Presentation on the Management and Staffing Study of the Sheriff’s Office Orange County, Florida February 20, 2007

Project Scope of Work  To provide the County and the Sheriff’s Office with an objective understanding of current operations, services and staffing levels within each function.  To identify current staffing needs based on appropriate service levels and workloads.  To identify opportunities to adjust approaches to managing resources (e.g., deployment, civilianization, technology, etc.) which impact service delivery and resource needs.  To provide a management tool for use by the County and the Sheriff’s Office in the short and long term to target service level choices and their impacts on staffing needs.

Project Methodology  Interviewed over 200 Sheriff’s Office managers, supervisors and line staff to obtain an understanding of operations, organization, management, service levels, etc.  Supplemented interviews with an anonymous employee survey.  Collected comprehensive data for each Sheriff’s Office function while interviews were being conducted.  Compared the Orange County Sheriff’s Office to ‘best practices’ as well as to other large law enforcement agencies.  Throughout the study process met extensively with the Sheriff and his staff as well as with the County.

Key Themes in the Final Report  Orange County has fallen behind the growth in law enforcement workloads and the ability to be proactive in field services.  There are many opportunities for civilianization in field services as well as investigations.  There are also several management positions in administrative areas which should also be civilianized.  Several proactive field and investigative functions need to develop more of a ‘results oriented’ focus.  The OCSO should be reorganized to better group related functions and to better utilize top management staff.

Positive Attributes of the OCSO  The OCSO has a tradition of excellence in providing law enforcement services to Orange County. A few examples include:  The schedule and deployment of field staff is efficient and effective.  Many special proactive field units generate measurable results.  Investigations works closely with regional, state and federal agencies.  OCSO staff are well trained.  Many administrative functions conform to ‘best practices’.  The OCSO has been innovative in the creation of homeland security programs.  There are many programs dedicated to youth in the County.  The OCSO has focused on preventive maintenance of infrastructure.  These management and operational attributes of the OCSO have been externally recognized in national and state accreditations.

Uniform Services Bureau: Findings and Recommendations  Overall proactive time is 35% in Orange County, below the target which would make them effective.  During some hours in some sectors, proactivity falls below 20%.  Excluding the special case of Sector 6 (Disney and contract areas) average proactivity for the County is only about 32%. SectorAverage ProactivityHigh HoursLow Hours 138%61%23% 221%45%5% 340%65%18% 419%45%(7%) 554%60%32% Overall35%55%16%

Uniform Services Bureau: Findings and Recommendations  To meet appropriate service level targets would require additional sworn personnel under the current approach.  However, the current approach should be altered to provide a ‘differential response’ where civilians are used for selected calls. RankCurrentRequiredDifference Sergeants5263(11) Corporals5263(11) Deputies419512(93) RankCurrentRequiredDifference Sergeants5263(11) Corporals5263(11) Deputies419483(64) Field Civilian018(18)

Uniform Services Bureau: Findings and Recommendations  The County’s approach to staffing the Convention Center using a core of planners with off duty employment for events is typical.  Sector 5 Property Crime Investigators are under-utilized – resources need to be better utilized or re-deployed.  Approaches to providing service in Sector 6 (Disney and contract areas) are appropriate.  Special response teams (e.g., SWAT) are effectively utilized.  The Aviation Unit should record more flight hours and reduce staff by four positions. Orlando should contribute more to this service.  Traffic enforcement levels need to be increased regionally and better integrated with other Uniform Services Bureau operations.  Court Services is understaffed for current and planned court facilities.

Investigations Services Bureau: Findings and Recommendations  Analysis of caseloads shows that staffing levels in CID have fallen below effectiveness targets in several key areas: Major CrimesStaff AdjustmentsGeneral AssignmentStaff Adjustments Person Crimes Unit+3Auto TheftNo change Homicide UnitNo changeRobbery+2 Child Abuse / MPNo changeEconomic CrimesNo change Domestic ViolenceNo changeProperty CrimesNo change Sex CrimesNo changeComputer Crimes+1  All investigative units should have civilian staff to assist detectives in research and other tasks.  Forensics should be largely civilianized.  Case management approaches need to be strengthened.

Investigations Services Bureau: Findings and Recommendations  Special Investigative units are appropriately staffed for the mission targeted but need to measure results better.  Intelligence units are appropriately staffed for the mission targeted but need to measure results better.  The Intelligence and Special Investigations Divisions should be merged, eliminating a Captain’s position.

Technical Services Bureau: Findings and Recommendations  Several management positions in Human Resources should be civilianized – Director, Assistant Director and Off Duty Manager.  The OCSO needs to better use HR information in its database and share it with operational units.  There are several opportunities for the OCSO to streamline recruitments (e.g., on line applications).  Additional staff resources may also be required for recruitments and other HR functions (e.g., labor relations).  There are other human resource programs which should be implemented (e.g., workforce planning, safety).

Technical Services Bureau: Findings and Recommendations  Two management positions in Information Technology should be civilianized (e.g., a Captain and a Sergeant).  The OCSO needs to develop a disaster recovery program.  User training and support needs to be enhanced.  Additional civilian programmer / network staff resources are also be required given the size and complexity of the organization.

Technical Services Bureau: Findings and Recommendations  Records and Identification need to develop a cost recovery strategy and better recover costs to the extent allowable by Florida statutes.  Records and Identification staffing is adequate, though part time temporary help should be used to address print card backlogs.  The radio system needs equipment enhancements.  Communications staff schedules should be changed to better match workload fluctuations.  Communications staffing levels are adequate.

Administrative Services Bureau: Findings and Recommendations  Community Relations and Community Policing programs should be merged and better coordinated resulting in the elimination of a Captain and other positions through attrition.  Several changes should be made in the OCSO’s approach to budgeting – use of a program budget, better interface with the County.  Civilianize the management of the Fleet and Facilities Division.  Fleet needs 8 additional mechanics and an additional supervisor. With this, fleet should in-source all preventive maintenance.  There are opportunities to reduce the size of the fleet.

Administrative Services Bureau: Findings and Recommendations  Training records need to be improved.  Training staffing levels need to be increased (by filling vacant positions and authorizing a new one).  Additional management training should be required in the OCSO.

Organization of the OCSO: Findings and Recommendations  The overall organizational structure of the OCSO should be changed including the following:  Placing Professional Standards, Accreditation, Legal, Media Relations and Research & Development directly under the Sheriff / Undersheriff.  Training should be organized in the Human Resources Division.  Community Relations and Community Policing Divisions should be merged.  Special Operations and Intelligence Divisions should be merged.  Technical Services and Administrative Support Bureaus should be merged.  These changes would result in one fewer Bureau Chief and other management positions.  These changes would result in important functions having direct oversight of the Sheriff / Undersheriff and improved coordination of critical as well as related functions.

The Cost of Recommendations (1)  Orange County needs to invest greater resources into law enforcement to address growth and the need to proactively address a wide variety of issues. Principal needs include:  Additional resources in field services – at a cost of $6.5 million per year plus $2.4 million in new vehicles. Use of civilians in the field reduces needs to this level by over $1 million per year.  Court services needs to staff new courtrooms – at a cost of $766,000 per year (though civilianization could reduce this).  Additional Civil Process staff, even with greater use of alternative forms of service delivery – at a cost of $255,000 per year.  Additional Detectives – at a cost of $319,000; additional detective civilian support staff at a cost of $693,000 per year.  Additional mechanic staff are required to adequately maintain and repair the OCSO’s fleet.

The Cost of Recommendations (2)  There are also many areas in which current resources exceed needs or can be changed in some way. Principal areas include:  Changing the way in which Aviation operates, generating a net reduction of $112,000 per year, plus obtaining support from Orlando for the services provided to the City.  Reducing the number of DUI Technicians, saving about $147,000 per year.  Merging of proactive investigations efforts, reducing costs by $115,000 per year.  Elimination of the Assistant Director in IMS, reducing costs by $94,000 per year.  Reducing management in volunteer services, saving about $209,000 per year.  Eliminating the Sergeant’s position in facility maintenance, saving about $81,000 per year.  Reorganizing the OCSO eliminating several management positions, saving an estimated $408,000 per year.  Position reductions could be accomplished through attrition in limited time.  The net impact of these changes is between $8.0 – $8.8 million per year.