0
6.4
0
7.5
0
$335,055
$330,041
$339,922
$395,814
# of phone calls received - switchboard
# of walk-up information requests
# of fingerprints taken
# of packages received
# of mail batch count
Average duration of each call (seconds)
Average time to answer each call (seconds)
IV. Resources:
Funded Positions:
Full-time**
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$335,055
$330,041
$339,922
$395,814
* In FY14, program was relocated from Business Services Division to Human Resource Division.
** In FY14, (1) Manager position was moved from HR Division to Customer Service & Administrative Section, and (1)
Supervisor position was reclassified as Customer Service Specialist.
(47)
I. Program Title: Detention Security (511000 and 516000)
Core Services: To operate all county jail housing facilities in the most efficient and cost effective manner. To
provide inmate support functions mandated by state standards applicable to jail operations, and to provide cost
saving trusty labor force.
1. Provide service and protection for the citizens of Polk County and Detention staff.
2. Provide for the care, custody, and control of those incarcerated in Polk County Detention facilities.
3. Manage inmate work program, entitling inmates to gain time, pursuant to Florida Statutes, Chapter 951.
4. Provide commissary to inmates, pursuant to Florida Model Jail Standards, Chapter 10.
5. To provide U.S. Postal Services to inmates, pursuant to Florida Model Jail Standards, Chapter 9.
6. To provide due process procedures to inmates given disciplinary reports, pursuant to Florida Model Jail
Standards Chapter 13.
Key
Actual
Actual
Projected
Obj
FY
FY
Actual
Num
2010-11
2011-12
FY 12-13
Tons of laundry serviced
Inmate personal visits received
Inmate professional visits received
Inmate recreation hours*
Rated capacity
Annual average daily inmates housed
Average # of trusty's working per day (CCJ&SCJ)
Requested
Budget
FY 13-14
2
2
2
2
1,2
1,2
3
939
51,859
36,900
16,691
1,808
2,100
269
1,027
62,835
36,310
51,306
2,576
2,328
236
1,044
63,882
38,523
72,936
2,576
2,464
248
1,074
65,709
39,625
75,022
2,576
2,476
255
# of pieces of mail processed (CCJ)
5
341,974
354,713
411,855
423,634
# of Disciplinary Review Board Hearings (SCJ)
# of trusty labor hours worked
6
3
2,161
573,542
1,304
480,200
1,707
497,568
1,756
511,798
1
1
1
1
1,2
1,2
3
0
1
0
327
14
322
87%
0
1
1
515
60
579
86%
0
0
0
555
84
678
84%
0
0
0
571
86
697
86%
General Fund cost per avg. daily inmate
Labor $ avoided per trusty hour worked (at min
2
$23.56
$21.36
$21.27
$22.55
wage plus FICA and retirement)
Total $ value of savings in Millions
Commissary commission earned
IV. Resources:
3
3
4
$8.23
$4.7
29%
Actual
FY
2010-11
$8.54
$4.1
29%
Actual
FY
2011-12
$8.79
$4.4
29%
Adopted
Budget
FY 12-13
$8.93
$4.6
29%
Requested
Budget
FY 13-14
285.0
0
299.1
0
299.1
0
311.2
0
Escapes
Inmate deaths (other than natural causes)
Inmate suicides
Inmate on inmate assaults
Inmate on staff assaults
Protective actions
% of eligible trusty's worked
Funded Positions:
Full-time**
Part-time FTE's
Funding Sources:^^
General Fund BoCC
Other GF Revenue
Total Program costs
*
$18,058,933
$218,495
$18,277,429
$18,150,214
$28,826
$333,834
$18,512,873
$19,133,661
$31,446
$515,267
$19,680,374
New recreation yards have open access which provides more hours of recreation after FY11
^^ Includes figures for the Inmate Services program that was merged in FY13.
** In FY14, (4) Detention Support Specialist, and (8) Detention Deputy positions were added to open another dormitory, due to
increased inmate population.
(48)
$20,377,922
$31,446
$403,176
$20,812,544
I. Program Title: Inmate Medical
(517000)
Core Services: Contract with private medical service provider to ensure all inmate medical, dental and
pharmaceutical needs are met.
1. Provide medical care for inmate population.
2. Obtain discounted emergency services for outpatient medical needs.
3. Operate medical departments at three facilities in accordance with the accreditation mandates of the
National Commission on Corrections Health Care, Florida Model Jail Standards and Florida Corrections
Accreditation Commission.
Key
Actual
Actual
Projected Requested
III. Measures:
Obj
FY
FY
Actual
Budget
Num
2010-11
2011-12
FY 12-13
FY 13-14
# of inmates attending sick call
# of inmates receiving medication
# of inmates receiving off-site treatment
# of inmates receiving dental care
Average daily inmate population
On-site medical cost per inmate per day
IV. Resources:
1,2,3
1,2,3
1,2,3
1,2,3
1,2,3
37,089
25,700
431
3,523
2,100
40,291
25,433
440
3,679
2,328
38,580
25,998
438
3,390
2,464
40,500
26,250
445
3,600
2,476
1,2,3
$11.22
Actual
FY
2010-11
$9.94
Actual
FY
2011-12
$9.53
Adopted
Budget
FY 12-13
$9.49
Requested
Budget
FY 13-14
0
0
0
0
0
0
0
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC*
Other GF Revenue
Total Program costs
$9,152,221
$9,085,498
$8,448,707
$9,141,608
$9,152,221
$9,085,498
$8,448,707
$9,141,608
* Budget increase represents increase in inmate population and hospital watches, due to a sicker jail population.
(49)
1. Program Title: Inmate Intake/Inmate Records and Classification (552100 and 552200)
Core Services: Responsible for the processing of all individuals who are legally arrested within the
geographic area of Polk County, regardless of which agency makes the arrest. Create and maintain an
accurate electronic and hard copy record for each individual arrested within the geographic area of Polk County;
process all arrest documentation to the courts, following all directions issued by the courts; assess each inmate's
custody level so they may be assigned to an appropriate housing area.
1. To legally and safely receive inmates into the Polk County Jail.
2. To legally and safely release inmates from the Polk County Jail after they have complied with the court's
incarceration instructions.
3. To accept cash and/or surety bond monies to allow inmates to legally bond out of jail.
4. To operate all booking functions while maintaining custody and control of all persons in Booking.
5. To maintain a record of each inmate's court proceedings during incarceration.
6. To assess/re-assess inmates that are incarcerated in the Polk County Jail to determine their custody level.
7. To meet registration requirements for convicted felons and sex offenders.
Actual
Actual
Projected
Requested
Key
III. Measures:
FY
Actual
Budget
Obj
FY
Num
2010-11
2011-12
FY 12-13
FY 13-14
1,4
30,118
32,207
30,987
31,873
booked in*
1,4
N/A
970
1,470
1,512
# of inmates released from Booking and booked out
# of pre-adjudicated youth inmates released in Booking and
2,3
29,512
30,930
30,333
31,201
booked out*
2,3
N/A
843
1,410
1,450
3
2,3
1, 2, 4
6
6
4,7
5,6
5,6
$47.3M
26,180
37
12,347
7,839
7,181
21,472
17,418
$53.1M
29,534
40
12,605
7,717
7,182
21,625
22,238
$44.8 M
27,126
24
11,880
8,625
6,699
22,395
23,217
$46.1M
27,902
25
12,220
8,872
6,891
23,035
23,881
1,2,4
5
0.06%
0.9%
0.06%
0.9%
0.04%
1.0%
0.04%
1.0%
1,2
$72.56
Actual
FY
2010-11
$68.64
Actual
FY
2011-12
$71.95
Adopted
Budget
FY 12-13
$70.23
Requested
Budget
FY 13-14
78.5
0
78.2
0
77.3
0
77.3
0
# of inmates received in Booking and booked in
# of pre-adjudicated youth inmates received in Booking and
$ received for bonds
# of bonds posted to bond inmates out of jail
# of protective actions in Central Booking
# of assessments for custody level
# of reassessments for custody level
# of felony and sex offender registrations
# of first appearance files checked
# of court files posted
% of protective actions to Book Ins/Outs
% of records returned for modification
Program cost per inmate processed
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program Costs
$4,326,792
$4,457,885
$4,619,396
$4,637,386
$4,326,792
$4,457,885
$4,619,396
$4,637,386
* New measurement starting in FY 12
(50)
I. Program Title: Transportation (553100)
Core Services: Secure transport for all inmates for court, medical and other purposes, within the
county and statewide, 24 hours per day, 7 days per week, 365 days per year, as required by law.
1. To provide safe transportation for incarcerated inmates and pre-adjudicated youth for all court purposes
100% of the time.
2. To provide safe transportation for incarcerated inmates and pre-adjudicated youth for all medical reasons
100% of the time.
3. To provide safe transportation for incarcerated inmates and pre-adjudicated youth for all other purposes such
as state prison transfers, other county transfers and state prison returns, and move lists 100% of the time.
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
# of inmates transported for court purposes
# of inmates transported for medical purposes &
3
37,920
41,790
39,608
40,741
psychological evaluations
4
447
495
573
589
# of inmates transported for other purposes
# of miles driven transporting inmates
# of inmate escapes
# of vehicle accidents with inmates as passengers
1
2
22,000
454,956
19,960
472,584
18,285
489,351
18,808
503,346
1,2,3
1,2,3
0
0
0
1
0
0
0
0
1,2,3
1,2,3
$3.56
$26.80
Actual
FY
2010-11
$3.24
$24.58
Actual
FY
2011-12
$2.47
$20.64
Adopted
Budget
FY 12-13
$2.46
$20.60
Requested
Budget
FY 13-14
18.2
0
17.5
0
7.2
0
7.2
0
III. Measures:
Program costs per mile driven
Program costs per inmate driven
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
(51)
$1,617,713
$1,530,182
$1,206,469
$1,238,624
$1,617,713
$1,530,182
$1,206,469
$1,238,624
Program Title: Food Service (553300)
Core Services: Provide nutritionally balanced meals, including medically ordered diet meals, to the
inmate population as directed by Florida Model and Accreditation Jail Standards, in a cost effective manner.
1. To provide three nutritionally balanced meals to each inmate daily.
2. To ensure that each meal not only satisfies caloric and nutritional requirements, but is also provided in a
a cost effective manner.
3. To ensure that medical diets are served as prescribed.
III. Measures:
# of inmates that were served
# of meals served
# of special diet meals served
Annual average daily inmates served*
% of inmates fed
Program cost per meal
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY 12-13
Requested
Budget
FY 13-14
1
2
3
1,2
862,754
2,588,263
141,975
2,364
982,190
2,946,570
174,416
2,691
1,043,400
3,130,200
175,647
2,859
1,073,241
3,219,724
180,671
2,941
1,2,3
100%
100%
100%
100%
1,2
$1.45
$1.23
$1.21
$1.16
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
26.9
0
26.8
0
26.8
0
26.9
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$3,740,306
$0
$0
$3,740,306
$3,291,107
$330,362
$0
$3,621,469
* Annual average daily inmates served includes intakes that are released and not housed.
(52)
$3,629,930
$152,216
$0
$3,782,145
$3,629,337
$0
$96,000
$3,725,337
I. Program Title: Inmate Work Program (552400)
Core Services: Administer county-wide a court ordered inmate work release program as an alternative to
incarceration and to provide tangible benefits to the citizens of Polk County.
1. Provide a work program for inmates sentenced by the courts as an alternative to incarceration.
2. Complete projects within Polk County, such as trash pick-up and beautification along county and state
roads.
3. Provide inmate labor for charitable, municipal and county entities.
Actual
Actual
Projected
Key
III. Measures:
FY
Actual
Obj
FY
Num
2010-11
2011-12
FY12-13
Requested
Budget
FY13-14
Total inmates sentenced to the work program
Total hours of labor worked by inmates in program
1-3
1-3
3,154
357,366
3,460
379,556
3,927
399,216
4,039
410,634
# of projects completed for charitable, municipal,
and county entities
# of bags of refuse collected*
# of tires collected from roadside*
# of miles cleaned along roadside
1-3
1-3
1-3
1-3
310
24,251
3,630
2,170
387
21,757
2,435
2,669
360
100,000
5,950
2,298
370
168,000
10,200
2,364
3
3
$8.55
$3,055,479
3
529%
592%
895%
664%
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY13-14
4.3
0
4.1
0
4.1
0
4.1
0
Labor $ saved per inmate hour worked
Value of free services at minimum wage plus FICA
and retirement
% value of free services exceeds program cost
IV. Resources:
$8.54
$3,241,408
$8.79
$3,509,109
$8.93
$3,667,469
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$0
$577,181
$0
$547,497
$0
$392,287
$0
$552,096
$577,181
$547,497
$392,287
$552,096
* Increase in Projected Actual FY12-13, and Requested Budget FY13-14 due to obtaining data from both the weekend
details as well as the weekday details, beginning March 2013. Previous data was only collected from weekend details.
(53)
I. Program Title: Service of Process (553900)
Core Services: The timely and accurate service of all mandated legal process originating from the Supreme Court,
Circuit Court, County Court, and other governmental agencies.
1. Maximize efficiency through electronic methods of tracking Judicial Process papers received and served.
2. Enhancing the consistency and accuracy in the service of process by implementing more accountability
measures.
Key
Actual
Actual
Projected
III. Measures:
Obj
FY
FY
Actual
Num
2010-11
2011-12
FY 12-13
Requested
Budget
FY 13-14
# of serviceable papers received
# of serviceable papers served
# of serviceable papers withdrawn & carried over
Fees collected *
1,2
1,2
1,2
1,2
76,775
64,233
1,275
$730,452
67,905
55,584
1,530
$467,059
58,179
45,348
1,651
$499,945
58,179
45,348
1,651
$499,945
Percentage of serviceable papers served
1,2
85.08%
83.74%
80.22%
80.22%
1,2
1,2
1,2
$17.22
7,312
$63K
Actual
FY
2010-11
$21.21
6,791
$49K
Actual
FY
2011-12
$27.32
5,818
$78K
Adopted
Budget
FY 12-13
$26.43
5,818
$78K
Requested
Budget
FY 13-14
36.2
8.000
36.0
8.500
34.1
5.500
32.0
5.625
Average cost of each paper processed (net of fees)*
# of pieces of process handled per clerk
$ Saved utilizing reserve deputies
IV. Resources:
Funded Positions:
Full-time^
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$2,052,776
$1,832,226
$2,033,529
$1,965,802
$0
$2,052,776
$74,770
$56,000
$1,906,995 $2,089,529
$72,000
$2,037,802
* Decline fees/increased cost is related to Title IV-D papers served for Dept. of Revenue at reduced mandated rate.
^ In FY14, (3) Court Process Server positions eliminated; (1) Court Process Clerk position added.
(54)
I. Program Title: Court Security (700100)
Core Services: Staff bailiffs for all court hearings to maintain orderly courtroom operations and security for
all judges and the public pursuant to Florida law.
1. To provide court security for judges and all citizens within all courtrooms located within Polk County.
2. To operate all court functions while maintaining the custody and control of all persons detained for
trial in criminal courts.
3. To supervise security of all security stations for the Polk County Courthouse.
III. Measures:
Total inmates processed for court
Total court cases heard
DNA Samples Submitted to FDLE*
Quick Release inmates to Booking
Protective Actions
Remanded individuals to Polk County Jail
# of injuries to judges or civilians
# of escapes while in court custody
# of arrests resulting from the security stations
# of visitors to pass through security at courthouse
Program cost per court case
Ratio of Bailiffs per judge/hearing officer
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
2011-12
Projected
Actual
FY12-13
Adopted
Budget
FY 12-13
1,2
1,2
2
2
1
2
48,983
222,783
3,831
1,351
2
1,226
55,106
228,644
3,222
1,162
5
1,098
56,748
233,658
2,340
1,224
4
1,095
58,371
240,341
2,407
1,259
4
1,126
1,2
1,2
1,2,3
1,3
0
0
4
1,455,241
0
0
4
1,476,981
0
0
0
1,461,171
0
0
0
1,502,960
1,2
1
$23.85
0.98
$22.59
1.09
$24.36
1.09
$23.88
1.09
Actual
FY
2010-11
Actual
FY
2011-12
Adopted
Budget
FY 12-13
Requested
Budget
FY 13-14
61.0
0
59.7
0
59.9
0
59.9
0
IV. Resources:
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$5,313,067
$5,165,796
$5,313,067
$5,165,796
$5,691,753
$5,691,753
* Florida Statutes now require DNA samples for certain felonies to be taken at the time of arrest, reducing the
number of samples Court Security must take.
(55)
$5,739,904
$5,739,904
I. Program Title: Trusts (1130 & 1160 & 1164)
Core Services: To provide for the protection of Polk County citizens by converting forfeited property used
in the commission of crime, as well as other unclaimed property to law enforcement use in accordance with
federal and state requirements governing these trust funds.
1. To meet eligible equipment or other non-recurring needs that could not be met by local funding, thereby
putting forfeited and unclaimed funds to work in crime prevention, for the taxpayer.
III. Measures:
# of projects funded
9/30 Cash Bal @ BoCC in LETF & Unclaimed
9/30 Cash Balance @ BoCC in Domestic Violence
9/30 Cash Balance Fund 1130,1160,1164 at PCSO
IV. Resources:
Key
Obj
Num
Actual
FY
2010-11
Actual
FY
11-12
Projected
Actual
FY12-13
Requested
Budget
FY 13-14
1
1
1
1
8
$143,815
$36,905
$505,189
Actual
FY
2010-11
7
$297,412
$32,292
$132,018
Actual
FY
11-12
3
$350,000
$55,000
$116,200
Adopted
Budget
FY 12-13
3
$300,000
$79,000
$100,000
Adopted
Budget
FY 12-13
0
0
0
0
0
0
0
0
Funded Positions:
Full-time
Part-time FTE's
Funding Sources:
General Fund BoCC
Other GF Revenue
Total Program costs
$845,754
$845,754
(56)
$412,951
$412,951
$371,500
$371,500
$410,000
$410,000

2013-2014 Strategic Plan - Polk County Sheriff`s Office

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