2016 Strategic Plan - Lee County Sheriff`s Office

Strategic Plan FY 2016-17 – FY 2020-21
Office of the Sheriff Executive Bureau, Sheriff Mike Scott
Legal Services Executive Bureau, Chief Legal Counsel John Holloway
Professional Standards Division, Commander Traci Estep
CALEA Accreditation, Manager Tanya Tanner; Central Records and Warrants Division,
Director Cherrie McAbee; Inspections, Capt. Ron Curtis; Internal Affairs Section; Human
Resources Division, Administrator Cari Turner; Training Division, Capt. Tim Short
Public Information Office, Lt. Jeff Dektas
Public Services Division, Commander Morgan Bowden
Community Relations Section, Director Stacey Payne; Public Services Section, Capt.
Shawn Ramsey
Special Assistant to the Sheriff, Capt. Carmine Marceno
Corrections Executive Bureau, Colonel Thomas Eberhardt
Corrections Bureau Core Site, Major Scott Hall;
Core Division, Capt. Mia Rodgers; CPU, Capt. Chris Velez; Inmate Programs
Educational Services, Capt. Scott Brock; Investigations Section, Capt. Jim Leavens
Corrections Bureau Downtown Site, Major James Barraco
Court Operations Division, Commander Jim Jones and Capt. Scott Ciresi; Juvenile
Assessment Center, Administrator Bill Naylor; Main Jail Division, Capt. Kevin Koller;
Security & Inspections, Capt. Craig Bennetti; Support, Director Rhonda Sewall
Law Enforcement Executive Bureau, Colonel Thomas Ellegood
Criminal Investigations Bureau, Major Eric Smith and Commander John Haberman
Civil Section, Capt. Adam Sedwick; Economic Crimes Unit, Capt. Kevin Ferry; Forensics
Division, Capt. Rick Joslin; Highway Interdiction, Capt. Pete Hedrick; Major Crimes
Division, Capt. Bill Murphy; Robbery/Grand Theft Auto, Lt. Matt Monahan; Special
Investigations Division, Capt. Richard Snyder
Patrol Bureau, Major Kathryn Rairden and Commander Randy Crone
North District, Capt. Chris Reeves; East District, Capt. Todd Garrison; West District, Capt.
Matt Powell; South District, Capt. Keith Day; Central District, Capt. Brian Jakacki; Island
Coastal District, Capt. Matt Herterick
Air Operations, Commander Mike Warner; Ancillary Services Unit, Lt. DeDe Petracca;
Communications Division, Director Sherry Groff; Operational Support Division; Tactical
Support Division, Capt. Scott Lucia; Watch Commanders Division, Capt. Mark Cohen;
Youth Services Division, Capt. Mike Miller
Civilian Operations Executive Bureau, Director William C. Bergquist
Budget Division, Director Annmarie Reno; Finance Division, Director Crystal Gambino;
Fleet Management Division, Director Rusty Hillman; Personnel Services Division, Director
Dawn Heikkila; Planning and Research Division, Director Stan Nelson; Purchasing Division,
Director Jenna Clark; Star Care Clinic, Director Connie Metzger; Technical Support and
Facilities Division, Director Kathi Murray
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Strategic Plan FY 2016-17 – FY 2020-21
The Mission, Vision and Motto
of the Lee County Sheriff’s Office
Contents:
Mission
2015 Goals………………………………
4
Population and Service Trends…………
5
Crime Trends……………………………
6
Inmate Population Trends………………
8
To safeguard lives and property;
respectfully enforce the laws of the land;
and, work cooperatively to lessen the
impact of crime on the lives of residents
and visitors in Lee County.
Vision
Operating Budget Trends………………
9
Employee Hiring and Turnover…………
10
Open Positions…………………………
10
The Lee County Sheriff’s Office will work
collaboratively with members of the
community in order to improve and
enhance the quality of life for everyone in
Lee County. Our vision is consistent with
the following principles:
Salary Disparity…………………………. 11
Employee Staffing Trends………………
13
Proposed 5-Year Continuation Budget…
15
Current Capital & Equipment Needs……
15
Deferred Capital Improvements…………
16
Multi-Year Projections…………………
18
 Respect for human rights;
 Economic well-being and high
quality of life;
 Reduction of crime, disorder and the
fear of crime;
 Community safety;
 High standards for excellence and
continuous improvement;
 Sound fiscal management to ensure
accountability to the public.
Motto
“Proud to serve”
Code of Ethics
Provide a safe and secure environment in
partnership with the community. Adhere to
a high degree of integrity and compassion
while upholding the law of the State of
Florida.
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Strategic Plan FY 2016-17 – FY 2020-21
2016 GOALS
1. Uphold Agency integrity through ongoing training, high professional standards and
direct community involvement. The Office of the Sheriff provides the organizational
structure of the Agency and the application of basic organizational principles such as
ensuring unity of command, delineating responsibility, delegating authority and
management principles of a general nature. Legal Services, Public Information, Public
Services and Professional Standards, which includes Accreditation, Internal Affairs and
Staff Inspections, are under the direction of the Sheriff.
2.
Enhance Corrections operations, facilities and services. The Corrections Bureau
provides fair and equitable treatment to all people in its custody; operates facilities in a
safe, secure and cost-effective manner; and, offers programs necessary to assist inmates’
successful reintegration into the community. Corrections personnel not only monitor the
average daily inmate population but also provide voluntary educational and life-skills
programs and opportunities to inmates. The Corrections Bureau includes the Ortiz Site
Core and CPU Facilities, Downtown Jail, Juvenile Assessment Center as well as
providing security for the judges and Justice Complex Center.
3.
Maintain Agency effectiveness through specialized investigations and service of
judicial process. The Criminal Investigations Bureau conducts investigations on all
referred offenses through the Forensics, Major Crimes and Special Investigations
Divisions as well as oversees Highway Interdiction Operations and the Civil Section.
4. Ensure public safety through coordinated efforts by Patrol and specialty units. The
function of the Patrol Bureau is to enforce laws of the land; the protection of life and
property; to ensure public safety; prevent and deter criminal activity; and, conduct
proactive patrol through aggressive law enforcement and community policing efforts.
Patrol includes six district substations as well as Air Operations, Ancillary Services,
Communications, Operational Support, Tactical Support, Watch Commanders and Youth
Services.
5. Promote personal and professional improvement through employee wellness initiatives,
sound fiscal management and technology support services. The Civilian Operations
Bureau continues to promote sound fiscal management, strong leadership and
organizational excellence to increase Agency efficiency and wellness. Members will
work to strengthen inter-governmental relations, community relations, and internal and
external communications. These tasks are accomplished through the Budget, Finance,
Fleet Management, Personnel Services, Planning and Research, Purchasing, Star Care
Clinic and Technical Support and Facilities Divisions.
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Strategic Plan FY 2016-17 – FY 2020-21
POPULATION & SERVICE TRENDS
Population Growth
2006‐2015
18%
16%
14%
12%
10%
8%
6%
4%
2%
0%
Calls For Service Growth 2006‐2015
Service Population
17.09%
Fort Myers
10.14%
35%
32.52%
30%
25%
Cape Coral
7.77%
20%
18.07%
15%
10%
Sanibel
2.86%
5%
0%
Fort Myers Cape Coral
Sanibel
Service
Population
Public Initiated ‐ Reactive Calls
Deputy Initiated ‐ Proactive Calls
After experiencing rare population declines in 2009 and 2010, Lee County is rapidly rebounding.
The Cape Coral-Fort Myers metropolitan area was the third fastest growing metro area in the
country between July 1, 2014, and July 1, 2015, with a growth rate of 3.3%, the U.S. Census
Bureau reported.
And the region’s growth shows no signs of slowing. The Bureau of Economic and Business
Research projects that Lee County will gain an estimated 87,853 residents by 2020 and reach a
total population of 1,003,956 people by 2035. The report suggests that the influx of new
residents will change Lee County’s population demographics. Most notably, Southwest Florida
is forecast to grow more diverse and older: The Hispanic population is projected to increase
97%, from 139,919 to 275,546 residents. Residents age 65 or older also are expected to grow by
82%, from 163,938 to 297,598. Finally, the number of school-age children are slated to grow
41%, from 92,349 to 130,966.
These rapid changes have important implications for planning and public policy. Additional
deputy manpower, training and capital items may be required to properly service the changing
population (e.g. juvenile and elder programs and resources; public school capacity; special needs
of residents with physical disabilities, including dementia and hearing impairment; diversity,
civil rights and language training; additional crime prevention staffing and services).
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Strategic Plan FY 2016-17 – FY 2020-21
CRIME TRENDS
The Lee County Sheriff’s Office has implemented a number of proactive strategies that
contributed to the year over year decline in Part I crimes, the most serious of crimes.
Reactive & Proactive Calls for Service
650,000
550,000
219,647
265,050
299,583
280,079
272,132
267,317
285,010
286,389
246,442
259,343
450,000
350,000
230,556
242,101
239,538
230,348
231,337
230,180
233,798
233,619
2006
2007
2008
2009
2010
2011
2012
2013
281,966
305,527
2014
2015
250,000
150,000
Public Initiated ‐ Reactive Calls
Deputy Initiated ‐ Proactive Calls

Proactive to reactive ratio: Deputy-initiated calls for service increased this past year by
5.2% from 246,442 to 259,343, part of a 18.1% increase between 2006 and 2015 – from
219,647 to 259,343. Citizen-initiated calls for service rose 8.3% from 281,966 to 305,527,
part of a 32.5% increase between 2006 and 2015 – from 230,556 to 305,527. Proactive patrol
is highly visible and a proven criminal deterrent. It encourages deputies to use analytical
tools to better assess a problem and devise strategies to prevent or limit future criminal acts,
thereby reducing the incidence of crime. In the past two years, proactive time has been
limited by new software, increased call volume and vacant positions.

Community service aides: Community service aides (CSAs) enable patrol deputies to be
more proactive by delegating the investigation of past occurred, nonviolent crimes and other
secondary responsibilities to CSAs. District Commanders recently requested that CSA units
be assigned to Patrol to improve district communication and workload assignment. These
employees help reduce the workload of certified patrol. Because these employees are not law
enforcement certified, there is a considerable Agency cost savings.

Volunteers: LCSO’s Volunteer Observer Impacting Community Effort (VOICE) Unit
helps increase organizational efficiency. LCSO has 159 VOICE members who perform a
diverse array of non-confrontational duties. These volunteers contributed 53,006 hours of time
to the Agency, time valued at $1,222,848 based on the national volunteer rate of $23.07 an
hour. Volunteers handle citizen complaint and worthless check calls, respond to traffic
incidents, write reports and attend training. Volunteers received training on parking
enforcement, coaching mature drivers, crimes on the elderly, safe manual traffic control, radio
codes and signals, communication tactics, interview interrogations and traffic control.

Partnerships: LCSO employees work in partnership with members of the community to
improve the quality of life in Southwest Florida. LCSO provides a wide range of community
support through its Public Services Division, which includes crime prevention specialists,
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Strategic Plan FY 2016-17 – FY 2020-21
Senior Services support staff, a Gated Community liaison, Citizen Academy courses and Do
The Right Thing coordinator. District community policing deputies, Planning and Research
personnel and the Lehigh Acres Community Initiative coordinator provide additional
community support. This has resulted in improved communication and stronger working
relationships between the community and the Agency.
Unincorporated Lee County has seen a 28.6% consistent drop in its crime rate since 2011, which
includes last year’s 7.8% decline. The crime rate is determined by dividing the number of crimes
reported in unincorporated Lee County and Estero, Fort Myers Beach and Bonita Springs (which
do not have municipal law enforcement) by the unincorporated population, then multiplying the
sum by 100,000.
Crime Rate Per 100,000 Population
2,900
2,700
2,500
2,300
2,100
1,900
1,700
1,500
2,841
2,496
2,345
2,199
2,028
2011
2012
2013
2014
2015
The FBI requests that state and municipal law enforcement agencies track specific offenses,
known as Part 1 crimes, which is compiled in the National Uniform Crime Report Program,
a cooperative statistical effort to assess and monitor the nature and type of crime in the nation.
They include murders, forced sex crimes, robbery, aggravated assault/stalking, burglary,
larceny-theft and motor vehicle theft.
Total Part 1 Crimes
12,000
11,500
11,000
10,500
10,000
9,500
9,000
8,500
8,000
11,332 10,095 9,584 9,105 8,528 2011
2012
2013
7
2014
2015
Strategic Plan FY 2016-17 – FY 2020-21
INMATE POPULATION TRENDS
Average daily population unexpectedly began to drop in 2008 in conjunction with the prolonged
economic downturn. This trend is unlikely to continue as economic conditions improve. LCSO’s
average daily population for its correctional facilities declined 26.5% from a high of 2,218 in
2008 to 1,629 in 2015. The Corrections Bureau responded to inmate population declines by
significantly reducing authorized positions through attrition and by consolidating housing at the
Core Facility. During this fiscal year Command Staff reduced Corrections staff allocations for
juvenile housing in order to not impact additional staffing at this time.
Average Daily Inmate Population vs. Capacity
2,100
2,000
1,900
1,900
2,003
2,003
2,003
2,009
2,009
2,009
2,009
1,637
1,640
1,645
1,629
1,771
1,800
1,719
1,700
1,600
1,500
1,602 1,602 1,602 1,607 1,607 1,607 1,607 2009
2010
2011
2012
2013
2014
2015
1,400
Average Daily Inmate Population
Capacity
80% Standard
As the county population grows and building industry rebounds, incarceration rates are expected
to rise. LCSO’s correctional facilities have a total capacity of 2,009 beds. Inmate numbers have
exceeded the 80% capacity standard every year since 2009. Because it takes a significant amount
of time to hire, train and deploy new personnel, any rapid change in the average daily population
could cause correctional operation inefficiencies. If the inmate population grows, LCSO will be
required to add staffing to ensure employee and inmate safety and maintain its jail accreditation.
As part of the county’s Capital Improvement Program (CIP), the Sheriff’s Office has requested
to add dollars for the expansion of the Ortiz Facility in the coming years. This project is
estimated to be approximately $100 million. The hiring process to staff the facility would need to
begin at the ground breaking.
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Strategic Plan FY 2016-17 – FY 2020-21
OPERATING BUDGET TRENDS
Adopted Budget
165,000,000
160,000,000
155,000,000
150,000,000
145,000,000
140,774,360
137,697,982
141,587,468
149,154,365
160,157,136
125,000,000
150,008,180
130,000,000
156,573,918
135,000,000
160,673,029
140,000,000
FY 08‐/09
FY 09/10
FY 10/11
FY 11/12
FY 12/13
FY 13/14
FY 14/15
FY 15/16
120,000,000
Lee County’s economic downturn dramatically impacted operational revenues of the Lee County
Sheriff’s Office. Between FY 08/09 and FY 12/13, total general revenue funding declined by
$57.6 million before beginning to rebound. Even today, LCSO’s FY 15/16 operational budget of
$160.2 million is $500,000 lower than what it was seven years ago.

Personnel: There currently are 1,600 budgeted positions: 1,093 certified and 507 civilian
employees. In order to replenish manpower lost through cutbacks and attrition, LCSO is
requesting a minimum of 35 additional positions each fiscal year from 2017-18 through
2020-21. New hires will be concentrated in Patrol based on service calls and demand and
in Corrections with the increase in jail population.

Operating: LCSO will work with Lee County Administration and plan future operational
costs based on the county’s continuation budget philosophy. Any unanticipated needs that
arise outside of ongoing operations will be identified and discussed with Lee County
Administration to determine how best to address the need. Examples of this may include
unfunded state mandates, a potential federal mandate requiring that deputies wear body
cameras or an unexpected jail population increase that would require staffing of vacant
inmate pods and future expansion of correctional facilities and related staffing.

Capital: LCSO has been in constant catch-up mode, accommodating additional county
growth and replacing delayed capital improvements and other needed projects. Total
capital expenditure outlays will be $7.5 million in FY 16/17, with gradual reductions in
subsequent years to the continuation budget allocation of $6.5 million a year.
Continuation funding is used to maintain a replacement cycle for patrol vehicles, aviation
upgrades, laptop computers, computer hardware and software, and food service
equipment in our correctional facilities. Several critical areas need special attention in the
coming fiscal year.
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Strategic Plan FY 2016-17 – FY 2020-21
EMPLOYEE HIRING AND TURNOVER TRENDS
The Lee County Sheriff’s Office has had a persistently high turnover rate for the past five years.
On average, 111 employees leave each year for a variety of reasons. All employees who leave
the Sheriff’s Office are asked to complete an exit interview. However, many do not and those
who do are sometimes not forthcoming about their reasons for leaving. Based on limited
employee feedback, relocation, other job opportunities, job dissatisfaction, inadequate staffing
and higher pay are some of the primary reasons for voluntary separation. There were 119
separations in the last fiscal year and 556 separations between FY 10/11and FY 14/15. Fifty-four
percent of these separations were categorized as “Resignation.”
Separation by Years of Service Separation by Type
F Y 2 0 1 0/ 11 ‐ F Y 2 0 1 4 /15
F Y 2 0 1 0/ 11 ‐ F Y 2 0 1 4 /15
2%
1%
Appointment
Withdrawn
14%
7%
6%
Death
Probation
5%
2‐5 years
24%
11‐15 years
7%
30%
54%
6‐10 years
16‐20 years
Resignation
21‐25 years
17%
Retired
33%
26‐30 years
31+ years
Open positions
As of April 14, 2016, LCSO had 110 open positions. To meet this challenge this agency is
actively advertising, reinstituting the Southwest Florida Criminal Justice Academy sponsorship
program, hosting on-site job fairs and attending local job recruiting event.
Applicants for certified positions are required to undergo an initial screening, polygraph
examination, thorough background check, psychological and medical evaluations and oral board
interviews before receiving an offer of employment. Because of these stringent requirements, it
takes an average of 114 days for a certified deputy to be hired.
The hiring process for civilians and volunteers is less stringent, and subsequently requires less
time to complete. On average, civilian hires take 98 days, while volunteers can be processed and
hired in 32 days and put to work.
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Strategic Plan FY 2016-17 – FY 2020-21
For new hires who are not Florida law enforcement certified, the next step in the employment
process is either the 21-week law enforcement class or 13-week basic corrections officer class at
the Southwest Florida Criminal Justice Academy. Upon completion, corrections and law
enforcement deputies receive 10 days, or 120 hours, of pre-deployment orientation with the
LCSO Training Division before being assigned to a Field Training Officer. Law enforcement
deputies receive 48 days, or 576 hours, of one-on-one training before being able to operate
independently, while new correctional officers receive 34 days, or 408 hours, of one-on-one
training before being able to operate independently. When each step is added up, hiring and
training a new deputy can be a year-long process. The tremendous time commitment and cost to
hire and train certified employees makes retention a high priority. The Lee County Sheriff’s
Office has made reducing turnover and streamlining the hiring process a top priority in the
coming years.
Five Year Turnover FY 2010/11 ‐ FY 2014/15
11.41%
12.00%
10.00%
8.00%
6.00%
8.76%
8.12%
9.09%
8.29%
7.30%
7.82%
6.61%
5.41%
6.48%
4.00%
10/11
11/12
Agency Turnover
4.86%
12/13
Civilian Turnover
7.76%
7.62%
6.19%
13/14
6.08%
14/15
Certified Turnover
Agency turnover has averaged 7.24% over the past five years. Pay raises directly affect staff
retention and morale. During the economic downturn, existing employees received no raises for
five consecutive years while simultaneously the state of Florida began requiring employees to
contribute to their retirement plan, which decreased take-home pay. A significant salary disparity
exists with Lee County Sheriff’s Office deputies when compared to surrounding agencies.
Reducing the salary disparity is equally important.
Salary disparity
Salary disparity at the Lee County Sheriff’s Office has been a concern for more than a decade.
The Mike Scott administration first raised the issue with the Board of County Commissioners in
2005, but discussions quickly were put on hold with the arrival of the Great Recession and need
for countywide economic austerity. The return of a more robust economy has since prompted
other Florida law enforcement agencies to raise starting salaries and provide cost of living
increases, making it increasingly difficult for LCSO’s Human Resources Division to compete for
new recruits and retain existing certified deputies seeking higher take home pay. In 2016 the
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Strategic Plan FY 2016-17 – FY 2020-21
Planning and Research Division completed a salary and benefit comparison of multiple law
enforcement agencies across Florida. It revealed the degree to which the Sheriff’s Office lags its
peers in Lee County and the state of Florida. LCSO’s starting wage of $35,294 is $8,148 less
than the average starting wage for other Florida law enforcement agencies. Based on this survey,
the Lee County Sheriff’s office ranks second to last in starting salaries among eight police
departments and 14 sheriff’s offices surveyed.
Salary and Net Salary* Range
Starting Salary
Lee County SO
Net Salary
(Inc. Single Plan)
50,583 50,211 49,632 47,860 47,022 46,552 45,500 43,992 43,795 43,340 43,264 42,286 41,874 41,841 40,987 40,726 40,726 40,650 40,127 39,520 35,294 55,000
50,000
45,000
40,000
35,000
30,000
25,000
20,000
15,000
31,796 * a f t e r r e t i r e m e n t & h e a l t h b e n e f i ts d e d uc ti ons
Net Salary
(Inc. Family Plan)
Of the 22 agencies surveyed, only the Lee County Sheriff’s Office and the Charlotte County
Sheriff’s Office offer 100% paid health care coverage to both the employee and dependent
family members. All other agencies require an employee co-pay for either single health coverage
and/or family health coverage. When these costs are factored in, LCSO ranks 17th in net pay for
deputies who have single health coverage and 21st in net pay for employees who have family
health coverage. Because many new deputies are single and in good health, they are opting for
higher wages over a generous health benefits package that may not be needed until later in life.
This has been an ongoing challenge in recruiting and retention of personnel.
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Strategic Plan FY 2016-17 – FY 2020-21
EMPLOYEE STAFFING TRENDS
With an authorized staff of 1,600, the Lee County Sheriff’s Office is operating with 25 fewer
authorized employees today than it had in FY 08-09. Staff reallocations and lower average daily
inmate populations helped lessen the impact of those reductions; however, renewed population
growth and projected incarceration rate increases require additional staffing to meet those needs.
LCSO will request additional staffing over a multi-year period to meet anticipated needs.
LCSO Personnel
1,200
1,105
1,069
1,049
1,050
1,049
1,050
1,052
1,089
1,000
800
600
520
516
491
484
484
485
482
498
400
200
0
08/09
09/10
10/11
11/12
Certified
12/13
13/14
14/15
15/16
Civilian
The Agency will continue working with the BoCC to re-implement policy to adjust salary for
cost of living and merit raises. Cost of living increases would automatically be adjusted in each
fiscal year budget based on agreed upon economic indices, such as consumer price index
averages, and merit pay to reward high-achieving employees who meet their professional goals
throughout the year.

Corrections:
o The Florida Sheriffs Association’s Florida Model Jail Standards dictate staffing levels
at Florida correctional facilities. Because of recent inmate population declines, the
Corrections Bureau has been able to reallocate personnel and close a portion of its
Core Facility. There is concern that inmate populations will grow in tandem with
renewed economic activity in the county, as it did in the prior decade. Average daily
inmate levels rose from 1,159 in 2001 to 2,218 in 2008 before dropping by nearly 600
inmates over the next four years. The average daily population reached 1,629 in 2015.
As the inmate population grows, LCSO will be required to add staffing to ensure
employee and inmate safety and maintain its jail accreditation.
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Strategic Plan FY 2016-17 – FY 2020-21

Patrol:
o District deputies: Patrol deputies frequently are called away from patrol operations
to assist division partners or other agencies. These callout requests are operationally
significant. Providing additional manpower in each district will allow for proactive
operations within the district and provide relief for intra and inter Agency support as
needed. Additional staffing will be added to each district over the next five years
based on demand.
o Community Service Aides: The Community Service Aide (CSA) Program was
established as a means of assisting citizens of Lee County, while enabling patrol
deputies to be more visible and proactive in their duties. CSA units provide relief to
road deputies by responding to past occurred and nonviolent crimes calls for service.
Because these employees are not law enforcement certified there is a considerable
cost savings for the Lee County Sheriff’s Office.
o Youth Services: The Lee County Sheriff’s Office provides School Resource Officers
(SROs) at 38 middle and high schools operated by the Lee County School District.
SROs are responsible for the safety and wellbeing of more than 91,000 students in
district schools. An additional nine school resource officers and a supervisor rotate at
the 44 elementary schools. Future increases in staff would be required with the
increase of new schools. Costs are shared by the Lee County School Board and
BoCC.

Criminal Investigations:
o The Major Crimes Division has experienced high turnover in the past five years
specifically related to Homicide and Violent Crimes and Special Victims units. In
response, a salary incentive to entice longer retention was implemented in FY15/16.
In addition, increased demand for services and vacancies in the Criminal
Investigations Bureau have strained existing manpower.

Technical Services: o The Technical Services and Support Division has an increased workload due to aging
software systems, aging hardware equipment and increased demand for digital media
storage space.
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Strategic Plan FY 2016-17 – FY 2020-21
PROPOSED FIVE-YEAR CONTINUATION BUDGET
FY 16/17 – FY 20/21
In addition to sustaining operational replacement cycles, the following capital items below will
be needed over a period of five years to meet growing Agency needs and compensate for reduced
capital spending that occurred since the FY 08/09 economic downturn.
Personnel
Operating
Capital
Total
Year to Year % increase
$
$
$
$
FY 16/17*
FY 17/18
FY 18/19
FY 19/20
FY 20/21
129,459,022 $ 140,328,166 $ 151,958,149 $ 164,402,232 $ 177,717,400
34,340,421 $
35,370,634 $
36,431,753 $
37,524,705 $
38,650,446
7,500,000 $
6,500,000 $
6,500,000 $
6,500,000 $
6,500,000
171,299,443 $ 182,198,799 $ 194,889,902 $ 208,426,937 $ 222,867,846
6.4%
6.9%
7%
7%
* Potential budget adjustment to affect future year funding due to pay parity adjustments.
CAPITAL AND EQUIPMENT OUTLAY
Current capital improvement needs
In order to sustain Agency operations, the Lee County Sheriff’s Office request includes
$6 million in continuation funding to maintain a replacement cycle for patrol vehicles, aviation
upgrades, laptop computers, computer hardware and software, and food service equipment in
Corrections. Total capital expenditure outlays are $7.5 million in FY 16/17 as outlined below,
with gradual reductions in subsequent years to the continuation budget of $6.5 million a year.
Fleet replacement
 Purchase vehicles for new Patrol positions
 Purchase replacement vehicles for high mileage fleet
Technology upgrades
 IT disaster recovery upgrades
 Enterprise Resource Planning software
 General software, hardware and equipment acquisition and upgrades
 Forensics workstation build-out, one new station a year
Aviation upgrades
 12-year service maintenance of helicopter
 FLIR Ultra thermal imaging camera
Corrections equipment
 Corrections Bureau kitchen and laundry equipment replacement
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Strategic Plan FY 2016-17 – FY 2020-21
Deferred Capital Improvements
The Lee County Sheriff’s Office has seen its budget for capital purchases decline from a high
of more than $7 million in FY 05-06, Sheriff Mike Scott’s first year in office, to a low of
$504,000 in FY10/11. Since that time, the capital budget has recovered but deferred capital
needs remain. Capital improvements can only be delayed for so long before systems reach their
end of life or equipment is no longer reliable, increasing work order time and maintenance
related expenses. Safety through efficient operation needs to be a top priority, ensuring the safety
and wellbeing of staff, residents and the area’s many visitors.
Over the next five years, several critical capital improvements will need to take priority. These
projects include:

Patrol vehicle replacements: There are 428 vehicles with more than 100,000 miles – or
more than 43% of the fleet. This has resulted in increased maintenance costs and repair
times, leaving deputies without a primary tool to perform their job. The Fleet Division will
require additional staffing and facility space to meet the growing need for repairs if patrol
vehicle purchases are deferred. LCSO is proposing a vehicle replacement program of 10
percent to 15 percent of the total fleet a year. A replacement cycle of 120 vehicles a year for
the next five years is needed to modernize Patrol vehicles. Estimated cost: $3.5 million
annually.

IT upgrades: Deputies are dependent on mobile and vehicle radios for multiple purposes,
which include ensuring officer safety, acquiring suspect information and coordinating
emergency responses. LCSO’s radios are almost 10 years old. As such, they are approaching
end of life and service support. The Technical Support and Facilities Division anticipates
having to replace 300 computers and 100 radios annually, in addition to ongoing disaster
recovery upgrades; network hardware, software, firewall, server upgrades; and system
maintenance. Additional network upgrades are required to handle increased data transfer and
storage of high definition digital images and evidence from the Digital Forensics Unit and
Electronic Surveillance Section. Data transmission has slowed due to increased network
activity.

Enterprise resource planning: LCSO lacks an integrated software application that links
components of Budget, Finance, Human Resource, and Purchasing. To address challenges in
these areas, LCSO is looking for an enterprise resource planning (ERP) system that will
replace outdated independent legacy systems with multi-module software applications to
improve, standardize and automate a wide range of administrative operations that include
finance, accounting, budget, payroll, human resources and purchasing. Implementing an ERP
will require a multiyear approach that will integrate and streamline processes across these
functional departments. We currently are in the process of collecting information and
evaluating vendors. We are projected to start implementation in FY 16/17.
16
Strategic Plan FY 2016-17 – FY 2020-21

Disaster recovery: LCSO has substantially expanded network and storage infrastructure for
disaster recovery purposes. The Agency has redundant networking/storage but still has a
large amount of work to do at the Emergency Operations Center in order to make the disaster
recovery infrastructure fully functional. Technical Services and Support staff will be
working on creating redundant Internet links, testing VMware failovers and web server
failovers, firewall testing and more.

Equipment upgrades: The replacement of many critical equipment items have been
delayed, and maintaining this equipment is becoming costlier than it is worth. Needed
upgrades include canopy coverings for the Correction’s CPU buildings, kitchen and laundry
equipment, the Forensic Division’s freezer system, Evidence Section’s storage shelving and
the Training Division’s gun range equipment.

Air Operations: Air Operations implemented a 10-year aircraft fleet replacement plan in
November 2015 to employ the latest safety advances and mission equipment. The initial
upgrade includes the purchase and buildout of a new Airbus H125 helicopter. Future planned
upgrades include the sale/trade of the unit’s fixed-wing aircraft and replacement with a new
Cessna 208B Grand Caravan in FY18. 17
Strategic Plan FY 2016-17 – FY 2020-21
Multi-Year Projections
Specific Objectives and Strategies across the organization have been established with these
factors in mind.
EQUIPMENT& TECHNOLOGY
FY 17/18
Air Operations,
Commander
Michael Warner
X
X
Ensure safety of deputies
and civilian staff through
equipment and technology.
Update Court Ops Ocularis
Recording System.
Ensure safety of deputies
and civilian staff through
equipment and technology.
Purchase Corrections
Secure Pass – Scanning
Technology.
Ensure safety of deputies
and civilian staff through
equipment and technology.
Upgrade the agency wide
access control system
hardware and software.
Further develop and
maintain Digital Forensic
capabilities by maintaining
a CFCE-certified staff and
remaining current on the
new techniques and systems
in use.
Upgrade one Digital
Forensics workstation
annually to keep pace with
technological
advancements.
Evidence
Division,
Captain Rick
Joslin
X
Improve Forensics’ overall
effectiveness to provide
accurate and timely
information through the use
of updated equipment and
technology.
Purchase up to date
Forensics equipment and
technology as needed to
process and store evidence
including a server
replacement, bullet
collection chamber, scanner
warranty, moveable storage,
and a mobile processing
station.
Forensics
Division,
Captain Rick
Joslin
X
18
Corrections
Bureau, Colonel
Thomas
Eberhardt
Corrections
Bureau, Colonel
Thomas
Eberhardt
Corrections
Bureau, Colonel
Thomas
Eberhardt
6+Yrs
FY 16/17
Improve Air Operation's
overall mission effectiveness and provide more
accurate and timely
information to units on the
ground.
Purchase up to date aviation
equipment and technology
as needed to maintain
chopper readiness; chopper
spotter, rescue basket, FLIR
system, control system,
tracking system, radio mod,
walk behind scrubber, and
wireless communication.
FY 20/21
Owner
FY 19/20
Strategy
FY 18/19
Objective
X
X
X
X
X
X
X
X
X
X
X
Strategic Plan FY 2016-17 – FY 2020-21
EQUIPMENT& TECHNOLOGY
Forensics
Division,
Captain Rick
Joslin
Operational
Support,
Commander
Randy Crone
X
Increase criminal
interdictions by targeting
illegal activity associated
with Lee County highways
and parcel deliveries.
Install in-car cameras for
members of the Highway
Interdiction/Street Crimes
and Field Support Units.
Special
Investigations,
Captain Pete
Hedrick
X
Enhance the ability of the
Agency's investigative units
to gather evidence through
the use of highly specialized
and technical capabilities.
Upgrade audio surveillance
for the Electronic
Surveillance Section.
Special
Investigations,
Captain Pete
Hedrick
Enhance the ability of the
Agency's investigative units
to gather evidence through
the use of highly specialized
and technical capabilities.
Develop a wire room for
authorized communication
intercepts.
Special
Investigations,
Captain Pete
Hedrick
Ensure safety of deputies
and civilian staff through
equipment and technology.
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Provide district and traffic
related specialty units with
license plate readers,
message boards, radar
equipment and smart
trailers to enhance traffic
operations, gather intel and
combat crime.
Provide specialty units
covert body cameras to aid
in undercover operations,
arrest and conviction of
criminals.
19
X
X
X
X
X
X
X
X
Special
Investigations,
Captain Richard
Snyder
Special
Investigations,
Captain Richard
Snyder
6+Yrs
Incorporate new technology
that provides the ability to
process DNA evidence in
house for rapid results.
Budget for the replacement
of operational and support
equipment and technology
to maintain mission
effectiveness, including but
not limited to: routine
purchase of explosive odor
detection devices, digital
storage, cameras, server
capacity, communication
lines, surveillance
equipment, x-ray
technology and robotics.
FY 20/21
Enhance Forensics’ overall
effectiveness by
incorporating time saving
advanced technology.
FY 19/20
Owner
FY 18/19
Strategy
FY 17/18
FY 16/17
Objective
X
X
X
X
X
X
X
Strategic Plan FY 2016-17 – FY 2020-21
EQUIPMENT& TECHNOLOGY
FY 18/19
FY 19/20
FY 20/21
6+Yrs
FY 17/18
FY 16/17
X
X
X
X
X
X
X
X
X
X
Objective
Strategy
Owner
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Upgrade narcotics analyst
software.
Special
Investigations,
Captain Richard
Snyder
X
Aid prosecution of cases by
providing multi-media
evidence including video.
Increase storage capacity;
upgrade raid server and
electronic surveillance
equipment.
Special
Investigations,
Captain Richard
Snyder
X
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Provide the Agency with
hardware/software systems
required to accomplish
Agency goals.
Provide specialized
professional training to the
members of the Lee County
Sheriff's Office, as well as
other law enforcement
agencies.
Upgrade IT networks to
handle increased data
transmission from the
Digital Forensics Unit and
Electronic Surveillance
Section.
Increase network storage
and convert to dual chassis
systems to provide
necessary redundancy to
operate in the event of a
network failure.
Budget for the multi-year
replacement of Technical
Services and Support
software, hardware and
equipment to maintain
operational effectiveness,
including but not limited to:
portable and in car radios,
mobile computers, printers,
and phones.
Prepare for and purchase
software upgrades that
account for future growth
by incorporating a
consolidated system
solution for administrative
key functions in the
Finance, Human Resources,
Personnel Services and
Purchasing Divisions.
Replace outdated software
needed to operate the Lee
County Gun Range.
20
Technical
Services,
Director Kathi
Murray
X
Technical
Services,
Director Kathi
Murray
Technical
Services,
Director Kathi
Murray
Technical
Services,
Director Kathi
Murray
Training
Division,
Captain Shane
Hingson
X
X
X
Strategic Plan FY 2016-17 – FY 2020-21
EQUIPMENT& TECHNOLOGY
Strategy
Owner
Install powered security
gate at Air Operations.
Air Operations
Division,
Commander
Mike Warner
X
Expand helicopter
deployment sites for
optimal asset allocation and
response time.
Air Operations
Division,
Commander
Mike Warner
Expand office space for the
Civil Section.
Civil Section,
Captain Adam
Sedwick
Renovate or relocate to new
Communications Center
that incorporated new
workstations and additional
space.
Communications
Director, Sherry
Groff
X
Upgrade the Corrections
Core and Jail control rooms.
Facilities,
Director Kathi
Murray
X
Buildout the Corrections
Core Facility to
accommodate for
anticipated growth.
Corrections
Bureau, Colonel
Thomas
Eberhardt
6+Yrs
Training
Division,
Captain Shane
Hingson
FY 20/21
Improve the Training
Division's overall
effectiveness to provide
specialized preparation of
all staff through the use of
updated equipment and
technology.
Budget for and incorporate
a replacement cycle for
firearms, stun guns,
equipment and storage.
Research the effectiveness
of incorporating new
technology when available
including driving and
scenario training simulators
and body cameras.
FY 19/20
Owner
FY 18/19
FY 17/18
Strategy
FY 16/17
FY 16/17
Objective
X
FACILITIES
FY 20/21
X
X
6+Yrs
FY 19/20
21
FY 18/19
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
FY 17/18
Objective
X
X
Strategic Plan FY 2016-17 – FY 2020-21
FACILITIES
Remodel the Corrections
visitation area facility.
Corrections
Bureau, Colonel
Thomas
Eberhardt
X
Upgrade the Corrections
Court Ops control room.
Corrections
Bureau, Colonel
Thomas
Eberhardt
Expand Economic Crimes
facility space to account for
future growth (possible
third floor space open).
Economic
Crimes, Captain
Kevin Ferry
Remodel major crimes
space layout to improve
workflow and efficiency.
Facilities,
Director Kathi
Murray
Work with the county to
consider Patrol substation
consolidation as part of new
government complex
development. Priority is
focused on Central, North
and South substations.
Facilities,
Director Kathi
Murray
Replace Community
Programs Unit coverings at
the Core Facility.
Facilities,
Director Kathi
Murray
Relocate South District to a
more strategic location in
north Bonita Springs to
better serve residents in
Estero and San Carlos.
Facilities,
Director Kathi
Murray
Build out of second floor of
Evidence Building in order
to handle additional storage
needs.
Facilities,
Director Kathi
Murray
22
6+Yrs
X
FY 20/21
Corrections
Bureau, Colonel
Thomas
Eberhardt
FY 19/20
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Replace and Upgrade the
Corrections CPU fence.
FY 18/19
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Owner
FY 17/18
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Strategy
FY 16/17
Objective
X
X
X
X
X
X
X
Strategic Plan FY 2016-17 – FY 2020-21
FACILITIES
X
Fleet Division,
Director Rusty
Hillman
X
Fleet Division,
Rusty Hillman
X
Renovate the Forensics
building.
Forensics,
Captain Rick
Joslin
Upgrade K9 building.
Operational
Support,
Commander
Crone
Update facility camera
systems at each district
location.
Patrol Bureau,
Major Kathy
Rairden
Buildout a new Intel
intercept room.
Special
Investigations,
Captain Richard
Snyder
.
Add video surveillance
system at Forensics
building.
Special
Investigations,
Captain Richard
Snyder
X
23
6+Yrs
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Facilities,
Director Kathi
Murray
FY 20/21
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
X
FY 19/20
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Facilities,
Director Kathi
Murray
FY 18/19
Ensure the safety of clerical
staff in buildings where
public services are
provided.
Expand or relocate Fleet
facility to meet repair
demand resulting from a
growing number of, and
average age of, patrol
vehicles.
Install ballistic glass and
wall panels in service
entrance areas.
(Headquarters, Civil,
District Substations)
Incorporate an emergency
fuel site (5,000 gallons)
W/Credit tracking for daily
use at the new Fleet
location.
Investigate limited hour
satellite maintenance
facility in central or south
Lee County to increase
repair times and deputy
efficiencies.
Owner
FY 17/18
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Strategy
FY 16/17
Objective
X
X
X
X
Strategic Plan FY 2016-17 – FY 2020-21
FACILITIES
Training
Division,
Captain Tim
Short
X
Expand the parking lot at
the Gun Range/Training
facility.
Training
Division,
Captain Tim
Short
Build out a new
Swimming/Training pool at
the Gun Range/Training
facility.
Training
Division,
Captain Tim
Short
Objective
Strategy
Owner
Objectives
Improve Air Operation’s
mission effectiveness and
provide more accurate and
timely information to units
on the ground.
Strategies
Implement a five-year
replacement plan for two
helicopters and fixed wing
aircraft and upgrade current
mission equipment.
Owner
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
6+Yrs
Build out a new
maintenance building at the
Gun Range/Training facility
to be used for storage,
repairs and a welding
workshop.
FY 20/21
FY 16/17
Work collaboratively with
facilities planners and
vendors to meet the
infrastructure needs of Lee
County.
FY 19/20
Owner
FY 18/19
Strategy
FY 17/18
Objective
X
X
OPERATIONAL
FY 20/21
X
X
X
X
X
X
X
X
X
6+Yrs
FY 19/20
24
FY 18/19
Expand hours of operation
for the Forensics Division.
Increase number of annual
physicals for all certified
employees.
Expand Evidence Section
operations to 24 hours a
day.
FY 17/18
Continue to maintain health
care cost trends between 2%
and 5% per year.
Renovate Corrections
laundry facilities and
repurpose for new use.
Corrections
Bureau, Colonel
Thomas
Eberhardt
Corrections
Bureau Ortiz
Site, Major
Thomas
Eberhardt
Employee
Benefits Section,
Heidi Baer
Evidence
Section, Ronald
Ralls
FY 16/17
Ensure safety of deputies/
civilian staff through
equipment /technology.
Replace Corrections kitchen
and laundry equipment that
is nearing end of life.
Aviation Unit,
Commander
Michael Warner
Strategic Plan FY 2016-17 – FY 2020-21
OPERATIONAL
X
X
X
X
X
X
Traffic Section,
Lieutenant
Dennis Petracca
X
Ensure staff is well trained
and aware of industry best
practices across Agency
specialties.
Restore budget for career
development training
opportunities.
Training
Division,
Captain Tim
Short
X
X
Ensure the safety of
deputies and the efficiency
of staff through adequate
staffing.
Request additional staffing
over a multi-year period to
meet anticipated needs for
Air Operations, Civil,
Corrections, Crime
Practitioner, Economic
Crimes, Finance, Highway
Interdiction, K9, Latents,
Marine, Major Crimes,
Patrol, Robbery, Auto
Theft, Special Victims,
Technical Services, Traffic,
Training and Personnel
Services
Office of the
Sheriff, Sheriff
Mike Scott
X
X
Ensure the safety of
deputies and the efficiency
of staff through adequate
staffing.
Implement a five-year plan
to adjust starting wages and
existing salary to account
for a documented salary
disparity, merit raises and
increases in cost of living.
Office of the
Sheriff, Sheriff
Mike Scott
X
X
25
X
6+Yrs
Patrol Bureau,
Major Kathy
Rairden
FY 20/21
X
FY 19/20
The Traffic Unit will plan,
analyze, inspect and
coordinate LCSO traffic
activities.
Star Care Clinic,
Manager Connie
Metzger
FY 18/19
Reduce deputy workload
through the use of
community service aides.
Support Agency wellness
program to encourage
improved overall employee
fitness.
Increase the total number of
CSAs available to district
commanders.
Increase Motorcycle Unit
deputies for traffic
enforcement. Add
commercial vehicle
enforcement.
Owner
FY 17/18
Develop incentive-based,
voluntary fitness standards
for Agency members.
Strategy
FY 16/17
Objective
X