“Our goal isn’t just to fill uniforms—it’s to build careers, If we want the best people to stay, we have to give them a reason to believe in where they work. That starts with leadership that understands their challenges and fights for their wellbeing.”

The Palm Beach County Sheriff’s Office can no longer afford to simply accept whoever walks through the door. The quality of our future in law enforcement careers begins with the quality of those we hire. 

Right now, we’re bringing in large numbers of new hires who often lack the life experience and maturity required for law enforcement. While we can and should develop young talent, our primary focus must return to actively recruiting individuals who are ready to wear the badge with pride and responsibility. 

This means returning to an effective recruitment strategy that involves in-person recruitment — visiting universities, military bases, other law enforcement agencies, and community career fairs to meet people face-to-face. It also means bringing back the in-person interview process that once allowed us to assess character, motivation, and integrity. Today, we have ceased conducting those interviews altogether, and in doing so, we’ve distanced ourselves from the very process that helps us make sound hiring decisions. Passing a written test and filling out paperwork should never replace looking someone in the eye and determining if they have the mindset, ethics, and professionalism to serve our community. 

Our Corrections Division is facing a serious culture crisis. Morale is at rock bottom, sick calls are soaring, and turnover is at record highs. This is not a new problem — it has persisted for decades — but it must end with us. The men and women working inside our jail system deserve strong, ethical, and effective leadership. We must rebuild their confidence in the organization and restore a culture of respect, discipline, and pride. 

Recruitment alone will not fix the issue if we continue to lower standards just to fill vacancies. Passing candidates who fail to meet minimum training or performance standards weakens the entire organization. Reducing new-hire training from four months to four weeks is not progress — it’s a liability. Training must be robust, consistent, and uncompromised, even if that means hiring fewer people in the short term. 

We must also fix the nine-month hiring delay that drives qualified applicants to other agencies. Our process should never exceed 90 days from application to hire, aligning with modern standards and neighboring agencies. 

Retention is equally critical. People should leave PBSO because their life and goals have changed — not because they feel abandoned, ignored, or burnt out. My administration will link our retention strategy directly to wellness, leadership, and opportunity. Deputies and corrections officers will receive annual physical and mental health evaluations as part of a comprehensive wellness and readiness program. 

In my first months as Sheriff, I will launch a full Leadership Analysis Initiative across the agency. Every executive and upper-middle management member will be assessed for their effectiveness, professionalism, and impact on agency culture. We will evaluate whether they have contributed to a productive, supportive work environment and whether their leadership has advanced the mission of the Sheriff’s Office. These first few months will be critical in creating an agency people want to work in — one led by individuals who support their employees, communicate effectively, and drive results. 

We will also strengthen our exit interview process to ensure every departure is understood — whether it’s due to mental health concerns, career change, or frustration with leadership. These findings will be reviewed by executive staff to determine if retention efforts or leadership corrections are warranted. 

Promotions will be earned — not politically given — through performance, leadership, and service. And leadership renewal must be part of our future. For too long, the same handful of individuals have occupied top positions for entire careers. A healthy agency requires fresh ideas, new energy, and a generational handoff of leadership. 

We will rebuild PBSO by recruiting professionals, retaining purpose-driven employees, and restoring pride in the badge. Because in the end, it’s not about numbers — it’s about who wears the uniform and who leads them.