The Palm Beach County Sheriff's Office already employs exceptional people. Throughout my career and during my campaign, I have spoken with corrections professionals from around Florida who consistently describe our deputies and civilian employees as among the most talented, capable, and professional they have worked with.

The problem is not our people. The problem is that leadership, communication, accountability, and outdated systems have prevented those employees from reaching their full potential.

If elected Sheriff, rebuilding the Corrections and Civilian Divisions would begin with three clear priorities.

Every successful organization begins with one thing: everyone understands the mission.

For too long, many employees have felt disconnected from executive leadership. During my twenty-five years at the Sheriff's Office, I often found myself asking a simple question:

"What is the message?"

What are the priorities?

What does the Sheriff expect from us?

What does success look like?

Every employee—from the newest civilian employee to the most senior commander—should hear a consistent message directly from the Sheriff.

That message should be simple:

Professionalism. Accountability. Transparency.

Communication should not simply travel down the chain of command. It must also travel upward. Employees closest to the work often have the best ideas for improving it.

Throughout my career I witnessed numerous examples where well-intentioned decisions created unnecessary problems because the people making those decisions never consulted the employees affected by them.

One example was the installation of thermal printers in patrol vehicles. From patrol's perspective, the printers were a tremendous improvement, saving valuable space and allowing reports to be printed directly from the vehicle. Unfortunately, no one considered the impact on Central Records, where those same reports could no longer be efficiently scanned in bulk, dramatically increasing workload for civilian employees.

The printer wasn't the problem.

The lack of communication was.

The same lesson applies to equipment purchases, policy changes, technology projects, and operational procedures.

Before making major organizational decisions, leadership should ask the people who will actually use them.

If elected Sheriff, I would establish:

• Regular agency-wide leadership messages from the Sheriff.
• Structured feedback from deputies, corrections personnel, dispatchers, records staff, and civilian employees.
• Leadership development focused on communication, problem-solving, and servant leadership.
• Comprehensive evaluations of supervisors to ensure they possess the character, competence, and leadership ability to lead effectively.
• Greater collaboration between divisions before implementing major policy or equipment changes.

Culture begins with communication.

Culture is reinforced by what leadership is willing to accept.

When standards become inconsistent, accountability weakens, morale declines, and employees begin believing that simply surviving the shift is good enough.

That is not the culture Palm Beach County deserves.

During my conversations with corrections professionals throughout Florida, I repeatedly heard praise for our employees, followed immediately by concern about the environment they work in.

Many described exceptional deputies working beside employees who have become burned out, disengaged, indifferent, or far too comfortable with inmate manipulation.

Several people repeated a phrase that no correctional agency should ever want associated with it:

"The inmates run the asylum."

Whether entirely accurate or not, reputations like that develop when leadership allows professional standards to erode over time.

The inability to effectively manage inmate populations is rarely caused by the deputies working inside the housing units.

It is usually a reflection of leadership, staffing, supervision, accountability, and organizational culture.

If elected Sheriff, I would restore confidence by focusing on:

• Consistent accountability regardless of rank or assignment.
• Better staffing strategies to reduce excessive mandatory overtime.
• Stronger first-line supervision and leadership presence.
• Improved corrections training emphasizing professionalism, inmate management, officer safety, and leadership.
• Recognition and promotion of employees who consistently demonstrate excellence.
• Clear expectations for conduct, discipline, and performance.

Employees deserve leaders who support them.

The public deserves facilities that are safe, secure, and professionally managed.

One of the most expensive phrases in government is:

"We've always done it this way."

Government should never stop improving. During my career, I watched technology projects, administrative systems, and operational procedures become increasingly complicated without producing better results.

For years, employees were told a modern Records Management System was only "12 to 18 months away." That promise continued for much of my career while employees worked through outdated systems requiring duplicate work and unnecessary administrative burden.

Today, employees still work within numerous independent databases that often do not communicate effectively with one another. Civilian employees in dispatch, records, and administrative functions frequently spend valuable time logging into multiple systems before they can even begin serving the public.

Technology should simplify work—not create more of it.

If elected Sheriff, I would conduct a comprehensive operational review of the Corrections and Civilian Divisions using both internal expertise and independent subject matter experts.

Every program, committee, workflow, policy, and administrative process should answer one question:

Does this make the Sheriff's Office more effective?

If the answer is no, it should be redesigned, consolidated, streamlined, or eliminated.

That review would include:

• Evaluating outdated teams, committees, and redundant programs.
• Streamlining administrative processes.
• Improving technology integration between databases.
• Reducing duplicate work through better automation.
• Simplifying reporting systems.
• Modernizing workflows with measurable performance standards.
• Ensuring civilian employees have the tools necessary to work efficiently.

The goal is not simply to save money. The goal is to build an organization that works better for employees and provides better service to the citizens of Palm Beach County.

• Success means employees who know exactly what is expected of them.
• Success means leaders who are visible, accessible, and accountable.
• Success means corrections deputies who feel supported instead of overwhelmed.
• Success means civilian employees whose technology helps them instead of slowing them down.
• Success means communication flowing throughout the organization instead of stopping at the top.

Palm Beach County already has outstanding employees.

What they deserve is outstanding leadership.

If elected Sheriff, my priorities will remain simple:Professionalism. Accountability. Transparency.

Because when leadership improves, culture improves. When culture improves, employees succeed. And when employees succeed, the people of Palm Beach County receive the world-class Sheriff's Office they deserve.

 Over the past several months, I have spent a considerable amount of time speaking with current and former corrections professionals from across Florida. These conversations have included deputies, supervisors, administrators, state correctional officers, probation personnel, and employees from neighboring sheriff's offices. I wanted an honest assessment of how Palm Beach County's Corrections Division is viewed by those outside our agency. What I heard was both encouraging and concerning.

The encouraging part is that Palm Beach County's corrections deputies and civilian staff have earned a reputation for being highly capable, hardworking, and professional. Time and time again, people described our employees as some of the best in the state. 

The concerning part is that many also described an organization struggling under the weight of poor leadership, inadequate support, excessive workloads, and a culture that has become focused on survival rather than excellence.

The message was remarkably consistent: Palm Beach County has great employees, but leadership has created an environment where staff are often forced into a mindset of simply making it through the shift.

When a corrections deputy reports for work exhausted from mandatory overtime, when staffing levels are stretched beyond reasonable limits, when supervisors lack the resources to support their people, and when employees feel their concerns are ignored, the mission suffers.

More importantly, safety suffers.

The inability to effectively manage inmate populations is rarely a reflection of the deputies working inside the housing units. It is often a reflection of the systems, policies, staffing levels, and leadership decisions that surround them.

These are not isolated problems. They are organizational cancers that grow quietly over time. They erode morale. They drive away experienced employees. They weaken accountability. They create unnecessary risks for deputies, civilian staff, medical personnel, and inmates alike.

A correctional facility should never operate on a philosophy of "just get through today."

It should operate on professionalism, preparation, accountability, and leadership.

As Sheriff, I will make rebuilding the Corrections Division a priority. That means listening to the people doing the job, addressing chronic staffing shortages, reducing unnecessary mandatory overtime, strengthening leadership accountability, improving safety practices, and restoring pride to a division that has been overlooked for far too long.

Our corrections professionals deserve leaders who support them. Our inmates deserve facilities that are safe and professionally managed. Our taxpayers deserve a system that operates efficiently and effectively.

The men and women working inside our jails did not create these problems, but they have been carrying the burden of them for years. It is time for leadership to do its part.

Palm Beach County has some of the finest corrections employees in Florida. The challenge is not finding good people. The challenge is creating an environment where good people can succeed.

That is exactly what I intend to do.

Public Safety Problems Facing Boynton Beach and Suburban Boynton Beach

Boynton Beach and suburban Boynton Beach are connected economically, socially, and geographically, but they are not protected by a single law enforcement agency. The City of Boynton Beach is served by the Boynton Beach Police Department, while much of suburban and western Boynton Beach is served by Palm Beach County Sheriff’s Office District 6. Criminal activity, traffic problems, missing persons, vehicle thefts, retail theft, and emergency situations do not stop when someone crosses a city boundary.

That makes communication and coordination essential.

The City of Boynton Beach has approximately 80,000 residents and contains major commercial corridors, residential neighborhoods, industrial areas, downtown redevelopment, a marina, waterfront destinations, schools, parks, a Tri-Rail station, three Interstate 95 interchanges, and direct access to the Florida Turnpike.

Suburban Boynton Beach is an even larger and more widely dispersed patrol environment. PBSO describes District 6 as serving more than 150,000 residents across nearly 60 square miles. The district includes neighborhoods, schools, shopping centers, medical facilities, houses of worship, senior communities, parks, gated developments, agricultural areas, and major roadways extending west toward the Loxahatchee National Wildlife Refuge. PBSO currently reports that District 6 is supported by 87 uniformed officers and 13 civilian employees.

These communities cannot be protected effectively through isolated policing. Boynton Beach needs a regional public safety strategy that respects municipal authority while making sure residents receive coordinated service regardless of which side of a jurisdictional line an incident occurs.

Traffic safety is one of the clearest challenges facing the entire Boynton Beach area. Boynton Beach Boulevard, Woolbright Road, Gateway Boulevard, Congress Avenue, Federal Highway, Military Trail, Jog Road, Hagen Ranch Road, Lyons Road, Lawrence Road, Seacrest Boulevard, Interstate 95, Florida’s Turnpike, and State Road 7 carry a constant mixture of commuters, commercial vehicles, school traffic, pedestrians, bicyclists, senior drivers, tourists, and residents.

In March 2026 alone, the Boynton Beach Police Department reported responding to 284 traffic crashes. Its analysis identified high-risk areas west of Congress Avenue and along the Woolbright Road and Federal Highway corridors. During that month, the department issued 601 citations, gave 427 warnings, and made 22 DUI arrests.

The western suburban communities face their own traffic problems. Boynton Beach Boulevard, Jog Road, Hagen Ranch Road, Military Trail, Lyons Road, Le Chalet Boulevard, Hypoluxo Road, Flavor Pict Road, and State Road 7 regularly experience congestion, speeding, aggressive lane changes, distracted driving, and dangerous intersection behavior. Traffic enforcement cannot consist of occasionally placing a deputy on a roadway after residents have complained for months. Enforcement should be based on crash history, traffic volume, school schedules, repeated complaints, dangerous intersections, and patterns of reckless driving.

School traffic also requires special attention. The Boynton Beach area contains elementary schools, middle schools, high schools, charter schools, private schools, day-care centers, and large numbers of school bus stops. Park Vista Community High School, Boynton Beach Community High School, Congress Middle School, Christa McAuliffe Middle School, Somerset Academy Canyons, and the many elementary schools throughout the area generate substantial morning and afternoon traffic.

School safety does not begin at the front door of a school. It includes the surrounding intersections, school zones, student parking lots, bus stops, sidewalks, bicycle routes, and residential streets used as shortcuts. Speeding, unsafe drop-offs, stop-arm violations, reckless student driving, fights, threats, and social-media conflicts must be identified before they become tragedies.

Retail and commercial crime present another challenge. Boynton Beach has major shopping centers, restaurants, grocery stores, pharmacies, entertainment areas, medical offices, storage facilities, automotive businesses, and commercial plazas extending from Federal Highway to State Road 7. These locations attract residents and visitors, but they can also attract shoplifting crews, vehicle burglars, fraud suspects, catalytic-converter thieves, organized retail criminals, and individuals searching for crimes of opportunity.

The problem cannot be addressed by repeatedly taking reports from the same businesses. When several thefts occur at neighboring stores, when the same vehicle appears at multiple locations, or when suspects move between Boynton Beach, suburban Boynton, Delray Beach, Lake Worth Beach, and other nearby communities, law enforcement must identify the pattern.

Vehicle burglary and auto theft also affect both the city and suburban communities. Parking lots at shopping centers, parks, gyms, apartment complexes, medical offices, restaurants, beaches, marinas, schools, and houses of worship can become targets when offenders believe they have time to check vehicles without being noticed.

Gated communities are not automatically protected communities. Gates can discourage some activity, but they can also create a false sense of security. Offenders may enter behind another vehicle, use stolen access information, pose as delivery workers, or target unlocked vehicles once they are inside. Crime-prevention planning must include residents, homeowners’ associations, property managers, security companies, and law enforcement.

Residential burglaries require the same pattern-based response. Boynton Beach contains older neighborhoods, new developments, apartment communities, condominiums, zero-lot-line homes, large gated communities, senior developments, and suburban properties. Different types of neighborhoods require different prevention strategies, but residents should receive the same level of investigative follow-up.

Deputies and detectives should be looking for relationships between burglary times, entry methods, targeted property, suspicious vehicles, nearby surveillance footage, license-plate reader information, pawn transactions, online sales, and similar cases in surrounding jurisdictions. A resident should not simply receive a report number while the same burglary crew continues moving through neighboring communities.

Senior safety is especially important in suburban Boynton Beach. The area includes a substantial number of retirement, active-adult, condominium, assisted-living, and senior residential communities. These residents can be targeted by telephone scams, contractor fraud, identity theft, financial exploitation, romance scams, caregiver theft, distraction burglaries, and fraudulent requests for money.

Senior safety also includes wandering residents, missing vulnerable adults, medical emergencies, traffic concerns, and the ability of deputies to communicate effectively with people experiencing dementia or cognitive impairment. Protecting seniors requires more than distributing an occasional fraud brochure. It requires direct relationships with community managers, families, financial institutions, assisted-living facilities, and resident organizations.

Mental-health and substance-abuse calls also place significant demands on law enforcement. Families may call because a loved one is in crisis, behaving unpredictably, threatening self-harm, refusing treatment, or creating repeated disturbances. Businesses and residents may encounter people experiencing homelessness, addiction, or severe behavioral-health problems.

These situations require trained officers, effective crisis intervention, behavioral-health partnerships, and follow-up. Arresting someone, transporting someone for evaluation, or moving a person from one location to another may resolve the immediate call without addressing the underlying problem. When the same person generates repeated calls, law enforcement should recognize the pattern and work with service providers to reduce the likelihood of another crisis.

Violent crime and firearms-related incidents must receive immediate and coordinated attention. Boynton Beach Police Department reported year-over-year reductions in several major crime categories in its March 2026 public report, including reductions in violent crime, robbery, aggravated assault, retail theft, and motor-vehicle theft. However, that report also showed an increase in reported burglaries and drug offenses.

Positive statistical trends should be recognized, but they should never lead to complacency. A small number of violent offenders can create a disproportionate amount of harm. Repeat offenders, illegal firearm possession, retaliatory violence, domestic violence, narcotics activity, and disputes that escalate from social media into real-world confrontations require strong investigative follow-up.

Juvenile intervention must also be part of the strategy. Youth-related problems may begin with school fights, social-media threats, vehicle burglaries, vandalism, reckless driving, shoplifting, trespassing, drug possession, or repeated disorder at parks and shopping centers. The goal should not be to criminalize every mistake made by a young person. The goal should be to recognize developing patterns, involve families and schools, provide intervention, and establish accountability before a young person becomes a chronic offender or victim.

Boynton Beach’s waterfront, marina, parks, downtown events, restaurants, nightlife, and entertainment destinations create additional public safety demands. These areas can experience traffic congestion, impaired driving, parking conflicts, boating-related emergencies, disorder complaints, special-event crowds, and theft from vehicles.

A visible public safety presence should support these destinations without making residents, businesses, and visitors feel over-policed. That requires professional officers who understand crowd management, de-escalation, traffic control, hospitality-area policing, and the importance of maintaining a welcoming environment.

Growth and redevelopment will continue to change the area. The City of Boynton Beach is updating its Comprehensive Plan to guide land use, housing, transportation, infrastructure, economic development, and environmental resilience through 2050.

New housing, redevelopment, construction, commercial activity, road improvements, and population changes affect calls for service, traffic, school enrollment, emergency access, and the demand for patrol officers. Public safety planning must be included before development is completed, not after residents begin reporting predictable problems.

Storms, flooding, power outages, traffic-signal failures, blocked roads, and hurricane evacuations also require coordination. Eastern Boynton Beach has coastal and flood-related concerns, while suburban Boynton Beach depends on major east-west and north-south corridors that can quickly become congested or blocked. Emergency plans must address vulnerable residents, senior communities, traffic control, evacuation routes, fuel availability, shelter information, welfare checks, and post-storm access.

Public trust is another essential part of safety. Residents should know which agency is responsible for their neighborhood, how to report a problem, whom to contact for follow-up, and what to expect after a report is made. Jurisdiction should never become an excuse for transferring responsibility back and forth.

A resident should not have to understand a complicated boundary map to receive professional service.

As Sheriff, I would establish a formal public safety partnership between PBSO District 6, the Boynton Beach Police Department, neighboring PBSO districts, Palm Beach County Fire Rescue, city and county traffic officials, schools, and emergency-management personnel.

The purpose would not be to interfere with the independence of the Boynton Beach Police Department. The purpose would be to ensure that crimes, suspects, vehicles, intelligence, traffic problems, and emergencies moving across jurisdictional boundaries receive a coordinated response.

Regular operational meetings should identify shared crime patterns, repeat offenders, dangerous traffic corridors, missing persons, retail-theft crews, burglary trends, vehicle thefts, narcotics activity, and major events. Residents should receive the benefits of cooperation without being caught between agencies.

PBSO District 6 serves one of the county’s largest and most diverse populations. I would conduct a complete review of staffing, call volume, response times, patrol zones, peak demand periods, investigative workload, school coverage, traffic complaints, and the use of civilian support personnel.

The review would determine whether patrol staffing reflects the actual population and workload of suburban Boynton Beach. It would also examine how many deputies are consistently available to answer calls after leave, training, court appearances, special details, hospital assignments, and other responsibilities are considered.

Authorized positions do not answer calls. Deputies physically working the district answer calls.

Manpower should be assigned based on real service demands, not simply historical staffing formulas.

I would create a coordinated traffic strategy for Boynton Beach Boulevard, Woolbright Road, Gateway Boulevard, Congress Avenue, Federal Highway, Military Trail, Jog Road, Hagen Ranch Road, Lyons Road, Lawrence Road, Interstate 95, Florida’s Turnpike, State Road 7, and other high-risk corridors.

Enforcement would be guided by crashes, serious injuries, pedestrian and bicycle incidents, school-zone activity, DUI patterns, resident complaints, and dangerous intersection behavior. Palm Beach County’s 2026 Safety Action Plan used crash data to identify roadways and intersections with high numbers of severe crashes involving motorists, pedestrians, bicyclists, and motorcyclists. Law enforcement deployment should use the same evidence-based approach.

The goal would not be random ticket writing. The goal would be preventing crashes, changing dangerous behavior, and making enforcement visible in places where people are most likely to be injured.

School zones and bus routes would receive targeted enforcement during arrival and dismissal periods. Deputies should address speeding, aggressive driving, unsafe drop-offs, blocked intersections, illegal passing of school buses, and dangerous student driving.

Law enforcement should also work with schools to identify fights, threats, weapons concerns, social-media conflicts, recurring trespassing, and students showing patterns of dangerous behavior.

When a problem begins at school and continues into neighborhoods, parks, shopping centers, or online spaces, agencies must communicate. Parents should not discover after a serious incident that several organizations possessed separate pieces of information but never put them together.

I would establish a District 6 retail and commercial crime initiative that works directly with BBPD, store managers, loss-prevention personnel, shopping-center security, neighboring jurisdictions, and PBSO investigative units.

The initiative would identify repeat offenders, organized theft crews, suspicious vehicles, fraudulent returns, credit-card fraud, pharmacy theft, vehicle burglaries, and crimes moving between commercial centers.

Businesses should have a clear method for sharing photographs, surveillance footage, suspect descriptions, vehicle information, and recurring patterns. Deputies should know the managers and security personnel in major commercial areas before a significant incident occurs.

I would require stronger pattern analysis for burglaries, stolen vehicles, and vehicle break-ins. Similar crimes occurring in nearby communities should be reviewed together rather than handled as isolated reports.

District analysts and detectives should examine time of day, entry method, targeted property, suspect descriptions, vehicle information, surveillance footage, license-plate data, and similar cases in neighboring jurisdictions.

Directed patrol should then be placed where it can interrupt the pattern. Residents deserve to see law enforcement trying to prevent the next crime, not simply documenting the last one.

Suburban Boynton Beach includes a large number of gated communities, homeowners’ associations, condominium associations, and residential developments with private security.

I would create a structured communication network connecting PBSO with community managers, HOA boards, security directors, and resident safety committees. This network would provide timely information about burglaries, fraud trends, suspicious vehicles, missing residents, construction-related crime, and emergency conditions.

Private security cannot replace law enforcement, but properly trained security personnel and informed residents can provide valuable information. Deputies should know which communities are experiencing repeated problems and which local contacts can assist during an emergency.

I would establish a senior safety and fraud-prevention initiative tailored to the Boynton Beach area. Deputies, detectives, victim advocates, financial-crime investigators, and community-service personnel should regularly meet with senior communities and assisted-living facilities.

The initiative would address telephone scams, contractor fraud, identity theft, financial exploitation, caregiver theft, romance scams, distraction burglaries, and fraudulent investment schemes.

It would also improve procedures for missing vulnerable adults, wandering residents, welfare checks, elder abuse, and communication with families. Senior residents should have a direct and trusted connection to the Sheriff’s Office before they become victims.

I would strengthen cooperation between deputies, school police, BBPD, parents, youth programs, and school administrators. Juvenile behavior should be evaluated for patterns rather than viewed only as individual incidents.

A fight, theft, act of vandalism, reckless-driving complaint, or social-media threat may appear minor by itself. Several similar incidents involving the same young person may reveal a developing problem.

Early intervention should combine accountability with an opportunity to change direction. Parents should be involved, victims should be heard, and serious behavior should not be minimized. The goal is to prevent both future offenders and future victims.

Violent offenders and individuals repeatedly carrying illegal firearms should receive focused attention. PBSO and BBPD should share timely intelligence about shootings, armed robberies, domestic-violence offenders, gang-related conflicts, stolen firearms, narcotics suspects, and individuals wanted on serious charges.

A suspect should not become invisible simply by driving across a municipal boundary.

Cases involving retaliatory violence or escalating disputes should be reviewed for connections to prior calls, social-media activity, witnesses, associates, vehicles, locations, and firearms. The response must be investigative and preventive, not merely reactive.

Every overdose should be treated as both a medical emergency and a potential source of intelligence. Investigators should examine phones, messages, witnesses, packaging, vehicles, locations, prior incidents, and connections to other overdoses when legally available.

PBSO and BBPD should coordinate when a supplier operates in one jurisdiction but distributes drugs in another. Residents should not receive a weaker investigation simply because the victim is reluctant to cooperate or because the initial information appears limited.

Fentanyl has made it unacceptable to treat overdoses as isolated medical calls.

I would expand crisis-intervention training and coordinated follow-up for individuals generating repeated mental-health or behavioral-health calls. Deputies should know how to recognize psychiatric distress, dementia, autism-related behaviors, substance-induced crises, trauma responses, and suicidal behavior.

Law enforcement should work with hospitals, treatment providers, outreach teams, families, and social-service organizations when appropriate. The goal should be to reduce repeated crises while maintaining safety for residents, businesses, officers, and the individual involved.

Homelessness should not be treated as a crime. However, threats, violence, trespassing, public drug activity, property damage, and repeated disorder cannot simply be ignored. Compassion and accountability must operate together.

The Boynton Beach Police Department already publicly reports using a Real Time Crime Center and drone operations to improve situational awareness and response. In March 2026, BBPD reported conducting 190 drone flights, with drones arriving first in nearly half of those deployments.

As Sheriff, I would ensure PBSO’s technology, analysts, license-plate readers, camera systems, crime data, and investigative resources can communicate effectively with BBPD when legally permitted.

Technology should help officers arrive with better information, identify suspects faster, find missing people, recognize stolen vehicles, and connect related cases. It should not become an expensive system that operates separately from the people and agencies who need the information.

PBSO should be prepared to support the City of Boynton Beach when major events or emergencies exceed normal municipal resources. This includes traffic control, missing-child incidents, marine emergencies, large disturbances, severe weather, and other situations requiring regional assistance.

The marina, waterfront restaurants, downtown events, parks, and entertainment areas should remain safe and welcoming. Public safety operations should emphasize visibility, professional conduct, impaired-driving enforcement, de-escalation, and efficient traffic management.

Repeated complaints involving nuisance properties, reckless driving, illegal dumping, chronic disturbances, trespassing, drug activity, abandoned vehicles, unsafe gatherings, or disorder at businesses should not be treated as unrelated calls.

Deputies should identify repeat locations, determine why the problem continues, and coordinate with property owners, code enforcement, city officials, county agencies, schools, businesses, or social-service providers as appropriate.

The measure of success is not how many times law enforcement responds. The measure of success is whether the problem improves.

PBSO, BBPD, fire rescue, emergency management, city officials, county officials, homeowners’ associations, and senior communities should have a coordinated emergency plan.

Before major storms, residents should receive clear information about evacuation, shelters, road conditions, emergency contacts, vulnerable-person registries, and law enforcement operations.

After a storm, priorities should include blocked-road reporting, traffic control, welfare checks, protection of closed businesses, generator safety, fuel-line management, damaged traffic signals, and access for emergency vehicles.

New developments, redevelopment projects, expanded commercial centers, schools, medical facilities, and major construction projects should trigger a public safety impact review.

The review should consider projected calls for service, patrol workload, traffic congestion, pedestrian safety, emergency access, school-zone demands, and investigative needs. Development approval and public safety staffing are handled by different governmental systems, but they cannot be allowed to operate as though they are unrelated.

Growth should be accompanied by public safety planning before problems become obvious.

District 6 residents should receive clear public information about calls for service, response times, traffic enforcement, crashes, burglaries, auto theft, vehicle break-ins, robberies, violent crime, overdose responses, and repeat problem locations.

Statistics should be explained honestly. Residents should know what is improving, what is getting worse, what the Sheriff’s Office is doing, and what results are being produced.

Transparency should not be treated as a public-relations exercise. It should be a management tool that helps residents and agency leaders measure whether strategies are working.

Success in Boynton Beach and suburban Boynton Beach means safer roadways, fewer serious crashes, stronger school-zone protection, faster communication between agencies, better follow-up on burglaries and vehicle thefts, and a coordinated response to violent offenders.

It means senior residents are better protected from fraud and exploitation. It means businesses have direct communication with law enforcement. It means juvenile problems are identified before they become permanent criminal patterns. It means families experiencing mental-health crises receive a trained and professional response.

Success means residents do not feel abandoned because their neighborhood is located near a jurisdictional boundary. It means BBPD and PBSO cooperate without competition, confusion, or unnecessary delay.

It also means deputies are visible, supervisors understand the neighborhoods they command, detectives recognize patterns, and residents receive more than a report number.

Boynton Beach and suburban Boynton Beach represent one of the largest and most diverse population centers in Palm Beach County. The area includes long-established neighborhoods, growing communities, businesses, schools, waterfront destinations, senior developments, parks, medical facilities, agricultural land, and some of the county’s busiest roadways.

Protecting this area requires more than responding to individual calls. It requires staffing, planning, intelligence, technology, traffic enforcement, community relationships, and cooperation between agencies.

As Sheriff, I would respect the authority of the Boynton Beach Police Department while making sure PBSO is a reliable, fully engaged partner. In suburban Boynton Beach, I would ensure District 6 receives the leadership, personnel, resources, and accountability necessary to protect its growing population.

Boynton Beach should never be divided by jurisdiction when it comes to public safety. Residents deserve professional service, coordinated leadership, and a Sheriff’s Office that understands the entire community.

That is the kind of Sheriff’s Office I would bring to Boynton Beach and suburban Boynton Beach.