2010 Gulfport Police Department Annual Report

2010
Gulfport Police Department
A nnua l R e p o r t
Robert Vincent
Chief of Police
2401 53rd Street South, Gulfport, FL 33707
Table of Contents
Introduction—Memo to City Manager’s Office
3
Organizational Chart
4
Command and Supervisory Staff
5
Officer of the Year
8
Retirement Honors
9
Mission Statement
10
Crime in Gulfport
11
Operating Budget, Resource Allocation
14
Patrol Section
17
Calls for Service
18
Problem Oriented Patrol
20
Traffic Safety
21
Marine Patrol
22
Special Enforcement Team
23
Detective Unit
24
Communications Unit
25
Records Section
26
Evidence and Crime Scene Investigations
27
Public Information
28
Special Services
29
Professional Standards
31
Training
32
Internal Affairs
34
Accreditation (Inspections and Audits)
35
Conclusion and Goals
2
41
Memorandum
GULFPORT POLICE DEPARTMENT
To:
James O’Reilly, City Manager
From:
Robert Vincent, Chief of Police RV
Date:
January 31, 2011
Re:
2010 Police Department Annual Report
I am pleased to present this annual report depicting, in summary form, the organization
and operations of the Gulfport Police Department over the past calendar year.
Following are some of the projects and priorities for 2010:
•
The mission statement was revised to focus on problem oriented policing rather than
calls for service.
•
Emphasis on public communication—we did more this year to open channels of
communication between the police department and the public we serve. The most
evident examples were the launching of a Facebook page and the Chief’s Blog, both
of which allow direct and expedient exchange of accurate information.
•
Survey of community partners—for the first time ever, we conducted a validated
survey of customers about crime, fear of crime, and deployment of police resources.
The survey instrument resulted in several operational changes.
•
Deployment procedures were changed so that officers are assigned to patrol zones
rather than rotating from day to day. A patrol zone remap is planned for 2011.
•
An intersection safety program, including construction of red light cameras, was
implemented with a projected start date of February, 2011.
•
An additional school resource officer was assigned to help address problems of
disorderly youth at Boca Ciega High School.
•
One patrol officer was redeployed to the Pinellas County Prescription Drug Task
Force to help address the rising problem in Gulfport and the region as a whole.
•
We secured federal funding for the addition of a community resource officer position.
3
Organizational Chart—2011
4
Command Staff
Chief of Police
Robert Vincent was appointed Chief of Police in 2010, following
sixteen years of service with the Gulfport Police Department.
Chief Vincent's previous assignment was as commander of the
Investigative Services Division, although he has held many other
positions in his career, including Patrol Division Commander, Patrol
Sergeant, School Resource Officer, and Youth Resources
Detective. He has also served as an adjunct instructor for St.
Petersburg College and as an assessor for the Commission for
Florida Law Enforcement Accreditation.
Chief Vincent has a Master of Arts in Criminal Justice
Administration and a Bachelor of Arts in Professional Writing from
the University of South Florida. He is also a graduate of the FBI
National Academy--Session #227, where he earned a graduate
certificate of achievement from the University of Virginia. In addition,
Chief Vincent completed the Florida Law Enforcement Executive
Development Seminar in 2002.
Operations Commander
Howard Coombs is the second in command of the police
department, directly overseeing the majority of daily operations.
Starting his service with the Gulfport Police Department in 1998,
Lieutenant Coombs has worked as a detective, field training officer,
and as a supervisor in the patrol and policy compliance divisions.
He is active as an assessor for the Commission for Florida Law
Enforcement Accreditation, and he is a member of the International
Association of Chiefs of Police.
Lieutenant Coombs, a former enlisted serviceman in the United
States Navy, has a Master of Arts in criminal justice administration
from the University of South Florida, and a Bachelor of Science in
Business Management from the University of Phoenix.
5
Supervisory Staff
Patrol Sergeant
Sergeant Mary Farrand was first promoted in 2005, and she has served as a
supervisor in the policy compliance unit as well as the patrol division. Sergeant
Farrand has been with the Gulfport Police Department since 2001, having come
to us with experience as a dispatcher for the Clearwater Police Department.
Among her more notable achievements, Sergeant Farrand received the officerof-the-year award in 2005.
Sergeant Farrand has an Associate's degree from St. Petersburg College, and
she is currently enrolled in their Public Safety Administration Bachelor's degree
program. Sergeant Farrand also serves as an agency assessor for the
Commission for Florida Law Enforcement Accreditation.
Detective Sergeant
Sergeant Rob Burkhart started his employment for Gulfport as a dispatcher, and
he began his career as an officer in 2001. He was quickly promoted to the
position of detective, where he distinguished himself as an excellent
investigator, earning the officer-of-the-year award in 2003.
Among Sergeant Burkhart's accomplishments, he helped pioneer the agency's
marine patrol efforts, and he is now responsible for planning and supervising our
waterfront operations. He also holds advanced certifications in death and sex
crimes investigations.
Sergeant Burkhart, who is the supervisor of our investigations unit, has an
Associate's degree from Williamson College in Philadelphia.
Staff Sergeant
Sergeant Joshua Stone, who was promoted to the rank of sergeant after two
years of distinguished service as a detective, is the supervisor in charge of
professional standards. Sergeant Stone grew up in Gulfport, and he has been
with the agency since 2001. Most recently, he has taken a leadership role in the
police department's special enforcement team, which is a group of highly-trained
officers who respond to deal with unusual occurrences. In preparing for this
role, Sergeant Stone recently became certified as a law enforcement firearms
instructor.
A graduate of the University of South Florida, Stone has a Bachelor of Arts
degree in criminology and a master's degree in criminal justice administration.
6
Patrol Sergeant
Sergeant Michael Vandenberg was promoted in 2008 after five years as a patrol
officer and field training officer. He is now the supervisor of the Bravo Patrol
Squad as well as the coordinator of our field training program.
Vandenberg is a graduate of Florida State University, where he earned a
Bachelor of Arts degree in criminology, and before coming to work for Gulfport,
he completed a professional internship with the Florida Department of Law
Enforcement. He is one of three Gulfport Officers who are certified to investigate
fatal traffic crashes.
Patrol Sergeant
Sergeant Michael Marotta earned his promotion to the rank of sergeant in 2009
after almost nine years' service with the Gulfport Police Department. Before his
promotion, Sergeant Marotta devoted much of his time to investigating DUI
offenses and training new officers in our field training program. He is the
supervisor of the Delta Patrol Squad.
Sergeant Marotta has an associate's degree in criminal justice from St.
Petersburg College. He is also one of our most highly trained personnel, having
completed over 900 hours of specialized training and earning advanced
certifications in several areas of traffic enforcement, crisis intervention, and
marine patrol.
Patrol Sergeant
Sergeant Thomas Woodman was promoted in January of 2011 after serving with
the Gulfport Police Department since 2006. He is a Field Training Officer, a
Breath Test Operator, and an active member of the Marine Unit and Special
Enforcement Team.
Sergeant Woodman has previously served with the United States Army where
he graduated basic training as the Soldier of the Cycle. He is a graduate (Cum
Laude) of the University of South Florida, where he earned a Bachelor of Arts
degree in criminology.
Police Services Supervisor
Police Services Supervisor, James Beane is a twelve-year veteran of the police
department. Starting as a dispatcher in 1999, Mr. Beane proved a valuable asset
in evaluating and managing the increasing technological aspects of police
work. Now as the supervisor of support services, James manages the people,
equipment and programs for our high-tech communications and records
management systems. In addition, Mr. Beane serves as the agency's instructor
and point of contact to the FBI's Criminal Justice Information System database.
Supervisor Beane has an Associate's degree from ITT Technical Institute and a
Bachelor's degree from Tampa College. He has also attended specialized
courses in management of police records and communications.
7
Officer of the Year
It gives me pleasure to announce that Officer Robert McLaughlin has been selected as
Gulfport Police Department’s Officer of the Year for 2010. Officer McLaughlin is presented
this award because he consistently puts forth exemplary work in furtherance of the police
department’s mission. Officer McLaughlin is assigned to Alpha squad in the Patrol Section
and is a field training officer.
This year, Officer McLaughlin set the example in problem oriented policing by addressing a
serious traffic situation Boca Ciega High School. This problem led to several symptoms,
such as pedestrian traffic, students loitering, and vehicle crashes. After identifying and
meeting with appropriate representatives of the City of Gulfport, City of St. Petersburg,
Pinellas County School Board Police, and the staff at Boca Ciega High School, Robert
developed and implemented plans which eventually led to an entire redesign of the traffic
infrastructure in the area. As a result, the routes will now be safer for students, citizens,
and the hundreds of motorists who use this corridor on a daily mode of travel.
Officer McLaughlin also helped resolve ongoing issues with repeat juvenile offenders by
taking advantage of connections with the St. Petersburg Police Department. He led a
committee of officers to adapt a version of a juvenile probation tracking system already in
place in St. Petersburg. His efforts allowed the sharing of intelligence and resources to
address what was a major problem in our town—teenagers stealing cars. From 2009 to
2010, overall crime decreased 25%, and auto theft decreased an astounding 58%!
His tenacity and ability to think “outside of the box” to address specific crime and disorder
problems make him a leader in our organization. Officer McLaughlin is the perfect example
of how law enforcement and the community can work together to solve everyday problems.
Although he comes to us after a career in St. Petersburg, Robert’s enthusiasm about
Gulfport and his ability to share his knowledge and expertise with fellow officers make him
a vital part of this police department.
8
Retirement Honors
Sergeant Terry Taylor retired from the police department in 2011 following nearly twentyfive years of service. At the time of his retirement, Terry was the longest-serving member of
the Gulfport Police Department. Before coming to Gulfport, Terry completed an enlistment
in the United States Navy, and then he worked briefly as a deputy in the Pinellas County
Jail.
When he started with Gulfport in 1986, Terry quickly made a reputation as a no-nonsense
patrol officer. He got to know the people of this small city, and those who knew him would
say he was firm but fair. Soon he was transferred to the detective bureau, where his skills
were put to use investigating burglaries and robberies. After a few years, Terry accepted an
assignment for which he is perhaps most well-known. From 1988 to 1996, he served as the
school resource officer at Boca Ciega High School. Even today, former students often recall
how Terry’s guidance helped them through the most defining years of their lives. In 2005,
Terry was honored with a promotion to the rank of sergeant, where he applied his talents
mentoring and training new police officers.
Sergeant Taylor was recognized by Chief Vincent and the City Council at a ceremony on
January 4, 2011.
9
Mission Statement
∗Quality
∗Community
∗Professionalism
The mission of the Gulfport Police Department is to professionally
prevent or resolve safety, crime, and quality-of-life issues in
cooperation with the residents, visitors, and businesses of Gulfport.
This mission statement reflects the following:
1. The primary focus of our operations is to prevent or resolve problems that
create crime victims, affect safety, and reduce quality of life.
2. Input from residents and business owners is critical in identifying those
problems, and we will actively seek that input.
3. We will conduct all of our operations in a manner that is fair and consistent,
in-line with modern police practices.
10
Crime in Gulfport
Every year, the F.B.I. records and publishes information on crime in the United
States. Their report, known in Florida as the Uniform Crime Report (UCR), is
compiled from data collected by local law enforcement agencies across the nation.
Because states vary in their definitions of crimes, the UCR is purposely broad in its
classification categories. This means that only the most commonly recognized
offenses are tallied in the UCR report. These are known as “part-one offenses,” and
they do not include drug or fraud related crimes, among others.
Our crime analyst has compiled the numbers, and they have been arranged into
tables shown below. The tables show a significant decrease since last year. Overall,
there was a 25 percent reduction compared to 2009, and burglary and auto theft
went down 38% and 58%, respectively.
This comes as no surprise, since the bulk of operations this year were aimed
squarely at these particular problems. Our special enforcement team conducted
operations with St. Petersburg’s street crimes unit, and together they targeted
stolen vehicles in the 49th Street corridor. In three different operations, they made
over a dozen arrests. The police department also relaxed its policy so that officers
could pursue stolen cars.
We also implemented a juvenile offender management program where officers
directly and routinely check on young probationers to ensure compliance with court
sanctions. Those violating school rules or curfew, for example, find themselves
under arrest before they have a chance to commit a new crime. It would appear as
though word spread about these initiatives, and as a result, auto thefts and
burglaries decreased accordingly.
11
Offenses
This table displays the raw number of offense in each of the UCR Part 1 categories.
Motor
Violent
Sex
Agg.
Property
Vehicle
Arson
Crime Murder Crime Robbery Assault Crime
Burglary Larceny Theft
Total
2009
56
1
7
23
25
624
165
380
79
2
680
2010
41
0
6
15
20
466
103
330
33
9
507
-27%
-100%
-14%
-35%
-20%
-25%
-38%
-13%
-58% +350%
-25%
Dif
Clearance Rates
This table displays the rates of clearance for each part 1 offense. A clearance means the
case was resolved either by arrest or by a clearly-defined exception, such as juveniles who
are returned to parents in lieu of arrest.
Motor
Violent
Sex
Agg.
Property
Vehicle
Arson
Crime Murder Crime Robbery Assault Crime
Burglary Larceny Theft
Total
2009
52%
100%
72%
39%
56%
16%
21%
17%
6%
50%
19%
2010
51%
100%
33%
33%
60%
18%
21%
21%
12%
11%
21%
Dif
-1%
0
-29%
-6%
+4%
+2%
0%
+4%
+6%
-39%
+2%
Motor
Property
Vehicle
Crime
Burglary Larceny Theft
Arson
Total
Property Recovered
Violent
Sex
Agg.
Crime Murder Crime Robbery Assault
2009
88%
0%
0%
88%
0%
38%
6%
0%
59% N/A
35%
2010
60%
0%
0%
60%
0%
44%
6%
31%
85% N/A
44%
-28%
0%
0%
-28%
0%
6%
0%
31%
26% N/A
9%
Dif
12
Crime Trends
13
Operating Budget
ACCOUNT
FY07
Actual
Expend
FY08
Actual
Expend
FY09
Actual
Expend
FY10
Approved
Budget
FY10
Adjusted
Budget
FY11
Adopted
2022852
1,917,316
178,873
820,184
2,916,373
2,053,922
192,904
864,495
3,111,321
2,036,835
144,789
772,834
2,954,458
2,023,169
130,000
831,213
2,984,382
2,023,169
130,000
831,213
2,984,382
2,058,648
100,000
852,572
3,011,220
Professional &
Contractual
Court Reporting
Other Contractual
Travel
Communications
Electricity
Water/Sewer
Other
Rentals
Insurance
Repairs & Maintenance
Printing & Binding
Promotional
Office Supplies
Operating Supplies
Explorer Post
Training
Total Operational
61,086
702
32,623
14,333
49,972
34,646
3,542
642
6,644
76,048
66,279
1,976
1,548
12,748
34,305
46
28,538
425,678
62,759
158
15,604
9,444
46,229
35,424
3,578
598
8,341
84,654
63,819
1,226
2,042
13,445
27,279
159
26,751
401,510
54,044
206
16,449
9,507
53,006
34,236
3,734
592
1,917
59,776
54,033
466
1,045
11,388
26,248
182
19,214
346,043
58,800
700
8,059
9,000
42,909
32,059
5,128
650
5,530
54,739
158,405
1,000
2,000
12,500
18,400
1,000
26,575
437,454
58,800
700
8,059
9,000
42,909
32,059
5,128
650
5,530
54,739
158,405
1,000
2,000
12,500
18,400
1,000
26,575
437,454
58,800
700
8,059
7,500
42,909
32,059
5,128
650
5,530
52,320
178,179
1,000
1,000
10,000
18,400
1,000
24,575
447,809
Machinery & Equipment
Capital Outlay
DEPARTMENT TOTAL
27,161
27,161
3,369,212
16,967
16,967
3,529,798
5,406
5,406
3,305,907
5,000
5,000
3,426,836
5,000
5,000
3,426,836
5,000
5,000
3,011,220
Salaries & Wages
Overtime
Benefits
Total Personnel
This budget document reflects operating expenses for each fiscal year
and does not include capital projects, such as police vehicles and
computers that have a multiple-year life span.
14
Operating Budget
The police operating budget
personnel—including salaries,
employee benefits. The table
within the department.
is comprised primarily of expenses related to
insurance, retirement contributions, and other
below represents the salaries for sworn positions
Min. Base
Pay
Pay for
twelve-hour
shifts
Pay for
holidays
Uniform
Maintenance
Allowance
Shoe
Allowance
Base pay plus
additional
compensation
Max. pay
$41,571
$2,079
$2,099
$400.00
$100.00
$46,249
$67,035
Minimum Pay
Maximum Pay
Sergeant (not including
overtime)
$57,088
$75,355
Lieutenant (salaried
position)
$65,821
$82,972
These salaries are comparable to other agencies in the market, as indicated in this
table with information from the Pinellas Police Standards Council.
Agency
Officer
Sergeant
L i e ut e na nt
Pinellas Park
$38,804-$60,817
$55,097-$77,804
$60,089-$91,432
Clearwater
$44,471-$65,860
$60,716-$79,899
$73,656-$93,235
St. Petersburg
$43,616-$65,893
$68,083-$82,739
$79,668-$93,901
Largo
$40,914-$63,000
$61,400-$77,300
$68,973-$84,053
Treasure Island
$41,663-$64,459
$58,926-$72,212
NA
15
Human Resource Allocation
Our commitment to problem-oriented policing is evident in the reduction of other
calls for service. Comparing this chart to the one from 2009, crime prevention and
problem oriented patrol activities comprised a much greater percentage of the total.
In turn, the time spent handling other types of calls decreased. The goal is to make
the most efficient use of police resources, and from the looks of things, we’re moving
in the right direction.
16
Patrol Section
The patrol section of the Gulfport Police Department is comprised of 20 out of the 30
sworn officers in the police department. Organized into four squads, patrol officers
are accessible to the public 24 hours a day, 7 days a week, and 365 days a year.
Officers assigned to road patrol perform law enforcement patrol activities including,
but not limited to, arresting violators of the law, computer checks of property and
persons, conducting security checks of buildings, or dwellings, investigating traffic
crashes, and enforcement of traffic offenses, including DUI investigations.
Aside from patrol, these officers also assist with criminal investigations, including
searching for missing persons, runaways, and wanted persons. All of this activity is
documented in reports, and officers present testimony and evidence in court.
Alpha Squad (day shift)
Sergeant Mary Farrand
Officer Danyelle Madsen
Officer Tiffany Ashcom
Officer Richard Hodge
Officer David Cavanah
Charlie Squad (night shift)
Sergeant Michael Marotta
Officer Jesse Kellington
Officer Matthew Parks
Officer Eva Iwanowski
Officer Zach Mills
Bravo Squad (day shift)
Sergeant Michael Vandenberg
Officer Alex Falconeri
Officer Tom Adams
Officer Gene Novak
Officer Pete Horning
Delta Squad (night shift)
Sergeant Tom Woodman
Officer Lindsay White
Officer Lisa Garrett
Officer Robert Reid
Officer Robert Bang
17
Calls for Service
“Calls for service” (CFS) may not mean what you think. Every time an officer
interacts with a person or property in an official capacity, we document that activity
in a computerized log. Each of these logs is referred to as a call for service, even if it
doesn’t come from a call at all. Activities such as traffic stops, business checks, and
citizen contacts are included in this category just as 911 calls for emergency
response.
While it’s clear the numbers are rising, the majority of these CFS are events
initiated by police officers. In fact, over 75% of our documented activities are those
performed by officers who are not responding to a specific call to police. This is
intentional strategy, and as is evidenced by the chart on the next page, it is
working. As officers spend more time initiating actions to address problems, the
number of citizen calls goes down. Again, a more efficient use of police resources.
18
Calls for Service
19
Problem Oriented Patrol
Problem Oriented Patrol is a policing strategy that involves the identification and
analysis of specific crime and disorder problems or quality of life issues in order to
develop effective response strategies in conjunction with ongoing assessment. This
Problem strategy places more emphasis on research and analysis as well as crime
prevention and the engagement of public and private organizations in the reduction
of community problems.
Problem Oriented Patrols (P.O.P.’s) are designed to attack not only criminal
behaviors, but also to alleviate infractions and quality of life issues such as trash,
debris, noise complaints, substandard housing, and ordinance violations from open
containers to broken windows. The goal of a P.O.P. is to enhance public safety and
improve the quality of life issues our citizens have told us are important.
Problem Oriented Patrols are becoming a very important tool in crime
preventionand pro-active enforcement. The Gulfport Police Department is
continuing to make improvements to the process so the citizens will better
understand and see a resolution to the problem.
In 2010, Gulfport Police officers conducted 21 P.O.P.’s, working in nearly every
neighborhood in the city.
20
Traffic Safety
The City of Gulfport can boast having among
the lowest traffic fatality and serious injuries
among all of Pinellas County's municipalities.
That said, we are part of one of the most
dangerous regions in the entire United States,
especially when it comes to the safety of
bicyclists and pedestrians.
For the benefit of those using our public
roadways, Gulfport officers take an aggressive
stance against traffic violators. We employ
several tools in this effort, including unmarked
patrol cars, RADAR and LIDAR (laser) speed measuring devices, regular enforcement
details, and public education campaigns. As evidenced by the chart below, increased
enforcement contributes to fewer crashes, and last year’s resource reduction led to less
enforcement. Helping us in this area next year will be the implementation of a photoenforcement program for red light violations at our most dangerous intersections.
21
Marine Patrol
The Marine Patrol is a dedicated unit focused on marine enforcement, safety and
education. The department utilizes a 20’ Century vessel, equipped with a 150hp
Yamaha, 4-stroke outboard. Other equipment on the vessel includes radios (marine
and police) and a GPS locater. The unit consists of 6 officers who are selected from
the various divisions of the police department. The marine unit also coordinates
activities with other municipal, state, and federal agencies for marine enforcement
activities.
2010 Marine Officers
Sergeant Robert Burkhart
Sergeant Michael Marotta
Sergeant Thomas Woodman
Detective Hanh Pham
Officer Jesse Kellington
Officer Jason Motte
2010 Statistics
22
Total patrol time:
295 hours
Citations issued:
17
Safety Inspections:
8
Vessel Stops:
28
Special Enforcement Team
The Special Enforcement Team (S.E.T.) is comprised of highly-trained and
specially-equipped officers from within the different divisions of the department.
The team is utilized for the service of low to medium risk search warrants,
perimeter security (inner and outer) for high risk search warrants, and surveillance.
The team is also used in pro-active details for public safety, such as traffic
enforcement.
2010 SET Members
Sergeant Joshua Stone
Officer Jesse Kellington
Officer Peter Horning
Officer Thomas Woodman
Officer Steven Beltran
Officer (unnamed due to undercover assignment)
In 2010, The SET committed 63 hours to special
operations resulting in 19 arrests. Many of these
operations were in cooperation with the street
crimes unit of the St. Petersburg Police
Department. The team also completed 70 hours of
training above and beyond these details.
23
Detective Unit
The detective unit consists of a supervisor, three
detectives, two school resource officers, and a crime
analyst. These combined resources are responsible for:
•
•
•
•
•
•
•
Latent investigation of all crimes not initially
resolved by the patrol division.
On-scene investigation of all major crimes, such
as murders, armed robberies, and sex crimes.
Management of the intelligence function, including
coordination of confidential informants.
Coordination of contraband forfeiture activities.
Special investigative operations, such as stings, decoys, raids, etc.
Management of police/youth operations, including the Explorer Post and law
enforcement resources for two public schools in Gulfport.
Undercover narcotics investigations
24
Communications Unit
The City of Gulfport maintains a full-service, 24-hour-a-day communications center
which is staffed by four full-time and one part-time communications officers. These
people are well-trained specialists who operate under demanding conditions.
Emergencies can occur simultaneously, and they must be able to take care of it all—
quickly, and without assistance. To prepare for this, dispatchers receive three
months of initial training, which is supplemented by in-service training to sharpen
their skills. Communications officers are an integral part of operations, and they
are routinely included in operational briefings and emergency preparedness drills.
Primary responsibilities include:
•
•
•
•
•
•
•
Emergency and administrative phone calls, ranging from armed robberies to
recommendations for a good restaurant
Log information about police officers’ activities (33,867 for the year)
Conduct database queries to check for wanted persons and criminal histories
Wanted persons and stolen articles database entries
Traffic citation and trespass warning database entries
Maintain a geographic familiarity to expedite location identification
Monitor fire department dispatch
2010 Call Statistics
Incoming calls:
Outgoing calls:
911 calls:
Peak times:
Avg. 911 ring time:
29,975
7,000
1,902
11 AM & 2 PM
5 seconds
Communications officers also handle other tasks as well. For example, they entered
1,724 traffic citations into an electronic database, filed 172 trespass warning
notices, and entered 164 persons and/or articles into the National Crime
Information Computer.
25
Records Section
Law enforcement agencies process lots of documents. From officers’ daily activity
logs to homicide investigative case files, we are responsible for a great deal of
sensitive records. A records specialist ensures that everything is maintained
accurately and that appropriate documents are released in accordance with the
relevant provisions of state and federal law.
The Gulfport Police Department is proud to operate a green-friendly records
operation. We are almost exclusively paperless following a conversion that began
several years ago. Now, the vast majority of documents are stored as text or
image files in our secure database. Not only is this better for the environment, it
allows for more efficient use of space and time. Requests for records no longer
require an individual’s presence in the police station. Instead, we can e-mail
relevant documents free of charge in most cases.
2010 Records Statistics
Reports Reviewed: 2207
Supplements Reviewed: 1699
Public Records Requests: 938
Bike Registrations: 53
Fingerprint cards completed: 312
Subpoenas processed: 327
Citizens assisted: 2057
26
Evidence and Crime Scene Investigations
The Gulfport Police Department contracts with
the Pinellas County Sheriff’s Office for forensic
science and evidence storage services. The
sheriff’s crime scene investigators are highly
trained, and they are renowned as being among
the best in the world.
By outsourcing this service to specialists, the
Gulfport Police Department can allow its
personnel to focus on the bigger picture with
regard to crime resolution. In addition, the city
saves the cost of employing, training and
equipping crime scene investigators.
Other routine property and equipment is
managed by an in-house specialist, who
maintains inventory of uniforms, tools, and
supplies. This person is also responsible for
bicycles taken in as evidence or abandoned
property. The sheriff’s office does not provide
this service, so we must maintain and keep track
of these items. Unclaimed bicycles that are not
evidence of a crime are sold at auction with
proceeds going into the city’s general fund.
2010 Property & Evidence Statistics
Crime scene investigator call-outs:
Articles of evidence collected:
-Returned to owner:
-Auctioned as abandoned property:
-Destroyed:
-Proceeds from auctioned bicycles:
27
74
3,553
195
51
134
$1,520.79
Public Information
2010 was a year of tremendous strides in public information efforts by the Gulfport
Police Department. Sergeant Rob Burkhart, our public information officer,
established an agreement with Media Alert, a private organization that helps to
quickly distribute news to the relevant sources.
In addition, we set up a Facebook page to highlight
events and activities and to get messages quickly
to a growing number of followers. Along those lines,
Chief Vincent also created a weblog so that he can post
about local issues from his perspective.
Chief’s Blog
Media releases for 2010 included the following headlines:
2/2/10- Police Officer Injured as Stolen
Vehicle Rams Cruiser
2/14/2010- Vincent Appointed Chief of
Police
3/26/10- Police Tackle Drug
Complaints Along 49th Street
4/5/10- Gulfport Police Will Increase
Contact With Businesses
4/15/10- Gulfport Man Arrested for
Possession of Child Pornography
5/5/10- Gulfport Man Arrested for
Molestation
28
5/25/10- Allegation of Sex in a
Classroom Initiates Investigation at
Boca Ciega High School
7/9/10- Police Tackle Drug Complaints
Along 49th Street.
7/13/10- Community Survey
Distributed This Week
8/18/10- Operation Medicine Cabinet
Comes to Gulfport
8/20/10- Gulfport Chief Hosts
Community Meeting
12/31/10 Celebratory Gunfire-What
You Need to Know
Special Services
Every law enforcement agency answers calls, enforces laws, and investigates
crimes. While these essential services still make up a bulk of our operations, the
Gulfport Police Department takes things a few steps further. These additional
services, provided at little or no extra cost to our residents, truly are special.
Explorer Post
Law Enforcement Exploring is a worksite-based program for young men and women
between the ages of 14 and 21. Explorer posts help youth to gain insight into a
variety of programs that offer hands-on career activities. For young men and women
who are interested in careers in the field of law enforcement, Exploring offers
experiential learning with lots of fun-filled, hands-on activities that promote the
growth and development of adolescent youth.
Participants in Gulfport’s program learn how to perform first aid, investigate traffic
crashes, handle civil disturbances, and write police reports. They even have a
chance to compete with other Explorers in state or national conferences in these
subjects as well as on a pistol team. For more information, visit
www.gpdexplorers.com
29
Special Services
Community Outreach
Crime Prevention Meetings
Neighborhoods in Gulfport have citizens’ groups organized at varying levels for the
purpose of crime prevention. Members of the Police Department are very involved
in these efforts. The crime analyst reviews trends and crime details, producing
customized reports and maps. Certified crime prevention officers attend the
meetings to discuss options and encourage appropriate citizen responses to crimes
in their neighborhoods.
Survey of Community Partners
This agency employs a professional analyst to review crime data and reports to
identify issues and trends that need police attention. Unfortunately, this data does
not often reflect the perceptions of residents and others in the community. Those
people should have a say in how they are policed, and to that end, we recognized the
need to seek their input. In cooperation with researchers from the University of
South Florida, we sent out 7,153 surveys and analyzed responses from 1,180
returned. In the end, the information led to significant operational changes that
may not have occurred otherwise.
Community Resource Officer
Thanks to funding from the Department of Justice, we are able to hire an additional
police officer in 2011. This new officer will allow the assignment of a veteran officer
to a special position. The new community resource officer will focus on identifying
valuable business and other partners in the 49th Street redevelopment area to
better facilitate problem resolution efforts in that area.
Social Media
This is the new standard of communication, and we have embraced it with the
deployment of a Facebook page and the chief weblog. We use these resources to get
accurate and unbiased information quickly to a large audience.
30
Professional Standards
As the Staff Sergeant, Joshua Stone is responsible for this section of the police
department, which oversees the important functions of training, internal affairs,
accreditation, recruiting & screening police officer applicants, and crime prevention
program. The criticality of these areas dictates that sergeant Stone report directly
to the Chief of Police.
Why have a special position for this purpose? Many ask if it is necessary to assign a
sworn supervisor in this capacity when he or she might be better employed
answering calls or investigating crimes. That is a legitimate question, and the
answer is this: professionalism.
Law enforcement officers are the most powerful individuals in American society.
The Constitution provides that citizens may not be deprived of life, liberty, or
property without due process of law. No government official or agency may violate
the provisions of due process. . .except the police. Police officers have the power to
decide instantly and independently whether they will make an arrest, seize
property, or use deadly force. Of course the decision will be reviewed later, but at
the time it occurs, the officer’s authority is absolute.
This power is absolutely necessary; our society would not function otherwise.
Because it is necessary, we have a responsibility to ensure that only the most
morally-sound, well-trained, and disciplined people are employed as police officers.
To that end, governments and courts have applied increasing (in number and
difficulty) standards on law enforcement personnel. Police chiefs are required to
document certain levels of recurring training in high-liability areas, and complaints
against personnel must be logged and investigated according to very specific
guidelines. Failure to follow these rules would incur the city with a great liability.
In order to make sure that we comply in every regard, an experienced police
supervisor is designated responsible for these very important issues. By having a
single entity in charge of screening, training, internal affairs, and accreditation
standards, we can assure the people of Gulfport that they are served by professional
police officers.
31
Training
Total training for personnel in 2010 was 1725 hours. This total is lower than the
previous year by 169 hours. There are several factors that contributed to the lower
amount of training hours this year. Cuts at the state and federal level resulted in
the availability of fewer tuition-free or trust-funded courses, which we had come to
rely on in our program. We also have fewer officers to train (29 as compared to 32 in
recent years). Additionally, this was the first year that we reduced firearms training
sessions from twice to once annually in an effort to cut some of the very expensive
costs. We still exceed the state-mandated training level, which requires firearms
qualification one time every two years.
Despite the lower amount of training time this year, we had more variety in the
type of training completed. Along with firearms training, we conducted defensive
tactics training using in-house instructors, equipment, and facilities. This training
was completed in conjunction with training for intermediate weapons (Taser, baton,
chemical spray) this year. In addition to the above, the majority of officers also
completed a course on elderly abuse which was recently mandated by the state
legislature.
All things considered, we are doing very well with reduced resources. On average,
our officers are receiving four to five times the minimum training required by law.
3000
2500
2000
1500
1000
500
0
2006
2007
2008
Training Hours
32
2009
2010
Applicant Screening
The selection of competent personnel for Police Officer
positions is essential to provide that service and the
protection to which the public is entitled. The City of
Gulfport and the Police Department have established
eligibility and applicant standards and processes to
ensure individuals of the highest caliber are selected
to serve the public as Gulfport Police Officers.
These requirements are well above the minimum
standards established by the state legislature for police
officers. For example, the state requires police officer
applicants be at least 19 years of age and have a high
school diploma or equivalency. To apply for a position with Gulfport, applicants
must be 21 years old and have at least 60 college credit hours or prior military
service. In fact, over one third of our sworn officers have at least a Bachelor’s
Degree, and 13% possess a graduate degree.
The screening of these applicants requires an extensive and thorough background
investigation. This process is initiated in most cases through the Pinellas Police
Applicant Screening Service (PASS), which is a charter organization with the
specific mission of screening police applicants for law enforcement agencies in
Pinellas County.
PASS investigators review documents from various law
enforcement agencies, schools, and employers. Our own investigators then expand
on the PASS review, conducting personal interviews with neighbors and other
acquaintances.
In addition to the thorough background investigation, applicants are subjected to a
physical fitness test, oral board interview, polygraph (lie detector), psychological
test, physical exam, and a drug screen.
2010 statistics
•
•
We received 30 police officer applications
One police officer was hired
33
Internal Affairs
This department has established and put into
operation a system for recording, registering, and
controlling all complaints and investigations of
alleged or suspected misconduct within the
agency. The receipt, investigation and
determination of complaints alleging employee
misconduct is done to ensure that each allegation
of misconduct is resolved effectively through an
adjudication process based on the principle of fair
and equal treatment for all.
Complaints are accepted from any source, and the first step is usually a
preliminary inquiry by the employee’s immediate supervisor. If the matter
involves a minor conduct issue and can be resolved at this level to the satisfaction
of the complainant, that fact is documented via a memo from the supervisor to the
Chief of Police. If the complaint involves a serious violation, such as alleged
criminal conduct or excessive use of force, or if it cannot be resolved by the
employee’s supervisor, then a complaint form is submitted to the Chief of Police.
Once received, the form is logged and reviewed by the Chief for assignment to an
investigator who has been trained to comply with legal requirements for
conducting such investigations. Upon conclusion, the investigator submits a
report to the Chief of Police, who issues a finding based on the facts presented.
The complainant in all cases receives a copy of the Chief’s finding.
10
9
8
7
6
6
5
4
4
IA Cases
4
Sustained
4
2
2
1
1
0
2006
34
2007
2008
2009
2010
Accreditation
An accreditation program has long been recognized as a means of maintaining the
highest standards of professionalism. Accreditation is the certification by an
independent reviewing authority that an entity has met specific requirements and
prescribed standards. Schools, universities, and hospitals are some of the most well
known organizations that are required to maintain accreditation. Law enforcement
agencies in Florida can attain accredited status through the Commission for Florida
Law Enforcement Accreditation.
In 1993, Florida Statute 943.125 directed that the Florida Sheriffs Association and
the Florida Police Chiefs Association create a voluntary law enforcement
accreditation program.
Representatives from these Associations developed a process for accreditation which
required compliance with more than 250 professional standards designed
specifically for Florida law enforcement agencies. The Commission for Florida Law
Enforcement Accreditation, Inc. was formed, comprised of four sheriffs, four chiefs,
and one representative each from the Association of Counties, the League of Cities,
the State Law Enforcement Chiefs' Association, and the Judiciary. The Commission
meets quarterly to oversee the accreditation program and to officially accredit
agencies that have passed the rigorous review process.
The Gulfport Police Department achieved accreditation by the Commission for
Florida Law Enforcement Accreditation on February 9, 2000. The commission
requires a thorough assessment every three years, and Gulfport was reaccredited in
2003, 2006, and 2009. The next assessment will occur in April of 2012.
35
Inspections and Audits
A basic tenet of accreditation is the responsibility for a law enforcement agency not
to simply do the right thing, but to prove that it is doing so. Much of the
accreditation manager’s time is spent gathering evidence to prove compliance with
the multitude of standards. These proofs can often be found in police reports or
other documents, but the most important are our own self assessments, inspections,
and audits. Supervisors conduct quarterly line inspections of their personnel and
work areas, the policy compliance sergeant conducts audits of property & evidence,
and division commanders do in-depth staff inspections at least once every three
years.
These inspections and audits are not done simply to meet accreditation standards.
They provide commanders with valuable insight regarding critical operating
functions. In an agency the size of the Gulfport Police Department, this information
is extremely important, particularly because commanders and supervisors must
routinely work hand-in-hand with their employees. Such familiarity can lead to
unintentional overlooking of errors, and by requiring documented audits and
inspections, we are able to maintain professionalism and reduce that likelihood.
The following pages are examples of such reviews, conducted by the office of the
chief of police to identify potentially-inappropriate trends in use of force, traffic
stops, searches, seizures, and contraband forfeitures.
36
Memorandum
To:
James O’Reilly, City Manager
From:
Robert Vincent, Chief of Police RV
Date:
January 31, 2011
Re:
2010 Use of Force Review
In calendar year 2010, officers of the Gulfport Police Department documented their
response to resistance (RTR) on 48 occasions. Such documentation is required any time an
officer uses physical control, non-lethal weapons, firearms, improvised weapons, or
restrains a person without making an arrest.
Information from these reports is maintained in a database, which produces statistical
reports. The system is also set up to alert supervisors when patterns or trends are detected
with any of their employees. Although there were no complaints regarding excessive use of
force, the agency conducts this annual review to identify potential issues.
As a part of my review, I looked at the following statistical reports:
•
•
•
•
•
Total number of reports: There were 48 reports involving 70 subjects, which is
consistent with the trend established in recent years, both in overall numbers as
well as in terms of percentage of total arrests (see attached chart)
Reports by employee: This report indicated that two officers have used force more
frequently than their colleagues. Each individual case was found to be in compliance
with policy, and it was noted that these officers works full time at a public high
school where they are frequently called upon to break up physical altercations.
Reports by subject race and gender: This report indicated that RTR incidents are
disproportionately higher involving minorities ( subject breakdown of roughly 66%
black and 24% white). Considering the service population is 21% and 72%,
respectively, these facts prompted further review. It turns out that 20% of all force
incidents occurred at Boca Ciega High School, which has a minority population of
over 60%. When these incidents are removed from the total, the calculations with
the remaining numbers are within acceptable proportions.
Reports by force used and injuries sustained: This report revealed that two arrested
subjects received minor injuries during the arrest. Out of 70 persons, a small
number and degree of injury does not raise concern.
In doing this review, I also looked for but did not find any information to indicate
any issues requiring modification of the data collection methods.
37
Response to Resistance and Total Arrests
800
688
700
583
600
603
573
501
500
400
RTR Reports
300
# of Arrests
200
100
36
46
49
46
48
0
2006
38
2007
2008
2009
2010
Memorandum
To:
James O’Reilly, City Manager
From:
Robert Vincent, Chief of Police RV
Date:
January 31, 2011
Re:
2010 Bias-based Profiling Review
Complaints
There was one complaint about bias or profiling among police employees in 2010. This
complaint alleged that an officer’s decision to conduct a traffic stop was based on the race of
the driver. An internal affairs investigation revealed that the officer did not issue any
citations, that he made no request to search, and that he did, in fact, observe traffic
violations that warranted the stop. The complaint was unfounded.
Traffic stops
2010
White
Black
Other
Unk
Stops
68.6%
26.7%
1.7%
2.9%
Citations
Population*
68.3%
72.4%
29.8%
20.9%
<1%
6.6%
<1%
n/a
80%
70%
60%
50%
Whit e
40%
B la c k
30%
O t he r
20%
Unk no wn
10%
0%
P o pula t io n
S t o ps
C it a t io ns
*Population is based on a combination of Gulfport and St. Petersburg, since Gulfport shares boundaries with St. Petersburg
and has two arterial roadways connecting St. Petersburg to beach destinations. The population of Gulfport city residents is
not reflective of the population of drivers using our roadways.
The data shows no significant difference between the population served compared to the
population of drivers stopped or cited by police. While it appears that black motorists may
be slightly more likely to be stopped, no conclusions can be made because the less than six
percent difference is statistically insignificant.
Forfeitures
In 2010, there were two incidents resulting in the attempt to seize property under the
Florida Contraband Forfeiture Act.
39
One of these was a vehicle used by a white male to facilitate the commission of a residential
burglary. In that case, the violation was reported by a neighbor who witnessed the suspect
place the stolen property into his vehicle. Police responded to and investigated the
complaint rather than initiating the seizure. The other was a vehicle driven by a white
male whose license was suspended as a habitual traffic offender. In this case, the officer
was not aware of the circumstances justifying the seizure until after he made the stop.
Neither of the affected parties complained about discrimination.
With only two incidents, no conclusion about bias can be drawn.
Searches
In 2010, Gulfport Police Officers did not serve any search warrants. Our Special
Enforcement Team assisted the Department of Homeland Security with their service of a
warrant at a residence in Gulfport; however, the investigation and the decision to seek a
warrant were handled by officers from another agency. There was simply no opportunity for
discrimination on the part of GPD personnel.
Conclusion
The review of relevant operations shows no evidence to indicate that members of the
Gulfport Police Department have shown bias in their operations toward members of any
racial minority.
cc: Sgt. Stone
40
Conclusion and Goals
This has been a busy year for the agency in terms of refocusing the community
policing efforts. Following personnel reductions, we implemented measures to make
the best of what we have, and the major drive behind all of it was input from the
community. Significantly-expanded outreach initiatives resulted in feedback that
allowed us to put resources in the right places at the right times.
An excellent example of this was the work by our Special Enforcement Team in
conjunction with St. Petersburg Police Street Crime Unit in the 49th Street corridor.
Residents and business owners told us that was the area of greatest concern, so we
reached out to our neighboring agency, and we put forth a combined police presence
that had not been seen in that area for many years.
We have trained our officers to use the SARA (scan, analyze, respond, assess)
method in identifying and resolving problems. They are finding and using the
people in the community who can help them meet their goal, and judging from the
25% reduction in crime, it looks like their efforts are paying off.
In the coming year, we will continue to strengthen our focus in this direction, with
particular emphasis on the 49th Street redevelopment area. Residents’ fear of crime
in that area is unacceptably high, and we will put forth a significant effort toward
addressing those concerns.
Goals for 2011 are as follows:
1. Reduce crime and fear of crime in the 49th Street redevelopment area.
2. Maintain a part one crime clearance rate of at least 20 percent.
3. Increase police-community involvement by encouraging police officers to
volunteer in local organizations outside of their employment.
4. Reduce serious injury accidents at signal-controlled intersections.
41
Notes
42
Notes
43
Gulfport Police
Serving and Protecting the Community Since
1910
The men and women of the police department would like to thank the
residents and proprietors of Gulfport for their continued support for
nearly 100 years.
This document is a publication of the Gulfport Police Department; all rights reserved.
The Gulfport Police Department is an equal opportunity employer.