administrative bureau annual report 2017

Fort Myers Police Department

2210 Widman Way Fort Myers, Florida 33901

ADMINISTRATIVE BUREAU

2017

Annual Report

Administrative Bureau Captain William Newhouse

Lieutenant William Musante

2017 Annual Report – Administrative Bureau 1

Table of Contents ADMINISTRATIVE BUREAU - INTRODUCTION ....................................................................................... 2

SUPPORT OPERATIONS SECTION - COMMUNICATIONS ...................................................................... 3



SUPPORT OPERATIONS SECTION – RECORDS DIVISION ...................................................................... 6

SUPPORT OPERATIONS SECTION – RECORDS DIVISION ...................................................................... 7

SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS ................................................... 7



SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS ................................................. 10

SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS ................................................. 11

SUPPORT OPERATIONS SECTION – DETAILS/LICENSING .................................................................. 11

SUPPORT OPERATIONS SECTION – ALARM OFFICE ............................................................................ 11

PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS ........................................................ 12











PROFESSIONAL STANDARDS SECTION – TRAINING ........................................................................... 25

PROFESSIONAL STANDARDS SECTION – TRAINING ........................................................................... 26

PROFESSIONAL STANDARDS SECTION – ACCREDITATION ............................................................. 27

PROFESSIONAL STANDARDS SECTION – BACKGROUNDS/RECRUITMENT .................................. 28

ADMINISTRATIVE SERVICES SECTION – EVIDENCE .......................................................................... 30

ADMINISTRATIVE SERVICES SECTION – FLEET .................................................................................. 31

ADMINISTRATIVE SERVICES SECTION – QUARTERMASTER ........................................................... 31

ADMINISTRATIVE SERVICES SECTION – C.I.N.T. ................................................................................. 31


ADMINISTRATIVE BUREAU - INTRODUCTION The Administrative Bureau is responsible for the administrative support of the department and actively works to identify ways and means of providing enhanced services and functions that translate into improved customer and community service. The bureau is commanded by Captain William Newhouse and includes the Support Operations Section, Professional Standards Section, Training and Accreditation Section, and the Administrative Services Section. Below is a snapshot of the bureau and its various Divisions and Offices.


SUPPORT OPERATIONS SECTION - COMMUNICATIONS The Fort Myers Police Department maintains and operates one of four primary 911 Public Safety Answering Point (PSAP) call centers within Lee County, Florida. The Communications Section is the agency’s most important support function. All actions are either initiated or immediately documented by the Communications Section. Supervision of the Communications Section falls to the Support Operations Section Lieutenant. The following information pertains to 911, Administrative, and Outgoing Calls received and made by Communications during the specified timeframe.

6,804 6,460 6,889

4,013 3,644 4,0795,264 4,800 5,225

02,0004,0006,0008,000

January February March

1st Quarter

Administrative Outgoing 911

6,924 7,192 6,791

3,873 4,428 4,0935,284 5,497 4,908

02,0004,0006,0008,000

April May June

2nd Quarter


6,847 7,453 8,041

3,736 4,014 4,8984,709 5,073 5,728

0

5,000

10,000

July August September

3rd Quarter


54227705 8422

29794022 43213677

4866 5311

0

5000

10000

October November December

4th Quarter


84,950

48,100 46,488

0

20,000

40,000

60,000

80,000

100,000


YTD 2017

70,6

75

72,1

42

51,3

23

43,5

38

45,2

74

31,8

95

46,4

88 84,9

50

48,1

00

9 1 1 A D M I N I S T R A T I V E O U T G O I N G

911, ADMIN & OUTGOING PHONE CALLS2015 2016 2017

194,140

120,707

179,538

050,000

100,000150,000200,000250,000

2015 2016 2017

3 Year Incoming & Outgoing Phone Calls


SUPPORT OPERATIONS SECTION - COMMUNICATIONS The Communication Section created a total of 306,577 CAD incidents in 2017, a 34% increase from 2016 when 229,639 were created.

75,166

85,076

72,733 73,602

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

CAD Incidents 2017

205,458192,635 195,274

229,639

306,577

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2013 2014 2015 2016 2017

Five Year CAD Incidents Created


SUPPORT OPERATIONS SECTION - COMMUNICATIONS Communications is responsible for providing copies of telephone and radio transmissions for criminal and civil court cases, supervisory inquiries, other law enforcement agency needs, the media, and the general public.

201

227

203

181

0

50

100

150

200

250

1Q 2Q 3Q 4Q

2017 Recording Requests

Telephone & Radio Transmission Requests Q1 Q2 Q3 Q4 T By the State Attorney’s Office N/A 141 103 102 346 By FMPD Detectives N/A 59 57 52 168 By FMPD Supervisors N/A 2 2 7 11 By Private Attorneys N/A 19 30 15 64 By Lee County Sheriff’s Office N/A N/A 5 3 8 By FMPD Traffic Homicide Investigators N/A 1 2 1 4 By Media N/A N/A 2 0 2 By the Florida Department of Law Enforcement N/A N/A 1 0 1 By a Citizen N/A 5 1 1 7

Total Requests 201 227 203 181 812 *Q1 was not tracked by category


SUPPORT OPERATIONS SECTION – RECORDS DIVISION The following depicts customers assisted, records requests processed, and all documents received/entered/scanned by the Records Division during calendar year 2017. During 2017, additional information was tracked; therefore, some statistics are not available for the entire year (grey shaded areas).

REQUESTOR 1Q 2Q 3Q 4Q 2017

Totals Body Camera Requests from SAO 248 371 293 332 1,244 Children’s Network/Lutheran Services/Misc. Juvenile 0 0 0 416 416

* Customers Assisted at Front Window 1280 1233 1254 1520 5,287 DCF 0 0 12 20 32 Downtown Camera 0 0 1 4 5 Email/Fax Requests 0 0 226 301 527 Employee Public Records Requests 0 0 0 2 2 Felony Public Records Requests 115 146 74 25 360 Mail 0 0 0 155 155 Requests 0 0 0 0 Media Records Requests Received 222 179 128 199 676 Public Records 125 159 103 141 528

Public Records Requests City Clerk/CRS 0 0 0 11 11

Requests through City Attorney 0 0 5 2 7 TOTAL REQUESTS 1990 1996 2096 3129 9,211

*Only customers that were charged for a PRR were counted. Customers with questions or that needed assistance other than a PRR were not counted. As of August 1st, all customers coming to the front window for assistance are being counted.

DATA ENTRY 1Q 2Q 3Q 4Q 2017

Totals

Accidents 1,187 1,188 1,099 1,295 4,769 Arrest Total 847 874 732 782 3,235 Citations Entered 1,531 1,239 1,015 1,037 4,463 Complaint Withdrawal 80 104 82 101 367 Documents Scanned (Pages) 43,606 49,381 28,122 30,917 152,026 Field Incident Reports Entered 388 245 210 298 1,141 Municipal Ordinance Entered 58 63 54 55 220 Municipal Ord. Warnings Entered 29 45 22 21 117 Online Validations Processed 402 392 459 398 1,651 Parking Tickets 471 483 359 439 1,752 Permits Entered 61 17 239 142 459 Traffic Warnings 229 224 162 239 783 Trespass Auth. Entered 39 49 19 18 125 Trespass Warnings Entered 1,154 907 1,048 976 4,085


SUPPORT OPERATIONS SECTION – RECORDS DIVISION

REVENUE 1Q 2Q 3Q 4Q 2017Totals

Public Records Requests $1,809.39 $4,392.52 $3,366.34 $3,472.2 $13,040.45

Adult Entertainment, Restitution, Permits, Police Records, etc.

$8,463.31 $12,563.73 $26,805.10 $19,763.63 $67,596.77

TOTAL REVENUE RECEIVED $10,272.7 $16,956.25 $30,171.44 $23,235.83 $80,636.22

SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERSLieutenant William Musante is responsible for maintaining Police Headquarters and is the agency’s Information Technology Liaison. He is charged with managing police department technology projects. Below is an update on all technology projects started, ongoing, and concluded in 2017. Other ongoing Headquarters projects are detailed as well. PMAM Alarm Billing: The outsourcing of our alarm billing program responsibilities as related to Residential and Business burglar alarms. The city ordinance was rewritten and approved in the 4th quarter of 2017 along with the fee schedule. The contract was approved by city council and the agency is currently in the process of setting up and turning over this responsibility to the outside vendor. Project 95% complete. ProQ&A: Expansion module for our CAD system leads our Call Takers, TCOI’s, through questions after answering a call from a citizen. It ensures that all necessary information is gathered from the caller and assists Communications Supervisor’s in monitoring and assessing Call Taker performance though quality assurance measures built in. Funding was approved for this project during the 4th quarter through Lee County Communications. Expected deployment and completion in mid-2018. Project 60% complete. GovQ&A Subpoena Management: Subpoena acceptance and management software that enables the agency to better manage and serve subpoenas to employees. This replaced the manual service of subpoenas and excel style tracking that is antiquated and tedious. Product was purchased during the 3rd quarter of 2017 and was customized for our use in the 4th quarter. The product was fully deployed during the last week of 2017. Project 100% complete. UBS/RMS Import Module: Officers are duplicating work when they make an arrest for a crime requiring an offense report. A UBS/RMS Import Module will allow the export of data from our Universal Booking System (UBS) to our Records Management System (RMS), eliminating the need for officers to re-enter the information when completing an offense report. IT personnel on both sides have identified what is needed for the module to work. The quotes were received during the final weeks of the 4th quarter and are being evaluated. Project 50% complete.


SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS Tip411: Tip411 was selected to replace Tipsoft, an antiquated and ineffective way of collecting tip information from the public. Tip411 allows the agency to receive anonymous tip information from the pubic via a custom smart phone application, the internet, via text, and via our crime mapping applications. It allows two-way communication with the tipster and integrates easily with our social media accounts and website. The project was funded, a custom smart phone application was created, and the product was launched on January 2, 2018. Project 100% complete.

Patrol Vehicle Hot Spot/GPS Fix: GPS on our patrol vehicles has been inoperable for years. Lieutenant Musante researched the issued and determined the best fix was to eliminate the laptop air cards and make each patrol vehicle a secure Wi-Fi hotspot. The GPS feature would utilize this system to accurately report the patrol vehicles location and would also provide Wi-Fi access to our laptops for field reporting. The new body camera systems would also benefit from the upgrade. By combining this project with the agency’s body camera program, Lieutenant Musante was able to get the funding approved in the 2018 budget. The project is now fully funded and will be deployed in early 2018. Project 80% complete. CarFax for Police: This application was identified as a valuable investigative tool for the agency back in January of 2017. This application provides valuable investigative leads to investigators/officers by means not normally accessible by the agency. The program is free to all law enforcement with an agreement to turn over all crash data to CarFax for their free use. The contract was approved in August of 2017 and full implementation took place in early September 2017. Project 100% complete.


SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS New FMPD Website: Civicplus was selected to assist us in the creation of a new website for the agency. The project was funded in April of 2017 with design discussions taking place that same month. A new website was designed and created during the 3rd and 4th quarter and was launched on January 2, 2018. The site includes access to our new anonymous tip software, Tip411, as well as live chat, expanding the options the public has to communicate with their police department. www.fmpolice.com Project 100% complete.

Lee County Clerk of Courts Record Inquiry System for Law Enforcement: LCCC implemented an advanced module of their Records Inquiry System specifically for law enforcement access and research. User accounts were generated, training was completed, and accounts were activated in early July 2017. Project 100% complete. Telestaff: Telestaff is a schedule management and time keeping software program. The city will be transitioning to Telestaff in 2018 and we have been working with other city officials to tailor the software to meet our scheduling and time keeping needs. Project 65% complete. Officers Room Expansion: The Officers Room counterspace was wrapped around to the west wall and two additional workstations were completed. A new paperwork holding station was installed on the south wall and Taser recharge and download stations were installed above the south work stations. Project 100% completed. Headquarters Roof/Air-conditioning/Chiller Pipes: Headquarters was due for a new roof in 2008 which was denied. We are now in need of a completely new air conditioning system. A replacement system was selected but the roof must be replaced prior to the installation of the new system. Funding was to be in the 2018 budget for both. This will correct an ongoing problem where chiller pipes on all three floors of the building are dripping onto the drop ceiling, causing mold and gnat issues. Project 5% complete.


SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS Renaissance Preserve (4211 Romeo Lane #105) The Renaissance Preserve Substation was planned, renovated, and opened in late 2017.

Dream Center (3637 Dr. MLK Jr. Boulevard) The Dream Center Substation was planned, renovated, and opened in late 2017.

Southward Village (3128 Dora Street) The Southward Village Substation was planned, renovated, and opened in late 2017.

Nelson Tellis Substation (3701 Nelson Tellis Boulevard) Architectural plans were generated and reviewed for department IT needs. Construction is expected to begin during the first quarter of 2018, with a completion date of late 2018. Plain Talk: Research and planning is continuing about moving toward a plain talk format from our current ten code and signal format. Project 10% complete.


SUPPORT OPERATIONS SECTION – I.T. LAISION/HEADQUARTERS Hurricane Irma Damage Assessment and Repairs: Lieutenant Musante completed a damage assessment of police headquarters and other police department facilities and coordinated repairs that were approved. The most notable damages are listed below with outcomes: Violent Crimes Building – 2282 Union Street: This building suffered the most damage during the storm

with roof, fascia, and water damage. The building has been deemed unfit by city leaders and underwent an environmental survey. It was evacuated and will remain vacant. Project 100% complete.

Headquarters Generator Automatic Transfer Switch: The automatic transfer switch was damaged during Hurricane Irma and needed replacement. A new ATS was purchased by Lee County Communications and was installed successfully. Project 100% complete.

SUPPORT OPERATIONS SECTION – DETAILS/LICENSING

1Q 2Q 3Q 4Q Yearly TotalJobs Worked by Officers 756 824 666 794 3,040 External Hours by Officers 5,650.25 5,304.50 3,969.50 4,878.25 19,802.50 Amount Billed for Details $158,664.50 $161,283.36 $128,102.00 $165,106.00 $613,155.86Administration Fees Collected $9,911.00 $8,674.99 $5,825.00 $8,426.50 $32,837.49 Police Financial Fees Collected $4,983.50 $4,337.50 $2,912.50 $4,213.25 $16,446.75 Alcohol Permits/Extensions N/A N/A N/A N/A 140 Adult Entertainment Permits N/A N/A N/A N/A 446

SUPPORT OPERATIONS SECTION – ALARM OFFICE

Alarm Program 1Q 2Q 3Q 4Q Total Active Burglar Alarm Permits 2155 1436 2470 1303 7,364 New Permits Issued 101 82 60 54 297 Fines Issued NA NA NA NA 0 Overdue Accounts NA NA NA NA 0 Revenue from Alarm Permit $2,525 $2,050 $1,660 $1,375 $7,610 Subpoena Management 1Q 2Q 3Q 4Q Total Total Subpoenas Received 2,382 2,126 2,470 1,848 8,826


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS The Professional Standards Section, and more specifically Internal Affairs, is dedicated to creating a safe police environment and providing a responsive police service through an innovative problem-solving partnership with the community. Citizen involvement is vital to managing any public agency. Police service is evaluated through commendations, suggestions, and complaints. The Professional Standards Section ensures that all complaints are investigated thoroughly and impartially. This system must achieve at least three important objectives. The system must create a sense of confidence on the part of citizens that their complaints will be taken seriously and properly investigated, and corrective measures will be taken when needed. The system must create a sense of confidence on the part of the police officers that complaints will be investigated within a reasonable time frame and that they will be treated fairly and consistently. The system must provide information to City officials, the Police Department and the community. The Fort Myers Police Department has established a method to meet these objectives through Internal Affairs, which reports to the Chief of Police. Under the direction of the Chief of Police, Internal Affairs has the responsibility to conduct investigations into complaints of employee misconduct from inside and outside the department. Internal Affairs also has the responsibility of monitoring investigations of alleged employee misconduct that are conducted by an employee’s supervisor. The purpose of the agency’s annual report is twofold. First, this report will provide information to the community on the results of investigations of citizen and departmental initiated complaints. Second, the report is designed to provide greater insight into efforts by the Fort Myers Police Department to meet the objectives described above. All Internal Affairs Investigations must follow guidelines established by State laws and Department policy. The Law Enforcement Officers Bill of Rights is governed by State Statute and dictates how Internal Affairs Investigations are conducted. These investigations are considered confidential until the investigation is completed. There are additional means of police operations oversight through the City Manager, the elected Mayor, the City Council, and the Citizens Review Board. The Citizens Police Review Board Ordinance was adopted on April 20, 2009 and is authorized to review unsworn citizen complaints not currently being investigated by the Police Department and closed departmental investigations in the following instances:

• Use of deadly force. • Alleged use of deadly force. • Any instance wherein police action results in death or serious bodily injury. • Any complaint referred to it by a member of City Council, the City Manager, or the Chief of Police. • Any complaint selected by majority vote of the board for review. • The board is also authorized to review policies, procedures, rules, regulations, and general or

special orders pertaining to the use of force and police conduct toward the citizenry. Complaints and Commendations against/for employees of the department can be made in several ways. All employees of the Police Department have the responsibility for receiving complaints/commendations so the process can be initiated anytime a citizen chooses. It shall be the policy of the Fort Myers Police Department to investigate all complaints, to include anonymous complaints, made against any employee of this department. (C.A.L.E.A. 26.2.1)


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS The following information pertains to both internal and external complaints received in 2017. The possibility exists to have more than one violation/disposition for each investigation. Final Dispositions: For each investigation of misconduct, a "conclusion of fact" is written and a “finding” is addressed as one of the following: (CALEA 26.3.8)

Exonerated: A completed investigation may be labeled exonerated when the facts suggest that the alleged incident did occur, but that the employee's actions were lawful, proper, and consistent with department policy. Not Sustained: The allegation has been investigated and the facts presented are insufficient to clearly prove or disprove the allegation. Sustained: The allegation is supported by a preponderance of evidence to justify reasonable cause and/or just cause that the incident occurred. Unfounded: A completed investigation may be labeled unfounded when the complainant admits to making a false allegation or the facts of the investigation support this, or the accused employee was not involved in the incident, or there is no basis in fact that the incident occurred. An investigation may also be labeled unfounded if, after investigation, the allegation is demonstrably false or there is no credible evidence to support it. Other Findings: During the course of the investigation it was determined other violations exist, or training and / or the policy does not properly address the allegation, or there is confusion about, or a conflict in policy that led to the alleged conduct, or a policy was non-existent, or the policy itself was incorrect or deficient.

Discipline: Discipline is an action initiated and administered to attain satisfactory employee performance. Discipline is also an action initiated and administered when witnessed by a supervisor involving minor misconduct or less serious in-house violations of rules, orders, directives, policies or procedures. The disciplinary process of the Fort Myers Police Department encompasses many forms of discipline, including demotion and termination when appropriate. The disciplinary process may be progressive in nature and will consider all factors, to include officer experience as well as aggravating and mitigating circumstances. Below are the types of discipline utilized by the agency:

• Counseling: Guidance to correct a deficiency or direct employee performance. • Remedial Training: Training utilized as a form of discipline to correct a deficiency or direct employee

performance. • Reprimand: Recorded admonishment of a deficiency, poor performance of violation of policy. • Suspension: Loss of pay and/or benefits for a period of time. • Demotion: Loss of rank and benefits associated with that rank. • Termination: Loss of employment and all benefits associated with that employment.


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS A Preliminary Assessment is an informal investigation that involves an examination of documents, records, available video footage, or any other relevant material that will be utilized to assess all complaints. At the conclusion of the preliminary assessment, the Professional Standards Section Commander, or designee, at the direction of the Chief of Police, will take one of the following actions; Conduct an Administrative Investigation, Conduct an Internal Affairs Investigation, Draft a memorandum documenting the fact that a preliminary assessment of the complaint determined that the facts presented did not require an Administrative or Internal Affairs Investigation.

Breakdown of Investigation by Type

Preliminary Assessments Q1 Q2 Q3 Q4 T External / Citizen Complaints 7 12 15 17 51 Internal / Directed Complaints 0 1 1 0 2 Total Received 7 13 16 17 53

Dispositions Judicial 9 1 8 2 20 No Policy Violation Alleged 4 13 32 14 63

*The possibility exists to have more than one violation / disposition for each investigation

56

27

53

0

10

20

30

40

50

60

2015 2016 2107

3 Year Preliminary Assessments

Judicial Complaint

24%

No Policy Violation Alleged

76%

Preliminary Assessment Disposition

Judicial Complaint No Policy Violation Alleged


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS An Administrative Investigation is one conducted by authorized personnel and monitored by the Professional Standards Bureau into a complaint received by the Fort Myers Police Department that involves minor allegations of misconduct or procedural violations.

Administrative Investigations Q1 Q2 Q3 Q4 T External / Citizen Complaints 17 10 10 7 44 Internal / Directed Complaints 0 0 3 2 5 Total Received 2017 17 10 13 9 49 Dispositions Sustained 3 5 9 3 20 Not Sustained 4 1 0 2 7 Unfounded 14 4 9 12 39 Exonerated 6 2 4 1 13 Other Findings 0 0 2 1 3

The possibility exists to have more than one violation / disposition for each investigation.

17

37

49

0

10

20

30

40

50

60

2015 2016 2017

Administrative Investigations

Sustained24%

Not Sustained8%

Unfounded48%

Exonerated16%

Other Findings4%

Administrative Investigation Dispositions

Sustained Not Sustained Unfounded Exonerated Other Findings


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS Internal Affairs Investigations are conducted by authorized personnel and monitored by the Professional Standards Section, into complaints received by the Fort Myers Police Department that involve serious allegations of misconduct. If sustained, Internal Affairs Investigations could require notification to C.J.S.T.C. and/or circumstances that may involve complex investigative efforts as determined by the Chief of Police or designee.

Internal Affairs Investigations Q1 Q2 Q3 Q4 T External / Citizen Complaints 2 7 2 2 13 Internal / Directed Complaints 3 1 0 0 4 Total Received 2017 5 8 2 2 17 Dispositions Sustained 6 3 9 28 46 Not Sustained 4 3 4 22 33 Unfounded 3 0 5 1 9 Exonerated 0 0 1 2 3 Other Findings 0 0 2 0 2

The possibility exists to have more than one violation / disposition for each investigation.

5

11

17

02468

1012141618

2015 2016 2017

Internal Affairs Investigations

Sustained49%

Not Sustained36%

Unfounded10%

Exonerated3%

Other Findings2%

Internal Affairs Investigation Dispositions

Sustained Not Sustained Unfounded Exonerated Other Findings


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS

Biased Based Complaints 2017 Q1 Q2 Q3 Q4 T Complaints from Traffic Contacts 1 1 1 1 4 Complaints from Field Contacts 4 3 2 5 14 Complaints from Asset Forfeiture 0 0 0 0 0 Total Biased Based Complaints: 5 4 3 6 18 Dispositions Q1 Q2 Q3 Q4 T Exonerated 0 0 0 0 0 Not Sustained 0 0 0 0 0 Sustained 0 0 0 0 0 Unfounded 2 2 5 2 11 Other 0 0 0 0 0 No Policy Violation 0 4 3 7

Review of Biased Based Complaints – The Fort Myers Police Department, by way of General Order 24.2, declares the practice of biased based profiling as an unacceptable behavior that will not be tolerated. Citizens are encouraged to report instances of alleged biased based policing activities to the Professional Standards Section for immediate investigation. The number of biased based complaints increased dramatically (350%) from 2016 to 2017. This increase is largely due to an increased vigilance in capturing every instance wherein citizens alleged biased based policing practices. The increased number of complaints does not automatically relate to an increase in the incidents of biased based activity by Fort Myers Police Department employees. The increased number of complaints is more likely attributable to an increased feeling by some citizens that individual police actions were based upon on an individual’s race, color, ethnicity, gender, age, economic status, sexual orientation, physical handicap, religion or any other identifiable group, rather than on the behavior of the individual as being, having been or currently engaged in criminal activity. The dispositions of each of the 18 biased based complaints received during 2017 supports this assessment. For example, none of the 18 biased based complaints received during 2017 were found to be “sustained”. Eleven (11) of the complaints were “unfounded” and seven (7) were determined to be “no policy violation.” Additionally, as the relationship between the community and the police continues to improve, the number of complaints can initially increase. This increase is linked to improved trust by community members that the police are open to listening to their concerns. During the years of 2016 and 2017, the Fort Myers Police Department engaged in a more focused effort to provide advanced training to staff members regarding biased based policing and community engagement. Further, this training included topics relating to implicit bias and procedural justice. (CALEA 1.2.9)

3 4

18

0

10

20

2015 2016 2017

Biased Based Complaints000

110

7

Biased Based DispositionsExonerated

Not Sustained

Sustained


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS The discipline philosophy of the Fort Myers Police Department is not always punitive in nature. The intent of the philosophy is to modify an employee's behavior(s) when found to be in conflict with the policy of the Department. This is frequently accomplished by identifying the unacceptable behavior and providing the employee with additional training. The disciplinary process may be progressive in nature and will consider all factors to include officer experience as well as aggravating and mitigating circumstances. The table below includes the overall action taken in all incident types. (CALEA 26.2.5)

Personnel Actions Taken 2015 2016 2017 Suspension 10 4 4 Demotion 0 0 1 Resigned In Lieu of Termination 1 2 0 Retired During Investigation 0 0 1 Resigned 0 0 1 Termination 2 1 3 Written Reprimand 36 23 19 Verbal Counseling 44 48 58 Other/Training 78 60 84 Total Disciplinary Actions 171 138 171 Commendations 363 357 282

171

138

171

020406080

100120140160180

2015 2016 2017

Personnel Actions

410113

1958

84

0 20 40 60 80 100

SuspensionDemotion

Resigned In Lieu of TerminationRetired During Investigation

ResignedTermination

Written ReprimandVerbal Counseling

Other/Training

2017 Personnel Actions


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS This section details vehicle accidents involving police department employees.

Vehicle Accidents 2017 Q1 Q2 Q3 Q4 Total

Total 15 18 13 16 62

Vehicle Accident – “Not -At-Fault” 6 6 8 12 32 Vehicle Accident – “At-Fault” 9 12 5 4 30

The possibility exists to have more than one officer for each Vehicle Accident and active accidents are not captured in the above chart.

38

62 62

0

10

20

30

40

50

60

70

2015 2016 2017

3 Year Vehicle Accidents

Not at Fault52%

At Fault48%

Vehicle Accident Dispositions

Not at Fault At Fault


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS This section details vehicle pursuits by police department employees.

Vehicle Pursuits 2017 Q1 Q2 Q3 Q4 Total Total Pursuits: 1 1 0 4 6 Terminated by Agency 0 0 0 0 0 Policy Compliant 1 1 0 4 6 Policy Non-compliant 0 0 0 0 0 Accidents 0 1 0 3 4 Injuries: Officer 0 0 0 0 0

: Suspects 0 1 0 1 2 : Third Party 0 0 0 0 0

Reason Initiated: Traffic offense 1 0 0 0 1 Felony 0 1 0 4 5 Misdemeanor 0 0 0 0 0

The possibility exists to have more than one officer for each pursuit. (CALEA 41.2.2)

The agency had a total of six pursuits in 2017. This is one more than 2016 and two more than 2015. All six pursuits were within policy. Four of the six pursuits resulted in a traffic crash with injuries to two suspects. No officers or third party citizens were injured. Four of the six took place on night shift with the remaining two taking place on day shift. Stop sticks were used in two pursuit and were not used in the others. A review of the pursuits, along with policy and reporting procedures, indicated that the agency was committed to following established guidelines and modification was unwarranted at the time of this analysis. (CALEA 41.2.1)

45

6

01234567

2015 2016 2017

3 Year Vehicle Pursuits

Policy Compliant

100%

Policy Non-Compliant

0%

Vehicle Pursuit Dispositions

Policy Compliant Policy Non-Compliant



Use of Force – Response to Resistance The Response to Resistance reports for 2017 show that there were 62 incidents where force was used during an arrest. The number of arrests by the Fort Myers Police Department was 3,342; therefore, 1.9% of all arrests required some type of force to be used by the officers.

Race / Sex # Arrested # Involved

in a U.O.F. Percent of

Arrest White Male 1,200 18 1.5% White Female 485 3 .6% Black Male 1,271 32 2.5% Black Female 379 10 2.6% Hispanic Male 5 5 100% Hispanic Female 0 0 0% Asian Male 0 0 0% Asian Female 1 0 0% Unknown Male 1 0 0% Unknown Female 0 0 0%

TOTAL 3,342 68 The possibility exists to have more than one citizen and/or type of use of force applied to one individual within the same incident. The possibility exists that the

number of Hispanic males and females were combined with white males and females, when arrested and/or involved in a use of force.

65

42

62

0

10

20

30

40

50

60

70

2015 2016 2017

3 Year Use of Force Comparison

White Male27%

White Female4%

Black Male47%

Black Female15%

Hispanic Male7% Hispanic Female

0%Other

0%

UOF Incidents By Race/Sex 2017

White Male White Female Black Male Black Female Hispanic Male Hispanic Female Other


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS Statistical information collected by the Professional Standards Section was examined to provide a breakdown of the type of service delivery that led police officers to come into contact with persons who later assaulted or resisted the officer(s). The subject(s) action resulted in a response by the officer(s) to counter the assault or resistance offered in order to gain control of the individual. Additonally, the type of force applied by officer(s), complaints related to the use of force, and arrests related were examined.

TOP 5 SERVICE TYPES RESULTING IN A USE OF FORCE SERVICE TYPE COUNT PERCENT OF TOTAL

Breach of Peace 14 23 % Trespassing 7 11 % Baker Act 6 10 % Traffic Violation 4 6 % Suspicious Person 4 6 %

The possibility exists to have more than one citizen and/or type of use of force applied to one individual within the same incident.

3 45 2 7 4 20 81 45 6

3,342

0

500

1000

1500

2000

2500

3000

3500

4000

Firearm ECW Baton OC Canine Weaponless Total UOF Arrests Complaints TotalAgencyArrests

2017 Use of Force at a Glance



DISCHARGE OF FIREARMS / SHOOTING INCIDENTS 2017 Shooting/Discharge of Firearms Investigated

Incidents Contact Shooting Non-Contact Shooting Animal Shooting Inadvertent

Discharge/Shooting 3 0 3 0 0

Officers Involved 3 0 3 0 0

Use of Force Analysis - The raw number of use of force incidents by officers of the Fort Myers Police Department increased by 47.6% from 2016 to 2017 (or from 42 incidents in 2016 to 62 incidents in 2017). At the same time, the number of arrests decreased from 3,791 in 2016 to 3,342 in 2017. This data indicates that officers used force in only 1.1% of arrests in 2016 and 1.9% of arrests in 2017, an increase of 0.8%. 58% of all applications of force took place on night shifts as compared to 42% on day shift. This was consistent with more arrests taking place on night shift than day shift. 34% of subjects complained of or suffered minor injury with only 9% requiring medical attention. 14% of officers were injured during the incidents involving force. The statistical increase in the frequency of use of force incidents suggests that the employees and the citizens they serve would benefit greatly from specialized training relating to use of force tactics and community engagement. To this end, the Fort Myers Police Department has recently been awarded free training through the Bureau of Justice Administration for T-3 Training (Tact-Tactics-and Trust), otherwise known as de-escalation training. This T-3 Training is scheduled for March 5, 2018 and a large segment of our officers will be attending. Additionally, the agency began community engagement training in 2017 with plans to continue deployment of this training into 2018. Although the 0.8% increase in the instances of use of force indicates the need for additional training, this increase is not readily indicative of a disproportionate application of force, as every instance of the application of force is based upon the varied resistance levels of individuals. A review of the 2017 statistical data related to use of force incidents in relation to race and gender, revealed that incidents of use of force were greater for black males and black females, as compared to white males and white females. For example, officers used force in 1.5% of arrests involving white males and 2.5% of arrests involving black males. Additionally, officers used force in 0.6% of arrests involving white females and 2.6% of arrests involving black females. (CALEA 4.2.4)

0

3 3

0

1

2

3

4

2015 2016 2017

Officer Involved Firearm Discharge Incidents


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS Early Warning System A comprehensive Early Warning System is an essential component of a well-managed law enforcement agency. The early identification of potential problems and a menu of remedial actions not only increase the agency’s level of accountability, but also offer employees a better opportunity to comply with the department’s values and mission. The system is intended to assist supervisors in identifying employees whose performance warrant review and, where appropriate, provide intervention in circumstances that may have negative consequences for the employee, fellow employee, this agency, and/or the general public. This intervention is intended to assist employees who exhibit signs of performance and/or stress related problems, preventing allegations of misconduct or disciplinary action.

During 2017, the Early Warning System generated a total of 52 alerts. A review of these alerts revealed that only 6 or 11.5% remain active (requiring additional follow-up) at the close of 2017. In 2017, the Professional Standards Section enacted a new procedure for assigning/ processing individual alerts. This new procedure required alerts to be assigned through the Blue Team system to the Lieutenant supervising the individual employee. The assigned Lieutenant is responsible for addressing each alert and documenting his or her findings or recommendations. The Bureau Captain conducts a final review and approval before a final review by the Internal Affairs Section. Upon reviewing the Personnel Early Warning System, it has been determined that the system is functioning as designed and has provided information for proper review of employees involved in multiple incidents. There are no recommended changes to polices and/or procedures. (CALEA 35.1.9)

26

32

52

0

10

20

30

40

50

60

2015 2016 2017

3 Year Alerts

2015 2016 2017 Total Alerts for the Year 26 32 52


PROFESSIONAL STANDARDS SECTION – TRAINING

Grievances The Professional Standards Section Commander is responsible for the coordination of grievances and conducting an annual analysis of grievances. The analysis serves as a management tool in identifying potential problems within the agency that must be addressed. (CALEA 22.4.3)

Grievance Analysis - There were seven grievances filed in 2017, a 600% increase from 2016. This increase is likely attributable to a change in leadership within the organization. For example, in 2015 a long serving Chief of Police was replaced with an interim Chief, leaving the organization in a transitional state. In the later portion of 2016, a new Chief was selected for the organization. All seven grievances filed during 2017 were discipline related where the employee disagreed with the outcome of the investigation, the documentation compiled during an investigation, and the discipline handed down. At the time of this report, four of the seven grievances were closed with three remained open and pending the grievance process. Of the closed grievances, two were dropped by the petitioner, one was resolved through education of the discipline process and supervisory followup, and one was unresolved. There were no patters of concern and the analysis confirmed that the agency was committed to the grievance process as outlined in department policy and contractual agreements.

0

2

4

6

8

2015 2016 2017

Grievances2

1 1 1

2

1

00.5

11.5

22.5

Discipline Related to Grievance

Formal 2015 2016 2017 Grievances 5 1 7


PROFESSIONAL STANDARDS SECTION – TRAINING

Field Training and Evaluation Program The primary purpose of the Field Training and Evaluation Program, (FTEP), is to educate and train new police Officers and Community Service Aide’s. A successful program must be formalized and standardized. The program must be structured this way because most individuals that enter the law enforcement profession have little knowledge or experience with being a Police Officer / CSA. Another purpose of the program is to familiarize the recruit Police Officer / CSA with ethics and integrity. The program combines the knowledge they learned at the police academy with the functional, hands-on experience gained while performing their duties. The Field Training and Evaluation Program is the most important aspect in developing a recruit Police Officer / CSA. It will have a tremendous influence on the future performance of a recruit Police Officer/ CSA. The ultimate responsibility of the Field Training Officer is to ensure that the knowledge from the academy is appropriately applied to the work in the field.

Field Training and Evaluation Program (FTEP) Q1 Q2 Q3 Q4 T Number of employees that started FTEP 6 3 4 3 16 Number of employees that completed FTEP 4 5 3 1 13 Number of employees that failed to complete FTEP 2 0 0 0 2

The following training was coordinated through the Training Division:

• Placed mandatory training courses, tests, and surveys in Power DMS.

• Sought and registered officers to multiple “Tuition Free” training courses offered at outside agencies.

• Conducted Block Training for sworn personnel – Vehicle operations / Encounters with lawfully armed

citizens.

• Planning for 1st - 4th quarter block training.

• Assisted with Fitness Testing for new officer applicants.

• Registered personnel for local academy classes (advanced and mandatory retraining).

• Conducted body worn camera training.

• Assisted with all aspects of the hiring process.

• Attended job fairs and recruitment events.

• Facilitated the On-the-Job Training program through the Department of Veterans Affairs.

• Conducted Orientation for new employees (sworn and civilian).


• Conducted Field Training Officer final ride-a-longs for officers completing their field training.

• Coordinated Fair & Impartial Policing training for sworn personnel.

• Coordinated swearing in ceremonies for new officers.

• Assisted with coordination of Community Engagement Training.

• Scheduled upcoming supervisory training.

• Hosted Southern Police Institute’s Homicide Investigations course.

• Conducted Active Shooter training at Edison Mall.

• Assisted with evidence destruction (obsolete Taser M-26).

• Conducted FATS training for Explorer Academy.

• Conducted firearms training for Explorer Academy.

• Unmanned Aircraft Systems (UAS) – (July 21, 2017) – Sergeant Richard Meeks attended.

• Victim Services Practitioner Designation – (August 7-11, 2017) – Chevala Jones attended.

• Deviant Sexual Behavior and Related Criminal Activity – (August 7-11, 2017) – Detective R. Curr

attended.

• FAA Remote Pilot - (August 8-17, 2017) – Sergeant Meeks, Officers O’Brien and Hernandez attended.

• Financial Crimes Training Conference – (August 22 & 23, 2017) – Detective Dietz attended.

• Conducted recruitment for National Guard Officers.

PROFESSIONAL STANDARDS SECTION – ACCREDITATION The Fort Myers Police Department was awarded initial accreditation by the Commission for Law Enforcement Accreditation (CALEA) in 2011 for a period of three years. In 2014, the agency was reaccredited following a successful onsite assessment and comprehensive review. The agency has decided to temporarily withdraw from the accreditation process and another onsite assessment will take place within the next three years.

*all policy revisions are pending approval

The Fort Myers Police Department was awarded initial accreditation by the Commission for Florida Law Enforcement Accreditation (CFA) in 2012. The agency was reaccredited by CFA in 2015 for a period of three years. The department’s state reaccreditation award is effective until 2018.

Policy Revisions 2017 Number of Policy Revisions 17


PROFESSIONAL STANDARDS SECTION – BACKGROUNDS/RECRUITMENT

Backgrounds & Recruitment continues to focus on the recruitment and retention of diverse candidates for the agency. The following chart represents the vacancies filled in 2017 based on race and gender:

Position Hired White Male

Black Male

Hispanic Male

White Female

Black Female

Hispanic Female Other Total

Police Officer 6 2 3 2 13 Deputy Chief 2 2 Accreditation Manager 1 1 Telecommunications Operator III 1 1 Telecommunications Operator II 1 1 2 Telecommunications Operator I 2 4 6 Records Supervisor 1 1 Records Clerk 1 1 2 Senior Staff Assistant 2 2 Data Entry Clerk 1 1 Grants Coordinator 1 1 Community Service Aide 1 1 Public Information Officer 1 1Evidence/Property Supervisor 1 1 Switchboard Operator 1 1

Total 36

Vacancies 2017

Police Captain 2 Police Sergeant 2 Police Officer 3 Program/Fiscal Manager 1 Telecommunications Operator II 4 Telecommunications Operator I 1 Cold Case Investigator (Contract) 1 Total Vacancies 14

We continue to utilize our website, the online public forum Neo-Gov, International Association of Chiefs of Police, and the Florida Police Chief Association to advertise vacancies.

15

14

2

1 4

Hired in 2017 by Race & Sex

White Male White Female

Black Male Black Female

Hispanic Male Hispanic Female

Other


Sworn Statistics Filled

Positions Male Female Black White Asian Indian Hispanic Protected

Officer 149 115 34 19 97 0 0 33 86Sergeant 17 12 5 2 12 0 1 2 10

Lieutenant 13 13 0 3 8 1 0 1 5Staff 5 5 0 1 3 0 0 1 2Total 184 145 39 25 120 1 1 37 103

Percent 100.0% 78.8% 21.2% 13.6% 65.2% 0.5% 0.5% 20.1% 56.0%Civilian Statistics

TCO1 9 2 7 0 8 0 0 1 8TCO2 12 2 10 1 9 0 0 2 13TCO3 1 0 1 0 1 0 0 0 1CSA 5 3 2 1 4 0 0 0 3

Civilian 44 12 32 4 36 0 0 4 40Total 71 19 52 6 58 0 0 7 65

Percent 100.0% 26.8% 73.2% 8.5% 81.7% 0.0% 0.0% 9.9% 91.5%

145

39 25

120

1 137

0

50

100

150

200

Sworn Officer Breakdown12

52

12

0 1 2

0

5

10

15

Sergeant Breakdown

13

03

8

1 0 10

5

10

15

Lieutenant Breakdown5

01

3

0 01

0123456

Command Staff Breakdown

19

52

6

58

0 0 70

20406080

Civilian Breakdown

PROFESSIONAL STANDARDS SECTION – BACKGROUNDS/RECRUITMENT


ADMINISTRATIVE SERVICES SECTION – EVIDENCE The Property and Evidence Section is the central repository for all property and evidence held by the Fort Myers Police Department relating to criminal and civil matters. This section of the police department provides for the care, custody and control of recovered and evidentiary property as well as abandoned, lost, or found property in the custody of this agency. This is a critically vital function in supporting investigations, helping to ensure successful outcomes during judiciary proceedings and facilitating the timely return of property to its rightful owners. The evidence and property section is currently being updated to meet and exceed current processes, practices, space requirements and storage in order to maximize the efficiency of the division while providing a high standard of evidence handling and accountability. Evidence is responsible for maintaining items in the vault, bicycle compound, secured POD (container) and an off-site vehicle and large item storage compound.

2017 Intake - New Items

Items Sent to Lab

Evidence Disposed

Evidence Released

1st Quarter 3140 576 952 4 2nd Quarter 2661 424 502 109 3rd Quarter 2400 270 221 440 4th Quarter 2971 189 1244 594

Totals 11,172 1,459 2,919 1,147

0

2000

4000

6000

8000

10000

12000

2017 Totals

2017 Evidence Vault Activity

Intake - New Items Items Sent to Lab Evidence Disposed Evidence Released


ADMINISTRATIVE SERVICES SECTION – FLEET The agency has approximately 190 vehicles in its fleet. These vehicles are distributed throughout the various sections and divisions of the agency to include Patrol, Investigations, Crime Scene, Evidence, and Command Staff. In 2017, the agency received fifteen (15) Ford Explorers for patrol and ten (10) Ford Fusions for the Detective Division. The vehicles were outfitted and deployed to personnel during the fourth quarter of 2017. Cooperation between Fleet Services and the City Purchasing department allowed the agency to refurbish lower mileage vehicles to improve the overall appearance of our fleet. Items refurbished included replacement engines, decals, body work, and new paint.

ADMINISTRATIVE SERVICES SECTION – QUARTERMASTER The Administrative Services Section oversees the Quartermaster. The agency Quartermaster is responsible for the general oversight of the police department’s equipment and supply function, to include, issuing equipment and other supplies to department personnel, identifying and evaluating “police specific” equipment, making equipment and supply purchases, and maintaining inventory records. The Quartermaster assists administrative personnel with the oversight and inventory of other department assets as needed. The Administrative Services Section has purchased an Asset and Inventory Tracking program, Collective Data, for all equipment entering and leaving the Quartermaster vault. The new program will better the agency’s ability to track equipment and has been needed for years. The program includes bar code technology, scanners, and printers. The program will be installed during the first quarter of 2018.

ADMINISTRATIVE SERVICES SECTION – C.I.N.T. The Critical Incident Negotiations Team (CINT) is a specialized unit within the Fort Myers Police Department that has been trained to handle communications in crisis and hostage situations. CINT is also trained and called upon to communicate with suicidal, armed, and/or barricaded subjects. The Critical Incident Negotiations Team’s primary goal in any crisis situation is the preservation of life, and the peaceful resolution of the crisis through open communication and negotiation, thereby, minimizing the need for the use of force. In all hostage situations, the ultimate goal is the release of all hostages unharmed and the apprehension of the suspect while maintaining the safety of the general public and officers involved.

4 3

6

0

5

10

2015 2016 2017

CINT Callouts