Consultant: Broward airport can stand up its own police force, but staffing, governance and transition risks remain

A consultant hired by Broward County told commissioners the county could establish an independent airport law enforcement agency for Fort Lauderdale‑Hollywood International Airport, but warned that staffing, governance and transition issues must be resolved before a final decision.

Dr. Edward Denmark of Jensen Hughes said the firm’s feasibility review found no legal prohibition to BCAD running its own law enforcement unit and that peer airports running internal police operations reported greater “control over enterprise‑wide security practices.” “Our assessment identifies it is feasible for the Broward County Aviation Division to establish its own independent law enforcement agency,” Denmark said, while cautioning that practical and desirable elements—governance, compliance, staffing and fiscal detail—remain to be defined.

Jensen Hughes presented a conservative cost model intended as a worst‑case scenario; the firm recommended three near‑term steps if the board wishes to proceed: identify leadership experienced in building an agency, undertake a comprehensive workload and staffing analysis, and conduct a fiscal audit of BCAD assets and contracts to determine start‑up obligations. The consultant said that without a workload analysis it is not possible to produce a firm budget and that transition planning should include risk assessment and coordination with the Broward Sheriff’s Office (BSO).

Mark Gale, BCAD’s airport director, described operational limits under the existing BSO contract and the county’s limited ability to direct deputies’ deployment. He confirmed the current fiscal year law enforcement allocation for the airport is roughly $36 million and that BCAD’s contract staffing authorization is 125 positions (including 22 ASOs), with longstanding vacancies. “We can’t direct their staff, commissioner,” Gale said when asked about operational control under the current contract.

Commissioners parsed potential benefits and drawbacks. Supporters said local control could improve budget forecasting, grant defensibility and alignment of security strategy with airport operational priorities. Skeptics warned about first‑year transition risks, labor and collective‑bargaining complications, recruitment and retention challenges for a relatively small department, and potential start‑up costs. Several commissioners urged staff to examine a combined airport‑and‑seaport policing model to capture economies of scale.

Commissioner Fisher and others pointed to perceived gaps in the BSO contract — lack of defined tasking and measurable performance standards — and urged better quarterly benchmarks and oversight whether or not the county changes its model. Some commissioners said the BSO budget for airport services has risen substantially in recent years and that the board should explore alternatives that increase accountability and reduce long‑term costs.

The board did not vote to create an agency. The mayor said he would bring an agenda item and staff noted prior authorizations for limited legal due diligence (up to $25,000) on site evaluation and that administration would continue work on the port review. Jensen Hughes offered to work with staff to translate the consultant’s feasibility results into a short implementation plan if the board requests it.

What’s next: commissioners asked staff for deeper workload and staffing analyses, a governance and transition strategy, legal review of ordinances and mutual‑aid implications, and further fiscal auditing of BCAD assets and the BSO contract; the mayor indicated he will place an agenda item to advance the issue.