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HomeMy WebLinkAboutBack-Up DocumentsBACK-UP DOCUMENT(S) Budget Summary Budget Summary Note: Any errors detected on this page should be fixed on the corresponding Budget Detail tab. Year 1 Year 2 (if needed) Year 3 (if needed) Year 4 (if needed) Year 5 (if needed) Budget Category LLoa oa, m v Cr c v z v a v 6 v Cr p z v a C, a,a, K v O z v Cr v v-Fov O� z -a a -0 v a, � av pp K z o° A. Personnel $4,680 $0 $4,680 $0 $0 $0 $0 $0 $0 $0 $9,360 B. Fringe Benefits $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 C.Travel $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 D. Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 E. Supplies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 F.Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 G. Subawards (Subgrants) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 H. Procurement Contracts $120,000 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $240,000 I. Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Direct Costs $124,680 $0 $124,680 $0 $0 $0 $0 $0 $0 $0 $249,360 J. Indirect Costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Project Costs $124,680 $0 $124,680 $0 $0 $0 $0 $0 $0 $0 $249,360 Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia, and training activities? - Y/N No EDWARD BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT (JAG) PROGRAM FY 2020 LOCAL SOLICITATION Proposal Narrative a. Description of the Issue: The City of Miam Police Department (MPD) is committed to providing greater transparency to the residents of Miami, thereby increasing trust between law enforcement and the public. Serving the second-largest city in the State of Florida, MPD is responsible for the safety of 467,963 persons living within Miami's 36-square miles. In 2020, the City of Miami experienced 15,805 Type I Crimes such as 67 homicides, 162 forcible offenses and 1880 aggravated assaults; and MPD serviced 436,564 CAD generated calls. On March 10, 2016, the Miami Police Department entered a Settlement Agreement with the Department of Justice following an investigation into the use of deadly force by Miami Police Officers. One of the requirements of the agreement was the creation of a board of civilian residents to "address policing concerns and promote greater transparency and public understanding of the MPD." (Settlement Agreement, Section VII, ¶ 59-65.) In its initial report, the resulting Community Advisory Board expressed challenges in having its public records requests to the Police Department filled in a timely manner. The City of Miami Police Department receives hundreds of public records requests each year from community members seeking police data. While MPD has full-time employees assigned to addressing public information requests, per Florida statute, any municipal employee that is asked for a public record must grant that information. Whether it is someone in Records who is asked for information or an officer on the street, that demand becomes a formal request by law. Most of these requests must be filled manually by employees assigned to the various elements of the organization which house the requested data. Crime statistics, 911 response data, and use of force 1 information, for example, are all maintained in different systems which are administered by different organizational elements. Collecting this information generates a significant cost in labor hours to the agency, as well as additional costs which are billed to the requestor. Members of the public often must travel to Miami Police Headquarters to review records, which is not only inconvenient but presents a public health risk considering the COVID-19 pandemic. There is currently no easy to use, publicly accessible data portal for community members to access data to which they are entitled under the Florida Public Records law (FSS 119). The City of Miaini does, however, have an existing license for Environmental Systems Research Institute's (ESRI) ArcGIS Hub that can be leveraged as a resource for the project. ArcGIS is an enterprise solution for hosting open data that allows for easy collecting, crowdsourcing, storing, accessing, and sharing of data efficiently and securely. The ArcGIS Hub has the features needed to make the most frequently requested police data available at the click of a button to the public. Unfortunately, the City of Miami's Information Technology Department does not have sufficient specialists in GIS systems configuration to make use of the available features in ArcGIS Hub. As a result, the City's ArcGIS Hub has been underutilized. Therefore, MPD proposes to use $249, 367 in JAG funds to support the implementation of the Miami Open Data Portal Initiative in accordance with the guidelines of the stated purpose area: Planning, Evaluation, and Technology Improvement Programs. The goal of the initiative is to create a user-friendly interface on MPD's web site for public information requests. This interface will make public information far more accessible to the public, decrease turnaround for information requests, increase agency transparency and ultimately build greater trust between the community and the City of Miami Police Department. Program funding would go toward the service hours for ESRI to fully configure an open data portal to accurately represent police data, 2 using the ArcGIS Hub. Since we are already leveraging an existing open data portal, funding will not need to go towards maintenance, which is often the biggest expenditure when it comes to integrating new technologies. All the building blocks of sustainability are already in place since this portal is in the line -item budget for the City of Miami. The current Motorola Computer -aided Dispatch (CAD) and Records Management System (RMS) upgrades for NIBRS compliance have not yet been deployed. MPD will set aside 3% of JAG funding for overtime to allow MPD's Information Technology personnel to reconfigure the interfaces to ingest the NIBRS compliant data once the upgrade is complete. The Mianni Open Data Portal Initiative also aligns with the BJA priority area: Technologies to Support Transparency and Information Sharing between Law Enforcement and Communities, which seeks to enhance agency transparency with the capability of facilitating information sharing with the public, promoting an agency's work, and developing data -driven programs that improve public safety and build trust. MPD anticipates the project will be completed within the following Timeline of activities: October 2021- January 2022- JAG award acceptance and contract execution. February 2022- April 2022- Phase I: Data Discovery April 2022- June 2022- Phase II: Interface Deployment June 2022- July 2022- Phase III: Testing and Configuration August 2022- Phase IV: Deployment September 2022- NIBRS configurations completed. September 2022-October 2023- Phase V: Utilization Assessment 3 b. Project Design and Implementation The Miami Police Department's data has benefitted greatly from a series of grants from the DOJ's Bureau of Justice Assistance to improve MPD's Real Time Crime Center, enhance the Crime Analysis Detail, and implement a Crime Gun Intelligence Center. These initiatives have improved the amount of data collected on gun crimes, as well as enriched the quality of the collected data. JAG funding for the Miami Open Data Portal Initiative will give MPD an opportunity to showcase some of the insights gleaned by those projects supported by federal funds. For example, via the Smart Policing Initiative (SPI) grant, we had a data scientists normalize our data sets which allows us to accurately represent shooting data for the public. In cases where there is not a ShotSpotter alert or cases where a used firearm was inconsistently documented, the data scientists were able to clean the data set to give more accurate accounts of shooting incidents. There are similar data quality improvements that were made for vehicle make and model —helping MPD across the board with investigations. The work of all MPD Units is governed by Standard Operating Procedures (SOPs), which are developed by the Unit Commander and reviewed by the Assistant Chief of Police supervising that Unit's Division. The SOP is sent for final approval to the Professional Compliance Section (PCS), which reports directly to the Chief of Police. PCS ensures compliance with national accreditation standards per the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA). Unit SOPs are reviewed quarterly to allow for continual modifications and improvements of policies and procedures, if necessary. Procedures for evidence gathering in the SOP are in compliance with the standards set forth by the National Institute of Justice (NIJ) and the Federal Bureau of Investigations (FBI). An amended SOP, to be approved by CALEA, will be developed 4 to include any new procedures that are created as a result of the Miami Open Data Portal Initiative. The Special Projects Management Unit (SPMU) will spearhead the implementation of the project. SPMU receives its directives from the Office of the Chief and executes projects that support the agency's strategic plan. The mission of the unit is to ensure projects with strategic value to the agency which have defined implementation dates and budgetary impact, are completed on time, within budget, and within the intended scope. SPMU will work with MPD's Information Technology Support Section (ITSS) and ESRI. MPD will also leverage its existing partnership with University of Chicago's Crime Lab Team. The U of C Crime Lab is renowned for collaborating on data initiatives across the U.S. with policymakers, practitioners, and law enforcement agencies to test the most promising ways to reduce crime at scale. Presently, they are working with MPD on a specific set of technology projects, such as the Open Data Project and the Crime Data Analysis and Visualization Project. The U of C Crime Lab will embed data specialists in this project to improve the quality of the data the agency collects. The improved datasets will enhance the reliability and accuracy of the information in the portal. Concurrently with the work MPD will be doing with ESRI for the open data portal, ITS will use overtime hours to reconfigure the interfaces of MPD's information systems for NIBRS compliance purposes. The Project Implementation Plan will occur in five phases: Phase I: Data Discovery ESRI's support team will work with MPD's IT Department to identify the systems, datasets, and formats that will be integrated into the ArcGIS Hub. While the primary systems of record that will be utilized have already been identified, making the data sets housed within those systems intelligible may require data from other applications. Once all of the needed datasets have been 69 identified, the key tables within those datasets will be located and views will be created to facilitate exporting the relevant data. As we explore the use cases, the team will potentially identify disparate data sets that need to be connected but are outside of those systems. Officer demographic information, for example, is not housed in the CAD, RMS, or Use of Force systems. To capture officer information, views of the Personnel Management System's database will have to be developed and integrated into the portal. The Special Projects Management Unit and ITSS will walk ESRI through what MPD wants to accomplish with the data sets, inform them where the data is housed, and then ESRI can determine how they will connect to that information in the interface period. Phase II: Interface Development ESRI's support team will develop the interfaces between the data sources and the ArcGIS Hub. ESRI needs to determine what kinds of data connections are necessary to bring the data into the cloud without creating a pathway for cyber intrusion attempts. The datasets identified in the data discovery phase will be evaluated to identify the best integration mechanism into the ESRI cloud environment. The ESRI team will develop programmatic mechanisms for regularly exporting the data from MPD's systems to an intermediary cloud space and importing it into the ArcGIS Hub environment. The intermediary space is necessary to reduce risk against distributed denial of service (DDoS) attacks or other cyberattacks by not providing direct access to live systems of record. A DDoS attack is a malicious attack that has the capability of making an online service unavailable to users, usually by interrupting or suspending the services of the host server. Phase III: Testing and Configuration ESRI's support team will develop and configure maps, tables, and dashboards based on feedback from the MPD team and community feedback. MPD will host bi-weekly virtual meetings with stakeholders during the testing and configuration phase of the project to collect their feedback on how to optimize the datasets for public consumption. Concurrently, once a connection to the data is established, we will populate ESRI's transparency suite with the data. How that data is represented will be determined through a series of stakeholder meetings. These will be coordinated by the Special Projects Management Unit and will include community stakeholders such as Code For South Florida (a nonprofit dedicated to supporting civic innovation for public interest technology). In August of 2020, Code for South Florida developed an application to search the Civilian Investigative Panel's collection of use -of -force incidents and complaints against Miami police officers. Code for South Florida and other interested local technologists would be invited to assist in the configuration of the ESRI ArcGIS Hub to maximize its potential to members of the public. Internal stakeholders such as the Crime Analysis Detail, Miami Police Records Unit and IT will also assist with the configuration. The goal of this community engagement piece is to develop a good user -experience for the public and to make sure this platform is effective. Phase IV: Deployment During this phase, the final product site will be deployed to the public via the MPD website. The Public Information Office will issue a press release and utilize the Social Media Unit to spotlight the new resource. MPD's social network has 100,000's of followers across Facebook, YouTube, Twitter and Instagram platforms for maximum engagement with the public. The Special Projects Management Unit will work with the Public Information Office to introduce the public information request portal at the neighborhood level at various community meetings. ESRI will develop an instruction video to walk the public through using the portal. The video will be distributed by the Social Media Unit. For the website, ESRI will also create an easy -to -understand, step-by-step user guide. 7 Phase V: Utilization Assessment The MPD team (SPMU and ITSS) will collect site usage statistics on the fully deployed ArcGIS Hub and publish them in a final project report. This is to assess if people are actually using this resource. The usage statistics will allow us to collect metrics to see how often each application in the suite is utilized. ESRI will give us the usage metrics dashboard and the Special Projects Management Unit will produce the final report. The final report will document the usage of the portal and will be published to MPD's website so the public can see how often the applications have been used. The usage statistics will inform MPD if it is being successful in its transparency efforts. c. Capabilities and Competencies The successful implementation of the Miami Open Data Portal Initiative would give all our local and federal partners access to all our crime data via a manual search or the Application Programming Interface (API). The API is a software intermediary that allows two applications to talk to each other. All of the partnerships listed below, and all our taskforce partners will benefit from this project, including the State Attorney's Office and the U.S. Attorney's Office. Because this is open data and makes a public API available, these agencies can freely pull information from our portal and collate the data in a useful way for their own purposes. ➢ United States Secret Service (USSS): The Miami Police Department participates on the USSS Miami Electronic Crimes Task Force (MECTF), which provides digital forensic service to state and local partners through its state- of-the-art Digital Forensics Lab. Miami Police Officers detached to the MECTF utilize the lab to address the growing body of digital evidence collected during investigations. MECTF gives special priority to processing digital evidence of violent crimes, such as homicides and shootings. The USSS is also the lead federal agency for the 2020 Super Bowl, which is classified as a National Special Security Event. While the game itself will be played in the City of Miami Gardens, many of the satellite events will be hosted within the City of Miami. The Miami Police Department is therefore coordinating with its federal, state, and local partners to ensure that the Super Bowl and all of its ancillary events conclude safely and successfully. 0 ➢ The Joint Terrorism Taskforce (JTTF): The JTTF is a nationwide system for rapidly communicating and responding to terrorism events. A clearinghouse for domestic and international terrorism threats in which City of Miami Police Department has a detective assigned to an FBI taskforce. ➢ Office of the State Attorney for the Eleventh Judicial Circuit of Florida (SAO) & Florida Department of Law Enforcement (FDLE): MPD has a Memorandum of Understanding (MOU) with the SAO and FDLE for the predicate events that will initiate investigative and forensic involvement, assistance or coordination by FDLE, such as the shooting of a person by a MPD law enforcement officer acting in the line of duty. ➢ Bureau of Alcohol, Tobacco. Firearms and Explosives (ATF): An MOU establishes a joint cooperative effort between MPD and the ATF for the ATF's Firearms, Interdiction, Reduction and Enforcement Strike Force, referred to as FIRE. Another MOU establishes that joint operation/task force: ATF Task Force, whereas MPD shall assign officers to assist ATF in investigations of Federal, state and local laws on a dedicated basis. Additionally, MPD and ATF have an MOU that establishes their partnership for the integration of the National Integrated Ballistics Information Network (NIBIN) system, with ATF identified as the NIBIN partner. The partnerships include collective efforts, including operation and administration for the collection, timely analysis and dissemination of crime gun data to enhance the efforts of law enforcement to integrate sources to reduce firearms violence, identify shooters and refer them for prosecution. ➢ Miami -Dade County and City of Miami: A Mutual Aid Agreement for the North -End Street Violence Task Force through Operation Blue & Brown, which was established between the government of Miami -Dade County and the City of Miami to ensure public safety of their citizens by providing adequate levels of police services. ➢ Florida Department of Law Enforcement (FDLE): MPD and FDLE have a Factual Analysis Criminal Threat Solution Agency Agreement governing the involvement and responsibilities for the use of dissemination of information transmitted to or retrieved from the system. MPD and FDLE also have a Voluntary Mutual Aid Agreement that establishes a South Florida Child Abduction Response Team. MPD also works with FDLE as part of a multi -agency Electronic Surveillance Support Team. d. Plan for Collecting the Data required for this Solicitation's Performance Measures The City of Miami Police Department will manage and track the acquisition and implementation of all technology projects within the purpose area of "Planning, Evaluation and Technology programs." Performance measurement data will be stated in quarterly accountability metrics reports which will be submitted through the Bureau of Justice Assistance Performance Measurement Tool (PMT). The Special Projects Management Unit will track the completion of each project phase. MPD will provide a guide to the public at the completion of the project which will specify how to utilize the browser -based resources manually and how to developers can connect to the hosted datasets through the API. MPD will collect statistics on how often the hosted resources are accessed and present them in a published report. 10 4 U.S. DEPARTMENT OF JUSTICE Approved: OMB No. 1121-0329 'w OFFICE OF JUSTICE PROGRAMS Expires 11/30/2020 Background Recipients' financial management systems and internal controls must meet certain requirements, including those set out in the "Part 200 Uniform Requirements" (2.C.F.R. Part 2800). Including at a minimum, the financial management system of each OJP award recipient must provide for the following: (1)Identification, in its accounts, of all Federal awards received and expended and the Federal programs under which they were received. Federal program and Federal award identification must include, as applicable, the CFDA title and number, Federal award identification number and year, and the name of the Federal agency. (2)Accurate, current, and complete disclosure of the financial results of each Federal award or program. (3) Records that identify adequately the source and application of funds for Federally -funded activities. These records must contain information pertaining to Federal awards, authorizations, obligations, unobligated balances, assets, expenditures, income, and interest, and be supported by source documentation. (4) Effective control over, and accountability for, all funds, property, and other assets. The recipient must adequately safeguard all assets and assure that they are used solely for authorized purposes. (5) Comparison of expenditures with budget amounts for each Federal award. (6)Written procedures to document the receipt and disbursement of Federal funds including procedures to minimize the time elapsing between the transfer of funds from the United States Treasury and the disbursement by the OJP recipient. (7)Written procedures for determining the allowability of costs in accordance with both the terms and conditions of the Federal award and the cost principles to apply to the Federal award. (8) Other important requirements related to retention requirements for records, use of open and machine readable formats in records, and certain Federal rights of access to award -related records and recipient personnel. 1. Name of Organization and Address: _ Organization Name: W� Street1: Street2: City: State: Zip Code: x �N 2. Authorized Representative's Name and Title: Prefix: MS, First Name: Lillian Middle Name: Last Name Blondet Suffix: Title:; Director, Office of Grants Administration 3. Phone: (305) 416-1536VMW 4. Fax: 5. Email: Iblondet@miamigov.co 6. Year Established: 7. Employer Identification Number (EIN): 8. DUNS Number: :.. — —. 9. a) Is the applicant entity a nonprofit organization (including a nonprofit institution of higher education) as described in 26 U.S.C. 501(c)(3) and exempt from taxation under 26 U.S.C. 501(a)? DYes M No If "No" skip to Question 10. If "Yes", complete Questions 9. b) and 9. c). Page 1 of 4 U.S. DEPARTMENT OF JUSTICE Approved: OMB No. 1121-0329 OFFICE OF JUSTICE PROGRAMS Expires 11/30/2020 AUDIT INFORMATION 9. b) Does the applicant nonprofit organization maintain offshore accounts for ❑Yes � No the purpose of avoiding paying the tax described in 26 U.S.C. 511(a)? 9. c) With respect to the most recent year in which the applicant nonprofit ❑Yes ❑ No organization was required to file a tax return, does the applicant nonprofit organization believe (or assert) that it satisfies the requirements of 26 C.F.R. 53.4958-6 (which relate to the reasonableness of compensation of certain individuals)? If "Yes", refer to "Additional Attachments" under "What An Application Should Include" in the OJP solicitation (or application guidance) under which the applicant is submitting its application. If the solicitation/guidance describes the "Disclosure of Process related to Executive Compensation," the applicant nonprofit organization must provide — as an attachment to its application -- a disclosure that satisfies the minimum requirements as described by OJP. For purposes of this questionnaire, an "audit" is conducted by an independent, external auditor using generally accepted auditing standards (GARS) or Generally Governmental Auditing Standards (GAGAS), and results in an audit report with an opinion. 10. Has the applicant entity undergone any of the following types of audit(s)(Please check all that apply): "Single Audit" under OMB A-133 or Subpart F of 2 C.F.R. Part 200 rl Financial Statement Audit Defense Contract Agency Audit (DCAA) ❑ Other Audit & Agencv (list tvpe of audit): Comprehensive Annual Financial Report (CAFR) Fiscal Year Sept 30, 2020 ❑ None (if none, skip to question 13) 11. Most Recent Audit Report Issued: ❑ Within the last ❑ Within the last ❑ Over 2 years ago ❑ N/A 12 months 2 years Name of Audit Agency/Firm: WNW-11,..` AUDITOR'S OPINION 12. On the most recent audit, what was the auditor's opinion? 0 Unqualified Opinion []Qualified Opinion ❑ Disclaimer, Going Concern ❑ N/A: No audits as or Adverse 0 inions described above Enter the number of findings (if none, enter Enter the dollar amount of questioned costs (if none, enter "$0") ',.M r, r r Were material weaknesses noted in the report or opinion? ❑Yes No 13. Which of the following best describes the applicant entity's accounting system: Manual E] Automated []Combination of manual and automated 14. Does the applicant entity's accounting system have the capability to 0 Yes ❑ No ❑ Not Sure identify the receipt and expenditure of award funds separately for each Federal award? _ 15. Does the applicant entity's accounting system have the capability to ❑ Yes ❑ No ❑ Not Sure record expenditures for each Federal award by the budget cost categories shown in the approved budget? 16. Does the applicant entity's accounting system have the capability to Q Yes ❑ No ❑ Not Sure record cost sharing ("match") separately for each Federal award, and maintain documentation to support recorded match or cost share? Page 2 of 4 U.S. DEPARTMENT OF JUSTICE Approved: OMB No. 1121-0329 OFFICE OF JUSTICE PROGRAMS Expires 111/30/2020 17. Does the applicant entity's accounting system have the capability to Yes rl No 0 Not Sure accurately track employees actual time spent performing work for each federal award, and to accurately allocate charges for employee salaries and wages for each federal award, and maintain records to support the actual time spent and specific allocation of charges associated with each applicant employee? 18. Does the applicant entity's accounting system include budgetary controls �ot Yes No Not Sure to preclude the applicant entity from incurring obligations or costs that exceed the amount of funds available under a federal award (the total amount of the award, as well as the amount available in each budget cost category)? 19. Is applicant entity familiar with the "cost principles" that apply to recent Yes Q No Not Sure and future federal awards, including the general and specific principles set out in 2 C.F.R Part 200? PROPERTY STANDARDS AND PROCUREMENT STANDARDS 20. Does the applicant entity's property management system(s) maintain the 0 Yes rl No Not Sure following information on property purchased with federal award funds (1) a description of the property; (2) an identification number; (3) the source of funding for the property, including the award number; (4) who holds title; (5) acquisition date; (6) acquisition cost; (7) federal share of the acquisition cost; (8) location and condition of the property; (9) ultimate disposition information? 21. Does the applicant entity maintain written policies and procedures for Yes 0 No Q Not Sure procurement transactions that -- (1) are designed to avoid unnecessary or duplicative purchases; (2) provide for analysis of lease versus purchase alternatives; (3) set out a process for soliciting goods and services, and (4) include standards of conduct that address conflicts of interest? 22. a) Are the applicant entity's procurement policies and procedures Yes No rl Not Sure designed to ensure that procurements are conducted in a manner that provides full and open competition to the extent practicable, and to avoid I I practices that restrict competition? j 22. b) Do the applicant entity's procurement policies and procedures require j Yes No Not Sure documentation of the history of a procurement, including the rationale for the method of procurement, selection of contract type, selection or rejection of contractors, and basis for the contract price? 23. Does the applicant entity have written policies and procedures designed Yes 0 No 0 Not Sure to prevent the applicant entity from entering into a procurement contract under a federal award with any entity or individual that is suspended or debarred from such contracts, including provisions for checking the "Excluded Parties List" system (www.sam.gov) for suspended or debarred sub -grantees and contractors, prior to award? TRAVEL POLICY 24. Does the applicant entity: (a) maintain a standard travel policy? R Yes rl No (b) adhere to the Federal Travel Regulation (FTR)? 0 Yes nNo SUBRECIPIENT MANAGEMENT AND MONITORING i 25. Does the applicant entity have written policies, procedures, and/or Yes No rl Not Sure guidance designed to ensure that any subawards made by the applicant entity under a federal award -- (1) clearly document applicable federal rl N/A - Applicant does not make requirements, (2) are appropriately monitored by the applicant, and (3) comply with the requirements in 2 CFR Part 200 (see 2 CFR 200.331)? subawards under any OJP awards i Page 3 of 4 U.S. DEPARTMENT OF JUSTICE Approved: OMB No. 1121-0329 OFFICE OF JUSTICE PROGRAMS Expires 11/30/2020 26. Is the applicant entity aware of the differences between subawards under Yes ❑ No ❑ Not Sure federal awards and procurement contracts under federal awards, including the different roles and responsibilities associated with each? ❑ N/A - Applicant does not make subawards under any OJP awards 27. Does the applicant entity have written policies and procedures designed 0 Yes [] No Q Not Sure to prevent the applicant entity from making a subaward under a federal award to any entity or individual is suspended or debarred from such N/A - Applicant does not make subawards? subawards under any OJP awards DESIGNATION AS 'HIGH -RISK' BY OTHER FEDERAL AGENCIES 28. Is the applicant entity designated "high risk" by a federal grant -making 17 Yes � No 0 Not Sure agency outside of DOJ? (High risk includes any status under which a federal awarding agency provides additional oversight due to the applicant's past performance, or other programmatic or financial concerns with the applicant.) If "Yes", provide the following: (a) Name(s) of the federal awarding agency: (b) Date(s) the agency notified the applicant entity of the "high risk" designation: FOE WW 7, DID _T (c) Contact information for the "high risk" point of contact at the federal agency: Name: Phone: Email: (d) Reason for "high risk" status, as set out by the federal agency: CERTIFICATION ON BEHALF OF THE APPLICANT ENTITY (Must be made by the chief executive, executive director, chief financial officer, designated authorized representative ("AOR"), or other official with the requisite knowledge and authority) On behalf of the applicant entity, I certify to the U.S. Department of Justice that the information provided above is complete and correct to the best of my knowledge. I have the requisite authority and information to make this certification on behalf of the applicant entity. ; Date: Name:22 Title: ❑ Executive Director ❑ Chief Financial Officer ❑ Chairman Q Other: Phone. _ ,. Page 4 of 4 EDWARD BYRNE MEMORIAL JUSTICE ASSISTANCE GRANT (JAG) PROGRAM FY 2020 LOCAL SOLICITATION Proposal Abstract The City of Miami Police Department receives hundreds of public records requests each year from community members seeking police data. Crime statistics, 911 response data, and use of force information, for example, are all maintained in different systems which are administered by different organizational elements. Collecting this information generates a significant cost in labor hours to the agency, as well as additional costs which are billed to the requestor. Members of the public often must travel to Miami Police Headquarters to review records, which is not only inconvenient but presents a public health risk considering the COVID-19 pandemic. There is currently no easy to use, publicly accessible data portal for community members to access data to which they are entitled under the Florida Public Records law (FSS 119). The City of Miami does, however, have an existing license for Environmental Systems Research Institute's (ESRI) ArcGIS Hub that can be leveraged as a resource for the project. Unfortunately, the City of Miami's Information Technology Department does not have sufficient specialists in GIS systems configuration to make use of the available features in ArcGIS Hub. As a result, the City's ArcGIS Hub has been underutilized. Therefore, MPD proposes to use $249, 367 in JAG funds to support the implementation of the Miami Open Data Portal Initiative in accordance with the guidelines of the stated purpose area: Planning, Evaluation, and Technology Improvement Programs. The goal of the initiative is to create a user-friendly interface on MPD's web site for public information requests. This interface will make public information far more accessible to the public, decrease turnaround for information requests, increase agency transparency and ultimately build greater trust between the community and the City of Miami Police Department. Program funding would go toward the service hours for ESRI to fully configure an open data portal to accurately represent police data, using the ArcGIS Hub. All the building blocks of sustainability are already in place since this portal is in the line -item budget for the City of Miami. The current Motorola Computer -aided Dispatch (CAD) and Records Management System (RMS) upgrades for NIBRS compliance have not yet been deployed. MPD will set aside 3% of JAG funding for overtime to allow MPD's Information Technology personnel to reconfigure the interfaces to ingest the NIBRS compliant data once the upgrade is complete. City of Miami Budget Narrative Miami Open Data Portal Initiative Year 1 A. Personnel: NIBRS Compliance Overtime: $4,680 The Miami Police Department's current CAD and RMS system, Motorola Premier One, will not have its FIBRS upgrades completed by the time the open data portal is deployed. MPD will utilize overtime funds to reconfigure the interfaces to ingest the NIBRS compliant data from the upgraded systems post - deployment once the Premier One upgrades are completed. H. Procurement Contracts: ESRI Service Hours: 2 x $60,000 service hour packs ($120,000 total) MPD will add four service hour bundles to the City of Miami's current ESRI contract for the 2-year project period. This will give MPD access to approximately 1,200 service hours for ESRI personnel to perform data discovery, interface development, configuration, and deployment of the portal. In Year 1, this will equate to 2 service hour bundles (600 service hours) for the project. ESRI will work with us virtually, so there is no on -site travel cost. Year 2 H. Procurement Contracts: ESRI Service Hours: 2 x $60,000 service hour packs ($120,000 total) MPD will add four service hour bundles to the City of Miami's current ESRI contract for the 2-year project period. This will give MPD access to approximately 1,200 service hours for ESRI personnel to perform data discovery, interface development, configuration, and deployment of the portal. In Year 2, this will equate to 2 service hour bundles (600 service hours) for the project. ESRI will work with us virtually, so there is no on -site travel cost. A. Personnel: NIBRS Compliance Overtime: $4,680 The Miami Police Department's current CAD and RMS system, Motorola Premier One, will not have its FIRS upgrades completed by the time the open data portal is deployed. MPD will utilize overtime funds to reconfigure the interfaces to ingest the NIBRS compliant data from the upgraded systems post - deployment once the Premier One upgrades are completed. Total Project Cost: $249,360