2007 ANNUAL REPORT - Port Orange

Published April 2019

2018 ANNUAL REPORT

Port Orange Police Department

Thomas R. Grimaldi Chief of Police

William ‘Bill’ Proctor Assistant Chief of Police

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To: Mayor Don Burnette and Members of the City Council Jake Johansson, City Manager I respectfully present the Port Orange Police Department’s Annual Report for 2018 for your review. This annual review of the police department’s activities provides a transparent, documented audit of police department operations during the 2018 calendar year recognizing the efforts of our officers, civilian staff, and Volunteers in Police Services. The Port Orange Police Department continues to work in cooperation with our residents, business partners, and volunteers to keep the City of Port Orange a safe community to live and work. The Port Orange Police Department continued to meet the highest standards of the Commission on Accreditation for Law Enforcement Agencies (CALEA) and The Commission for Florida Law Enforcement Accreditation. In April of 2018, the police department completed the CALEA remote annual compliance review. As a result, the police department maintained its CALEA Accreditation with Excellence Award and the Florida Law Enforcement Accreditation Excelsior Award. Notably, Part 1 crimes decreased by 10.1% primarily due to a reduction in aggravated assaults, theft and burglary crimes. Overall, officers handled 61,533 Calls for Service, made 1,858 arrests and recovered approximately $434,143 in stolen property. Due to residential and commercial growth, the city is experiencing a consistent increase in vehicle traffic in Port Orange. The Port Orange Police Department remains committed to traffic safety, awareness, and enforcement to address the growth in activity. The police department investigated 1,802 traffic crashes, over 23% of which involved injuries. Traffic enforcement efforts accounted for 8,366 traffic citations, 2,917 written warnings, and 106 DUI arrests. There were four (4) traffic fatalities in Port Orange in 2018, down 33% from six (6) in 2017. Code Enforcement moved into the police department, under Support Services, in April 2018. Despite the change, Code Enforcement’s goal remains to keep the city clean, safe, healthy and aesthetically pleasing. Code Enforcement personnel have integrated well into the police department. In total, Code Enforcement handled 1,929 cases and scheduled 229 cases for a Special Magistrate review. Numerous personnel changes, long term programs, and software systems have brought positive change to the police department in 2018. Captain McIlrath, Sgt. Braddock and Officer Vastell, all long term employees, retired from the police department. I was honored to have promoted the following employees to their current assignments: Captain Fisher to Support Services; Lieutenant Aiken to Support Services, Lieutenants Magee and Trentacosta to Patrol; and Sergeants Burd, Clark, and Yovanovich to Patrol. The programs and systems are proving to be a good investment for the agency. For example, we replaced 70 Body Worn Cameras (BWC) through the contract with Axon, and we also purchased a Ti Firearms Training Simulator. The Police Shooting Range Facility project continued to develop and is close to going out to bid. Finally, there remains a focus on recruiting quality applicants for both sworn law enforcement and civilian positions. This annual report reaffirms the safety of our community and the high standard of service expected from our citizens. As the City’s residential population continues to grow along with the commercial sector, traffic and other police-related services will increase too. The police department will explore all means o maintain the high quality of life currently realized in Port Orange while continuing to provide top quality service to our citizens, business owners, and visitors.

Sincerely,

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TABLE OF CONTENTS

- Chief’s Office 4 - Organization Chart 5 - Police Zones 6 - Mission Statement 7 - Officer of the Year/Quarter 8 - Promotions & Retirements 9 - Specialty Position Review 10 - Grievance Analysis 13 - Uniform Crime Reporting 14 - POPD Activity Summary 16 - Accreditation Unit 18 - Emergency Response Team 21 - Employment & Budget 24

- Support Services Division 25 - Function Overview 25 - Projects Overview 26 - Internal Affairs 27 - Records 29 - Animal Control 30 - Code Enforcement 32 - Code Enforcement Zones 34 - Training Section 35 - Recruiting 37

- Victim Advocate 40 - Police Athletic League 42 - VIPS 45 - Citizens Police Academy 47 - Community Relations 48 - JCC Program 49

- Patrol Division 50 - Function Overview 50 - Intelligence Led Policing 51 - Subject Resistance Analysis 53 - Pursuit Analysis 57 - Traffic Unit 59 - Dept. Traffic Statistics 61 - PEWS Review 63 - Profiling Review 64 - K-9 Unit 65 - Marine Unit 67

- Criminal Investigation Division 68 - Function Overview 68 - Statistical Information 69 - Homeland Security & Intel. 70 - Special Investigations Unit 71 - Evidence Section 73

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CHIEF’S OFFICE Chief Thomas R. Grimaldi

The Chief’s Office is responsible for all operations within the Police Department. The Police Department employs a total of 122 personnel (96 full time sworn, one part-time sworn, 24 full-time civilian & two part-time civilian). The police department is organized into three divisions Support Services Division, Patrol Division, & Criminal Investigations Division and each is supervised by a captain.

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Chief of Police Thomas R. Grimaldi

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MISSION STATEMENT

To provide superior service to all visitors and residents of Port Orange; and to bring the rule of law to criminals, with valor and integrity.

CORE VALUES ACCOUNTABILITY We are accountable to one another, our department, and the citizens we serve. As such, we are also committed to being accountable to the highest performance standards, ethical conduct, honesty, and truthfulness in all situations. CONSISTENCY We are committed to consistently enforcing the laws in a fair and impartial manner, as well as ensuring that we treat all those we encounter with courtesy and respect. TRANSPARENCY We are committed to providing the best possible service; we accomplish this promise by ensuring complete transparency with all those we serve. In addition to A.C.T., the core values of respect, integrity, fairness, dedication, and excellence guide and motivate us in all we say and do. These values are a part of our day-to-day work life and help ensure that our personal and professional behavior can be a model for all to follow.

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2018

Police Officer of the Year

Officer Andre Fleming

Officers of the Quarter

First Quarter Second Quarter Third Quarter Fourth Quarter Andre Fleming Jackie Sexton Silvio Portillo Wayne Jean

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Promotions: 10/29/18

Eric Fisher – Captain

Retirements:

03/29/18 – Officer David Vastell, 19 years nine months of service 09/30/18 – Captain Aaron McIlrath, 23 years one month of service

12/28/18 – Sergeant Steven Braddock, 23 years nine months of service

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CHIEF’S OFFICE Specialty Position Review

Assistant Chief William W. Proctor

The following will serve to summarize a review of the specialty positions within the Police Department for the year 2018. CANINE TEAMS: The department has four (4) canine teams, and one team is assigned to each Patrol platoon. The canine teams are single purpose narcotic detection teams, used to assist officers with detection and interdiction of narcotics. The need remains for this specialty position. CLANDESTINE LAB RESPONSE TEAM: In response to the growing trend of methamphetamine manufacturing, a County-wide Clandestine Lab Response Team provides expertise in the handling and disposal of hazardous materials in the investigation of Clandestine Narcotic Laboratories. Sworn members from various Volusia County law enforcement agencies make up several squads as part of the County Clandestine Lab Response Team. Four (4) of our Department members are part of the County team that respond to illicit laboratories within the County (when their squad is on call), safely dismantle the lab and ensure proper disposal of the hazardous materials used to produce the drug. The need for this specialized assignment will continue for the foreseeable future.

Number of Illicit Laboratories Responded to in Port Orange

2015 2016 2017 2018

12 11 3 2

Computerized Voice Stress Analysis (CVSA): The Computerized Voice Stress Analysis (CVSA) was started in 2018 to replace the polygraph. The agency sent two detectives to training in the use of CVSA for use in both pre-employment examinations and criminal cases. The detectives conducted two CVSA examinations for pre-employment, with neither showing indications of stress. The detectives also completed one CVSA examination for a criminal case, which showed a sign of stress. CRIME SUPPRESSION TEAM: The Crime Suppression Team (CST) was re-established on 11/30/18 to combat the increase in burglaries that plague Port Orange and the surrounding cities. CST is tasked to deter, detect and interdict criminals through focused, proactive patrol tactics. CST consists of four (4) uniformed officers under the supervision of the SIU sergeant; this command structure allows for CST to share information and intelligence with SIU / CID and Patrol. The need for this specialty assignment remains.

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CRISIS NEGOTIATOR: The Crisis Negotiations Team (CNT) is comprised of one (1) officer. The Crisis Negotiations Team is commanded by the Emergency Response Team (ERT) Team Commander when directly supporting an ERT operation and by the scene supervisor when acting independently of the ERT. The need for this specialty position continues. DRUG RECOGNITION EXPERT: The department currently has one (1) Drug Recognition Expert (DRE). The legalization of medical marijuana and in the increase in the abuse of prescription medication along with opioid crisis has increased the need for officers trained in the detection of impaired drivers. The department should increase the number of DREs, and the demand remains for the position. EMERGENCY RESPONSE TEAM: The Emergency Response Team (ERT) was created to provide the Police Department with the capability of rapidly responding to a variety of incidents that require resolution by officers with specialized training, knowledge of special tactics, weapons and/or other specialized equipment. This position is a shared responsibility whereby, supervisors, patrol officers, and detectives are assigned to ERT in addition to their regular assignments. The Emergency Response Team is a collateral special weapons and tactics team consisting of one (1) Executive Officer, one (1) Tactical Commander, two (2) Team Leaders and twelve (12) operators. As the population and incorporated boundaries of the City of Port Orange continue to grow, the Department can safely anticipate that the need for law enforcement to provide an immediate and systematic response of specially trained law enforcement personnel and equipment to tactical situations, emergencies or natural disasters, will continue. FIELD TRAINING OFFICERS: Field Training Officers (FTOs) are an essential part of our efforts to provide recruit officers with the highest level of training possible. The department currently has twelve (12) Training Officer positions. The primary role of a Field Training Officer is to ensure that each new officer receives the training necessary to make appropriate decisions in the field. FTOs are also adjunct instructors for department and shift level training. As the responsibilities of law enforcement continue to increase in scope and complexity, the need for dedicated Field Training Officers will continue. HOMELAND SECURITY OFFICER: Homeland Security is a significant and concerted effort to ensure a homeland that is safe, secure, and resilient against terrorism and other hazards. The process of intelligence gathering, intelligence sharing, investigations, and interdiction are some of the techniques implemented to prevent terrorism and all risks which pose a threat to the population. The Port Orange Police Department informs Sworn Personnel of current threats, dangers, and trends in Homeland Security issues. This information sharing occurs during quarterly in-service training, roll call briefings, and through email correspondence. The Homeland Security Officer is a full-time detective. The need remains for this specialty position.

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HONOR GUARD: The Honor Guard provides uniformed personnel trained to appropriately present the colors at special events, to stand watch at memorial services and represent the department at events and functions outside the city. There are eight (8) officers assigned to the Honor Guard. The need remains for this specialty team. MOTORS AND TRAFFIC HOMICIDE INVESTIGATORS: The mission of the Traffic Unit is to improve traffic safety through engineering, educational strategies, and enforcement action. These strategies are designed to enhance the efficient flow of traffic, reduce crashes and ultimately reduce traffic-related injuries. The Traffic Unit consists of one Sergeant and six (6) motorcycle officers, each specially trained and certified in the operation of the police motorcycle, traffic homicide investigations, traffic crash investigation, and traffic enforcement. The need for this specialty position will remain a critical part of the department. MARINE PATROL UNIT: The Marine Patrol Unit is a multi-jurisdictional unit comprised of three (3) local departments. Each department provides officers and funds to maintain the program. The Port Orange Police Department manages the patrol boat and marine patrol program. The purpose of the unit is to patrol the local intercoastal waterways. The marine unit’s motor has fallen into disrepair from lack of use and budgetary constraints among the partner cities has hampered its replacement. Furthermore, state and county departments have increased their presence on the intercoastal waterway. The need for this specialty position no longer exists and should be ended.

Polygraphist: The agency has been utilizing a part-time officer position to perform polygraph examinations. Four polygraphs were administered during 2018 for pre-employment examinations, with all four showing no indications of deception. The polygraphist is no longer a specialty position within the department because we now use a Computerized Voice Stress Analysis (CVSA). RANGE MASTER: The position of Range Master was created to provide uniformity in firearms training and to provide accountability for Department issued or authorized firearms and less lethal weapons. The Range Master allows for a single point of contact to evaluate, inventory and maintain Department munitions and weapons. The Range Master will remain an essential position within the agency.

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CHIEF’S OFFICE Grievance Analysis


There were eight (8) grievances filed by employees of the Police Department during 2018. Department members and Union Representatives are very familiar with the grievance process to include Department Policy, City Civil Service Rules and Collective Bargaining Agreements. As such, there is no recommendation of any additional training or policy revisions. Current policy and collective bargaining agreement language provide employees with the proper platform to resolve workplace disagreements with management. A review of the grievances within the past five years fail to identify a pattern or trend that will predict future grievances.

Grievances

2014 2015 2016 2017 2018

2 3 2 0 8

2018 SUMMARY OF GRIEVANCES PROCESSED: One (1) grievance was filed for termination of employment and is pending resolution in arbitration. One (1) grievance was filed for a schedule change; this grievance was denied by the City Manager. Two (2) grievances were filed by the same officer against the tattoo policy; both were denied by the City Manager. Two (2) grievances were filed in response to the policy 26-1 (Standards of Conduct), after discussion and finding no impact the grievances were withdrawn. One (1) grievance filed in response to three Counseling Statement issued for one incident, the grievance was denied by City Manager because Counseling Statements are not discipline and therefore not subject to grievance. One (1) grievance was filed for a disciplinary suspension; this grievance was denied by the City Manager.

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CHIEF’S OFFICE UCR Reporting


In 1930, the US Congress enacted legislation authorizing the Attorney General to gather crime

information. The Attorney General directed the FBI to assume the responsibility for collecting and

managing the Uniform Crime Reporting (UCR) Program.1

The Uniform Crime Reporting Handbook describes uniform crime reporting as “a collective effort on the

part of city, county, state, tribal, and federal law enforcement agencies to present a nationwide view of

crime. Agencies throughout the country participating in the Uniform Crime Reporting (UCR) Program

provide summarized reports on eight Part I offenses known to law enforcement and reports on persons

arrested. They also provide information about law enforcement officers killed and assaulted and on hate

crimes.”2

The Port Orange Police Department participates in reporting to the UCR through the Florida Department

of Law Enforcement (FDLE). The Department submits the data for the first six (6) months of each year in

June and then the annual numbers by the end of the following January. The tables listed in this section

will provide information on incidents of crime in Port Orange for 2018 and offer a comparison to

previous years. Also provided is an Activity Summary Report for 2018 which illustrates the other

categories besides the UCR reported crimes.

1 (US Department of Justice, 2019) 2 (US Department of Justice, 2019)

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Part 1 Index Crime Offenses, Ten Year Comparison

Violent Crime

YEAR 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Murder 0 2 2 2 1 1 1 1 1 1

Forcible Sex Offenses 1 2 3 1 3 1 2 1 0 1

Robbery 23 19 6 12 7 3 5 10 5 6

Aggravated Assault 52 79 75 47 40 27 45 49 26 17

Property Crime

YEAR 2009 2010 2011 2012 2013 2015 2015 2016 2017 2018

Arson 4 1 1 0 1 4 0 0 1 1

Motor Vehicle Theft 64 77 49 64 88 52 45 79 105 65

Burglary 258 262 303 301 240 204 150 182 193 166

Larceny 978 1,072 1,087 1,064 1,232 880 993 1216 1252 1166

Total Index Crime YEAR 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Total Index Crime 1,380 1,514 1,526 1,491 1,612 1,172 1241 1538 1582 1422

Percentage Change -5.2% 9.7% 0.8% -2.3% 8.1% -27.3% 5.9% 23.9% 2.9% -10.1%

2018 Arrest Demographics

Total Arrests

Juveniles Adults Race

Male Female Total Male Female Total White Black Indian Oriental

1,858 26 10 36 1,314 508 1,822 1,534 304 1 19

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2018 Activity Summary Report

ACTIVITY 2017 2018 CHANGE % CHANGE

Total Incidents/Calls for Service 59,374 61,533 +2159 +3.6 %

Total Custodial Arrests 1,634 1,858 +224 +13.7 %

ALARMS

Business Alarms 772 700 -72 -9.3 %

Residential Alarms 679 598 -19 -11.9 %

TRAFFIC CRASHES

Driver Exchange of Information 526 488 -38 -7.2 %

Traffic Crash -- General 767 756 -11 -1.4 %

Traffic Crash -- Fatal 4 4 0 0

Traffic Crash – Injury 442 407 -35 -7.9 %

Traffic Crash – Hit & Run 167 152 -15 -8.9 %

Traffic Crash -- Pedestrian 14 27 +13 +92.8 %

Traffic Crash -- Bicycle 40 18 -22 -55.0 %

Traffic Crash – City Vehicle 17 11 -6 -35.2 %

Traffic Crash -- DUI 49 37 -12 -24.4 %

Traffic Crashes Total 1,830 1802 -28 -1.5 %

ACCIDENT WATERWAY

Vessel Accidents 0 0 0 0

TRAFFIC ENFORCEMENT

Traffic Citations 8,692 8,366 -326 -3.7 %

DUI Citations 154 176 +22 +14.2 %

Parking Citations 265 467 +202 +76.2 %

Written Warnings 1,927 2,931 +1002 +52.1 %

ANIMAL ENFORCEMENT

Animal Citations Issued 83 93 +10 +12.0 %

Animal Courtesy Notices Issued 108 55 -53 -49.0 %

Animal Redemption Cases 332 271 -61 -18.3 %

Animal Bite Cases 54 59 +5 +9.2 %

BULLETINS/FIELD INTERVIEWS

Intelligence Bulletins 464 447 -17 -3.6 %

Field Interview Contacts* 173 72 -101 -58.3 %

*The totals within “Traffic Crash Categories” will not always equal the Traffic Crash Total

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25 Year Port Orange Crime Rate Comparison

*Source is FDLE UCR Report, unverified

Year Port Orange Crime Rate per 100,000

Population Crimes per 100 Persons

1992 3221.6 3.2

1993 2878.6 2.8

1994 2797.4 2.7

1995 2173.6 2.1

1996 2283.99 2.2

1997 2447.01 2.4

1998 2629.85 2.6

1999 2237.09 2.2

2000 2250 2.2

2001 2405 2.4

2002 2310 2.3

2003 2085.09 2

2004 1993.7 1.9

2005 2048.3 2

2006 2341.8 2.3

2007 2272.6 2.2

2008 2542.9 2.5

2009 2441.3 2.4

2010 2682.5 2.6

2011 2704.5 2.7

2012 2644.3 2.6

2013 2823.3 2.8

2014 2032.47 2

2015 2115.7 2.1

2016 2,592.90 2.5

2017 2,653.20 2.6

2018* 2,330.80 2.3

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CHIEF’S OFFICE Accreditation Unit

Kelly Williams, Accreditation Manager

The Accreditation Unit is responsible for ensuring continued compliance with the standards set by the

Commission on Accreditation for Law Enforcement Agencies (CALEA) and the Commission on Florida

Accreditation (CFA). Accreditation is the platform used by the agency to professionalize police service. The

grant administration responsibilities were moved to the city’s Grant Manager position in February 2018.

The Accreditation Unit worked in cooperation with the Grant Manager to apply for and manage the

department’s grants. The planning and research function of the office includes remaining current with

policy requirements necessitated by legislative or regulatory changes, grant research, and special projects

assigned by the Chief of Police. Additionally, the Accreditation Manager administers the Department’s

extra/off-duty details. The Accreditation Unit met its 2018 goals and objectives.

The Department had a Year Two remote assessment in April 2018 and passed. The Year Three remote

assessment is planned for March 2019, and the next on-site assessment by CALEA is scheduled for

November 2019.

Accreditation Compliance efforts include the following:

• Policies and Standard Operating Procedures (SOP) were revised to comply with new or revised

accreditation standards and/or changes in state law, or regulatory requirement and a new

collective bargaining agreement.

• Department personnel was trained in new and revised policies through the department’s Training

Section.

• All department policies were reviewed and modified as needed to comply with CALEA’s fifth

edition and CFA’s fourth edition standards. Component reporting requirements have been

modified to comply with the new standards.

• Quarterly reporting standards, as distributed to department’s components, have been revised to

facilitate the collection of data that satisfy accreditation standards.

• Required audits and inspections were completed as required by accreditation standards and

department policy.

GRANT STATUS & BALANCES:

The city created a Grants Manager to administer all the grants in the city’s departments in

February 2018. The police department’s grants were moved to this office for application and

management; however, we worked in cooperation with the grants manager to ensure

compliance with the grants.

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• FDOT DUI / Impaired Driving Project:

The department was awarded a DUI Enforcement Grant by FDOT for 2017 – 2018. The grant

required DUI specific saturation patrols and DUI checkpoints. The grant funded the salaries for

the officers who participated in the operations. This was a successful grant and should be

considered in the future.

Award Amount: $12,000.00

• Target Corporate Social Responsibility Grant:

This was awarded in response to outstanding work in the community and was specifically

utilized for the annual Shop with a Cop event at Target


• U.S. Department of Justice Edward Byrne Memorial Justice Assistance Grant (JAG): Software

for Extracting Evidence from Technology:

The grant will be used to purchase software, equipment, and training for extracting evidence

from technology.


• Victims of Crime Act (VOCA) Grant:

The Office of the Florida Attorney General, Bureau of Advocacy and Grants Management,

awarded the Port Orange Police Department a grant to provide services to victims of crimes

within our jurisdiction. The department’s Victim’s Advocate program is an essential service to

those in need or who are victims of crimes seeking help through the justice system.


• Bulletproof Vest Partnership #5974:

The U.S. Department of Justice, Office of Justice Programs, administers a reimbursement program

called the Bulletproof Vest Partnership (BVP). This is a reimbursement program and not a grant

program. Currently, the program will reimburse the City 50% of the cost of vests that are

purchased over a two-year period. The Department was reimbursed for $10,683.76 toward the

purchase of vests in 2018. There is $5,668.30 of funding remaining for reimbursement of vests

prior to September 2019.

MISCELLANEOUS:

• All department policies have been reviewed and modified as needed to comply with CALEA’s fifth

edition and CFA’s fourth edition standards. Component reporting requirements have been

modified to comply with the new standards.

• Quarterly reporting standards, as distributed to department’s components, have been revised to

facilitate the collection of data which satisfies accreditation standards.

• Required audits and inspections were completed as required by accreditation standards and

department policy.

• The internal process for special details, tracking and billing, have been streamlined.

• In November 2018 a civilian Accreditation Manager was hired.

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ACCREDITATION

The Department had its Year 2 remote assessment in April 2018 and passed. April 2016 is when the Department had its on-site assessment by CALEA at which time the Department was awarded its fourth Reaccreditation with Excellence from CALEA. Our next on-site assessment by CALEA is scheduled for November 2019. Accreditation Compliance efforts include the following:

• Policies and Standard Operating Procedures were revised to comply with new or revised accreditation standards and/or changes in state law, or regulatory requirement and a new collective bargaining agreement, as well as reflecting changes in practice also in accordance with state law.

• Department personnel were also trained in new and revised policy through the department’s Training Unit.

• All such document releases and subsequent acknowledgment signatures are tracked within the PowerDMS system in accordance with accreditation standards.

GOALS AND OBJECTIVES FOR 2019:

Goal One: Complete required policy development to comply with new accreditation standards.

• Objective One: Distribute new and revised policy to all department personnel to ensure

continued compliance with accreditation standards.

• Objective Two: Ensure all department personnel receive proper training with respect to new

and/or revised policy.

Goal Two: Ensure files prove accreditation compliance.

• Objective One: Ensure that proofs for time-sensitive accreditation standards are collected and

filed within time constraints.

• Objective Two: Ensure that proofs for new standards are appropriately documented, collected

and filed.

Goal Three: Maintain compliance with CALEA Accreditation Commissions.

• Objective One: Complete files with the appropriate proofs to achieve reaccreditation.

Goal Four: Successfully receive reaccreditation from CALEA.

• Objective One: Successfully complete Year Three remote CALEA assessment

• Objective Two: Review compliance files in preparation for CALEA on-site assessment

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CHIEF’S OFFICE Emergency Response Team

Lieutenant Alan James

The Port Orange Police Department Emergency Response Team is a collateral special weapons and tactics team consisting of one (1) Executive Officer, one (1) Tactical Commander, two (2) Team Leaders and twelve (12) operators. OPERATIONS 2018: ERT completed a total of seven (7) search warrants:

# ACTIVITY FORCED ENTRY

NOISE/FLASH DIVERSIONARY DEVICE DEPLOYED

ARREST(S)

1 Search Warrant Yes No Yes Inside Outside No One

2 Search Warrant Yes No Yes Inside Outside No Three

3 Search Warrant Yes No Yes Inside Outside No One



6 Search Warrant Yes No Yes Inside Outside No None

7 Search Warrant Yes No Yes Inside Outside No None

GOALS AND OBJECTIVES – 2018 REVIEW:

Goals met by the Emergency Response Team for the 2018 year included, but were not limited to: Goal One: Continue to update and upgrade equipment.

• Objective One: Update personal equipment. Change communications equipment to accommodate the new radio platform. Research night vision technology to replace our current. The communication gear was changed to accommodate the new radios.

• Objective Two: Upgrade the team’s equipment: research tactical robots/drones and explosive breaching capabilities. Drones/robots were researched, but no movement was made at this time.

• Objective Three: Purchase an armored vehicle platform. Budget constraints prohibited this purchase. We did research the possible acquisition of a retired Brinks armored truck, but there was no movement on that.

• Objective Four: Upgrade police marksmen equipment. Night vision capabilities, two (2) new rifles. Budget constraints prohibited this purchase.

• Objective Five: Purge unused equipment from the team’s inventory. Goal Two: Develop qualified officers to fill any vacant positions on the team.

• Objective One: Have current operators work with officers on a routine basis to seek potential candidates. Conduct assessments to fill two vacancies and complete associated training. The team selected three new operators in 2018.

• Objective Two: Add one additional team members during the budget process. The team was increased to 15 positions.

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• Objective Three: Reinstate the ERT medic program with the fire department. The approval for this program was granted and meetings began in late 2018. Currently, the assessment is being planned and scheduled.

Goal Three: Continue to enroll operators in training courses outside of scheduled department training.

• Objective One: Enroll new operators in a Basic SWAT School after the operators complete their probationary period and pass the SWAT school Cooper Standards test. Two operators attended Basic SWAT School.

• Objective Two: Go to Camp Blanding and/or Kennedy Space Center SWAT for advanced training. This training did not occur; however, the policy was updated to ensure this type of team training occurs annually. Objective Three: Select a second marksman and enroll marksmen in Sniper Craft training courses. No selection was made due to vacancies on the team.

Goal Four: Improve the quality of training conducted at the team level.

• Objective One: Train and familiarize the team with the new lesson plans in the ERT Tactics, Techniques and Procedures Manual if needed.

• Objective Two: Conduct training with the Regional SWAT Team and other surrounding agency teams. A training day was completed with SE Regional SWAT for familiarization of tactics, equipment, and capabilities. Objective Three: Conduct scenario training with the Crisis Negotiators and full-service K9.

SUBJECT RESISTANCE REPORTS: There was zero (0) ERT related Subject Resistance Report during 2018. TRAINING: The team conducted 26 bi-weekly training sessions in 2018 or 208 hours. ERT SELECTIONS: Officers Edwards, Sorrell, and Kimberly were selected for the team in 2018. DIRECTIVES: The Directives for ERT were reviewed and changed. A few minor changes are forthcoming.

GOALS FOR 2019: Goal One: Continue to update and upgrade equipment.

• Objective One: Update personal equipment: research night vision technology to replace our current, suppressors, and purchase a couple of new rifles.

• Objective Two: Upgrade the team’s equipment: research tactical robots/drones and explosive breaching capabilities.

• Objective Three: Purchase an armored vehicle platform.

• Objective Four: Upgrade police marksmen equipment. Night vision capabilities, two (2) new rifles.

• Objective Five: Purge unused equipment from the team’s inventory.

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Goal Two: Develop qualified officers to fill any vacant positions on the team.

• Objective One: Have current operators work with officers on a routine basis to seek potential candidates. Conduct assessments to fill two vacancies and complete associated training.

• Objective Two: Add one additional team members during the budget process

• Objective Three: Work with POFD to develop the ERT medic program, including assessment, selection, and training.

Goal Three: Continue to enroll operators in training courses outside of scheduled department training.

• Objective One: Enroll new operators in a Basic SWAT School.

• Objective Two: Go to Camp Blanding and/or Kennedy Space Center SWAT for advanced training.

• Objective Three: Select a second marksman and enroll marksmen in Sniper Craft training courses.

Goal Four: Improve the quality of training conducted at the team level.

• Objective One: Train and familiarize the team with the new lesson plans in the ERT Tactics, Techniques and Procedures Manual if needed.

• Objective Two: Conduct training with the Regional SWAT Team and other surrounding agency teams.

• Objective Three: Conduct scenario training with the Crisis Negotiators and full-service K9.

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CHIEF’S OFFICE Employment & Revenue

Administrative Assistant Beth Unruh

Budget Summary FY 2018

(October 1, 2017, through September 30, 2018)

Personnel Services $ 10,562,750

Operating Expenses $ 2,454,309

Total Original Budget $ 13,017,059

Employment – Sworn 2014 2015 2016 2017 2018

Number of sworn applications received 29 43 66 64 34

Number of oral boards for sworn positions 11 24 37 37 23

Number of police officers hired 8 8 17 14 6

Employment – Civilian 2014 2015 2016 2017 2018

Number of civilian applications received 139 149 301 311 497

Number of civilians hired 2 2 4 2 5

Resignations / Retirement 2014 2015 2016 2017 2018

Number of sworn resigned 6 2 14 8 3

Number of sworn retired 2 6 2 4 3

Number of sworn terminated 2 1 1 0 1

Number of civilians resigned 1 2 3 1 4

Number of civilians retired 1 1 0 2 0

Number of civilians terminated/laid off 0 0 0 0 2

TOTAL 12 12 20 15 13

Special Detail Billing / Revenue

Details Number Officers Assigned Total Billable

Hours Amount Billed

Outside Details 354 448 2,045 $81,796

City Details 56 77 225 $8,960

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SUPPORT SERVICES DIVISION Captain Eric Fisher

Function Overview

The Support Services Division is composed of several sections that work together to provide support services to the Port Orange Police Department and the citizens of Port Orange. The primary responsibility of the Support Services Division is to ensure that all personnel within the Police Department have the resources and information necessary to provide the highest level of police service to the community. The Support Services Captain oversees the division to include: Department budget, Planning and Research, Training, Records, Community Relations, Quartermaster, Victim Advocate, Volunteers in Police Services, and the Police Athletic League. New in 2018 was the addition of Code Enforcement under the umbrella of the Support Services Division. This reorganization will allow for much-improved synergy between the police officer and code enforcement officers. If a law enforcement agency is to function effectively, it must have comprehensive information by which to develop plans and strategies designed to address criminal behavior, reduce traffic crashes and allocate resources. The Records Section is a critical component in providing information to the Patrol and Criminal Investigations Divisions. Three full-time Records Clerks, under the guidance of a Records Supervisor, accurately entered all information received by the Department into the Records Management System. Once in the system, this information is readily available to Department personnel and assists the Records Section with providing information to citizens, insurance companies and other law enforcement and governmental agencies.

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SUPPORT SERVICES DIVISION

Projects Overview

Captain Eric Fisher This section will provide an overview of significant projects and programs managed or implemented during 2018. These projects and programs require a multitude of departments within the city to come to together to ensure the success of each program and all worked very hard to make this happen.

• Police Shooting Range Facility – The long-term project to build a training facility was redesigned in 2018 eliminating all but the rifle range, pistol range, storage building, and restroom facilities. As 2018 ended, the task of obtaining the necessary permits was in progress before going out to bid.

• Body Worn Cameras (BWC) & Evidence.com – We replaced Seventy (70) BWCs during the first replacement cycle of our long-term contract with Axon International. As part of our long-term agreement with Axon, these replacements were at no additional cost to the department. An additional six (6) BWC’s were purchased to keep up with the growth of the department and will be cycled in on the same replacement cycle as all the others in stock.

• Ti Training Simulator – This new force-on-force training simulator is designed to enhance officers’ decision-making abilities with regards to dialogue, whether to use force, adherence to department policies and situational awareness during subject encounters.

• Evidence Air Conditioning – The work to replace the air conditioning system in the evidence section went out to bid. This project was done so a system that adequately supports the area and specifications for criminal evidence storage. The construction of this project will commence in 2019. Public Works Department is the lead on this project.

• SUV Fleet – The on-going cycle of replacing police vehicles continued in 2018 with the commissioning of 13 Ford SUV’s to replace vehicles due for decommissioning. We added three Ford SUVs and an unmarked car, out of our asset forfeiture account, due to department growth.

• Patrol Rifles – Department purchased ten Colt AR-15 patrol rifles. This purchase was made to ensure all patrol officers are adequately equipped to respond to any situation they may encounter.

• Code Enforcement – Code Enforcement was integrated with the police department during 2018. This transition from Community Development will allow code enforcement officers to work more seamlessly with the police department in addressing community concerns.

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SUPPORT SERVICES DIVISION Internal Affairs

Captain Eric Fisher

An Internal Affairs Investigation is an investigation ordered by the Chief of Police to determine if an employee shall be reprimanded, suspended or relieved of duty. Questioning of the employee is conducted for the purpose of gathering evidence of misconduct. Internal Affairs investigations are closed by the Chief of Police via four rulings: Sustained, Not Sustained, Exonerated or Unfounded. An Informal Inquiry and Shift Level Discipline is conducted when the complaint does not rise to the level of misconduct. Supervisors or management personnel meet with an employee to gain information necessary to resolve the service complaint through mediation, explanation, counseling or remedial training.

• Sustained: The investigation disclosed sufficient evidence to clearly prove the allegations made in the complaint.

• Not Sustained: The investigation failed to discover sufficient evidence to clearly prove or disprove the allegations in the complaint.

• Exonerated: The acts did occur but were justified, lawful and proper.

• Unfounded: The investigation indicated that the act(s) complained of did not occur or failed to involve police personnel.

The Port Orange Police Department opened 51 complaint investigations involving sworn and non-sworn personnel in 2018. The initial complaints are categorized as either an External (14) or Internal (37) complaint. Of these complaints, 31 were referred to an internal affairs investigation (3 External and 28 Internal) with an additional two (2) going straight to an Internal Affairs investigation. There was a total of 33 Internal Affairs investigations in 2018. These 33 Internal Affairs investigations involved 20 sworn personnel and three (3) non-sworn personnel. Of the 33 Internal Affairs cases opened, there are five (5) still open at the end of 2018. The findings for the remaining 28 Internal Affairs cases included 22 sustained, three (3) not sustained and three (3) unfounded.

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COMPLAINT SUMMARIES

Complaints Received 2017 2018

External 21 14

Internal 32 37

Total 53 51

Complaint Dispositions 2017 2018

Referred to Internal Affairs 23 31

Referred to Informal Inquiry 13 7

Referred to Shift Level Discipline 1 1

Sustained 5 4

Not Sustained, Unfounded, Exonerated

8

3

Policy Failure 2 0

No Action Required 1 5

Total 53 51

INTERNAL AFFAIRS FINDINGS

FINDING TOTAL Sustained 22

Not Sustained 3 Exonerated 0 Unfounded 3

Pending – Still Open 5

Individual Officer/Civilian Employee Pattern Analysis: During 2018, there was one, sworn employee, who reached the threshold of being involved in five or more formal investigations.

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Records

Records Supervisor Heather Rubin

The Records Section is responsible for the efficient retention, distribution, preservation, and disposal of police reports and forms under federal and state laws, regulations and guidelines. It fulfills requests from insurance companies, attorneys and the public for police reports and other documentation kept on file. The Records Section assists officers by receiving subpoenas and retrieving reports for the officers’ use in the prosecution of cases. The Records Section greets visitors to the Police Department and provides customer services in the form of giving directions, checking repaired vehicle equipment violations, fingerprinting, assisting in the preparation of Citizen Crime Reports, logging visitors and summoning officers to help visitors with criminal cases. The Records Section also supports all other divisions as needed.

• The Records Section provided data entry and management for 8,443 incident reports, 1,858 Arrest Reports, 8,366 uniform traffic citations, 176 DUI citations, and 93 animal citations during 2018.

• The Records Section staff and volunteers provided customer service for approximately 6,066 citizens at the front desk/lobby during 2018. The Records Section staff also handled 7,842 phone calls.

Revenue from the services provided by the Records Section includes:

• A total of $8,993 of revenue was handled by the records section for various services to the

public to include:

• $1,200 for false alarm billing (not collected, BAF’s provided to the finance department).

• $3,679 from the sale of police offense reports.

• $4,094 for fingerprinting citizens via Live Scan for employment purposes, firearm permits, college admissions, et al.

• $20 from checking/verifying equipment violation citations.

GOALS AND OBJECTIVES FOR 2019 Goal One: In the coming year the Records Section will continue to have the primary purpose of providing quality customer service for both the officers and the public.

Objective One: Maximize effectiveness and efficiency through the utilization of information technology for records management.

Objective Two: Provide professional customer service with an efficient response to requests for records.

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Animal Control

Animal Control Officer’s Jennifer Macsar / Christopher Filbert Two Animal Control Officers provide animal control enforcement in the City. Duties include: animal neglect investigations, animal cruelty investigations, stray animal pick up, enforcement of all animal control ordinances, disposal of deceased animals, investigation of animal bites, delivery of animals to the Humane Society and responding to a myriad of animal control service calls received from the public.

Animal Enforcement Activities

ANIMAL ENFORCEMENT 2017 2018 Change % Change

Animal Citations Issued 83 93 +10 12.04%

Animal Courtesy Notices Issued 108 55 -53 -49.07%

Animal Redemption Cases 332 271 -61 -18.37%

Animal Bite Cases 54 59 +5 9.26%

Concerning stray animals, the City contracts annually with the Halifax Humane Society to deliver all stray dogs and cats, other domesticated animals and wildlife for the humane impoundment and humane disposition of said animals picked up within the City limits. Additionally, the City endows the costs for any animal dropped off to the Humane Society by any person if the location of animal recovery is within the City limits.

Humane Society – Nine Year Comparison

YEAR ANIMALS DELIVERED ACTUAL COSTS

2008 829 $50,252

2009 751 $51,166

2010 669 $48,871

2011 909 $54,208

2012 1,226 $77,794

2013 1,100 $73,655

2014 861 $62,668

2015 727 $58,045

2016 567 $41,809

2017 536 $42,848

2018 763 $57,845

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Feral Cat Program The City’s mission is to control the feral cat overpopulation in Port Orange through the humane, non-lethal method of Trap-Neuter-Return (TNR). TNR has proven to be effective in humanely managing feral cat colonies and reducing their numbers over time. This program officially began on June 1, 2012, with volunteers from the community operating the program. Feral Cat Program: (managed by volunteers with the Concerned Citizens for Animal Welfare)

YEAR Cats Spayed/Neutered Amount Spent on Program Cats Delivered to Humane

Society

2013 331 $18,183 696

2014 320 $18,751 630

2015 338 $16,781 487

2016 432 $23,052 535

2017 222 $22,620 442

2018 376 $16,409 499

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SUPPORT SERVICES DIVISION Code Enforcement

Manager Deborah Pearson

Code Enforcement transferred out of Community Development and into the Police Department, under

the Support Services Division, in April 2018.

Code Enforcement’s role in the City is to enforce all codes in the City’s Land Development Code and

Code of Ordinances. Code Enforcement’s goal is to help keep the City in a clean, safe, healthy and

aesthetically pleasing place for residents to live and work.

The City’s Code Enforcement Officers respond to all citizen complaints initiated through the Citizen

Request Tracker, Code Enforcement Hotline, or any method of reporting. Additionally, Code Officers

self-initiate cases when they observe violations. Code Officers are very diligent in the performance of

their duties and responses and strive to be citizen friendly when inspecting for violations.

Code Enforcement works with all departments in the City. Staff is available to issue stop work orders for

the Building Department, contact and enforce water/sewer violations for Public Utilities, verify

occupancies and enforce water usage issues for Customer Service, work with Public Works when

requested, and be an overall enforcement service for the City’s needs. Code Enforcement has a good

working relationship with the Police Department in that we can inform each other of what may be going

on at any location located throughout the City.

Properties in violation can be fined up to $1000 per day for non-compliance. Additionally, the Special

Magistrate can provide the City the right to have the violations abated. Also, with the above charges,

administrative fees are added to establish a total lien on the property. In 2018, $45,687.79 was paid to

the City by property owners to satisfy property liens from code enforcement actions.

Most common violations cited by Code Enforcement

Comm/Rec Veh Pkg 38 38 42 36 154

Garbage, Junk, Debris 61 57 64 29 211

Parking in the Front Yard 47 53 37 84 221

Outside Storage 68 88 59 40 255

High Weeds & Grass 95 208 209 29 541

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Code cases that do not come into voluntary compliance move forward to the City’s Special Magistrate.

There usually are two Special Magistrate hearings each month except in November and December

because of holiday date conflicts. The hearings are held in the City Council Chambers in City Hall at 9:00

a.m. on the 2nd and 4th Wednesday of each month. The following chart shows the number of Special

Magistrate’s rulings for 2018 and the most common violations cited by Code Enforcement.

Special Magistrate Results by Quarter for 2018

CASES JAN-MAR APR-JUN JUL-SEP OCT-DEC TOTAL

Hearings 6 6 5 4 21

Cases Scheduled 42 63 66 58 229

Dismissed in Compliance 15 28 24 21 88

Continued 5 19 7 5 36

Set Fine/Lien 5 7 17 10 39

Found in Violation 16 21 16 18 71

Dismissed 1 0 2 1 4

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SUPPORT SERVICES DIVISION Training Section

Sergeant Jeff Wenzel

The Training Section is responsible for scheduling in-service and specialized training for all sworn officers. The Training Section has the additional responsibility to provide agency training as part of the Field Training Program to probationary officers. The maintenance of officer and unit training records is critical to limiting liability issues. The Training Section continues to use LEA Training software for records management and Agency 360 Field Training software for new hires and K-9 training. Department personnel must remain current with the proper skills, techniques, and procedures used to deliver quality law enforcement services. Also, mandated police training is becoming more demanding as there are state and federal studies regarding the law enforcement profession. To accomplish the goals of the department, the Training Section emphasized its functions and enhanced the quality of training opportunities that are external to the agency. The Training Section met its goals and objectives for 2018 by refinement to scheduling in-service training and delivery of mandated training for agency personnel.

PERSONNEL The department hired six (6) full-time officers during 2018. Four (4) of those have completed the Field Training Program, one resigned, and one is still in the Field Training Program; which brings the total number of sworn officers to 89 of 96 allotted positions. There are 96 full-time officer positions and one part-time officer position. We have six open full-time officer positions.

2018 TRAINING:

• There were 13,942.00 total hours of training (11,421.00 in 2017) completed by members of the Department. This figure is up by 22.5% from 2017. We continued the procedure of not calculating new hire academy training.

• Canine Teams completed a total of 2,471.00 hours (1,710.00 in 2017) of K9 training (including weekly refresher training), which is approximately 18.0% of the reported training.

• Emergency Response Team (ERT) completed a total of approximately 2,563 hours of training (2,496 in 2017), which is about 18.5% of the reported training.

• Employees completed a total of approximately 486 hours of leadership training (922 in 2017), which is about 3.5% of the reported Training.

• Officers completed a total of approximately 600 hours of Firearms/Scenario training (578.35 in 2017), which is roughly 4.0% of the reported training.

• Motor officers completed a total of approximately 1,037 hours of training (168 in 2017) or roughly 4.0% of the reported training.

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PROJECTS The police shooting range project has been at the forefront of the training sections 2018 projects. The Training Section sergeant has become the project manager for the range project. Due to increasing construction costs, there has been a complete site and engineering re-design of the project. This change consumed many staff hours from the Support Services Division as well as multiple other city departments. The project is ongoing and is expected to go out for bid in March of 2019.

The Training Section spearheaded the research of force-on-force simulator project. The simulator was purchased from Ti Training Labs and is currently in use at the agency. Ti Training Labs trained three officers on the simulator as master instructors. These master instructors will in turn train all department firearms instructors on the use of the simulator. The training section will be implementing emergency vehicle operations training for all officers. The training sergeant along with four (4) other departmental instructors completed the FDLE driving instructor course. These officers will be utilized to conduct the department-wide training.

CRIMINAL MASS CASUALTY INCIDENT TRAINING During 2018, the agency conducted a lecture and table-top style exercises for all command staff members involving the Criminal Mass Casualty Incidents (CMCI). The Training Section developed and provided Rescue Task Force training to all officers and supervisors from the rank of Lieutenant down. All Volusia County Law Enforcement Agencies and Fire Departments adopted the Rescue Task Force training which is critical in mutual aid responses. This training was accomplished utilizing Spruce Creek High School.

GOALS AND OBJECTIVES The Department will continue using the in-service training model instituted in 2011, with all personnel participating in two 12-hour training days a year. Employees attend training on-duty, and unit/shift supervisors are responsible for adjusting the officer’s hours to accommodate the training day. Though some training will concentrate on required refreshers in less-lethal and mandatory recertification classes, the agency will focus on officer safety training and high-risk patrol response with, live scenario-based training, and ground survival topics.

The Training Section will continue to advance and grow as a viable part of law enforcement certification and training. The Training Section will attempt to provide the most up-to-date and realistic scenarios that officers face every day across the nation. Realistic and practical training will maintain the officer’s skills and abilities when handling different incidents.

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SUPPORT SERVICES DIVISION Recruiting

Officer Evan Doyle

Under Policy and Procedure Directive 11.2.32, the department conducted a review of the recruiting process. The assignment of the police department’s community relations officer is to function as a training adviser to the basic law enforcement classes at Daytona State College. In addition to recruiting potential officers for this department, the community relations officer also provided mentoring to all students enrolled in the police academy. The department institutes a ride-along program as a recruiting tool, allowing potential candidates exposure to the operations of the department and provides the ability to interact with officers and have their questions about the agency answered. The department also continued to concentrate on individual recruitment and exposure via the department’s social media outlets and department website. Also, the training office contacted many candidates by email, telephone, and face‐to‐face meetings. The department instituted the practice of making informal presentations to the basic law enforcement classes at Daytona State College to enhance the focus on recruiting diversity. In these presentations, officers that represent the diversity of our existing workforce speak to the classes about minorities in policing and their experiences as minorities working for the department. The program has been well received by the students and staff at the college and by the officers selected to participate in recruiting for diversity.

INTRODUCTION There were 36 applications received in 2018. For simplicity, the results of all tests have been combined for the following overview.

2018 RECRUIT DRIVE NUMBERS

Total # of Applicants 36 Total Taking Oral Board 26

Total Taking PAT 11 Total removed after Oral Board 17

Women Taking PAT 7 Total # of Females Hired 0

Total Failing PAT 0 # of Certified Officers Hired 4

Total Minorities Taking PAT 4 Total # Hired in 2018 6

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APPLICANT SEX & RACE/ETHINCITY

2018 Work Force Analysis

Race Applicants Percentage

White 23 80.30%

Black 5 7.58%

Hispanic 6 9.09%

American Indian/Alaskan Native 0 0.00%

Native Hawaiian or Other Pacific Islander 0 0.00%

Asian 0 0.00%

Other 0 0.00%

Unknown (Two or More)

Total 36

Sex Applicants Percentage

Male 55 83.33%

Female 11 16.67%

66

Available Workforce Demographics

2018 Work Force Analysis Table*

Race Population %

White 49,741 82.5%

Black 3,172 5.3%

Hispanic 4,191 6.9%

American Indian/Alaskan Native 281 0.5%

Native Hawaiian or Other Pacific Islander 58 0.1%

Asian 1,781 3.0%

Other 1,081 1.8%

Unknown (Two or More) 10 0.0%

Total 60,315 100%

In Labor Force % 30,167 50.1% * Population data and Labor Force data obtained from the U.S. Census Bureau website at http://factfinder.census.gov & United States Department of Labor https://data.bls.gov

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PERSONNEL BY RACE & GENDER (SWORN) The actual number of full-time sworn personnel as of December 31, 2018, was 87 (96 full time allocated). The chart below illustrates the demographic breakdown of the department.

2018 Port Orange Police Department WorkForce Table

2019 GOALS AND OBJECTIVES: For 2019, the goal will be to fill each vacancy within the sworn ranks with the highest quality recruits. The following objectives will be employed to reach this goal:

• Continue to make presentations regarding the opportunities at the Port Orange Police Department to current students at local law enforcement academies.

• Attend area career fairs which focus on law enforcement professionals, transitioning career professionals, and college graduates alike.

• Utilize various media resources to promote recruitment efforts and existing opportunities.

• Develop a relationship with the local military units to recruit service personnel in the reserves or leaving the military

• Actively recruit minority and female applicants to further the diversity of our department and mirror our community and surrounding areas.

• Promote the ride-along program to give applicants the ability to make informed decisions regarding their career choices. Our officers continue to represent the professionalism of our department and serve as an essential element in the selection process for potential recruits through this program.

Race Female Male Unknown Total Total % Female %

White 7 69 0 76 87.23% 9.33%

Black 0 3 0 3 3.48% 0.00%

Hispanic 0 7 0 7 8.13% 0.00%

American Indian/Alaskan Native 0 0 0 0 0.00% 0.00%

Asian/Pacific Islander 0 1 0 1 1.16% 0.00%

Other 0 0 0 0 0.00% 0.00%

Unknown 0 0 0 0 0.00% 0.00%

Total 7 80 0 87 100% 8.88%

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Victim Advocate

Victim Advocate Coordinator Lorelei Henderson

ANNUAL ANALYSIS

During the period of October 1, 2017, through September 30, 2018 (the annual reporting period for this office) the Port Orange Police Department made 1,858 total arrests. The Victim Advocate Program assisted 2,349 primary and secondary victims of crime. There were 36,627 services provided to crime victims. Significant statistics for the Victim Advocate Program include:

• 35.33% of crime victims served were domestic violence related • The primary victims helped were white/female age 25 to 59 years • 38.97% of all services provided to crime victims were criminal justice support/advocacy and

personal advocacy. • 7,290 services were provided to persons who were not crime victims • 434 persons were assisted with services that were not crime victims • 267 persons were provided services for elder abuse or assistance • 43 persons were provided services for child abuse or neglect • 14 persons were provided services through the TRIAD Elder Care Cards • 6,350.78 hours from volunteer Victim Advocates

Services that are provided by the Victim Advocate Program include but are not limited to:

SERVICES PROVIDED NUMBER

Crisis counseling 787

Follow-up contact 5,252

Face to Face Information & Referral 1,055

Criminal justice support/advocacy 8,650

Emergency financial/Holiday assistance 1,323

Emergency legal advocacy 7,393

Victim compensation 4,450

Personal advocacy 8,650

Telephone contacts 6,194

Emergency call-outs 45

Death/suicide calls 84

Elderly assistance 267

Neighborhood disputes/family advice 39

Civil advice 13

Fire Assist 1

Homeless assistance 12

Transportation 28

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Agencies the Victim Advocate Program coordinates services within the community are: Beacon Center (provides emergency shelter, court advocacy, relocation, and legal services), Council on Aging (support for the elderly), State Attorney Victim Advocate (trial advocates and victim/witness support), Community Legal Services of Mid-Florida (legal representation for injunction hearings and Elder Victim Advocate), Department of Children and Family Services (Child/elder abuse, abandonment and neglect cases), HOSPICE (homicide and trauma support advocates), Attorney General Victim Advocate (address confidentiality and victim compensation support), Halifax Urban Ministries (homeless, food and monetary assistance), Stewart Marchman-ACT (alcohol/drug addiction, Beach House and mental health counseling), Community Christmas Club of the Halifax Area (holiday food baskets), Port Orange Presbyterian Church (food and emergency community assistance).

2018 PROGRAM OVERVIEW

• Advocates wrote 93 Injunctions of Protection and 35 Violations of Injunctions.

• Advocates accompanied 22 victims to injunction hearings.

• Advocates submitted 141 Victim Compensation applications on behalf of victims of crime.

• Advocates responded to 45 emergency call-outs compared to 18 the previous year.

• Emergency assistance (food, clothing, bus passes) was provided to 30 people.

• Holiday assistance was provided to 70 families through our Santa to the Rescue Program.

• Advocates reached out to a total of 2,949 individuals this year to offer assistance.

• Victim Advocate Program presentations were given to church groups, civic organizations, and at the annual Citizen Police Academy.

• Advocates attended advanced training classes provided by the Florida Crime Prevention Training Institute to expand and strengthen the Victim Advocate’s knowledge of crime, the effect of crime on victims and the best practices to assist victims.

• This agency collaborated and collected donations from local churches and civic groups for food and cash donations to provide victims, food, transportation, and personal hygiene. The department partnered with Community Christmas Club, Port Orange Presbyterian Church, Crane Lakes Homeowners Association, Palmetto Club, Operation Changing Lives, P.A.L, Palmetto Club, Publix, Ruth Circle, Society of Saint Vincent de Paul, Ruth Circle, and Wal-Mart.

2019 GOALS AND OBJECTIVES:

• As we continue to assist victims with writing Injunctions of Protection, court preparation and safety planning packets will be part of each visit.

• As we continue to assist victims with Victim Compensation applications, we will utilize the VANext portal to access the Bureau of Victim Compensation enabling advocates to follow the progress of claims in real time.

• Increase the number of victims receiving information about their court/legal options by 10%; 163 people received this information in FY2018.

• Victim Advocates will continue to attend advanced training classes provided by Florida Crime Prevention Training Institute to expand and strengthen the Victim Advocate’s knowledge of crime, the effect of crime on victims and the best practices to assist victims.

• This agency will continue to collaborate and collect donations from local churches and civic groups for food and cash donations to provide victims, food, transportation, and personal hygiene

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SUPPORT SERVICES DIVISION Police Athletic League

PAL Director Robert Frazier

POLICE ATHLETIC LEAGUE BOARD OF DIRECTORS POSITION

Thomas R. Grimaldi – Chief of Police President

Eric Fisher - Captain Vice President

Robert Frazier Director

Beth Unruh Secretary/Treasurer

William Schulz Chairman

Evan Doyle - Crime Prevention Officer Member

Steve Henderson Member

Keith Sofiak Member

James Meadows Member

Donna Tucker Member

Herb Lubansky Member

David Glasser Member

Jennifer Sisk Member

Chuck Sofiak Member

Bridget Orey Member

Barry Hughes Member

Randy Coates Member

MISSION STATEMENT: The Police Athletic League of Port Orange has an overall objective to provide quality activities and interaction between law enforcement and community adult leaders with juveniles in the Community. Our goal is to set forth positive images, team play, build self-esteem and encourage positive activities for the youths in our Community.

PROGRAMS: Competitive Basketball PAL had a one girls’ team in 2018: The 14u Girls team won the State Championship. Summer Basketball Twenty-two teams participated in the 2018 summer basketball program with a total of 198 youths. In three different age groups 8, 9, 10-year old’s, six teams; 11, 12, 13-year old’s nine teams; 14, 15,16-year old’s six teams. Junior Lifeguard Twenty-eight youths participated in the Junior Lifeguard Program in 2018.

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Elks Youth Camp Two Port Orange PAL participants attended the Florida Elks Youth Camp in Umatilla, Florida in 2018. The youths participated in a variety of sports and fun projects during their weeklong stay at camp. Golf Lessons Thirty-six youths (36) participated in three different golf camps during the summer. Fall Dodgeball PAL had a total of ten teams in two age groups – 7 to 10-year olds and 11 to 14-year olds. A total of one hundred & four participants (104) in both age groups participated in this activity. Saturday Night Basketball Saturday Night Basketball continued in 2018 for Port Orange PAL participants. This favorite activity is held at the Port Orange City Gym from 7:00 PM to 10:00 PM each Saturday evening. Disney’s Blizzard Beach Water Park In August, PAL sponsored a water park day. A total of fifty-eight youths participated along with eight chaperones. Port Orange PAL/ELKS Soccer Shoot Out Twenty-one (21) boys and girls participated in various age groups from five to thirteen years of age. Port Orange PAL/ELKS Free Throw Shooting Contest Thirty-five boys and girls (35) participated in this contest in various age groups. NUMBER OF YOUTHS INVOLVED IN PAL PROGRAMS: A total of 450 youths were involved in the various PAL Programs during 2018. FUNDRAISING: Port Orange PAL holds an annual fundraiser for a motorcycle and ten $100.00 cash prizes. Each September Port Orange PAL purchases a new Harley Davidson motorcycle and sells $20.00 raffle chances for six months. A maximum of 3,000 opportunities are offered each year, and the winning tickets are drawn after Bike Week in March. All 3,000 tickets were sold during the 2018 fundraiser, for a new record of three years in a row. PAL Scholarships: PAL instituted the PAL Senior Scholarship program in 2018. PAL awards this college scholarship to seniors from local schools who have participated in the PAL program. PAL offers three $1,000 academic and two $500.00 book scholarships to eligible students. Four PAL member seniors applied for the PAL Senior Scholarship in 2018. PAL gave one member from New Smyrna Beach High a $1000.00 and three from Spruce Creek High received $250.00 each, due to incomplete applications.

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2018 Annual Report

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2018 PAL FINANCIAL SUMMARY

Cash in bank (SunTrust Checking Account) $48,750.05

Certificate of Deposit (CD at SunTrust) $179,775.60

POLICE ATHLETIC LEAGUE FUNDRAISING

SOURCE OF DONATION/FUNDING AMOUNT

Harley Davidson Motorcycle Raffle (Sold all 3,000 tickets) $25,764.00 (Profit after expenses)

Booster Letter Income $3,891.00

GOALS FOR 2018:

• Continue providing organized sports and recreational activities for PAL participants as a deterrent against crime and juvenile delinquency.

• Provide youths of our community with a healthy, safe and productive environment.

• Endeavor to sell 100% of the raffle tickets for the annual motorcycle raffle, thereby securing additional funding for enhanced PAL programs and operations.

• Continue our 2nd Annual PAL Scholarship for a total of $5,225.00.

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2018 Annual Report

45

SUPPORT SERVICES DIVISION Volunteers in Police Service

Major Pat LaMountain

2018 VIP of the Year Cpl. John R. Brubaker

The Volunteers in Police Services (VIPS) remains an essential resource to the Port Orange Police Department and the community by providing Uniformed Civilian Volunteers to service-related functions such as vacation house watches, daily courier service, traffic control at accident scenes, distributing animal traps, front desk assistance, bicycle registrations and child fingerprinting. The use of volunteers for these duties frees patrol officers to respond to calls for service and perform preventative patrols. PATROL HOURS AND MILES: These hours and miles reflect patrols during which the primary function was performing routine city-wide patrols and vacation house watches. Other duties may have been carried out at the request of Volusia County dispatch or police department supervisors. HOURS: 3,142 MILES: 18,794 SUPPORT HOURS AND MILES: These hours and miles reflect support duties performed such as traffic control, courier service, administration, front desk assistance, and training. HOURS: 9,490 MILES: 18,609

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EVENT HOURS AND MILES: These hours and miles reflect duties performed during City of Port Orange events such as Family Days, Fourth of July, Christmas events, Jazz Fest and various other craft and musical events held throughout the year around the city hall complex. HOURS 972 MILES: 738 TOTAL TIME AND MILES FOR THE CALENDAR YEAR 2018: The hours and miles shown below represent the combined service performed by the Volunteers in Police Services in support of the overall mission and goals of the Port Orange Police Department during the year 2018. HOURS 13,604 MILES: 38,141 TRAINING: Eight new volunteers joined the VIPS program, and seven completed training in the duties and responsibilities of a Volunteer in Police Services and the Records Division. Five volunteers left for various reasons during the year. GOALS AND OBJECTIVES FOR 2019: The Volunteers in Police Services will continue their commitment to providing the highest level of service and support to the Port Orange Police Department and the community.

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2018 Annual Report

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SUPPORT SERVICES DIVISION Citizen Police Academy

Officer Evan Doyle

CITIZEN POLICE ACADEMY

The Citizen Police Academy (CPA) is a nine-week training program for residents of the City of Port Orange. The goal of the program is to familiarize community members with the operation of the Port Orange Police Department. Participants meet for two hours each week and receive instruction and familiarization from Department representatives. In April of 2018, the 13th CPA class graduated 23 attendees. Commencing in February of 2019, the 14th edition of the CPA will have approximately 27 participants. The Port Orange Police Department is committed to providing this training course on an annual basis, commencing in February of each year.

GOALS FOR 2019:

• To develop a partnership with the community.

• To provide citizens with an understanding of the Police Department so that they may make informed assessments of the performance of the Department.

• To provide an opportunity for citizens and officers to get to know one another and exchange information.

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2018 Annual Report

48

SUPPORT SERVICES DIVISION Community Relations

Officer Evan Doyle

This year marks the 14th year the Port Orange Police Department’s Crime Prevention/Community Outreach Unit has been in operation. One police officer trained as a certified Crime Prevention Practitioner staffs this office. The Department’s crime prevention and community outreach efforts are designed to enhance public safety and crime prevention through education and relationship building. The Crime Prevention Officer educates the local residential and business communities about crime prevention and police department services through activities that include safety information, exhibition tables at City sponsored events, workshops, and citizen alerts via mailers, Facebook, Twitter, and Nextdoor. In 2018, crime prevention presentations/activities were offered to reach all segments and age groups within the community. Activities included:

ACTIVITY 2018 NUMBER Community Outreach Events 65

Crime Prevention Initiatives 34

HOA Meeting Attended 11 Special Events Attended 54 Facebook and Twitter followers 8,448 (+2060)

Soda Pop with a Cop 2 Shop with a Cop 1

S.A.F.E. - Self Defense Awareness Classes (Participants) 6 ( 30 participants)

Number of Persons Documented for “Wanderer’s Program 6 issued/ 599 total Citizen Tours of Police Station 12

Security Surveys Completed for Schools 10 Neighborhood Watch Meetings 5

After Hours Alcohol Permit 1

Free Bike Helmets Given Away 225 Bank Robbery Training classes 3

GOALS AND OBJECTIVES FOR 2019 For 2019, the Community Relations office will continue to develop and facilitate proactive crime prevention and community outreach programs. By providing quality programs which focus on recent or likely trends, responding to the needs of the community will remain the overarching priority. Additionally, efforts to foster positive relationships with residents and community business partners alike will remain an essential function.

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2018 Annual Report

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SUPPORT SERVICES DIVISION Juvenile Civil Citation Program

Officer Evan Doyle

Officers continued to utilize the Juvenile Civil Citation (JCC) Program during 2018 to combat juvenile delinquency and provide an alternative for juveniles in the Criminal Justice System. In 2018, the department revised our policy regarding the issuance of JCC’s under FSS 985.12. Of the thirty-nine (39) juveniles listed as eligible for the JCC program, officers issued twelve (12) minors JCC hours, and twenty-seven (27) juveniles were referred to the State Attorney’s Office for criminal prosecution. There is an array of variables which affect whether an officer issues a JCC to a minor (i.e., gang affiliation, refusal to admit guilt, etc.) The JCC Program has proven to be a valuable tool used to prevent juvenile offenders from getting a criminal history. The JCC program community service assignments, previously conducted at the police department, have been reassigned to the DJJ Civil Citation Coordinator along with the monitoring, documentation, and reporting of the outcomes.

Statistics for 2018

Total Number of Citations Issued* 12

Number of Juveniles Eligible* 39

Number of Juveniles Arrested* 27

*Source - http://www.djj.state.fl.us/research/reports/reports-and-data/interactive-data-reports/civil-citation-and-other-alternatives-to-arrest In 2018, police officers continued their use of the Department of Juvenile Justice issued JCC brochure that was created to educate the parents and juveniles involved in this program. This brochure explains to the parents and juveniles the terms of the Juvenile Civil Citation program and the benefit of participating in the program. Moving into 2019, it is a goal for this department to continue to apply JCC hours when circumstances allow.

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2018 Annual Report

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PATROL DIVISION Function Overview

Captain Scott Brozio

Providing a safe and secure environment while fostering a sense of community with all residents and visitors in the City of Port Orange continues to be the goal of the Patrol Division. Patrol officers are required to perform a multitude of tasks to accomplish this goal. OBJECTIVES In the City of Port Orange, patrol officers are encouraged to be diligent in the performance of their duties, so the needs of the community are always considered. Consequently, members of the Patrol Division have six significant objectives: Prevention of crime Repression of crime Regulation of non-criminal conduct

Apprehension of offenders Recovery of stolen property Provide various miscellaneous services

PATROL DIVISION STRUCTURE: The Patrol Division is the largest division of the Port Orange Police Department and comprises of four platoons of uniformed officers, a traffic unit and civilian community service officers. Each platoon is managed by a police officer holding the rank of lieutenant, and each platoon is assigned two sergeants who act as field supervisors. The Traffic Unit is comprised of six (6) motor officers with a sergeant as the supervisor. Additionally, Auxiliary Motors compliment the traffic unit as patrol staffing allows. Five full-time community service officers provide animal control services, traffic direction, assist officers at crash scenes, and complete various other assignments as directed. Specialty positions exist within the Patrol Division to provide the degree of expertise necessary to address specific issues. These assignments enhance career opportunities and prepare officers to assume greater responsibility and authority within the Department.

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PATROL DIVISION Intelligence-Led Policing

Lieutenant Hannalora Trentacosta

Intelligence-led policing is a collaborative initiative based on improved intelligence operations, community-oriented policing and problem-solving. It involves the collection of critical information related to the targeted criminality that provides substantive insight into crime threats and identifies individuals for whom there is a reasonable suspicion of relationship to a crime. This process involves a flow of information between Divisions for analysis and dissemination, as well as collaborative efforts with outside agencies. The ongoing verification, analysis, and response to information collected comprise the methodology of this dynamic process. Analytic products related to threats are disseminated to patrol officers and investigators to aid in the apprehension of offenders and the prevention of crime. Intelligence-led policing involves interpreting the criminal environment to influence decisions that will have an impact on crime solving and reduction. This is done with strategic management techniques and effective enforcement strategies to target criminal offenders, resulting in the decrease and prevention of crime and similar problems. The on-going mission of the Port Orange Police Department targeting high criminal activity periods and areas is a prime example of the Department’s commitment and implementation of this strategy. The Department also applies this strategy through information gathering from diverse sources to include: offender interviews, confidential informants, calls for service, surveillance of suspects, community sources and analysis of recorded crime. Additionally, Field Interview Cards (FI Cards) are completed by patrol officers to identify potential offenders. Officers complete FI Cards to document contacts made that did not result in a reportable incident but were related to crime prevention efforts. These sources are all examined enabling law enforcement managers to determine objective policing tactics regarding enforcement targets, prevention activities and further intelligence gathering operations. This collated information is distributed not only to all officers within the Department but also to law enforcement agencies regionally through Intelligence Bulletins.

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FIELD INTERVIEW CARDS

Field Interview Cards Jan – Mar Apr - Jun Jul - Sep Oct - Dec TOTAL

Calendar Year 2018 16 34 10 12 72

INTELLIGENCE BULLETINS CREATED/DISTRIBUTED

Intelligence Bulletins PATROL DETECTIVES OUTSIDE AGENCIES TOTAL

Calendar Year 2018 172 55 220 447

PROPERTY CHECKS

Property Checks Jan - Mar Apr – Jun Jul - Sep Oct - Dec TOTAL

Calendar Year 2018 635 939 1005 1097 3676

DIRECTED PATROLS

Directed Patrols Jan - Mar Apr - Jun Jul - Sep Oct - Dec TOTAL

Calendar Year 2018 168 229 178 169 744

SCHOOL ZONE DIRECTION

School Zone Direction Jan - Mar Apr - Jun Jul - Sep Oct - Dec TOTAL

Calendar Year 2018 470 387 705 685 2,247

CITIZEN REQUEST TRACKER

Citizen Request Tracker 2018 Total Traffic and Parking 87 Animal Nuisance Complaints 71 Totals 158

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PATROL DIVISION Subject Resistance Analysis

Lieutenant Ryan Magee

During the calendar year 2018, there were 1,858 custodial arrests effected by members of the Port Orange Police Department. Only 17 encounters required the use of physical force to overcome subject resistance. The level of force used by the officers was found to comply with agency policy in all 17 cases.

Subject Resistance Incidents

TYPE OF RESISTANCE NUMBER OF CASES PERCENT

Active Physical Resistance 15 88%

Aggressive Physical Resistance 1 6%

Aggravated Physical Resistance 1 6%

TOTAL 17 100.0%

Active Physical Resistance involves bracing, tensing, pushing, pulling or running away that is intended to escape arrest without the intent to do bodily harm to the officer. Aggressive Physical Resistance involves a threat or attack on the officer with the intent to do bodily harm that is not likely to cause great bodily harm or death. Aggravated Physical Resistance involves an attack on the officer with the intent and means to cause great bodily harm or death.

Frequency of Injuries

INJURIES CLAIMED OR SUSTAINED NUMBER OF CASES PERCENT

Subject Claimed or Sustained Injury 15 88.0%

Subject Injured Self 0 0

No Claimed or Sustained Injuries 2 12%

TOTAL 17 100.0%

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Frequency of Techniques Used by Officers

LEVEL OF FORCE NUMBER OF INCIDENTS TECHNIQUE WAS USED

PERCENT

Handcuffing 17 100%

X-26 Taser Deployment 8 47%

X-26 Drive Stun 1 6%

Counter-moves 1 6%

K9 Bite 1 6%

Takedown 8 47%

Pain Compliance 2 12%

Deadly Force 1 6%

Oleoresin Capsicum 0 N/A

Foam Exact Impact Round 0 N/A

Note: More than one technique is often necessary in combination to gain control of a resisting subject during one incident.

Subject Resistance by Platoon

ALPHA PLATOON

BRAVO PLATOON

CHARLIE PLATOON

DELTA PLATOON

ERT CID/OTHER

3 2 9 3 0 0

18% 12% 53% 18% N/A N/A

Frequency of Resistance by Incident Type

TYPE OF OFFENSE INCIDENTS OF RESISTANCE PERCENT

Disturbances 4 24%

Driving Under the Influence 0 N/A

Suspicious Person 3 18%

Traffic Stop 6 35%

Baker Act/Meyers Act 1 6%

Burglary 0 N/A

Larceny 1 6%

Domestic Battery 0 N/A

Felony Warrant 1 6%

Aggravated Battery 0 N/A

Aggravated Assault 0 N/A

Suspicious Vehicle 1 6%

TOTAL 17 100%

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Situational Factors

CATEGORY FREQUENCY PERCENT

Subjects under the influence of alcohol/drugs 10 59%

Subjects injured (minor injuries only) 15 88%

Officers injured (minor injuries only) 4 24%

Race of the subject was white 13 76%

Race of the subject was non-white 4 24%

Gender of the subject was male 15 88%

Gender of the subject was female 2 12%

Multiple Officer Involvement

Subject Resistance

OFFICER INVOLVEMENT IN MULTIPLE INCIDENTS NUMBER OF INCIDENTS

One Officer Involved 7

Two Officers Involved 5

Three Officers Involved 3

Four Officers Involved 0

Five Officers Involved 1

Six Officers Involved 1

TOTAL INCIDENTS 17

Officer Involvement – Pattern Analysis

OFFICER INVOLVEMENT PATTERN ANALYSIS NUMBER OF OFFICERS

Number of Individual Officers involved in at least one Subject Resistance Incident

37

Number of Individual Officers involved in two or more Subject Resistance Incidents 8

Number of Individual Officers involved in three or more Subject Resistance Incidents

1

Number of Individual Officers involved in four or more Subject Resistance Incidents

1

Number of Individual Officers involved in five or more Subject Resistance Incidents

1

Number of Individual Officers involved in six or more Subject Resistance Incidents

0

Number of Individual Officers involved in seven or more Subject Resistance Incidents

0

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Yearly Comparison

Year 2015 2016 2017 2018

Arrests 1,787 1,799 1,634 1,858

Use of Force 31 13 12 17

% Use of Force 1.7% 0.7% 0.8% 0.9%

There has been a total of 7,078 custodial arrests during the past four years and the percentage of times that officers have had to use some degree of physical force to effect an arrest has been consistent. All officer responses to resistance were administratively reviewed and have complied with state law and department policy. The review has failed to identify a pattern or trend (beyond the encounters that most frequently lead to an officer’s use of force) that would reduce the number of officer use encounters. The department conducts annual training regarding the use of force policy and authorized weapons. Through the use of IAPro computer software, use of force trends are identified and reviewed for compliance and to ensure any issues are detected early. As such, there is no recommendation to revise policy and training.

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PATROL DIVISION

Motor Vehicle Pursuit Analysis

Lieutenant Alan James

The Port Orange Police Department restricts the use of high-speed motor vehicle pursuits as a means of

apprehension. In recognizing that motor vehicle pursuits can cause more danger to the public than is

posed by the suspect remaining at large, strict guidelines are in place that limits vehicle pursuits to

capture the most dangerous felons. Further restrictions are designed to consider the traffic conditions,

vehicle speeds, roadway characteristics, weather, and other factors that determine the level of danger.

Given these restrictions, very few situations warrant an officer engaging in a high-speed motor vehicle

pursuit.

For the year 2018, members of the Port Orange Police Department engaged in one (1) motor vehicle

pursuit. There were eighty-six (86) cases of vehicles fleeing from officers; however, officers did not

participate in a vehicle pursuit because the situation did not fall within the policy to pursue. There were

two (2) decisive stop stick strikes on the fleeing vehicles.

PURSUIT ANALYSIS

CONDITIONS OF PURSUITS # OF CASES PERCENT

Pursuits initiated due to probable cause of violent crime

1 100%

Pursuits conducted during daylight conditions

0 N/A

Pursuits conducted during nighttime conditions

1 100%

Length of pursuit time less than 2 minutes

0 N/A

Length of pursuit for more than 2 minutes, less than 10 minutes

0 N/A

Length of pursuit more than 10 minutes, less than 60 minutes

1 100%

Pursuits initiated and then canceled by supervisor

1 100%

Stop sticks successfully deployed on the suspect vehicle during the pursuit

0 N/A

Outside agency assistance used during pursuit

0 N/A

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CALEA PURSUIT SUMMARY # OF CASES PERCENT

Total Pursuits 1 100%

Terminated by Agency 1 100%

Policy Compliant 1 100%

Policy Non-compliant 0 100%

Accidents 0 N/A

Injuries: Officer 0 N/A

Suspects 0 N/A

Third Party 0 N/A

Traffic Offense 1 100%

Felony 1 100%

Misdemeanor 0 N/A

NUMBER OF PURSUITS FIVE YEAR COMPARISON

2014 2015 2016 2017 2018

0 0 2 1 1

FLEEING VEHICLES

The Port Orange Police Department, as with most neighboring police departments, has strict vehicle

pursuit policies in place to limit the number of high-speed vehicle pursuits. Criminal offenders know a

vehicle pursuit cannot start unless a threshold of a violent felony is attained. With that in mind, these

offenders are failing to stop for officers at an alarming rate. To track the number of vehicles/offenders

failing to stop for officers, an offense header (FLEE) was created in May 2012. The chart below indicates

officers are adhering to agency policy regarding pursuits as there were 86 vehicles fleeing from officers

in 2018.

NUMBER OF FLEEING VEHICLES PER YEAR

2014 2015 2016 2017 2018

52 19 78 86 86

SUMMARY

Under this analysis, the pursuit policy, to include the Regional Marine Policy, was reviewed and found to

be compliant with applicable laws and accreditation standards. Additionally, our supervisors and officers

demonstrated their understanding of the policy and the number of fleeing vehicles that were not

pursued demonstrates compliance with the policy. Based on this review there are no recommendations

for policy revisions, additional reporting requirements, and additional training for our officers.

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PATROL DIVISION Traffic / Motors

Sergeant Dean Gaver

MISSION: The mission of the Traffic Unit is to improve traffic safety through engineering, educational strategies, and enforcement action. These strategies are designed to enhance the efficient flow of traffic, reduce crashes and ultimately reduce traffic-related injuries. The Traffic Unit consists of one Sergeant and six motorcycle officers, each specially trained and certified in the operation of the police motorcycle, traffic crash investigation and traffic enforcement. TRAFFIC UNIT GOAL: To ensure the highest level of traffic safety and law abidance for the citizens and visitors on Port Orange roadways. OBJECTIVES: Objective One: Reduce the City’s overall crash percentage for 2019 by 5%. Objective Two: Identify crash causation factors by analyzing all pedestrian and bicycle traffic crashes. Objective Three: Implement traffic safety programs, in conjunction with the Selective Traffic Enforcement Program (S.T.E.P.) and crash analysis, to reduce the number of pedestrian and bicycle traffic crashes.

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TRAFFIC UNIT ACCOMPLISHMENTS - 2018:

• POPD motor officers wrote 4,232 UTC’s which is a 14.23% increase of UTC’s issued by motors in 2017

• Successfully worked the 2018 Bike Week event w/o any critical incidents

• 2018 Spring Fair was without incident

• Successful 4th of July celebration at City Center Circle w/o an incident

• Successfully worked the 2018 Biketoberfest w/o any critical incidents

• Successful Family Days w/o incident

• Successfully worked multiple 5K, 10K and 15K foot races without incident

• The 2018 Christmas parade was successful & w/o incident. Both sides of SR421 (Dunlawton Ave) were closed for the Christmas Parade (east and westbound sides, at Nova and Spruce Creek Road), to increase public safety.

• Awarded an FDOT Impaired Driver Grant which afforded us the funds necessary to conduct several DUI Check Points.

In 2018, the Port Orange Police Department increased the size of the Traffic Unit by two (2) motor officers. The unit now consists of six (6) full-time motor officers and a sergeant. This increase in personnel has proven to be beneficial due to the increased traffic throughout the city, school zone coverage, and crash investigations. The additional motor officers have since completed the minimal requirements of a Traffic Homicide Investigator and are currently within their training period to become part of the Traffic Homicide Team. The process of analyzing data and formulating strategies to improve traffic safety is an on-going endeavor and is a primary task of the Traffic Unit. Through continued adherence to the three “E’s” of Engineering, Education, and Enforcement, our mission is to reduce the number of traffic-related incidents City-wide.

TRAFFIC/MOTOR UNIT ACTIVITY 2017 2018

Total Crashes 942 869

Total Citations Issued 3,630 4,232

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PATROL DIVISION

Department Traffic Statistics

Sergeant Dean Gaver During 2018, a total of 1,802 vehicle crashes occurred within the City of Port Orange, which is a 1.5% decrease from the 1,830 crashes occurring in 2017. There were four (4) traffic fatalities in 2018, reflecting a 33.3% decrease from 2017 where there were six (6) fatalities. Officers issued a total of 8,366 Uniform Traffic Citations (UTC’s) during 2018, a reduction of 3.75 % from the 8,692 citations issued in 2017. There were 176 UTC’s issued for DUI in 2018, which was an increase of 14.2 % from the 154 issued from the previous year. There were thirty-seven (37) DUI related crashes in 2018, which is a decrease of 24% of the prior year when we had forty-nine (49) DUI related crashes.

Traffic Crash Categories by Quarter for 2018

CRASH TYPE Jan – Mar Apr – Jun Jul – Sep Oct – Dec TOTAL

Accident Fatal 1 0 0 3 4

Accident w/ Injury 97 91 91 128 407

Accident w/no injury 184 181 173 218 756

Driver Exchange of Information 129 122 113 124 488

Accident Hit and Run 48 37 34 33 152

Accident Pedestrian 2 5 5 15 27

Accident Bicyclist 5 3 3 7 18

Accident City Vehicle 5 5 1 0 11

Accident DUI 12 10 5 10 37

Due to many individual crashes being included in several of the above categories, the totals within “Traffic Crash Categories by Quarter” will not always equal the Traffic Crash Total.

2018 Total Traffic Crashes by Quarter

Jan – Mar Apr – Jun Jul – Sep Oct – Dec TOTAL

457 433 411 501 1,802

Five Year Crash Comparison

CRASHES 2014 2015 2016 2017 2018

Total Crashes 1,710 1,735 1,851 1,830 1,802

Traffic Fatalities 5 6 9 6 4

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Five Year Enforcement Comparison

ENFORCEMENT ACTIVITY 2014 2015 2016 2017 2018

Traffic Citations Issued 7,342 7,848 7,927 8,692 8,366

Safety Belt Citations 737 667 530 325 361

DUI Arrests 80 159 102 154 106

2018 TRAFFIC ENFORCEMENT SUMMARY The non-intrusive Decatur Speed Spy system was deployed at four (4) locations during 2018, in response to residential speed complaints. Upon reviewing the data collected from the device, we found that there were no identifiable speed problems in the study locations. These result outcomes were determined by adhering to the DHSMV 85th percentile. Officers conducted Selective Traffic Enforcement Program (S.T.E.P.) assignments in locations identified as speed problem areas. The POPD Traffic Unit continued to utilize the “Top 10” unit selected locations throughout the city to address previously identified traffic /speed violations. We also chose sites for placement on the list due to complaints received in residential areas and high-volume roadways, where a higher focus of traffic enforcement would be needed to gain compliance. This program has proven successful in both reducing violations and increasing community involvement. The Traffic Unit completed three (3) sign surveys that corrected signage deficiencies throughout the City of Port Orange, which in turn increased safety, awareness, and traffic calming. The department used two (2) “Stalker” Speed Awareness Monitor (SAM) radar/speed trailers throughout the city for visual speed awareness on roadways that were identified to have speed problems and traffic affected city events. During Bike Week and Biketoberfest 2018, we also deployed a radar/speed trailer on the eastbound side of the Dunlawton Avenue causeway, an area known for a high frequency of speed violations during the event. A second radar/speed trailer was deployed in the 4200 block of SR5 (Ridgewood Ave), in attempts to reduce speed violations for southbound traffic, before the multiple event-related FDOT roadway alterations. The presence of the radar/speed trailers significantly reduced the number of violations, thereby enhancing safety in the area for event participants and the public. The two (2) radar/speed trailers have been deployed to a multitude of locations throughout the City the entire year for a visual presence and educational purposes. We now have in service four (4) ATS Digital Speed Radar Signs. The department used these speed signs in locations that were identified to have an increase in speed violations and high-volume traffic areas. Throughout the 2018 year, we employed the ATS signs at five (5) locations, which collected data and identified any identifiable speed problems. The Traffic Unit will move these signs will to various locations in the following year. These newly acquired ATS signs have proven to be an indispensable tool to assist in data recovery, violation identification, and crash reduction.

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PATROL DIVISION

Personnel Early Warning System Review

Captain Scott Brozio Personnel Early Warning System (PEWS) is an early intervention strategy to ensure employees who demonstrate at-risk behavior are given the support and attention necessary to improve their performance and overall well-being. Employees work with supervisors to identify and create solutions to individual problems in an endeavor to eliminate or reduce disciplinary action. PEWS is a useful tool to identify employees who present a social risk, professional risk, or both, to themselves or others. As an early intervention effort, this program gives an opportunity for the at-risk employee to work with supervisors to identify and create solutions to individual problems without the need for disciplinary action. The department conducted a review of the Personnel Early Warning System (PEWS) as directed by Policy and Procedure Directive 35.2.26. No members of the agency were entered into the Personnel Early Warning System during 2018. Two members who were entered into PEWS in late 2017 completed the program in early 2018.

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PATROL DIVISION

Profiling Review

Captain Scott Brozio The department conducted an annual review of agency practices and citizen concerns according to Policy and Procedure Directive 61.1. The policy directive is up to date and provides clear guidance to our officers. All citizen complaints were reviewed for any confirmed allegations of racial bias. We compared arrest and citation statistics by race, and we detected no racial profiling during this review for 2018. Statistical data is categorized by four race descriptions: White, Black, Indian and Oriental. For the calendar year 2018, Port Orange Police arrested or issued city ordinance violations to a total of 1,858 persons, which was an increase of 13.7% from 2017. Of those arrested or cited, 304 (16.36%) were Black, 19 (1%) were of Oriental descent, and 1 (0.08%) were Indian. The remaining 1,534 (82.56%) arrested or cited were White. A review of the asset forfeitures for 2018 indicated there were five (5) cases involving six (6) defendants. Four White defendants (66.66%) and two Black defendants (33.33%) were involved in forfeiture cases. Five (5) of the forfeiture cases were derived from traffic stops. There were a total of four White defendants from traffic stops (80%) and one Black defendant from a traffic stop (20%). A review of the five cases found no indication of racial bias and no complaints of racial bias were received as a result of the above forfeiture cases. In summation, the practices of the Port Orange Police Department comply with the directive prohibiting racial profiling.

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PATROL DIVISION Law Enforcement Canine Program

Lieutenant Christopher Besuden In 2018 the Port Orange Police Canine program was slated for, four full-service service canine teams. One canine passed away in October 2017 and was not replaced in 2018. One canine was returned to the vendor, due to the canine handler leaving the unit in March of 2018. For the remainder of the year, the unit operated with two (2) canine teams.

All canine teams were certified/re-certified for narcotics detection for 2018 by the National Narcotic Detector Dog Association (NNDDA) for narcotics detection. The canine teams did not recertify in the Florida Department of Law Enforcement for canine patrol operations. In October 2018, all canine teams transitioned to single-purpose canines for use in narcotics detection. The totals below reflect the work of the three full-service canine teams and the two remaining single purpose canines. The full-service canine teams performed functions such as conducting building, area and article searches in addition to making criminal apprehensions. The single purpose canines’ primary role is narcotics detection.

TRACKING ACTIVITY Activity Type Totals for 2017 Totals for 2018

Tracking Attempts 43 13

Successful Tracks 20 8

Suspects located by Canine Team 8 8

Missing + Endangered Persons Located -0- -0-

NARCOTICS ACTIVITY

Activity Type Totals for 2017 Totals for 2018

Narcotics Searches Conducted 372 206

Positive Alerts by Canine 136 90

Narcotics Arrests Resulting from Canine Alert 80 59

Self-initiated Narcotics Arrests by Canine Team 16 7

Grams of Cannabis Seized 380.35 923.93

Grams of Cocaine / Crack Seized 1.62 .07

Items of Paraphernalia Seized 176 151

Vehicles Seized -0- 1

Amount of Currency Seized $7592.00 $23,866.00

Grams of MDMA Seized -0- 1

Grams of Methamphetamine Seized 77.52 86.86

Firearms/Weapons Seized 3 1

One Pot Meth Labs Located -0- -0-

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TRAINING ACTIVITY Activity Type Totals for 2017 Totals for 2018

Hours of Training Conducted by Canine Teams 1710.00 579.00

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2018 Annual Report

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PATROL DIVISION

Marine Unit

Sergeant Dean Gaver

The Police Departments of Port Orange, New Smyrna Beach, Ponce Inlet, and South Daytona have formed a Regional Marine Patrol to address boating safety. Heavy boating activity on the Halifax and Indian Rivers, along with their tributaries, from Daytona Beach to Edgewater requires a multi-jurisdictional effort to manage problems associated with the Intracoastal Waterway effectively. The Southeast Regional Marine Patrol Unit was established to accomplish this mission by providing law enforcement services throughout the maritime jurisdiction under the auspices of a mutual aid agreement. The primary responsibility for the Regional Marine Patrol is to promote boating safety, education and to enforce federal, state and local laws within the Unit’s jurisdiction. The Marine Patrol Unit did not deploy during the 2018 boating season because of mechanical issues.

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CRIMINAL INVESTIGATIONS DIVISION Function Overview

Captain Kimberly Kilpatrick

The Criminal Investigations Division is responsible for the investigation of criminal cases, crime analysis, employment background investigations, crime scene processing, storage of evidence, polygraph examinations and maintenance of criminal intelligence files. The Criminal Investigative Division Captain oversees the operation of the division. The division is comprised of three sections: General Investigations, Special Investigations, and Evidence. The procedure for assigning cases has been improved and with a focus on assigning cases to the original patrol officers for closure. There were one sergeant and seven detectives assigned to General Investigations during 2018. These detectives were assigned cases of crimes against persons and property. The detectives produced the crime analysis reports based on the information from their investigations. Crime analysis is the ongoing process of examining crime data to establish patterns of significance for the prevention and solution of crimes. Crime analysis reports are a framework for the development of strategic plans to combat crime. One General Investigations detective is assigned as the Agency’s Intelligence Liaison Officer and Homeland Security Officer. The Special Investigations Unit (SIU) has the primary responsibility for the investigation of narcotics activity, criminal intelligence, and vice-related activities. One detective sergeant and two detectives were assigned to SIU in 2018.

In 2018 Chief Grimaldi endorsed and supported the creation of the Cyber Crimes detective position. It has been filled and will be up and running by the end of 2019. The Cyber Crimes detective will investigate criminal activity that is carried out over the internet.

The Evidence Section consists of two full-time Evidence Technicians and one-part time Reserve Officer, who are responsible for the storage and maintenance of all evidence and property. The Criminal Investigations Division Captain serves as the department’s Evidence Custodian and is responsible for the management of the Evidence Section.

Goals Reviewed for 2018: The Cyber Crimes detective spot was announced and filled. The Cyber Crimes detective is currently awaiting training and education along with software equipment. Goals for 2019:

• Cyber Crimes will be fully functional with equipment and training.

• Develop the Computerized Voice Stress Analysis (CVSA) Program by adding another detective.

• Monthly review of closure rates and UCR compliance

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2018 Annual Report

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CRIMINAL INVESTIGATIONS DIVISION

2018 Statistical Information

2018 CASE ASSIGNMENTS – BY DISPOSITION* Cases Assigned * 572

Cases Closed by Arrest or Complaint 79

Cases Closed by Exception or Other Means 273

Cases Inactive 102

Cases Open 18

Search Warrants Executed 38

Closure Rate 63.5%

*Total cases assigned in 2018 may not equal the sum of the number of cases closed, inactivated and open in 2018, since cases assigned late in 2018 were investigated and closed in 2019.

2018 – PART ONE OFFENSES Homicide 1

Forcible Rape 1

Robbery 6

Aggravated Assault 17

Burglary 166

Larceny 1166

Auto Theft 65

Arson 1

Total Part One Offenses 1423

2018 Background Investigations Law Enforcement Officers 11

Community Service Officers 7

Volunteers in Police Services 9

Victim Advocate Volunteers/Employee 8

City Administrative Employees 0

Solicitor Permits 0

Interns 0

Police Athletic League 0

Police Department Custodian 0

Citizen Police Academy 0

Business/Community Police Academy 0

TOTAL 35

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CRIMINAL INVESTIGATIONS DIVISION Homeland Security and Intelligence

Captain Kimberly Kilpatrick

Detective Michael Wallace is the designated Homeland Security Officer for the Port Orange Police Department. Homeland Security is a large and concerted effort to ensure a homeland that is safe, secure, and resilient against terrorism and other hazards. Protecting the citizens of Port Orange and those citizens abroad is a founding principle of the Port Orange Police Department and of the highest priority. The process of intelligence gathering, intelligence sharing, investigations, and interdiction are some of the techniques implemented to prevent terrorism and all hazards which pose a threat to the population. In 2018, the Port Orange Police Department had continued efforts in sharing information with the Intelligence Community. Intelligence generated and received is kept secure and in compliance with Departmental Policies as well as 28 CFR Part 23 on a dedicated server, and this file is accessible only by personnel designated by the Chief of Police. This policy ensures the security and integrity of the information maintained. The Port Orange Police Department forwarded any intelligence with National Security implications to the Joint Terrorism Task Force; they are stationed in the Daytona Beach Office of the Federal Bureau of Investigations for follow-up and documentation. The Port Orange Police Department informed Sworn Personnel of current threats, hazards, and trends in Homeland Security issues. This information sharing occurs during quarterly in-service training, roll call briefings, and through email correspondence. Periodic purges have been timely and complied with policy and procedures. Moving forward, the Port Orange Police Department has established goals for 2019 in the area of Homeland Security and Intelligence. These goals include continued intelligence sharing with the Central Florida Intelligence Exchange, strengthening of relationships with the Joint Terrorism Task Force, independent training for personnel designated to Homeland Security and Intelligence, and remaining informed of trends which pose threats to the security of our citizens.

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CRIMINAL INVESTIGATIONS DIVISION Special Investigations Unit

Sergeant Ryan Magee

The Special Investigations Unit (S.I.U.) consists of one sergeant and two detectives. This unit is primarily responsible for investigating crime related to narcotics, vice, and liquor law violations. The Special Investigations Unit maintains all criminal intelligence information concerning special interest groups such as motorcycle gangs, street gangs, and other organizations linked to criminal activity in addition to all narcotics intelligence files. The Crime Suppression Team was brought on as a part of the Special Investigations Unit at the end of 2018. In 2018, the Port Orange Police Department Special Investigations Unit complied with all internal administrative policies related to the recruitment and use of confidential informants. The SIU Detective Sergeant conducted a review of department policies, personnel training, and law revisions received from several sources to ensure compliance. The confidential informant files are maintained separately from other agency records to prevent compromise and protect the integrity of the file system. Special Investigations Unit Detective Sergeant and Detectives assigned to this unit handle all informant responsibilities.

SIU ACTIVITY STATISTICS 2018

Total Arrests 26 Knock and Search 8

Felony Arrests 23 Buy/Walk 4

Misdemeanor Arrests 3 Felony Complaint Affidavits 1

Total Intel Reports Received 74 Misdemeanor Complaint Affidavits 1

Intel Reports Received by Patrol 30 Search Warrants 13

Intel Reports Received by Other* 44 Arrest Warrants 3

Intel Reports Closed 72 Meth Labs County 19

Meth Labs in Port Orange 2

NARCOTIC SEIZURES 2018

Cannabis 1928 grams Alprazolam 132 tablets

Cannabis Wax 141 grams Amphetamine 32 tablets

Methamphetamine 179 grams Oxycodone 3 tablets

Cocaine 3 grams Zolpidem 2 tablets

Steroids 55 grams Morphine 2 tablets

Meth Labs 2

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SPECIAL INVESTIGATIONS GOALS MET in 2018:

• Met the education goals of the detectives

• Met the increase of purchasing narcotics

• Staffing has prohibited the assignment of a detective to a narcotics task force

SPECIAL INVESTIGATIONS GOALS 2019:

• Integrate the Crime Suppression Team with the Special Investigations Unit

• Attend more training classes related to buy operations, forfeiture and case presentation

• Increase buy operations through cooperation with other local agencies and development of

Confidential Informants

• Increase detective personnel in SIU

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2018 Annual Report

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CRIMINAL INVESTIGATIONS DIVISION Evidence Section

Evidence Technician Deborah M. Lanni

The Evidence Section is staffed by two full-time Evidence Technicians, and a part-time reserve police officer, who are all responsible for the storage and maintenance of all evidence and property. The CID captain is the department’s Evidence Custodian and is accountable for the operation of the Evidence Section. The Evidence Section provides copies of digital media and paper documentation for the State Attorney’s Office, local attorneys, Insurance Companies and Department of Children and Families. Additional duties include: the processing of all property seized under the Florida Contraband Forfeiture Act (FCFA), maintaining the police impound facility, administering the lawful destruction of illegal drugs and weapons that are no longer of evidentiary value and assembling unclaimed property for auction. The Evidence Section is required to pass quarterly and semi-annual inspections and audits. The inspections and audits are completed within the CALEA guidelines ensuring cleanliness and accountability of evidence. The Port Orange Police Department is an active member with the Property and Evidence Association of Florida (PEAF).

Evidence personnel is tasked with the preparation of evidence that requires FDLE Lab testing for DNA, ballistics and controlled substances; they coordinate the lab submissions with the submitting officer and the State Attorney’s Office. Automated Fingerprint Lab submissions are prepared and sent for processing daily. The Evidence Section is required to conduct pre-trial evidentiary reviews of some or all items submitted for criminal cases when requested by the State Attorney’s Office.

Evidence/Property Submissions 2018 Evidence / Property Submissions 20,962

Number of Individual Items 16,558

Felony 1178

Misdemeanor 849 Miscellaneous Cases 593

Evidence Assignments 2018 S.A.O Requests for Information / Evidence 325

Submission to FDLE Laboratories 160

Automated Fingerprint Lab Submissions 235

Supplemental Reports / Documents Prepared 491 Digital Photographs of Evidence Printed / Copied 2281

Forfeiture Cases Processed 6

Cases Closed 1650

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EVIDENCE GOALS AND OBJECTIVES REVIEW - 2018: Goals met by the Evidence Section for 2018 included but were not limited to Purge and Disposal – completed multiple evidence burns and disposal of narcotics and firearms. EVIDENCE GOALS FOR 2019:

• Pass all audits during the year

• Add the new position for digital evidence

• Continue purging closed cases

• Complete four evidence destructs

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2018 Annual Report

75

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