administrative bureau annual report 2018

Fort Myers Police 2210 Widman Way Fort Myers, Florida 33901 Department

ADMINISTRATIVE BUREAU

2018

Annual Report

Administrative Bureau Captain William Newhouse Lieutenant William Musante

Distributed to and Reviewed by Command Staff and Chief Derrick Diggs

5

10

15

20

25

30

35

40

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

PROFESSIONAL STANDARDS SECITON - BACKGROUNDS/RECRUITMENT ..............................................................................................

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




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

SUPPORT OPERATIONS SECTION – I.T. LIAISON/HEADQUARTERS..........................................................................................................

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

PROFESSIONAL STANDARDS SECITON - BACKGROUNDS/RECRUITMENT .............................................................................................. 3

PROFESSIONAL STANDARDS SECITON - BACKGROUNDS/RECRUITMENT .............................................................................................. 4

PROFESSIONAL STANDARDS SECTION – TRAINING ..................................................................................................................................... 6

PROFESSIONAL STANDARDS SECTION – TRAINING ..................................................................................................................................... 7

PROFESSIONAL STANDARDS SECTION – ACCREDITATION ........................................................................................................................ 7

PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS ................................................................................................................... 8

PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS ................................................................................................................... 9

PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS ................................................................................................................. 11













ADMINISTRATIVE SERVICES SECTION – EVIDENCE ................................................................................................................................... 26

ADMINISTRATIVE SERVICES SECTION – FLEET........................................................................................................................................... 27

ADMINISTRATIVE SERVICES SECTION – QUARTERMASTER .................................................................................................................... 27

ADMINISTRATIVE SERVICES SECTION – C.I.N.T. ......................................................................................................................................... 28

SUPPORT OPERATIONS SECTION - COMMUNICATIONS ............................................................................................................................. 29

SUPPORT OPERATIONS SECTION - COMMUNICATIONS ............................................................................................................................. 31

SUPPORT OPERATIONS SECTION – RECORDS DIVISION ............................................................................................................................ 32

SUPPORT OPERATIONS SECTION – RECORDS DIVISION ............................................................................................................................ 33

SUPPORT OPERATIONS SECTION – I.T. LIAISON/HEADQUARTERS.......................................................................................................... 34




SUPPORT OPERATIONS SECTION – DETAILS/LICENSING........................................................................................................................... 39

2018 Annual Report – Administrative Bureau 1

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.


PROFESSIONAL STANDARDS SECTION - BACKGROUNDS/RECRUITMENT

Sworn Statistics Filled Positions Male Female Black White Asian Indian Hispanic Protected

Officer 177 137 40 20 115 0 0 41 101 Sergeant 16 11 5 1 12 0 1 2 9 Lieutenant 13 13 0 3 8 1 0 1 5 Staff 5 5 0 1 3 0 0 1 2 Total 211 166 45 25 138 1 1 45 117 Percent 100.0% 78.7% 21.3% 11.8% 65.4% 0.5% 0.5% 21.3% 55.5%

Civilian Statistics TCO1 10 1 9 1 8 0 0 1 11 TCO2 14 2 12 1 9 0 0 4 17 TCO3 6 1 5 0 6 0 0 0 5 CSA 5 3 2 1 4 0 0 0 3 Civilian 52 16 36 4 40 0 0 8 48 Total 87 23 64 7 67 0 0 13 84 Percent 100.0% 26.4% 73.6% 8.0% 77.0% 0.0% 0.0% 14.9% 96.6%

166

45 25

138

1 1 45

0

50

100

150

200

Sworn Officer Breakdown

11

5

1

12

0 1 2

0

5

10

15

Sergeant Breakdown

13

0 3

8

1 0 1 0

5

10

15

Lieutenant Breakdown 5

0 1

3

0 0 1

0 1 2 3 4 5 6

Command Staff Breakdown

23 64

7

67

0 0 13 0 50 100

Civilian Breakdown



Backgrounds & Recruitment continues to focus on the recruitment and retention of diverse candidates for the agency. The following chart represents the vacancies filled in 2018 based on race and gender:

Position Hired White Male

Black Male

Hispanic Male

White Female

Black Female

Hispanic Female Other Total

Police Officer 20 4 9 5 2 2 42 Police Legal Advisor 1 1 Group Violence Project Manager 1 1 Program Fiscal Manager 1 1 Quality/Assurance Training Supervisor 1 1 Communications Manager 1 1 Telecommunications Operator III 1 2 3 Telecommunications Operator II 1 4 1 1 7 Telecommunications Operator I 1 1 1 3 Evidence/Property Technician 2 2 Crime Scene Technician 2 2 Crime Analyst 1 1 1 3 Background Investigator 2 2 Records/Data Entry Clerk 2 2 Switchboard Operator 1 1 Police Cadet 1 2 1 4 Totals 27 4 11 25 4 5

Total 76

27

25

4

4

11

5

0

Hired in 2018 by Race & Sex

White Male White Female Black Male

Black Female Hispanic Male Hispanic Female

Other



Vacancies 2018

Police Captain 2 Police Sergeant 7 Police Officer 16 Crime Analyst 2 Intelligence Tech Analyst 1 Senior Program Coordinator 1 Crime Scene Technician 1 Community Service Aide 1 Telecommunications Operator 2 4 Evidence Technician 2 Cold Case Investigator 3 Assistant Quartermaster 1

Total Vacancies 41

Vacancies End of 2018

Assistant Quartermaster

Cold Case Investigator

Evidence Technician

Telecommunications Operator 2

Community Service Aide

Crime Scene Technician

Senior Program Coordinator

Intelligence Tech Analyst

Crime Analyst

Police Officer

Police Sergeant

Police Captain

0 2 4 6 8 10 12 14 16 18

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.

52018 Annual Report – Administrative Bureau

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 / CSAs. 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 Total

Number of employees that started FTEP 3 9 13 8 33 Number of employees that completed FTEP 4 5 0 13 22 Number of employees that failed to complete FTEP 0 0 0 0 0

16 13 2

33 22

0 0

20

40

Entered FTEP Completed FTEP Failed FTEP

Field Training and Evaluation Program 2017/2018

2017 2018

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 – Handgun Retention/Less Lethal Force

• Planning for 1st quarter block training (Firearms Transition Training)

• Assisted with Fitness Testing for new officer applicants

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

• Conducted Orientation for new employees (sworn and civilian)


PROFESSIONAL STANDARDS SECTION – TRAINING

• Conducted FTO final ride-a-longs for officers completing their field training

• Gangs and Security Threat Groups (November 2018)

• Vehicle Operations Instructor Class (November 2018)

• No-Nonsense Leadership Boot Camp (October 2018)

• T3 – Command Level Training (November 2018)

• Florida Association of Hostage Negotiators Training (November 2018)

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. Following a temporary withdrawl from the accreditation process in 2017, the police department is now concluding the self assessment phase, with a scheduled full mock assessment January 8-10, 2019. The CALEA on-site assessment is anticipated to be conducted in the fall of 2019.

Annual 2018 Standards Completed 597 Policy Revisions 61 SOP’s Issued 41 Special Orders 3

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 withdrew from the CFA process in January of 2018 and is evaluating re-entry. The Fort Myers Police Department’s Accreditation Manager is Randall Jones.

Large Policy Projects Completed: • Juvenile Civil Service Process (GO 26.2)• Risk Protect Orders/Mental Health-Baker Acts (GO 14.2/15.7) and development of procedures andchecklists.

• Line Staff Inspections (GO 7.10)• Evidence & Property (GO 14.2)• New policies: (GO 21.6 ShotSpotter, 21.5 NIBIN, 21.7 LPR, 21.4 Intelligence-led Policing)


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 Police 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 17 12 15 18 62 Internal / Directed Complaints 2 0 1 3 6 Total Received 19 12 16 21 68

Dispositions Judicial 1 0 5 6 12 No Policy Violation Alleged 12 14 2 26 54 Documentation – Psnl/Dept 0 0 2 0 2

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

27

53

68

0

10

20

30

40

50

60

70

80

2016 2017 2018

3 Year Preliminary Assessments

Judicial Complaint 18%

No Policy Violation Alleged 82%

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 Section 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 7 5 4 2 18 Internal / Directed Complaints 0 0 1 1 2 Total Received 2018 7 5 5 3 20

Dispositions Sustained 0 0 4 6 10 Not Sustained 0 0 6 3 9 Unfounded 0 6 7 7 20 Exonerated 0 2 10 0 12 Other Findings 0 0 0 0 0

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

37

49

20

0

10

20

30

40

50

60

2016 2017 2018

Administrative Investigations

Sustained 20%

Not Sustained 18%

Unfounded 39%

Exonerated 23%

Other Findings 0%

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 0 0 0 2 2 Internal / Directed Complaints 1 3 2 7 13 Total Received 2018 1 3 2 9 15

Dispositions Sustained 0 0 2 1 3 Not Sustained 0 0 1 0 1 Unfounded 0 2 2 5 9 Exonerated 0 0 0 0 0 Other Findings 0 0 0 1 1

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

11

17 15

0 2 4 6 8 10 12 14 16 18

2016 2017 2018

Internal Affairs Investigations

Sustained 22%

Not Sustained 7%

Unfounded 64%

Exonerated 0%

Other Findings 7%

Internal Affairs Investigation Dispositions

Sustained Not Sustained Unfounded Exonerated Other Findings


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 2016 2017 2018 Suspension 4 4 7 Demotion 0 1 0 Resigned In Lieu of Termination 2 0 0 Retired During Investigation 0 1 0 Resigned 0 1 0 Termination 1 3 2 Written Reprimand 23 19 31 Verbal Counseling 48 58 58 Other/Training 60 84 53 Total Disciplinary Actions 138 171 151 Commendations 357 282 235

138

171 151

0

50

100

150

200

2016 2017 2018

Personnel Actions

7 0 0 0 0 2

31 58

53

0 20 40 60 80

Suspension

Resigned In Lieu of…

Resigned

Written Reprimand

Other/Training

2018 Personnel Actions



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 an immediate and thorough investigation.

Biased Based Complaints 2018 Q1 Q2 Q3 Q4 T Complaints from Traffic Contacts 0 0 0 0 0 Complaints from Field Contacts 4 3 0 0 7 Complaints from Asset Forfeiture 0 0 0 0 0 Total Biased Based Complaints: 4 3 0 0 7 Dispositions Q1 Q2 Q3 Q4 T Exonerated 0 0 3 0 3 Not Sustained 0 0 0 0 0 Sustained 0 0 0 0 0 Unfounded 0 2 1 3 6 Other 0 0 0 0 0 No Policy Violation 0 2 0 0 2

The number of biased based complaints decreased 61% from 2017 to 2018. When examining each of the biased based complaints in 2017; 6 or 33% of the 18 complaints were submitted by an individual complainant. This complainant engaged in a repeated pattern of similar language in each of his complaints alleging that all of the police officers that he came into contact with were “harassing him” based upon his race. Each of his complaints were determined to be unfounded. In 2018, we changed the procedure for labeling and addressing complaints from this particular individual complainant (the procedure remained the same for every other complainant). This change resulted in a more accurate accounting of the number of biased based complaints received and processed.

In 2018, the Fort Myers Police Department provided advanced training to staff members regarding implicit bias, procedural justice, biased based policing, and community engagement. This training was designed to improve our officer’s knowledge and skillset when interacting with the community. (CALEA 1.2.9)

An analysis of the data revealed that there is no additional training or policy changes required since there were only 7 complaints filed in 2018 compared to 18 in 2017 (No complaints in the 3rd or 4th Quarter). Out of those complaints, there were no sustained findings. The complaints were associated with officer and citizen field contacts, and not traffic stops. As previously mentioned, the Fort Myers Police Department has a zero-tolerance policy for any biased based policing practices and the agency will continue to proactively offer a myriad of required annual training for all police officers regarding biased based policing and diversity training. The current policy will remain in effect, and the Fort Myers Police Department will continue to thoroughly investigate every complaint of biased based policing. (CALEA 1.2.9)



4

18

7

0

5

10

15

20

2016 2017 2018

Biased Based Complaints Exonerated 27%

Not Sustained 0%

Sustained 0%

Unfounded 55%

Other 0%

No Policy Violation 18%

Biased Based Dispositions

Exonerated Not Sustained Sustained Unfounded Other No Policy Violation

Review of Vehicle Accidents - This section details vehicle accidents involving police department employees.

Vehicle Accidents 2018 Q1 Q2 Q3 Q4 Total

Total 18 24 10 22 74

Vehicle Accident – “Not -At-Fault” 8 12 5 10 35 Vehicle Accident – “At-Fault” 10 12 5 12 39

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

62 62 74

0

20

40

60

80

2016 2017 2018

3 Year Vehicle Accidents

Not at Fault 47%At Fault

53%

Vehicle Accident Dispositions

Not at Fault At Fault



Review of Pursuits - This section details vehicle pursuits by police department employees.Vehicle Pursuits 2018 Q1 Q2 Q3 Q4 Total Total Pursuits: 1 0 1 1 3 Terminated by Agency 0 0 0 0 0 Policy Compliant 1 0 1 1 3 Policy Non-compliant 0 0 0 0 0 Accidents 1 0 0 0 1 Injuries: Officer 0 0 0 0 0

: Suspects 1 0 0 0 1 : Third Party 0 0 0 0 0 Reason Initiated: Traffic offense 0 0 0 1 1 Felony 1 0 1 1 3 Misdemeanor 0 0 0 0 0

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

5 6

3

0 1 2 3 4 5 6 7

2016 2017 2018

3 Year Vehicle Pursuits

Policy Compliant 100%

Policy Non-Compliant 0%

Vehicle Pursuit Dispositions

Policy Compliant Policy Non-Compliant

The number of pursuits decreased dramatically (50%) from 2017 to 2018. The three pursuits that the agency was involved with were within policy. Therefore, officers involved in each of the three pursuits acted in accordance to policy and procedure. Two of the pursuits were associated with felony offenses, and the other pursuit involved a traffic related offense. No officers or third party citizens were injured in any of the pursuits, and one pursuit resulted in a traffic crash with injuries to the involved citizen that fled from law enforcement.

An analysis of the vehicle pursuits and subsequent dispositions indicates that officers with the Fort Myers Police Department were 100% compliant with the policy regarding vehicle pursuits. Therefore, the policy in place along with the associated reporting procedures require no changes. In addition, with the successful compliance by the officers relating to the policy along with the significant reduction in the amount of pursuits for 2018, no additional training is necessary for pursuits and reporting procedures. However, with vehicle pursuits being such a high liability topic, the Fort Myers Police Department understands the importance of continued annual training regarding vehicle operations and pursuits along with monitoring local and national publicized pursuits to ensure proper training for any emerging trends (CALEA 41.2.2).



Use of Force – Response to Resistance The Response to Resistance reports for 2018 show that there were 78 incidents where force was used during an arrest. The number of arrests by the Fort Myers Police Department was 3,749; therefore, 2.1% of all arrests required some type of force to be used by the officers.

42

62

82

0 10 20 30 40 50 60 70 80 90

2016 2017 2018

3 Year Use of Force Comparison

Race / Sex # Arrested # Involved in a U.O.F.

Percent of Arrest

White Male 1,344 28 2.1% White Female 492 4 .8% Black Male 1,471 39 2.6% Black Female 427 11 2.6% Asian Male 4 0 0% Asian Female 6 0 0% Unknown Male 3 0 0% Unknown Female 1 0 0% Indian Male 1 0 0%

TOTAL 3,749 82 2.1% 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.

White Male 34%

White Female 4%

Black Male 47%

Black Female 15%

Other 0%

UOF Incidents By Race/Sex 2018

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

Trespassing 13 17% Breach of Peace 7 9% Baker Act 7 9% Traffic Violation 7 9% Assault 6 8%

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

1 57 3 7 9 37 114 82 7

3,749

0

500

1000

1500

2000

2500

3000

3500

4000

Firearm ECW Baton OC Canine Weaponless Total Subjects Involved UOF

Complaints Total Agency Arrests

Use of Force at a Glance



DISCHARGE OF FIREARMS / SHOOTING INCIDENTS 2018 Shooting/Discharge of Firearms Investigated

Incidents Contact Shooting Non-Contact Shooting Animal Shooting Inadvertent

Discharge/Shooting 1 1 0 0 0

Officers Involved 2 1 1 0 0

3 3

1

0

0.5

1

1.5

2

2.5

3

3.5

2016 2017 2018

Officer Involved Firearm Discharge Incidents

Use of Force Analysis -An analysis revealed that in 2018 the Fort Myers Police Department documented 78 use-of-force incident reports involving 82 citizens. On three occasions two or more subjects received a law enforcement use-of-force during a single incident, such as an officer utilizing OC spray on two individuals that were engaged in a physical altercation and did not comply with the officer’s lawful commands to cease this activity. We conducted an analysis of all use-of-force activities, policies, and practices, including: date and time of incidents, the types of encounters resulting in the use-of-force, trends or patterns related to race, age and gender of subjects involved, trends or patterns resulting in injury to any person including employees, and the impact of findings on policies, practices, equipment, and training.

The raw number of use-of-force incidents by officers of the Fort Myers Police Department increased by 12% from 2017 (62) to 2018 (82). However, during this same time period, the number of arrests increased from 3,342 in 2017 to 3,749 in 2018 (approximately 11%). This data indicates that officers used force in 1.9% of arrests in 2017 and 2.2% of arrests in 2018, an increase of 0.3%. Although the amount of uses-of-force increased slightly, the amount of arrests made by the Fort Myers Police Department increased by 407. Therefore, 0.3% increase in the amount of arrests that resulted in a use-of-force is not indicative of a disproportionate application of force, as every instance of the application of force is based upon the varied resistance levels of individuals. It must be noted that after a careful review of three command staff members and the Chief of Police, every use-of-force for 2018 was found to be justified and within the guidelines of the


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS Fort Myers Police Department use-of-force matrix. The increase in the amount of arrests can be attributed to a myriad of factors, including the individual call for service, officer proactivity, and the fact that the Fort Myers Police Department hired an additional 33 Officers in 2018.

In 2018, 34% of subjects complained of or suffered minor injuries with only 7% requiring medical attention. It must be noted that the Fort Myers Police Department policies require mandatory medical attention to any arrestee that receives more than 2 Taser (ECW) activations, two officers utilizing separate Taser activations on one subject, an adverse response to OC spray, or any other situation deemed significant by an on-scene supervisor. Ten percent of officers were injured during the incidents involving the use-of-force (one fatality). Only a small fraction of the subjects that experienced a use-of-force required medical attention (either on scene medical attention from Emergency Medical Services or transportation to the hospital) and an analysis of the data does not indicate any pattern or trend regarding injuries to either subjects or officers.

As expected, use-of-force incidents were higher during the late evening and overnight hours due to the nature of the calls for service. Use-of-force incidents occurred more often during the weekend than during the week, which corresponds with more calls for service during weekends and an increased number of individuals within the City Limits of Fort Myers.

0

2

4

6

8

10

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Use of Force Count by Time of Day

Use of Force Count

0

2

4

6

8

10

12

14

16

18

Monday Tuesday Wednesday Thursday Friday Saturday Sunday

Use of Force Count by Day of Week


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS In 2018, 13% of the subjects involved in use-of-force were under the age of 20, 32% were between the ages of 20 to 29, 33% were between the ages of 30 and 39, 15% were between the ages of 40 to 49, and 7% were over the age of 50. The percentage of subjects that encountered a use-of-force by age category is proportionate to the amount of arrests for each age category (majority of arrestees being between the ages of 20 and 39) and our analysis did not reveal any significant trend or pattern.

13%

31%

34%

15%

7%Age Breakdown

Under 20 20 to 29 30 to 39 40 to 49 50 and Up

The top five service calls that resulted in a use-of-force are Trespassing, Breach of Peace, Baker Acts, Traffic Violations, and Assaults. The data results are expected, as these types of calls for service often result in flight from law enforcement officers (trespassing and traffic stops) or refusal to leave an area (trespassing), physical encounters (breaches of peace and assaults), or mental health issues (Baker Acts).

The Fort Myers Police Department has a strict and comprehensive policy governing the reporting of the use-of-force. Therefore, use-of-force reports are mandated any time a citizen complains of injury during an arrest, any time an officer escorts a person to the ground or handcuffs a person and there is a visible injury (i.e. minor scrape), and any time an officer utilizes a weapon or control device (whether successful or not). Of the 82 subjects involved in a law enforcement use of force, 15 (18%) were female and 67 (82%) were male. In addition, 51 of the subjects that experienced a law enforcement use-of-force were Black and 31 were White.

In 2018, 1,344 white males were arrested and 28 (2.1%) were involved in a use-of-force, 492 white females were arrested and 4 (0.8%) were involved a use-of-force. 1,471 black males were arrested and 39 (2.6%) were involved use-of-force and 427 black females were arrested and 11 (2.6%) were involved in a use-of-force.

A review of the 2018 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. The difference between the number of black males that received a use-of-force (39) and while males (28) is nominal since 127 more black males were arrested than white males (1,471 to 1,344). Therefore, the analysis of this data did not merit further examination.

There is a disparity in the number of black females and white females that were involved in a law enforcement use-of-force (11 black females and 4 white females) and 2.6% of black females arrested and 0.8% of white females arrested were involved in a use-of-force (65 more white females were arrested than black females). Although there were only 7 more black females than white females that were involved in a use-of-force in 2018, in which almost 1,000 total females were arrested, we analyzed each individual use-of-


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS force report to determine if there was a trend or pattern with the amount of black females that were involved in a use-of-force compared to white females. Two of the white females that were involved in a use-of-force were escorted to the ground for resisting an officer, one had a federal weapons warrant and was apprehended by a K9 while concealing herself in an air conditioning vent, and a white female involved in a use-of-force was exposed to OC spray after being sprayed to prevent her from purposely striking her head against the vehicle’s partition and hurting herself.

Of the 11 black females that were involved in a use-of-force, 3 separate incidents involved 7 females that were involved in a physical fight (2 OC spray exposures, 3 Taser deployments, and 2 officer escorts to the ground). Therefore, 63% of all black females that were involved in a use-of-force were actively fighting and resisting officers at the time of the use-of-force. The 2 black females that were exposed to OC spray while engaged in a fight evaded detention and were not arrested. The additional 4 black females were involved in a use-of-force for the following reasons: an officer deployed a Taser at a black female that was attempting to bite an officer (unsuccessful deployment due to the attire of the female), an officer tackled a black female that stole merchandise from a store and bit a loss prevention officer, and 2 black females (separate incidents) encountered taser deployments when they fled from law enforcement on foot.

A thorough review of all the use-of-force reports related to black females and white females indicates no concern regarding the disparity in use-of-force between black and white females. The uses-of-force for all female subjects were justified. Every instance of a use-of-force is based upon the varied resistance level of the subjects. In addition, 3 out of the 11 (27%) uses-of-force for black females resulted in unsuccessful taser deployments, 3 out of the 11 (27%) use-of-force arose from officers escorting black females that resisted arrest to the ground (common practice when individuals resist control techniques), and 2 out of the 11 (18%) uses-of-force subjects were able to evade detention after receiving exposure to OC spray because they were actively fighting with each other. Therefore, a meticulous examination of each use-of-force (for both black and white females) indicates there is no pattern or trend associated with the disparity in use-of-force and each use-of-force was a result of the resistance levels of both white and black females that were resisting an officer while engaged in various criminal activities.

There is no discernable trend or pattern among the use-of-force used by officers amongst age, gender and race in 2018 along with trends or patterns resulting in injury to any person including employees. The data and subsequent review of individual use-of-force reports demonstrates the Fort Myers Police Department Officers are exercising proper responses to resistance. Therefore, no changes to training, policy, practices, or equipment will be made at this time. However, the Fort Myers Police Department will continue to require all employees to attend annual training that focuses on defensive tactics, officer safety, interpersonal skills, and de-escalation techniques. For example, The Fort Myers Police Department was awarded free training through the Bureau of Justice Administration for T-3 Training (Tact-Tactics-and Trust), otherwise known as de-escalation training in 2018. Both the Training Division and Professional Services Section will continue to monitor uses-of-force to ensure that officers continue to act within the rules and regulations of the agency and to develop potential policy changes, equipment purchases, and new training offerings to maximize safety for both officers and the public. (CALEA 4.2.4)



Officers Assaulted or Killed Analysis

Officers Assaulted by Year

Officer Killed, Felonious

Officer Killed,

Accident or Negligence

Officer Assaulted, No Injury

Officer Assaulted, Minor Injury

Officer Assaulted, Serious Injury

Totals

2014 0 0 11 11 1 23 2015 0 0 10 10 0 20 2016 0 0 7 7 0 14 2017 0 0 15 6 0 21 2018 1 0 11 2 0 14 TOTALS 1 0 54 36 1 92

11 10 7

15

11

0

5

10

15

20

2014 2015 2016 2017 2018

Officers Assaulted, No Injury

11 10

7 6

2

0 2 4 6 8 10 12 14

2014 2015 2016 2017 2018

Officers Assaulted, Minor Injury

1

0 0 0 0

-0.4 -0.2 0 0.2 0.4 0.6 0.8 1 1.2

2014 2015 2016 2017 2018

Officers Assaulted, Serious Injury

0 0 0 0

1

-0.4 -0.2 0 0.2 0.4 0.6 0.8 1 1.2

2014 2015 2016 2017 2018

Officer Killed, Felonious

An analysis revealed that in 2018, 11 officers were assaulted with no injuries, 2 officers were assaulted with minor injuries, no officers suffered serious injuries and 1 was shot and killed (murdered). The Fort Myers Police Department requires all patrol officers to wear body-armor. Overall, the number of officers assaulted declined from 2017 (21 to 14) and is at the lowest level during the last five years.


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS Nationally, assaults on law enforcement officers has increased in recent years. Although the analysis of this data indicates that the amount of Fort Myers Police Department officers assaulted has declined year to year, the topic of officer assaults is of the utmost importance to the Fort Myers Police Department and its training division. Officers receive a variety of training which includes but is not limited to: Handcuffing, OC Spray, Expandable Baton, Taser/ECW, Takedowns, Handgun Retention, Active Shooter, Rescue Training, De-Escalation Training, Deadly Force, T3 Training (Tact, Tactics and Trust) and Physical Countermeasures. In addition, every officer is equipped with body-cameras and officers are encouraged to enroll in specialized or advanced law enforcement academy classes related to defensive tactics and officer safety.

In 2019, the Fort Myers Police Department is transitioning to new Smith & Wesson 9mm handguns, which will have an increased magazine capacity, attached gun light to improve officer safety at night along with the latest gun holster retention devices. The training division received new automated firearm targets which allows officers to engage moving targets to improve accuracy and prepare them for real-life scenarios.

In 2019, the training division was expanded by adding an additional Sergeant (1 Lieutenant and 2 Sergeants). There are no policy changes recommended at this time, but members of the Fort Myers Training Division frequently review all aspects of the related policies along with local and national events to determine potential policy changes along with additional training topics. Members of the training division are committed to continuing to review new potential law enforcement equipment that will be beneficial to officers for training purposes and their duties.

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.

32 52

77

0 20 40 60 80 100

2016 2017 2018

3 Year Alerts

2016 2017 2018 Total Alerts for the Year 32 52 77


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS An analysis of the Early Warning System for 2018 revealed that the system generated a total of 77 alerts. This was up from 52 in 2017 and 32 in 2016. A review of these alerts revealed that only 11 or 14% remain active (requiring additional follow-up) at the close of 2018. The increase in alerts mirrored the increase in Use of Force instances as well as Traffic Crashes involving employees documented by the agency. These increases did not cause reason for concern and were attributed to the increasing manpower and calls for service during the same time period.

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)

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)

Formal 2016 2017 2018 Grievances 1 7 3

1

7

3

0

2

4

6

8

2016 2017 2018

Grievances 1

0 0 0 0 0 0 0.2 0.4 0.6 0.8 1 1.2

Discipline Related to Grievances

Grievance Analysis - There were 3 grievances filed in 2018, a 57% decrease from 2017.

One grievances filed during 2018 was discipline related where the employee disagreed with the outcome of his termination. The second grievance filed during 2018 was an employee who grieved his annual evaluation. The third and final grievance was concerning Field Training Officer pay.


PROFESSIONAL STANDARDS SECTION – INTERNAL AFFAIRS At the time of this report, all three were closed. Out of the three, one grievance was denied and termination was upheld. The second grievance was unresolved relating to the annual evaluation, and the third grievance concerning the Field Training Officer pay was resolved. There were no patterns of concern and the analysis confirmed that the agency was committed to the grievance process as outlined in department policy and contractual agreements.

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. There are 66,843 Items Stored in the Vault, Bicycle Storage Cage, Storage Pod, Homicide Pod, and Vehicle Impound Lot.

2018 Intake - New Items

Items Sent to Lab

Items Disposed Items Released

1st Quarter 2,420 706 1,637 344 2nd Quarter 3,049 746 2,015 775 3rd Quarter 2,838 791 4,120 502 4th Quarter 3,080 864 4,415 876 Totals 11,387 3,107 12,187 2,497

11,172

2,792

2,919

1,147

11,387

3,107

12,187

2,497

215

315

9,268

1,350

0 2,000 4,000 6,000 8,000 10,000 12,000 14,000

Items Submitted

Items Sent to Lab

Items Disposed

Items Released

2017 - 2018 Property/Evidence Item Comparison

Increase 2018 2017


ADMINISTRATIVE SERVICES SECTION – FLEET

The agency’s fleet of vehicles are distributed throughout the various sections and divisions of the agency to include Patrol, Investigations, Crime Scene, Evidence, and Command Staff.

In late 2018, the agency received forty-one (41) Ford Explorers for patrol and School Resource Officers, four (4) Ford Fusions for the Detective Division and one (1) pick-up truck. The vehicles will be outfitted and deployed to personnel during the first quarter of 2019.

ADMINISTRATIVE SERVICES SECTION – QUARTERMASTER

25

46

0

5

10

15

20

25

30

35

40

45

50

2017 2018

Vehicles Added to Fleet

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.

In 2018, the Administrative Services Section 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.


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

5

0

1

2

3

4

5

6

7

2015 2016 2017 2018

CINT Callouts


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.

8,341

7,553

8,735

3,701

3,643

3,885

4,896

4,696

5,370

J ANUARY F E BRUARY M ARCH

1ST QUARTER Administrative Outgoing 911

8,155

8,133

7,422

4,061

4,304

4,003

4,909

4,678

4,678

A P R I L M A Y J UNE

2ND QUARTER Administrative Outgoing 911

8,195

7,443

7,605

4,284

3,937

3,974

5,213

4,643

4,774

J U L Y AUGUST S E P T EMBER

3RD QUARTER Administrative Outgoing 911

7849

7275

7332

4129

4035

40524899

4720

4923

O C TOBER N OVEMBER D E C EMBER

4TH QUARTER Administrative Outgoing 911

94,038

48,008 43,947

0

20,000

40,000

60,000

80,000

100,000

Administrative Outgoing 911

Total YTD 2018

43,538

45,274

31,895

46,488 84,950

48,100

43,947 94,038

48,008

9 1 1 ADM IN I S T RAT I V E OUTGO ING

3 YEAR REVIEW 911, ADMIN & OUTGOING PHONE CALLS

2016 2017 2018

120,707 179,538 185,993

0

100,000

200,000

300,000

2016 2017 2018

3 Year Incoming & Outgoing Phone Calls


SUPPORT OPERATIONS SECTION - COMMUNICATIONS The Communication Section created a total of 296,395 CAD incidents in 2018, a 3.3% decrease from 2017 when 306,577 were created.

72,419

73,591

74,227

76,158

70,000

71,000

72,000

73,000

74,000

75,000

76,000

77,000

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

CAD Incidents 2018

192,635 195,274

229,639

306,577 301,051

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

2014 2015 2016 2017 2018

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.

Telephone & Radio Transmission Requests Q1 Q2 Q3 Q4 T By the State Attorney’s Office 123 94 138 142 497 By FMPD Detectives 48 49 37 32 166 By FMPD Supervisors 2 8 0 3 13 By Private Attorneys 34 24 26 25 109 By Lee County Sheriff’s Office 2 0 3 3 8 By FMPD Traffic Homicide Investigators 1 4 0 3 8 By Media 0 1 0 0 1 By Professional Standards 0 0 1 4 5 By a Citizen 4 2 7 0 13 Citizen Review Board 0 0 1 0 1

Total Requests 214 182 231 212 839 *Q1 was not tracked by category

214

182

231

212

0

50

100

150

200

250

1Q 2Q 3Q 4Q

2018 Recording Requests


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 2018.

REQUESTOR 1Q 2Q 3Q 4Q 2018 Totals

Body Camera Requests from SAO 355 425 384 417 1,581 Children’s Network/Lutheran Services/ Juvenile Agencies 501 702 668 591 2,462

Customers Assisted at Front Window 1,342 1,447 1,607 1,463 5,859 DCF 45 50 63 36 194 Downtown Camera 1 4 3 5 13 Email/Fax Requests 331 370 424 443 1,568 Employee Public Records Requests 2 8 4 0 14 Felony Public Records Requests 55 106 87 34 282 Mail Requests 425 412 349 473 1,659 Media Records Requests Received 176 163 211 193 743 Public Records 133 166 135 133 567 Public Records Requests City Clerk/CRS 4 18 15 21 58 Requests through City Attorney 8 6 9 3 26 TOTAL REQUESTS 3,378 3,877 3,959 3,812 15,026

Records Requests Filled 16,000 15,026

14,000

12,000

10,000 9,211

8,000

6,000

4,000

2,000

0 2017 2018


SUPPORT OPERATIONS SECTION – RECORDS DIVISION

DATA ENTRY 1Q 2Q 3Q 4Q 2018 Totals

Accidents 1,209 1,186 1,163 1,192 4,750 Arrest Total 896 1,003 839 980 3,718 Citations Entered 1,276 1,194 934 1,063 4,467 Complaint Withdrawal 72 85 96 112 365 Documents Scanned (Pages) 40,925 42,575 34,737 23,292 141,529 Field Incident Reports Entered 597 567 389 363 1,916 Municipal Ordinance Entered 52 56 50 37 195 Municipal Ord. Warnings Entered 27 15 11 20 73 Online Validations Processed 492 509 470 398 1,869 Parking Tickets 490 541 475 513 2,019 Permits Entered 59 90 301 77 527 Traffic Warnings 288 251 177 239 955 Trespass Auth. Entered 43 83 41 43 210 Trespass Warnings Entered 1,014 1,032 1,169 787 4,002

REVENUE 1Q 2Q 3Q 4Q 2018 Totals

Public Records Requests $4,665.25 $5,209.42 $4,645.72 $4,670.46 $19,190.85 Adult Entertainment, Restitution, Permits, Police Records, etc.

$11,973.30 $13,400.91 $19,148.72 $15,400.16 $59,923.09

TOTAL REVENUE RECEIVED $16,638.55 $18,610.33 $23,794.44 $20,070.62 $79,113.94

Records Revenue

$78,500

$80,500 $80,636

79,114

$76,500

$74,500

$72,500

$70,500 2017 2018


SUPPORT OPERATIONS SECTION – I.T. LIAISON/HEADQUARTERS Lieutenant 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 2018, as well as a description of other ongoing Headquarter’s projects.

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 PMAM took over our alarm billing program in January of 2018. Project 100% 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 Supervisors in monitoring and assessing Call Taker performance through quality assurance measures built in. Funding was approved for this project during the 4th quarter of 2017 through Lee County Communications. Expected deployment and completion was put on hold in mid-2018 after a decision was made to go with a new CAD vendor, Mark43. This project will be completed once Mark43 is up and running smoothly. Project 50% 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 amounted to an estimated $30,000 needed to complete the project. This project was cancelled when the agency chose to contract with Mark43 for CAD/RMS services. Mark43’s product eliminates this issue. Project Cancelled

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 vehicle’s location and would also provide Wi-Fi access to our laptops for field reporting. The new Axon 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. City IT has delayed launching and testing this portion of the project until Mark43 is launched in early 2019. Project 80% complete.


SUPPORT OPERATIONS SECTION – I.T. LIAISON/HEADQUARTERS

MobilePD: MobilePD Connect was created to help public safety agencies better connect with their community. The application will allow us to send push notification alerts, receive real-time crime tips, and even start a secure two-way chat with citizens. MobilePD Connect allows the agency to send real-time push notification alerts to users of our custom mobile app. These notifications are category based and are the most effective way to disperse important information in the event of an emergency. MobilePD's real-time reporting platform allows engaged citizens to submit category-based tips with photos, GPS, and text. Each category can be routed to a specific person or group and the tipster can optionally be 100% anonymous. This application is being purchased to replace Tip411. MobilePD was approved and funded at the end of 2018. Expected launch by mid 2019. Project 30% complete.

Kronos Telestaff: Telestaff is a schedule management and time keeping software program. The city will be transitioning to Telestaff in 2019 and we have been working with other city officials to tailor the software to meet our scheduling and timekeeping needs. This project has been delayed due to the amount of configuration needed to get it up and running. Expected completion and launch in the 1st quarter of 2019. Project 80% complete.

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. 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. Funding was to be in the 2018 budget for both but was delayed due to the city researching the possibility of a new headquarters. Project 5% complete.

Headquarters Maintenance: The Briefing Room and Crime Scene Processing rooms were repainted. Project 100% complete.

Plain Talk: The agency chose to move to a hybrid plain talk format for all radio communiations in mid-2018.Policy was modified and briefing training was completed. The agency went to mandatory plain talk in the 4thquarter of 2018. Project 100% complete.



Headquarters Renovations: Support Operations was tasked with finding wasted space that could be renovated and converted into office space. Additionally, several existing work spaces needed renovation in order to accommodate incoming new employees. Lieutenant Musante identified eight areas that needed renovations. They are listed below along with the progress in renovating these areas:

• 3rd Floor Storage Area – 100% complete • Chief’s Office – 100% complete • Communications Section – 100% complete • Crime Scene Investigations – 100% complete • Crime Scene Processing Room 1st Floor – 100% complete • Evidence & Property Section – 100% complete • 1st Floor Interview/Polygraph Room – 100% complete • Professional Standards Interview Room & Flooring – 100% complete

P25 Radio Upgrade: Our portable and in-car radio systems are old technology and must be upgraded in the next one to two years due to a technology upgrade mandated almost ten years ago. An initial audit of our inventory indicated a potential financial impact of $600,000 to the police department budget. Further research now puts that figure at just over one million dollars. Andy Stadler with Lee County Emergency Operations Center is conducting a full audit of our agency in order to provide us with definitive information for future budget requests. Project 0% complete.

Police Substation Updates:

Renaissance Preserve (4211 Romeo Lane #105) Dream Center (3637 Dr. MLK Jr. Boulevard) The Renaissance Preserve Substation was planned, The Dream Center Substation was planned, renovated, and opened in late 2017. 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 (3696 Nelson Tillis Boulevard) The Housing Authority began the renovation of the Nelson Tillis Substation in early 2018 and concluded in December of 2018. The police department took custody of the property in December and has since installed furniture and computer systems. Exterior lighting and final preparations are currently being made and a grand opening is expected in late January 2019. Project 98% complete.



South Substation (4150 Ford Street) The Children’s Network of Southwest Florida reached out to the police department and offered office space as a South Subsubstation within their facility at 4150 Ford Street. The office space was renovated and furniture was provided by them. IT needs and issues delayed the launch of the substation. As of the first week of 2019, IT indicated the IT issues have been resolved and we can now open the substation. Grand Opening scheduled for late January 2019.



SUPPORT OPERATIONS SECTION – DETAILS/LICENSING 1Q 2Q 3Q 4Q Yearly Total Jobs Worked by Officers 830 1,111 589 1,455 3,985 External Hours by Officers 3,612 9,558 2,875 3,124 19,169 Amount Billed for Details $145,247 $152,577 $116,636 $128,678 $543,138 Administration Fees Collected $3,634 $8,207 $2,637 $3,564 $18,042 Financial Fees Collected $7,068 $4,104 $5,274 $7,129 $23,575 Alcohol Permits/Extensions 60 44 30 50 184 Adult Entertainment Permits 53 84 175 58 370

830

1,111

589

1,455

0

200

400

600

800

1000

1200

1400

1600

Q1 Q2 Q3 Q4

Details Worked 2018

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

2017 2018

Details Worked Year to Year


SUPPORT OPERATIONS SECTION – ALARM OFFICE

Alarm Program 1Q 2Q 3Q 4Q Total Active Burglar Alarm Permits 3,411 3,669 3,527 3,527 3,527 New Permits Issued 45 57 112 88 257 Permits Renewed N/A 2 2 652 656 False Alarms 956 674 593 535 1,802 False Alarm Fines Issued 0 0 $65,400 55,610 $121,010 False Alarm Fines Collected 0 0 $21,603 $23,530 $43,202 Overdue Accounts 0 0 304 120 424 Total Appeals 0 0 12 5 17 Appeals Granted 0 0 10 5 15 Appeals Denied 0 0 2 0 2 Subpoena Management 1Q 2Q 3Q 4Q Total Total Subpoenas Received 2,243 2,528 2,445 2,333 9,549

2,243

2,528

2,445

2,333

2,100

2,150

2,200

2,250

2,300

2,350

2,400

2,450

2,500

2,550

1Q 2Q 3Q 4Q

Subpoenas Processed/Received