Jacksonville, Florida John H. Rutherford, Sheriff

SERVICES
Jacksonville, Florida
John H. Rutherford, Sheriff
DEPARTMENT OF POLICE SERVICES
ANNUAL REPORT 2013
TABLE OF CONTENTS
LETTER OF TRANSMITTAL
ORGANIZATIONAL CHART
DEPARTMENT OF POLICE SERVICES ........................................................................ 1
BUDGET AND MANAGEMENT DIVISION ..................................................................... 2
Management Reporting ............................................................................................... 2
Process Improvement ................................................................................................. 2
Grant and Trust Funds ................................................................................................ 3
Accounting Management ............................................................................................. 3
Procurement/Contracts ............................................................................................... 4
Fleet ............................................................................................................................ 4
Reorganization of Financial Activities .......................................................................... 5
Summary ................................................................................................................... 5
Budget and Management Authorized Positions for FY2014 ........................................ 5
Annual Budget ............................................................................................................. 6
Approved Annual General Fund Budget...................................................................... 7
Comparison of Annual Budgets ................................................................................... 8
SUPPORT SERVICES DIVISION ................................................................................... 9
CENTRAL RECORDS SECTION ................................................................................... 9
Public Counter, Records, and Public Records Requests Unit ..................................... 9
Records Unit ............................................................................................................... 9
Validations Unit ......................................................................................................... 10
Warrants Unit ............................................................................................................ 11
Data Input Unit .......................................................................................................... 11
Alarm Control/Traffic Citations Units ......................................................................... 11
IDENTIFICATION SECTION ......................................................................................... 12
Terminal Agency Coordinator (TAC) .......................................................................... 12
Identification Unit ....................................................................................................... 12
AFIS Unit .................................................................................................................. 13
Document Imaging Unit ............................................................................................. 14
Copy Center .............................................................................................................. 14
COMMUNICATIONS SECTION .................................................................................... 15
Radio System ............................................................................................................ 17
Computer Aided Dispatch (CAD) Administrator ........................................................ 18
Audio Reproduction ................................................................................................... 18
Training ..................................................................................................................... 20
911 Emergency Telephone Systems......................................................................... 21
911 Answering Points................................................................................................ 21
Wireless Phones ....................................................................................................... 22
ADA Accessible ......................................................................................................... 23
Non English Speaking Callers ................................................................................... 23
Translator Service Call Volume Chart ....................................................................... 24
GENERAL SUPPORT SECTION.................................................................................. 24
Civil Process Unit ...................................................................................................... 24
Fleet Management Unit ............................................................................................. 26
Building Security Unit ................................................................................................ 28
Facilities Management Unit ....................................................................................... 30
LOGISTIC SUPPORT SECTION .................................................................................. 31
Property and Evidence Unit....................................................................................... 31
Supply and Inventory Management Unit ................................................................... 32
Mailroom and Receiving Unit .................................................................................... 33
COURT SECURITY ...................................................................................................... 34
February 18, 2015
Sheriff John H. Rutherford
Office of the Sheriff
501 East Bay Street
Jacksonville, Florida 32202
Dear Sheriff Rutherford:
Enclosed is the Annual Report for the Department of Police Services for the year
2014.
In the year 2014, management in my department continued to focus on process
improvements to enhance productivity and eliminate non-value adding activities.
Additionally, our accomplishments are highlighted in the report.
I am proud of the employees within the Department of Police Services for their hard
work and dedication to the citizens in our community and to their fellow employees
throughout the Jacksonville Sheriff's Office.
Sincerely,
Adam J. Brown, Director
Department of Police Services
Adam J. Brown
Director
William Clement
Chief of Budget
& Management
Greg Burton
Chief of Support
Services
Budget
Grant/Trust Fund
Management
Financial Reporting &
Analysis
Procurement
Contract
Administration
A/C Schmitt
Central Records
Central Records
Identification
Public Counter
Identification
Records
AFIS
Warrants &
Validations
Document Imaging
A/C Diaz
Communications
Copy Center
A/C Walden
Logistics & General
Support
Communications
Center
General Support
9-1-1
Facilities
Management
Major Weintraub
Court Security
Logistics Support
Correctional Unit
Civil Process
Property & Evidence
Court Unit
CAD
Fleet Management
Supply & Inventory
Management
Court Liaison
Tape
Reproduction
Security Officers
Shipping/Receiving
Training
Data Input
Quality Assurance
Alarm Control/
Traffic Citations
DEPARTMENT OF
POLICE SERVICES
The Department of Police Services is comprised of organizational
functions that provide vitally important support services which complement
law enforcement efforts. These services are not generally obvious or
visible to the public, but are crucial to carrying out the Sheriff’s Office
responsibility to the citizens of Jacksonville. Whether visiting the Police
Memorial Building or calling for police service, an employee assigned to a
Services function is routinely the first point of contact for someone
requiring police assistance.
The Department of Police Services is divided into two (2) distinct divisions:
The Budget and Management Division and the Support Services Division,
each headed by a Division Chief.
1
BUDGET & MANAGEMENT DIVISION FY 2014 HIGHLIGHTS
MANAGEMENT REPORTING
In FY 2014, the Budget & Management Division’s emphasis
remained focused on refining management reporting.
Chief Bill Clement
Through
monthly meetings with Directors and their staffs, Division
personnel shared financial data and gained insight into operational issues. The merging
of financial information and operational knowledge has led to a better and more
informed staff, resulting in a more meaningful and defendable budget. This, coupled
with the favorable year end results, made for a significantly improved budget setting
process for the FY 2015 budget.
PROCESS IMPROVEMENT
In an effort to increase management reporting and disseminate information in a timely
and efficient manner, the Budget and Management Division has learned and utilized
SharePoint for a number of new financial related reports. These reports include:

The legislative tracking sheet to monitor all legislative actions as they go through
the city’s approval process,

The DAG Tracking sheet which is used to track all federally forfeited properties
which have been awarded to the Sheriff’s office to ensure that all funds expected
are received and properly accounted for,

The homeward bound tracking sheet to log all of the necessary information
shared between Zone 1 officers and the Division to ensure that all payments are
accounted for and the balance of the fund is available at all times,

The payroll analysis reports were transferred from flash drives collected and
updated on a bi-weekly basis, to SharePoint leading to significant efficiencies in
disseminating this information.
2
GRANTS AND TRUST FUNDS
During FY 2014, the Budget & Management
Division administered various law enforcement
trust funds with an aggregate FY 2014 year-end
balance
of
over
$10.6
million
and
annual
expenditures of $4.7 million. Expenditures of grant
funds totaled $703,000. Our Division continued to
provide accurate, timely, relevant grant and trust
fund information to process owners. Directors and Chiefs received status reports for
their respective grants and trust funds at monthly meetings.
The Budget & Management Division worked collaboratively with both the Department of
Corrections and ISM to develop a permanent solution to replace the aging AREV
system, which was used to account for inmate program charges at the Community
Transition Center. After assessing available resources and personnel, a joint decision
was made to utilize existing third-party software. The Budget & Management Division
was integral in re-designing processes and developing new management reports to
ensure the transition would be successful. The end result of this project is increased
efficiency, accountability and insight into the inmate programs accounting. Additionally,
transitioning away from AREV will ultimately save the agency hundreds of man hours
annually that were wasted on transporting paper documents, counting cash, and
refining antiquated processes.
ACCOUNTING MANAGEMENT
The Budget & Management Division continues to work collaboratively with other
Divisions in identifying processes, which can be consolidated with current budget office
duties to gain efficiencies for the Sheriff’s Office.
The Secondary Employment Scheduling Fee accounting processes were transferred to
Budget during FY 2014 from Community Affairs and process improvements were
implemented to ensure that proper controls and safeguards were put into place.
3
In the third quarter of 2014, the Budget & Management Division assumed responsibility
for the accounting functions for Civil and Property and Evidence.
The various
accounting duties include daily deposits, bank reconciliations, QuickBooks transactions,
and audit reporting. Moving these functions to the Budget & Management Division
allows for clear segregation of duties to mitigate risk and standardized accounting
procedures.
The Budget and Management Division assumed the oversight role for the Social
Security Incentive Payment process. The process was modified to ensure that reports
were submitted on a timely basis, and the reports were redesigned with the assistance
of ISM, to ensure that the information included in the reports was timely and accurate.
The result of this process change was an increase in the payments by more than double
the previous amount.
PROCUREMENT/CONTRACTS
The procurement function continued to work with City Procurement to make sure
vendors were adhering to purchase order specifications and
when necessary, rescinding awards to vendors supplying
non-conforming goods or services.
The Sheriff’s Office
processed a new request for proposal and entered into a
contract for the Service of Non-Civil Process, which resulted
in a savings of $64,220 per year.
We entered into a new sixty month contract with
Xerox for the copiers located in the copy center resulting in a savings of $482,687 for
the contract period.
The contract payment database was further refined to enhance the monthly projections
and yearly budget requirements. The analytical tools have proven to be invaluable in
providing accurate and relevant data on these multi-million dollar contracts.
FLEET
During FY 2014, JSO fleet charges from city totaled $16.6 million. In an effort to reduce
expenditures, Division personnel enhanced management tools using data captured from
Fleet’s database, Maximo. This information was used to identify areas for savings,
4
project future costs, and substantiate the accuracy and validity of billings. Due to the
increased management oversight of expenses, coupled with operational changes, fleet
expenses were decreased by $6 million over the last three fiscal years.
REORGANIZATION OF FINANCIAL ACTIVITIES
Through efficiencies gained in accounting, procurement, grant and trust fund
management processes, actual positions have been reduced from 16 to 14 over the last
two fiscal years.
This reduction was achieved while increasing services to internal
customers. The Division also reduced the amount of comp time used by 25% during this
time frame.
SUMMARY
Emphasis on management reporting and analysis allowed the Budget & Management
Division the ability to accurately monitor and project the Sheriff’s Office revenues and
expenses. Our Division, working collaboratively with all Sheriff’s Office Departments,
was able to accumulate a surplus of $6.7 million at FY 2014 year end.
Through the
Sheriff’s efforts, legislation for $4 million was used to fund FY 2015 vehicle purchases.
Budget & Management Actual Positions for FY 2014
Chief of Budget and Management
1
Certified Public Accountant – JSO
3
JSO Grant Manager
1
JSO Accounting Manager
1
JSO Procurement & Accounting Manager
1
JSO Budget & Management Analyst
1
JSO Budget & Management Analyst Senior
2
Executive Assistant to Sheriff’s Officials
1
JSO Narcotics and Vice Account Administrator
1
Account Technician
2
Total Positions
14
5
OFFICE OF THE SHERIFF
Annual Budget
FY 2013-2014
Approved
General Fund
Budget by
Category
Description
Salaries
Employee Benefits
Professional Services
$
Other Contractual Services
Travel and Per Diem
Communications & Freight
Internal Service Allocations
Utility Services
Rentals and Leases
Insurance
Repair & Maintenance Services
Printing and Binding
Other Obligations
Office Supplies
Operating Supplies
Expenditure Credit
Employee Training, Dues, Tuition
Machinery and Equipment
$
6
% of Total
189,802,542
143,390,775
946,892
48.76%
36.84%
0.24%
10,409,217
226,400
999,200
26,601,938
474,977
585,073
4,153,087
3,715,977
29,000
1,032,664
2.67%
0.06%
0.26%
6.83%
0.12%
0.15%
1.07%
0.95%
0.01%
0.27%
350,546
6,011,707
504,770
5
389,234,770
0.09%
1.54%
0.13%
0.00%
100.00%
85.60%
7
OFFICE OF THE SHERIFF
Comparison of Annual Budgets
FY 2012-2013 to FY 2013-2014
Description
Salaries
Employee Benefits
Professional Services
Other Contractual Services
Travel and Per Diem
Communications & Freight
Internal Service Allocations
Utility Services
Rentals and Leases
Insurance
Repair & Maintenance Services
Printing and Binding
Other Obligations
Office Supplies
Operating Supplies
Expenditure Credit
Employee Training, Dues, Tuition
Machinery and Equipment
Approved General
Fund Budget FY
2012-2013
$
191,630,966
121,440,992
983,489
10,550,656
220,195
1,060,296
25,013,758
470,881
482,018
3,964,383
3,590,198
29,510
728,429
355,318
6,282,413
(247,172)
211,709
1
Approved General
Fund Budget FY
Increase /
2013-2014
(Decrease)
$
189,802,542 $ (1,828,424)
143,390,775
21,949,783
946,892
(36,597)
10,409,217
(141,439)
226,400
6,205
999,200
(61,096)
26,601,938
1,588,180
474,977
4,096
585,073
103,055
4,153,087
188,704
3,715,977
125,779
29,000
(510)
1,032,664
304,235
350,546
(4,772)
6,011,707
(270,706)
504,770
293,061
5
4
$
$
366,768,040
8
389,234,770
$22,466,730
%
Increase /
(Decrease
-1.0%
15.3%
-3.9%
-1.4%
2.7%
-6.1%
6.0%
0.9%
17.6%
4.5%
3.4%
-1.8%
29.5%
-1.4%
-4.5%
58.1%
80.0%
5.8%
CENTRAL RECORDS SECTION
Central Records is under the command of an Assistant Chief
and
consists
of
three
(3)
separate
areas:
Records,
Identification, and the Copy Center. The Records and
Identification areas each have an Assistant Management
Chief Gregory Burton
Improvement Officer’s (AMIO) with the rank of Major assigned
to oversee them.
RECORDS
The Records area is organized into seven (7) individual units: Public Counter, Records,
Public Record Requests, Validations, Warrants, Data Input, and Alarm Control / Traffic
Citations.
PUBLIC COUNTER, RECORDS, AND PUBLIC RECORD REQUESTS UNITS
The primary responsibilities of personnel assigned to the Public Counter and Records
Units includes fingerprinting services, criminal history background checks, processing
seal and expunge orders, and providing copies of documents produced by the agency
including general offense reports, traffic crash
reports, arrest reports and miscellaneous
agency reports. Requests requiring additional
time to gather documents are submitted to the
Public Records Request Unit for completion.
The
Public
Records
Request
Unit
was
established to facilitate the increasing number of
requests involving multiple documents. Personnel are responsible for routing requests
9
to the appropriate unit and providing the documents to the customer. Requests are no
longer limited to copies of offense reports and 9-1-1 tapes. Copies of a wide range of
agency documents such as Dash Cam Videos, Crime Scene Photographs, Internal
Affairs Reports, Personnel Records, and Jail Medical Records are requested on a daily
basis.
In 2014, the Public Counter personnel provided
electronic fingerprinting for 239 Concealed Weapon
applicants and 233 persons applying for a name
change through the Clerk of Courts, totaling 472 prints.
There were 810 Concealed Weapon applicants and 230
name changes for a total of 1,040 electronic fingerprints
submitted in 2013.
In 2014, Records Unit personnel
processed 661 seal and expunge criminal history arrests compared to 471 processed in
2013.
VALIDATIONS UNIT
Validations Unit personnel are responsible for the accuracy
of agency information entered into the FCIC/NCIC computer
systems. Personnel must acquire and maintain certification
through the Florida Department of Law Enforcement (FDLE)
in order to view entries and make any necessary changes or
corrections.
Missing Persons, Injunctions for Protection, Writs of Attachment and Felony Warrants
are entered into the FCIC/NCIC computer system. These entries, along with serial
numbers of guns, vehicles, vehicle parts, vehicle tags and boats, are validated (checked
for accuracy) on a monthly basis.
During 2014, personnel reviewed the accuracy of 31,033 FCIC/NCIC computer entries
made by agency personnel. There were 28,104 entries reviewed in 2013.
10
WARRANTS UNIT
Affidavits, Writs of Attachment, and Injunctions for
Protection are manually entered into both the eWarrants system and FCIC/NCIC computer system by
Warrants
Unit
personnel.
Felony
capiases
and
Custody Orders are electronically imported into eWarrants from the Clerk of Courts.
DATA INPUT UNIT
Data Input personnel provide report accountability by ensuring every report written by
agency personnel is submitted and processed.
Unit personnel have the added
responsibility of scanning and indexing various agency documents into a document
imaging system. Unit personnel are responsible for the accuracy of the information
submitted to DHSMV and each traffic crash report is reviewed for errors prior to being
sent to Tallahassee. Crash reports are electronically transmitted to DHSMV each day
and are accessible to unit and sub-station personnel.
ALARM CONTROL/TRAFFIC CITATIONS UNITS
Alarm Control Unit personnel are responsible for issuing Alarm Contractors Registration
Certificates and renewal certificates to all businesses that install and/or monitor alarm
systems within the city limits of Jacksonville. Personnel also issue Alarm Registration
Decals to homeowners and businesses that operate an alarm system. Additionally, the
unit is responsible for tracking all false alarm citations issued by JSO Officers. Invoices
are generated for false alarm fines and unit personnel are responsible for accurately
processing both the invoices and the invoice receipts. False alarm citation invoices are
generated after JSO Patrol Officers respond to six (6) false alarms at a residence or
business during one calendar year.
Traffic Citation Unit personnel are responsible for the distribution, tracking and
accounting of Uniform Traffic Citation, Warning Citation and Notice to Appear Citation
books. During 2014, a total of 108101 Uniform Traffic and Traffic Warning Citations
11
were processed by Citation Unit personnel. There were 181,340 citations processed in
2013.
TERMINAL AGENCY COORDINATOR (TAC)
The Terminal Agency Coordinator (TAC) position within Central Records is responsible
for assuring the Sheriff’s Office operates in compliance with the policy and procedures
set forth by the State of Florida and the FBI Criminal Justice Information Services (CJIS)
Security Policy. The Agency is required to have all personnel with physical or logical
access to the criminal justice information complete CJIS Security Awareness training
and the TAC maintains the database. Agency employees who run queries using the
Florida Crime Information Center (FCIC) and the National Crime Information Center
(NCIC) are required to have CJIS Limited Access or Full Access Certification. The TAC
also conducts periodic audits of employee usage of the state’s Driver and Vehicle
Information Database (D.A.V.I.D) to ensure compliance with query restrictions and to
ensure employees who were denied access or left the Agency are removed from the
system.
IDENTIFICATION
The Identification area has three integrated components: Identification, the Automated
Fingerprint Identification System (AFIS), and Document Imaging.
IDENTIFICATION UNIT
The Identification Unit operates on a twenty-four hour, seven days a week schedule and
supports department personnel within the Jacksonville Sheriff’s Office. In addition, the
Identification Unit provides criminal justice information to the County Court System as
well as other criminal justice agencies.
One of the primary responsibilities of Identification personnel is to determine the positive
identification of persons arrested by utilizing fingerprint classification.
Identification
personnel confirmed and cleared the identity of 29,605 inmates (including adults and
juveniles) in 2014. This total number was 30,327 in 2013.
Personnel update the
electronic criminal history file on each adult individual arrested. Criminal history files are
12
now available electronically to the Clerk of Courts and judges. Identification personnel
also verify outstanding Duval county arrest warrants for officers from any police agency.
Identification personnel are also responsible for making entries, modifications, and
cancellations of property crimes (articles, vehicles, boats, etc.) in the NCIC system.
AUTOMATIC FINGERPRINT IDENTIFICATION (AFIS) UNIT
The Automated Fingerprint Identification System (AFIS) is a local fingerprint database
that uses digital imaging technology to capture, maintain, and analyze fingerprint data.
AFIS Unit personnel perform fingerprint searches electronically in a matter of minutes.
The fingerprint data is electronically forwarded to Florida Department of Law
Enforcement (FDLE) and attached to the person’s criminal history record. The AFIS
workstation is utilized to input descriptive data, initiate searches and, as a result,
provide a list of possible candidates for operator verification. The system performs two
types of searches: Ten-print, which is done by searching all ten fingers and latent prints.
The ten-print search will search the unknown print against all ten finger positions in the
database. The Identification Unit personnel utilize the AFIS to search and process tenprints on specific cases such as felony registrations, new and repeat juvenile and adult
arrests, JSO applicants, fingerprint identification of unknown deceased persons and
identity verification of subjects associated with fraud cases.
AFIS
Function
Definition
2013
Totals
2014
Totals
Ten-print Inquiry
Searches all 10 fingers
45,412
41,210
-4,202
9,842
9,804
-38
35,621
31,390
-4,231
18,559
15,798
-2,761
16,942
13,201
-3,741
12,338
10,001
-2,337
Ten-print
Registration
Ten-print
Updates
Rolled
Substitutions
QC –Edit
Visual
Verification (VV)
Addition of new sets of prints
Modify demographical data
Ability to replace prints w/a
better quality print
Ability to revise for better print
quality (correct pattern calls,
adjust core-axis
placement,
Comparison
of prints
to
etc.)
determine
a match
13
Net
Change
An employee assigned to AFIS is responsible for all judgment and sentencing (J & S)
cases from the State Attorney’s Office.
Occasionally (and prior to the sentencing
phase) a subject may insist that they were not the perpetrator on a previous crime in
which they were convicted. In order to investigate the allegation, the AFIS employee
must compare the subject’s fingerprints to the Arrest and Booking Report from the
conviction and determine if the prints match in both instances. In 2014, AFIS received
486 print requests for J & S cases compared to 504 in 2013. A total of 386 defendants,
or 79% of the J & S cases, required AFIS personnel to fingerprint the subjects and
make a comparison.
DOCUMENT IMAGING UNIT
The Document Imaging Unit is responsible for the manual process of indexing and
scanning adult criminal history records. Older criminal history records are also being
converted to an electronic version. Document imaging personnel manually scanned a
total of 84,130 pages of adult criminal history reports in 2013 compared to 81,862
scanned in 2013.
COPY CENTER
Copy Center personnel are responsible for
providing the vast majority of the printed
materials required by the Sheriff’s Office
including
Offense/Incident
supplements,
forms,
training
reports,
guides,
presentations and other items used for
operations and training functions.
Copies
printed
during
2014
totaled
6,701,165 impressions including 421,185
color copies. This an overall decrease of 11.7% from 2013. Color copy printing was
down by 2.5%.
14
COMMUNICATIONS SECTION
The Jacksonville Sheriff’s Office 9-1-1 Communications Center is the primary public
safety answering point (PSAP) for Duval County. This Section is a 24 hours a day,
seven days a week operation. The employees who are assigned to this section are truly
the First Responders and are responsible for answering and triaging the 9-1-1 calls and
non-emergency calls, as well as, dispatching support and resources to the scene of an
incident.
In 2014, 1,461,558 calls for service were received in the 9-1-1 Center. This was a
decrease of 25,772 calls from the 1,487,330 received in 2013. This represents a 1.7%
decrease in calls for service. Of this number, 765,440 calls were received on 9-1-1, a
4.8% increase from the 730,717 9-1-1 calls received in 2013. There were 696,118 calls
received on the non-emergency number, 630-0500. This is a decrease of 8 % from the
756,613 non-emergency calls answered in 2013. The online reporting website where
citizens can log on and report crime tips, criminal mischief, certain thefts and burglaries
to vehicles continues to assist with the decrease of calls into the center.
Incoming 9-1-1 and Nonemergency Calls Workload 2014
9-1-1
Wireline
2011
2012
2013
2014
calls
684,303
748,296
730,717
765,440
(Non-Emergency 630-
780,812
776,017
756,613
696,118
1,465,115
1,524,313
1,487,330
1,461,558
&
Wireless
received
Administrative
0500 & 630-0554) calls received
Total Phone Calls Received
The 9-1-1 Center staffed eight police dispatch positions and 15-18 call taker positions
24 hours a day as staffing needs fluctuated. The Communications Center continues to
support the staffing and training efforts of the NCIC teletype migration to the
Identification Unit. This year, the three (3) supervisory workstations were relocated to
provide better workflow between frontline personnel and supervisors The Police
15
Services Dispatcher (PSD) workstation was moved to a new location in order to
reallocate the old NCIC room which is now a simulation room used for training and
aSituational Awareness room for Operations.
Throughout the year, PECO’s give back to the community by participating in several
charities.
In 2014, the Communications Center raised over $4,000 for The American
Heart Walk, The American Diabetes Association Walk, The Relay for Life Cancer Walk,
The Light the Night Walk, The American Breast Cancer Walk and The Prevent Autism
Walk.
Each year, the second full week of April is dedicated to the men and women who serve
as Public Safety Telecommunicators across the nation.
During this week, the
employees and supervisors celebrate our profession by acknowledging and selecting
Police Emergency Communications Officers (PECO) who have demonstrated excellent
customer service to the citizens of Jacksonville and who have displayed, “Calm,
Compassion and Control.” The Telecommunicator for 2014, was PECO Leigh Ann
Cummings and the Training Officer for 2014, was PECO Jason Duggins.
Figure 2 – PECO 1 Leigh Ann Cummings
Figure 3 – PECO Jason Duggins
The Telecommunications Emergency Response Team (TERT) is utilized at Special
Events, planned and unplanned, SWAT callouts and SWAT training. TERT members
provide support to the Negotiators in providing communication, documentation,
resource management and record keeping.
16
RADIO SYSTEM
In 2014, over 3,099,202 radio transmissions were made on the Jacksonville Sheriff’s
Office Zone, Support and Tactical radio talk groups. This totaled over 8,792:01:04 hours
of transmissions. April 2013, the Motorola Gold Elite radio systems core was upgraded
from 7.8 version to 7.9 version.
Radio Talk Group
Zone 1
Zone 2
Zone 3
Zone 4
Zone 5
Zone 6
ID
PSD
INV
TAC 2
TAC 1
Year End Total
Calls
330,591
452,288
563,596
615,651
479,435
251,047
100,654
77,490
160,829
23,792
43,829
3,099,202
Time
877:09:04
1223:47:24
1582:01:46
1685:15:48
1305:04:22
682:18:57
447:03:47
256:41:36
503:57:19
78:20:03
150:20:58
8792:01:04
QUALITY ASSURANCE
The Quality Assurance (QA) program provides information
regarding the overall Communications Center performance, the
overall competency of employees, and the call taker’s attitude and
behavior toward citizens and first responders. The QA program
assists in determining community concerns, and promotes recommendations and
suggestions for improvements. The Q A personnel provided education and instructions
to our operations personnel by emailing “Training Tip” reminders on procedures. Call
reviews are chosen randomly from incoming calls and dispatched incidents on a
monthly basis. The QA reviewers collect and report information on standardized forms
designed to be objective and a consistent means of measurement. In 2014, 4,907
reviews were completed.
17
AUDIO REPRODUCTION
In 2014, 11,897 Public Records Requests (audio reproduction and Computer Aided
Dispatch records requests) were received by this office, which is an increase of 9.3%
from the 6,156 requests received in 2013. These requests are made by the units within
the Sheriff’s Office, State Attorney’s Office, private attorneys, public defenders, media,
general public, and surrounding law enforcement agencies.
Two part time clerical
workers were hired in 2013 to assist with the additional workload in maintaining the
audio reproduction requests for the Communications Section.
Public Records Requests for Audio Transmissions and
2012
2013
2014
%increase/decrease
4,339
4,909
10,102
205.79%
All JSO requests & spot inspections
821
635
870
137.01%
Media
10
8
120
1500%
Private Attorney, Private Investigator, Public Defenders,
404
512
722
141.02%
Other Law Enforcement Agencies
57
92
60
-65.22%
Total
5,631
6,156
11,874
192.88%
CAD printouts
State Attorney’s Office
Includes OGC & Risk Management
General Public
CAD ADMINISTRATOR
In 2014, 902,071 calls for service were documented in CAD. This is a .48 % increase
from 2013 in which 897,806 calls for service were documented.
The CAD Administrator worked with ISM to provide the Communications Custodian of
Records immediate access to officer’s messages and FCIC/NCIC queries sent/received
via their MDCs.
Our current CAD server reached End of Service at the end of 2013. Due to this, several
CAD vendors were invited in early 2014 to demo their products. For budgetary reasons,
it was decided to purchase a new server which should be installed in the third quarter of
2015. This decision saved the city over three million dollars.
18
The CAD work screens within the Communications Center were configured with an
alternate login containing a larger font to make it easier to read.
A CAD workstation was installed in Arena Command to better assist Communications
employees working a special event to perform their assigned duties. Prior to this, the
employees would have to contact the Communications Center via phone for any CAD
related requests from field units.
In October of 2014, the CAD Open Query server was replaced and as part of the rebuild
it was configured to make it so that employee SSN’s would no longer be visible in the
Personnel database within CAD.
Ongoing CAD Administrator projects include: the creation and deletion / deactivation of
users in both CAD and PMDC, maintaining user assignments in PMDC relating to their
Department and Supervisor, correcting geo-file discrepancies such as aligning, adding
and verifying addresses including Common Places for all of the JSO Zones, Sectors
and sub-sectors which comprise the borders of those areas and with each other. This
time intensive project will eliminate the need for City Geographic Information System
(GIS) personnel to manually assign those values. The mapping application will
automatically assign values at the click of a button. The CAD Administrator will continue
purging premise history files in the CAD that contained outdated information.
TECHNICAL ASSISTANT
In 2014, the Communications Technical Assistant worked to streamline processes in
management by finding automated solutions to the day-to-day paperwork. Using
Microsoft InfoPath and SharePoint, forms were created that can be quickly and
efficiently filled out by a supervisor.
Using daily phone call statistics, another Microsoft InfoPath form was created to track
employees' performance over the course of each month, allowing supervisors to see
trends and averages in daily performance.
19
A daily inventory equipment check was created to verify equipment is in proper working
order. This helps to ensure prompt repairs or upgrades are made quickly.
Assisting the CAD Administrator as a backup has allowed for extended coverage of
service to Patrol and Communications officers when they experience trouble. Working
with the Communications Training Coordinator, new processes were created to
efficiently and effectively log all in service training by each employee. Throughout the
year, training presentations were created on various topics for employees and
supervisors. Topics included troubleshooting equipment, new changes in procedures,
an introduction to the new Agency Records Management System (for the entering of
towed vehicle logs), and clarifications on how to transfer calls within the limits of the
system. Remote training was completed in scenario-modeling software TactiCall and
prospective employee evaluating CritiCall, created by Biddle Consulting Group to find
new ways of using this software to best train and select employees.
TRAINING
The training department recruited thirty-one (31) Police Emergency Communications
Officers (PECO) and conducted six (6) new hire classes for a total of 9,920 student
classroom hours.
The classroom was updated to include eleven (11) laptops with internet access, and an
additional six (6) CAD workstations. All classroom tests are now completed
electronically through LEAPs (Law Enforcement Automated Personnel System). The
Jacksonville Sheriff’s Office purchased the LEAPS software in an effort to better
document, track and catalog our field training progress and continued training (in
service training) for solo employees. The classroom curriculum has been restructured to
eliminate unnecessary material and focus on simulation.
The training program has been restructured to incorporate phases.
This helps the
trainee with specific bench marks to obtain a solo status. These improvements have
reduced the amount of training time by an average of 55 days. The average trainee may
solo in 8.4 months.
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Continuing education is conducted regularly for all PECO’s. The training unit
coordinated 27 blocks of In Service Training (IST) totaling 2,365 hours.
Throughout the year, Lieutenant Baum and Lieutenant Leonard served as adjunct
instructors and taught the online Public Safety Telecommunicators course at Florida
State College at Jacksonville (FSCJ). These courses are geared towards students who
have been hired by a Public Safety Answering Point (PSAP) and are required to have
320 hours of training required by the Florida Department of Health for certification. This
year there were eight (8) classes which consisted of one-hundred-sixteen (116)
students.
911 EMERGENCY TELEPHONE SYSTEM
The county-wide 9-1-1 Emergency Telephone System is managed through the
Jacksonville Sheriff’s Office. The 9-1-1 system is funded through the 9-1-1 user fees.
These fees are assessed on all landlines and specific wireless phone lines in Duval
County.
911 ANSWERING POINTS
The Duval County 9-1-1 System consists of seven (7) Public Safety Answering Points or
PSAPs, which receive and dispatch all 9-1-1 calls for Duval County.
The Primary
PSAPs are located in the Jacksonville Sheriff’s Office, Atlantic Beach Police
Department, Neptune Beach Police Department, and Jacksonville Beach Police and
Fire and a Regional Dispatch Center for military installations at Naval Air Station
Jacksonville (NAS JAX). Jacksonville Fire and Rescue serves as a secondary PSAP
facility, handling calls requiring fire and emergency medical response. A secondary
PSAP facility has been also established at the University of North Florida (UNF).
The BUCC (Backup Communications Center) can be operated independently or
simultaneously with the primary location. Both sites have the same technical
capabilities. This arrangement helps to quickly stabilize the operation during emergency
situations or act as a temporary Communications Center, if the existing PSAP facilities
21
of any agency are unavailable due to power
outages,
equipment
maintenance
or
other
incidents. The backup site equipment is tested
monthly and activated at least bi-annually to
ensure operational readiness.
This allows
continuous and uninterrupted handling of 9-1-1
calls and the expected high level of service to
the citizens and first responders of Jacksonville
to remain the same regardless of which site is
being utilized.
NEW 9-1-1 PHONE SYSTEM
In February, 2014, the Frequentis Protect 9-1-1 phone system was installed. The new
system will allow us to easily integrate text, pictures, and video, which is the future of 91-1.
The 9-1-1 phone equipment at the Jacksonville Sheriff’s Office Communications Center
was replaced with grant funds provided by the State 9-1-1 Board. The new phone
equipment provides more features for locating and handling calls from wireless phones
and other.
WIRELESS PHONES
Over the past 15 years we
have seen a dramatic change in
the types of technology used for
communication.
Today
over
70% of the 9-1-1 calls originate
from wireless phones.
Many
citizens have abandoned the
use of landline phones in their
homes.
22
TEXT TO 9-1-1
The FCC has made text to 9-1-1 availability a priority for
9-1-1 systems across the
country. The 9-1-1 Administration has been involved in regional work groups to discuss
options, evaluate technologies, standards and protocols for text messaging to 9-1-1 in
Northeast Florida. Selection of a Text Control Center (TCC) and installation of text to
911 will be implemented by mid-year in 2015.
ADA ACCESSIBLITY
The 9-1-1 System is also accessible to persons who may be deaf or hard of hearing, or
who use text telephone devices or other technology to report emergencies. All 9-1-1
answering positions are equipped with TTY or Text Telephone answering capability, in
compliance with the Americans with Disabilities Act (ADA). The wireline TTY text
telephone technology is not the same as text telephone messaging from wireless
phones.
NON ENGLISH SPEAKING CALLERS
The chart below shows the 9-1-1 calls from non-English speaking persons which
required the use of a translator service. These numbers may be deceptive because
JSO has also initiated a policy of utilizing bilingual employees for telephone translation
services when appropriate. This has reduced the number of calls requiring an outside
translator service.
Spanish continues to be the most commonly used language
requiring translation, but the past few years have shown a growth in middle-eastern and
Asian languages.
23
Asia
2.32%
Africa .55%
Middle East & Asia
Minor 1.97%
Western Europe &
Caribbean 2.02%
Eastern Europe &
Russia 2.42%
Spanish 90.71%
Western Europe &
Caribbean
Spanish
Duval County 9-1-1
Languages used through
Telephone Translator Services 2014
(1984 calls)
*The data correlated only reflects 7 months of calls due to changes in vendor.
GENERAL SUPPORT SECTION
CIVIL PROCESS UNIT
The Civil Process Unit is responsible for receiving, processing, serving, and returning
civil process directed to the Sheriff’s Office from jurisdictions inside and outside the
State of Florida. The Civil Unit sworn personnel administer all Enforceable Civil
Process, which includes various types of Injunctions, Writs of Possession (Evictions),
Writs of Bodily Attachment (Mental Health Pickup Orders or Child Support), Writs of
Attachment (Personal or Real Property), Writs of Execution, Writs of Replevin, Juvenile
Orders to Show Cause, and Criminal Subpoenas. Most Non-Enforceable Civil Process,
which includes Civil Summonses and Civil Subpoenas, are contracted through a private
process server company for service.
The unit is also responsible for collecting and issuing receipts for appropriate fees for
service, which are recorded and deposited with the Tax Collector’s Office. The total
documents involving civil process from the courts in 2014 were approximately 41,629
writs, of which, 14,177 were Enforceable Civil Process, and 27,452 were Non–
Enforceable Civil Process. This represents an increase of 11.4% from the year 2013.
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The chart below represents the number of writs served and processed by the Civil
Process Unit.
30000
25000
20000
2013
15000
2014
10000
5000
0
Enforceable
Non-Enforceable
.
The Civil Automated Maintenance System (CAMS) is continuing to be refined for ease
of use and to capture more precise information quickly and easily for officers and
civilians who use this program on a daily basis. In 2014, there was an upgrade made to
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CAMS to include a Zero Writ Fee report. This report allows the civilian supervisor to
track and verify all Sheriff’s Office fees that have been waived (Injunctions, Mental
Health Writs, Indigent Cases, etc). There is an additional CAMS Work Order upgrade in
progress to help track each Civilian Clerk hourly data input, which would help eliminate
data input errors.
With the change of civilian supervisor in the unit, some of the processes have changed.
The Budget and management Division took over all of the budgetary processes for the
Civil Unit. The new civilian supervisor took on the responsibilities of the Process Server
Coordinator and coordinates all of the training and disputes associated with the
contracted process server company.
The supervisor has also been trained in the
utilization of the Pro Watch system that controls badge access to the PMB and handles
issuing identification cards to process servers.
FLEET MANAGEMENT UNIT
The mission of the Fleet Management Unit is to provide safe and effective vehicle
support to the men and women of the Jacksonville Sheriff’s Office.
The Fleet
Management Unit is responsible for the support, acquisition, maintenance, fueling and
disposal of fleet equipment. Currently, Fleet Management provides support services for
more than two thousand (2,000) pieces of diverse mobile equipment for the Sheriff’s
Office. In 2014, two hundred and thirty one (231) replacement vehicles were purchased.
Included in this number; one hundred and fifty nine (159) Police Package Chevrolet
Impalas, six (6) Lieutenant, eleven (11) Sergeant, thirteen (13) Traffic, thirteen (13)
unmarked Detective Impalas, three (3) Crime Scene Technician vans, fourteen (14)
auction, six (6) trucks, one (1) Tahoe, one (1) suburban, one (1) DUI, one (1) tractor
and two (2) vans. All newly purchased patrol vehicles are equipped with accessory
wired emergency lights with dimmer control for the sitcom and computer power supply.
The police radio is continuously wired hot for use in an emergency situation. The
vehicles have an interior auto-locking patrol rifle rack, which enables patrol officers to
have immediate access to their rifles, if needed.
The following improvements were made to the 2015 patrol vehicles:
26

Molded back seats, door panels and window bars.

New vehicle cage which will give the officer seat full travel and movement.

Wash holes in the back seat floor board so the officer can wash out debris.
27
The following improvements have been made to improve Fleet Managements operation
and customer service:

Online Appraisal Data Base

Upgraded JSO Fleet Services Web Page

Using the vehicle Driver information Center for monitoring oil changes which
will occur at 20% left of oil life
Fleet Management’s centralized approach allows for Fleet to be responsive to its
customer’s needs by providing efficient, effective, and reliable services. Some of the
services provided include, Vehicle Information Support (Maintenance and Repair); Car
Cleaning; Fuel Support; Vehicle Modifications (Lights, Window Tint, Hitches, etc.) and
Accident Appraisal Support.
BUILDING SECURITY UNIT
The Security Unit’s mission is to provide safety, security, and services to Jacksonville
Sheriff’s Office employees and visitors who work inside / visit the Police Memorial
Building.
28
The Security Unit is a twenty-four hour, seven day a week operation. The Security
Unit’s
primary
responsibility
is
to
prevent
unauthorized access, reduce vulnerability of the
Police Memorial Building and to protect employees
and visitors. This responsibility is accomplished by
security officers maintaining and enforcing access
control by performing security checks inside the
building, parking areas, and by screening all visitors
and their personal property before granting visitors access to secure areas in the
building in compliance with policies and procedures set forth by the Criminal Justice
Information Services (CJIS). During 2014, there were 20,439 visitors logged into the online computerized system.
Additionally, the security officers monitor a secured
video camera system which provides visual security of
various areas inside and outside the Police Memorial
Building. Other responsibilities and tasks assigned to
the Security Unit personnel entails providing general
information to citizens by telephone or in person,
logging all visitors who visit the Police Memorial Building in the On-Line Visitor Log
computerized system, daily deliveries of documents from the Jacksonville Sheriff’s
Office to the Tax Collector’s Office, and escorting employees to their vehicles after
hours or when requested to do so. Security Unit personnel support the Project Safe
Place program coordinated by the Youth Crisis Center (Y.C.C.). The Project Safe Place
program necessitates that Security Unit personnel accept any person under the age of
18 who is a runaway, abused, and / or homeless and monitor the juvenile until placed in
law enforcement custody.
29
In addition to the Security Unit’s assigned responsibilities, the Security Unit personnel
are responsible for maintaining a Prescription Drug Drop Box utilized by citizens who
desire to discard unwanted prescriptions and over-the-counter drugs.
Additionally, the Security Unit personnel maintain the Deaf Link
Video Relay Interpreter Service. The Deaf Link Video Relay
Interpreter Service technology provides Deaf individuals with the
ability to effectively communicate with law enforcement officers by
way of an American Sign Language interpreter who is visible to
both parties via a computer monitor. All security personnel are trained on the proper use
of Deaf Link equipment. The equipment is available for use inside the Police Memorial
Building at the Information Desk (Forsyth Street entrance).
FACILITIES MANAGEMENT
The Facilities Management Unit is responsible for the design, planning, permitting,
material requirements, staffing requirements and oversight of all renovation and
remodeling projects.
In addition, the Unit coordinates repairs, maintenance and
cleaning of the Police Memorial Building (PMB) and most other JSO buildings. During
2014, twenty-one separate construction, renovation and/or repair projects were
completed under the direction of the Facilities Management Unit. Some of the larger
projects completed during the year were:

Renovation of the north end of 1024 Superior Street for office space for the
Offender Tracking and Auto Burglary Units.

Roof replacement at the Zone Three Substation

Roof replacement at the Firing Range

Renovation of office space at 711 Liberty Street for the Aggravated Battery Unit

Upgrades to the 9-1-1 equipment room

Replacement of two 5-ton air conditioning units and installation of an electrical
bus duct at the Police Memorial Building

Replacement of the hot water boiler in the Police Memorial Building
30

Renovation of office space in Accreditation, ISM and Records and Identification
LOGISTICS SUPPORT SECTION
Property & Evidence Unit
The Property and Evidence Unit is a 24-hour operation that is staffed by a Lieutenant,
one Sergeant, four civilian supervisors, and seventeen Police Service Technicians. The
Unit employees are tasked with storing abandoned and personal property recovered by
law enforcement officers as well as evidence from crime scenes. This is all done in a
highly secured environment.
The main responsibilities of the unit are to accurately
account for all items stored and ensure the availability of those items for court purposes
or their proper return to the lawful owner.
The Property & Evidence Unit also has a team of five employees who conduct research
on past cases to determine if a final disposition indicates if the evidence can be purged.
This team was responsible for releasing holds on 88,592 items for purging during 2014,
out of 115,923 items they researched (a 76.4%
overall rate).
Their work ensures the continued
viability of the facility for several years to come.
In 2014, Unit focus was on reducing the inventory
of items which no longer had evidentiary value due
to the statute of limitations and other factors,
creating space in the warehouse and vaults for
future submissions. In addition to daily efforts and
releases of property, the Unit implemented special
purge activities. On six purge days between
January and December, Unit personnel purged
48,036 no-hold items from the facility.
31
During 2014, the Property and Evidence Unit processed 38,214 submissions for a total
of 107,443 individual items. There were 168,755 items purged and another 11,669
items released from the facility during the same time frame, for a total of 180,424 items.
These items were either returned to the rightful owner, sent to destruction, auctioned,
adapted for department use, or donated to charities. The chart below displays the
amount of items submitted over the past three years.
Property and Evidence Items Submitted
108000
107443
106000
104000
102000
100000
Items Submitted
98317
98000
96000
94000
93840
92000
2012
2013
2014
SUPPLY AND INVENTORY MANAGEMENT UNIT
The Supply and Inventory Management Unit is
responsible for demand planning, procuring,
stocking and distributing the majority of supplies,
materials and equipment for the Jacksonville
Sheriff’s Office operations. It also manages the
annual inventory of tangible property (assets) and
oversees the recording of related inventory
dispositions. It is manned by logistics personnel
32
who perform planning, requisitioning, receiving, inspection, warehousing, distribution,
and inventory management functions.
In 2014, the Unit awarded 3 major bids covering over 900 line items, resulting in faster
order processes, improved products and cost savings on many items. The unit also
developed and tested processes to refurbish and remanufacture many damaged and
worn items. Thousands of items were returned to service resulting in over $30K in
savings towards the ultimate goal of $150K, once all processes are developed. To
supplement the Alterations/light Manufacturing Center opening 2013, the Unit provided
support to the Department of Corrections in getting their alterations process operational.
Corrections now processes over 50% of the total volume of alterations. For tangible
property functions, a semi-automated system was developed and implemented to
improve the efficiency and effectiveness of the physical inventory process. The system
also provided the means to generate electronic forms which are more accurate and
legible than the previous manual form.
MAILROOM AND RECEIVING UNIT
The Mailroom and Receiving Unit processes all mail and a large portion of the small
package receiving and shipping volume for
JSO. Interagency transfers of documents
and items are processed as well. It is
manned by technicians who perform pickup and delivery functions within the Police
Memorial Building on East Bay Street and
maintain the mailing system for remote
sites.
The
Unit
utilizes
equipment,
instrumentation and procedures designed
to reduce the risk to the agency of receiving hazardous mail and packages.
The Unit continually scores “perfect” in its quality metric and did so again in 2014. In
volume, over 100,000+ items were processed through the US Mail while receiving
33
thousands of mailed items and shipping hundreds of small packages using various
parcel services.
COURT SECURITY
The
Court
Security
Section is divided into two
units, the Court Unit and
the Correctional Unit. The
primary function of the
Court Unit is to provide
security for all courtrooms
and
judge’s chambers.
The unit also provides
sworn uniformed officers to monitor entrances to the Duval County Courthouse and
security for the interior doors leading to chamber areas. In addition to providing security
for the courtrooms, the sworn bailiffs effect arrests on judges orders and serve capiases
and arrest warrants. The Court Liaison Office, a part of the Court Unit, processes and
maintains records concerning the filing of cases and depositions by on-duty and off-duty
officers along with their pre-trial and court appearances relating to their arrests.
The primary function of the Correctional Unit is to maintain security of all inmates from
the sally port of the Courthouse to the individual courtrooms and their safe return to the
sally port.
G4S Corporation, the private security company that provides screening of those
persons entering the Courthouse, reported that 1,081,230 people passed through the
screening equipment at the entrance doors during 2014, compared to 1,127,955 in
2013. During 2014, 29,918 adults were processed through J-1 First appearance court
compared to 29,172 in 2013, an increase of 2.6%. During the same period, 603
Juveniles were processed compared to 512 in 2013, an increase of 17.8%.
34
During 2014, 37,221 adult inmates were processed through the courthouse compared
with 41,576 in 2013, a decrease of 10.5% from the previous year
Court Liaison personnel continued to input court overtime into the Employee Information
System (EIS) via communication systems rather than personal appearances. This
procedure served to reduce the countless hours Officers wasted appearing at the Court
Liaison office.
Approximately 6600 submissions were entered.
Additionally, 2,358
Officer submissions were reviewed by calling attorneys who issued subpoena’s to
insure 100% compliance.
Also in 2014 the following positive changes were accomplished.

Major international and national exposure trial of Michael Dunn was held requiring
the sequestering of jurors. A second trial was also held in 2014. A coordinated
ICS model was utilized to insure over all safety and security.

Additional entrance and exit into the courthouse was opened and staffed.

Dealt with a new type of defendant (Sovereign Citizens), which called for
additional training. Added a sovereign citizen white board in order to track court
appearances.

A review of staffing was conducted to ensure resources were being assigned
appropriately. As a result, additional officers were re-assigned to an afternoon
shift, reducing overtime usage.

Added Sergeant to J1 court facility.
35