General Information About FDLE

Organizational Chart * Statement of Agency Organization

 Contact Us  * Commissioner's Biography * Code of Ethics * Fundamental Values

To promote public safety and strengthen domestic security by providing services in partnership with local, state, and federal criminal justice agencies to prevent, investigate, and solve crimes while protecting Florida’s citizens and visitors.
Organization of the Department 
The head of the department is the Governor and Cabinet. The Commissioner is appointed by the Governor, approved by the Cabinet and confirmed by the Senate. He/she serves at the pleasure of the Governor and Cabinet. FDLE employs about 1,700 members statewide who work at headquarters in Tallahassee or one of the seven Regional Operations Centers (ROCs). The annual budget is approximately $300 million and all responsibilities are clearly articulated in Chapter 943, FS, and Chapter 11, FAC. Services are delivered via five areas:
Executive Direction and Business Support;
Criminal Investigations and Forensic Science;
Florida Capitol Police;
Criminal Justice Information; and
Criminal Justice Professionalism.

History of the Department
In 1967, the Florida Legislature merged the duties and responsibilities of several state criminal justice organizations to create the Bureau of Law Enforcement. Bringing together the resources of the Florida Sheriffs Bureau, the State Narcotics Bureau, and the law enforcement activities of the Anti-Bookie Squad of the Attorney General’s Office, the original Bureau of Law Enforcement had 94 positions and a $1.5 million budget for its first year of operation. The bureau was headed by a Commissioner who reported to a board comprised of the Governor, specified members of the Cabinet, two sheriffs, and one chief of police. The agency was comprised of five divisions: Administration, Intelligence and Investigation, Technical Services, Administrative Intelligence, and Planning and Research.

As a result of Florida governmental restructuring in July 1969, the bureau became the Florida Department of Law Enforcement, or FDLE, the name the agency bears to this day. As a department of the executive branch of government, FDLE was headed by the Governor and Cabinet. The FDLE Commissioner was appointed by the Governor with the approval of three members of the Cabinet and subject to confirmation by the Senate. At the time, the department consisted of four divisions – Operations, Administrative Intelligence, Criminal Identification and Information, and Training and Inspection.

Throughout its history, the department has restructured and streamlined service delivery and maximized the use of technology in its business operations to meet and exceed the expectations of its customers. The department is committed to operating as a performance driven organization, ensuring that each member holds the highest level of responsibility, and establishing accountability at every level of the agency.

In 1994, the Florida Legislature passed the Government Performance and Accountability Act, mandating that state agencies base their budgets on performance outcome measures. FDLE embraced the concept as an opportunity to “do business a better way,” and, in 1996, became the first agency in Florida to be fully funded under Performance Based Budgeting (PBB) guidelines. That same year, FDLE developed the Blueprint For Continued Success calling for an organizational transition to a more integrated, horizontal structure designed to provide increased contact with both customers and members. Under the old, traditional, “pyramidal” structure, each division had specific tasks and delivered specialized services. Many statewide services were offered exclusively through headquarters and special agents in charge (SAC) throughout the state reported to a Tallahassee-based director.

FDLE's Blueprint for Continued Success placed more focus on a regional approach. The agency turned in a new direction, permanently decentralizing many key services offered previously only through headquarters, and rolling them out to the newly defined seven regional operations centers (ROCs). They assumed responsibility for human resource and business functions and began to offer information systems support, training, and increased analytical assistance directly to the surrounding region. The restructuring placed authority and accountability at the regional level, with members of the ROCs reporting to a regional director (SAC) instead of headquarters. The traditional investigative role of the ROCs expanded significantly, allowing them to offer more specialized assistance. The ROCs became multi-functioning facilities, offering a much wider array of FDLE’s services and providing localized “one stop shopping” for customers statewide.

In July 1990, FDLE was the first investigative state law enforcement agency in the nation to be accredited by CALEA. Since then, the agency has successfully attained CALEA reaccreditation status in 1995, 2000, 2003, 2006 and 2009. In October 1996, FDLE was the first statewide law enforcement agency to be accredited by CFA. The agency was jointly reaccredited in 2000, 2003, 2006 and 2009 by both CALEA and CFA. FDLE also received initial accreditation by ASCLD/LAB in 1990 and has achieved reaccreditation during each subsequent five-year reaccreditation period.

In the late 1990s, FDLE's Executive Policy Board (EPB) was formally organized. Comprised of program directors, regional directors and other headquarters leadership, EPB provided a frequent forum for the review of department-wide issues and policy-level decision making. In 1996, EPB developed and adopted FDLE’s agency values of Service, Integrity, Respect, and Quality, institutionalizing the ideals that serve as the very foundation of FDLE.

In 1997, FDLE initiated performance contracts for all of its supervisory members and in 1998, all of the agency’s members were included in the performance workplan system. Linked to the achievement of agency wide goals, individual workplans contain quantifiable and measurable expectations for each member. Impressed with FDLE’s performance evaluation system, in FY 99-00 the Legislature funded FDLE with a unique performance pay plan.

The turn of the century saw several new responsibilities for FDLE. In 2000, the Legislature transferred the Division of Public Assistance Fraud from the Auditor General to FDLE (this unit was transferred to the Department of Financial Services on January 1, 2011). In 2001, the Department of Community Affairs’ Office of Criminal Justice Grants was legislatively transferred to FDLE. Following the events of September 11, 2001, the department underwent a fundamental change to its core mission, assuming responsibility as the state’s domestic security coordinator and partnering with Florida sheriffs to lead the state’s seven Regional Domestic Security Task Forces. The Florida Capitol Police, with its responsibility for providing law enforcement and security services to the state Capitol, was legislatively transferred to FDLE in 2002.
On July 1, 2011, the Attorney General’s Child Predator Cyber Crime Unit merged with FDLE’s Florida Computer Crime Center as a result of the passage of House Bill 5401. A total of 19 positions transferred from the Attorney General’s Office, all of which will be dedicated exclusively to investigating online child exploitation cases. In 2012, FDLE expanded its cyber investigations by assigning cyber/high-tech crime squads in each FDLE region and relocating cyber analysts into the Florida Fusion Center in Tallahassee. FDLE also created the Office of Cyber High Tech Crime in headquarters to oversee statewide cyber operations, communications and training, electronic surveillance support and digital forensics.