2005 ANNUAL REPORT 

NORTH FLORIDA HIGH INTENSITY DRUG TRAFFICKING AREA 
 

 

 

 

 

2005 NFHIDTA Annual Report 

NORTHFLORIDAHIDTA
 

2005ANNUALREPORT
 

I.EXECUTIVESUMMARY
 

The production, transportation and distribution of illicit drugs and related drug 

assets serve as continuous threats within the North Florida High Intensity Drug 

Trafficking Area (NFHIDTA), affecting nearly every component of our region. From 

the local manufacture of methamphetamine and marijuana to the importation 

of crystal methamphetamine and MDMA, the NFHIDTA suffers from the 

innumerable devastating effects caused by drug trafficking organizations (DTOs) 

and their related money laundering activities. The situation has become 

exacerbated by the increasing and more violent, drug-related criminal/gang 

activity, to include a rapidly increasing murder rate in certain areas of 

Jacksonville. The ongoing efforts of the NFHIDTA and its multi-agency task force 

initiatives impact the drug trafficking and money laundering organizations 

(MLOs) responsible for these activities by disrupting or dismantling their illicit 

operations. Through arrests of high level DTO and MLO members and the seizure 

of drugs and related assets, NFHIDTA task forces disrupt the drug supply chains, 

particularly at the multi-state and international levels. 

Fundamental to the continuation of these successful operations, the NFHIDTA 

initiatives require the ongoing financial and analytical support provided through 

the NFHIDTA Program. To better determine how to allocate this support, the 

National HIDTA Program Office (NHPO) and the Office of National Drug Control 

Policy (ONDCP) implemented a standardized method to measure the efficiency 

and effectiveness of each initiative and ultimately each HIDTA, known as the 

HIDTA Performance Management Process (PMP). Although the NFHIDTA 

previously employed an Executive Board approved method to measure each 

initiative’s effectiveness, the PMP model, now in its second year of use, allows for 

a standard method of measurement across all HIDTAs. 

The following is the NFHIDTA’s 2005 Annual Report, which reflects the PMP model. 

The data will show that the NFHIDTA initiatives were effective in disrupting and 

dismantling DTOs affecting the region, in reducing the amount of illicit drugs in 

the region and in impacting the organizations’ abilities to operate by seizing 

large amounts of related drug assets. In addition, these operations were 

conducted in a highly cost effective manner. 

9	 To maximize results, the NFHIDTA promotes and enhances cooperation and 

joint efforts between various law enforcement organizations, including 

numerous federal, state and local agencies. Over 25 federal, state and local 

law enforcement agencies participated in NFHIDTA task force initiatives. With 

support from the Northeast Florida Investigative Support Center (NeFISC), the 

intelligence component of the NFHIDTA, regional initiatives continue to make 

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significant progress in identifying, investigating, disrupting and dismantling the 

region’s dangerous and prolific DTOs, drug dealers, money launderers, 

weapons traffickers and violent criminals. 

9	 Illicit drugs are extremely profitable for the illegal organizations that traffic 

them. Removing such profits through asset forfeiture, wholesale drug seizures 

and related drug asset seizures renders organizations inoperable. During CY 

2005, over $53M in drugs and drug-related assets were removed from the 

region’s market, which created a significant impact on illegal drug trafficking 

operations, coupled with a marked reduction in illicit drug availability. 

9	 Fighting the ongoing battle against drug trafficking and illicit finance is a 

costly endeavor. As determined through the use of the HIDTA PMP, every 

NFHIDTA dollar spent on law enforcement and investigative support activities 

contributed to removing over $47.5M in illicit drugs and almost $6M in drugrelated assets from the region’s market. The NFHIDTA initiatives achieved a 

remarkable combined Return-on-Investment (RoI) of $43 for every $1 of HIDTA 

funds invested. 

9	 One of HIDTA’s missions is to disrupt and dismantle DTOs. At the close of 2005, 

NFHIDTA initiatives had identified 47 new DTOs and targeted 100% of those 

identified. Further, NFHIDTA was also targeting 41 other DTOs that had been 

identified and were operating at the beginning of 2005. Of this total (88), 

68%, or 60, were disrupted or dismantled during 2005. 

9	 The NFHIDTA initiatives strive to identify and subsequently disrupt or dismantle 

mid- and wholesale level, multi-state and international DTOs. Disrupting or 

dismantling such DTOs is an onerous and complex task, which generally leads 

to the expenditure of more time and resources than eliminating a local street 

level DTO. As illustrated by the statistical measures contained throughout this 

Annual Report, during CY 2005, the NFHIDTA initiatives targeted more 

complex DTOs. Of the 88 DTOs being targeted by the NFHIDTA initiatives, 55%, 

or 48, were multi-state or international in scope. Of these 48, 9 were 

designated as OCDETF cases and 2 as CPOTs, which directly supported the 

Department of Justice (DoJ) drug strategy. The number of OCDETF cases 

would likely have been higher; however, funds for OCDETF cases in the 

Florida–Caribbean Region were depleted by July 2005 and no additional 

cases could be targeted. 

9	 An effective method to dismantle or significantly disrupt an organization is 

through crippling its financial infrastructure. To eliminate or drastically reduce 

profit potential, NFHIDTA initiatives seize illicit drugs and related drug assets. In 

2005, NFHIDTA initiatives targeted four (4) MLOs, including one (1) 

international organization, one (1) multi-state organization and two (2) local 

organizations. Of these, one (1) MLO that was international in scope has 

been disrupted. The NFHIDTA fosters a neutral environment and brings all 

levels of government together, enhancing cooperative law enforcement 

efforts. In addition, the NFHIDTA continues to play a fundamental role in 

promoting and assisting law enforcement and investigative support initiatives 

with information sharing and training needs. 

II.INTRODUCTION

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2005 NFHIDTA Annual Report 

The NFHIDTA is providing this Annual Report to document its activities and 

achievements during 2005. To fully appreciate NFHIDTA’s achievements, it is 

important to understand how each HIDTA is structured and why it exists. The 

Director of ONDCP designates regions with critical drug trafficking problems 

adversely impacting the United States. By design, HIDTA offices are located in 

these areas. Thus, the national HIDTA Program, composed of 28 individual HIDTAs 

spread throughout the nation, is uniquely situated to counteract this illicit activity. 

HIDTAs play a significant role in addressing real world drug and drug-related 

problems, and offer real world solutions. The NFHIDTA is no exception. 

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The NFHIDTA has fostered cooperative and effective working relationships with 

over 25 federal, state and local agencies in its quest to disrupt or dismantle DTOs. 

These working relationships are embodied in NFHIDTA initiatives. A detailed 

description of each initiative can be found in the NFHIDTA 2006 Strategy, which is 

available from the NFHIDTA office. 

NFHIDTA law enforcement initiatives have established priorities that focus on 

immobilizing DTOs, especially those involved with drug-related violent crime, as 

well as targeting those DTOs that have the greatest adverse impact on the 

quality of life in regional neighborhoods and communities. There is a determined 

effort to counter drug movement into and through the region, and to arrest 

those who conceal the proceeds from illegal drug sales. This is exemplified by the 

continuing enhancements to regional interdiction initiatives. These priorities are 

supported by a strong commitment from federal and state prosecutors to 

provide timely and sound legal advice. 

To achieve meaningful results, each HIDTA needs clear goals (the HIDTA Program 

Goals); a recognition of the challenges faced (a Threat Assessment); a plan to 

identify these threats (a Strategy with quantifiable performance targets); and a 

way to document achievements (an Annual Report). The overall HIDTA mission is 

embodied by the National HIDTA Program Mission Statement: 

National HIDTA Program Mission Statement 

The mission of the High Intensity Drug Trafficking Area program is to disrupt the 

market for illegal drugs in the United States by assisting federal, state and local 

law enforcement entities participating in the HIDTA program to dismantle and 

disrupt drug trafficking organizations, with particular emphasis on drug 

trafficking regions that have harmful effects on other parts of the United States. 

During 2004, the NFHIDTA Director, working closely with law enforcement and 

local NFHIDTA staff, developed a vision of the future which clearly reflects what 

outcomes NFHIDTA initiatives seek to achieve. This was reviewed and 

unanimously approved by NFHIDTA’s Executive Board and forwarded to ONDCP. 

This Vision Statement continues to embody NFHIDTA’s goals and objectives. 

NFHIDTA Vision Statement 

To be recognized as one of the most effective HIDTAs in the nation that is 

characterized as a balanced and open partnership with a demonstrated 

success, based on clearly defined outputs and outcomes, that continually 

impacts major drug trafficking organizations through the sharing of 

intelligence and investigative information. 

NFHIDTA’s success is measured in part by its ability to facilitate greater efficiency, 

effectiveness and cooperation among and between external participating 

agencies at the local, state and federal level, thus yielding tangible and 

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2005 NFHIDTA Annual Report 

measurable results. Collocation of different law enforcement agencies to 

facilitate and enhance resource sharing is a key strategy. The extent of 

information sharing and interagency cooperation fostered by the NFHIDTA 

approach proves that collocated law enforcement initiatives can work together 

effectively and efficiently. The HIDTA Program is the only Program that has 

successfully achieved this type of partnership between the three levels of law 

enforcement. 

The NFHIDTA recognizes that without a clear mission, the law enforcement, 

intelligence and prosecution communities cannot work in concert toward any 

mutual objectives, and success cannot be quantified or measured. The NFHIDTA 

fully embraces the following mission in conjunction with the national program 

objectives. 

NFHIDTA Mission Statement 

To measurably reduce drug trafficking, related money laundering and 

violent crime through a balanced partnership of federal, state and local 

law enforcement leaders directing intelligence-driven initiatives that are 

performance-oriented and aimed at eliminating or reducing drug 

trafficking and its harmful consequences in north Florida and the United 

States. 

Reporting Period: This Annual Report covers the period January 1, 2005 to 

December 31, 2005. 

Budget Allocation: The initial FY 2005 funding allocated by ONDCP was $1.4M, 

$1.1M below the NHPO recommended minimum level for HIDTA funding. In mid2005, it also received an additional $232,000 to enhance domestic highway 

interdiction ($120,000) and address two identified DTOs operating within NFHIDTA 

($112,000). Even with this minimal funding, NFHIDTA has made significant strides 

in countering the drug problems in the region. However, unless NFHIDTA’s 

funding level is increased to at least $2.5M, one or more of these successful 

initiatives will be terminated. Throughout this Annual Report, the NFHIDTA is 

pleased to report significant success in achieving its mission, and its performance 

is positive for the future. HIDTA dollars are well spent inasmuch as they are 

yielding the desired results. 

Geographic Area of Responsibility: 

North Florida HIDTA is comprised of 

Baker, Clay, Duval, Flagler, Marion, 

Nassau, Putnam and St. Johns Counties. 

The NeFISC Initiative covers the 

additional 5 Counties of Alachua, 

Bradford, Gilchrist, Levy and Union. 

The NFHIDTA region covers three distinct 

population centers: Jacksonville, Ocala 

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Additional 

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2005 NFHIDTA Annual Report 

and St. Augustine. The area is 6,007 square miles of both rural and urban land. In 

2005, the total state population was estimated at 17,789,864 by the US Census 

Bureau. The US Census Bureau also reported that in comparison to all other 

states, Florida experienced the largest population increase between 2004 and 

2005, as its population rose 404,000. Estimates indicate that by 2010, Florida will 

have a population of 19.7 million, for an average increase of 1000 new residents 

per day. In excess of 10% reside in the NFHIDTA. A recent study conducted by 

the University of Florida indicated that Duval County is the 7th fastest growing 

county in the State. Further, St. Johns and Flagler Counties are two of the top ten 

fastest growing counties. As you know, this kind of dramatic growth brings with 

it a concomitant rise in crime, including illegal drug trafficking and use. 

III.NATIONALHIDTAGOALS

HIDTAs have adopted two specific national goals to be achieved in meeting the 

drug challenge. These two national goals guide all HIDTA initiatives and activities 

throughout the United States. The NFHIDTA is proud to present these national 

HIDTA Program goals, plus concise summaries of its Threat Assessment for Budget 

Year 2005 and resultant Strategy in the following sections. The NFHIDTA has 

fashioned an individual strategy to meet local drug threats according to its 

individual needs, in conjunction with the national objectives: 

NATIONAL HIDTA GOALS 

Goal 1: Disrupt the market for illegal drugs by 

dismantling or disrupting drug trafficking and/or 

money laundering organizations; and 

Goal 2: Improve the efficiency and effectiveness of 

HIDTA initiatives. 

The HIDTA Goals represent clear targets for NFHIDTA initiatives. They also provide 

the foundation upon which performance planning and outcome measurements 

are based. As the NFHIDTA develops budget submissions, each NFHIDTA initiative 

must present programmatic and fiscal justifications that are based on the Threat 

Assessment, articulate how the initiative’s funding request directly addresses the 

threat, set realistic performance measures and provide specific information on 

how the funding has allowed the NFHIDTA to meet its desired outcomes. NFHIDTA 

initiatives are developed within clear national guidelines governing all HIDTA 

activities and expenditures. 

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The NFHIDTA Executive Board is heavily involved in all aspects of the NFHIDTA’s 

intelligence, investigation, interdiction and prosecution activities. The Board 

provides a forum to share important trends in drug trafficking, share information 

on which drugs are being distributed throughout the region and discuss ways to 

achieve NFHIDTA’s goals and objectives. The Board also addresses important 

administrative issues in its oversight capacity. The Board has established an 

Intelligence Committee that supports NFHIDTA initiatives and its participating 

agencies on a wide variety of intelligence issues, training, computer technology 

and other matters. NFHIDTA’s success is measured by results, and each initiative is 

fully accountable for its success or failure in meeting its objectives. 

IV.SUMMARYofTHREATASSESSMENTforBUDGETYEAR2005

The NFHIDTA serves primarily as a transportation and distribution site, although 

drugs are also converted, cultivated and produced in the region. Powdered 

cocaine is primarily converted into crack, often within private residences in the 

urban sections of the region primarily by African American and Hispanic DTOs 

and criminal groups, for further distribution. Caucasian, African American and 

Hispanic DTOs and criminal groups cultivate marijuana in the region, primarily 

indoors through hydroponic and soil grows, as well as outdoors in rural areas of 

the region. Caucasian based criminal groups and individuals are the primary 

producers of methamphetamine in the region, primarily within private residences 

in urban areas. 

North Florida continues to serve as a major transportation hub for illegal drug 

trafficking. Passenger vehicles are the primary method used to transport illegal 

drugs and drug proceeds into, through and from the region. Package delivery 

services are frequently used by DTOs and criminal groups to transport significant 

quantities of marijuana, cocaine, illicitly obtained pharmaceuticals, MDMA and 

to a lesser extent, crack into the region from distribution hubs in the western 

United States, including San Diego, Los Angeles, Phoenix, Tucson, Houston and 

south Florida. Jamaican DTOs and criminal groups based in the region use 

package delivery services to transport drugs, particularly marijuana, into the 

area. Tractor trailers are used to transport significant quantities of cocaine, 

marijuana and methamphetamine into the region. Drugs and drug proceeds are 

transported into and through the region by couriers traveling aboard 

commercial buses. A majority of the drugs and currency seized at the 

Jacksonville bus terminal were intended to be transshipped through the region 

and destined for markets throughout the U.S., including New York, Philadelphia 

and Baltimore. Drugs and drug proceeds are transported into and through the 

region by couriers traveling aboard passenger trains. Like buses, drugs and 

currency seized from couriers aboard passenger trains are usually destined for 

other markets, generally those along the eastern seaboard, including Baltimore, 

Philadelphia, and New York City. Drugs are transported into the region directly 

from source and transit countries in Central and South America, the Caribbean 

and Europe via the Port of Jacksonville. 

Members of local, regional, national and international DTOs and criminal groups, 

as well as independent dealers, engage in wholesale, mid and retail level drug 

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distribution in the region. These organizations are comprised of members of 

varying ethnicities and nationalities, including Caucasians, African Americans, 

Hispanics and Asians. Furthermore, many of the senior members of some of these 

organizations, especially those with international ties, are citizens of other 

countries, including Mexico, Jamaica and Vietnam, and continue to collaborate 

with other drug traffickers in these countries. 

DTOs in the region are commonly using wire transfers to facilitate payment for 

drug shipments. Many of these transfers are sent to individuals and organizations 

in source areas of the United States, particularly in southwestern states such as 

Arizona, Texas, and California. Locally based DTOs are also routinely using wire 

transfer services to transfer drug proceeds to collaborating individuals and 

businesses in other states and sometimes other countries in an effort to preserve 

and enhance their illegal financial gains. In addition, DTO members transport 

bulk currency via privately owned and rented vehicles. The currency is often 

concealed in hidden compartments in the vehicles. Most of these vehicles are 

destined for source areas of the United States, particularly the southwestern 

border area, and are likely delivering payment for wholesale level shipments of 

narcotics. 

Firearms have become more common among DTOs and distributors in the north 

Florida region. More specifically, a current trend among organizations is to 

supplement traditionally carried firearms, such as pistols, with military style 

weapons, such as AK-47 assault rifles. 

V.HIDTASTRATEGYSUMMARY

The reader is referred to The NFHIDTA 2005 Strategy for details on NFHIDTA’s 

initiatives. The following summary is presented for your convenience. 

The NFHIDTA approach is to collocate law enforcement personnel in order to 

foster enhanced information and resource sharing. Through collocation, 

interagency cooperation and consolidation of strategic and tactical 

information, the NFHIDTA fosters a comprehensive response to illicit drug activity 

by bringing together all available law enforcement resources in a united front. 

NFHIDTA’s law enforcement initiatives focus on DTOs, MLOs, violent drug 

offenders, open-air drug markets, firearms trafficking and domestic drug 

movement. Newly emerging narco-terrorism trends are also carefully considered. 

NFHIDTA law enforcement initiatives are directed through the respective lead 

agency’s management policies and the challenges identified in the NFHIDTA 

Threat Assessment. Law enforcement initiatives actively pursue the outcomes 

sought by the strictures of HIDTA Goal 1. All NFHIDTA sites enter data into the 

NFHIDTA computer system, thereby facilitating information sharing, deconfliction, 

enhanced officer safety, and an ability to avoid unnecessary duplication of 

effort during investigations where there may be common elements or subjects. 

Enhanced communication, collaboration and information sharing are key law 

enforcement components designed to promote maximum efficiency and 

effectiveness as prescribed by HIDTA Goal 2. Logically, Goal 1 and Goal 2 are 

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2005 NFHIDTA Annual Report 

closely intertwined, with Goal 2 providing the integration support services that 

enhance the ability for all initiatives to meet their goals. 

In an increasingly competitive policy and budget environment, it is critical for the 

NFHIDTA to develop strategies and resource requests that will produce positive 

regional outcomes consistent with the two HIDTA goals. The NFHIDTA funded ten 

initiatives in CY 2005 that focused on the following (A detailed description of 

each initiative can be found in Appendix E.): 

9 5 Investigative DTO focus 

9 1 Interdiction focus 

9 1 Intelligence focus 

9 1 Management and Coordination focus 

9 1 Training focus 

VI.HIDTAPERFORMANCEMEASURES

In 2004, ONDCP mandated all HIDTAs implement a new system of performance 

measures. These measures, known as the HIDTA Performance Management 

Process, or PMP, were embraced by the NFHIDTA and immediately implemented 

as a new system of performance measurement for all initiatives. This new system 

has allowed management and coordination staff to more accurately gauge the 

efficiency and effectiveness of the NFHIDTA and to better and more uniformly 

compare the NFHIDTA to other HIDTAs across the nation. This system is 

comprehensive in nature, and measures a variety of drug enforcement activities, 

including, but not limited to, the percentage and average costs of DTOs and 

MLOs dismantled, the return on investment of drugs and assets seized from the 

marketplace, the operational scope of drug trafficking and money laundering 

organizations, the number and relative production volume of 

methamphetamine labs targeted and dismantled, training efficiency, event and 

case deconfliction, analytical support and case referrals. 

In addition to measuring and assessing the performance and effectiveness of the 

NFHIDTA, management and coordination staff has also utilized the PMP system to 

measure the performance of individual initiatives within the NFHIDTA. By utilizing 

this system, the efficiency and effectiveness of the initiatives can be rated in the 

same manner the individual HIDTAs are measured on a national level. Through 

the application of the performance management system, the overall 

performance of the NFHIDTA can be rated and reviewed on a national level with 

other HIDTAs, and individual initiatives can be reviewed on a regional level by 

coordination staff, initiative commanders, executive board members and senior 

law enforcement executives. This comprehensive process will better illustrate to 

the local, regional, and national law enforcement communities the true 

effectiveness and efficiency of the HIDTA program and the tremendous impact 

the HIDTA program has on drug trafficking. 

A. Performance Measures for Goal 1 

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Table 1 – Percentage of DTO Disrupted or Dismantled, 2005 

Table 1: According to ONDCP, a DTO is defined as an organization consisting of 

five or more persons that (1) has a clearly defined hierarchy or chain of 

command and (2) whose principal activity is to generate income or acquire 

assets through a continuing series of illegal drug production, manufacturing, 

importation or distribution activities. In north Florida, as in other areas of the 

United States, DTOs are characterized as highly organized groups of criminals 

who acquire, transport and distribute millions of dollars in illegal narcotics such as 

heroin, cocaine, marijuana, diverted pharmaceuticals, MDMA, and 

methamphetamine into and through the north Florida region. DTOs often 

threaten the safety of the communities where they operate, and usually are 

associated with increased levels of violence and other illicit activities. According 

to law enforcement officials in the north Florida region, members of several area 

DTOs are well armed and violence-prone. Increasingly, drug traffickers are better 

armed and more violent and preliminary data suggests that the overall level of 

drug related violence is increasing. 

In the beginning of 2005, NFHIDTA task forces had identified and targeted fortyone (41) DTOs in the north Florida area. While continuing to investigate these 

organizations throughout the year, an additional forty-seven (47) DTOs were 

identified and targeted for a total of eighty-eight (88) DTOs identified and 

targeted in 2005. By the end of the year, NFHIDTA task forces had disrupted thirtyfive (35) of the organizations, impeding their normal and effective operation. 

Furthermore, NFHIDTA task forces dismantled twenty-five (25) DTOs, destroying 

each organization’s leadership and supply networks and rendering them 

incapable of further operation. In summary, 68% of the DTOs targeted in the 

NFHIDTA were disrupted or dismantled. 

Table 2 - Percentage of DTOs Disrupted or Dismantled by Scope, 2005 

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2005 NFHIDTA Annual Report 

Table 2: DTOs are often complex, profit oriented criminal enterprises that are not 

required to respect state lines or international borders. As stated previously, law 

enforcement task forces had identified and targeted a total eighty-eight (88) 

DTOs operating in the north Florida area. The extent of drug trafficking and 

related criminal activities of these organizations varied in operational scope, 

ranging from local, multi-state and international. Of the eighty-eight (88) DTOs 

identified in 2005, fourteen (14) were international in scope, thirty-four (34) were 

multi-state and forty (40) limited their operations to within the local north Florida 

area. Task forces disrupted or dismantled eleven (11) of the international 

organizations, or 79% in 2005. They also disrupted or dismantled twenty-four (24), 

or 71%, multi-state DTOs and twenty-five (25), or 62%, local DTOs for a 

cumulative total of sixty (60) organizations, or 68% of all DTOs targeted were 

disrupted or dismantled in 2005. 

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Table 3 - Percentage of Money Laundering Organizations Disrupted or 

Dismantled by Scope, 2005 

Table 3: DTOs typically are engaged in a variety of associated illicit financial and 

money laundering activities that accompany the drug trade. In the NFHIDTA, 

almost all drug investigations include ongoing parallel financial investigations in 

which DTOs are financially immobilized in the course of each investigation. 

Although most drug investigations in the region incorporate associated money 

laundering and asset identification investigations, North Florida HIDTA 

investigative initiatives targeted four (4) MLOs in 2005, including one international 

organization, one multi-state organization, and two local organizations. Of these, 

task forces disrupted one, or 25%, of these organizations, which was international 

in scope. 

Table 4 - Operational Scope of All DTO Cases Initiated, 2005 

TTable 4: While the HIDTA task forces in north Florida are identifying and targeting 

DTOs in accordance with the regional HIDTA drug strategy, they are 

simultaneously supporting other national drug enforcement initiatives. As 

enumerated in Table 4, throughout 2005, NFHIDTA task forces participated in nine 

(9) investigations involving DTOs that were approved and designated by the DoJ 

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Organized Crime Drug Enforcement Task Force (OCDETF). NFHIDTA Task Forces 

also participated in two (2) investigations involving Consolidated Priority 

Organization Targets (CPOTs) and one (1) organization involving a Regional 

Priority Organization Target (RPOT). These organizations are responsible for 

trafficking large volumes of illicit drugs, including marijuana, cocaine, 

methamphetamine and diverted pharmaceuticals. 

Summaries of several notable cases are provided below: 

	 Operation California Rolls was an investigation conducted in north Florida 

that commenced in May 2005 and designated a Regional Priority 

Organization Target (RPOT). Law enforcement officials determined that the 

local primary targets of the investigation, which were comprised of three 

Vietnamese males and ten distributors, were responsible for the distribution of 

MDMA and hydroponic marijuana. The illegal drugs were obtained from a 

source in Canada and were originally shipped across the US border in 

garbage trucks to Michigan where there is a landfill for Toronto, Canada. The 

transportation methods evolved as the drugs were concealed in semi-trucks 

amongst regular cargo and in passenger vehicles. The drugs were then 

transported into Jacksonville, Florida, for distribution approximately every two 

weeks. The organization 

was responsible for importing approximately 300-500 pounds of marijuana 

and multi-thousand dosage units of MDMA. The marijuana was vacuum 

packed in one pound bags imprinted with a red dragon. The MDMA 

packages had either Canadian leaves or a butterfly insignia on them. 

	 A six month OCDETF investigation dubbed Operation Trap Door and initiated 

and led by the NFHIDTA DEA Task Force, Alcohol, Tobacco and Firearms, and 

US Secret Service, resulted in the following: the execution of five federal and 

five state search warrants, the seizure of five rifles and five handguns, eight 

arrests and fifteen undercover drug purchases netting 257.9 grams of crack 

cocaine and 1,234.4 grams of cocaine HCL. In addition, counterfeit currency 

was recovered during the investigation. The drug trafficking organization 

conducted their drug trafficking activities in Jacksonville, Florida, and it was 

estimated that the defendants were responsible for the sale of an estimated 

50 kilograms of cocaine per month within north Florida. Further investigation 

revealed that these individuals were violent, were responsible for at least two 

homicides in the area and were dealing in stolen weapons. 

	 Participating agencies in the FDLE Tri-county Initiative executed a search 

warrant at a residence located in Flagler County that was found to contain a 

functional MDMA lab. This two month, multi-agency investigation resulted in 

the discovery of a sophisticated MDMA lab located in a back bedroom. The 

members of the international MDMA manufacturing and distribution DTO had 

been producing 100% pure MDMA capsules for over six months. The average 

yield of the lab was 2,000 capsules per month. These capsules had a street 

value of $20 - $25 each and were being sold in the central and north Florida 

areas. It is estimated that the DTO made over $250K. The investigation 

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culminated in the arrest of four individuals and the seizure of lab equipment, 

precursor chemicals and 850 capsules. 

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2005 NFHIDTA Annual Report 

 Table 5 - Drugs Removed from the Marketplace, 2005 

Table 5: The eight (8) counties that comprise the NFHIDTA are geographically 

and economically diverse, plagued by a variety of different drug related 

problems. Due to the variety of urban, suburban and rural areas within the 

NFHIDTA, drug trafficking and abuse in the area varies greatly, and the region 

cannot be characterized by a single specific drug problem as in many parts of 

the United States. As enumerated in Table 5, NFHIDTA task forces seized 

$47,653,499 in illicit drugs including 1824.55 kilograms of cocaine, 3.873 kilograms 

of crack cocaine, 1.519 kilograms of heroin, 4274.98 kilograms (9404.956 pounds) 

of marijuana, 5.421 kilograms of methamphetamine, 18,348 dosage units of 

MDMA and 8240.5 dosage units of diverted pharmaceuticals including 

Hydrocodone, OxyContin, and Xanax. Many of the DTOs identified and targeted 

in the NFHIDTA are complex and diverse, and are actively engaged in poly-drug 

activity. 

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Table 6 - Return on Investment (RoI) for Drugs Removed from the Marketplace by 

Law Enforcement Initiatives, 2005 

Note: Table automatically rounds RoI to the nearest dollar. 

Table 6: In an effort to accurately and uniformly gauge the return on the 

financial investment that the national HIDTA program has made in each of the 

individual HIDTAs, a series of RoI tables are utilized that are components of the 

HIDTA PMP model. The NFHIDTA embraced this concept as one of many tools to 

gauge individual initiative performance and to measure the productivity of the 

NFHIDTA as a whole. As illustrated in table 6, NFHIDTA task forces removed 

$47,653,499 in illicit narcotics from the marketplace in 2005, and did so with a 

combined investigative and intelligence support budget of $1,233,802 for six (6) 

law enforcement task forces and one (1) intelligence support component. Upon 

calculating the RoI, it was determined that for every dollar provided by the 

national HIDTA program to the NFHIDTA, task forces removed $39 in drugs off the 

streets of NFHIDTA counties. 

Table 7 - Return on Investment (RoI) for Assets Removed from the Marketplace by 

Law Enforcement Initiatives, 2005 

Note: Table automatically rounds RoI to the nearest dollar. 

Table 7: DTOs, like normal businesses, require money and resources to operate. 

Oftentimes, DTOs and their members possess a significant amount of assets, 

including vehicles, property and currency. In many cases, these assets enhance 

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a criminal organization’s ability to operate, distribute and transport drugs 

throughout the region. In 2005, NFHIDTA task forces seized $5,986,523 in drug 

related assets from the marketplace in north Florida. Upon calculating the RoI, it 

was determined that for every dollar provided by the national HIDTA program to 

the NFHIDTA, task forces removed $5 in drug related assets from DTOs, further 

weakening the organizations’ ability to operate. 

Table 8 - Total Return on Investment (RoI) for Drugs and Assets Removed from the 

Marketplace by Law Enforcement Initiatives, 2005 

Note: Table automatically rounds RoI to the nearest dollar. 

Table 8: As evidenced in tables 6 and 7, NFHIDTA task forces have aggressively 

pursued drug traffickers in the region, removing millions of dollars in drugs from 

the streets and weakening the organizations by seizing their assets and currency. 

Furthermore, they have carried out this endeavor in an efficient and cost 

effective manner, with a drug RoI of $39 and an asset RoI of $5. When reviewing 

the total return on the modest $1,233,802 investment that the national HIDTA 

program has provided to the NFHIDTA task forces, the overall RoI is $43, which is 

highly competitive with other HIDTAs with much larger budgets. While this figure 

does not include the related costs that local, state, and federal agencies invest 

in the program in personnel salaries, equipment and resources, it illustrates the 

high level of commitment the regional law enforcement participants have to the 

program. 

Table 9 - Prosecution Initiative Cost per Investigation, 2005 

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2005 NFHIDTA Annual Report 

Table 9: The NFHIDTA, like several HIDTAs across the country, does not currently 

have a dedicated prosecution initiative. Although an initiative is currently not in 

existence, the NFHIDTA task forces enjoy an excellent relationship with the State 

Attorney’s and United States Attorney’s Offices in north Florida. NFHIDTA task 

forces referred 760 arrests into the state criminal justice system and 210 arrests 

into the federal criminal justice system, for a combined total of 970 arrests 

referred for criminal prosecution in 2005. While it is difficult to measure the total 

impact the prosecution of the arrested drug traffickers will have on the region, it 

can be surmised that many of these offenders will not be operating in north 

Florida communities in the near future. 

Table 10 - Value of Clandestine Methamphetamine Labs Dismantled in 2005, by 

Size 

Table 11 - Clandestine Laboratory Activities, 2005 

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2005 NFHIDTA Annual Report 

Tables 10 & 11: Methamphetamine has quickly become a significant threat in 

the NFHIDTA. According to NFHIDTA threat assessment survey data, it is the third 

largest drug threat identified in the 2005 North Florida HIDTA Annual Drug Threat 

Assessment, only preceded by cocaine and marijuana. Although 

methamphetamine and crystal methamphetamine are trafficked into the 

region, it is also produced, or “cooked” in the region in clandestine labs. While 

the NFHIDTA does not have a dedicated methamphetamine initiative that 

tracks precursor sales, dumpsites or glassware seizures, NFHIDTA task forces have 

seized $166,687 worth of methamphetamine in north Florida in 2005. NFHIDTA 

task forces also dismantled fifteen (15) clandestine labs with a production 

capacity of less than two (2) ounces, three (3) clandestine methamphetamine 

labs with a two to eight (2 – 8) ounce production capacity, and one (1) 

clandestine lab with a 9 - 31 ounce production capacity. Furthermore, as 

recorded in Table 11, one methamphetamine laboratory dumpsite was seized in 

the NFHIDTA region. As illustrated in Table 10, these nineteen (19) labs had a 

combined value of approximately $72,675 in immediate methamphetamine 

production potential, and were undoubtedly capable of continuously 

producing more methamphetamine if not identified and dismantled. In an effort 

to better and more safely address the growing methamphetamine problem in 

the NFHIDTA, many of the region’s law enforcement personnel have completed 

specialized courses in clan lab seizure procedures, and personnel assigned to 

the HIDTA intelligence initiative regularly review clan lab trends in the region via 

the EPIC Clan Lab Seizure System. While the labs dismantled in the region were 

not high production “superlabs” sometimes found in the western United States, 

their mere existence in the region is indicative of a rapidly emerging threat to 

north Florida communities that was only a marginal threat several years ago. 

B. Performance Measures for Goal 2 

Table 12 – NFHIDTA Training Efficiency by Year and Type of Training 

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2005 NFHIDTA Annual Report 

Table 12: Training is an essential component in the overall NFHIDTA mission. 

Courses are provided to improve both the efficiency and effectiveness of 

NFHIDTA operations. The NFHIDTA provided training to 608 students in 2005 for a 

total of 13,460 classroom hours. The training courses were designed to enhance 

their knowledge of analytical methods, improve their computer, investigative 

and interdiction skills and develop their managerial abilities. This training, which 

cost the NFHIDTA an average of $1.79 per classroom hour, was provided free of 

charge to NFHIDTA assigned and participating agency members. These training 

courses would not have been available without NFHIDTA funding and support. 

Table 13 - Percentage of HIDTA Initiatives Using Event and Case Deconfliction 

Services, 2005
 

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2005 NFHIDTA Annual Report 

Table 14 - Percentage of Event and Case Deconflictions Submitted, 2005 

Tables 13 & 14: Law enforcement officers in the NFHIDTA investigate drug 

traffickers and other criminals. As investigations become more complex and 

intricate, it has been discovered that these investigations often overlap as the 

targeted individuals operate within multiple jurisdictions and have ties with other 

criminal groups or DTOs. The NFHIDTA has mandated that task force initiatives 

deconflict their subjects through the NeFISC to prevent duplication of law 

enforcement efforts and promote information sharing. Other agencies not part 

of the NFHIDTA have also discovered the usefulness of subject deconfliction. 

Overall, the NFHIDTA NeFISC was responsible for the deconfliction of 10,114 

subjects in 2005. The NFHIDTA task force initiatives submitted 1,876 subjects for 

deconfliction in 2005. 

As important as subject deconfliction, the deconfliction of events or operations 

performed by law enforcement personnel is critical to officer safety. Law 

enforcement officers conduct numerous events, such as surveillance, serving 

search warrants and undercover drug buys throughout the day in an effort to 

reduce drug trafficking and related crimes. The NFHIDTA has mandated that all 

NFHIDTA operational initiatives submit their events for deconfliction through the 

NFHIDTA NeFISC. The deconfliction of events has prevented untold incidents of 

operational overlap and ultimately contributed to the safety of these law 

enforcement officers. In 2005, the NFHIDTA NeFISC was responsible for the 

deconfliction of 1,047 events that occurred in North Florida, of which 263 of these 

events were submitted by NFHIDTA task forces. 

Table 15 - Percentage of Investigations Provided Analytical Support, 2005 

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2005 NFHIDTA Annual Report 

Table 15: The NFHIDTA is committed to the concept of intelligence driven 

investigations. Access to a variety of analytical resources and tools allows law 

enforcement officials to focus on high level, complex investigations, ultimately 

leading to the effective and efficient dissolution of DTOs. The analytical support 

provided through the NFHIDTA NeFISC has proven invaluable to the NFHIDTA task 

forces. In 2005, the NFHIDTA NeFISC supported 729 cases submitted by the 

NFHIDTA task force initiatives through telephone toll analyses, document 

analyses, post-seizure and post-arrest analyses, link analyses and other technical 

analyses. 

Table 16 - Percentage of NFHIDTA Initiative Investigations Referred to Other 

HIDTAs and Other Agencies, 2005 

Table 16: The NFHIDTA is a law enforcement partnership that promotes 

information sharing and investigative collaboration. As a result, it is not 

uncommon for NFHIDTA investigative task forces to refer investigative information 

and case leads to other investigative initiatives and other law enforcement 

agencies for further action. In 2005, NFHIDTA task forces referred seven (7) cases 

to other HIDTAs and fifty-one (51) cases to other agencies for further investigation 

in their jurisdictions or law enforcement purview. In summary, a total of fifty eight 

(58) cases were referred to other agencies or initiatives for further investigation as 

a cooperative measure promoting law enforcement teamwork. 

22
 
 

 

 

 

 

 

 

 

2005 NFHIDTA Annual Report 

VII.CONCLUSIONS
 

CY 2005 marks the second year that the NFHIDTA has reported initiative 

operational targets and subsequent outcomes using the new PMP model 

outlined in this Annual Report. These statistical representations illustrate how the 

NFHIDTA has successfully addressed the two national HIDTA goals. With support 

from the NFHIDTA NeFISC, law enforcement initiatives in north Florida continue to 

make significant progress in identifying, investigating and dismantling highly 

complex and prolific drug trafficking and money laundering organizations 

operating in the region. As the tables and charts presented throughout this 

report clearly attest, NFHIDTA initiatives have achieved their primary objectives. 

Clear evidence of successful initiative productivity is present throughout the 

report, allowing one to draw the only conceivable conclusion – drug availability 

is being reduced and DTOs are being disrupted or dismantled (Goal 1) efficiently 

and effectively through HIDTA sponsored training and information sharing (Goal 

2) with a seriously reduced overall budget of $1.4M, 56% less than the minimum 

funding level of other HIDTAs. 

Illicit drug availability has been significantly reduced. Some highlights include 

seizing over 18,300 dosage units of MDMA, 3,500 kilograms of marijuana, 1.5 

kilograms of heroin, 1,820 kilograms of cocaine HCL, 3.8 kilograms of crack 

cocaine, approximately 5 kilograms of methamphetamine/methamphetamine 

ice, plus almost 20,000 dosage units of diverted pharmaceuticals and 

miscellaneous other drugs. These seizures equated to just over a $47.6M street 

value, which is a tremendous amount removed from the market. These seizures, 

coupled with drug asset seizures exceeding $5M, have put a major crimp in DTO 

activities. 

As the PMP model clearly illustrates, the NFHIDTA initiatives have produced 

tremendous results with a critically low overall budget. However, such successful 

results absent increased or even minimum funding do not prove the overall 

NFHIDTA’s efficiency or effectiveness alone. It can also be concluded that to 

have achieved such success, the NFHIDTA program must have been not only 

instrumental, but fundamental in fostering, promoting and maintaining cohesion 

between federal, state and local law enforcement agencies. 

Historically, it was uncommon for diverse law enforcement entities to share 

strategic or operational information. Many agencies feared a breach of security 

or confidentiality if they shared their information. Naturally, this precluded 

innumerable opportunities to avoid duplication of effort and ultimately maximum 

efficiency and effectiveness in law enforcement operations. Fortunately, since 

the NFHIDTA has been in existence, there has been a steady positive increase in 

the number of initiatives, number of participating agencies, number of queries or 

data elements shared through the NFHIDTA computer infrastructure, number of 

interactions between law enforcement and intelligence activities, and a 

significant increase in cooperative, efficient and effective interagency effort. This 

successful cooperation spanning across all levels of government, which is 

unprecedented in the region, is also facilitated by way of enhanced technology 

23
 
 

2005 NFHIDTA Annual Report 

offered through the NFHIDTA. This technology provided the necessary 

infrastructure to consolidate available resources and provided a platform for 

intelligence gathering and information sharing. Disparate database files that 

could not be connected in the past now communicate over high-speed 

computer networks to share data and facilitate joint law enforcement and 

intelligence initiatives. Since its inception, the NFHIDTA has successfully given rise 

to a working multi-agency system, where every initiative has a clear set of 

objectives and where the cumulative product can be measured, evaluated and 

fine-tuned as needed. 

In addition to creating and maintaining cooperation and cohesion between 

federal, state and local agencies, the NFHIDTA program has successfully 

integrated the law enforcement efforts of over 25 agencies that supply over 70 

participating full-time members. Furthermore, these participating agencies 

contribute over $9.6M that is not reimbursed by the NFHIDTA, equating to 

approximately $6.86 for every NFHIDTA dollar spent. 

The NeFISC is also expanding its database collection capabilities through the 

addition of LinX and SIPRNET. Both systems will be fully operational by early 2006 

and should dramatically enhance NFHIDTA’s efforts with respect to Goals 1 and 

2. 

Although the NFHIDTA has made considerable progress over the past year, there 

is still a great deal of work left to do. An emergence of methamphetamine 

trafficking organizations in the region, persistent drug-related and violent crimes, 

continuing high levels of cocaine/crack, pharmaceutical and amphetamine 

addictions, the persistent importation of cocaine, methamphetamine, heroin, 

marijuana and MDMA and the enduring popularity of synthetic hallucinogens 

and other drugs with the region’s youth, are all threats that the NFHIDTA must 

continue to address. By bringing together law enforcement professionals and 

developing innovative, effective solutions to the region’s drug threats, the 

NFHIDTA will continue to excel in its efforts to thwart drug-related crimes and 

protect residents from the scourge of illegal drugs. 

24
 
 

 

 

 

 

 

 

 

 

 

 

 

 

2005 NFHIDTA Annual Report 

I. Appendices 

A. Organizational Chart. 

B. Executive Board Showing Local, State and Federal Affiliation. 

C. Agencies Participating in NFHIDTA Initiatives. 

D. NFHIDTA Initiatives 

II. List of Tables and Charts 

Page 

Executive Summary.........................................................................................................................1
 

Introduction ......................................................................................................................................2
 

National HIDTA Goals......................................................................................................................5
 

Summary of Threat Assessment for Budget Year 2005..............................................................5
 

HIDTA Strategy Summary................................................................................................................7
 

Table 1 - Percentage of DTOs/MLOs Disrupted/Dismantled by Year, 2005 ..........................8
 

Table 2 - Percentage of DTOs Disrupted or Dismantled by Scope, 2005 ..............................9
 

Table 3 - Percentage of Money Laundering Organizations Disrupted or Dismantled by
 

Scope, 2005.....................................................................................................................10
 

Table 4 - Operational Scope of All DTO Cases Initiated, 2005 ..............................................10
 

Table 5 - Drugs Removed from the Marketplace, 2005..........................................................12
 

Table 6 - Return on Investment (ROI) for Drugs Removed from the Marketplace by Law 

Enforcement Initiatives, 2005...............................................................................................13
 

Table 7 - Return on Investment (ROI) for Assets Removed from the Marketplace by Law 

Enforcement Initiatives, 2005...............................................................................................13
 

Table 8 - Total Return on Investment (ROI) for Drugs and Assets Removed from the 

Marketplace by Law Enforcement Initiatives, 2005 ........................................................14
 

Table 9 - Prosecution Initiative Cost Per Investigation, 2005 ..................................................14
 

Table 10 - Value of Clandestine Methamphetamine Labs Dismantled, bi Size, 2005.......15
 

Table 11 - Clandestine Laboratory Activities, 2005..................................................................15
 

Table 12 – NFHIDTA Training Efficiency by Year and Type of Training, 2005........................16
 

Table 13 - Percentage of HIDTA Initiatives Using Event and Case Deconfliction Services,
 

2005..........................................................................................................................................17
 

Table 14 - Percentage of Event and Case Deconflictions Submitted, 2005.......................18
 

Table 15 - Percentage of Investigations Provided Analytical Support, 2005 ......................18
 

Table 16 - Percentage of HIDTA Initiative Investigations Referred to Other HIDTAs and 

Other Agencies, 2005 ........................................................................................................ 18 

Conclusions ....................................................................................................................................19
 

Appendices: 

 NFHIDTA Organizational Chart.................................................................................................22 

 NFHIDTA Executive Board .........................................................................................................23
 

Agencies Participating in NFHIDTA Initiatives........................................................................24

 NFHIDTA Initiatives ......................................................................................................................26
 

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2005 NFHIDTA Annual Report 

APPENDIX A: ORGANIZATIONAL CHART 

NORTH FLORIDA HIDTA 

ONDCP 

 Executive Board 

Eight Federal Representatives 

Eight State and Local Representatives 

Finance Committee Intelligence Committee 

Oversight Committee Training Committee 

Management and Coordination Initiative 

Director, AA, Financial Manager, (all HIDTA Funded), 

Northeast Florida Investigative 

Support Center Initiative 

(1 AA/,5 Analysts/1 ITS HIDTA Funded) 

Lead Agency: FDLE 

NFHIDTA Task Force 

Initiative 

Lead Agency: DEA 

Currency/Narcotics Transportation Interdiction 

Initiative 

Lead Agency: JSO 

Unified Drug Enforcement Strike Team Initiative 

Lead Agency: MCSO 

Tri-county Task Force 

Initiative 

Lead Agency: FDLE 

Fugitive Apprehension Strike Team 

Initiative 

Lead Agency: USMS 

Prescription and Designer Drug 

Squad Initiative 

Lead Agency: JSO 

Training Initiative 

Lead Agency: NCIS 

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2005 NFHIDTA Annual Report 

APPENDIX B: COMPOSITION OF NFHIDTA EXECUTIVE BOARD 

Federal Representation 

Drug Enforcement Administration 

Federal Bureau of Investigation (Chair) 

Immigration and Customs Enforcement 

Internal Revenue Service 

Naval Criminal Investigative Service 

US Attorney’s Office 

US Coast Guard 

US Marshals Service 

State Representation 

Florida Department of Law Enforcement 

Florida Highway Patrol 

Florida National Guard 

Statewide Prosecutor’s Office 

Local Representation 

Baker County Sheriff’s Office 

Jacksonville Sheriff’s Office 

Marion County Sheriff’s Office (Vice Chair) 

St. Augustine Beach Police Department 

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2005 NFHIDTA Annual Report 

APPENDIX C: AGENCIES PARTICIPATING IN NFHIDTA INITIATIVES 

Currency/Narcotics Transportation Interdiction Initiative 

Jacksonville Sheriff’s Office (Lead Agency) 

Florida Highway Patrol 

Drug Enforcement Administration 

Immigration and Customs Enforcement 

Fugitive Apprehension Strike Force 

US Marshals Service (Lead Agency) 

Clay County Sheriff’s Office 

Jacksonville Sheriff’s Office 

Florida Department of Law Enforcement 

Bureau of Alcohol, Tobacco, Firearms and Explosives 

Naval Criminal Investigative Service 

NFHIDTA Task Force 

Drug Enforcement Administration (Lead Agency) 

Baker County Sheriff’s Office 

Flagler Beach Police Department 

Jacksonville Beach Police Department 

Jacksonville Sheriff’s Office 

Nassau County Sheriff’s Office 

Florida Department of Law Enforcement 

Florida National Guard 

Internal Revenue Service 

Northeast Florida Investigative Support Center 

Florida Department of Law Enforcement (Lead Agency) 

Clay County Sheriff’s Office 

Jacksonville Sheriff’s Office 

St. Johns County Sheriff’s Office 

Florida National Guard 

Drug Enforcement Administration 

US Coast Guard 

Federal Aviation Administration 

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2005 NFHIDTA Annual Report 

Prescription and Designer Drug Squad 

Jacksonville Sheriff’s Office (Lead Agency) 

Clay County Sheriff’s Office 

Drug Enforcement Administration 

Training (All part-time members) 

Naval Criminal Investigative Service (Lead Agency) 

Florida Highway Patrol 

Florida Department of Law Enforcement 

Drug Enforcement Administration 

Tri-county Task Force 

Florida Department of Law Enforcement (Lead Agency) 

Flagler County Sheriff’s Office 

Palatka Police Department 

Putnam County Sheriff’s Office 

St. Augustine Police Department 

St. Augustine Beach Police Department 

St. Johns County Sheriff’s Office 

Bureau of Alcohol, Tobacco, Firearms and Explosives 

Drug Enforcement Administration 

Unified Drug Enforcement Strike Team 

Marion County Sheriff’s Office (Lead Agency) 

Ocala Police Department 

Florida Department of Law Enforcement 

Drug Enforcement Administration 

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2005 NFHIDTA Annual Report 

APPENDIX D: DESCRIPTIONS OF HIDTA INITIATIVES 

Currency/Narcotics Transportation Interdiction Initiative 

To interdict and disrupt the transshipment of currency and narcotics throughout the 

Jacksonville area by targeting public transportation facilities and routes. 

Fugitive Apprehension Strike Force 

Focus on the arrest of felony fugitives (narcotics and violent fugitives) at the state, 

national and international level. Fugitives with prior narcotics convictions who violate 

the conditions of their release program and are wanted again will be targeted. 

NFHIDTA Task Force 

Reduce violent crime by disrupting major drug traffickers and dismantling drug 

smuggling and distribution organizations operating in northeast Florida. Emphasis will be 

placed on regional, national and international drug trafficking organizations responsible 

for the smuggling, transportation and distribution of cocaine, heroin, marijuana, meth 

and MDMA into and throughout the area. 

Northeast Florida Investigative Support Center 

Support northeast Florida law enforcement efforts to dismantle high-level drug 

trafficking and related money laundering and violent crime organizations working in 

and throughout the area by collecting, analyzing and disseminating information on the 

scope and dynamics of criminal activity. NeFISC will also provide deconfliction services, 

case support, and intelligence and training facilities. 

Prescription and Designer Drug Squad 

Implement the NFHIDTA strategy through reduction of black market prescription drug 

trafficking and the trafficking of designer drugs. The primary focus will be to identify 

and dismantle the area’s prescription and designer drug traffickers and to significantly 

reduce the availability of these drugs in the region. 

Tri-county Task Force 

To target mid and upper level narcotics violators within the tri-county area of St. Johns, 

Putnam and Flagler Counties in order to reduce overall distribution of narcotics. 

Emphasis is to be placed on identifying and targeting organizations that import powder 

cocaine, crack cocaine, meth, heroin, designer drugs and Tex-Mex marijuana. 

Unified Drug Enforcement Strike Team 

Implement NFHIDTA strategy to pursue, disrupt and dismantle DTOs by identifying 

arresting and prosecuting individuals or networks responsible for the importation and 

distribution of drugs in Marion County. UDEST will conduct multi-jurisdictional 

investigations in which the primary focus is to achieve a significant reduction in both 

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2005 NFHIDTA Annual Report 

violent crime and the overall distribution of drugs through the implementation of a 

cooperative strategy with other HIDTA initiatives. 

31