annual report - Broward Sheriff`s Office

2013
ANNUAL
R EPO RT
www.sheriff.org
2013 ANNUAL REPORT | BROWARD SHERIFF’S OFFICE
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F ro m the De sk o f the She riff
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ADULT AND YOUTH RECIDIV ISM INITIATIVES
Acco mplishments 2 0 1 3
STRATEG IC G OALS 2 0 1 4
CRIME RE DUCTION
Y OUTH AND DIV ERSION ARY PROGRAMS
COMMUNIT Y OUTRE ACH
PROMOTING DIV ERSIT Y
CHANG ING THE BSO CULT URE
F INANCIAL ACCO UNTABILIT Y AND EFFICIENCY
IMPROV E DELIV ERY OF PUBLIC SA FET Y TO
CITIZENS AND BUSINESSES
IN MEMORI AM
Photo credits belong to the Broward Sheriff’s Office, Captain Kimo (captainkimo.com), Greater Fort Lauderdale Convention & Visitors Bureau (sunny.org), PGAL (pgal.com), and Vickie Vaden.
FROM THE DESK OF SHERIFF SCOTT ISRAEL
It is with pleasure that I present my first Annual Report as Sheriff of Broward County which documents chief
accomplishments at the Broward Sheriff’s Office during calendar year 2013 and my strategic plan for 2014.
As we prepare to begin our 100th year in 2015, BSO can look back on our agency’s record of service to the Broward
community with great satisfaction. As our county has grown in size and complexity, BSO has continuously worked
to ensure the safety of its residents and businesses with an increasingly enlarged scope of services provided to
the community. My promise to the residents of Broward County was to bring the necessary changes that would
enhance the agency’s ability to carry out its mission. BSO provides services and coordinates its public safety efforts
in partnership with our outstanding municipal law enforcement and fire rescue agencies. In addition, we provide regional services linked
closely with federal and state agencies, and increasingly international law enforcement authorities. These services include protecting
County assets such as the seaport, the airport, our jails and courts which are vitally important to our community’s success.
Since being sworn into office on January 8, 2013 my management team and I have been dedicated to the relentless pursuit of excellence
in all we do at BSO. That journey began with a careful assessment of every BSO bureau, division and unit to understand what they do
well and identify opportunities for improvement. This task was delayed due to the lack of an effective transition period. However, with the
assistance of staff – BSO’s most precious and reliable resource – and the Broward County Auditor, we have succeeded in completing our
initial assessment of this large and complex organization.
I personally asked the County Auditor to assist me by independently auditing BSO finances, internal controls and key operations to ensure
that we had a reliable and factually correct assessment. With that work completed, we have begun to capitalize on BSO strengths and
opportunities even as we address those areas that present challenges or need improvement. In particular, I wanted to make sure that we
were charging properly for the services we provided to Broward County and the cities we serve under contracts, where possible, and I am
thankful to the County Auditor and his staff for providing their audit findings.
Our most reliable strength is the talent, professionalism and dedication of our BSO employees. The nearly 5,600 men and women of
this agency serve our community every day with dedication and effectiveness. They are outstanding public servants who often carry out
difficult, dangerous, yet essential public safety assignments. Success for them is not possible without the right leadership.
(Cont’d)
I am proud to have assembled a team of highly trained
and Investigations have implemented innovated ways to fight
professionals to help me lead our agency.
The team was
crime. Intelligence lead policing continues to enable us to be
assembled on the basis of talent and I have found that when we
more effective in our crime fighting mission by targeting our most
focus on hiring talent, diversity naturally follows.
I am a strong
violent criminals. We have refocused our resources to target,
believer in talent and diversity and am proud to have assembled
track, investigate and apprehend Broward County’s most violent
a talented command staff that reflects the diversity of the
criminals, while finding new ways of keeping our community safe.
community we serve.
We continue to provide outstanding services to our Broward
This BSO team first began to lead by listening directly to staff.
contract cities and large regional facilities such as our seaport,
We took time to understand the challenges they face, making
airport and main courthouse. Our Department of Detention and
adjustments along the way where necessary. Our management
Community Programs is outstanding and nationally recognized.
philosophy emphasizes teamwork as the means to achieve
Identifying viable alternatives to traditional incarceration in order
goals. We treat our staff fairly and with dignity and respect and
to reduce the size of our inmate population continues to be a
together as a team work to carry out BSO’s mission. This change
priority. Their innovative programing will help to ensure long term
in approach has improved employee morale significantly and with
recidivism reduction.
it we have seen great improvement in staff performance. For me
personally, watching this transformation happen has been very
rewarding.
Our Fire Rescue Division continues to save lives and preserve
property. They have reorganized with the goal of consistently
delivering nationally accredited, high quality, comprehensive,
Today, BSO is moving forward in all areas due to this important
community-based fire rescue and emergency services to our
culture change within the agency.
county and residents we serve.
I have made it clear that
BSO will no longer lead by fear, threat or intimidation. Rather,
my management team and I will lead this agency on the basis
of coaching and counseling, mentoring, collaboration and
teamwork, encouragement and respect.
At BSO, we take pride in delivering the best law enforcement and
public safety services. Well known for our law enforcement and
investigative excellence, our Departments of Law Enforcement
Sheriff commends exemplary service
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(Cont’d)
My vision to engage residents and businesses in order to better
consideration will always be to ensure that BSO has the essential
understand and respond to their needs through our Community
assets needed to do our job well. We will not ask for things we
Services Department has been well received throughout the
do not need or fail to request those necessary to better ensure
community.
the safety of the 1.8 million residents we serve.
Recognizing the uniqueness and diversity of
our communities and understanding their individual needs
strengthens our ability to serve and protect. I have assembled a
Community Outreach team to help bridge the gap between our
enforcement perspective to public safety and the needs of the
community. Public awareness of BSO’s initiatives requires twoway communication between the agency and the communities it
serves. BSO’s awareness of community concerns will strengthen
relationships and build a culture of positive growth. It is through
these efforts we intend to unite Broward behind our mission to
improve public safety.
Our Administration Department continues to find ways to improve
the agency’s ability to maximize BSO resources. The Professional
Standards Department is devoted to training our staff, upholding
the highest standards among them, and ensuring that their
human resources needs are met. Our newly created Strategic
Members of BSO’s staff selflessly place themselves in harm’s way
every day, doing their jobs to make our streets safer and improve
our quality of life. Whether responding to a crisis or assisting a
person in need, the safety of our law enforcement, detention and
fire personnel is constantly placed at risk. We are reminded of
these hazards with the untimely and tragic loss of Deputy Daniel
Rivera in 2013. The dedication and professionalism of our men
and women is regularly on display as they carry out their assigned
duties. We are thankful for their safety, grateful for the service of
all employees who support our efforts, and we mourn the loss of
those who gave the ultimate sacrifice in the line of duty.
I am proud to report the accomplishments of the Broward County
Sheriff’s Office during calendar year 2013 and our Strategic Plan
for 2014. I am proud to serve as Broward County’s Sheriff.
Planning and Situational Analysis Department will study, measure
On behalf of the men and women of the BSO, we look forward to
and report how we achieve agency goals. Together we form the
serving and working together with you. Stay safe.
nation’s largest, fully accredited Sheriff’s Office.
As Sheriff, the responsibility falls to me to ensure that all BSO
Sincerely,
professionals receive the leadership, training and support they need
to perform their assignments. Those fundamental needs must be
met in order to carry out BSO’s mission effectively. I do not take
that challenge lightly. While preparing my budget, my paramount
SHERIFF
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Accomplishments 2013
BSO
2013 Accomplishments | Department of Administration
I want to thank the Broward County Commission, their staff and the
Broward County Auditor in particular for assisting me and my team as we
transitioned into office. Each county commissioner has provided me with
ideas, advice and support helpful to me and my team as we transitioned
into office. The County Auditor, at my specific request, performed several
independent reviews of BSO finances and operations. That office has
produced several reports documenting significant findings that we
appreciated receiving. Most of the findings contained in those reports,
which reflected conditions at BSO prior to my administration, have been
resolved and others are in progress. BSO is a better organization for the
work provided by the County Auditor in partnership with our staff and we
are very thankful for that effort.
Ron Cochran Public Safety Complex
The County Auditor verified that how BSO had been charging others for
services needed significant improvement. Those improvements have been
made. The reports document that some were being charged in excess
of actual cost while others paid significantly less. Within our ability to
correct these conditions, today our practices are much more reliable and
I expect those efforts to further improve over time. The County Auditor
credited this administration’s efforts to correct those problems rapidly
and for improving administrative practices throughout the agency. These
important efforts, among others, were necessary for BSO to serve others
reliably and professionally, where possible.
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2013 Accomplishments | Department of Administration (Cont’d)
Our Purchasing Department has revamped their policies to provide
greater fairness and accountability regarding all BSO purchases and has
implemented my directive to involve small community based businesses to
a greater degree in providing BSO with the goods and services we need.
In partnership with Broward County government all vendors who attain
Community or Small Based Enterprise status (CBE/SBE) can automatically
carry that designation with them when registering to become BSO
vendors. Additionally, improved procurement strategies have resulted in
significant savings totaling nearly $800,000 during the last year in goods
purchased by BSO. Mindful of our responsibility as stewards of public
funds, and of our responsibility to assist local businesses enterprises, we
will continue tracking the progress of our purchasing programs to ensure
we buy goods and services at the best competitive prices and maintain our
spirit of community inclusion in all that we do.
Both our employee health and inmate health contracts, the largest two
contracts that BSO administers, were successfully negotiated with better
than expected cost results while increasing the quality of both services.
Long deferred, BSO began replacing some of our worn-out police vehicles
and made operational improvements to our fleet operation as part of
a sustained effort to better ensure fleet readiness while achieving cost
savings and improvements to previously projected MPG standards. BSO’s
fleet has a significant number of police vehicles that are aged or used
well beyond professional standards. Safety and readiness considerations
require that this problem be corrected though a multi-year plan for the
replacement of vehicles.
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Our Information Technology Division has been working to improve IT
operations throughout the agency. A significant PeopleSoft software
upgrade is in progress as are our plans to implement OSSI improvements.
A long deferred dispute over Microsoft licensing was resolved. We
are transitioning away from cell phone purchasing and moving instead
toward employee cell phone reimbursements. Some aspects of BSO’s
IT environment are obsolete or need upgrade. Staying current with IT
technology is important so that BSO can do our best work. We are giving
great thought to how to best achieve that objective and I strongly support
that effort.
For 2014, I have tasked the Administration Department with tracking the
following indicators linked to their achievement of BSO Strategic Goals.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
90%
55%
45%
Within recommended
life cycle
Past recommended
life cycle
Target within
life cycle
BSO Sworn/Non-Sworn vehicles 5 Years or 100,000 Miles
2013 Accomplishments | Community Services
Broward County is one of America’s most diverse communities. I strongly believe that if we are to
remain a community in which people of all faiths, religions, races, ethnicities and other characteristics
of birth or chance can peacefully and productively co-exist, then those of us who wear law
enforcement and public safety uniforms must reflect the diversity of our community. To that end,
I am proud to say that today the BSO is an agency that better reflects ALL persons of Broward
County, regardless of race, ethnicity, religion, sexual orientation or political preference. I am proud of
my talented command staff and the diversity they bring to the agency. I am prouder still that those
selections reflect the full range of diversity in our community. Diversification of BSO didn’t come from
a bill or a mandate but naturally.
I based my hiring decisions on the quality of
the individual and the leadership skills he or
she brings. I am pleased with the results so far,
BSO’s workforce has always been talented. We
will remain a very talented professional group.
However, we must become increasingly diverse
and I am pledged to achieve that goal.
It is equally important to understand the
diversity and needs of those we protect and
serve within our community. A clear gap had
been allowed to grow between BSO and our
many communities. My efforts to bridge that
gap and become partners with, instead of
adversaries of the communities we serve are
showing signs of progress.
Not every effort to promote public safety
requires a uniformed officer. Some of our most
effective efforts involve meaningful outreach,
dialogue and planning with the community
members. We become a safer and more
united Broward when we better understand
the many communities we serve, when they
better understand our mission, and when we
establish meaningful ways to communicate and
exchange ideas.
Our Community Outreach Team; a civilian
unit working together with sworn personnel,
possess a wide variety of skills and
experiences, backgrounds and language
fluencies, all aimed at successfully connecting
BSO. They have established valuable and
important lines of communication with Broward
residents and businesses, many of which never
existed previously at BSO. As a result, they
help us more to achieve our mission. A series
of strategic partnerships have been made in
local communities, an effort that will continue,
which we believe will assist us to sustain the
reductions in crime we have been seeing
of late. To protect citizens and businesses
well, BSO must first get to know them better.
Establishing those contacts and partnerships
is what the Community Outreach Team is all
about.
Raise Your Voice, Not Your Hands: The Zimmerman Response Effort
The reaction to date has been incredibly
positive and these efforts have my complete
support. Seniors feel BSO is serving them
better. Blacks, Hispanics and the LBGTQ
community feel BSO serves them better. The
homeless have become more cooperative with
our efforts to help them. Community leaders,
condo associations, home owner associations,
the faith community, schools and libraries, and
others all report feeling that BSO is more in
touch with their needs and responsive to them.
There is no better way to fight crime than avoid
it in the first place. That can’t happen if law
enforcement keeps an unnecessary distance
from those it is sworn to protect.
A great example of closer coordination with
the community came just days before the
George Zimmerman verdict was handed down
in Sanford, Florida. Indications of possible
community unrest were reported by our
Community Outreach Liaisons.
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2013 Accomplishments | Community Services (Cont’d)
BSO took that risk seriously by quickly producing
two TV and radio messages which were widely
aired entitled “Raise Your Voice, Not Your Hands”
as a reminder, especially to young people, that
their views on public matters matter, however
these need to be expressed respectfully, lawfully
and safely. The effort was well received and
proved effective.
Animal abuse, neglect and abandonment
are safety concerns for our community. Well
documented studies have shown a strong
correlation between animal cruelty and all manner
of other crimes from narcotics and firearms
violations, to child abuse, battery and sexual
assault. Treating animals humanely is expected
within any community that is safe and law abiding,
and I remain committed to bringing awareness
to this important issue and to encourage greater
reporting of crimes against animals.
Ending this cycle of violence takes community
involvement. Together we can give a voice
to those without and help stop the cycle by
recognizing animal abuse as a likely indicator of
other serious problems in a household, including
child abuse, domestic violence and sexual assault.
By identifying and eliminating animal neglect
and abuse, and saving the lives of animals, we
further advance the Broward Sheriff’s Office public
safety agenda. This effort will continue and is an
important consideration in our overall strategy to
reduce crime.
911 Consolidation
Neighborhood Events
Community Services is strengthening BSO’s
efforts to promote Operation Medicine Cabinet,
in which unwanted medications are collected
safely from residents for proper disposal, and
Shred-A-Thons where residents are invited to
bring documents with sensitive information for
safe shredding and disposal to avoid identity
theft. Our commitment to remove unwanted guns
from Broward streets continues through BSO’s
Gun Buyback program. Events are scheduled
countywide where individuals can anonymously
turn-in unwanted firearms for safe disposal in
exchange for gift certificates donated by local
businesses. We want to help ensure that every
unwanted firearm in Broward County is disposed
of safely and not fall into the hands of potential
criminals who could misuse them. Through this
effort, 523 firearms were collected and disposed
of in 2013.
With my unwavering support, history was
made in Broward County in 2013 with
respect to achieving a plan to consolidate
the operation of 911 Emergency
Communications countywide. A goal
long recommended for Broward, this
consolidation will improve 911 operations,
improve response times for police and fire
service response countywide, and promote
closest unit response all while reducing the
cost of this important service to taxpayers.
With the cooperation of the Broward
County Commission and Broward cities,
we are phasing in the implementation
of our new regional consolidated 911
service and I am proud that BSO was
selected to be lead operator of this service
countywide. BSO is committed to ensuring
the success of this consolidation and is
working in partnership with the county
and cities to ensure the transition happens
smoothly and as planned.
Neighborhood Events
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2013 Accomplishments | Department of Detention and COmmunity Programs
It’s not the number of young people we arrest and place in jail that defines our community; it is the
number of young people we can keep out of jail and in school.
Our society must be judged not by how many young people we put into jails, but how many we
graduate from schools. Without question, there have been needless arrests of young people for
first time, non-violent misdemeanors. We are now handling those cases in ways that do not impact
the future of that young person, that offer a second chance, and help them move on from that close
encounter with law enforcement to be less likely to engage in future criminal behavior.
My concern for the future of our young people
is why I made the Civil Citation Program
for qualifying first time, non-violent youth
offenders mandatory. Previously, there was
no policy addressing civil citations but only a
directive that granted case-by-case discretion
when dealing with a juvenile who commits a
misdemeanor.
I am thankful for a growing number of
Broward cities for supporting the program
and implementing it as well. The Civil
Citation Program is an important initiative
that BSO is advancing to offer alternatives
for handling cases involving young people,
using diversion instead of incarceration as the
means to address certain criminal behaviors.
I strongly support those initiatives and BSO
will continue to do all we can to enforce the
law while protecting the future of our young
people. Too often, we have arrested young
people for offenses that are better handled
without an arrest, realizing as we should that
a criminal record often stands in the way, later
in life, of the ability to apply for college, the
“Our society must be judged not by
how many young people we put into
jails, but how many we graduate from
schools.” -Sheriff Scott Israel
military or even to obtain employment. Today,
those caught for the first time for non-violent
misdemeanors are offered the opportunity
to receive a civil citation instead of being
arrested. They must complete a rigorous
program designed to help them alter behaviors
before they embark on continued criminal
activity. If they complete the program, no
arrest record results. If they refuse, the arrest
can take place. This program has been widely
adopted throughout most of Broward County.
We will continue monitoring the success of the
program closely to ensure overall success.
Following the closure of the Hollywood and
Davie Satellite Booking Facilities in order to
help meet budget restrictions, regional inmate
transport services were organized for the
cities of Weston, Southwest Ranches, Cooper
City, West Park/Pembroke Park and the West
Satellite Courthouse with the strategic focus of
transporting new arrestees from those district
offices to the Main Jail for booking. BSO
remains open to working with other cities to
expand this service by contract or agreement.
Inmate Work Crew
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2013 Accomplishments | Department of Detention and COmmunity Programs (Cont’d)
Within the jails, we have taken significant steps to
improve quality of inmate detention services. More
inspections are occurring, including with the use of
K-9 unit assistance, to ensure safety by identifying
and removing the introduction of contraband into jail
facilities. Improvements to screening personnel and
visitor belongings augment this effort to keep our jails
free of drugs or contraband. Duress notification systems
have been installed for the safety of staff, inmates and
visitors. Meal service has been improved, the cleanliness
of facilities is much improved from what we originally
found, and repair, maintenance and some repainting of
facilities is taking place to underscore the importance
of cleanliness and order within each of our detention
facilities. In addition, certain jail units received new
fire alarm panels, horns and strobes, and repairs to call
systems, camera and DVR systems were undertaken, to
improve operational readiness.
The Pail Rein Detention Facility is one of the four Broward county jail facilities operated by BSO
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2013 Accomplishments | Department of Detention and COmmunity Programs (Cont’d)
This chart shows peak census versus occupancy levels at all Broward County jails, as recorded by
the BSO Department of Detention and Community Programs, for calender year 2013 as against a
total of 5,144 jail beds available. Peak census was reached in August 2013 at 93% and low census in
December 2013 at 84% of all beds filled. With some exceptions, the Department notes that this trend
line forms a recurring historical pattern for jail use in Broward County.
5,144
93%
4,944
89%
88%
4,744
90%
89%
85%
4,544
86%
92%
89%
87%
88%
84%
4,344
4,144
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ay
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3,944
Average inmate population 2013
Percentage of capacity
Inmate Work Crew
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2013 Accomplishments | Department of Detention and COmmunity Programs (Cont’d)
The pie chart shows that based on a recent survey by the Department
of Detention and Community Programs, 70% of all inmates housed in
Broward Jails are recidivists - meaning they had prior jail stays, most likely
within the last three years. The Department is improving their ability to
measure recidivism rates within jails; an indicator that prior administrations
had not captured or reported. The accompanying graph chart shows
that recidivism rates for inmates placed in programs like Drug Court and
others, including recidivism rates for the newly introduced Civil Citation
program, demonstrate substantial improvement in lowering recidivism
rates. The Department has established an overall recidivism rate at 30%.
To achieve that goal, budgetary investment in the expansion of treatment
and diversionary programs for inmates will be necessary.
Broward County Jails: Recidivism Rates 2013
Current Inmate Recidivism Percentage 70%
70%
30%
60%
50%
70%
40%
30%
Current recidivism of
inmates housed in
Broward County Jails
First timers being housed
in Broward County Jails
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Felony Drug Court (Pretrial) 15%
Felony Drug Court Treatment (National Rate)
27%
Misdemeanor Drug Court Participants who
successfully completed the Misdemeanor Drug
Court Program 5%
20%
Misdemeanor Drug Court Participants who
opted not to participate in the Misdemeanor
Drug Court Program 18%
10%
Participants who failed to complete the
Misdemeanor Drug Court Program 30%
0%
Civil Citation 5%
2013 Accomplishments | Department of FIre Rescue
BSO’s Fire Rescue and Emergency Services
Department achieved a 3 year re-accreditation
from the Commission on Accreditation of
Ambulance Services. The Department is
the largest dual accredited CAAS/CFAI fire
department in the world. National recognition was
awarded from the National Association of EMT’s
pre-hospital trauma life support training site. The
department’s Division Chief was recognized by
the Center for Public Safety Excellence with the
2013 Ambassador of the Year Award and the
International Association of Fire Chiefs awarded
the Department with the Garry Briese Safety
Award. The Department earned third place at
the 2013 Bill Shearer International ALS/BLS
Competition in Orlando, Florida and a 2013 Life
Safety Educator of the Year Award from the Florida
Association of Fire and Life Safety Educators.
The Department completed the 2013 Part 139
FAA Inspection in which the Aircraft Rescue Fire
Fighting component received zero discrepancies.
Fire Station (Photos by PGAL)
West Park Fire Station Interiors & Exterior (Photos by PGAL)
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2013 Accomplishments | Department of FIre Rescue (Cont’d)
2013 Emergency Medical Transports
Total transports: 23,754
ALS 1 Transport
ALS 1 Transport , 18,686
ALS 2 Transport
BLS, Transport
BLS, Transport , 4,563
Rotary Wing
Trauma Alert
High Index, 39
Trauma Alert, 81
High Index
ALS 2
Transport ,
330
Rotary Wing, 175
Advanced Life Support (ALS) is a set of life-saving protocols and skills that extend Basic Life Support
to further support the circulation and provide an open airway and adequate ventilation (breathing).
Basic life support (BLS) is generally used in the pre-hospital setting, and can be provided without
medical equipment.
Rotary Wing is the use of Helicopter transport.
Trauma Alert is generally declared when Patients with multi-system blunt or penetrating trauma and
unstable vital signs. Patients with known or suspected anatomical injuries and stable or normal vital signs.
Patients who are involved in a “high energy” event with a risk for severe injury despite stable or normal
vital signs. Once these patients are identified, an appropriate system of response will be activated. Triage
occurs at both the pre-hospital and hospital level.
High Index suspicion that the mechanism of injury, or the vital signs are causing some change in the
patient that will require definitive operative care.
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2013 Accomplishments | Department of Investigations
Service of warrants and extradition orders is essential to the investigations
field because it assists law enforcement to capture those evading the
law. We have improved warrant tracking significantly through improved
technology that today allows any law enforcement officer in Florida to
see warrants and extradition orders within 15 minutes of being signed
by a judge. Previously, warrants were sent via inter-office mail causing
several days in delay. The Broward County Crime Lab, which serves every
community in Broward, has replaced and updated obsolete equipment
and improved their ability to perform their essential tasks efficiently. The
Crime Lab can now analyze new designer drugs and adapt to the changing
spectrum of drugs that today require testing. We have vastly improved
our ability to recover evidentiary data from electronic devices due to an
improved collaboration and with the assistance of training provided by the
US Secret Service via the Miami Economic Crimes Task Force.
Our Crimes Against Children Unit added a human trafficking component
developed to focus on combatting crimes involving the trafficking and
sexual exploitation of minors. This has been a growing problem in our
community and we are committed to confronting it firmly. An effective
fight against human trafficking requires three essential elements. We must
raise awareness to its causes, connect victims to the necessary services,
and find better partnerships locally and internationally to identify strategies
designed to end this scourge in our community and beyond.
To better assist the State Attorney’s Office in their review of domestic
violence cases, we implemented a direct audio system whereby
prosecutors can listen to the recordings of victims and witnesses
without having to wait for transcriptions to take place. This helps the
SAO by providing vital information faster, it enhances bonds or presents
other information that judges need during arraignments, and assists
Investigations by not requiring transcriptions to take place unless the case
will proceed to full prosecution. This alone has saved hundreds of typing
hours and public expense.
BSO SWAT Team
The Fugitive Unit was re-tasked and re-staffed within our SWAT unit. They
were directed to focus on offenders with violent felony and domestic
violence warrants. This move was designed to enhance public safety
while utilizing well trained personnel to focus on the most wanted violent
criminals in our community.
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2013 Accomplishments | Department of Law Enforcement
We have pledged to solve the 2007 murder of
Broward Sheriff’s Deputy Chris Reyka. Upon
being sworn into office, I ordered that BSO
redouble our investigative efforts with the
hope of solving this case before it ages further.
Significant progress was made as a result and
a lead suspect identified. We continue our
efforts to gather additional evidence and aim to
bring this case to a close. I am deeply thankful
to BSO’s outstanding Criminal Investigations
team, to the City of Pompano Beach for their
constant support, and especially to Deputy
Reyka’s family for their encouragement of our
every effort. Great progress has been made
to advance this important investigation. More
work is necessary before we can bring it to
closure.
Our V.I.P.E.R. Unit (Violence Intervention
Proactive Enforcement Response) is an
elite and specialized team of highly trained
crime suppression deputies whose mission
is capturing the 6% of criminals responsible
for 65% of all violent crime in our community.
Since the unit was created this past February,
V.I.P.E.R. has successfully targeted Broward’s
most violent offenders and has to date put
hundreds of them behind bars, taken dozens
of firearms off the streets, and recovered
thousands of dollars in drug money. In less
than one year, V.I.P.E.R. has made 471 arrests,
337 for felonies and 134 misdemeanors,
confiscated 63 firearms, including a sawed-off
shot gun, and recovered thousands of dollars
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in drug money. These efforts, among others,
have contributed to the largest measured drop
in crime that Broward County has seen in the
past decade. Broward County is safer because
of efforts like the V.I.P.E.R. Unit and every day
we target more of our worst violent offenders.
Earlier this year, I mandated Crisis Intervention
Team (CIT) training for all school resource
deputies, field training officers and homeless
outreach liaisons. This is an important step
toward helping identify the mentally ill, people
with substance abuse problems, and to better
understand the needs of the homeless. It
remains my firm belief that the homeless, those
suffering with mental illness, or those struggling
with addictions are not problem people. Rather,
they are people with problems. Treatment is
what they need to help them overcome their
struggles and reclaim their lives. To that end we
will continue to collaborate with homeless and
mental health providers, community partners,
advocates for the homeless, social service and
substance abuse specialists. BSO will play a
meaningful role in their larger effort to end the
cycle of homeless, addiction and untreated
mental illness in our community while ensuring
that our residents and businesses remain safe.
To be sure, if a person is homeless, mentally ill
or addicted, they need help they cannot today
receive in jails. Where avoidable, housing them
there should not be the norm as it has been.
Instead we should help them by expanding their
access to services.
To better assist the homeless, BSO contributed
$350,000 in Law Enforcement Trust Fund dollars
to help Broward County fund the Homeless
Management Information System (HMIS). This
system helps identify what services have been
received by homeless individuals, what has and
has not been recommended in connection with
their care, and helps us more easily recognize
opportunities available to assist the homeless.
2013 Accomplishments | Department of Law Enforcement (Cont’D)
Part I Crimes BSO Jurisdiction 2004-2013
15%
27,000
92
26,000
71
5,1
2
25,000
24,000
8
,38
980
7
25,
,
24
24
9
,92
23
10%
70
,1
24
7
,91
23
5%
3
,98
23
0%
2
,55
22
23,000
22
22,000
052
,
-10%
-15%
21,000
20,000
-5%
2004
2005
2006
2007
2008
2009
UCR Part 1 Crimes BSO Jurisdictions
2010
2011
2012
2013
-20%
10 yr Average overall crime
2004-2013 (10 Year Average)
2012-2013
25% Decrease in Violent Crimes
8% Decrease in Overall Crimes
12% Decrease in Violent Crimes
19
2013 Accomplishments | Department of Law Enforcement (Cont’d)
This chart illustrates that significant crime (Uniform Crime Report, Part 1 crimes) trended downward overall during 2013. Continued focus on capturing the
most violent offenders (V.I.P.E.R., etc.) will be studied to see what impact this intervention has on continued downward trending. Significant gains were
made in deterring violent crimes, larcenies, robberies, burglaries and motor vehicle thefts in 2013.
Preliminary
Summary
of UCR
Dataof2013
BSO Law Enforcement
Jurisdictions
Preliminary
Summary
UCR Data 2013
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
MURDER
FORCIBLE SEX
ROBBERY
AGGRAVATED
ASSAULT
AGGRAVATED
STALKING
BURGLARY
LARCENY
2009
22
399
1,241
2,054
5
4,427
14,309
MOTOR
VEHICLE
THEFT
1,460
2010
21
364
1,123
1,710
2
4,994
13,002
1,336
2011
17
344
1,178
1,612
7
5,772
13,922
1,318
2012
28
383
1,224
1,730
8
5,556
13,669
1,385
2013
29
373
964
1,568
0
5,127
12,806
1,185
*Subject to amendment pending FDLE review
20
2013 Accomplishments | Department of Professional Standards
The Department was restructured to include the Human Resources Division in order to better ensure
hiring practices and service to BSO personnel. The Division successfully participated in union
negotiations by providing classification and compensation information, data and reports to the
negotiating parties. The office has also been effectively converting former city employees into BSO
as a result of the 911 consolidation effort, hosting employee orientations at each location for staff to
complete necessary documentation and understand their new working environment. The Division
received and processed 16,065 applications for BSO employment filling 449 vacant positions, and
managed 5 promotional processes with an average duration of 128 days, well within standard.
Background Investigations, a critically
important component of the Division,
reorganized internal operations and completed
over 600 background investigations to support
new hiring activity. The Benefits Unit kept
staff informed of changes in the Affordable
Care Act, and cooperated with the transition of
Worker’s Compensation Program oversight to
the Risk Management Division.
The Equal Employment Opportunity Division,
which continues to perform the statutory
compliance tasks traditional to that office,
now prioritizes the advancement of the
Sheriff’s diversity in hiring goals. EEOD has
successfully begun encouraging more diversity
in hiring through enhanced training efforts,
greater use of in-house advertising of available
positions, and participation in external
recruitment efforts.
The Department’s Staff Support and Research
office undertook a total review of all agency
standard operating procedures, making
significant and important improvements to
improve BSO readiness and operational
performance. The Department’s Training
Division has improved access to a revamped
and more relevant curriculum of training
offerings, more responsive to the needs of
BSO personnel. The Department’s Internal
Affairs Bureau continues to perform the
functions necessary to ensure the public that
BSO personnel are performing their duties to
the correct standard.
BSO K-9 Training Presentation
21
SHERIFF'S strategic Goals 2014
BSO
22
sHERIFF’S Strategic GOals for 2014
Based on our achievements in 2013, I have established the following set
of strategic goals for BSO and have tasked each of my command areas
to collaborate on achieving the goals. To that end, the Department of
Strategic Planning and Situational Analysis was established and directed
to study, measure and report BSO’s progress to implement these
goals. Monthly, BSO Sheriff’s Management Reports will document that
progress. The reports will update me, my staff and the community at
large about that progress using metrics and narrative.
Some of the indicators of success from BSO Departments will be
Goals
directly related to strategic goals while others will be more operational
or customary to the delivery of public safety services. To protect the
sensitivity of certain BSO operations, including investigative efforts
How can we improve?
Where do we want to go?
underway, some indicators of success may not be reported publicly. Our
plans are open to periodic amendment and improvement, consistent
with the traditional strategic planning cycle as follows.
What follows are the Sheriff’s 8 key goals or Strategic Plan objectives
for calendar year 2014. Then we present chief accomplishments for
calendar year 2013, and indicators selected to carry out the strategic
goals in 2014 which were selected on the basis of significant discussion
within BSO and the communities and partners we serve.
Desired
Outcomes
Mission
Results
How did we do?
Measures
& Targets
How do we get there?
Strategies
How do we measure success?
23
sHERIFF’S Strategic Goals for 2014 (Cont’d)
For calendar year 2014, I have directed that the Broward Sheriff’s Office emphasize achievement of the following eight goals:
1
2
3
4
Crime
Reduction
YOUTH AND
DIVERSIONARY
PROGRAMS
COMMUNITY
OUTREACH
PROMOTING
DIVERSITY
• BSO commands will collaborate
to create crime prevention and
diversion programs.
• BSO will use intelligence led
policing strategies to improve
crime fighting.
• BSO will place greater focus on
violent offender cases.
• BSO will focus on taking
unwanted guns and firearms off
our streets, Gun Buybacks.
• BSO will improve technology to
better assist us to fight crime.
• BSO will explore the use of
DNA and emerging technology
to assist in solving property
crimes.
• BSO will advance the civil
citation program.
• BSO will seek funding of these
programs through tax levy, trust
funds, grants and partnerships.
• BSO will improve efforts to
combat human and sexual
trafficking.
• BSO will establish diversion
programs for youth, substance
abusers, homeless and mentally
ill.
• BSO will establish community
partnerships to assist with
youth and diversionary
programming.
• BSO will support having a welltrained SRD (School Resource
Deputy) in every Broward
school.
• BSO will engage in community
education efforts designed to
curtail elderly victimization,
identity theft, human trafficking,
hate crimes and related crime
prevention efforts.
• BSO will continue to promote
diversity in hiring through our
staff recruitment efforts.
• BSO will establish programs to
better engage and outreach to
the homeless.
• BSO will offer small and local
businesses greater access to
sell BSO goods and services.
• BSO will perform advanced
Crisis Intervention Team (CIT)
training.
• BSO will support the efforts of
Crime Stoppers program.
• BSO will establish community
partnerships to address
community concerns.
• BSO will engage in social media
to promote BSO efforts and
progress.
• BSO will support the Sheriff’s
Posse, Sheriff’s Foundation,
Sheriff’s Advisory Council and
related efforts to assist the
community.
24
• BSO will conduct community
surveys to measure feedback
on the effectiveness of BSO
programs.
• BSO will revise and enhance
policies and processes for
hiring.
sHERIFF’S Strategic GOals for 2014 (Cont’d)
5
6
7
8
CHANGING THE BSO
CULTURE
FINANCIAL
ACCOUNTABILITY AND
EFFICIENCY
IMPROVE DELIVERY OF
PUBLIC SAFETY TO CITIZENS
AND BUSINESSES
ADULT AND YOUTH
RECIDIVISM INITIATIVES
• BSO will improve employee
involvement and empowerment
throughout the agency.
• BSO will professionally and
swiftly implement audit report
findings, that benefit BSO.
• BSO will place an emphasis
on fairness, respect and
professionalism in all matters
involving staff.
• BSO will establish and
implement an effective Fleet
Operations and Vehicle
Replacement plan.
• BSO will eliminate staff
participation in political
activities while at work while
respecting their private political
choices.
• BSO will improve our
Information Technology
environment.
• BSO will emphasize leadership
by example and provide staff
with improved training.
• BSO will promote cell phone
and vehicle allowance
programs to reduce cost, where
possible.
• BSO will implement
Broward County’s strategy
for consolidation of E-911
operations.
• BSO will attempt to re-open the
Stockade and provide services
there designed to reduce
recidivism pending funding.
• BSO will develop efforts that
engage the community in
improving delivery of public
safety.
• BSO will attempt to expand
opportunities for persons
addicted to substances to gain
access to treatment pending
funding.
• BSO will improve employee
training opportunities to better
serve the community.
• BSO will sponsor customer
satisfaction surveys.
• BSO will expand
compassionate opportunities
to assist the homeless and the
mentally ill.
25
26
CRIME REDUCTION 2014
BSO:1
Crime Reduction
Indicator
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
4,135
4,135
2,258
4,114
2,124
TBD
TBD
1,657
1,657
829
1,000
920
TBD
TBD
150
150
147
1,723
140
TBD
TBD
640
640
790
2,194
630
TBD
TBD
267
267
280
356
270
TBD
TBD
1,152
1,152
1,152
1,454
1,100
TBD
TBD
893
893
753
*
603
TBD
TBD
1,521
1,521
1,404
1,320
1,400
TBD
TBD
609
609
517
794
700
TBD
TBD
1,696
1,066
1,130
1,321
1,050
TBD
TBD
594
594
507
635
500
TBD
TBD
1,696
1,696
1,747
1,892
1,650
TBD
TBD
12,835
12,835
14,206
10,325
13,000
TBD
TBD
0
0
0
0
0
TBD
TBD
0
0
0
0
0
TBD
TBD
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Suspects ldentified
N/A
N/A
N/A
N/A
400
TBD
TBD
TBD
Suspects Arrested
N/A
N/A
N/A
N/A
471
TBD
TBD
TBD
Convicted Felons Arrested
N/A
N/A
N/A
N/A
N/A
TBD
TBD
TBD
Firearms Recovered
N/A
N/A
N/A
N/A
63
TBD
TBD
TBD
Search Warrants
N/A
N/A
N/A
N/A
45
TBD
TBD
TBD
Criminal Investigations
Number of Abuse & Neglect Cases
Investigated
Number of Aggravated Felony Cases
Investigated
Number of Career Criminal Cases
Investigated
Number of Economic Crimes Cases
Investigated
Number of Homicide/Suicide Cases
Investigated
Number of Robbery Cases
Investigated
Number of Sex Crimes Cases
Investigated
Number of Missing Persons Cases
Investigated
Number of Domestic Violence Cases
Investigated
Number of Victim Services Cases
Assigned
Number of Crisis Intervention Services
Number of Referral Services
Number of Victims Registered for
Notifications
Number of Forensic Support Cases
Investigated
Number of Polygraphs Crimes
Specifics
Indicator
V.I.P.E.R. UNIT
27
Crime Reduction (Cont’d)
Indicator
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Total Arrests
N/A
N/A
N/A
N/A
551
TBD
TBD
TBD
Felony Arrests
N/A
N/A
N/A
N/A
551
TBD
TBD
TBD
Firearms Recovered
N/A
N/A
N/A
N/A
8
TBD
TBD
TBD
Arrest Warrants
N/A
N/A
N/A
N/A
551
TBD
TBD
TBD
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Cyber Tip Investigations &
Knock and Talk
N/A
N/A
N/A
N/A
262
TBD
TBD
TBD
Investigations Initiated
N/A
N/A
N/A
N/A
11
TBD
TBD
TBD
Search Warrants
N/A
N/A
N/A
N/A
0
TBD
TBD
TBD
Arrests
N/A
N/A
N/A
N/A
5
TBD
TBD
TBD
Child Victims Recovered
N/A
N/A
N/A
N/A
17
TBD
TBD
TBD
Computer Forensics Examination
N/A
N/A
N/A
N/A
2
TBD
TBD
TBD
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Total Number of Lab Cases Submitted
N/A
32,000
32,000
27,994
25,682
TBD
TBD
TBD
Number of DNA Cases Worked
N/A
700
700
1,067
956
TBD
TBD
TBD
Number of Firearms Cases Worked
N/A
1,300
1,300
960
1,018
TBD
TBD
TBD
Number of Drug Cases Worked
N/A
8,900
8,900
7,008
6,121
TBD
TBD
TBD
Number of Latent Print Cases Worked
N/A
14,000
14,000
10,991
10,692
TBD
TBD
TBD
Fugitive UNIT
Indicator
ICAC/HUMAN TRAFFICkING UNIT
Indicator
Crime Lab
28
Crime Reduction (Cont’d)
Indicator
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Tips Taken
3,030
2,806
3,118
2,895
3,193
TBD
TBD
TBD
Tips Closed
848
1,942
2,143
1,910
2,011
TBD
TBD
TBD
Number of Rewards
239
184
182
187
129
TBD
TBD
TBD
Rewards Recommended
$107,800
$80,725
$188,820
$80,825
$52,625
TBD
TBD
TBD
Fliers/Posters Distributed
14,832
10,830
61,734
24,617
10,660
TBD
TBD
TBD
Crime Stoppers
Events Attended
25
14
34
39
24
TBD
TBD
TBD
Materials Distributed
40,058
43,900
79,071
41,762
47,254
TBD
TBD
TBD
Persons Fingerprinted
6,000
4,375
5,943
4,445
1,563
TBD
TBD
TBD
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
12
11
11
13
13
TBD
TBD
TBD
Handicapped Citations
3,232
1,164
1,219
1,513
1,515
TBD
TBD
TBD
Fire Lane Citations
2,470
382
239
481
441
TBD
TBD
TBD
Improper Parking Citations
2,842
582
84
309
277
TBD
TBD
TBD
Expired Registration Citations
1,110
675
458
800
849
TBD
TBD
TBD
Hours on Patrol
5,390
4,346
3,764
5,584
5,349
TBD
TBD
TBD
Indicator
Youth & Neighborhood Services
PARKING ENFORCEMENT
Number of Members
29
Crime Reduction (Cont’d)
ucr OFFENSEs
tOTAL oFFENSES
pERCENT cLEARED
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
MURDER
26
22
33
39
21
22
21
17
28
29
69.2% 81.8% 69.7% 84.6% 85.7% 122.7% 95.2% 88.2% 92.9% 72.4%
FORCIBLE SEX
539
539
436
423
395
399
364
344
383
373
42.5% 32.1% 56.2% 49.9% 53.7% 42.4% 39.6% 47.1% 50.4% 41.3%
ROBBERY
1,331
1,299
1,348
1,478
1,368
1,241
1,123
1,178
1,224
964
39.1% 35.4% 33.2% 30.2% 31.1% 34.2% 33.3% 28.2% 25.8% 30.8%
AGGRAVATED ASSAULT
2,745
3,015
2,770
2,537
2,417
2,054
1,710
1,612
1,730
1,568
55.2% 52.1% 54.3% 52.1% 52.9% 59.3% 60.7% 60.5% 60.0% 56.5%
AGGRAVATED STALKING
4
3
4
4
5
5
2
7
8
0
BURGLARY
3,959
4,106
4,175
4,308
4,795
4,427
4,994
5,772
5,556
5,127
LARCENY
13,091 13,909 13,463 14,067 14,871 14,309 13,002 13,922 13,669 12,806 23.2% 15.4% 15.5% 15.8% 18.6% 20.1% 18.4% 17.3% 17.6% 17.8%
MOTOR VEHICLE THEFT
2,234
TOTAL PART 1
23,929 25,171 24,388 24,980 25,792 23,917 22,552 24,170 23,983 22,052 29.4% 21.5% 22.0% 20.7% 22.6% 23.7% 22.3% 20.8% 20.6% 20.8%
2,278
2,159
2,124
1,920
1,460
1,336
1,318
1,385
1,185
2004
2005
2006
2007
2008
2009
2010
2011
2012
50.0% 66.7% 50.0% 100.0% 80.0% 120.0% 100.0% 85.7% 75.0%
2013
-
28.7% 16.7% 17.2% 13.9% 16.9% 15.2% 16.5% 15.6% 13.7% 15.2%
26.1% 15.7% 15.1% 15.2% 16.9% 18.2% 17.1% 16.8% 15.2% 14.7%
MANSLAUGHTER
6
6
3
0
0
1
4
0
4
2
100.0% 50.0% 133.3%
ARSON
70
62
76
70
64
58
48
47
50
42
41.4% 38.7% 22.4% 21.4% 34.4% 17.2% 37.5% 17.0% 14.0% 11.9%
7,433
7,417
6,774
5,801
5,350
4,776
4,419
4,449
5,017
4,585
52.1% 54.7% 56.7% 51.7% 57.3% 55.5% 49.7% 54.2% 56.0% 54.9%
BATTERY
-
-
100.0% 100.0%
-
150.0% 100.0%
NOTES: For the years 2004-2007, Agencywide totals include District 1-unincorporated Zone 107 and District 5-unincorporated Zones 504, 508, 509, and 510. For the year 2004, Agencywide totals also include
District 9-unincorporated Zone 906. Cooper City was contracted on February 14, 2004 and the city of Parkland on February 29, 2004. The city of West Park became incorporated on March 1, 2005 and contracted
on November 20, 2007. Per the FBI and FDLE, as of January 1, 2013 offenses of Sodomy shall be reported as RAPE.
NOTES FOR THE REST OF REPORT: UCR statistics provided by BSO Records Division; 2013 figures are from “current” UCR database and represent adjusted figures extracted on January 29, 2014; Prior years’
figures are from “frozen” UCR databases and represent adjusted figures; BSO submits data to FDLE from all unincorporated areas together - this report also breaks statistics out by individual commands; This report
accounts for annexation of unincorporated areas into municipalities for analytical and comparative purposes; Where applicable (i.e., Dania Beach), the comparative data and FDLE submission are both included.
30
Crime Reduction (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
7,754
7,098
13,445
14,018
15,190
16,000
TBD
1,333
TBD
TBD
242
260
531
441
468
450
TBD
38
TBD
TBD
Calls Received at Main HR Telephone Line
27,470
21,529
24,713
27,580
30,899
31,000
TBD
2,583
TBD
TBD
Fingerprints Taken
1,887
1,422
1,255
1,219
1,165
1,200
TBD
100
TBD
TBD
Personnel Changes
385
299
404
304
651
400
TBD
33
TBD
TBD
DLE Files
25
40
60
120
156
N/A
TBD
N/A
TBD
TBD
DOD Files
23
53
67
50
91
N/A
TBD
N/A
TBD
TBD
Comm. Operator Files
77
76
133
40
57
N/A
TBD
N/A
TBD
TBD
Fire Rescue Files
21
24
50
45
85
N/A
TBD
N/A
TBD
TBD
Civilian Files
92
109
116
420
140
N/A
TBD
N/A
TBD
TBD
N/A
161
181
274
221
N/A
TBD
N/A
TBD
TBD
N/A
N/A
213
N/A
59
N/A
TBD
N/A
TBD
TBD
Job Reviews/Reclassifications
4
6
6
7
21
N/A
TBD
N/A
TBD
TBD
New Job Classifications
4
5
2
6
22
N/A
TBD
N/A
TBD
TBD
Classification/Compensation Surveys
24
31
15
19
12
100
TBD
N/A
TBD
TBD
Verifications of Employment
Archives
Archives
Archives
Archives
1470
1600
TBD
N/A
TBD
TBD
Public Records Requests
Archives
107
224
236
290
250
TBD
N/A
TBD
TBD
Reporting - New/Enhancements
N/A
N/A
15
25
42
N/A
TBD
N/A
TBD
TBD
Self-Service - Enhancements
N/A
N/A
13
15
25
N/A
TBD
N/A
TBD
TBD
Work-Flows and Automations
N/A
N/A
10
40
52
N/A
TBD
N/A
TBD
TBD
Selection and Assessment
Applications Processed
Positions Filled
Background Investigations
Vendor Screenings
Classification and Compensation
Transitions
HRIM
31
32
AND
DIVERSIONARY PROGRAMs 2014
BSO:2 YOUTH
Youth and Diversionary Programs
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
723
435
415
260
197
125
TBD
10
TBD
TBD
122,311
120,275
157,976
82,052
48,455
30,000
TBD
2,500
TBD
TBD
Youth & Neighborhood Services
YOUTH PRESENTATIONS/EVENTS
Number of Events
Participants in Attendance
ADULT PRESENTATIONS/EVENTS
Number of Events
Participants in Attendance
403
401
278
175
144
100
TBD
8
TBD
TBD
26,311
50,239
44,325
16,864
10,053
8,000
TBD
667
TBD
TBD
EXPLORERS
Events
N/A
N/A
83
76
51
45
TBD
4
TBD
TBD
Operational Hours
N/A
N/A
587
402
253
260
TBD
22
TBD
TBD
Training Hours
N/A
N/A
161
408
1,356
360
TBD
30
TBD
TBD
Number of Explorers
N/A
N/A
33
33
34
25
TBD
25
TBD
TBD
Events
2,793
2,680
1,846
1,440
2,101
2,100
TBD
175
TBD
TBD
Participants/Spectator Attendance
86,963
59,227
47,122
24,620
30,323
35,000
TBD
2,917
TBD
TBD
POLICE ATHLETIC LEAGUE
Indicator
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
# of Juveniles Processed for Arrest JAC
N/A
N/A
N/A
N/A
4,610
TBD
TBD
TBD
# of Juveniles Accepted for Diversion/CC
N/A
N/A
N/A
N/A
618
TBD
TBD
TBD
#Civil Citations Issued by JAC
N/A
N/A
N/A
N/A
N/A
TBD
TBD
TBD
Recidivism Rate for Juveniles in CC
N/A
N/A
N/A
N/A
N/A
TBD
TBD
TBD
# of Assessments Completed
N/A
N/A
N/A
N/A
2,412
TBD
TBD
TBD
Juvenile Assessment center
*Number based on both persons entered/accepted
33
34
COMMUNITY OUTREACH 2014
BSO:3
Community OUtreach
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Community Affairs
Shred-A-Thons
N/A
N/A
13
14
11
14
TBD
1
TBD
TBD
Operation Medicine Cabinets
N/A
N/A
24
22
15
14
TBD
1
TBD
TBD
Internal Events
2
3
4
3
3
12
TBD
1
TBD
TBD
Gun Buy Backs
N/A
N/A
N/A
N/A
7
7
TBD
N/A
TBD
TBD
BSO News Articles
N/A
N/A
N/A
N/A
N/A
12
TBD
1
TBD
TBD
Social Media - e-Alerts
218
237
641
550
6,500
6,500
TBD
500
TBD
TBD
09
10
11
12
Indicator
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Community outreach
Community Meetings
N/A
N/A
N/A
N/A
155
420
TBD
35
TBD
TBD
Events/Fairs/Festivals
N/A
N/A
N/A
N/A
133
180
TBD
15
TBD
TBD
Number of Persons Reached
N/A
N/A
N/A
N/A
69,006
120,000
TBD
10,000
TBD
TBD
New Partnerships Formed
N/A
N/A
N/A
N/A
3
12
TBD
1
TBD
TBD
New Projects Started
N/A
N/A
N/A
N/A
8
12
TBD
1
TBD
TBD
Uniting Broward Events
N/A
N/A
N/A
N/A
N/A
3
N/A
N/A
N/A
N/A
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Youth & Neighborhood Services
CITIZEN OBSERVER PATROL
Number of Members
N/A
N/A
N/A
N/A
889
900
TBD
900
TBD
TBD
Number of New Members
N/A
N/A
N/A
N/A
N/A
11
TBD
1
TBD
TBD
Hours on Patrol
N/A
N/A
N/A
N/A
23,874
24,000
TBD
2,000
TBD
TBD
Number of Members
N/A
N/A
N/A
N/A
91
100
TBD
91
TBD
TBD
Number of New Members
N/A
N/A
N/A
N/A
N/A
9
TBD
1
TBD
TBD
Events
N/A
N/A
N/A
N/A
51
60
TBD
5
TBD
TBD
SHERIFF'S POSSE
Operational Hours
N/A
N/A
N/A
N/A
1,328
1,400
TBD
117
TBD
TBD
Training Hours
N/A
N/A
N/A
N/A
161
165
TBD
14
TBD
TBD
MOUNTED POSSE
Number of Members
N/A
N/A
N/A
34
34
34
TBD
34
TBD
TBD
Number of New Members
N/A
N/A
N/A
N/A
N/A
0
TBD
0
TBD
TBD
Events
N/A
N/A
N/A
71
108
90
TBD
8
TBD
TBD
Operational Hours
N/A
N/A
N/A
2,063
1,823
1,800
TBD
150
TBD
TBD
Training Hours
N/A
N/A
N/A
459
1,318
720
TBD
60
TBD
TBD
35
Community OUtreach (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Fire Prevention Presentations
N/A
N/A
348
384
319
350
TBD
29
TBD
TBD
Community Events Participants Interactions
N/A
N/A
18,000
21,533
11,965
15,000
TBD
1,250
TBD
TBD
Classroom Participants Interactions
N/A
N/A
17,002
19,705
18,179
15,000
TBD
1,250
TBD
TBD
CPR Classes
N/A
N/A
75
105
139
100
TBD
8
TBD
TBD
Child Safety Seat Checks/Installation
N/A
N/A
353
532
434
400
TBD
33
TBD
TBD
Fire Setter Workshops
N/A
N/A
24
19
20
20
TBD
2
TBD
TBD
Referrals Received Juvenile Firesetters
N/A
N/A
118
99
86
100
TBD
8
TBD
TBD
Referred Juveniles who attended Workshops
N/A
N/A
101
67
76
75
TBD
6
TBD
TBD
Additional Family Members at Workshops
N/A
N/A
152
109
134
125
TBD
10
TBD
TBD
Senior Education Programs
N/A
N/A
N/A
N/A
57
150
TBD
13
TBD
TBD
Senior Education Programs Participants
N/A
N/A
N/A
N/A
1,954
2,500
TBD
208
TBD
TBD
Just Drive Presentations
N/A
N/A
N/A
N/A
6
6
TBD
1
TBD
TBD
Just Drive Presentations Participants
N/A
N/A
N/A
N/A
1,147
1,000
TBD
83
TBD
TBD
Buckle Up Presentations
N/A
N/A
N/A
N/A
9
10
TBD
1
TBD
TBD
Buckle Up Presentations Participants
N/A
N/A
N/A
N/A
9,600
9,000
TBD
750
TBD
TBD
Total Participants Contacts
N/A
N/A
35,002
41,238
30,144
30,000
TBD
2,500
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Smoke Detector Installation
N/A
N/A
N/A
N/A
N/A
500
TBD
41
TBD
TBD
Station Tours
N/A
N/A
N/A
N/A
N/A
70
TBD
6
TBD
TBD
Station Tour Participants
N/A
N/A
N/A
N/A
N/A
1000
TBD
124
TBD
TBD
Fire Prevention & Public
Education Programs
Indicator
District Prevention &
Education Programs
36
Community OUtreach (Cont’d)
Neighborhood Events
37
38
PROMOTING DIVERSITY 2014
BSO:4
Promoting Diversity
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
N/A
N/A
N/A
N/A
4,468
4,750
TBD
4,750
TBD
TBD
Purchasing Bureau
Total number of registered
vendors
NOTES: The target represents a total number at the designated points in time and not an increase (this was in accordance with the direction given to us.) Thus, the monthly and yearly target for the Performance Measure
of “Total number of registered vendors” is the same (5,000) whether this is looked at on January 31, June 30 or at any other point in time during the next year. The same would be true in terms of “Total number of CBE/SBE
vendors.”
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
CERT Classes
N/A
N/A
12
26
35
20
TBD
2
TBD
TBD
CERT Participants
N/A
N/A
150
344
1,612
650
TBD
54
TBD
TBD
Explorer Classes
N/A
N/A
91
145
141
125
TBD
10
TBD
TBD
Explorer Participants
N/A
N/A
1,105
2,406
2,010
1,500
TBD
125
TBD
TBD
Reserve Classes
N/A
N/A
12
12
12
12
TBD
1
TBD
TBD
Reserve Participants
N/A
N/A
300
312
360
300
TBD
25
TBD
TBD
Program
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Create an automated applicant flow/
adverse impact analysis system
N/A
N/A
N/A
N/A
N/A
24
TBD
2
TBD
TBD
Determine the impact of Alternative
Dispute Resolution (Mediation) on the # of
cases to EEOC
N/A
N/A
N/A
N/A
N/A
36
TBD
3
TBD
TBD
Conduct EEO Training agency-wide
N/A
N/A
N/A
N/A
90 hrs
250 hrs
TBD
21 hrs
TBD
TBD
Reduce EEO complaints within the agency
25
37
50
54
40
35
TBD
3
TBD
TBD
Increase EEO Community Involvement/
Activities
4
4
7
9
12
120
TBD
10
TBD
TBD
EEO
39
40
BSO CULTURE 2014
BSO:5 CHANGING
THE
Changing the BSO Culture
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Number of Certified Specialists
N/A
N/A
N/A
N/A
17
34
TBD
34
TBD
TBD
Number of Outreach Contacts/HMIS Entries
N/A
N/A
N/A
N/A
N/A
4,500
TBD
375
TBD
TBD
Number of Placements
N/A
N/A
N/A
N/A
N/A
1,000
TBD
83
TBD
TBD
Number of Members
N/A
N/A
N/A
N/A
208
300
TBD
300
TBD
TBD
Number of new CIT members receiving
CIT training
N/A
N/A
N/A
N/A
32
77
TBD
6
TBD
TBD
CIT calls for service involving the mentally ill
N/A
N/A
N/A
N/A
N/A
1,500
TBD
125
TBD
TBD
Youth & Neighborhood Services
HOMELESS OUTREACH INITIATIVE
CRISIS INTERVENTION TEAM
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Positions Consolidated
N/A
N/A
N/A
N/A
1
2
TBD
3
TBD
TBD
Positions Civilianized
N/A
N/A
N/A
N/A
2
2
TBD
2
TBD
TBD
Vendor Open Bidding Opportunities
N/A
N/A
1
1
4
3
TBD
3
TBD
TBD
Number of Private Public Partnerships
N/A
N/A
N/A
N/A
8
10
TBD
8
TBD
TBD
Number of Capital Improvement Plans
N/A
N/A
N/A
N/A
1
1
TBD
0
TBD
TBD
Management Items
41
42
ACCOUNTABILITYAND EFFICIENCY 2014
BSO:6 FINANCIAL
Financial Accountability and Efficiency
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
N/A
N/A
N/A
N/A
94.20%
95%
TBD
95%
TBD
TBD
1.39 mins
1.30
mins
2.02
mins
3.11
mins
3.19
mins
<2.00mins
TBD
<2.00mins
TBD
TBD
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
TBD
TBD
TBD
TBD
Information Technology Division
Maintain the Department of Justice’s
standard of 95% or better accuracy for
geo-coding addresses generated in
incident reports
Time to answer Help Desk call
NOTES: Row # 1 - The OSSI RMS was fully implemented in October 2013. Data is not available prior to that period. Chart attached herewith.
Row # 2 - The 2014 target is the average of the past five years. Charts attached herewith.
Indicator
09
10
11
12
13
2014
Target
Planning and Development
Number of capital projects in progress
per month
N/A
N/A
N/A
N/A
N/A
11-BSO
TBD
N/A *Projects
are based on an
annual calendar,
not monthly.
Quarterly percentage of capital projects
on schedule
N/A
N/A
96%
99%
98%
98%
TBD
Quarterly 98%
43
Financial Accountability and Efficiency (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
N/A
N/A
N/A
N/A
55%
10%
TBD
10%
TBD
TBD
$6,483,073
$5,975,377
$5,896,856
$6,762,791
$6,181,871
$7,125,000
TBD
$575,000
TBD
TBD
Miles per gallon (Marked)
10.6
10.2
10.1
10.1
9.47
10
TBD
10
TBD
TBD
Miles per gallon (Unmarked)
16.9
17.1
15.2
16.2
14.54
15
TBD
15
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Percentage of Invitations to Bid
awarded within forty five (45) days
from date of posting
N/A
N/A
N/A
N/A
86%
90%
TBD
90%
TBD
TBD
Percentage of properly completed
Purchasing Bureau RLS Approval
forms processed within three (3)
days of request
N/A
N/A
N/A
N/A
N/A
90%
TBD
90%
TBD
TBD
Total number of registered
vendors
N/A
N/A
N/A
N/A
4,468
4,750
TBD
4,750
TBD
TBD
Asset Management Division
Percentage of vehicles past
recommended life cycle
Variance of anticipated
maintenance costs
Indicator
Purchasing Bureau
NOTES: The target represents a total number at the designated points in time and not an increase (this was in accordance with the direction given to us.) Thus, the monthly and yearly target for the Performance Measure
of “Total number of registered vendors” is the same (5,000) whether this is looked at on January 31, June 30 or at any other point in time during the next year. The same would be true in terms of “Total number of CBE/SBE
vendors.”
44
Financial Accountability and Efficiency (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
96
125
163
116
90
100
TBD
100
TBD
TBD
Number of active grants
N/A
N/A
N/A
N/A
90
100
TBD
100
TBD
TBD
Total number of grants applied for
N/A
N/A
N/A
N/A
22
24
TBD
2
TBD
TBD
Total grant dollars by all funding
sources
54,000,000
62,173,000
55,373,325
70,000,000
38,097,236
40,002,098
TBD
N/A
TBD
TBD
Total grant dollars by individual
funding source - FEDERAL
N/A
N/A
N/A
N/A
$16,320,885
$16,800,881
TBD
N/A
TBD
TBD
Total value of grants - STATE
N/A
N/A
N/A
N/A
$16,516,944
$17,320,908
TBD
N/A
TBD
TBD
Total grant dollars by individual
funding source - OTHER
N/A
N/A
N/A
N/A
$5,259,407
$5,520,289
TBD
N/A
TBD
TBD
Number of new/renewal grants
awarded
N/A
N/A
N/A
N/A
29
35
TBD
3
TBD
TBD
Total number of grants awarded to
all the commands
N/A
N/A
N/A
N/A
90
100
TBD
100
TBD
TBD
Total number of grants awarded
by command - DETENTION /
COMMUNITY PROGRAMS
N/A
N/A
N/A
N/A
9
12
TBD
12
TBD
TBD
Total number of grants awarded by
command - DLE
N/A
N/A
N/A
N/A
76
76
TBD
78
TBD
TBD
Grants Management
Total Number of grants managed
NOTES:
Row 2 - Historically we have not tracked the number of active grants so this data is not available prior to 2013
Row 3 - Historically we have not tracked the number of grant applications so this data is not available prior to 2013
Row 4 - We need additional time to research the historical amounts for this
Row 5 - Historically we did not track this indicator
Row 6 - Historically we did not track this indicator
Row 7 - This includes local, foundation and trust fund awards.
Row 8 - For the historical portion of this we captured the numbers very differently
45
OF
PUBLIC
SAFETY TO CITIZENS AND BUSINESSES 2014
BSO:7 IMPROVED DELIVERY
46
Improved Delivery of PUblic Safety to Citizens and Businesses
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
973,627
931,691
944,153
963,995
1,002,787
963,251
TBD
N/A
TBD
TBD
Communications
Call Volume 911
Call Volume Non-Emergency
1,484,282
1,487,162
1,438,276
1,429,971
1,289,350
1,425,809
TBD
N/A
TBD
TBD
P1 Benchmark
N/A
N/A
N/A
N/A
N/A
90/101
TBD
90/10
TBD
TBD
P3 Benchmark
N/A
N/A
N/A
N/A
N/A
90/902
TBD
90/90
TBD
TBD
Personnel Below Staffing
N/A
N/A
N/A
N/A
N/A
27
TBD
52
TBD
TBD
Current Training Academy
49
27
27
5
41
50
TBD
N/A
TBD
TBD
Current Training Graduated
N/A
N/A
N/A
N/A
N/A
N/A
TBD
N/A
TBD
TBD
Current In Service Training
N/A
N/A
N/A
N/A
N/A
N/A
TBD
N/A
TBD
TBD
505.212
435,789
407,520
379,940
319,076
409,508
TBD
N/A
TBD
TBD
Teletype Requests
Local Hits
9,114
8,206
7,912
7,758
8,788
8,357
TBD
N/A
TBD
TBD
FCIC/NCIC Hits
11,750
10,354
9,397
8,312
9,581
9,867
TBD
N/A
TBD
TBD
Audio Evidence Tapes Completed
6,328
6,753
7,049
7,441
7,155
6,946
TBD
N/A
TBD
TBD
90/10 means 90% of calls answered within 10 seconds
2
90/90 is a benchmark that 90% of calls will be processed within 90 seconds
1
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
N/A
350
381
393
372
440
TBD
36
TBD
TBD
Media Incident Alerts
N/A
336
360
343
261
240
TBD
20
TBD
TBD
News Media Events
N/A
41
16
21
21
24
TBD
2
TBD
TBD
Public Information Office
News Releases
On-Scene Responses
N/A
N/A
N/A
126
188
160
TBD
13
TBD
TBD
Public Records Requests
N/A
N/A
N/A
N/A
N/A
3,000
TBD
250
TBD
TBD
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Vehicle Requisitions
N/A
N/A
N/A
N/A
N/A
TBD
TBD
$125,000
TBD
TBD
Vehicle Hours Out of Service
N/A
N/A
N/A
N/A
N/A
TBD
TBD
20,000
TBD
TBD
Building Requisitions
N/A
N/A
N/A
N/A
$118,314
$125,000
TBD
$10,417
TBD
TBD
Small Tool & Equipment Requisitions
N/A
N/A
$50,056
$55,658
$89,444
$75,000
TBD
$6,250
TBD
TBD
Logistics Orders *(Internal & External)
N/A
N/A
7,992
6,644
6,363
7,000
TBD
583
TBD
TBD
Logistics Orders Value
N/A
N/A
$2,961,206
$2,858,333
$3,019,573
$3,000,000
TBD
$250,000
TBD
TBD
Logistics & Special Services
47
Improved Delivery of PUblic Safety to Citizens and Businesses (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
100 Fires
N/A
N/A
646
694
649
650
TBD
54
TBD
TBD
200 Overpressure Ruptures,
Explosions, Overheat
N/A
N/A
14
13
16
15
TBD
1
TBD
TBD
300 Rescue & Emergency Medical
Services
N/A
N/A
24506
34,054
33480
33,000
TBD
2,750
TBD
TBD
400 Hazardous Conditions
N/A
N/A
828
954
861
900
TBD
75
TBD
TBD
500 Service Calls
N/A
N/A
1734
2,667
2924
2,500
TBD
208
TBD
TBD
600 Good Intent Calls
N/A
N/A
3200
4,336
4831
5,000
TBD
417
TBD
TBD
700 False Alarm Calls
N/A
N/A
1969
2,491
2333
2,500
TBD
208
TBD
TBD
800 Severe Weather
N/A
N/A
6
8
6
6
TBD
1
TBD
TBD
900 Special Incident
N/A
N/A
19
30
5
20
TBD
2
TBD
TBD
Total NFRIS Incidents
N/A
N/A
32,922
45,247
45,105
44,591
TBD
3,716
TBD
TBD
Fire Loss
N/A
N/A
$3,223,261
$2,884,713
$4,588,306
$3,500,000
TBD
$291,667
TBD
TBD
Property Saved
N/A
N/A
$18,075,087
$8,101,966
$18,692,055
$14,956,369
TBD
$1,246,364
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
ALS 1 Transport (05)
N/A
N/A
14,467
20,843
18,686
18,000
TBD
1,500
TBD
TBD
ALS 2 Transport (06)
N/A
N/A
298
363
330
300
TBD
25
TBD
TBD
BLS, Transport (01)
N/A
N/A
3,245
3,591
4,563
4,000
TBD
333
TBD
TBD
Rotary Wing
N/A
N/A
206
193
175
200
TBD
17
TBD
TBD
Total Transports
N/A
N/A
18,216
24,990
23,754
23,000
TBD
1,917
TBD
TBD
Trauma Alert
N/A
N/A
74
3
81
75
TBD
6
TBD
TBD
High Index
N/A
N/A
N/A
41
39
25
TBD
2
TBD
TBD
NFRIS Incidents
Indicator
Emergency Medical Services
48
Improved Delivery of PUblic Safety to Citizens and Businesses (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Plans Reviewed
N/A
N/A
N/A
3,433
3,869
4,000
TBD
333
TBD
TBD
New Construction Inspections
N/A
N/A
N/A
3,285
2,377
2,500
TBD
208
TBD
TBD
Existing Occupancies Annual
Inspections
N/A
N/A
N/A
12,672
12,751
12,750
TBD
1,063
TBD
TBD
Annual Re-Inspections
N/A
N/A
N/A
3,181
3,770
3,500
TBD
292
TBD
TBD
Complaint Inspection/Investigations
N/A
N/A
N/A
666
996
750
TBD
63
TBD
TBD
Fire Investigations
N/A
N/A
N/A
83
108
100
TBD
8
TBD
TBD
Fire Safety Education Presentations
N/A
N/A
N/A
406
216
300
TBD
25
TBD
TBD
Fire Safety Education Presentations
Attendance
N/A
N/A
N/A
27,476
17,303
20,000
TBD
1,667
TBD
TBD
AHJ/Joint Annual Safety Inspections
N/A
N/A
N/A
1
2
2
TBD
0
TBD
TBD
Annual Hotwork Inspections
N/A
N/A
N/A
14
35
25
TBD
2
TBD
TBD
Hazardous Commodity Reviews
N/A
N/A
N/A
7,097
14,204
10,000
TBD
833
TBD
TBD
Work Permit Issuance & Inspections
N/A
N/A
N/A
106
304
250
TBD
21
TBD
TBD
Special Hazard Inspections
N/A
N/A
N/A
13
44
30
TBD
3
TBD
TBD
Mobile Fueler FAR Part 139
Inspections
N/A
N/A
N/A
N/A
*1019
1,000
TBD
83
TBD
TBD
FMO District Workload
*Fueller Surveillance added CY 2013
49
Improved Delivery of PUblic Safety to Citizens and Businesses (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Hydrants Inspected
N/A
N/A
6,686
6,477
7,958
7,000
TBD
583
TBD
TBD
Hydrant Markers Placed
N/A
N/A
N/A
N/A
11
200
TBD
17
TBD
TBD
Hydrants Needing Service
N/A
N/A
1
4
16
25
TBD
2
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Fire Department Casualty
N/A
N/A
134
166
125
100
TBD
N/A
TBD
TBD
Civilian Casualty
N/A
N/A
14
10
17
10
TBD
N/A
TBD
TBD
Fire Department Fatality
N/A
N/A
N/A
0
0
0
TBD
N/A
TBD
TBD
Civilian Fatality
N/A
N/A
2
2
2
2
TBD
N/A
TBD
TBD
Hydrants
Indicator
Casualty (Injury) & Fatality
Statistics
Fire Station Exteriors and Interiors (Photos by PGAL)
50
Improved Delivery of PUblic Safety to Citizens and Businesses (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Items Received
169,999
166,602
164,383
173,433
205,968
181,335
TBD
15,111
TBD
TBD
Items Disposed
103,804
112,354
109,038
154,858
93,707
113,800
TBD
9,483
TBD
TBD
Total Items on Hand
687,084
741,886
788,859
838,314
946,155
771,340
TBD
64,278
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
815
1,200
1,300
843
1,500
1,600
TBD
125
TBD
TBD
Crime Scene Case Reports
1,101
1,400
1,500
1,064
1,450
1,500
TBD
121
TBD
TBD
Man-hours Expended on Cases
10,362
15,000
16,400
10,542
19,000
20,000
TBD
1,583
TBD
TBD
Latent Prints of Value Submitted
271
478
500
526
550
600
TBD
46
TBD
TBD
Latent Print Identifications
64
90
110
65
185
200
TBD
15
TBD
TBD
BrassTRAX Cartridge Casing Entries
991
1,130
3,000
1,185
3,000
3,500
TBD
250
TBD
TBD
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Number of Taped Statement Received
for Transcription
10,000
10,000
6,964
6,964
6,000
6,500
TBD
500
TBD
TBD
Number of Pages Transcribed by Us
50,000
50,000
31,448
31,448
27,073
30,000
TBD
2,256
TBD
TBD
Number of Pages Transcribed by
Others
25,000
25,000
31,760
31,760
27,385
30,000
TBD
2,282
TBD
TBD
Number of Cases Filed
2,250
2,250
2,647
2,647
2,100
2,300
TBD
175
TBD
TBD
Percent of Cases filed by Deadline
100%
100%
100%
100%
100%
100%
TBD
100%
TBD
TBD
Evidence Control
Indicator
Crime Scene
Crime Scenes Worked (Lead)
# of Cases
Investigative Projects
51
Improved Delivery of PUblic Safety to Citizens and Businesses (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
civil
Writs of Bodily Attachments
Received
1,326
1,384
1,551
1,294
1,233
N/A
TBD
N/A
TBD
TBD
191
221
221
157
216
25%
TBD
N/A
TBD
TBD
Received
12,821
13,557
13,068
13,136
11,901
N/A
TBD
N/A
TBD
TBD
Served
12,625
13,173
12,763
12,738
11,803
95%
TBD
N/A
TBD
TBD
Received
8,403
7,233
7,408
7,926
8,643
N/A
TBD
N/A
TBD
TBD
Served
4,423
4,273
4,567
4,736
5,015
60%
TBD
N/A
TBD
TBD
Received
164,302
149,878
145,487
144,023
138,029
N/A
TBD
N/A
TBD
TBD
Served
123,242
113,431
108,641
110,480
106,479
80%
TBD
N/A
TBD
TBD
Served
Writs of Possession
Protective Injunctions
General Non-Enforceable
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
8
13
14
12
20
25
TBD
2
TBD
TBD
Number of accreditation standards in
mandatory compliance
N/A
231
246
370
531
531
TBD
TBD
TBD
TBD
Number of accreditation standards in
other than mandatory compliance
N/A
94
94
101
211
211
TBD
TBD
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
N/A
N/A
N/A
N/A
21
8
12
9
18
10
18
10
TBD
TBD
1.5
0.8
TBD
TBD
TBD
TBD
N/A
N/A
33
37
39
39
TBD
3.3
TBD
TBD
N/A
N/A
28
11
17
17
TBD
1.4
TBD
TBD
Public Records/Policy Requests
Handled
N/A
N/A
184
143
111
111
TBD
9.3
TBD
TBD
Forms Completed
N/A
N/A
N/A
102
116
116
TBD
9.7
TBD
TBD
Staff Inspections
Number of staff inspections and
special projects including accreditation
compliance inspections, reports, and
compliance checks of facilities
Indicator
Policy and Research
General Orders Completed
Operations Orders Completed
Standard Operating Procedures
Completed
Administrative Orders Issued
52
Improved Delivery of PUblic Safety to Citizens and Businesses (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Field Training Deputy (DLE)
51
N/A
N/A
N/A
51
56
TBD
56
TBD
TBD
Field Training Deputy (DOD)
20
N/A
N/A
N/A
20
18
TBD
18
TBD
TBD
Recruits FTD Program (DLE)
2
N/A
N/A
N/A
82
Determined by HR
TBD
N/A
TBD
TBD
Recruits FTD Program (DOD)
1
N/A
N/A
N/A
20
Determined by HR
TBD
N/A
TBD
TBD
FTD Eligibility List (DLE)
5
N/A
N/A
N/A
6
12
TBD
12
TBD
TBD
FTD Eligibility List (DOD)
0
N/A
N/A
N/A
N/A
6
TBD
6
TBD
TBD
Training
Indicator
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Total Complaints Received
N/A
N/A
N/A
938
819
TBD
TBD
TBD
Assigned IA Investigations
N/A
N/A
N/A
352
159
TBD
TBD
TBD
Assigned PII Investigations
N/A
N/A
N/A
155
197
TBD
TBD
TBD
Investigations Cleared
N/A
N/A
N/A
508
344
TBD
TBD
TBD
Inmate Legal Advocate Cases
N/A
N/A
N/A
N/A
89
TBD
TBD
TBD
Use of Force Reviews
N/A
N/A
N/A
757
712
TBD
TBD
TBD
Pursuit Reviews
N/A
N/A
N/A
N/A
N/A
TBD
TBD
TBD
EIP Reports Generated
N/A
N/A
N/A
34
16
TBD
TBD
TBD
09
10
11
12
13
2014
YTD Actual
Monthly
Actual
Trend
Complaints Received
N/A
N/A
N/A
N/A
38
TBD
TBD
TBD
Investigations Initiated
N/A
N/A
N/A
N/A
11
TBD
TBD
TBD
Assist Other Agencies
N/A
N/A
N/A
N/A
2
TBD
TBD
TBD
SAO / USAO Submissions
N/A
N/A
N/A
N/A
14
TBD
TBD
TBD
Prosecution Initiated
N/A
N/A
N/A
N/A
10
TBD
TBD
TBD
Crime Stopper Tips
N/A
N/A
N/A
N/A
6
TBD
TBD
TBD
Internal Affairs
Indicator
Public Corruption
53
54
AND
YOUTH
RECIDIVISM INITIATIVES 2014
BSO:8 ADULT
Adult and Youth Recidivism Initiatives
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
1,273
1,055
888
651
925
1,450
TBD
120
TBD
TBD
Drug Treatment C Program (DTCP)
NA
115
182
133
93
300
TBD
25
TBD
TBD
In Custody
248
2,676
2,855
3,255
9,069
2,760
TBD
230
TBD
TBD
Mental Health
892
784
552
391
403
400
TBD
33
TBD
TBD
Probation
13,746
10,536
9,130
7,973
8,183
15,600
TBD
1,300
TBD
TBD
PreTrial
5,696
5,003
5,075
3,944
3,382
3,900
TBD
320
TBD
TBD
Day Report and ReEntry
1,639
1,614
1,338
1,340
1,401
1500
TBD
125
TBD
TBD
TOTALS
23,494
21,783
20,020
17,687
23,456
25,910
TBD
2,153
TBD
TBD
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Drug Court
824
770
647
571
600
N/A
TBD
1,000
TBD
TBD
Drug Treatment C Program (DTCP)
NA
36
144
149
169
N/A
TBD
300
TBD
TBD
In Custody
117
285
291
298
268
N/A
TBD
215
TBD
TBD
Mental Health
298
277
254
280
265
N/A
TBD
288
TBD
TBD
Probation
7,013
5,653
4,859
4,249
4,216
N/A
TBD
4,300
TBD
TBD
PreTrial
2,819
2,758
2,684
2,546
1,987
N/A
TBD
3,000
TBD
TBD
Day Report and ReEntry
1,061
872
864
833
933
N/A
TBD
1,100
TBD
TBD
TOTALS
12,132
10,651
9,743
8,926
8,438
N/A
TBD
10,203
TBD
TBD
NEW CLIENTS MONTHLY
Drug Court
Indicator
Average Daily Population
55
Adult and Youth Recidivism Initiatives (Cont’d)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
Drug Court
79%
80%
82%
86%
81%
75%
TBD
75%
TBD
TBD
Drug Treatment C Program (DTCP)
N/A
N/A
56%
42%
48%
45%
TBD
45%
TBD
TBD
InCustody Behavioral Health
92%
94%
95%
91%
92%
80%
TBD
80%
TBD
TBD
Mental Health
N/A
N/A
N/A
N/A
N/A
N/A
TBD
N/A
TBD
TBD
Probation
72%
64%
65%
67%
71%
70%
TBD
70%
TBD
TBD
PreTrial
69%
65%
63%
61%
63%
70%
TBD
70%
TBD
TBD
Day Report and ReEntry
79%
78%
77%
81%
77%
83%
TBD
83%
TBD
TBD
sUCCESS cOMPLETION rATE (cLIENTS)
Indicator
09
10
11
12
13
2014
Target
2014
YTD Actual
Monthly
Target
Monthly
Actual
Trend
$471,639.00
$410,411.00
$333,048.00
$307,457.00
$302,151.00
$300,000.00
TBD
$25,000
TBD
TBD
Drug Treatment C Program
(DTCP)
N/A
$6,298.00
$31,953.00
$39,749.00
$41,069.00
$18,000.00
TBD
$1,500.00
TBD
TBD
InCustody Behavioral
Health (Mental)
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
Mental Health
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
$3,595,715.00
$3,401,363.00
$2,980,093.00
$2,812,378.00
$2,635,088.00
$3,000,000.00
TBD
TBD
TBD
TBD
$48,289.00
$136,805.00
$116,789.00
$97,152.00
$70,116.00
$72,000
TBD
$6,000
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
$4,115,643.00
$3,954,877.00
$3,461,883.00
$3,256,736.00
$3,048,424.00
$3,390,000.00
TBD
TBD
TBD
TBD
fEES
Drug Court
Probation
PreTrial
Day Report and ReEntry
TOTALS
56
Adult and Youth Recidivism Initiatives (Cont’d)
Inmate Work Crew
57
58
IN Memoriam
BSO
Honorees (End of Watch)
Honorees
End of Watch
TOWN MARSHAL JOHN CLIFTON
March 7, 1914
TOWN MARSHAL W. LOUIS COX
August 24, 1915
DEPUTY ARTHUR FILLEBROWN
August 26, 1957
DEPUTY JAMES HILLBERRY
December 4, 1964
OFFICER JERRY GENOVA
November 14, 1972
“We will never forget that you gave your all
OFFICER JAMES THOMAS
April 19, 1977
The day you responded and answered the call
DEPUTY ROBERT MILLIGAN
August 12, 1978
You knew there were dangers but you still chose to go
DEPUTY JOSEPH CONTE
July 11, 1979
DEPUTY WORTH EDWARDS
March 15, 1980
DEPUTY TONY YANNIELLO
October 18, 1984
PARAMEDIC GARY LISZEWSKI
January 22, 1987
DEPUTY JOHN “JACK” GREENEY
February 17, 1990
OFFICER SCOTT WINTERS
July 29, 1990
DEPUTY PATRICK BEHAN
November 13, 1990
DEPUTY MICHAEL METROKA
December 15, 1997
BATTALION CHIEF RICHARD KORTE
October 3, 1999
DEPUTY MICHAEL DOANE
December 24, 1999
DRIVER ENGINEER TIMOTHY SCHAEFER
February 28, 2001
LT. MAJOR HALLMON, JR.
January 4, 2002
DEPUTY PHILIP BILLINGS
April 6, 2003
CAPTAIN RAYMOND KERR
August 8, 2003
DEPUTY TODD FATTA
August 19, 2004
PARAMEDIC SHERMAN NEWBERRY
January 3, 2005
LT. RICK SCORGIE
May 27, 2005
DEPUTY RYAN CHRISTOPHER SEGUIN
February 15, 2006
LT. MARK FREEMAN
March 30, 2006
DEPUTY BRIAN KEITH TEPHFORD
November 12, 2006
DRIVER ENGINEER MICHAEL B. DOUTHITT
July 13, 2007
SERGEANT CHRISTOPHER REYKA
August 10, 2007
DEPUTY PAUL REIN
November 7, 2007
DEPUTY CHRISTOPHER SCHAUB
September 26, 2012
DEPUTY DANIEL RIVERA
September 21, 2013
We’ll forever be grateful to you, our heroes”
-BSO Chaplain Knowles, Senior Chaplain
Sheriff Scott J. Israel at the 7th Annual Fallen Heroes Ceremony
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2013 ANNUAL REPORT
BROWARD SHERIFF’S OFFICE
Scott J. Israel, Sheriff | Stephen Kinsey, Colonel, Undersheriff | Angelo Castillo, Executive Director, Department of Strategic Planning & Situational Analysis, BSO
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