Broward Sheriff's Office Strategic Plan 2024-2028 PDF

STRATEGIC PLAN 2024-2028 B R O W A R D S H E R I F F ’ S O F F I C E STRATEGIC PLAN 2024-2028 sheriff.org STRATEGIC PLAN 2024-2028 LETTER FROM THE SHERIF...

STRATEGIC PLAN 2024-2028 B R O W A R D S H E R I F F ’ S O F F I C E STRATEGIC PLAN 2024-2028 sheriff.org STRATEGIC PLAN 2024-2028 LETTER FROM THE SHERIFF As the Sheriff of Broward County, I recognize the critical importance of strategic planning in achieving our agency’s mission, vision and objectives. A well-crafted strategic plan serves as a roadmap, guiding us through the ever-changing public safety landscape. By charting a clear course for our organization, we can respond adeptly to challenges, leverage opportunities and make the most of our resources. Strategic planning fosters a collaborative and forward-thinking approach. It encourages engagement from all stakeholders within our agency, including our dedicated personnel, community partners and other relevant entities. We ensure the strategic plan reflects our shared values, aspirations and priorities by involving everyone in the planning process. Furthermore, a solid strategic plan enhances transparency and accountability. With defined goals and performance measures, we can continually assess our progress, identify areas for improvement and celebrate our achievements. This level of transparency instills public confidence, as our community can witness our commitment to excellence and the steps we are taking to achieve it. I am committed to leading by example and ensuring our agency effectively uses the strategic plan as a dynamic tool for success. As we move forward, we will: Prioritize Implementation: Our strategic plan will serve as a guide to inform our daily decisions and actions. Foster Innovation: I encourage our team to think creatively and explore innovative approaches to address public safety and its challenges. Our strategic plan will provide the foundation for this innovation. Measure Progress: Regularly, we will assess our progress and adapt our strategies. This flexibility allows us to respond to emerging opportunities and potential obstacles. Engage the Community: Our community is an invaluable partner in ensuring public safety. We will actively seek their input, feedback and collaboration in implementing our strategic plan. By adhering to these principles and embracing the power of strategic planning, our agency will continue to excel and remain at the forefront of public safety. Thank you for your steadfast commitment and support in our shared mission of safeguarding our community. I am confident that together, we will continue to make Broward County a safer and more vibrant place to live, work and thrive. Sincerely, SERVICE EQUALS REWARD 2 STRATEGIC PLAN 2024-2028 3 STRATEGIC PLAN 2024-2028 Scan the QR code or visit sheriff.org for more information. TABLE OF CONTENTS Acknowledgments..................................................................................................................................................................3 Executive Summary.............................................................................................................................................................. 9 State of Affairs......................................................................................................................................................................19 Strategic Planning Process...............................................................................................................................................21 External Survey.................................................................................................................................................................... 25 Internal Survey..................................................................................................................................................................... 25 Vision....................................................................................................................................................................................... 29 Core Values.............................................................................................................................................................................31 Broward Sheriff’s Office’s Core Values:...................................................................................................................... 30 Communication and Behavior Agreement................................................................................................................ 33 2023 - 2027 STRATEGIC GOALS.................................................................................................................................. 35 Goal 1: An Innovative and Sustainable Organization..............................................................................................37 Initiative 1: Establish a Chief Strategy Office.............................................................................................................37 Initiative 2: Develop and maintain a secure, state-of-the-art technology infrastructure.........................41 Initiative 3: Design And implement a central public safety answering point (PSAP).............................. 44 Goal 2: A Leadership and Professional Development-Driven Organization................................................ 48 Initiative 1: Develop Inspirational and Motivational Leaders............................................................................... 48 Initiative 2: Comprehensive Career Track Operations/Management.............................................................. 49 Initiative 3: Enhance Agency Culture and Understanding.................................................................................. 50 Goal 3: An Effective, Thriving, and Resilient Organization................................................................................. 52 Initiative 1: Improve Communication and Information Workflow..................................................................... 52 Initiative 2: Invest in the Future..................................................................................................................................... 54 Goal 4: A Community-Engaged Organization......................................................................................................... 54 Initiative 1: Develop a Department of Community Engagement...................................................................... 54 Initiative 2: Leverage technology to expand the availability of public safety information.....................57 Goal 5: A Behavioral and Physically Healthy Organization................................................................................. 58 Initiative 1: Promote, Encourage, and Deliver an Employee Wellness Program.......................................... 58 Initiative 2: Enhance/Develop a Proactive Early Intervention Program......................................................... 60 4  STRATEGIC PLAN 2024-2028 ACKNOWLEDGMENTS We want to extend a sincere acknowledgment to the dedicated staff of the Broward Sheriff’s Office, who played a crucial role in the development and execution of this strategic plan. Your hard work, expertise and unwavering commitment have been instrumental in bringing this project to fruition, and we sincerely appreciate your contributions to enhancing the safety and security of our community. TITLE PARTICIPANT DEPARTMENT Department of Professional Major Achillare, Joe Standards and Investigations Department of Detention and Major Acosta, Jose Community Programs Colonel/ Undersheriff Anderson, Nichole Office of the Sheriff Budget Analyst II Ase, Damion Department of Administration Captain Auerbach, Paul Department of Law Enforcement Community Involvement Specialist Barcena, Ashley Department of Law Enforcement Manager Barnett, Scott Department of Administration Deputy Commissioner Barrows, Bob NYPD — Strategic Initiatives Department of Detention and Colonel Benjamin, Josefa Community Programs Department of HR/ Chaplain Bennett, Darren Communications and Technology, Records/Warrants Department of Fire Rescue and Deputy Fire Chief Bouchillon, Harris Emergency Services Lieutenant Bowermaster, Kenneth Department of Law Enforcement Department of HR/ Information Technology Manager Brathwaite-Brooks, Sean Communications and Technology, Records/Warrants Department of Fire Rescue and Life Safety Educator Brocato, Melanie Emergency Services Department of HR/ EAP Manager Brooks, Maria Communications and Technology, Records/Warrants Code Inspector Brown, Mary Department of Law Enforcement Department of HR/ Information Technology Manager Bunting, Samantha Communications and Technology, Records/Warrants Administrative Specialist II Burns, Katrice Department of Law Enforcement Deputy Calavetta, Craig Department of Law Enforcement Department of Fire Rescue and Lieutenant Campbell, Joel Emergency Services Deputy Cappellazo, David Department of Law Enforcement Department of Detention and Deputy Casillas-Bell, Jillian Community Programs Captain Cathcart, Christopher Department of Law Enforcement Department of Fire Rescue and Chief Cinque, Vincent Emergency Services Administrative Assistant Cirminiello, Crystal Department of Law Enforcement Major Cirminiello, Jeffrey Department of Administration 5 STRATEGIC PLAN 2024-2028 ACKNOWLEDGMENTS cont. Department of Fire Rescue and Chief Clark, Heath Emergency Services Community Affairs Specialist Colapietro, Michael Office of the Sheriff Sergeant Coldwell, Vincent Department of Law Enforcement Director Coleman-Wright, Veda Office of the Sheriff Department of Professional Deputy Copley, Mark Standards and Investigations Department of Detention and Major Corbett, Kevin Community Programs Sergeant Corbett, Kurt Department of Law Enforcement Sergeant Cowart, Matthew Department of Law Enforcement Civil Process Server Supervisor Creamer, Kelly Department of Law Enforcement Department of HR/ CJIS Compliance Manager Crespo, Isis Communications and Technology, Records/Warrants Department of Detention and Sergeant Daniel, Rochelle Community Programs Sergeant Davis, Lionel Department of Law Enforcement Captain DeGiovanni, Christopher Department of Law Enforcement Major DeMarco, Anthony Department of Law Enforcement Graphic Designer DeMario, Gay Office of the Sheriff DOCP Supervision Program Man- Department of Detention and Dorce, Dionne ager Community Programs Department of HR/ Colonel Dunbar, Andrew Communications and Technology, Records/Warrants Department of HR/ Regional Communications Site Elmaadawy, Latasha Communications and Technology, Manager Records/Warrants Lieutenant Etter, Joseph Department of Law Enforcement Department of Detention and Detention Classification Supervisor Fields-Davis, Nicole Community Programs Community Service Aide Florian, Anthony Department of Law Enforcement Department of HR/ Regional Communications Assistant Floyd, Artavia Communications and Technology, Site Manager Records/Warrants Department of HR/ Regional Communications Site Folks, Brandon Communications and Technology, Manager Records/Warrants Staff Accountant Galvan, Erika Department of Administration Sergeant Gioielli, Matthew Department of Law Enforcement Sergeant Goodnow, Matthew Department of Law Enforcement Department of HR/ Communications Operator III Hagar, Jody Communications and Technology, Records/Warrants Department of Professional Colonel Hale, John Standards and Investigations Department of Fire Rescue and Lieutenant Hamlin, Stephen Emergency Services 6  STRATEGIC PLAN 2024-2028 Admin. Assistant to the Chief of Hanks, Kathleen Office of the Sheriff Staff Department of HR/ Captain Hansen, Jeremy Communications and Technology, Records/Warrants Department of HR/ Information Technology Manager Harvey, Courtney Communications and Technology, Records/Warrants Department of HR/ Manager Hely, Joanna Communications and Technology, Records/Warrants Department of Fire Rescue and District Chief Henbest, Harris Emergency Services Colonel Holmes, David Department of Law Enforcement Sergeant Hunt, Ian Department of Law Enforcement Staff Accountant Hyppolite, Franck Department of Administration Major Irvin, Timothy II Department of Law Enforcement Captain Jacobi, Stephanie Department of Law Enforcement Emergency Management Project Department of Fire Rescue and Jacobson, Dennis “Jake” Coordinator Emergency Services Department of Detention and Lieutenant Colonel Judon, Elsie Community Programs Department of Professional Sergeant Kearney, Joseph Standards and Investigations Department of Fire Rescue and Fire Chief Keefe, Timothy Emergency Services Department of HR/ Senior Information Technology Koplovitz, Carin Communications and Technology, Manager Records/Warrants Lieutenant Koutsofios, Emmanuel Department of Law Enforcement Deputy Sheriff Reserve Lavigne, Richard Support Services Lieutenant Levine, Andrea Department of Law Enforcement Captain Lindquist, Barry Department of Law Enforcement Colonel Llerena, Oscar Department of Administration Sergeant Lysius, Latefah Department of Law Enforcement Department of HR/ Information Technology Manager Marina, Cathy Communications and Technology, Records/Warrants Deputy Marion, Jennifer Department of Law Enforcement Department of Professional Administrative Assistant Marrero-Perez, Ileana Standards and Investigations Department of HR/ Manager Marsal, Wil Communications and Technology, Records/Warrants Department of HR/ Major McCardle, Edward Communications and Technology, Records/Warrants Captain McCardle, Michele Department of Law Enforcement Lieutenant McClure, Kevin Department of Law Enforcement Department of Detention and Major McCook, Jenny Community Programs 7 STRATEGIC PLAN 2024-2028 ACKNOWLEDGMENTS cont. Assistant Director-DODCP Business Department of Detention and McCray, Emanuel Administration Community Programs Administrative Assistant McDowell, Rita Department of Administration Major McNeal, Tammy Department of Law Enforcement Department of HR/ Director Menke, Lee Communications and Technology, Records/Warrants Director Mitchell, Heather Department of Administration Department of HR/ Director Mize, Angela Communications and Technology, Records/Warrants Lieutenant Montgomery, Brian Department of Law Enforcement Comptroller Moore, Catherine Department of Administration Captain Murillo-Quigley, Ana Department of Law Enforcement Department of Preparedness and Sergeant Murphy, Melvin Response Lieutenant Murray, James Department of Law Enforcement Sergeant Natiello, Michael Department of Law Enforcement Chief Strategy Officer Norton, Blake Philadelphia Police Department Deputy Osbourne, Omar Department of Law Enforcement Department of HR/ Benefits Manager Owens, Laurel Communications and Technology, Records/Warrants Code Inspector Pascarella, Lori Department of Law Enforcement Captain Phillips, Warnell Department of Law Enforcement Grants Specialist Powell, Claudette Department of Administration Department of Detention and Captain President, Latresha Community Programs Department of Preparedness and Health and Wellness Coordinator Price, Brooks Response Deputy Quinones, Danielle Department of Law Enforcement Lieutenant Rafailovitc, Edward Department of Law Enforcement Department of HR/ Regional Communications Site Rattray, Bernice Communications and Technology, Manager Records/Warrants Administrative Assistant Reynoso, Thaina Department of Administration Administrative Specialist II Richards-Brown, Kadi-Ann Department of Administration Department of Preparedness and Sergeant Roberts, Curtis Response Director Rorapaugh, Robin Office of the Sheriff Department of HR/ Regional Communications Duty Robinson, Tishana Communications and Technology, Officer Records/Warrants Department of Preparedness and Employee Development Specialist Rouhana, Anna Response Sergeant Rubin, Adam Department of Law Enforcement Major Russo, Aimee Department of Law Enforcement Chief of Staff Sada, Sara Office of the Sheriff 8  STRATEGIC PLAN 2024-2028 Lieutenant Colonel Samaroo, Samuel Department of Law Enforcement Department of Detention and Lieutenant Shanks, Donald Community Programs Department of Fire Rescue and Captain Shaver, Jordan Emergency Management Department of HR/ Information Technology Manager Siddiqui, Farhan Communications and Technology, Records/Warrants Department of Detention and Director Sieger, Darren Community Programs Purchasing Manager Spaide, Jason Department of Administration Department of Fire Rescue and Lieutenant Taffel, Cindy Emergency Services Department of HR/ Assistant Director Thomas, Tara Communications and Technology, Records/Warrants Department of Professional Captain Tianga, Andrea Standards and Investigations Manager Vara, Katarina Office of the Sheriff Department of Detention and Detention Technician Vassell, Albertina Community Programs Director Warlen, Neesa Department of Administration Deputy Washecka, Lesley Department of Law Enforcement Department of HR/ Regional Communications Site White, Sheri Communications and Technology, Manager Records/Warrants Department of Fire Rescue and District Chief Whitehorne, Samantha Emergency Services Department of Detention and Captain Williams, Yolanda Community Programs Department of Fire Rescue and Firefighter/Paramedic Willis, Tessa Emergency Services Department of Fire Rescue and Division Chief Yost, Ken Emergency Services Neighborhood Support Specialist Ziadeh, Mohmmod Department of Law Enforcement EXECUTIVE SUMMARY The Broward Sheriff’s Office (BSO) proudly presents its visionary strategic plan, built upon innovation, forward-thinking and leadership. This comprehensive plan reflects our commitment to leading the way in public safety, ensuring the well-being of our communities and achieving outcomes that truly matter. Vision and Core Values Development: Our vision and core values were crafted through a robust and inclusive process involving stakeholders from within BSO. This inclusive approach allowed us to gather diverse perspectives, ensuring that the strategic plan represents our shared aspirations. Through collaborative workshops, town halls, and open forums, we harnessed the power of collective intelligence to shape a vision that resonates with every member of our organization and the community. 9 STRATEGIC PLAN 2024-2028 EXECUTIVE SUMMARY cont. Innovative and Forward Approach: To fulfill our commitment to innovation, we embrace cutting- edge technologies and best practices. Our strategic plan identifies key areas for transformation and innovative solutions to enhance the effectiveness and efficiency of our operations. From data-driven decision-making to leveraging advanced analytics, we strive to stay ahead in an ever-changing landscape. This forward approach allows us to anticipate challenges and capitalize on opportunities, positioning BSO as a trailblazer in public safety. Focused Planning for Positive Outcomes: At the heart of our strategic plan lies a focused planning methodology designed to drive measurable outcomes. We have adopted a structured approach that aligns with the priorities of our stakeholders, including the needs and expectations of the communities we serve. This deliberate planning process empowers us to set realistic and achievable goals, ensuring our efforts have a significant and lasting impact. Leadership in Service: BSO stands committed to exemplifying authentic leadership in all aspects of our operations. Our leaders embody the principles of integrity, accountability and empathy, setting a high standard for the entire organization. Through comprehensive leadership development programs, we continuously invest in nurturing the next generation of leaders who will steer BSO into the future with unwavering dedication. Leading the Way in Community Well-Being: Our strategic plan places an unwavering focus on community well-being. We recognize that our responsibility extends beyond law enforcement, encompassing public safety, social support and community engagement. By collaborating with local organizations and promoting community-driven initiatives, we aim to foster an environment where safety and well-being go hand in hand. The BSO Strategic Plan is a testament to our dedication to serve, protect and uplift the communities we are privileged to serve. As we move forward, guided by our vision and core values, we pursue excellence and impactful outcomes. Together, we are shaping a safer and more prosperous future for all. 10  STRATEGIC PLAN 2024-2028 GOAL 1: AN INNOVATIVE AND SUSTAINABLE ORGANIZATION The BSO has identified “An Innovative and Sustainable Organization” as one of its core strategic goals. This goal reflects BSO’s commitment to continuously improve its operations and services by embracing innovation and forward-thinking approaches. In an ever-changing landscape, public service agencies must adapt to emerging challenges and technological advancements to effectively serve the community. By prioritizing innovation, BSO seeks to enhance its capabilities, responsiveness and efficiency in addressing various public safety concerns. The goal also emphasizes sustainability, ensuring that the BSO’s efforts are not short-lived but contribute to long-term growth and success. By creating an innovative and sustainable organization, the BSO aims to be at the forefront of law enforcement, meeting the community’s evolving needs and laying a strong foundation for its future. The selection of “An Innovative and Sustainable Organization” as a strategic goal was driven by a comprehensive evaluation of BSO’s strengths, weaknesses and opportunities. Recognizing rapid technological advancements and societal changes, BSO leadership understood the importance of fostering a culture of innovation and adaptability. BSO identified areas where innovation could have a transformative impact, such as enhancing crime prevention strategies, improving emergency response systems and streamlining administrative processes. Additionally, sustainability emerged as a critical aspect, ensuring that BSO’s initiatives and practices aligned with environmental and financial considerations. By selecting this goal, BSO demonstrates its commitment to staying ahead of the curve and being well prepared to tackle future challenges while maintaining a strong focus on long- term viability and success. To achieve the goal of an innovative and sustainable organization, the BSO has established strategies and action plans that encourage a culture of continuous improvement and exploration of new ideas. BSO seeks partnerships with technology experts, research institutions and industry leaders to leverage cutting-edge solutions and best practices. Training and development programs have been implemented to equip personnel with the skills and knowledge to embrace innovation and adapt to evolving technologies. By proactively seeking innovative solutions, fostering a culture of adaptability and embracing sustainability, the BSO is positioning itself as a modern and forward-thinking public safety agency capable of meeting the community’s diverse needs and ensuring its long-term success. 11 STRATEGIC PLAN 2024-2028 GOAL 2: A LEADERSHIP AND PROFESSIONAL DEVELOPMENT-DRIVEN ORGANIZATION “A Leadership and Professional Development-Driven Organization” stands as a cornerstone of the BSO Strategic Plan. This goal underscores BSO’s commitment to cultivating capable and effective leaders while fostering a culture of continuous learning and growth among its personnel. Effective leadership is essential in guiding the organization toward its vision and ensuring that personnel can make informed and purposeful decisions in complex situations. By investing in leadership training programs, mentorship opportunities and career development initiatives, BSO aims to develop a skilled and motivated workforce capable of meeting the challenges of modern law enforcement. The goal also emphasizes the importance of professional growth, empowering BSO personnel to continuously enhance their skills and knowledge. By prioritizing leadership and professional development, BSO demonstrates its dedication to building a resilient and adaptable workforce capable of providing exemplary service to the community. The selection of “A Leadership and Professional Development- Driven Organization” as a strategic goal was driven by a thorough understanding of the critical role that effective leadership plays in shaping BSO’s culture and performance. BSO leadership recognized the need to invest in career development to ensure that the organization has capable leaders who can effectively navigate challenges and inspire their teams to achieve excellence. Through open communications and feedback from personnel, BSO identified key leadership competencies and areas for professional growth. The goal was also informed by benchmarking against best practices in leadership development within the public safety sector and other industries. This goal demonstrates BSO’s commitment to fostering a culture of leadership excellence and continuous improvement, aligning the organization with the highest standards of professionalism and service. BSO has implemented various strategies and initiatives to achieve the goal of being a leadership and professional development-driven organization. Leadership training programs have been tailored to address the unique challenges and responsibilities law enforcement leaders face. Mentorship programs have been established to guide and support personnel at all stages of their careers. BSO also provides opportunities for personnel to pursue higher education and professional certifications, empowering them to grow personally and professionally. Additionally, the BSO has embraced a learning culture, encouraging personnel to participate in ongoing training and development opportunities. By investing in leadership and professional development, BSO aims to create a skilled and empowered workforce capable of adapting to evolving challenges and providing exceptional service to the community. This commitment to continuous improvement and professional growth strengthens BSO’s ability to lead effectively and ensures that it remains a forward-thinking and service-oriented public safety agency. 12  STRATEGIC PLAN 2024-2028 GOAL 3: AN EFFECTIVE, THRIVING, AND RESILIENT ORGANIZATION “An Effective, Thriving and Resilient navigating complexities and remaining steadfast Organization” is another crucial strategic in its mission to protect and serve. goal for the BSO. This goal encompasses BSO’s overarching commitment to excellence, To achieve the goal of being an effective, thriving responsiveness and adaptability in fulfilling its and resilient organization, BSO has devised vision and serving the community. BSO aspires comprehensive strategies and initiatives. BSO to be an organization that not only meets public conducts regular evaluations and assessments of safety demands but also thrives in challenging situations and remains resilient in the face of adversity. By setting this goal, the BSO aims to continuously improve its operations, enhance its capacity to address public safety concerns and deliver exceptional service to the community. Thriving and resilience are integral to maintaining a positive organizational culture that supports personnel’s well-being and enables them to perform at their best. This strategic goal reflects BSO’s dedication to being a steadfast and forward-looking organization capable of meeting the evolving needs of Broward County and upholding the principles of justice and public service. The selection of “An its operations to identify areas for improvement Effective, Thriving and Resilient Organization” and implement necessary changes. This approach as a strategic goal was driven by a thorough ensures that BSO remains responsive and agile assessment of BSO’s strengths, weaknesses, in addressing emerging issues. Additionally, BSO opportunities and threats. BSO leadership invests in training and development programs recognized the need to continually evaluate to equip its personnel with the skills and and improve its operations to ensure optimal knowledge needed to excel in their roles. The performance. By striving for effectiveness, BSO goal of thriving is reinforced by encouraging aims to achieve its vision efficiently and with innovation and creative problem-solving, tangible outcomes that benefit the community. empowering personnel to think proactively Thriving as an organization implies not only and adapt to evolving circumstances. To foster responding effectively to existing challenges resilience, BSO promotes a culture of well-being but also being prepared to embrace future and support, providing resources and programs opportunities and advancements in public safety that enhance its workforce’s physical and mental practices. The goal of resilience highlights BSO’s health. By prioritizing effectiveness, thriving and commitment to building a culture of adaptability resilience, BSO is committed to being a leading and preparedness, enabling the organization public safety agency that excels in serving the to withstand and overcome challenges while community and meeting the challenges of today maintaining its commitment to public safety. and tomorrow. BSO also understands an effective, This goal reaffirms BSO’s dedication to being thriving and resilient organization does not occur a dynamic and agile organization capable of without investing in the future. Therefore, BSO 13 STRATEGIC PLAN 2024-2028 GOAL 3: AN EFFECTIVE, THRIVING, AND RESILIENT ORGANIZATION cont. intends to work with county leadership to establish a Public Safety Bond. The bond will ensure resiliency by sustaining critical agency growth, including infrastructure projects such as building a Public Safety Answering Point (PSAP), evidence warehouse, fire academy and fleet garage, as well as completing jail upgrades and public safety building renovations. These projects are necessary for BSO to remain a leader in public safety. “An Effective, Thriving and Resilient Organization” serves as a beacon of the BSO’s strategic plan, epitomizing its commitment to excellence, adaptability and service to the community. The strategic goal reflects BSO’s dedication to community engagement, diversity, inclusion, leadership, mental/behavioral health, preparedness, public safety, recruitment/retention, reform, response, service, social justice and succession planning. By setting this goal through open communications, teamwork and collaboration, BSO has established a robust and forward-looking strategic plan that guides its efforts in safeguarding the community and creating a safer, more prosperous and resilient Broward County. Through an unwavering commitment to excellence and continuous improvement, BSO reinforces its position as a trusted and effective public safety agency dedicated to upholding the values of justice, integrity and public service. 14  STRATEGIC PLAN 2024-2028 GOAL 4: A COMMUNITY-ENGAGED ORGANIZATION Community engagement lies at the heart of the BSO Strategic Plan, with “A Community-Engaged Organization” identified as a key strategic goal. This goal emphasizes BSO’s commitment to building strong and meaningful relationships with the community it serves. By actively involving community members, local organizations and stakeholders in decision-making processes, BSO aims to foster transparency, trust and collaboration. Open communications and active outreach initiatives enable BSO to gain valuable insights into the specific needs and concerns of the diverse communities it serves. By seeking input from the community, BSO ensures that its policies and initiatives are tailored to address the unique challenges and priorities of the residents. This goal reinforces BSO’s dedication to being a responsive and accountable public safety agency, aligned with the community’s expectations and committed to promoting safety, justice and social harmony. The selection of “A Community- Engaged Organization” as a strategic goal was driven by a profound recognition of the symbiotic relationship between public safety agencies and the communities they serve. BSO leadership acknowledged that collaborative efforts and shared responsibility best achieve public safety and community well-being. Engaging the community allows BSO to move beyond traditional policing practices and embrace a more proactive and preventive approach. By involving community members in the decision-making process, BSO ensures that its actions are culturally sensitive and responsive to the unique needs of the diverse population in Broward County. This goal was developed with extensive community outreach efforts, such as town hall meetings, focus groups and surveys, to gather feedback and insights from residents. BSO’s commitment to community engagement reflects its dedication to building trust, promoting inclusivity and fostering positive relationships with the community. To achieve the goal of being a community-engaged organization, BSO has implemented various strategies and initiatives. BSO regularly conducts community meetings and forums, enabling residents to voice their concerns, suggestions and feedback. These open communication channels facilitate a continuous exchange of ideas, fostering understanding and empathy between public safety and the community. Additionally, BSO actively collaborates with community leaders, organizations and stakeholders to address specific issues and co-create solutions that address local concerns. By involving community members in the decision-making process, BSO ensures that its policies and initiatives align with the priorities and values of the community. This approach enhances public trust and empowers the community to play an active role in improving public safety and building a safer, more vibrant community. By prioritizing community engagement, BSO demonstrates its commitment to being a true partner to the community, promoting a sense of belonging and shared responsibility in creating a safer and more inclusive society. 15 STRATEGIC PLAN 2024-2028 GOAL 5: A BEHAVIORAL AND PHYSICALLY HEALTHY ORGANIZATION The BSO has recognized the critical importance driven by a comprehensive understanding of the of promoting the well-being of both its personnel challenges faced by public safety personnel in and the community it serves. As such, “A their day-to-day responsibilities. BSO leadership Behavioral and Physically Healthy Organization” recognized the need to prioritize mental and has been established as a strategic goal. This goal behavioral health services to mitigate the reflects BSO’s commitment to integrating mental impact of exposure to traumatic incidents and and behavioral health services into its operations to support personnel dealing with stress and and prioritizing the physical health and wellness emotional challenges. Additionally, by addressing of its workforce. Public safety personnel often physical health and wellness, BSO aims to encounter challenging and traumatic situations create a physically fit workforce that meets in the line of duty, which can profoundly affect the demanding requirements of public safety their mental health. By addressing its personnel’s duties. The goal was also formed by community cognitive and behavioral health needs, BSO aims engagement efforts, which identified mental and to foster a supportive work environment, reduce behavioral health as key concerns for residents stress and enhance its personnel’s overall job of Broward County. By integrating behavioral and satisfaction and effectiveness. Additionally, BSO physical health into its strategic goals, BSO sends recognizes that the community it serves may also a clear message of its commitment to the holistic face mental and behavioral health challenges, well-being of its personnel and the community, and by promoting access to resources and fostering a culture of care, empathy and support. support, BSO contributes to its overall well-being. By prioritizing behavioral and physical health, To achieve the goal of being a behavioral BSO demonstrates its commitment to caring and physically healthy organization, BSO has for its personnel and the community, ultimately implemented various programs and initiatives enhancing its capacity to provide effective and that will be hosted in our first Research, empathetic public safety services. Development and Training Center (RDTC). BSO also provides its personnel with access to mental health resources, counseling services and peer support programs to address the psychological challenges associated with their work. Additionally, BSO has collaborated with mental health professionals and organizations to enhance its understanding of mental health issues and improve its response to related incidents. In promoting physical health, BSO offers wellness programs, fitness training and resources to encourage healthy lifestyles among its personnel. BSO also works closely with community health organizations to ensure the community has access The selection of “A Behavioral and Physically to mental health resources and support services. Healthy Organization” as a strategic goal was By prioritizing behavioral and physical health, 16  STRATEGIC PLAN 2024-2028 BSO aims to create a supportive and resilient workforce while fostering a positive and empathetic relationship with the community it serves. The opening of the BSO’s first training facility (RDTC) will host a variety of wellness components that focus on the physical and behavioral health of all employees. In conclusion, each of the BSO’s strategic goals — an innovative and sustainable organization; a behavioral and physically healthy organization; a community-engaged organization; a leadership and professional development-driven organization; and an effective, thriving and resilient organization — plays a crucial role in shaping the future of BSO. These goals reflect BSO’s commitment to community engagement, diversity, excellence, inclusion, leadership, mental/behavioral health, preparedness, public safety, recruitment/retention, reform, response, service, social justice and succession planning. By formulating these goals through open communications, teamwork and collaboration, BSO has established a robust and purpose-driven strategic plan that guides its efforts in serving and safeguarding the community. Through a holistic approach that addresses various aspects of public safety and community well-being, BSO demonstrates its dedication to creating safer, more equitable and thriving environments for all residents of Broward County. 17 STRATEGIC PLAN 2024-2028 STATE OF AFFAIRS The BSO has proven to be an exemplar in all divisions, including Fire, Detention, Law Enforcement, 911 Communications and Community Outreach. Over the past 4 1/2 years, the agency has demonstrated remarkable leadership and innovation under the guidance of Sheriff Gregory Tony, who has made employee well-being a cornerstone of its strategy. An updated strategic plan will fortify BSO’s position as a trailblazer, propelling the agency toward a thriving and safer community as we approach 2028. BSO has embraced progressive practices in Law Enforcement to tackle crime and ensure public safety. Cutting-edge technologies, including advanced analytics and predictive policing tools, have enabled the agency to optimize resource allocation and proactively combat criminal activities. Notably, the emphasis on community policing has fostered trust between public safety officers and residents, creating a collaborative approach to crime prevention and resolution. Similarly, the Fire Rescue Division of BSO has gained national acclaim for its exceptional emergency response services and dedication to public safety. By investing in state-of-the-art equipment, comprehensive training programs and robust emergency protocols, the division has demonstrated an unwavering commitment to effectively handling crises. Additionally, their proactive approach to fire prevention through outreach programs and safety workshops has significantly reduced fire-related incidents in the community. The Department of Detention within BSO has set new standards in inmate rehabilitation and reintegration. Implementing innovative educational and vocational training programs has equipped inmates with valuable skills, increasing their chances of successful reentry into society and reducing recidivism rates. This approach aligns with BSO’s vision of a safer and more compassionate community where individuals can rehabilitate and positively contribute to society. BSO’s Regional Communications Division plays a pivotal role in emergency response, and through cutting-edge call-routing technologies and efficient communication protocols, they have considerably reduced response times, ultimately saving lives. The division’s commitment to continuous training for operators ensures that callers receive compassionate and empathetic assistance during distressing situations. The agency’s dedication to Community Outreach has been paramount in fostering strong connections with the public. Through neighborhood watch programs, youth mentorship and community events, BSO has cultivated a sense of trust and collaboration with the community they serve. This collaborative approach empowers residents to participate in crime prevention actively and addresses community concerns, making Broward County a safer and more harmonious place to live. In the past 4 1/2 years, Sheriff Gregory Tony has been instrumental in emphasizing the well-being of BSO’s personnel. By introducing mental health support programs, stress management workshops and work-life balance initiatives, the agency ensures its workforce can provide top-notch service to the community. A healthy and motivated workforce is vital to the agency’s success and enables BSO to meet the evolving public safety challenges in an ever-changing environment. As we look toward the future, an updated strategic plan will act as a roadmap to guide BSO’s progress and maintain its position as a leader in public safety. The plan should prioritize technological advancements, community engagement and continuous improvement in all divisions. Furthermore, a 18  STRATEGIC PLAN 2024-2028 steadfast commitment to employee well-being must remain at the core of BSO’s values. By fostering a healthy and empowered workforce, BSO can ensure the longevity of its success, making Broward County a safer, stronger and more connected community as we move toward 2028. Below is an overview of the various operational improvements, service enhancements and community outreach initiatives of the BSO since 2019. A proactive public safety presence in the community goes beyond routine calls Neighborhood Support Team for service. It is designed to make public safety more visible, reduce fear and aid in positive, proactive interaction between the public and law enforcement. Established in response to growing needs during the pandemic. Operation Helping Hands — 23,000+ individual meals distributed Serving those in need countywide. Food drives — BSO hosted or participated in nearly 600 food distribution operations Established to build adequate layers of accountability throughout the organiza- tion. OIG includes: Office of Inspector General Internal Affairs and Public Corruption Internal Audit Policy and Accountability Increased opportunities and expansion of funds. Increased distribution of funds to minority nonprofit groups. Law Enforcement Trust Funds Accountability and distribution of funds are more equitable and fairer for all organizations. Most diverse command staff in 107 years. The command is more reflective of the Organizational diversity organization and the community. Increased opportunities for women Nearly 44% of all promotions have been women. Provided opportunities for employee professional growth and opportunity Promoting from within while supporting the organization with valuable institutional and operational knowledge. First onsite dedicated training facility. The state-of-the-art facility will BSO Training Center consolidate all of BSO’s training under one roof and enhance BSO’s training capabilities to actively address today’s public safety challenges.. Department of Preparedness and Centralizes BSO’s Training Division and Special Operations to ensure every Response incident and response is unrivaled in speed and efficiency. An intelligence-led policing unit provides high visibility and tactical security in TITAN (Threat Intervention Tactics critical locations throughout the county. TITAN will be deployed immediately in Analytics Network) the event of a mass casualty incident. BSO’s Threat Management Unit (TMU) created the Behavioral Health Licensed Therapist (BHLT) program. Four veteran therapists work alongside TMU detectives to investigate threats made by children and adults. The BHLT Behavioral Health Licensed assesses these individuals for mental illness and substance abuse issues and Therapist (BHLT) program links them to providers who can offer treatment. Since inception, the program has investigated more than 2,050 cases, with 42% of the individuals accepting referrals for mental health services. Co-Responder Program, launched in September 2022, pairs a licensed mental health clinician with a Crisis Intervention Team (CIT)-trained deputy. This pairing Co-Responder Program offers a better probability of a positive outcome or referral for the individual in crisis. So far, of the 640 responses to individuals suffering a mental health crisis, 99% have accepted help. First in the agency’s history. Objectively reviews and evaluates any categorical Use of Force Review Board uses of force to ensure authority is used lawfully and appropriately and is consistent with training and policy. Allows the BSO Real Time Crime Center access to live video at businesses and Public-private partnership private homes to help stop crime and catch criminals. Training focused on reinforcing a bias-free workplace, racial and cultural sensitivity, and de-escalation techniques. While BSO nears 100% completion for Racial Intelligence Training and all deputies, we have also funded the RITE Train-The-Trainer Course, expanding Engagement (RITE) this valuable training opportunity to all local law enforcement agencies to train their personnel. 19 STRATEGIC PLAN 2024-2028 Innovative 8-week summer leadership program. Focus is on Learning, Educating And Developing Broward’s youth on the seven Pillars of Success: I. Education/Entrepreneurship Youth L.E.A.D. Camp II. Life Skills III. Career Development IV. Financial Literacy V. Community Service VI. Government / Civic Responsibility VII. Health/Wellness Deputies park their cars, walk the neighborhoods and talk with residents and businesses to better address community concerns and determine how we can Park, Walk and Talk Program better assist. The goal is to strengthen relationships and build trust between public safety and all Broward communities. Since launching, there have been 91,300 PWT interactions countywide. A volunteer group focused on engaging the community through collaboration with community activists, stakeholders and civic leaders, encouraging dialogue, Social Justice Task Force education and advocacy. The goal is to serve better and transform our communities by establishing justice, transparency and equity for all. We are committed to the safe, fair and respectful treatment of all Lesbian, Gay, Bisexual, Transgender and Queer/Questioning (LGBTQ+) residents and visitors. The committee consists of employees from departments across BSO. The BSO LGBTQ+ Liaison Committee mission is to strengthen the relationship between the LGBTQ+ community and BSO by creating mutual trust and confidence through community involvement and departmental education. The BSO’s Real Time Crime Center is a cutting-edge facility designed to enhance law enforcement’s capabilities in Broward County. It serves as a central hub for collecting, analyzing and disseminating real-time information about criminal activities as well as assisting in cases after the fact. The unit consists of five detectives, four crime analysts and a dispatcher. The center utilizes advanced technology, including surveillance cameras, data analytics software Real Time Crime Center and communication systems to keep a watchful eye on various areas throughout the county. By monitoring these resources, the Real Time Crime Center can provide law enforcement personnel with valuable insights, apprehension of suspects and overall public safety. This state-of-the-art facility exemplifies the use of technology and data-driven approaches to support law enforcement efforts in fighting crime effectively. The BSO is dedicated to upholding public safety, ensuring the community’s well-being and enforcing the law with integrity and professionalism. As part of its commitment to developing future leaders in public administration and law enforcement, the agency collaborates with Lynn University to offer an accelerated cohort program for a master’s degree in public administration. This Masters Cohort — Partnership with unique educational opportunity allows aspiring public administrators and law Lynn University enforcement professionals to gain a comprehensive understanding of public service, management and leadership within an expedited time frame. Lynn University’s program is renowned for its academic rigor, hands-on training and practical skills development, equipping students with the knowledge and expertise necessary to excel in the dynamic field of public administration, all while maintaining the highest ethical and professional standards. BSO is the first agency in the county to administer whole blood, and there BSO Fire Rescue — Whole Blood are less than 30 other agencies in the country doing so. Whole blood is administered to injured trauma victims before they reach the hospital. Since we Program started the program in early 2020, we have administered whole blood to 133 patients, and the survival rate stands at a remarkable 73%. The Tactical Training Unit (TTU) is an integral part of the BSO’s unwavering commitment to public safety and the readiness of its personnel. TTU consists of highly skilled SWAT Operators who assume leadership roles as agency training instructors. They are responsible for the development and implementation of high-risk tactical training programs for all sworn personnel within the BSO. Furthermore, this specialized team is entrusted with providing annual training for School Resource Officers and School Guardians. Tactical Training Unit The daily training provided by the TTU equips deputies with the skills and knowledge necessary to effectively respond to high-risk situations. Through a combination of classroom instruction and practical exercises, TTU imparts expertise in active shooter response, building tactics, high-risk traffic stops and Crime Suppression Team training. The unit’s unwavering emphasis on professionalism, precision and teamwork underscores its critical role in enhancing the readiness of the BSO, thereby contributing to the overall security and well-being of the community. 20  STRATEGIC PLAN 2024-2028 STRATEGIC PLANNING PROCESS In pursuit of a future anchored in stability and excellence, the BSO embarked on developing a strategic plan to guide its path forward. Recognizing the critical role of open communications, teamwork and collaboration, BSO brought in a third party, Tenzinga Consulting, that introduced a process that included key stakeholders from diverse backgrounds, ranks and divisions. This report delves into the step-by-step process of crafting the strategic plan, illustrating each pivotal step integral to producing a robust foundation for the organization’s future. Step 1: Foundation Development: Building a Vision Statement, Core Values and Communication/ Behavior Agreement The first step in building an effective dynamic strategic plan is establishing a solid foundation and commenced with a two-day workshop focused on communication, vision and core values. During the workshop, an atmosphere of open communication was created, encouraging participants to express their unique perspectives and aspirations for BSO. The workshop laid the groundwork for establishing a shared vision, core values and a communication/behavior agreement through interactive sessions and team-building exercises. These foundational elements set the stage for the subsequent steps in the strategic planning process. The following is a breakdown of each area covered in the Foundation Development process: Vision Statement Development — Developing a vision statement is vital for an organization to know its direction and why it exists. It allows everyone to see what your organization strives to attain and where it is going. It focuses on the potential inherent in the organization’s future or what it intends to be. It will enable leaders to motivate employees with a shared vision that the organization can strive for in the days, months and years ahead. It is a brief, encompassing statement that gives the organization’s direction and the reason for its existence in no more than five words. Core Values Development — Core values are foundational to every organization. They give every employee of your organization common goals. Core values provide employees with a daily checklist of what they must achieve in working toward your organization’s vision. Core values also assist each leader in communicating the purpose behind what they strive to achieve every day. Communication/Behavior Agreement — Every organization needs an agreement on how all communication/behavior will be exercised. This agreement can set standards for behavior and resolve conflict. It is essential to building a solid foundation. This is a process in which the whole agency will agree on how to communicate and behave in relationship to one another and the community at large. It addresses the “soft skills” that are difficult to deal with objectively. It assists in dealing with gossip, listening skills, attitude, etc. It specifically gives an organization a tool to reinforce proper communication and behavior in the workplace. Step 2: Internal and External Surveys In crafting a comprehensive strategic plan, the consultants employed a two-pronged approach, harnessing the power of both external and internal surveys. Firstly, an external survey was distributed 21 STRATEGIC PLAN 2024-2028 STRATEGIC PLANNING PROCESS cont. to relevant stakeholders, customers and partners outside the organization. This survey aimed to gather valuable insights into market trends, industry benchmarks and the perception of the organization’s services within the broader community landscape. By tapping into the external perspectives, the consultants could identify opportunities and potential threats that would inform the strategic direction. Secondly, an internal survey was conducted among the organization’s employees and key decision- makers. This survey delved into the agency’s strengths, weaknesses and internal capabilities. It served as a foundation for defining clear and achievable goals aligned with the organization’s strengths while addressing areas needing improvement. Additionally, the internal survey played a crucial role in shaping the workshops’ content and focus. By understanding the perspectives, needs and aspirations of those within the agency, the consultants could tailor the workshops to foster a cohesive and collaborative environment, ensuring that the strategic plan’s implementation had widespread support and engagement throughout the organization. The combination of the external and internal surveys provided a comprehensive and well-informed basis for the strategic plan, setting the stage for successful execution and sustainable growth. Step 3: Establishing the Five Strategic Goals Drawing from the insights gathered through an organization-wide survey and the Foundation Development process, the next step involved identifying the five strategic goals that would serve as the backbone of BSO’s strategic plan. The method of individual input, team collaboration and group interaction played a pivotal role as participants engaged in collaborative discussions to define these goals, ensuring they harmoniously aligned with BSO’s overarching vision. Each goal was meticulously crafted to reflect BSO’s aspirations, creating a transparent and purposeful direction for the organization. Step 4: The Initiatives Workshop With the strategic goals in place, the next phase entailed a second workshop focused on building the initiatives under each goal with specific objectives. Open communications fostered constructive dialogue as participants brainstormed, proposing actionable and impactful objectives aligned with each strategic goal. Teamwork and collaboration played a critical role in the development of comprehensive initiatives that addressed pertinent areas such as accountability, preparedness and community engagement, ensuring the strategic plan’s relevance and effectiveness. Integration of Accountability, Accreditation and Credentialing: Throughout the workshop process, accountability, accreditation and credentialing were consistently integrated into the strategic plan. Every step of this process was facilitated to allow for discussions on establishing robust internal oversight mechanisms and pursuing reputable accreditations and certifications. Teamwork and collaboration facilitated the formulation of clear guidelines and protocols, elevating BSO’s reputation and credibility within the public safety community. Fostering Community Engagement and Inclusion: Recognizing the importance of community partnership, BSO focused on community engagement as a fundamental aspect of the strategic 22  STRATEGIC PLAN 2024-2028 plan. Open communications enabled BSO to actively listen to the community’s needs and concerns, fostering trust and understanding. Teamwork and collaboration were instrumental in designing joint initiatives and programs, empowering the community to actively participate in public safety efforts. The strategic plan further emphasized diversity and inclusion, acknowledging that embracing different perspectives enhances public safety practices and strengthens community bonds. Embracing Excellence and Leadership: Striving for excellence and nurturing capable leadership were central to BSO’s strategic plan. Open communications encouraged feedback and constructive criticism, creating a culture of continuous improvement. Teamwork and collaboration led to the implementation of leadership training programs, nurturing a cadre of skilled leaders capable of steering the organization into the future. Addressing Mental/Behavioral Health and Public Safety: The strategic plan prioritized mental/ behavioral health and public safety, acknowledging their profound impact on public safety operations. Open communications facilitated discussions on addressing mental health challenges within the community, leading to partnerships with mental health professionals. Teamwork and collaboration resulted in the development of comprehensive preparedness plans, enhancing BSO‘s capacity to safeguard the community during emergencies. Strengthening Recruitment/Retention and Promoting Reform: Recognizing the significance of a skilled and committed workforce, the strategic plan highlighted recruitment and retention strategies. Open communications encouraged discussions on attracting top talent and fostering an inclusive work environment. Teamwork and collaboration led to the implementation of innovative recruitment and retention programs, enhancing BSO’s ability to attract and retain exceptional personnel. Additionally, the strategic plan emphasized reform initiatives, encouraging constructive dialogue and progressive policies that promote positive change within the public safety community. Enhancing Response, Service, and Social Justice: BSO’s commitment to swift and effective response, service excellence and social justice was evident in the strategic plan. Open communications allowed discussions on enhancing response protocols and improving service delivery through community- oriented initiatives. Teamwork and collaboration facilitated interdepartmental cooperation to address complex public safety challenges, ensuring a comprehensive and cohesive approach. The strategic plan further underscored BSO’s dedication to promoting social justice and fairness for all. Succession Planning and Preparedness: The strategic plan prioritized succession planning to ensure seamless leadership continuity. Open communications enabled discussions on leadership development and talent identification. Teamwork and collaboration resulted in the implementation of succession planning initiatives, securing a resilient future for the organization. Moreover, the strategic plan emphasized preparedness, acknowledging its vital role in BSO’s ability to respond effectively to emergencies. Open communications facilitated discussions on potential risks and threats, leading to comprehensive preparedness plans and simulations. With the strategic goals, initiatives and focus areas in place, the final step involved assembling all 23 STRATEGIC PLAN 2024-2028 STRATEGIC PLANNING PROCESS cont. components into a cohesive and actionable document. Open communications played a crucial role during this phase, as participants engaged in extensive discussions to establish timelines, assign responsibilities and identify measures of success for each initiative. Teamwork and collaboration ensured that all stakeholders felt a sense of ownership and commitment to the strategic plan’s successful implementation. This comprehensive approach guaranteed the strategic plan encompassed a well-structured and coordinated set of actions to lead BSO toward its envisioned future. The BSO exemplified the transformative power of open communications, teamwork and collaboration in crafting a strategic plan that sets the course for its future success. The strategic plan’s focus areas, goals and initiatives reflect BSO’s commitment to accountability, community engagement, excellence and public safety. BSO has solidified its dedication to social justice and equitable service by embracing diversity, inclusion and reform. The strategic plan, fortified by succession planning and preparedness, serves as a roadmap to a resilient future. BSO’s continued implementation of its strategic plan is a testament to the power of open communications, teamwork and collaboration in shaping a successful and responsive public safety organization. Through this holistic approach, BSO is poised to continue its legacy of safeguarding the community, fostering trust and making a positive impact for years. 24  STRATEGIC PLAN 2024-2028 INTERNAL AND EXTERNAL SURVEYS External Survey The external survey conducted for the BSO’s strategic plan was pivotal in shaping the organization’s future success. By reaching out to stakeholders, community members and other relevant parties outside the organization, the survey provided valuable insights that were instrumental in laying a solid foundation for the strategic planning process. Firstly, the external survey offered an objective and unbiased view of how the BSO was perceived by the community it served. Understanding public perceptions, needs and concerns allowed the organization to identify areas where it excelled and areas that required improvement. This data served as a reality check, ensuring that the strategic plan was grounded in the actual expectations and priorities of the community. Secondly, the external survey enabled the organization to comprehensively understand the broader public safety landscape, market trends and best practices. By benchmarking themselves against other agencies and learning from successful initiatives in similar jurisdictions, the BSO could adopt innovative and forward-thinking approaches in its strategic planning. This helped it remain relevant and adaptable in an ever-changing environment, positioning the organization for long-term success. Furthermore, the external survey provided a unique opportunity for inclusivity and community engagement. The organization demonstrated transparency and a commitment to serving the community’s best interests by involving external stakeholders in strategic planning. This inclusive approach fostered trust and collaboration, laying the groundwork for a more effective and community-centered strategic plan. Overall, the importance of the external survey for the BSO’s strategic plan cannot be overstated. It served as a compass, guiding the organization with an informed understanding of its external impact and opportunities. By leveraging external perspectives and data, BSO was better equipped to develop a strategic plan responsive to community needs and forward-thinking, ultimately leading the organization toward continued growth and positive outcomes. Internal Survey The internal survey conducted for the BSO’s strategic plan influenced the organization’s direction and success. By reaching out to all staff members across different divisions, the survey returned over 850 responses, providing crucial information that formed the foundation for the strategic planning process. 25 STRATEGIC PLAN 2024-2028 INTERNAL AND EXTERNAL SURVEY cont. The internal survey offered an opportunity to gather valuable insights directly from the people on the front lines of the organization. By seeking feedback from employees at all levels, including those directly involved in current programs and initiatives, BSO gained a comprehensive understanding of what worked well and what needed improvement. This employee-driven feedback ensured that the strategic plan was rooted in the reality of the organization’s operations and highlighted areas where changes were most needed. The importance of the internal survey for BSO’s strategic plan cannot be overstated. It provided a wealth of valuable information directly from the organization’s staff, ensuring that the strategic plan was well informed, realistic and aligned with the needs and aspirations of those working on the front lines. By focusing on current programs, innovative initiatives and leadership aspirations, the internal survey laid the groundwork for a strategic plan that was relevant and forward-thinking and embraced and supported by the entire organization. The following summarizes the survey results and supports the goals that were created through the survey and the first two days of the workshop: An Innovative and Sustainable Organization A Mentally, Emotionally and Physically Healthy Personnel An Engaged Community Organization A Leadership and Professional Development-Driven Organization An Effective, Thriving and Resilient Organization Agency Response: The Department of Law Enforcement had the largest response, with 37% of employees answering, with the Department of Detention and Community Programs and Fire Rescue at approximately 19%. Mental Health Support BSO members generally agree that the organization provides valuable mental health support and resources. For example, two-thirds of the respondents agreed or strongly agreed with the statement “BSO provides me with useful mental health support and resources.” Support for Physical Health and Wellness 85% of respondents agreed or strongly agreed that BSO supports physical health and wellness programs and provides resources. Physical Fitness Two-thirds of the respondents agree that members have adequate physical fitness to perform their jobs. Leadership Decision-Making Approximately 73% of the respondents felt the Sheriff makes sound decisions to keep members safe. 26  STRATEGIC PLAN 2024-2028 Members’ Trust in the Agency Members marginally trust that the department will do the right thing for its members. 55% agree with the statement “I trust the department to do the right thing for my coworkers and me.” Personal Attitudes Two-thirds of BSO members believe they can maintain a positive attitude and enjoy their jobs. Coworker Attitudes BSO members are generally split on the belief that their coworkers maintain positive attitudes at work and enjoy their jobs. Ability to Influence Attitudes Members believe they can influence coworkers’ attitudes and improve the culture at BSO with leadership development and future training. Member Value Regarding the questions that refer to “BSO values me,” the respondents marginally agree. Safe Workplace Nearly all members feel safe in their workplace. Tools and Equipment All but two of the 850 respondents believe the tools and equipment provided are adequate to do their assigned job. Apparatus and Vehicles Nearly all members believe the apparatus or vehicles operated are safe and well maintained. Members appreciate the apparatus and equipment provided for them to do their job. Adequate Training for the Job Most BSO members feel adequately trained for their current positions. Members appreciate the training provided; however, members are seeking more outside training, training from the more experienced deputies and more focus on command, tactics and accountability. Additionally, inviting external speakers may provide new perspectives and complement the entire organization. 27 STRATEGIC PLAN 2024-2028 INTERNAL AND EXTERNAL SURVEY cont. Professional Growth The respondents believe they have professional growth opportunities with the BSO organization. In this area, they rated 58% for professional growth within the department. Communication Received 37% of members report receiving timely and accurate information regarding BSO’s direction, listed as average in the survey. About 4.9% of members disagreed, and the remaining members were neutral. Respondents are interested in improving communication processes regarding organizational direction and critical messages from the city and in reducing rumors through information availability. Access to Information Members are generally neutral with the statement “I have access to the right amount of information regarding BSO.” Retention The members marginally agree with the statement “BSO retains quality personnel to maintain the mission.” Members believe BSO should continue to solicit input from the staff on strategically improving employee retention. Additionally, members acknowledge that pay and benefits are a major component of retaining quality employees. Organizational Sustainability Members marginally agree that BSO is a stable organization where they can build a future. The members feel that through strategic steps (i.e., strategic plan), the organization can improve its growth management process and determine set priorities. Community Engagement Members felt that there are adequate community programs but believe these programs are necessary to develop relationships: neighborhood watch program, community policing, youth outreach and mentorship programs and citizen ride along program. The top five desired training categories identified are: 1. Leadership development 2. Improving mental health 3. Handling difficult people and motivation 4. Conflict resolution and leadership 5. Handling stress to be successful. 28  STRATEGIC PLAN 2024-2028 VISION The BSO recognized the critical need for a compelling vision statement to drive its future growth and lead the way in law enforcement. A transformative workshop was organized to achieve this, engaging key personnel from diverse departments and ranks. This report delves into the significant role of openness, teamwork and collaboration during the workshop, enabling BSO to develop a visionary statement that sets the course for its future leadership. Creating Openness: The workshop emphasized fostering open communications among participants. It provided a platform where every voice could be heard and valued, irrespective of rank or role. Through candid discussions and active listening, the participants gained valuable insights into the challenges and opportunities faced by BSO. By encouraging the free flow of ideas, the workshop laid the foundation for a shared understanding of the organization’s strengths and weaknesses, enabling a more comprehensive approach to crafting the vision statement. Fostering a Culture of Teamwork: In an endeavor as crucial as developing a vision statement, it’s important to recognize the significance of the collective effort. Teamwork was promoted through collaborative exercises and group activities, breaking down barriers that may have hindered practical cross-departmental cooperation. Acknowledging that each member’s contribution was vital to the process, a sense of unity and commitment was instilled among participants. This collaborative spirit bolstered the confidence of individuals, ensuring they were actively engaged in shaping the future of BSO.. Unleashing the Power of Collaboration: A key ingredient in the workshop’s success was the emphasis on collaboration. Participants were encouraged to share their unique perspectives, allowing for a holistic evaluation of the organization’s potential. Interdisciplinary discussions led to creative problem-solving, as the collective expertise of the attendees was leveraged to address challenges effectively. The collaborative environment facilitated a sense of ownership and accountability, reinforcing the idea that the vision statement was a product of the entire organization’s efforts. Crafting the Vision Statement: Through the seamless integration of open communications, teamwork and collaboration, the workshop participants took on the task of developing BSO’s vision statement. The diverse perspectives gathered during the workshop served as