Strategic Plan FY FY

Strategic Plan FY 2016-17 – FY 2020-21 Office of the Sheriff Executive Bureau, Sheriff Mike Scott Legal Services Executive Bureau, Chief Legal Counse...
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Strategic Plan FY 2016-17 – FY 2020-21 Office of the Sheriff Executive Bureau, Sheriff Mike Scott Legal Services Executive Bureau, Chief Legal Counsel John Holloway Professional Standards Division, Commander Traci Estep CALEA Accreditation, Manager Tanya Tanner; Central Records and Warrants Division, Director Cherrie McAbee; Inspections, Capt. Ron Curtis; Internal Affairs Section; Human Resources Division, Administrator Cari Turner; Training Division, Capt. Tim Short Public Information Office, Lt. Jeff Dektas Public Services Division, Commander Morgan Bowden Community Relations Section, Director Stacey Payne; Public Services Section, Capt. Shawn Ramsey Special Assistant to the Sheriff, Capt. Carmine Marceno Corrections Executive Bureau, Colonel Thomas Eberhardt Corrections Bureau Core Site, Major Scott Hall; Core Division, Capt. Mia Rodgers; CPU, Capt. Chris Velez; Inmate Programs Educational Services, Capt. Scott Brock; Investigations Section, Capt. Jim Leavens Corrections Bureau Downtown Site, Major James Barraco Court Operations Division, Commander Jim Jones and Capt. Scott Ciresi; Juvenile Assessment Center, Administrator Bill Naylor; Main Jail Division, Capt. Kevin Koller; Security & Inspections, Capt. Craig Bennetti; Support, Director Rhonda Sewall Law Enforcement Executive Bureau, Colonel Thomas Ellegood Criminal Investigations Bureau, Major Eric Smith and Commander John Haberman Civil Section, Capt. Adam Sedwick; Economic Crimes Unit, Capt. Kevin Ferry; Forensics Division, Capt. Rick Joslin; Highway Interdiction, Capt. Pete Hedrick; Major Crimes Division, Capt. Bill Murphy; Robbery/Grand Theft Auto, Lt. Matt Monahan; Special Investigations Division, Capt. Richard Snyder Patrol Bureau, Major Kathryn Rairden and Commander Randy Crone North District, Capt. Chris Reeves; East District, Capt. Todd Garrison; West District, Capt. Matt Powell; South District, Capt. Keith Day; Central District, Capt. Brian Jakacki; Island Coastal District, Capt. Matt Herterick Air Operations, Commander Mike Warner; Ancillary Services Unit, Lt. DeDe Petracca; Communications Division, Director Sherry Groff; Operational Support Division; Tactical Support Division, Capt. Scott Lucia; Watch Commanders Division, Capt. Mark Cohen; Youth Services Division, Capt. Mike Miller Civilian Operations Executive Bureau, Director William C. Bergquist Budget Division, Director Annmarie Reno; Finance Division, Director Crystal Gambino; Fleet Management Division, Director Rusty Hillman; Personnel Services Division, Director Dawn Heikkila; Planning and Research Division, Director Stan Nelson; Purchasing Division, Director Jenna Clark; Star Care Clinic, Director Connie Metzger; Technical Support and Facilities Division, Director Kathi Murray

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Strategic Plan FY 2016-17 – FY 2020-21 The Mission, Vision and Motto of the Lee County Sheriff’s Office Contents: Mission 2015 Goals………………………………

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Population and Service Trends…………

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Crime Trends……………………………

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Inmate Population Trends………………

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To safeguard lives and property; respectfully enforce the laws of the land; and, work cooperatively to lessen the impact of crime on the lives of residents and visitors in Lee County. Vision

Operating Budget Trends………………

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Employee Hiring and Turnover…………

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Open Positions…………………………

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The Lee County Sheriff’s Office will work collaboratively with members of the community in order to improve and enhance the quality of life for everyone in Lee County. Our vision is consistent with the following principles:

Salary Disparity…………………………. 11 Employee Staffing Trends………………

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Proposed 5-Year Continuation Budget…

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Current Capital & Equipment Needs……

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Deferred Capital Improvements…………

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Multi-Year Projections…………………

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 Respect for human rights;  Economic well-being and high quality of life;  Reduction of crime, disorder and the fear of crime;  Community safety;  High standards for excellence and continuous improvement;  Sound fiscal management to ensure accountability to the public. Motto “Proud to serve” Code of Ethics Provide a safe and secure environment in partnership with the community. Adhere to a high degree of integrity and compassion while upholding the law of the State of Florida.

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Strategic Plan FY 2016-17 – FY 2020-21 2016 GOALS 1. Uphold Agency integrity through ongoing training, high professional standards and direct community involvement. The Office of the Sheriff provides the organizational structure of the Agency and the application of basic organizational principles such as ensuring unity of command, delineating responsibility, delegating authority and management principles of a general nature. Legal Services, Public Information, Public Services and Professional Standards, which includes Accreditation, Internal Affairs and Staff Inspections, are under the direction of the Sheriff. 2.

Enhance Corrections operations, facilities and services. The Corrections Bureau provides fair and equitable treatment to all people in its custody; operates facilities in a safe, secure and cost-effective manner; and, offers programs necessary to assist inmates’ successful reintegration into the community. Corrections personnel not only monitor the average daily inmate population but also provide voluntary educational and life-skills programs and opportunities to inmates. The Corrections Bureau includes the Ortiz Site Core and CPU Facilities, Downtown Jail, Juvenile Assessment Center as well as providing security for the judges and Justice Complex Center.

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Maintain Agency effectiveness through specialized investigations and service of judicial process. The Criminal Investigations Bureau conducts investigations on all referred offenses through the Forensics, Major Crimes and Special Investigations Divisions as well as oversees Highway Interdiction Operations and the Civil Section.

4. Ensure public safety through coordinated efforts by Patrol and specialty units. The function of the Patrol Bureau is to enforce laws of the land; the protection of life and property; to ensure public safety; prevent and deter criminal activity; and, conduct proactive patrol through aggressive law enforcement and community policing efforts. Patrol includes six district substations as well as Air Operations, Ancillary Services, Communications, Operational Support, Tactical Support, Watch Commanders and Youth Services. 5. Promote personal and professional improvement through employee wellness initiatives, sound fiscal management and technology support services. The Civilian Operations Bureau continues to promote sound fiscal management, strong leadership and organizational excellence to increase Agency efficiency and wellness. Members will work to strengthen inter-governmental relations, community relations, and internal and external communications. These tasks are accomplished through the Budget, Finance, Fleet Management, Personnel Services, Planning and Research, Purchasing, Star Care Clinic and Technical Support and Facilities Divisions.

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Strategic Plan FY 2016-17 – FY 2020-21 POPULATION & SERVICE TRENDS Population Growth 2006‐2015

18% 16% 14% 12% 10% 8% 6% 4% 2% 0%

Calls For Service Growth  2006‐2015

Service  Population 17.09% Fort  Myers 10.14%

35%

32.52%

30% 25%

Cape  Coral 7.77%

20%

18.07%

15% 10%

Sanibel 2.86%

5% 0%

Fort Myers Cape Coral

Sanibel

Service Population

 Public Initiated ‐ Reactive Calls Deputy Initiated ‐ Proactive Calls

After experiencing rare population declines in 2009 and 2010, Lee County is rapidly rebounding. The Cape Coral-Fort Myers metropolitan area was the third fastest growing metro area in the country between July 1, 2014, and July 1, 2015, with a growth rate of 3.3%, the U.S. Census Bureau reported. And the region’s growth shows no signs of slowing. The Bureau of Economic and Business Research projects that Lee County will gain an estimated 87,853 residents by 2020 and reach a total population of 1,003,956 people by 2035. The report suggests that the influx of new residents will change Lee County’s population demographics. Most notably, Southwest Florida is forecast to grow more diverse and older: The Hispanic population is projected to increase 97%, from 139,919 to 275,546 residents. Residents age 65 or older also are expected to grow by 82%, from 163,938 to 297,598. Finally, the number of school-age children are slated to grow 41%, from 92,349 to 130,966. These rapid changes have important implications for planning and public policy. Additional deputy manpower, training and capital items may be required to properly service the changing population (e.g. juvenile and elder programs and resources; public school capacity; special needs of residents with physical disabilities, including dementia and hearing impairment; diversity, civil rights and language training; additional crime prevention staffing and services).

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Strategic Plan FY 2016-17 – FY 2020-21 CRIME TRENDS The Lee County Sheriff’s Office has implemented a number of proactive strategies that contributed to the year over year decline in Part I crimes, the most serious of crimes.

Reactive & Proactive Calls for Service 650,000 550,000

219,647

265,050

299,583

280,079

272,132

267,317

285,010

286,389

246,442

259,343

450,000 350,000

230,556

242,101

239,538

230,348

231,337

230,180

233,798

233,619

2006

2007

2008

2009

2010

2011

2012

2013

281,966

305,527

2014

2015

250,000 150,000

 Public Initiated ‐ Reactive Calls

Deputy Initiated ‐ Proactive Calls



Proactive to reactive ratio: Deputy-initiated calls for service increased this past year by 5.2% from 246,442 to 259,343, part of a 18.1% increase between 2006 and 2015 – from 219,647 to 259,343. Citizen-initiated calls for service rose 8.3% from 281,966 to 305,527, part of a 32.5% increase between 2006 and 2015 – from 230,556 to 305,527. Proactive patrol is highly visible and a proven criminal deterrent. It encourages deputies to use analytical tools to better assess a problem and devise strategies to prevent or limit future criminal acts, thereby reducing the incidence of crime. In the past two years, proactive time has been limited by new software, increased call volume and vacant positions.



Community service aides: Community service aides (CSAs) enable patrol deputies to be more proactive by delegating the investigation of past occurred, nonviolent crimes and other secondary responsibilities to CSAs. District Commanders recently requested that CSA units be assigned to Patrol to improve district communication and workload assignment. These employees help reduce the workload of certified patrol. Because these employees are not law enforcement certified, there is a considerable Agency cost savings.



Volunteers: LCSO’s Volunteer Observer Impacting Community Effort (VOICE) Unit helps increase organizational efficiency. LCSO has 159 VOICE members who perform a diverse array of non-confrontational duties. These volunteers contributed 53,006 hours of time to the Agency, time valued at $1,222,848 based on the national volunteer rate of $23.07 an hour. Volunteers handle citizen complaint and worthless check calls, respond to traffic incidents, write reports and attend training. Volunteers received training on parking enforcement, coaching mature drivers, crimes on the elderly, safe manual traffic control, radio codes and signals, communication tactics, interview interrogations and traffic control.



Partnerships: LCSO employees work in partnership with members of the community to improve the quality of life in Southwest Florida. LCSO provides a wide range of community support through its Public Services Division, which includes crime prevention specialists, 6

Strategic Plan FY 2016-17 – FY 2020-21 Senior Services support staff, a Gated Community liaison, Citizen Academy courses and Do The Right Thing coordinator. District community policing deputies, Planning and Research personnel and the Lehigh Acres Community Initiative coordinator provide additional community support. This has resulted in improved communication and stronger working relationships between the community and the Agency. Unincorporated Lee County has seen a 28.6% consistent drop in its crime rate since 2011, which includes last year’s 7.8% decline. The crime rate is determined by dividing the number of crimes reported in unincorporated Lee County and Estero, Fort Myers Beach and Bonita Springs (which do not have municipal law enforcement) by the unincorporated population, then multiplying the sum by 100,000.

Crime Rate Per 100,000 Population 2,900 2,700 2,500 2,300 2,100 1,900 1,700 1,500

2,841 2,496 2,345 2,199 2,028

2011

2012

2013

2014

2015

The FBI requests that state and municipal law enforcement agencies track specific offenses, known as Part 1 crimes, which is compiled in the National Uniform Crime Report Program, a cooperative statistical effort to assess and monitor the nature and type of crime in the nation. They include murders, forced sex crimes, robbery, aggravated assault/stalking, burglary, larceny-theft and motor vehicle theft.

Total Part 1 Crimes  12,000  11,500  11,000  10,500  10,000  9,500  9,000  8,500  8,000

11,332  10,095  9,584  9,105  8,528 

2011

2012

2013

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2014

2015

Strategic Plan FY 2016-17 – FY 2020-21 INMATE POPULATION TRENDS Average daily population unexpectedly began to drop in 2008 in conjunction with the prolonged economic downturn. This trend is unlikely to continue as economic conditions improve. LCSO’s average daily population for its correctional facilities declined 26.5% from a high of 2,218 in 2008 to 1,629 in 2015. The Corrections Bureau responded to inmate population declines by significantly reducing authorized positions through attrition and by consolidating housing at the Core Facility. During this fiscal year Command Staff reduced Corrections staff allocations for juvenile housing in order to not impact additional staffing at this time.

Average Daily Inmate Population vs. Capacity 2,100 2,000 1,900

1,900 2,003

2,003

2,003

2,009

2,009

2,009

2,009

1,637

1,640

1,645

1,629

1,771

1,800

1,719

1,700 1,600 1,500

1,602 

1,602 

1,602 

1,607 

1,607 

1,607 

1,607 

2009

2010

2011

2012

2013

2014

2015

1,400

Average Daily Inmate Population

Capacity

80% Standard

As the county population grows and building industry rebounds, incarceration rates are expected to rise. LCSO’s correctional facilities have a total capacity of 2,009 beds. Inmate numbers have exceeded the 80% capacity standard every year since 2009. Because it takes a significant amount of time to hire, train and deploy new personnel, any rapid change in the average daily population could cause correctional operation inefficiencies. If the inmate population grows, LCSO will be required to add staffing to ensure employee and inmate safety and maintain its jail accreditation. As part of the county’s Capital Improvement Program (CIP), the Sheriff’s Office has requested to add dollars for the expansion of the Ortiz Facility in the coming years. This project is estimated to be approximately $100 million. The hiring process to staff the facility would need to begin at the ground breaking.

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Strategic Plan FY 2016-17 – FY 2020-21 OPERATING BUDGET TRENDS Adopted Budget 165,000,000 160,000,000 155,000,000 150,000,000 145,000,000

140,774,360

137,697,982

141,587,468

149,154,365

160,157,136

125,000,000

150,008,180

130,000,000

156,573,918

135,000,000

160,673,029

140,000,000

FY 08‐/09

FY 09/10

FY 10/11

FY 11/12

FY 12/13

FY 13/14

FY 14/15

FY 15/16

120,000,000

Lee County’s economic downturn dramatically impacted operational revenues of the Lee County Sheriff’s Office. Between FY 08/09 and FY 12/13, total general revenue funding declined by $57.6 million before beginning to rebound. Even today, LCSO’s FY 15/16 operational budget of $160.2 million is $500,000 lower than what it was seven years ago. 

Personnel: There currently are 1,600 budgeted positions: 1,093 certified and 507 civilian employees. In order to replenish manpower lost through cutbacks and attrition, LCSO is requesting a minimum of 35 additional positions each fiscal year from 2017-18 through 2020-21. New hires will be concentrated in Patrol based on service calls and demand and in Corrections with the increase in jail population.



Operating: LCSO will work with Lee County Administration and plan future operational costs based on the county’s continuation budget philosophy. Any unanticipated needs that arise outside of ongoing operations will be identified and discussed with Lee County Administration to determine how best to address the need. Examples of this may include unfunded state mandates, a potential federal mandate requiring that deputies wear body cameras or an unexpected jail population increase that would require staffing of vacant inmate pods and future expansion of correctional facilities and related staffing.



Capital: LCSO has been in constant catch-up mode, accommodating additional county growth and replacing delayed capital improvements and other needed projects. Total capital expenditure outlays will be $7.5 million in FY 16/17, with gradual reductions in subsequent years to the continuation budget allocation of $6.5 million a year. Continuation funding is used to maintain a replacement cycle for patrol vehicles, aviation upgrades, laptop computers, computer hardware and software, and food service equipment in our correctional facilities. Several critical areas need special attention in the coming fiscal year. 9

Strategic Plan FY 2016-17 – FY 2020-21 EMPLOYEE HIRING AND TURNOVER TRENDS The Lee County Sheriff’s Office has had a persistently high turnover rate for the past five years. On average, 111 employees leave each year for a variety of reasons. All employees who leave the Sheriff’s Office are asked to complete an exit interview. However, many do not and those who do are sometimes not forthcoming about their reasons for leaving. Based on limited employee feedback, relocation, other job opportunities, job dissatisfaction, inadequate staffing and higher pay are some of the primary reasons for voluntary separation. There were 119 separations in the last fiscal year and 556 separations between FY 10/11and FY 14/15. Fifty-four percent of these separations were categorized as “Resignation.”

Separation  by Years of Service 

Separation by Type F Y  2 0 1 0/ 11 ‐ F Y  2 0 1 4 /15

F Y  2 0 1 0/ 11 ‐ F Y  2 0 1 4 /15 2%

1% Appointment Withdrawn

14%

7% 6%

Death

Probation

5%

2‐5 years 24%

11‐15 years

7% 30%

54%

6‐10 years

16‐20 years

Resignation

21‐25 years

17% Retired

33%

26‐30 years 31+ years

Open positions As of April 14, 2016, LCSO had 110 open positions. To meet this challenge this agency is actively advertising, reinstituting the Southwest Florida Criminal Justice Academy sponsorship program, hosting on-site job fairs and attending local job recruiting event. Applicants for certified positions are required to undergo an initial screening, polygraph examination, thorough background check, psychological and medical evaluations and oral board interviews before receiving an offer of employment. Because of these stringent requirements, it takes an average of 114 days for a certified deputy to be hired. The hiring process for civilians and volunteers is less stringent, and subsequently requires less time to complete. On average, civilian hires take 98 days, while volunteers can be processed and hired in 32 days and put to work.

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Strategic Plan FY 2016-17 – FY 2020-21 For new hires who are not Florida law enforcement certified, the next step in the employment process is either the 21-week law enforcement class or 13-week basic corrections officer class at the Southwest Florida Criminal Justice Academy. Upon completion, corrections and law enforcement deputies receive 10 days, or 120 hours, of pre-deployment orientation with the LCSO Training Division before being assigned to a Field Training Officer. Law enforcement deputies receive 48 days, or 576 hours, of one-on-one training before being able to operate independently, while new correctional officers receive 34 days, or 408 hours, of one-on-one training before being able to operate independently. When each step is added up, hiring and training a new deputy can be a year-long process. The tremendous time commitment and cost to hire and train certified employees makes retention a high priority. The Lee County Sheriff’s Office has made reducing turnover and streamlining the hiring process a top priority in the coming years.

Five Year Turnover  FY 2010/11 ‐ FY 2014/15

11.41%

12.00% 10.00% 8.00% 6.00%

8.76% 8.12%

9.09% 8.29% 7.30%

7.82%

6.61% 5.41%

6.48%

4.00% 10/11

11/12 Agency Turnover

4.86% 12/13 Civilian Turnover

7.76%

7.62% 6.19% 13/14

6.08% 14/15

Certified Turnover

Agency turnover has averaged 7.24% over the past five years. Pay raises directly affect staff retention and morale. During the economic downturn, existing employees received no raises for five consecutive years while simultaneously the state of Florida began requiring employees to contribute to their retirement plan, which decreased take-home pay. A significant salary disparity exists with Lee County Sheriff’s Office deputies when compared to surrounding agencies. Reducing the salary disparity is equally important.

Salary disparity Salary disparity at the Lee County Sheriff’s Office has been a concern for more than a decade. The Mike Scott administration first raised the issue with the Board of County Commissioners in 2005, but discussions quickly were put on hold with the arrival of the Great Recession and need for countywide economic austerity. The return of a more robust economy has since prompted other Florida law enforcement agencies to raise starting salaries and provide cost of living increases, making it increasingly difficult for LCSO’s Human Resources Division to compete for new recruits and retain existing certified deputies seeking higher take home pay. In 2016 the 11

Strategic Plan FY 2016-17 – FY 2020-21 Planning and Research Division completed a salary and benefit comparison of multiple law enforcement agencies across Florida. It revealed the degree to which the Sheriff’s Office lags its peers in Lee County and the state of Florida. LCSO’s starting wage of $35,294 is $8,148 less than the average starting wage for other Florida law enforcement agencies. Based on this survey, the Lee County Sheriff’s office ranks second to last in starting salaries among eight police departments and 14 sheriff’s offices surveyed.

Salary and Net Salary* Range

Starting Salary

Lee County SO

Net Salary (Inc. Single Plan)

50,583 

50,211 

49,632 

47,860 

47,022 

46,552 

45,500 

43,992 

43,795 

43,340 

43,264 

42,286 

41,874 

41,841 

40,987 

40,726 

40,726 

40,650 

40,127 

39,520 

35,294 

 55,000  50,000  45,000  40,000  35,000  30,000  25,000  20,000  15,000

31,796 

* a f t e r  r e t i r e m e n t  &  h e a l t h  b e n e f i ts d e d uc ti ons

Net Salary (Inc. Family Plan)

Of the 22 agencies surveyed, only the Lee County Sheriff’s Office and the Charlotte County Sheriff’s Office offer 100% paid health care coverage to both the employee and dependent family members. All other agencies require an employee co-pay for either single health coverage and/or family health coverage. When these costs are factored in, LCSO ranks 17th in net pay for deputies who have single health coverage and 21st in net pay for employees who have family health coverage. Because many new deputies are single and in good health, they are opting for higher wages over a generous health benefits package that may not be needed until later in life. This has been an ongoing challenge in recruiting and retention of personnel.

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Strategic Plan FY 2016-17 – FY 2020-21 EMPLOYEE STAFFING TRENDS With an authorized staff of 1,600, the Lee County Sheriff’s Office is operating with 25 fewer authorized employees today than it had in FY 08-09. Staff reallocations and lower average daily inmate populations helped lessen the impact of those reductions; however, renewed population growth and projected incarceration rate increases require additional staffing to meet those needs. LCSO will request additional staffing over a multi-year period to meet anticipated needs.

LCSO Personnel 1,200

1,105

1,069

1,049

1,050

1,049

1,050

1,052

1,089

1,000 800 600

520

516

491

484

484

485

482

498

400 200 0 08/09

09/10

10/11

11/12 Certified

12/13

13/14

14/15

15/16

Civilian

The Agency will continue working with the BoCC to re-implement policy to adjust salary for cost of living and merit raises. Cost of living increases would automatically be adjusted in each fiscal year budget based on agreed upon economic indices, such as consumer price index averages, and merit pay to reward high-achieving employees who meet their professional goals throughout the year. 

Corrections: o The Florida Sheriffs Association’s Florida Model Jail Standards dictate staffing levels at Florida correctional facilities. Because of recent inmate population declines, the Corrections Bureau has been able to reallocate personnel and close a portion of its Core Facility. There is concern that inmate populations will grow in tandem with renewed economic activity in the county, as it did in the prior decade. Average daily inmate levels rose from 1,159 in 2001 to 2,218 in 2008 before dropping by nearly 600 inmates over the next four years. The average daily population reached 1,629 in 2015. As the inmate population grows, LCSO will be required to add staffing to ensure employee and inmate safety and maintain its jail accreditation.

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Strategic Plan FY 2016-17 – FY 2020-21



Patrol: o District deputies: Patrol deputies frequently are called away from patrol operations to assist division partners or other agencies. These callout requests are operationally significant. Providing additional manpower in each district will allow for proactive operations within the district and provide relief for intra and inter Agency support as needed. Additional staffing will be added to each district over the next five years based on demand. o Community Service Aides: The Community Service Aide (CSA) Program was established as a means of assisting citizens of Lee County, while enabling patrol deputies to be more visible and proactive in their duties. CSA units provide relief to road deputies by responding to past occurred and nonviolent crimes calls for service. Because these employees are not law enforcement certified there is a considerable cost savings for the Lee County Sheriff’s Office. o Youth Services: The Lee County Sheriff’s Office provides School Resource Officers (SROs) at 38 middle and high schools operated by the Lee County School District. SROs are responsible for the safety and wellbeing of more than 91,000 students in district schools. An additional nine school resource officers and a supervisor rotate at the 44 elementary schools. Future increases in staff would be required with the increase of new schools. Costs are shared by the Lee County School Board and BoCC.



Criminal Investigations: o The Major Crimes Division has experienced high turnover in the past five years specifically related to Homicide and Violent Crimes and Special Victims units. In response, a salary incentive to entice longer retention was implemented in FY15/16. In addition, increased demand for services and vacancies in the Criminal Investigations Bureau have strained existing manpower.



Technical Services:   o The Technical Services and Support Division has an increased workload due to aging software systems, aging hardware equipment and increased demand for digital media storage space.

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Strategic Plan FY 2016-17 – FY 2020-21 PROPOSED FIVE-YEAR CONTINUATION BUDGET FY 16/17 – FY 20/21 In addition to sustaining operational replacement cycles, the following capital items below will be needed over a period of five years to meet growing Agency needs and compensate for reduced capital spending that occurred since the FY 08/09 economic downturn.

Personnel Operating Capital Total Year to Year % increase

$ $ $ $

FY 16/17* FY 17/18 FY 18/19 FY 19/20 FY 20/21 129,459,022 $ 140,328,166 $ 151,958,149 $ 164,402,232 $ 177,717,400 34,340,421 $ 35,370,634 $ 36,431,753 $ 37,524,705 $ 38,650,446 7,500,000 $ 6,500,000 $ 6,500,000 $ 6,500,000 $ 6,500,000 171,299,443 $ 182,198,799 $ 194,889,902 $ 208,426,937 $ 222,867,846 6.4% 6.9% 7% 7%

* Potential budget adjustment to affect future year funding due to pay parity adjustments.

CAPITAL AND EQUIPMENT OUTLAY Current capital improvement needs In order to sustain Agency operations, the Lee County Sheriff’s Office request includes $6 million in continuation funding to maintain a replacement cycle for patrol vehicles, aviation upgrades, laptop computers, computer hardware and software, and food service equipment in Corrections. Total capital expenditure outlays are $7.5 million in FY 16/17 as outlined below, with gradual reductions in subsequent years to the continuation budget of $6.5 million a year. Fleet replacement  Purchase vehicles for new Patrol positions  Purchase replacement vehicles for high mileage fleet Technology upgrades  IT disaster recovery upgrades  Enterprise Resource Planning software  General software, hardware and equipment acquisition and upgrades  Forensics workstation build-out, one new station a year Aviation upgrades  12-year service maintenance of helicopter  FLIR Ultra thermal imaging camera Corrections equipment  Corrections Bureau kitchen and laundry equipment replacement

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Strategic Plan FY 2016-17 – FY 2020-21 Deferred Capital Improvements The Lee County Sheriff’s Office has seen its budget for capital purchases decline from a high of more than $7 million in FY 05-06, Sheriff Mike Scott’s first year in office, to a low of $504,000 in FY10/11. Since that time, the capital budget has recovered but deferred capital needs remain. Capital improvements can only be delayed for so long before systems reach their end of life or equipment is no longer reliable, increasing work order time and maintenance related expenses. Safety through efficient operation needs to be a top priority, ensuring the safety and wellbeing of staff, residents and the area’s many visitors. Over the next five years, several critical capital improvements will need to take priority. These projects include: 

Patrol vehicle replacements: There are 428 vehicles with more than 100,000 miles – or more than 43% of the fleet. This has resulted in increased maintenance costs and repair times, leaving deputies without a primary tool to perform their job. The Fleet Division will require additional staffing and facility space to meet the growing need for repairs if patrol vehicle purchases are deferred. LCSO is proposing a vehicle replacement program of 10 percent to 15 percent of the total fleet a year. A replacement cycle of 120 vehicles a year for the next five years is needed to modernize Patrol vehicles. Estimated cost: $3.5 million annually.



IT upgrades: Deputies are dependent on mobile and vehicle radios for multiple purposes, which include ensuring officer safety, acquiring suspect information and coordinating emergency responses. LCSO’s radios are almost 10 years old. As such, they are approaching end of life and service support. The Technical Support and Facilities Division anticipates having to replace 300 computers and 100 radios annually, in addition to ongoing disaster recovery upgrades; network hardware, software, firewall, server upgrades; and system maintenance. Additional network upgrades are required to handle increased data transfer and storage of high definition digital images and evidence from the Digital Forensics Unit and Electronic Surveillance Section. Data transmission has slowed due to increased network activity.



Enterprise resource planning: LCSO lacks an integrated software application that links components of Budget, Finance, Human Resource, and Purchasing. To address challenges in these areas, LCSO is looking for an enterprise resource planning (ERP) system that will replace outdated independent legacy systems with multi-module software applications to improve, standardize and automate a wide range of administrative operations that include finance, accounting, budget, payroll, human resources and purchasing. Implementing an ERP will require a multiyear approach that will integrate and streamline processes across these functional departments. We currently are in the process of collecting information and evaluating vendors. We are projected to start implementation in FY 16/17.

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Strategic Plan FY 2016-17 – FY 2020-21 

Disaster recovery: LCSO has substantially expanded network and storage infrastructure for disaster recovery purposes. The Agency has redundant networking/storage but still has a large amount of work to do at the Emergency Operations Center in order to make the disaster recovery infrastructure fully functional. Technical Services and Support staff will be working on creating redundant Internet links, testing VMware failovers and web server failovers, firewall testing and more.



Equipment upgrades: The replacement of many critical equipment items have been delayed, and maintaining this equipment is becoming costlier than it is worth. Needed upgrades include canopy coverings for the Correction’s CPU buildings, kitchen and laundry equipment, the Forensic Division’s freezer system, Evidence Section’s storage shelving and the Training Division’s gun range equipment.



Air Operations: Air Operations implemented a 10-year aircraft fleet replacement plan in November 2015 to employ the latest safety advances and mission equipment. The initial upgrade includes the purchase and buildout of a new Airbus H125 helicopter. Future planned upgrades include the sale/trade of the unit’s fixed-wing aircraft and replacement with a new Cessna 208B Grand Caravan in FY18. 

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Strategic Plan FY 2016-17 – FY 2020-21 Multi-Year Projections Specific Objectives and Strategies across the organization have been established with these factors in mind. EQUIPMENT& TECHNOLOGY FY 17/18

Air Operations, Commander Michael Warner

X

X

Ensure safety of deputies and civilian staff through equipment and technology.

Update Court Ops Ocularis Recording System.

Ensure safety of deputies and civilian staff through equipment and technology.

Purchase Corrections Secure Pass – Scanning Technology.

Ensure safety of deputies and civilian staff through equipment and technology.

Upgrade the agency wide access control system hardware and software.

Further develop and maintain Digital Forensic capabilities by maintaining a CFCE-certified staff and remaining current on the new techniques and systems in use.

Upgrade one Digital Forensics workstation annually to keep pace with technological advancements.

Evidence Division, Captain Rick Joslin

X

Improve Forensics’ overall effectiveness to provide accurate and timely information through the use of updated equipment and technology.

Purchase up to date Forensics equipment and technology as needed to process and store evidence including a server replacement, bullet collection chamber, scanner warranty, moveable storage, and a mobile processing station.

Forensics Division, Captain Rick Joslin

X

18

Corrections Bureau, Colonel Thomas Eberhardt Corrections Bureau, Colonel Thomas Eberhardt Corrections Bureau, Colonel Thomas Eberhardt

6+Yrs

FY 16/17

Improve Air Operation's overall mission effectiveness and provide more accurate and timely information to units on the ground.

Purchase up to date aviation equipment and technology as needed to maintain chopper readiness; chopper spotter, rescue basket, FLIR system, control system, tracking system, radio mod, walk behind scrubber, and wireless communication.

FY 20/21

Owner

FY 19/20

Strategy

FY 18/19

Objective

X

X

X

X

X

X

X

X

X

X

X

Strategic Plan FY 2016-17 – FY 2020-21 EQUIPMENT& TECHNOLOGY

Forensics Division, Captain Rick Joslin

Operational Support, Commander Randy Crone

X

Increase criminal interdictions by targeting illegal activity associated with Lee County highways and parcel deliveries.

Install in-car cameras for members of the Highway Interdiction/Street Crimes and Field Support Units.

Special Investigations, Captain Pete Hedrick

X

Enhance the ability of the Agency's investigative units to gather evidence through the use of highly specialized and technical capabilities.

Upgrade audio surveillance for the Electronic Surveillance Section.

Special Investigations, Captain Pete Hedrick

Enhance the ability of the Agency's investigative units to gather evidence through the use of highly specialized and technical capabilities.

Develop a wire room for authorized communication intercepts.

Special Investigations, Captain Pete Hedrick

Ensure safety of deputies and civilian staff through equipment and technology.

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Provide district and traffic related specialty units with license plate readers, message boards, radar equipment and smart trailers to enhance traffic operations, gather intel and combat crime. Provide specialty units covert body cameras to aid in undercover operations, arrest and conviction of criminals.

19

X

X

X

X

X

X

X

X

Special Investigations, Captain Richard Snyder

Special Investigations, Captain Richard Snyder

6+Yrs

Incorporate new technology that provides the ability to process DNA evidence in house for rapid results. Budget for the replacement of operational and support equipment and technology to maintain mission effectiveness, including but not limited to: routine purchase of explosive odor detection devices, digital storage, cameras, server capacity, communication lines, surveillance equipment, x-ray technology and robotics.

FY 20/21

Enhance Forensics’ overall effectiveness by incorporating time saving advanced technology.

FY 19/20

Owner

FY 18/19

Strategy

FY 17/18

FY 16/17

Objective

X

X

X

X

X

X

X

Strategic Plan FY 2016-17 – FY 2020-21 EQUIPMENT& TECHNOLOGY FY 18/19

FY 19/20

FY 20/21

6+Yrs

FY 17/18

FY 16/17

X

X

X

X

X

X

X

X

X

X

Objective

Strategy

Owner

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Upgrade narcotics analyst software.

Special Investigations, Captain Richard Snyder

X

Aid prosecution of cases by providing multi-media evidence including video.

Increase storage capacity; upgrade raid server and electronic surveillance equipment.

Special Investigations, Captain Richard Snyder

X

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Provide the Agency with hardware/software systems required to accomplish Agency goals.

Provide specialized professional training to the members of the Lee County Sheriff's Office, as well as other law enforcement agencies.

Upgrade IT networks to handle increased data transmission from the Digital Forensics Unit and Electronic Surveillance Section. Increase network storage and convert to dual chassis systems to provide necessary redundancy to operate in the event of a network failure. Budget for the multi-year replacement of Technical Services and Support software, hardware and equipment to maintain operational effectiveness, including but not limited to: portable and in car radios, mobile computers, printers, and phones. Prepare for and purchase software upgrades that account for future growth by incorporating a consolidated system solution for administrative key functions in the Finance, Human Resources, Personnel Services and Purchasing Divisions. Replace outdated software needed to operate the Lee County Gun Range.

20

Technical Services, Director Kathi Murray

X

Technical Services, Director Kathi Murray

Technical Services, Director Kathi Murray

Technical Services, Director Kathi Murray

Training Division, Captain Shane Hingson

X

X

X

Strategic Plan FY 2016-17 – FY 2020-21 EQUIPMENT& TECHNOLOGY

Strategy

Owner

Install powered security gate at Air Operations.

Air Operations Division, Commander Mike Warner

X

Expand helicopter deployment sites for optimal asset allocation and response time.

Air Operations Division, Commander Mike Warner

Expand office space for the Civil Section.

Civil Section, Captain Adam Sedwick

Renovate or relocate to new Communications Center that incorporated new workstations and additional space.

Communications Director, Sherry Groff

X

Upgrade the Corrections Core and Jail control rooms.

Facilities, Director Kathi Murray

X

Buildout the Corrections Core Facility to accommodate for anticipated growth.

Corrections Bureau, Colonel Thomas Eberhardt

6+Yrs

Training Division, Captain Shane Hingson

FY 20/21

Improve the Training Division's overall effectiveness to provide specialized preparation of all staff through the use of updated equipment and technology.

Budget for and incorporate a replacement cycle for firearms, stun guns, equipment and storage. Research the effectiveness of incorporating new technology when available including driving and scenario training simulators and body cameras.

FY 19/20

Owner

FY 18/19

FY 17/18

Strategy

FY 16/17

FY 16/17

Objective

X

FACILITIES FY 20/21

X

X

6+Yrs

FY 19/20

21

FY 18/19

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

FY 17/18

Objective

X

X

Strategic Plan FY 2016-17 – FY 2020-21 FACILITIES

Remodel the Corrections visitation area facility.

Corrections Bureau, Colonel Thomas Eberhardt

X

Upgrade the Corrections Court Ops control room.

Corrections Bureau, Colonel Thomas Eberhardt

Expand Economic Crimes facility space to account for future growth (possible third floor space open).

Economic Crimes, Captain Kevin Ferry

Remodel major crimes space layout to improve workflow and efficiency.

Facilities, Director Kathi Murray

Work with the county to consider Patrol substation consolidation as part of new government complex development. Priority is focused on Central, North and South substations.

Facilities, Director Kathi Murray

Replace Community Programs Unit coverings at the Core Facility.

Facilities, Director Kathi Murray

Relocate South District to a more strategic location in north Bonita Springs to better serve residents in Estero and San Carlos.

Facilities, Director Kathi Murray

Build out of second floor of Evidence Building in order to handle additional storage needs.

Facilities, Director Kathi Murray

22

6+Yrs

X

FY 20/21

Corrections Bureau, Colonel Thomas Eberhardt

FY 19/20

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

Replace and Upgrade the Corrections CPU fence.

FY 18/19

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

Owner

FY 17/18

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

Strategy

FY 16/17

Objective

X

X

X

X

X

X

X

Strategic Plan FY 2016-17 – FY 2020-21 FACILITIES

X

Fleet Division, Director Rusty Hillman

X

Fleet Division, Rusty Hillman

X

Renovate the Forensics building.

Forensics, Captain Rick Joslin

Upgrade K9 building.

Operational Support, Commander Crone

Update facility camera systems at each district location.

Patrol Bureau, Major Kathy Rairden

Buildout a new Intel intercept room.

Special Investigations, Captain Richard Snyder

.

Add video surveillance system at Forensics building.

Special Investigations, Captain Richard Snyder

X

23

6+Yrs

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

Facilities, Director Kathi Murray

FY 20/21

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

X

FY 19/20

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

Facilities, Director Kathi Murray

FY 18/19

Ensure the safety of clerical staff in buildings where public services are provided.

Expand or relocate Fleet facility to meet repair demand resulting from a growing number of, and average age of, patrol vehicles. Install ballistic glass and wall panels in service entrance areas. (Headquarters, Civil, District Substations) Incorporate an emergency fuel site (5,000 gallons) W/Credit tracking for daily use at the new Fleet location. Investigate limited hour satellite maintenance facility in central or south Lee County to increase repair times and deputy efficiencies.

Owner

FY 17/18

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

Strategy

FY 16/17

Objective

X

X

X

X

Strategic Plan FY 2016-17 – FY 2020-21 FACILITIES

Training Division, Captain Tim Short

X

Expand the parking lot at the Gun Range/Training facility.

Training Division, Captain Tim Short

Build out a new Swimming/Training pool at the Gun Range/Training facility.

Training Division, Captain Tim Short

Objective

Strategy

Owner

Objectives Improve Air Operation’s mission effectiveness and provide more accurate and timely information to units on the ground.

Strategies Implement a five-year replacement plan for two helicopters and fixed wing aircraft and upgrade current mission equipment.

Owner

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County. Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

6+Yrs

Build out a new maintenance building at the Gun Range/Training facility to be used for storage, repairs and a welding workshop.

FY 20/21

FY 16/17

Work collaboratively with facilities planners and vendors to meet the infrastructure needs of Lee County.

FY 19/20

Owner

FY 18/19

Strategy

FY 17/18

Objective

X

X

OPERATIONAL FY 20/21

X

X

X

X

X

X

X

X

X

6+Yrs

FY 19/20

24

FY 18/19

Expand hours of operation for the Forensics Division.

Increase number of annual physicals for all certified employees. Expand Evidence Section operations to 24 hours a day.

FY 17/18

Continue to maintain health care cost trends between 2% and 5% per year.

Renovate Corrections laundry facilities and repurpose for new use.

Corrections Bureau, Colonel Thomas Eberhardt Corrections Bureau Ortiz Site, Major Thomas Eberhardt Employee Benefits Section, Heidi Baer Evidence Section, Ronald Ralls

FY 16/17

Ensure safety of deputies/ civilian staff through equipment /technology.

Replace Corrections kitchen and laundry equipment that is nearing end of life.

Aviation Unit, Commander Michael Warner

Strategic Plan FY 2016-17 – FY 2020-21 OPERATIONAL

X

X

X

X

X

X

Traffic Section, Lieutenant Dennis Petracca

X

Ensure staff is well trained and aware of industry best practices across Agency specialties.

Restore budget for career development training opportunities.

Training Division, Captain Tim Short

X

X

Ensure the safety of deputies and the efficiency of staff through adequate staffing.

Request additional staffing over a multi-year period to meet anticipated needs for Air Operations, Civil, Corrections, Crime Practitioner, Economic Crimes, Finance, Highway Interdiction, K9, Latents, Marine, Major Crimes, Patrol, Robbery, Auto Theft, Special Victims, Technical Services, Traffic, Training and Personnel Services

Office of the Sheriff, Sheriff Mike Scott

X

X

Ensure the safety of deputies and the efficiency of staff through adequate staffing.

Implement a five-year plan to adjust starting wages and existing salary to account for a documented salary disparity, merit raises and increases in cost of living.

Office of the Sheriff, Sheriff Mike Scott

X

X

25

X

6+Yrs

Patrol Bureau, Major Kathy Rairden

FY 20/21

X

FY 19/20

The Traffic Unit will plan, analyze, inspect and coordinate LCSO traffic activities.

Star Care Clinic, Manager Connie Metzger

FY 18/19

Reduce deputy workload through the use of community service aides.

Support Agency wellness program to encourage improved overall employee fitness. Increase the total number of CSAs available to district commanders. Increase Motorcycle Unit deputies for traffic enforcement. Add commercial vehicle enforcement.

Owner

FY 17/18

Develop incentive-based, voluntary fitness standards for Agency members.

Strategy

FY 16/17

Objective

X

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