“Civilian staff and dispatchers are no longer support roles — they’re essential operations. It’s time to modernize their systems, improve their training, and make sure they have leaders who understand the weight of their responsibility.”

 Behind every deputy in the field is a team of civilian professionals who keep the agency moving—dispatchers, records clerks, analysts, evidence technicians, and administrative staff. They are the backbone of PBSO, yet for years they have operated under outdated systems, overextended leadership, and unsustainable workloads. Their dedication deserves recognition, resources, and reform.

Nowhere is this more visible than in our Communications and Central Records Divisions. Dispatchers are often forced into mandatory overtime, managing intense call volumes with minimal staffing and outdated technology. These are skilled professionals working under enormous stress, often without the recognition or support they deserve. The Central Records Division faces equally challenging conditions. On one occasion, I personally went to retrieve case paperwork for a trial only to be told it couldn’t be found. When I asked why, staff pointed to piles of backlogged files stacked several feet high. I had submitted the documents two weeks earlier, yet they had not been processed or entered into the system. On another occasion, I called for records assistance and was transferred between three employees—each qualified to help, but overwhelmed by workload and frustration.

These examples are not signs of apathy—they’re symptoms of burnout. We have talented people trying to do their jobs inside systems that have failed them. The long-promised report management system—first contracted with Motorola and later with Axon—has cost millions of dollars and remains incomplete as of late 2025. Meanwhile, our hiring process still takes up to nine months, leaving critical positions vacant and existing staff stretched thin.

As Sheriff, I will restore function, fairness, and pride across every civilian and communications division. We will modernize databases, implement faster hiring pipelines, and hold leadership accountable through audits and training. We will reduce unnecessary management layers and ensure supervisors are equipped to lead, not just oversee. Civilian staff are not background players—they are vital professionals who keep this agency operational. Under my administration, they will be supported, respected, and led with purpose.

Q: How will you address burnout and mandatory overtime among dispatchers and civilian staff?
We will rebuild staffing levels through faster hiring, lateral recruitment, and workload balancing. Dispatchers will receive improved shift rotations, wellness programs, and leadership engagement to prevent fatigue and increase retention.

Q: What will you do about outdated systems like the records and reporting software?
We will conduct a full audit of PBSO’s digital infrastructure and hold vendors accountable for incomplete or delayed projects. Modern, integrated databases will replace fragmented systems that slow productivity and accountability.

Q: How will you improve leadership on the civilian side of the agency?
Every civilian supervisor will complete structured leadership and management training focused on communication, ethics, and accountability. Leadership evaluations will include direct employee feedback to ensure supervisors are part of the solution—not part of the problem.

Q: Why does PBSO’s hiring process take nine months, and how will that change?
The current system is outdated and overly bureaucratic. We will streamline the hiring process by updating HR workflows, digitizing background checks, and expanding recruitment partnerships with colleges, tech programs, and administrative academies to bring the best people in faster.

• Modern Systems: Audit and upgrade all outdated databases and report management tools.
   
• Streamlined Hiring: Reduce hiring time from nine months to under ninety days.
   
• Leadership Accountability: Require leadership training and performance audits for all civilian supervisors.
   
• Workforce Support: Create structured wellness and workload management programs to prevent burnout.
   
• Operational Efficiency: Simplify communication chains and reduce executive bloat to empower frontline staff.
   
• Respect and Recognition: Treat civilian staff and dispatchers as essential partners in public safety—not afterthoughts.