hillsborough county sheriff`s office 2008—2010 strategic operations

HILLSBOROUGH
COUNTY
SHERIFF’S
OFFICE
2008—2010
STRATEGIC
OPERATIONS
PLAN
Foreword by Sheriff David Gee
The 2008-2010 Strategic Operations Plan represents a real sense of accomplishment for the Hillsborough County Sheriff’s Office and for me
personally. When I took Office 3 years ago, one of the first things we did
was develop a three-year plan which clearly communicated our Vision,
Values, Mission, Goals, and Strategies. In addition, we implemented
new performance measures so that both the community and the Sheriff’s
Office could evaluate the effectiveness of our operations. We broke new
ground with that 2005-2007 plan. It served as a great management tool,
directed many advancements in agency operations, and became the
foundation for an ongoing strategic management process of which the
current plan is a result.
Strategic planning is fundamentally a process of assessing needs, evaluating performance, and
directing resources to the highest priority programs and activities required to carry out our mission effectively and efficiently. As you review the 2008-2010 Strategic Operations plan, you will
notice that we have tightened our focus even more than in previous years. Both continuing
budget pressures and evolving public safety needs dictate that we do this.
In 2008-2010, we will aggressively refine our operations to align with the national “intelligence-led
policing” model. Under the intelligence-led policing philosophy, law enforcement agencies systematically integrate local crime trend statistics with information derived from enforcement and
investigative operations. The intelligence created from these two key information sources allows
law enforcement operations to focus more effectively on prevention, as well as apprehension and
prosecution efforts. As we implement the intelligence-led policing model within the HCSO, we
will continue to increase our focus on using information to implement lasting, evidence-based solutions to reduce crime.
Even though the conditions under which we operate keep changing, what has not changed is our
commitment to reduce crime, improve public safety, and provide the highest possible quality of
service to the citizens Hillsborough County. We make these commitments knowing that we are
part of a much larger collaborative effort among citizens, elected officials, and community leaders. Thus, in promising to do everything we can to provide effective and efficient law enforcement services while maintaining the highest standards of excellence, we also ask for your input
and support. This will ensure the ultimate success of our mutual efforts to keep Hillsborough
County a safe place to prosper, raise our families, and build our lives.
Sheriff David Gee
Hillsborough County Sheriff’s Office
Page 1
HILLSBOROUGH COUNTY
SHERIFF’S OFFICE
MISSION
The Mission of the Hillsborough County Sheriff’s Office is to serve, protect, and
defend the community while preserving the rights and dignity of all.
VISION
The Vision of the Hillsborough County Sheriff’s Office is to provide effective, efficient, and professional law enforcement, detention, court, and child protective
services, while maintaining the highest standards of integrity, accountability, and
community service.
CORE VALUES
Integrity
Service
Fairness and Equity
Commitment to Quality
Page 2
TABLE OF CONTENTS
Foreword by Sheriff David Gee ............................................................................ 1
HCSO Mission, Vision, and Core Values.............................................................. 2
Table of Contents ................................................................................................. 3
Introduction........................................................................................................... 4
Strategic Priorities ................................................................................................ 6
Strategic Priority 1: Crime.................................................................................... 7
Goals ................................................................................................................ 7
Strategies.......................................................................................................... 7
Key Performance Measures ............................................................................. 8
Strategic Priority 2: Traffic Safety ........................................................................ 9
Goals ................................................................................................................ 9
Strategies.......................................................................................................... 9
Key Performance Measures ........................................................................... 10
Strategic Priority 3: Taxpayer Value .................................................................. 11
Goals .............................................................................................................. 11
Strategies........................................................................................................ 11
Key Performance Measures ........................................................................... 12
Strategic Priority 4: Community Partnership...................................................... 13
Goal ................................................................................................................ 13
Strategies........................................................................................................ 13
Key Performance Measures ........................................................................... 13
Strategic Priority 5: Employees ......................................................................... 14
Goals .............................................................................................................. 14
Strategies........................................................................................................ 14
Key Performance Measures ........................................................................... 15
HCSO Strategic Planning and Performance Measurement Process .................. 16
HCSO Organization Chart .................................................................................. 19
HCSO District Boundaries .................................................................................. 20
“The art of progress is to preserve order amid change and to preserve change amid order.”
Alfred North Whitehead
Page 3
INTRODUCTION
The tradition of the Hillsborough County Sheriff's Office began in 1845, when Florida was admitted to the
Union and Captain John Parker was elected the
County’s first Sheriff. For the next ten years, the
Sheriff’s Office remained a one-man operation, with
the Sheriff alone enforcing the laws, guarding the
public peace, conducting the annual census of school
age children, and even cleaning the courthouse. Today, the Hillsborough County Sheriff’s Office (HCSO)
is the tenth largest Sheriff’s Office in the nation, and
provides law enforcement, detention, and 9-1-1 dispatch service for more than 800,000 residents of unincorporated Hillsborough County, Florida.
In 2007, the HCSO operated with an annual budget of
more than $360 million and employed about 3,600
people, including 1315 sworn law enforcement deputies and 1061 detention deputies. The Office conducts police operations from a central Operations
Center in historic Ybor City, four uniformed Patrol Districts and twenty-nine Community Stations geographically dispersed throughout Hillsborough County.
In addition to providing the full range of law enforcement services within a jurisdiction of over
900 square miles, the Sheriff’s Office is responsible for the operations of three jails; the direct
supervision of an average daily jail population of more than 4,000 inmates; maintaining the security of the Hillsborough County Courts; and serving all criminal warrants and civil process
orders issued by the Courts.
Shrinking revenue and the need to control the growth of crime in a service area with high
population growth is forcing us back to the basics. Thus, the 2008-2010 Strategic Operations
Plan focuses mostly on crime – especially juvenile crime and crime committed by habitual offenders. Beyond that, most of the innovative strategies focus on improving the effectiveness
and efficiency of our operations.
Population growth also places increasing pressures on existing infrastructure. Thus, in the
area of traffic safety, the focus is on re-evaluating how we identify and respond to situations
and locations to truly impact injuries and deaths.
The HCSO has always placed a high priority on partnering with the community to reduce crime
and improve the quality of life for citizens of Hillsborough County. We will continue this tradition by finding new ways to use community partnerships more effectively to address the top
strategic priorities of crime reduction and traffic safety.
Page 4
We will continue to develop our system of
measurement and accountability to ensure that
we are achieving our strategic goals. An initial set
of key performance indicators are listed for each
of the five strategic priorities established in this
plan. Additional performance measures will be
developed and tracked
throughout the plan period.
In summary, the thrust of
the 2008-2010 Strategic
Operations Plan is to provide the citizens of Hillsborough County with high
quality law enforcement services and do so with an increased focus on five key strategic priorities and an improved system of measurement and accountability.
The Hillsborough County Sheriff’s Office
Responded to 680,000 Calls for Service in 2007
Page 5
HILLSBOROUGH COUNTY
SHERIFF’S OFFICE
Strategic Priorities
Crime
Reduce criminal victimization of citizens and businesses.
Traffic
Safety
Increase the safety of citizens on the roadways of Hillsborough
County.
Taxpayer
Value
Optimize the use of limited resources to meet strategic goals and
meet or exceed community expectations for service delivery, professionalism, and organizational performance.
Community
Partnership
Create partnerships with citizens and other governmental agencies
to carry out our mission with a focus on meeting the strategic goals
of crime control and traffic safety.
Employees
Attract, develop, and retain a highly-skilled, service-oriented workforce.
Page 6
STRATEGIC PRIORITY 1
Crime
Reduce criminal victimization of citizens and businesses.
Goals
Goal 1.1
Control the growth of Hillsborough County’s
crime rates.
Goal 1.2
Control the growth of gang violence in Hillsborough
County.
Strategies
Strategy 1.1
Develop and implement a comprehensive Intelligence-Led Policing (ILP) plan to include structures, processes, and policies required to support both tactical and strategic ILP initiatives.
Strategy 1.2
Identify criminal problem areas within each District and conduct specific enforcement activities to
reduce crime within those areas.
Strategy 1.3
Provide end-users with access to timely and accurate data, as well as the software tools required
to extract and analyze agency data, in support of ILP initiatives.
Strategy 1.4
Improve the quality, quantity, and use of analytical products to increase opportunities to engage
in intelligence-driven law enforcement operations.
Strategy 1.5
Improve the Crime Review, Intelligence Management, and Evaluation (CRIME) Meeting process
to enhance the effectiveness and efficiency of law enforcement operations.
Strategy 1.6
Improve and expand initiatives to reduce criminal activity among career criminals and habitual
offenders.
Strategy 1.7
Use community policing strategies to actively engage residents and community stakeholders in
crime prevention initiatives.
Page 7
Strategy 1.8
Develop initiatives within each District to reduce
the risk of victimization by juvenile offenders.
Strategy 1.9
Develop initiatives to reduce the incidence of
gang violence in Hillsborough County.
Strategy 1.10
Conduct periodic analyses of personnel deployment to ensure resources are assigned to most
effectively meet emerging threats to citizen
safety and quality of life.
Strategy 1.11
Review, evaluate, prioritize, and consolidate
performance metrics for Patrol to align with
problem-oriented and ILP strategic priorities.
Strategy 1.12
Develop and implement specific policies and
procedures to create a climate of open communication, knowledge and information sharing,
and collaboration in support of HCSO strategic
priorities.
Key Performance Measures
•
UCR Part 1 Crime Statistics
•
Gang Activity (GA) statistics
•
Gang contact (GC) statistics
•
Habitual offender arrests
•
Habitual offender conviction/arrest ratio
•
Juvenile crime statistics
•
Arrest rate statistics
•
Clearance rate statistics
•
CRIME Meeting Strategic Performance Measures
Page 8
STRATEGIC PRIORITY 2
Traffic
Safety
Increase the safety of citizens on the roadways of Hillsborough
County.
Goals
Goal 2.1
Reduce traffic-related crashes.
Goal 2.2
Reduce traffic-related deaths.
Strategies
Strategy 2.1
Develop measures of “risk-to-the-public” based on crash rate and severity of injury and use
these measures to identify high-risk corridors and locations.
Strategy 2.2
(Each District) Develop and implement crash reduction strategies at high-risk corridors and locations using multi-agency partnerships when feasible.
Strategy 2.3
(Each District) Conduct and measure the effectiveness of traffic enforcement saturations for aggressive driving, impaired driving, and speeding in high-incident areas through the combined
efforts of motorcycle deputies, community resource deputies, selective enforcement deputies,
and patrol deputies.
Page 9
Strategy 2.4
Develop and implement initiatives to target habitual traffic offenders.
Strategy 2.5
Increase the priority and effectiveness of the Sheriff’s Alcohol Vendor Enforcement (SAVE) program.
Strategy 2.6
Improve the Sheriff’s Traffic Operations Plan (STOP) District Meeting process to enhance the effectiveness and efficiency of traffic safety operations with focus on Strategies 2.2, 2.3, 2.4, and
2.5.
Key Performance Measures
•
Traffic crashes per capita
•
Traffic fatalities per capita
Page 10
STRATEGIC PRIORITY 3
Taxpayer
Value
Optimize the use of limited resources to
meet strategic goals and meet or exceed
community expectations for service delivery, professionalism, and organizational performance.
Goals
Goal 3.1
Increase citizen satisfaction with services.
Goal 3.2
Improve the content, organizational, and timing linkages between the budget process and agency-level strategic priorities and performance measures.
Goal 3.3
Develop and adopt a Strategic Implementation Plan which assigns responsibility for
HCSO Goals and Strategies and establishes reporting unit objectives and measures that support the HCSO 2008-2010 Strategic Plan.
Goal 3.4
Improve the efficiency and effectiveness of existing processes and programs.
Goal 3.5
Eliminate unnecessary programs and processes and redirect resources to the highest–priority public safety initiatives.
Strategies
Strategy 3.1
Develop and implement an internal service quality performance measurement and tracking program.
Strategy 3.2
Revise the annual community survey to be consistent with
revised external service quality performance measures in
the 2008-2010 Strategic Operations Plan.
Strategy 3.3
Conduct an agency-wide organizational review and develop
recommendations for reorganization to improve internal and
external quality of service.
Strategy 3.4
Develop an updated patrol deployment plan that drives improvement in service delivery and citizen satisfaction.
Page 11
Strategy 3.5
Maintain the NSA’s “Triple Crown Award” recognizing achievement of organizational accreditation from three nationally-recognized accreditation bodies: the Commission on the Accreditation
of Law Enforcement Agencies (CALEA); the Commission on Accreditation for Corrections (CAC)
of the American Correctional Association (ACA); and, the National Commission on Correctional
Health Care (NCCHC).
Strategy 3.6
Expand the use of cross-functional Process Improvement Teams (PIT), comprised of both operations and planning personnel, to review, evaluate, and improve existing practices and processes.
Strategy 3.7
Develop a system for generating, evaluating, and prioritizing developmental initiatives, as well as
other new projects and programs that consume resources.
Strategy 3.8
Develop and implement a performance outcome-based budgeting process linked to the
agency’s strategic planning and performance measurement process.
Strategy 3.9
Measure, monitor, and report performance relative to HCSO strategic priorities, goals, and
strategies.
Strategy 3.10
Implement and maintain a state-of-the-art Records Management System that maximizes the
benefits and minimizes the costs of information systems operations.
Strategy 3.11
Increase the use of volunteers to augment services provided by law enforcement personnel.
Key Performance Measures
•
•
•
•
•
•
•
•
Citizen Satisfaction Index (Community Survey)
Response time to priority calls for service
Internal Quality-of-Service Scorecard
Timeliness of response to complaints
Re-accreditation by CALEA, CAC, and NCCHC
Number of Process Improvement Teams
Percentage of Process Improvement Team
recommendations implemented
Cost of services per citizen:
Agency Overall
Law Enforcement
Detention
Court Services
•
Number of citizen volunteer hours completed in support of strategic priorities
Page 12
STRATEGIC PRIORITY 4
Community
Partnership
Create partnerships with citizens and other governmental agencies to carry out our mission with a focus on meeting the strategic goals of crime control and traffic safety.
Goal
Goal 4.1
Increase the quality and amount of collaboration between agency and citizens to facilitate
crime control and traffic safety.
Strategies
Strategy 4.1
(Each Patrol District Commander) Establish purpose-driven
strategies and objectives for community involvement that are
consistent with the needs and characteristics of the District.
Strategy 4.2
Develop and implement a comprehensive program to equip
law enforcement personnel with referral resources and training to assist citizens in crisis.
Strategy 4.3
Continue to develop the focus and direction of the Sheriff’s
Alcohol Vendor Enforcement (SAVE) Program.
Key Performance Measures
• District “Community Partnership Reports”
• Timeliness and relevance of after-action reports for community
events
• Actions resulting from zoning hearing presentations by Sheriff’s
Alcohol Vendor Enforcement (SAVE) program coordinator
Page 13
STRATEGIC PRIORITY 5
Employees
Attract, develop, and retain a highly-skilled, service-oriented
workforce.
Goals
Goal 5.1
Increase employee satisfaction.
Goal 5.2
Match work responsibilities to
employee knowledge and skills.
Goal 5.3
Improve the quality of management and
leadership.
Goal 5.4
Develop strategies to increase retention
among detention personnel.
Strategies
Strategy 5.1
Develop and implement a recruitment plan that attracts highly-skilled, service-oriented professionals to careers with the Hillsborough County Sheriff’s Office.
Strategy 5.2
Implement expanded supervisor, management and employee training programs to ensure
that Hillsborough County’s residents are served by highly-skilled, service-oriented Sheriff’s
Office professionals.
Strategy 5.3
Closely monitor and adjust individual employee assignments to maximize the effective use
of limited personnel resources and ensure they are focused on the highest priorities of the
HCSO.
Strategy 5.4
Develop and implement an employee survey program to identify the drivers of employee
satisfaction and retention, and to support the development and tracking of metrics for Strategic Priority 5.
Strategy 5.5
Develop and implement a retention program for high-risk personnel with a focus on training
and salary/benefits packages.
Page 14
Key Performance Measures
•
Ratio of filled/ authorized law enforcement
and detention positions
•
Employee satisfaction index
•
Employee retention statistics
•
Consistency with stated values index
•
Work climate index
•
Promotions accompanied by leadership
/ management training within 90 days
“Integrity is the foundation on which all other values are built.”
Brian Tracy
Page 15
HILLSBOROUGH COUNTY SHERIFF’S OFFICE
Strategic Planning and Performance
Measurement Process
The overriding goal of the HCSO Strategic Planning and Performance Measurement process is to ensure that the citizens of Hillsborough County receive the greatest value for every
tax dollar spent on law enforcement services.
The Strategic Planning segment of the process directs the allocation of resources throughout the Sheriff’s Office. The associated performance measurement process tracks the outcome of this allocation to ensure that established goals are being met and supporting strategies are being implemented effectively. If they are not, corrective action is taken.
Both planning and measurement are ongoing processes. Each is constantly evaluated
against constantly evolving needs, as well as the outcomes, efficiencies, and improvements
that are achieved.
Process
Components
Formulation
Strategic Priorities
Goals
Strategies
Implementation
Programs
Projects
Operations
Measurement
and Control
KPIs (Key Performance Indicators)
Status Reports
Action Updates
Page 16
Budgets
Process
Components
Formulation
Strategic Priorities
Goals
Strategies
Every three years, the HCSO undertakes a review of its Mission, Vision, and Values and establishes its Strategic Priorities, Goals, and Strategies for the new plan period. Input to this
process comes from a variety of sources including interviews with key personnel, surveys,
assessment of community needs, and an evaluation of current performance levels. During
the three years of the plan period, each of the above components are continually reviewed
and evaluated to ensure they are consistent with evolving operating conditions.
Strategic Priorities:
Areas where the HCSO must succeed in order to fulfill its Mission.
Goals:
Statements of what must be accomplished specifically in each
area of strategic priority.
Strategies:
Statements of how goals will be achieved.
Process
Components
Implementation
Programs
Projects
Operations
Strategies are converted to actions and implemented through programs, special projects,
and routine operational activities. Each strategy is “owned” by a Department or Division/
District Commander who is responsible for planning, implementing, and reporting on the
progress and outcome of that strategy.
Page 17
Process
Components
Measurement
and Control
KPIs (Key Performance Indicators)
Status Reports
Action Updates
Measurement and control is the mechanism by which the Strategic Operations Plan is managed throughout the plan period. In addition to tracking key performance measures for the
HCSO as a whole, each strategic priority is governed by an oversight committee which is
responsible for the performance measures (related to operations, projects, and programs)
and reporting cycle relevant to that area. Based on these measures and reports, action can
be taken to address specific problems, and to update goals, strategies, projects, and programs as needed. This process is designed to promote collaboration and flexibility in the
ongoing management of the Strategic Operations Plan. This, in turn, allows the HCSO to
be responsive to the changing priorities and public safety needs of the citizens of Hillsborough County.
Budgets
During the 2008-2010 plan period, the HCSO will be launching a major effort to tighten the
linkage between its strategic planning/performance measurement process and the annual
budget process. The ultimate goals of this effort are to:
• Evaluate each program and expense according to criteria that reflect both strategic priorities and tighter budget constraints.
• Ensure that evaluation criteria emphasize performance outcomes rather than activities
performed.
• Identify opportunities to improve the effectiveness and efficiency of operations as well as
meet the service quality expectations of taxpayers.
“If you go to work on your goals, your goals will go to work on you. If you go to work
on your plan, your plan will go to work on you. Whatever good things we build end
up building us.”
Jim Rohn
Page 18
HILLSBOROUGH COUNTY
SHERIFF’S OFFICE
ORGANIZATIONAL CHART
Page 19
HILLSBOROUGH COUNTY
SHERIFF’S OFFICE
District Boundaries
Page 20