HomeMy WebLinkAboutO-11683J-98-597
6/1/98
ORDINANCE NO. 16 8 3
AN ORDINANCE ESTABLISHING_ A NEW SPECIAL
REVENUE FUND ENTITLED. "COMMUNITY POLICING
DEMONSTRATION CENTER" AND APPROPRIATING FUNDS
FOR THE OPERATION OF SAME IN THE AMOUNT OF
$1,000,000.00, CONSISTING OF A GRANT FROM THE
U.S. DEPARTMENT OF JUSTICE; AUTHORIZING THE
CITY MANAGER TO ACCEPT SAID GRANT FROM THE
U.S. DEPARTMENT OF JUSTICE AND TO EXECUTE THE
NECESSARY DOCUMENTS, IN A FORM ACCEPTABLE TO
THE CITY ATTORNEY, TO IMPLEMENT ACCEPTANCE OF
SAID GRANT; CONTAINING A REPEALER PROVISION
AND A SEVERABILITY CLAUSE.
WHEREAS, the Department of Police has been awarded funds
under the U.S. Department of Justice's COPS Advanced Community
Policing ("ACP") Program; and
WHEREAS, said funds will be used to develop a Community
Policing Demonstration Center; and
WHEREAS, the U.S. Department of Justice has approved an
award, in the amount of $1,000,000.00, which will be used towards
salaries for personnel, travel, training, and the equipment
necessary in the development of said center; and
WHEREAS, all purchases must comply will established
a
i
procurement procedures;
NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY
OF MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the
Preamble to this Ordinance are hereby adopted by reference
thereto and incorporated herein as if fully set forth in this
Section.
Section 2. The following new Special Revenue Fund is
hereby established and resources are hereby appropriated as
described herein:
FUND TITLE: COMMUNITY POLICING DEMONSTRATION CENTER
RESOURCES: U.S. Department of Justice $1,000,000
APPROPRIATIONS: Community Policing Demonstration $1,000,000
Center
Section 3. The City Manager is hereby authorized-3-1 to
accept the a grant from the U.S. Department of Justice and
execute the necessary documents, in a form acceptable to the City
l� The herein authorization is further subject to compliance
with all requirements that may be imposed by the City
Attorney, including but not limited to those prescribed by
applicable City Charter and Code provisions.
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Attorney, to implement acceptance of said grant.
Section 4. All ordinances or parts of ordinances insofar
as they are inconsistent or in conflict with the provisions of
this Ordinance are hereby repealed.
Section 5. If any section, part of section, paragraph,
clause, phrase or word of this Ordinance is declared invalid, the
remaining provisions of this Ordinance shall not be affected.
Section 6. This Ordinance shall become effective thirty
(30) days after final reading and adoption thereof.
PASSED ON FIRST READING BY TITLE ONLY this 9th day of
June ,.1998.
PASSED AND ADOPTED ON SECOND READING BY TITLE ONLY this
14th day of July 1998.
JOE CAROLLO, MAYOR
In accordance with Miami Code Sec. 2.36, since the Mayor did not Indicate approval of
this legislation by signing it in the designated place provided, said legislation nc%v
becomes effective with the elapse of ten (10) days from t e date of Commission action
regarding same, without the Mayor exercisingto.
ATTEST:
r
Walter J. Foema rk
WALTER J. FOEMAN
CITY CLERK
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MANAGEMENT AND BUDGET ANALYSIS REVIEW:
DIPAK PAREKH, IYIRECTOR
PREPARED AND APPROVED BY:
RAFAEL 0. DIAZ
ASSISTANT CITY A- ORNEY
CNESS :
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11683
CITY OF MIAMI, FLORIDA
INTER -OFFICE MEMORANDUM
TO: The Honorable Mayor and Members DATE : JUL — 7 1998 FILE:
of the City Commission
SUBJECT: Second Reading Ordinance
FROM: (?W�Id. Warshaw REFERENCES: Community Policing
City Manager
Demonstration Center
ENCLOSURES:
RECOMMENDATION
It is respectfully recommended that the City Commission approve the attached Ordinance on
Second Reading which establishes initial resources and initial appropriations for a Special Revenue
Fund entitled: "Community Policing Demonstration Center" accepting a grant from the U.S.
Department of Justice in the amount of $1,000,000.00 and appropriating said funds for the
operation of same. There are no matching funds required of the City of Miami.
BACKGROUND
The Department of Police has been awarded a grant from the U.S. Department of Justice's COPS
Advanced Community Policing (ACP) program. The funds from this grant will be used by the
Department to develop a Community Policing Demonstration Center which will showcase the
advancements that the Department has made in Community Policing to other agencies nationwide.
These funds will also enable the Department to refine its community policing strategy, to fizrther
develop significant partnerships with residents and business owners, and for utilizing problem
solving techniques in addressing crime and other quality of life issues. The Department is working
on strengthening these partnerships and accomplishing additional inroads toward a safer
community.
The key to reducing crime and the fear of crime is information. The Department is currently
implementing a Mobile Digital Computer project and is seeking to enhance it through the
networking of all our NET service areas. Funding from this grant will enable the Department to
provide crime analysis information to the citizens of the City of. Miami at various remote sites,
including City Hall and the NET Service Centers. This will also provide the Neighborhood
Resource Officers with timely and accurate crime analysis data. Trends and patterns could then be
utilized in community meetings to direct problem solving efforts.
�M.
JGP:DHW:Imr
c: Donald H. Warshaw
Chief of Police
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NOT L C l tiiU 7 1
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06 197 14:32 FR
oR *mFmiATE RELEASE
•
jumber of Pages: -
TO HISPANIC MEDIA P.01i02
Bob Gra
FLORIDA
United States Senate
324 Haut 9en5ts Offioe Bulking
Wazhirgton. D.C. 20510
FOR 1NFORMAT10": Kimb" James
call: 202-224-79" or Cht'is Hand
Marilyn L ouft
e-mail: PntMAWfWt*-Q0v
November 6, 1997
GRAHAMANNOUNCES CRIMIE FIGHTING GRANTS
FOR FLOR FDA
(WASECiNGTON) -- Ulgited States Senator Bob Graham today anbutnx,cd the
DtjwUucnt of 3u36W'3 deaisian to award more than S 3 million to Florida cities. The grants
will be awarded under the Community Oriented Policing Service's (COPS) Advanced
Community Policing (ACP) program.
The money will help policing agencies develop or maintain a community policing
system. Agencies reed-ving the grduis win make organization changes or develop lrornmumty
Policing Dcmanstration Centers_ Gramts will be tnadt for up to S1 million dollars for
Centers and up to S250,000 to make organization changes.
"These grants mean that there will be more police officers on the sheets of Florida which
means safe communities and safer families,,, said Graham. "As a supporter of community
policing, I nm glad that more of FlMda's cities will now share in its benefits."
Graham got a first hand look at the bccu'fIts of community policing when as one of hi c
mont}ily wtixicdays he walked the beat with police officers from the JacksonvMe Sheriff's Office.
Jacksonville received one of the initial COPS grants.
Attached is a list of Florida cities that will receive grants. For ftuther information about
COPS ACP grants please contact Charles Miller at (202) 616-1729-
-neore-
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11/06/97 15:51 TX/RX N0.8815 P.001
� T-tij of �t 0..
DO`.\LD H. WARSHAW
Chief of Police
J U N 2 7 1997
Joseph E. Brann, Director
U.S. Department of Justice
Advancing Community Policing
COPS Office, Eighth Floor
1100 Vermont Avenue, NW
Washington, DC 20530
Dear Mr. Brann:
EDWARD MARQUEZ
City Manager
Attached you will find a COPS application for the Advancing Community Policing grant
in which we are applying under the category of Community Policing Demonstration
Centers. This grant would greatly enhanced our ability to develop our police officers for
the future of community policing.
Your consideration of this proposal is greatly appreciated. Should you have any
questions or need additional information, please contact Ms. Kathleen D. Thurston, at
(305) 579-6524.
Sincerely,
Donald H. Warshaw
Chief of Police
DHW:kdt
Enclosure
11G83
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Community Policing
Demostration
Center
11683
APPUCATION FORMS
Category and Priority Selection
Please select either the Organizational Change or Community Policing Demonstration Centers category. If
you select Organizational Change, you must choose only one priority area under that category.
I3 Category One: Organizational Change
Please select one of the following priority areas for Organizational Change:
0 Leadership and Management
0 Organizational Culture
0 Modifying Organizational Structures
0 Research and Planning
0 Re -engineering Other Components of the Organization
77 Category Two: Community Policing Demonstration Centers
11683
Application Form: Advancing Community Policing (This page must be returned to the COPS Office.) I
Badcgrnund Information
Please answer all of the following questions completely. If all the questions are not answered, the application
may be considered incomplete and may not be reviewed. Please type all answers.
Primary Applicant information
(If the primary applicant is a consortium, list the lead agency below and attach a list of the agency name, address, phone
number, fax number and type of law enforcement agency for all consortium members.)
Law Enforcement Agency Legal Name: T h e C i t y of M i a m i P o t ice Department
F1 0130600
Law Enforcement Agency ORI Number (Assigned by FBI for UCR Reporting):
59-6000375
Law Enforcement Agency's EIN Number (Assigned by the IRS):
Name of Law Enforcement Agency Executive's Name: Donald H. W a r s h a w
Chief of Police
Title:
Agency Address: 400 NW 2 Avenue
City: M i dm i State: r l Zip Code: 33128
Telephone: (305) 579-6565 FAX: (305) 372-4609
Law Enforcement Agency Contact Person for Application:
Lt. Thomas j. Ropll
Lieutenant (305)579-6524 (305)579-6166
Title: Telephone: FAX:
Government Executive's Name: Edward Marquez
Title: City Manager
Name of Government Entity: The City of Miami
3500 Pan American Drive
Address:
Miami
iami
Telephone: (305) 250- 5400
Federal Congressional District(s) Number:
Fl 33133
State: Zip Code:
FAX. (305) 285-1835
17 & 18
Z Application Form: Advancing Community Policing (This page must be returned to the COPS Office.)
0
Background Information (Continued)
Type of Law Enforcement Agency:
Municipal Police
❑ Indian Tribal
❑ Public University/College
❑ Public Housing
❑ Consortium
❑ County Police ❑ Sheriff
❑ Transit ❑ School
❑ Private University/College ❑ Park/Recreation
❑ District Attorney
❑ Other (Please specify)
Population Served by Law Enforcement Agency under the 1990 Census:
350,000
❑ State Police
❑ Highway Patrol
Square Miles Covered: 34.7
(Exclude the population and square miles served primarily by other Iaw enforcement entities within your jurisdiction.)
Municipality
Geographic Location of Applicant: (Municipality, county or parish)
(State or territory)
Slate - Florida
i0 Oi 97 u9 30 98
Law Enforcement Agency's Fiscal Year: From: To:
Law Enforcement Agency's Cognizant Federal Agency:_
(See page 1 of the Application Instructions for the definition)
Is your agency delinquent on any Federal debts?
(If yes, please explain on a separate sheet)
Anticipated Project Start Date: 10 / 01 / 97
i-i U D
❑ Yes 0 No
End Date: 09 / 30 9 8 /
;W-
Application Form: Advancing Community Policing (This page must be returned to the COPS Office.)
3
11683
Project Summary
The project summary should be limited to 500 words or less. Please summarize the purpose of your request,
the objectives of your proposal and the procedure your agency intends to use to implement the program.
Please provide more details in the Project Narrative portion of your application.
The City of Miami instituted a Neighborhood Enhancement Team (NET) program in 1992. This was an
endeavor to bring government back to the neighborhood level. The police department was a major part
of that early effort and established Neighborhood Resource Officers to meet with citizens and address
problems involving crime and the fear of crime. The NET program has steadily evolved since that time,
and its success has, in large part, been because of the police department's commitment to the program.
NET lieutenants have been named commanders of each NET service area and are responsible for
overseeing police activities in their respective areas. Community response to this program in support of
the police department has been overwhelming. Our city has developed a comprehensive infrastructure
for community government and specifically for community policing.
We are currently in the process of fine tuning our community policing strategy. We are developing
significant partnerships with residents and business owners and utilizing problem solving techniques in,
combating crime and other quality of life issues. We are working at strengthening these partnerships
and accomplishing additional inroads toward a safer community.
The key to reducing crime and the fear of crime is information. We are currently implementing a
Mobile Digital Computer project and seeking to enhance that through the networking of all our NET
service areas. This would provide the Neighborhood Resource Officers with timely and accurate crime
analysis data. Trends and patterns could then be utilized in community meetings to direct problem
solving efforts.
Miami was previously known for its problems. It will soon be known for its solution to those problems.
We are ready to showcase our renaissance.
The undersigned certify that the information provided on this form is true to the best of our knowledge. The
undersigned understand that all applicants must comply with all application and program requirements of
the Public Safety Partnership and Community Policing Act of 1994 and other requirements of Federal law.
The undersigned certify that all partners listed in any Collaboration Agreements will comply with application
and program requirements as well. �>
Primary Applicant Executive's Signature:
Date: 6 (47 /
1 i"q I --� (
Government Executive's Signature: ` �� i'G `" Date: 4' (`Z 91
....................................................
...............................................................................
Notice: If your state participates in the Executive Order 12372 Intergovernmental Review Process (see Appendix A), please fill in the
date on which you made a copy of this application available to the Single Point of Contact:
State Application Identifier: (For State SPOC Use Only)
CFDA No. 16.710 11683
4 Application Form: Advancing Community Policing (This page must be returned to the COPS Office.)
SECTION I. PRESENT COMMUNITYPOLICING EFFORTS
A. Community Policing History of the Agency
Over the last several years, the City of Miami has created and carried out a variety of programs
aimed at addressing the issues of safety and quality of life within our city. Citizens concerned about the
delivery and quality of municipal services demanded that city government respond in a more expeditious
and professional manner. They wanted more accountability at the neighborhood level. As a result of
those concerns, the Neighborhood Enhancement Team (N.E.T.) program was developed.
NET has become the cornerstone of the City of Miami's efforts to bring City Hall and
community policing into our neighborhoods. The seed from which NET grew began in August of 1991,
from a special police department program called Operation NEON (Neighborhood Enhancement
Operation Network). Operation NEON deployed a roving police force of 100 police officers that
saturated a specific area of the city for 30 days, just to fight crime. Working with the police to address
quality of life issues were other city departments such as Fire, Sanitation, and Zoning. Also included
were a variety of neighborhood associations and citizen groups. They all worked together to form a team
that addressed problems in a multifaceted manner.
Operation NEON continued to operate for the next several months. It met with rave reviews from
the various communities in which it worked. It made sense and created a situation where citizens' input
and participation were vital. It taught us that we could begin to win this fight with a partnership among
police, other city agencies and the citizens we serve.
In January 1992, the former city manager met with the Police Chief and other city department
directors to discuss the potential revision of service methods. As a result of these meetings and special
public hearings, a clear picture of a new community policing concept emerged.
Based on the success of Operation NEON, a two -prong strategy emerged. First, a massive
infusion of police resources into a given neighborhood would temporarily eradicate chronic ro b ems
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involving crime and illegal drug use. The second part of the strategy would place a permanent team of
city employees into each city neighborhood.
Operation "IMPACT," which stands for Intense Mobilization of Police Against Criminal Trends
depended upon the saturation of uniformed police patrol units at times and places where crime and/or the
fear of crime was high. Our intent was to suppress crime in the neighborhoods through high-level
saturation and increased police visibility. The IMPACT officers were deployed in six -officer teams with a
supervisor and were assigned city-wide. Team objectives were to:
1.) address crime through arrest and intervention;
2.) address fear through highly visible uniformed patrol tactics;
3.) win support through police/citizen partnerships in addressing crime and its causes;
4.) have immediate effect while the NET program was in its developmental period; and
5.) create an atmosphere that would allow the NET concept to take root and grow.
Concurrent with implementation of IMPACT, city of Miami officials went to the various
communities throughout the city to receive input on dividing the city into service areas and the needs of
each community.
In response to those concerns, in 1992, the City of Miami established the Neighborhood
Enhancement Team ("NET") program, to address the delivery of municipal services with the creation of
11 neighborhood service centers, or "mini city halls." The NET plan brought a decentralization of
municipal services to our neighborhoods and a team approach to the identification and resolution of
problems.
The original staff of each NET Service Center included a NET Administrator, a Service Center
Representative, one Neighborhood Resource Officer, one Public Service Aide, Code Enforcement
Inspectors for Sanitation, Public Works, and Zoning,'and a Jobs Counselor (six of the centers). Although
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representatives from different city departments were assigned to each NET service center, the
Neighborhood Resource Officer (NRO) was the key element to the success of the program.
Under this concept, the NRO for each service area would act as a "team leader" for a host of
police officers which provide patrol, investigative, and specialized enforcement to that service area.
They would also act as a sounding board for neighborhood concerns and refer or find solutions to solve
the problems important to that area. NRO's . would work with the NET team members to address
complaints or identify needs concerning issues that contribute to crime or to poor self-esteem. They
would provide a more personal form of police service to the residents and an improvement in the lines of
communications. In addition, the citizens would have information and education that would help the
police department carry out its policies.
Prior to the implementation of NET, all complaints were channeled through the offices of the
Commissioners and the Mayor, the City Manager's office, the Police Chiefs office, the Field Operations
Division Chiefs office, or the Community Relations Section. The number of citizens having access to
these offices were minimal, and the subsequent number of complaints were addressed on a satisfactory
basis. Once the NET concept was implemented, the number of persons available and easily accessible to
the public was significantly multiplied. Not only was the number of `-`complaint receivers" multiplied,
but as a result of our campaign to publicize NET, we raised the public's expectation for quick and sure
results.
The NRO originally reported to the Police Major, who is the commander of each district and has
authority over police actions within that entire district. The Police Department. also assigned a Public
Service Aide as an assistant to the NRO. There was an immediate impact and citizen response was
positive. NET brought about positive interaction between citizens and police. This interaction has been
the key to NET's success. Citizens begin to know the individuals who are responsible for the delivery of
services in their neighborhoods and hold someone accountable when problems are not addressed.
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Individual NRO's worked in the neighborhoods with citizens to identify problems and initiate
corrective action from the appropriate city department, not just the police department. They would
handle neighborhood requests that tie up an inordinate amount of time of our calls for service such as:
drug and prostitution houses, neighborhood nuisances, abandoned cars and vessels, abandoned or
dilapidated structures, trash/litter and illegal dumping. Officers used a proactive approach to reduce the
level of crimes against persons and property with special emphasis on reducing burglaries and illegal
drug sales. The NRO would attend community meetings to keep abreast of immediate problems and
concerns in their service area, determine crime patterns and proactive measures to achieve desired
results, and assist service area residents in organizing crime prevention programs and crime watches.
The NET plan brought a decentralization of municipal services to our neighborhoods and a team
., -
approach to the identification and resolution of problems. The police department went through a major
reorganization realigning itself from an 8 sector configuration into 11 neighborhood service areas. Crime
statistics also were revamped to reflect neighborhood data. Training sessions were held for police
officers to explain the community policing culture. In fact, veteran officers and rookie officers were
required to spend a month with NROs, as part of their field training.
The NET concept brought a change to a more easily accessible and responsive approach. Police
service became responsive to the needs of the neighborhoods. In fact, citizen demands on NROs were
overwhelming and the need for additional NROs had become essential. We commenced looking to add
additional officers to the program.
In February 1994, after receiving a Supplemental Hiring grant from the U.S. Department of
Justice, funding was available to add an additional Neighborhood Resource Officer to each of the
neighborhood service areas. We then split two of our largest neighborhoods and added two additional
Neighborhood Service areas. With two NROs in each of the 13 service areas, we began to customize our
program to change those things that were not working and to improve on those things that were working.
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In the latter part of 1994, we discovered that decentralization of operations and changes in
supervision were again needed. Throughout the program, during certain periods of time, NROs have
reported to either the District Commander, a police major, a police sergeant, or a police lieutenant. In
1995, police lieutenants were given the responsibility of being the "NET Area Service Commander" for
each of our current 12 NET areas. All patrol activities in the NET Service areas were coordinated
through them. The goals of that lieutenant were to aggressively address crime problems, reduce calls for
service, to prepare deployment plans for personnel and enhance citizens' satisfaction of police services
to that area.
NET has continued to grow since its inception. NET offers a wide variety of services, aid and
information. However, the Neighborhood Enhancement Teams' greatest achievements have been the
positive response and support expressed by the citizens of Miami. The NET program has cut through red
tape and delays that used to be a part of the delivery of municipal services. It has made the identification
of problems clearer and their solutions easier and better. The NET teams' personalized approach to
assistance and information have created an alliance with our citizens. The NET staff is committed to
improving the quality of life in the City of Miami's neighborhoods. NET is one of the most creative
approaches to the delivery of municipal services anywhere in the United States.
B. Community Partnerships and Communication
The fundamental premise of the Neighborhood Enhancement Team concept is the establishment
of partnerships between agencies of government and the community that those agencies serve. In order
to foster these collaborative efforts and develop problem -solving mechanisms between the Police
Department and different segments of the community, NET Lieutenants and Neighborhood Resource
Officers join staff members at all scheduled community meetings in their respective neighborhoods.
Prior to the institution of the NET concept, the police department ordinarily -found itself the target
of scathing testimonials regarding the provision of police services. Police personnel assigned to attend
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these community meetings, before NET was implemented, were routinely subjected to verbal abuse
regarding crime, and quality of life issues.
Since the implementation of NET, the focus has shifted away from the police department. We
were once the primary target at these meetings, we are now viewed as facilitators, and not as adversaries.
When citizens raised issues involving problems in their area, they are provided with reports detailing
what actions were taken to alleviate those problems. Actions range from enforcement to referrals, with
several manners of solutions in between.
Three formal gatherings attended by police personnel are neighborhood breakfasts, which include
the Chief of Police and his staff, business owners, community leaders, and any citizens wishing to attend;
neighborhood walks, participated in by staff, and Neighborhood Resource Officers; and Town Hall
meetings called by the City Commission. During each of these meetings, community members and
police personnel discuss problems in their neighborhoods and try to develop solutions to those problems.
Monthly reports detailing the number of arrests made, community meetings attended, programs
established, and citizen complaints handled are required by all Neighborhood Resource Officers.
In addition to the formal requirements of the department, intended to develop problem solving
mechanisms, NRO's have established informal lines of communications designed to solve problems in
our neighborhoods. These officers were tasked with contacting residents and business owners in their
respective neighborhoods and questioning them about what they perceived as problems. Crime "hot
spots" were identified and enforcement actions were taken. Officers soon discovered that, although crime
was of major importance, other quality of life issues concerned these individuals as well. Lighting,
noise, litter, parking, parks and recreation, graffiti, abandoned vehicles, and other similar problems were
concerns of these residents.
Solving these types of problems is the core of the NET concept. Giving the community greater
access to the different services offered by city government, along with the police department, provided
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citizens with a means to improve the quality of life in their neighborhoods. Having access to zoning
inspectors, sanitation employees, public works officials, parks and recreation personnel, and police
officers, empowered the residents to begin the revitalization of their communities.
It was determined early in the implementation of the NET program, that these partnerships with
the community were essential to the success of the program. The City Manager, Police Chief, and other
upper -management personnel conceived the NET concept as a means to revitalize our city. The City
Manager committed several department directors as NET Administrators and the police department
committed 26 officers, through the COPS Supplemental Hiring grant, to the program.
The program registered limited success in its early stages. The police officers involved in the
program were frustrated by an inability to address the concerns being raised by the community. Much of
this frustration stemmed from the fact that they, alone, were attempting to perform community style
policing. They reported directly to a police major; however, they did not receive the backing of anyone
else in their chain of command.
A meeting involving the Deputy Chief and three Assistant Chiefs of Police resulted in the
assignment of Lieutenants as the Commanders of each NET service area. These commanders worked
side by side with NET Administrators, and provided the support that the Neighborhood Resource
Officers needed to accomplish their goals. Officers were soon developing new athletic leagues,
mentoring programs and other programs targeting at -risk children. With the presence of the NET
Lieutenants the program began to see significant results. Of particular benefit were the informal lines of
communications that began to develop because of these new programs.
This was a significant organizational change for the police department. Lieutenants, who had
traditionally been an underutilized resource in the department, now became the focal point of the entire
NET concept. The three districts of the City of Miami Police Department were divided into twelve NET
Service Areas, coinciding with distinct neighborhood demographics.
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When people see that their problems are receiving attention, they are much more willing to
participate in the problem -solving effort. Prior to the recent implementation of the NET program, people
believed their.pleas for assistance were being ignored. They now believe that, if they raise an issue, it
will be addressed. Confidence levels in all areas of city government are on the rise, particularly with
regard to the police department. Town hall meetings, neighborhood breakfasts, staff walks, sporting
events, and any other gathering gives the community a forum to provide input toward identifying,
prioritizing and addressing crime problems and quality of life issues.
C. Problem -Solving Training, Techniques and Success Stories
All Miami Police Department sworn personnel receive problem -solving training. This training
begins in the academy, and continues while in the field with informal training. Each sworn officer
receives two (2) hours of formal in-service training after they have been assigned to patrol for a short
period of time. Supervisors receive instruction beginning with the Line Supervision class and this
continues throughout their career. Staff level officers are taught problem -solving techniques prior to
beginning their staff retreats. These techniques are then utilized in formulating the policy decisions
driving the NET program today.
The SARA model of problem solving is utilized by the Miami Police Department. Problems are
Scanned, Analyzed, Responded to, and Assessed. Two examples will demonstrate how the department
employed this method effectively.
Example #1
The Coconut Grove area of the City has transformed a small trendy
business/entertainment district into a unique village with a bustling night -life. This area is located
between a low-income area and an area with individuals having no income - the homeless. A
statistical analysis of crime in this neighborhood depicted an inordinate amount of criminal
8 11683
activity in contrast to moderate criminal activity throughout the remainder of the Coconut Grove
area.
The officers working in the area surveyed the situation and solicited input from
neighborhood associations. It was determined that patrons of the business district, in order to
avoid parking fees at meters and secure parking lots and garages, were parking their vehicles in
the swale of the public right of way, in front of homes and condominiums, nearly 24 hours each
day. These tourists, residents and business patrons were frequently victimized by individuals
committing crimes in this area. The traditional response of ticketing and towing vehicles in an
effort to dissuade people from parking in this area was labor intensive and unproductive.
Because the police department included the neighborhood associations in the decision -
making process, they readily bought into the solution once a consensus was reached. The
associations raised in excess of $10,000 and nearby retail shops pledged additional monies. The
result was a permanent solution to discourage criminal activity. By landscaping the swale areas,
vehicles were displaced. Where gravel and unwanted vehicles once were eyesores in front of
homes, decorative vegetation and trees now flourish. Criminals no longer frequent this area
because of the lack of available victims. There has been a 23% reduction of larceny to motor
vehicles, and a 38% reduction in robberies.
Example 42
Residents recognized several young girls were hanging out at a particular street corner on
a regular basis. The Neighborhood Resource Officers were contacted and a plan of action was
devised. A mentoring program was established and a community group began tutoring the girls.
The girls were taught how to dress for interviews and taught how to interview for jobs. All of the
girls who were originally targeted as "at risk",, are now either back in school or working.
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D. Analytical Approach toward Reducing Crime
The Miami Police Department recently re -instituted a Crime Analysis Detail to assist the NET
Lieutenants in targeting crime in their respective neighborhoods. The Detail is staffed by two (2) officers
and an Administrative Aide I, a Technical Support Analyst, and a supervisor. The Crime Analysis Detail
meets bimonthly with the 12 NET Lieutenants to address any significant changes during the two (2)
week period. Extensive pin maps are produced for these meetings to assist the lieutenants in visualizing
where crimes are occurring. Any specific crime problems or patterns are discussed at these meetings.
A COPS MORE 96 grant will provide much needed computer equipment and three additional
analysts to the detail. The analysts are currently able to access Computer Aided Dispatch (CAD)
information but not the reports themselves. In order to research any trends or patterns, hard copies of
each incident must be pulled and reviewed. Because of this limitation, the analysts have limited their
immediate concerns to robberies.
Our detail is establishing its presence at a countywide robbery clearinghouse. This clearinghouse
shares information with 27 municipalities, Metro Dade County, Florida Highway Patrol, and Florida
Department of Law Enforcement. Approximately one-half of the robberies occurring in Dade County
occur in the City of Miami. Our presence at the clearinghouse is essential to the success of the.operation.
The latest analytical approach to reducing crime and disorder that the Miami Police Department
has implemented is a department -wide Analysis Steering Committee. Any individual or unit
encountering a particularly perplexing problem, can request to present their problem to the committee.
Individuals from all aspects of the department then offer suggestions or direction for solving the
problem. A data base will be compiled of all the problems and effective solutions for use by others
encountering similar problems. Failures will also be tracked so that the same mistakes will not be
repeated.
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E. Infrastructure that Supports Community Policing
The Miami Police Department has been steadily developing its community policing infrastructure
since August of 1991. As with anything new, there has been resistance with the changeover from
traditional policing to community policing. Many of the traditional methods of policing and evaluation
have been modified to accommodate our new style of policing. To encourage officers to participate in
community policing, the police department began giving a monthly community policing award for those
officers exhibiting exceptional performance. Lieutenants prepared comprehensive crime plans at the
implementation of the NET commander program and these crime plans were reviewed the following
year. Although the department has not modified its Personnel Evaluation form to address community
policing issues, all supervisors are encouraged to take into consideration their subordinates' community
policing efforts. Supervisors ordinarily make this part of the subordinates' goals and objectives.
In order to allow officers additional time to conduct community policing, the police department
has utilized different responses to calls for service. Public Service Aides handle all calls not requiring a
police officer. They conduct security surveys and process crime scenes. Victims of nonviolent crimes
are required to file their reports at the NET service centers. If the victim is from out of town, disabled, or
for any other reason cannot appear at a NET service center, the report is taken over the phone. An
exchange of information form eliminates the need for a report for traffic accidents involving property
damage under $500.00. All of these examples free uniform officers up to concentrate on community
policing initiatives.
The key to any successful venture is good communications. Although all officers have access to
departmental information, however, because of technological difficulties, downsizing,, and
decentralization, it is extremely difficult to obtain accurate information in a timely manner. Currently,
information is disseminated through the chain of command. This is -not a particularly effective way to
proceed, however, it has been ingrained in our traditional organizational structure over the years. The
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goal of our Crime Analysis Detail is just that- provide officers at all levels accurate, timely information.
Officers at any level are encouraged to contact the Crime Analysis Detail for information.
Improving police technology and crime analysis are areas that the police department are working
most diligently to improve. We are making great strides forward with the implementation of the Mobile
Digital Computer (MDC) program. Utilizing COPS MORE 96 funding, we are installing MDCs in each
of our patrol officers' cruisers. Report entry will be performed from these terminals, as well as all
checks for information and dispatch. This will significantly improve the flow of information to those
officers with the greatest need.
F. Research and Evaluation
Since the inception of our Neighborhood Enhancement Program, the importance of evaluating its
success has been vital. One of our goals has been in creating a joint partnership with the city and
empower citizens and businesses in addressing and solving the problems in their community. We have
utilized many different instruments to evaluate programs.
Beginning with citizens' participation in our crime prevention programs, we have noticed a
significant increase of community involvement in many of our subcouncil and crime prevention
meetings. Because interest of police operations has grown tremendously, we felt compelled to initiate
additional projects that introduce them to police operations and to help them patrol their own
neighborhoods.
The HEROS program (Helping Enforcement Reach Our Streets) is a community interactive
program which helps promote a community -police partnership committed to deterring crime and making
our city a safer place to live. One of the projects under the HEROS program is the Citizens on Patrol
(COP) program. Community residents are enlisted, trained and equipped to patrol their neighborhoods,
acting as the "eyes and ears" of the police department, reporting suspicious or criminal activities to the
appropriate authority. Since 1995, 506 citizens have been officially trained through our COPs program.
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Another HEROS program is the Citizens Police Academy. This program allows citizens the
opportunity to attend a training academy, which helps them understand and through training scenarios,
sometimes experience the police culture. This program was established in 1996. During our first
academy class, 39 citizens completed the program. The second academy class will graduate during July
1997, with 36 citizens.
Also, the NROs work closely with the community groups in problem solving. The NROs attend
civic and neighborhood associations monthly meetings along with community groups to discuss the
issues relating to their needs. Solutions are identified and implemented. In these monthly meetings, many
of the officers that work in the area attend, as well as the NET lieutenant and other city officials. We also
utilize our monthly community meetings with community groups as an evaluation tool. The Chief of
Police attends periodic breakfasts in the community to listen to their concerns of the service areas.
In 1995, the Community Affairs Unit conducted a detailed citizen survey on how citizens felt
about the performance of their police department. The department felt this was necessary to gain some
insight, in writing, on our efforts to improve services and communications. This survey indicated that
citizens felt very positive with the community policing services they received. In fact, 84.2% of the
citizens polled were satisfied with the services provided by the City of Miami Police Department. We
intend to conduct other surveys of this type, every two or three years, to allow citizens the opportunity to
evaluate our services.
The Neighborhood Resource Officers are required to turn in monthly reports on their progress,
describing the number of arrests, programs established, community meetings attended, and citizens'
complaints handled. These reports are used as a gauge in determining the effectiveness of the NROs.
Another evaluation tool we use to determine the effectiveness of the community policing
program is our crime statistics. These statistics indicate that the last three years under the NET
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community policing program, crime in our city has been reduced by a substantial amount: 1994 - 6%
decrease, 1995 - 9% decrease, and in 1996 - 12% decrease.
We currently have the expertise of a Professor William Blount, from the University of South
Florida in evaluating grant programs for our Gang Unit. He, in conjunction with Dr. W. Clinton Terry
and Dr. Milan Dluhy of Florida International University, have agreed to also lend their experience in
evaluation of this program. Most importantly, the citizens we serve judge our performance in the
community each and everyday. Our department receives hundreds of letters each month from tourists
who required our services on their visit to our city and from our local community in support of our
programs and officers.
G. External Services
One of the main reasons the Miami Police Department aspires to be a demonstration center is due
to the sharing of information that we already share with other agencies. We are proud of our programs
and encouraged by the positive feedback and results we have accomplished. For several years, because of
the many programs and projects we have implemented, law enforcement agencies from throughout the
world have come to us seeking advice on our community policing success.
We have held two NET symposiums where agencies from throughout the United States have
come to our facility to hear presentations on community policing. Agencies such as Atlanta, Ft.
Lauderdale, Hollywood, and others have taken back to their cities what Miami is offering in community
policing. We have hosted law enforcement officials, as well as city managers, on community policing.
We are also referred to by the Community Policing Consortium, as a host agency on community
policing. For information purposes, the Consortium is made up of councils such as PERF, IACP,
NOBLE, and the Police Foundation and its director is Mr. William Matthew. Whenever contacted for
information on community policing, they refer them to our Department.
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Many of our executive staff and NET personnel have provided educational instruction in
community policing. In association with Florida International University and their Community Oriented
Policing Program Institute, Miami police personnel have taught classes at the institute. This institute
mainly targets officials from Dade, Broward and Monroe counties in the State of Florida.
We are currently undertaking an enormous project which will assist us in police operations. We
are in the process of outfitting our patrol vehicles with brand new mobile digital computers. We received
national grant money through the COPS program to buy and install these mini computers into our patrol
vehicles. Officers will be able to enter reports on -site and run NCIC and FCIC searches, dispatch and
retrieve subpoena's and complete their worksheets with these new computers. The software for the
computers was tailor-made for this department, taking into consideration our specific needs. Because of
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this new technology, other departments have been in contact with us on the capabilities of the MDC. We
have already forwarded copies of our computer project to several agencies, as well as held
demonstrations on its use. The Miami Beach Police Department was the most recent agency given an
MDC demonstration.
This project will certainly assist patrol officers in identifying offenders and reporting crimes in a
quicker and more efficient manner. - It will also assist us in quicker access in conducting crime analysis
and determining crime trends. The capabilities of these MDCs are limitless and the future is dictating a
need for improved methods in crime analysis.
We are also currently working with Florida Department of Law Enforcement (FDLE) in
developing a website for law enforcement agencies. It would allow agencies easier access to crime
statistics and criminal information which can assist them in solving crimes. We have also provided our
expertise and technical knowledge to the Opa Locka, Florida Police Department in developing their
plans for their Computer Aided Dispatch (CAD) system.
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Our Crime Analysis Detail is in constant contact with local agencies in disseminating information
on crime suspects. They provide our neighborhood officers with information on crime, crime trends,
suspect BOLOS and other relevant information for their community.
SECTION II. INTEGRATING THE ORGANIZATIONAL COMMUNITY -POLICING
PLAN WITH CENTER GOALS
The Miami Police Department's current strategic plan focuses on improving relationships with
the community through increased interaction designed to formulate partnerships, joint problem -solving
sessions to reduce crime, and enhance the quality of life in our neighborhoods; training of police officers
and the community to help them develop the skills necessary to approach problems in a systematic and
successful manner; increasing the number of police officers available to perform community policing,
and enhanced technological skills and equipment capable of providing accurate information to those
individuals with the greatest need in a timely manner. Each of the components of our plan are easily
linked to the goals of the Demonstration Center.
A. Increased Interaction to Formulate Partnerships.
1. This element of our community policing strategy directly links to Internal Goal four,
"Enhance existing internal efforts that support community policing." Through the
initiation of several innovative programs, such as "Citizens On Patrol," "Citizens
Police Academy," our "Helping Enforcement Reach Our Streets (HERDS)" program,
and the "Security Communications Assistance Network (SCAN)" program, to name a
few, we have developed a framework for recruiting citizens and business owners into
our efforts in fighting crime and enhancing the quality of life.
2. Each of these programs are in full swing and are receiving great reviews. Our
"Citizens On Patrol" program operates much like a neighborhood crime watch, only
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more effectively. These citizens actually patrol their neighborhoods and have direct
access to police personnel should a problem arise. Since 1995, 506 citizens have
graduated from the program. SCAN utilizes security guards in the Downtown
Business area with direct radio communications with our police officers. SCAN has
been in operation for approximately 2 years and was nominated by the department for
the Webber Seavey Award in 1996. Our "HEROS" program rewards citizens who
make significant contributions to the community and to community policing. To
educate the community on how the police department operates, we have implemented
the Citizens Police Academy. This academy not only teaches citizens about how we
operate, but is designed to foster trust and partnerships with the community.
3. Each of these programs developed because of an identified need. HEROS, COP, and
the CPA were established through our Community Affairs Section, which has an
Executive Assistant to the Chief, one Lieutenant, 2 Sergeants and several officers and
civilians. These programs have evolved over the last 4 years. SCAN took
approximately 6 months to implement and was implemented through a NET
Lieutenant in conjunction with the Director of the Association for Security
Adininistration Professionals (ASAP.)
4. A Community Involvement Specialist is being requested to coordinate and expand our
programs. By increasing the number of citizens and private organizations involved
with the police department, we can foster a greater understanding and appreciation for
the needs and requirements of both groups.
5. Evaluation will be based upon the number of individuals, businesses, organizations, or
agencies participating, as well as with approval sufveys. We plan to utilize over 10%
of these funds for evaluation purposes.
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B. Joint Problem Solving Sessions to Reduce Crime and Enhance Quality of Life
1. This element of our community policing strategy directly links to Internal Goal one,
"Foster state-of-the-art community policing on an agency -wide basis." Through
monthly NET meetings which include NET Lieutenants and staff, neighborhood
walks for staff personnel, neighborhood breakfasts including Neighborhood Resource
Officers, Lieutenants, staff, business leaders, residents and anyone else interested in
attending, and Town Hall meetings, the City of Miami and the police department are
working toward institutionalizing collaborative, problem -solving efforts with the
community at every level of the agency.
2. The meetings were established early on in the NET program. The police department
recognized a need to get into the community and listen to what they were saying. It is
the force of the community that is determining the tempo and frequency of the
meetings.
3. The organizational resources required to conduct these activities are limited to
manpower. Sponsors are located to provide the neighborhood breakfasts.
4. The Community Involvement Specialists will also assist in this area. Because of the
amount of coordination involved in administering these meetings, as well as planning
the community programs listed above, these specialist will require an administrative
assistant and computer equipment to plan and record all of these activities.
5. Evaluation will involve tracking any solutions suggested during these meetings and
the success of these solutions if implemented. Attendance at the meetings will also be
evaluated to determine if citizens are taking advantage of being able to supply input at
these meetings.
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C. Increasing the Number of Police Officers Available for Community Policing
1. This element of our community policing strategy directly links to Internal Goal three,
"Obtain the tools necessary to creatively tackle specific crime problems." With the
help of the Universal Hiring Grant, the police department has begun augmenting its
forces with additional police personnel.
2. One hundred and twenty-six (126) officers have been approved and a request for 102
more has been forwarded to the COPS office. These officers are being requested for
immediate deployment into our NET service areas. Twenty-six (26) of the officers are
currently Neighborhood Resource Officers and an academy class is being conducted
at this time containing 29 recruits. A second academy class will begin in August of
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1997 with approximately 30 more recruits.
3. Performing the recruitment and backgrounds on all of these individuals is expensive
and time consuming. Additional personnel were transferred into the Backgrounds
Unit to assist with this process. We anticipate the entire hiring process and academy
training to take 2 to 3 years.
4. Funding through the Universal Hiring Grant is providing for the officers.
5. Surveys of the community addressing the fear of crime will give a good indication of
whether or not this program is successful. Also tracking calls for service by type and
frequency.
D. Enhanced Technological Skills and Equipment
1. This element of our community policing strategy directly links to Internal Goal two,
"Develop or enhance its expertise in specific aspects of community policing." The
Crime Analysis Detail was established for just this reason. Utilizing accurate, up-to-
date information, the police department can target areas and criminals for specific
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actions. Networking this system into the NET service areas will provide this
information directly to the Neighborhood Resource Officers so that they may develop
their own strategies.
2. We have re -instituted a Crime Analysis Detail and have formed an Analysis Steering
Committee, designed to resolve any perplexing problems that anyone throughout the
department may be experiencing. Currently, three analysts, a supervisor, and
technical support person are assigned to the Crime Analysis Detail. Each analyst is
responsible for a segment of the city. These analysts attend biweekly NET Lieutenant
meetings and track any noticeable trends or patterns. Because of current departmental
technological deficiencies, the Crime Analysis Detail is limited to tracking primarily
robberies. Other crimes are tracked on an as -needed basis. With the implementation
of the Mobile Digital Computers, we should be able to expand our analysis
capabilities.
3. The installation of 725 Mobile Digital Computers has required the full-time effort of 2
police officers. COPS MORE 96 funding is paying for the development of the
software and the hardware. We anticipate completing this project within one year.
We have currently installed approximately 100 units. Expanding the Crime Analysis
Detail to network in the NET service areas and make this information available
department -wide will take significant resources.
4. The Analysis Steering Committee will need to be staffed with 3 personnel to
coordinate the accumulation of information, development of a database for future
reference, and the scheduling of all the activities to be addressed by the committee.
Computer software and hardware are necessary to network the NET service areas into
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the Crime Analysis Detail and the Mobile Digital Computers. Completing this link
will allow NET Lieutenants and officers immediate access to current information.
5. This element will be evaluated by determining if we are meeting the required
efficiencies for the grant application. With the installation of the first 100 MDCs we
have already noticed a significant reduction in the amount of time necessary to run
persons and vehicle checks. This gives the officers more available time for
community policing.
E. Training of Police Officers and the Community
1. This element of our community policing strategy directly links to External Goal two,
"Disseminate information in a variety of formats to the community and other law
enforcement agencies." The Miami Police Department has conducted two community
policing symposiums for law enforcement officers and community leaders alike.
These two symposiums featured City of Miami officials as well as outside experts.
This was followed up by in house training of community policing for all of our
officers.
2. Our agency has.conducted two seminars and will continue training in this area.
3. In-house instructors were utilized as well as top government officials for these
training seminars.
4. A Training Coordinator and one assistant is being requested to assist in making
community policing training and symposiums standard for our department. This issue
is addressed further in Section III.
5. Evaluation will be accomplished by the number of officers sent through the training,
the number of seminars and/or symposiums conducted, and feedback from the
attendees.
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SECTION III. PLANNING FOR THE FUTURE -
The Miami Police Department like many institutions within this country recognizes that it will be
required to accomplish more with fewer resources and to demonstrate that its procedures are producing
an effective response to crime and disorder in the community. The future of our department will depend
on accomplishing and developing initiatives that provide adequate services to our citizens in a cost
effective manner. As a result, the Miami Police Department is developing a strategic plan to improve the
coordination of efforts on problem -solving and community policing initiatives throughout the
department and community, and to achieve improved quality of life on our city streets. We strive to
continue efforts on improving relationships within the community and to improve the skills necessary to
identify and approach neighborhood concerns.
1. It is our feeling that the future of policing and crime prevention will begin to focus on identifying
high risk individuals or situations that contribute to crime, henceforth, eliminating them. It will be
imperative that we begin to establish internal problem solving methods that would assist and train
our police officers and our community, in examining field data, evaluating its validity and
successfully achieving a completed positive outcome. The importance of our Crime Analysis
Detail and its functions will become of vital importance to our future.
Our strategies will include:
a) Improving problem -solving methods by providing officers with new mechanisms and
techniques to identify individuals and situations that represent chronic safety problems for the
community.
b) Provide command staff with specific information regarding officer activity, level and the type
of risks that exists in the community and the extent of unresolved risks that remains after
initial police intervention.
c) Create a continuous dialogue with community leaders regarding specific problems. From this
dialogue, a process of enhanced intervention will evolve. These improved interventions
could be a combination of social action and criminal justice options.
d) Utilize technology to analyze data and identify problems, and by using a team approach,
develop criteria and options available to the police officer and the community.
e) Establish local and regional training sessions that increase community policing information to
law enforcement agencies, citizens, and current personnel, whereby all patrol officers can
function as Neighborhood Resource Officers.
f) Establish a website where the sharing of information and procedures will be available to
anyone interested.
g) To provide NET commanders and NRO's with the necessary technology that would allow
them quick access to information to address neighborhood crime problems.
We have taken our first giant step in improving our technology with the purchase of our new state
of the art MDC's. They will definitely enhance our capabilities of reaching many of these goals.
2. Our crime analysis/problem solving strategy will include the development of risk assessment
factors and introduce training to neighborhood officers geared toward those factors. By providing
each office with crime analysis resources, officers can have quick access to information. We need to
develop and enhance our expertise to all officers involved in the process and share information so
that all phases of the puzzle can be put together.
A successful example of risk management is the Career Criminals Unit. There is an active
process of identifying offenders based on a behavioral screen and then communications between
the police, the State Attorneys Office, and the victims, create a positive outcome of incarceration
of the career offender.
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Another strategy is to host seminars and cluster conferences on our community based policing
achievements whereby, the networking of information will be readily available. The sharing of
information in problem solving techniques will be especially helpful to the citizens who are
already a part of our network of Citizens on Patrol, Neighborhood Merchants Associations,
homeowner associations, local youth involved in our Police Athletic League (PAL), city officials
and other members of our Neighborhood Enhancement Team. All together we have to bring
government to the people and make ourselves more accessible and responsive to the community's
needs.
According to state and local, polls conducted in the area, citizens' fear of crime within their
community is the number one concern. We intend to keep abreast of citizens' concerns. Several
years ago when tourist robberies were on the front page of every newspaper around the country, '-' -
law enforcement agencies, local officials, citizens, rental car agencies, the local convention
bureau and local business leaders cooperatively worked together to try and address the problem.
The city set up two of our crime prevention mobile trailers at donated sites and manned them
with a Public Service Aide to distribute maps to local attractions, and information on safety.
Local citizens also volunteered to help staff the trailers. Local law enforcement agencies formed
a Robbery Task Force to stakeout known areas where incidents had occurred. Because of these
actions and many others that were enacted, tourist robberies have decreased tremendously.
Solving local problems such as this is an example of what can be accomplished with.
aggressive problem solving and crime analysis utilizing assessment and risk factors. Although
we can never really eliminate crime altogether, we can certainly eliminate (incarcerate) chronic
offenders who victimize our visitors and citizens.
3. As a highly regarded community policing agency, we believe in what we are doing and we do
intend to continue our goals in improving the quality of life for our citizens. Due to its
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importance, we intend to continue training all of our police officers and emphasizing the concept
of community policing and problem -solving. It is very important to continue our success and
strive for excellence in law enforcement.
It is no longer a secret that the City of Miami is dealing with budgetary problems. Because of
these fiscal problems, it would take us a longer period of time to educate our officers and the
community, on our concept of advancing community policing. With many of the programs
already established, we intend to continue to provide the necessary personnel and equipment
toward the goals and success of each program We intend to continue efficient and effective
management and supervision of our community policing strategy, while also allowing support
personnel to creatively enhance our program.
:s-
Currently, the Miami Police Department has initiated a new volunteer program, whereby
local citizens and college students, with all different types of experiences and expertise, are
working throughout the department. We are making every effort to utilize their specific talents
wherever possible. It is important that we keep that philosophy when dealing with other
agencies. We need to utilize everyone's talents and experience towards keeping the peace.
4. The first goal in initiating this project is the hiring of personnel to operate the Miami Police
Department Community Policing Demonstration Center. The Executive Director will serve as
the overall project manager who will be ultimately responsible for the performance of all
demonstration center personnel and hold a sworn position on the Chief s executive staff. This
person will be appointed by the Chief or his designee. Although they would also have other
command responsibilities 65% of the time, they would serve as the center's liaison with the
community, other agencies, and the Chief s executive staff. The reasoning behind this position is
this individual would have some authority over requesting additional resources throughout the
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department when needed and being able to influence command decisions that could affect the
mission of the demonstration center.
The Project Director would be the person to run the day to day operations of the
demonstration center. This individual would be a full-time contract employee without fringe
benefits. They would have the responsibility of accessing the needs of the individuals to be
trained and then develop a plan of action to train them. They would monitor all grant
expenditures and act as a liaison to the COPS office, the community, and departmental personnel.
A full-time contract Training and Development Coordinator will help develop the initial
community policing curriculum, which will include the training of all sworn personnel, one four
day training program for other law enforcement agencies, and two one day training presentations
to local citizens. Throughout the year, they would continually make refinements to the program
based on expert and trainee's feedback. They will assist consultants in the evaluation process,
and help to maintain and organize training materials
Two full-time contract positions for Technical Support Specialists will be responsible for
developing and updating our website and link all of the neighborhood center computers to our
mapping and crime analysis functions. Provide technical assistance and training to network users,
specifically police personnel, in the neighborhood offices.
The Typist Clerk III will be the support person to all demonstration center staff. They will
assist in reproduction and distribution of materials, ensure that details associated with the training
center are accomplished, maintain attendance records, handle correspondence, order supplies,
organize travel arrangements for various conference attendees and other clerical type functions.
This individual will be hired on a contract basis.
One Community Involvement Specialist (CIS) will be utilized as our eyes and ears in the
community and act as the marketing specialist for the NET program. They will organize new
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community programs, recruit citizens for training sessions and conduct tours of our facility.
They will attend neighborhood meetings and "NET"working meetings and any problem solving
meetings. This CIS will be an existing employee familiar with our program and perform these
functions 50% of the time in addition to other job functions.
Consultants will also be needed to provide research and evaluation functions. They will
also act as training instructors in providing trainee's with information gathered and problem
solving techniques. These experts will share their expertise in project related programs, introduce
new types of technology, and other related functions. They will be of utmost importance in the
development and evaluation of our training curriculum and of the NET program itself. Expenses
relating to research and evaluation will exceed 10% of the grant funding. Fringe benefits offered
to the contract employees will include contributions to FICA and workers compensation. The
formula used to calculate benefits will be 9.21 % of gross salary, obtained from the city's Budget
Division.
We expect our employee's to keep abreast of new methods in community policing which
would entail traveling to other leading police agencies in the field and attending various training
programs. We have identified police departments such Chicago, New York, and San Diego as the
leading agencies center personnel will visit. Other training seminars have not yet been identified.
In order to carry out the strategy of developing a website and providing NET commanders
with crime analysis information, the need for computers is paramount. The server hardware and
software requested will be used for that purpose. The website will provide other agencies the
ability to gather information on our training programs and program initiatives, as well as, E-mail
capabilities. It should also create a genuine interest of NET. The training equipment and supplies
will provide trainee's with the necessary materials and aids to successfully complete at least 20
three day training sessions for our own sworn personnel (24 course hours), one four day training
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program for other law enforcement agencies (32 course hours), and two one day training
presentations to the citizens (8 course hours). Costs for printing brochures to be mailed to other
agencies and other office equipment, supplies to be used by center personnel, magazines and
books to establish a library has also been added. Other Costs budgeted in this section will be used
for telephone service, refreshments, postage and other related costs.
The Miami Police Department Community Policing Demonstration Center will utilize
$105,000 to pay a variety of subject matter experts (Consultants) to assist in curriculum
development, to provide technical assistance on community policing issues and problems, to act
as trainers at classes and conferences, to conduct research on community policing and to evaluate
the progress of NET, its training program, and the effectiveness of both. Research expenses of
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$40,000 and evaluation expenses of $65,000 have been budgeted.
The estimated time line for the hiring and appointment of individuals will begin as soon as
notification of the award is received. Individuals to be hired have to go through the city's hiring
procedure and backgrounds. Within the first and second months, Training Unit personnel,
Demonstration Center personnel recently hired and the appointed Major will review training
materials already in existence and evaluate their future use. Center personnel will review its
budget and develop business procedures and begin ordering training equipment. In the third
month, the in-house training sessions will begin for sworn personnel. The evaluations of the
training programs should have begun and any changes in course curriculum would take place.
During month four, the demonstration center will begin training outside police agencies. The
website should become operational and additional training sessions will continue to be conducted
during month five. Training courses for outside agencies will continue. By month seven,
problem solving techniques for the majority of officers will have taken place and the training bf
NET commanders in risk assessment and crime analysis will be conducted. During month ten,
28 11683
the Project Director will start working on second year funding. During month twelve, fourth
quarter reports and final reports will be forwarded to the COPS office.
5. Although Demonstration Center personnel will rely on our consultants to handle the majority of
the evaluation process, we will also conduct our own collection of data. The utilization of
traditional tools such as surveys and crime statistics will be used as well as others. Performance
measures will be based on the collection of data indicative of neighborhood areas degree of
maintenance and improved quality of life. For instance, an increase of property values will lead to
economic development, thereby breaking the cycle of despair and poverty. A safe environment,
both real and perceived, is the seed that promotes growth.
Another measure of success would be the reduction of calls for service, in particular, repeated
2�-
calls for service given high priorities and multiple -incident locations. By enhancing the
networking of data through the website, officers will have the knowledge to assist them with
problem -solving. Tourism drives the economy of South Florida. A measure of success would be
an increase in tourism. Since travel agents shy away from bookings to unsafe areas, increased
tourism would be an indication that the fear of crime has been reduced. Positive police -
community relations will lead to enhanced media coverage. Additional newspaper, television and
published police initiatives will be another possible measure of success.
Measuring the success of the Miami Police Demonstration Center will be conducted mainly
through seminar surveys (to be developed.) Agency referrals from trained participants is another
measure of success. Of course, the degree that conference participants modify their organization
to promote change will also be noted and be used to evaluate the demonstration center's success.
29 11683
4
4
wwr-r I
Begin HrIng P'".w of
Dem"hMa, Center
Appoinbnant of St."
•
porvonnal
EnMr ConaullantCmuens
--d..A6.6
� i I ,
a
agency dale collaction
"n ofaNn g-
•
manuals
Develop ng schaliki for
'
..m.1rellon Center
agenin-bm" miring
In,
II
•
sesame for Police
pw8M'11al
Begin slu.6w of lwi—g
a
is
Begin coordineum and
poding f Prod solving
P�
Begin D.rnon etlm Canler
J,wring to, outside 1—
Put)lsh problem solving and
NET brochures
WON m P-t-wml (Of second
year Oindng
Cmtk,s to assess OwNng
comf4 of .,,eluabon
process
Final-reports lorwardd to
COPS Office
6,,4t and Acquire Dal.
CA'Ouits
Order endAcquireInternet
Connectim fmm ISP
order and aoquiro
Elocftonin
Instal tiell• rfc Eledronia
Insibil Intomet SbNOvs
Intel WAN PC's
E)evetopme-nt of Intennel S,la
MN Applcolm
D.,00P.Ont
Em.bUh Web Site
Amended Budget Narrative
Personnel/Fringe Benefits
Existing personnel will provide $140,968.63 of in -kind services to the
project. The remainder of their work schedule is reflected as overtime. Due
to the duration of our hiring process (recruitment, interviews, and
background process), only one technical support specialist will be hired. It
is also believed that current personnel can learn from consultants and
continue the project after funding from the grant runs out.
Travel
Travel expenses have been itemized by purpose and cost.
Equipment
Equipment expenses include all Internet and Crime Analysis equipment,
software, and connections for all Neighborhood Enhancement Teams, and
for three Demonstration Center conferences.
Supplies
Supply expenses have been itemized by description and cost.
Consultants/Contracts
Consultant services for research, training, and evaluation have been
redefined. Contracts will reflect the new requirements for consultant fees.
Other costs
Since the Demonstration Center will be used to host conferences, the rental
of the training facility has been itemized.
11683
•
A. PERSONNEL
1 Project Director/Administrator [in -kind 100%] [59,171.22]
(Lieutenant of Police)
1 Training & Development Coordinator [in -kind 20%] [8,836.51]
10 hrs. x 52 weeks x $33.09 per hr. (overtime) 17,206.80
1 Secretary II [in -kind 20%] [6,480.86]
10 hrs. x 52 weeks x $23.37 per hr. (overtime) 12,152.40
4 Technical Support Specialists (100%
a. (New Hire) 32,000.00
b. (Police Officer) [in -kind 20%] [8,198.03]
5 hrs. x 52 weeks x $29.56 per hr. (overtime) 7,685.60
c. (Police Officer) [in -kind 20%) [3,545.57]
3 hrs. x 52 weeks x $25.57 per hr. (overtime) 3,988.92
d. (Civilian) [in -kind 20%] [10,035.67]
5 hrs. x 52 weeks x $24.12 per hr. (overtime) 6.271.20
Total $79,304.92
B. FRINGE BENEFITS
1 Project Director/Administrator [in -kind 100%] [28,993.90]
(49.0% of $59,171.22)
1 Training & Development Coordinator [in -kind] [8,431.33]
(49.0% of $17,206.80)
1 Secretary II [in -kind] [596.89]
(9.21 % of $6,480.86)
4 Technical Support Specialists
a. (9.21 % of $32,000) 2,947.20
b. (49.0% of $8,198.03) [in -kind] [4,017.03]
c. (49.0% of $3,545.57) [in -kind] [1,737.33]
d. (9.21 % of $10,03 5.67) [in -kind] [924.29]
Total In -kind: fS]40,968.637 Total $2,947.20
i
C. TRAVEL
I. CompState Process New York, NY May 10-14, 1998
Conference fee $295.00
Airfare 350.00
Transportation 100.00
Lodging ($219.00 x 4) 876.00
Meals ($78.00 x 4) 312.00
$1933.00 x 3 per = Subtotal $5,799.00
II. YMCA Police -Community Problem Solving Partnership Conference
St. Petersburg, FL May 1 - 2, 1998
Lodging ($168.00 x 2) $336.00
Meals ($41.80 x 2) 83.60
$419.60 x 3 per = $1,258.80
Transportation 270.00
Subtotal $1,528.80
III. CAPS Program - Chicago, IL - June 2 - 5, 1998
Airfare $ 300.00
Transportation 100.00
Lodging ($260.00 x 4) 1,040.00
Meals ($55.95 x 4) 223.80
$1,663.80 x 3 per = Subtotal $4,991.40
IV. POPS Conference - San Diego, CA - November 1998
Airfare
Transportation
Lodging (134.00 x 4)
Meals (45.10 x 4)
Conference fee (Estimated)
$600.00
100.00
536.00
180.40
300.00
$1,176.40 x 4 per = Subtotal $6,865.60
Total Travel: $19,184.80
A -
11683
iInternet and WAN Equipment •
1
Multi Processor Pentum 200 MHz PC,
1
$13,000
$13,000
128 Mb RAM, 8 GB hard disk, Tape
backup (Internet server)
2
Multi Processor Pentum 200 MHz PC,
1
$18,000
$18,000
128 Mb RAM, 20GB Raid Array, Tape
backup (Internet Data server)
3
Microsoft Windows NT Server
2
$1,200
$2,400
4
Microsoft Windows Internet
1
$1,200
$1,200
Information server 4.0
5
FireWall
1
$20,000
$20,000
6
Internet Access Router
2
$21,000
$42,000
7
PIX Address Translation Processor
1
$23,000
$23,000
8
Lan Access Router
2
$13,000
$26,000
9
Installation of 56K Frame Relay for
1
$2,200
$2,200
Internet
10
Installation of T1 Frame Relay for
1
$1,700
$1,700
WAN
11
One Year Line Charges
1
$8,500
$8,500
12
Internet Service Provider Connection
1
$8,400
$8,400
Charges (64K connection, $700 one
year- includes 256 IP addresses)
13
Esri Map Objects Internet Software
1
$10,000
$10,000
14
Esri Map Objects Internet Software
1
$2,000
$2,000
(one year maintenance)
15
Microsoft BackOffice
2
$2,400
$4,800
16
Cheyenne Areserve Backup software
2
$1,500
$3,000
17
Cheyenne Areserver Changer option
2
$700
$1,400
18
Cheyenne Client Agent SQL Server
2
$600
$1,200
19
Cheyenne Client Agent Oracle Server
1
$600
$600
20
Cheyenne Open Files Option
1
$400
$400
21
Cheyenne Client Agent Exchange
1
$600
$600
22
Cheyenne Disaster Recovery Option
1
$300
$300
23
Cheyenne Image Option
1
$600
$600
24
Cheyenner Raid Option
1
$1,200
$1,200
25
Exabite Tape Library System
1
$17,000
$17,000
26
Cheyenne Inoculan NT Servers
1
$2,300
$2,300
27
Cheyenne Inoculan Clients
1
$1,200
$1,200
28
WAN Access Router
1
$21,000
$21,000
-} -
Miami Police Department
Planning and Research
Cop Institute Technical Budget
Internet and WAN E4pi 6 8 3
iInternet and WAN Equipment •
29
Frame Relay LANFRAD Access Unit
1
$1,900
$1,900
30
North District WAN Electronics
1
$9,000
$9,000
31
South District WAN Electronics
1
$9,000
$9,000
32
NET Office WAN Electronics
10
$5,250
$52,500
33
Frame Relay line charges for 1 year all
12
$3,600
$43,200
WAN sites
34
Frame relay Installation
12
$1,000
$12,000
35
Remote site Premises wiring
12
$875
$10,500
36
NET Office Clients and peripherals (2
12
$8,300
$99,600
PC's with software and 1 Printer per
NET)
37
Crime View
12
$3,500
$42,009
38
Multimedia Projector InFocus
1
$7,500
$7,500
39
Remote site setup fees
1
$12,000
$12,000
40
Network Planning and Design fees
1
$25,000
$25,000
41
Laptop Computers
2
$4,500
$9,000
42
Camcorder
1
$1,200
$1,200
43
Fax Machine
1
$3,000
$3,000
44
Digital Camera
1
$950
$950
45
Video Casette Recorder
1
$250
$250
46
HP4000TN Laser Printers
14
$1,900
$26,600
47
27 inch Television
2
$800
$1,600
48
PC workstations for programmers
5
$4,000
$20,000
49
UPS Units for servers
2
$235
$470
50
Development Software
5
$3,000
$15,000
51
Computer Kiosks for Public Access
5
$3,000
$15,000
52
Computer workstation chair and desk
5
$500
$2,500
53
Printer stands (floor model)
14
$200
$2,800
54
Cabinet for Backup Tapes
1
$500
$500
55
Overhead Projector cart
1
$399
$399
56
Electric Projection Screen
1
$839
$839
57
Lectern
1
$213
$213
58
Easel.
4
$1,025
$4,100
59
Media Cart
1
$1,830
$1,830
60
Network Center
1
$6,000
$6,000
Budget Amended
Total
$670,451
Miami Police Department Cop Institute Technical Budget
Planning and Research Internet and W 1VS 3
Is
Supplies 0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
TDK 120 DAT Tapes
80
$17.00
$1,360.00
Laser Printer Toner Cartriges
6
$89.00
$534.00
Ink jet Cartrige (Black)
48
$25.00
$1,200.00
Ink jet Cartrige (Color)
48
$30.00
$1,440.00
Paper (Bond)
10
$30.00
$300.00
Training Videos
1
$2,000.00
$2,000.00
Floppy Disks
6
$48.00
$288.00
Jazz Disks
6
$90.00
$540.00
Writable CD ROM disks
20
$10.00
$200.00
Flopppy Disk cases
5
$10.00
$50.00
Printing/Publishing Services
1
$25,000.00'
$25,000.00
Overhead transparencies.
3
box
$17.00
$51.00
Plotter Paper
4
rolls
$70.00
$280.00
Plotter Paper Glossy
4
rolls
$110.00
$440.00
Letterhead paper (Bond)
10
reams
$10.00
$100.00
Flip Charts
24
$10.00
$240.00
Laser Pointer
1
$50.00
$50.00
Video Tapes (Blank)
30
$5.00
$150.00
Computer Tool kit
1
$150.00
$150.00
Seminar Notebooks
700
$2.00
$1,400.00
Training manuals
1
$3,000.00
$3,000.00
Writing Pads And Pens
700
$2.00
$1,400.00
Business Cards
6
1000
$30.00
$180.00
Markers for flip charts
10
box
$13.00
$130.00
Name tags with holders
600
$0.25
$150.00
Law Enforcement Mailing List
1
$1,500.00
$1,500.00
Microsoft TechNet (technical Manual)
1
$290.00
$290.00
Subscription Cobb Windows NT
1
$400.00
$400.00
Postage
1000
$0.32
$320.00
Books
1
$7,000.00
$7,000.00
Wireless Mouse
1
$125.00
$125.00
Wireless Keyboard
1
$125.00
$125.00
$50,393.00
Miami Police Department
Planning and Research
Cop Institute Technrft18
F. CONSULTANTS/CONTRACTS
Dr. W. Clinton -Terry $35,000.00
Training, Research & Evaluation
Dr. William Blount $38,370.00
Training, Research & Evaluation
21" Century Solutions $43,440.00
Training, Research & Evaluation
TBA: Website Development & Web $48,907.08
Mapping Integration
Total $165.717.08
1*-
G. OTHER COSTS
1. Rental of Demonstration Site
A Training: Line Supervisor & Officer Problem -Solving Training
Conference room: 16 days x $250.00
Command post: 1 day x 82.00
B Training: Mid -Management Community -Police
Partnership Problem Solving Training
Conference room: 3 days x $250.00
2. Community. Policing Demonstration Center
Conference room: 9 days x $250.00
Command post: 5 rooms x 9 days x $82.00
$4,000.00
1,312.00
$750.00
$2,250.00
1,690.00
Total $12.002.00
11683
MIAMI DAILY BUSINESS REVIEW
Published Daily except Saturday, Sunday and
Legal Holidays
Miami, Dade County, Florida.
STATE OF FLORIDA
COUNTY OF DADE:
Before the undersigned authority personally appeared
Sookle Williams, who on oath says that she is the Vice
President of Legal Advertising of the Miami Daily Business
Review f/k/a Miami Review, a daily (except Saturday, Sunday
and Legal Holidays) newspaper, published at Miami in Dade
County, Florida; that the attached copy of advertisement,
being a Legal Advertisement of Notice in the matter of
CITY OF MIAMI
ORDINANCE NO. 11683
In the ...........XXXXX...................... Court,
..
waA published In sf$r jrpaper in the Issues of
Afflant further says that the said Miami Daily Business
Review is a newspaper published at Miami In said Dade
County, Florida, and that the said newspaper has heretofore
been continuously published In said Dade County, Florida,
each day (except Saturday, Sunday and Legal Holidays) and
has been entered as second class mall matter at the post
office in Miami In said Dade County, Florida, for a period of
one year next preceding the first publication of the attached
copy of rtisement; and affiant further says that she has
neith pal nor promised any person, firm or corporation
any scou t, rebate, commission or refund for the purpose
of s ud this advertisement for publication in the said
30 to and s7YA.
afore me thl
...... d ............ ..D. 19......
(SEAL)
Sookle WIIIIIs knrf �1 NOTARY SEAL
O1 JANE LLERENA
CGMwf,%0N NUMBER
Rc}+Q CC566004
�j�, a4 r �Q MY COtit 'SSION EXPIRES
OF FAO JUNE 23,2000
CITY OF MUNI, FLORIDA
LEGA;WTICE . -
All interested persons will take notice that on the 14th day of July'
1998 the City Commission of Miami, Florida adopted the following ti
.fled ordinances: I
ORDINANCE NO. 11680 i
AN EMERGENCY ORDINANCE AMENDING ORDINANCE
NO. 11463, ADOPTED MARCH 20, 1997, WHICH
ESTABLISHED INITIAL - RESOURCES AND INITIAL
APPROPRIATIONS FOR A SPECIAL REVENUE FUND- i
ENTITLED: "LOCAL LAW ENFORCEMENT BLOCK GRANT I
PROGRAM," (1) CORRECT AN OMISSION BY RE-. _1
FLECTING THE APPROPRIATION OF MATCHING FUNDS,
IN AN AMOUNT OF $331,093.00 FROM THE POLICE,
DEPARTMENT GENERAL OPERATING BUDGET, AS
APPROVED PURSUANT TO SAID ORDINANCE; AND (2)
INCREASE THE DEPARTMENT OF JUSTICE GRANT
MONIES RECEIVED, IN THE AMOUNT OF $79,616.00, AS i -
A RESULT OF ACCRUED INTEREST EARNINGS;
CONTAINING A REPEALER'PROVISION, A SEVERABILITY
CLAUSE, AND PROVIDING FOR AN EFFECTIVE DATE.
ORDINANCE NO. 11681
AN EMERGENCY ORDINANCE. AMENDING, SECTION _2-
_ 1052 OF THE CODE OF THE CITY OF MIAMI, FLORIDA, -i
AS AMENDED, TO (1) CHANGE THE MANNER -IN WHICH
MEMBERS ON THE OVERTOWN ADVISORY BOARD ARE
SELECTED TO PROVIDE FOR THE APPOINTMENT OF
TWO OF THE MEMBERS: ONE BY THE MAYOR OF.THE
CITY OF MIAMI AND ONE BY THE ELECTED OFFICIAL ON
THE CITY COMMISSION WHO REPRESENTS THE
OVERTOWN COMMUNITY; (2) INCREASE THE TERM OF
OFFICEFROM ONE YEAR TO TWO YEARS AND PROVIDE
FOR STAGGERED 'TERMS; (3) MODIFY THE
RESPONSIBILITIES OF THE STAFF PERSON ASSIGNED
TO ASSIST THE 'OVERTOWN ADVISORY BOARD;
CONTAINING A REPEALER PROVISION, A SEVERABILITY
CLAUSE, AND -PROVIDING FOR AN EFFECTIVE DATE.
ORDINANCE'NO. 11682
AN EMERGENCY ORDINANCE ESTABLISHING FIVE (5)
NEW SPECIAL REVENUE FUNDS ENTITLED: "JTPA TITLE
II-A%ECONOMICALLY DISADVANTAGED ADULTS (PY '98),"
"JTPA - TITLE II-C/ECONOMICALLY DISADVANTAGED
YOUTH (PY '98)," "JTPA TITLE III/DISLOCATED WORKERS
(PY '98)," "JTPA/WAGES (PY '98)," AND "DADE-MONROE
WAGES COALITION (PY-'98)`; APPROPRIATING FUNDS
FOR THE OPERATION OF EACH COMPONENT IN THE -
RESPECTIVE AMOUNTS OF $248,400, $34,500,1114,700,
$470,750, AND $2,416,796 FROM THE U.S. DEPARTMENT
OF LABOR AND' FLORIDA DEPARTMENT OF CHILDREN
AND FAMILIES GRANT AWARDS; AUTHORIZING THE
CITY MANAGER TO -EXECUTE THE NECESSARY
DOCUMENT(S), IN A FORM ACCEPTABLE TO THE CITY
ATTORNEY, TO- IMPLEMENT "ACCEPTANCE OF SAID
GRANTS; CONTAINING A REPEALER PROVISION AND A
SEVERABILITY CLAUSE. '
ORDINANCE NO. 111�83 .
AN ORDINANCE ESTABLISHING__ NEW SPECIAL
REVENUE FUND ENTITLED: "COMMUNITY POLICING
DEMONSTRATION CENTER" AND APPROPRIATING
FUNDS FOR THE OPERATION OF SAME IN THE AMOUNT
OF $1,000,000.00, CONSISTING OF. A GRANT FROM THE
.U.S. DEPARTMENT OF JUSTICE; AUTHORIZING THE
CITY MANAGER TO ACCEPT SAID GRANT FROM THE.-
U.S. DEPARTMENT OF JUSTICE AND' TO EXECUTE THE
NECESSARY DOCUMENTS, IN A FORM ACCEPTABLE TO
THE CITY ATTORNEY, TO'IMPLEMENT ACCEPTANCE OF
SAID GRANT; CONTAINING A REPEALER PROVISION
AND A SEVERABILITY CLAUSE. -
ORDINANCE NO. 11684
AN ORDINANCE AMENDING SECTION.53-83(b)(1) b. AND
c. OF THE CODE OF THE- CITY OF MIAMI, FLORIDA, AS
AMENDED, ENTITLED: "ADMISSION TAX AND MINIMUM
CHARGES," TO SET FORTH CERTAIN RENTAL FEES TO
BE CHARGED FOR THE USE OF THE ORANGE BOWL
STADIUM - FOR. HIGH SCHOOL FOOTBALL GAMES;
CONTAINING • A REPEALER PROVISION AND A
'SEVERABILITY CLAUSE:,
ORDINANCE NO. 11685 '
AN ORDINANCE AMENDING ORDINANCE NO. 100211
ADOPTED-- JULY . 18, 1985; AS AMENDED, .WHICH.-
, ESTABLISHED INITIAL RESOURCES AND INITIAL
APPROPRIATIONS. FOR THE LAW ENFORCEMENT,
TRUST FUND,, -RECEIVED AND DEPOSITED., PURSUANT
Th •6RDWANCE NO-. 9257. ADOPTED APRIL 9. 1981.
Ll
MIAMI DAILY BUSINESS REVIEW
Published Daily except Saturday, Sunday and
Legal Holidays
Miami, Dade County, Florida.
STATE OF FLORIDA
COUNTY OF DADE:
Before the undersigned authority personally appeared
Octelma V. Ferbeyre, who on oath says that she is the
Supervisor, Legal Notices of the Miami Daily Business
Review f/k/a Miami Review, a daily (except Saturday, Sunday
and Legal Holidays) newspaper, published at Miami in Dade
County, Florida; that the attached copy of advertisement,
being a Legal Advertisement of Notice in the matter of
CITY OF MIAMI
ORDINANCE "COMMUNITY POLICING
DEMONSTRATION CENTER"
in the ....................... .XXXY-X...................................... Court,
was published in said newspaper in the issues of
Jul 2, 1998
Affiant further says that the said Miami Daily Business
Review is a newspaper published at Miami in said Dade
County, Florida, and that the said newspaper has heretofore
been continuously published in said Dade County, Florida,
each day (except Saturday, Sunday and Legal Holidays) and
has been entered as second class mail matter at the post
office in Miami in said Dade County, Florida, for a period of
one year next preceding the first publication of the attached
copy of advertisement; and affiant further says that she has
neither paid nor promised any�rel'fund
or corporation
any disco ,rebate, commis 'or the purpose
of secmg_Lhis advertise nion in the said
S to and su scri d ?/gme this
2 my 98
....dav o ...-. .........�............ A.D. 19......
.............. �..«...:...,...r ..... eo..,......... ....:......... —
(SEAL) OFFICIAL NOTARY SEAL
01� �4 JANETT LLERENA
Octelma V. Ferbey X eWE!
fOwn tpEniTiStISSION NUMBER
Q CC566004
7/�.�` C� MY COMMISSION EXPIRES
O.F F,O JUNE 23,2000
CITY OF MIAMI, FLORIDA .
NOTICE OF PROPOSED ORDINANCES-
Notice 'is hereby given that the City. Commission of the City of
Miami, Florida, will consider the following ordinances on second and,
final reading.on July.14, 1998, commencing at-10:00 a.m., in the'City
Commission Chambers, 3500 Pan American Drive, Miami, Florida:
ORDINANCE NO.
AN ORDINANCE AMENDING SECTION 53:83 (b) (1),b AND.
c OF THE CODE OF THE CITY OF MIAMI, FLORIDA, AS
AMENDED, ENTITLED "ADMISSION TAX AND MINIMUM
CHARGES", TO SET FORTH CERTAIN RENTAL FEES TO
BE CHARGED FOR THE USE OF THE ORANGE BOWL
STADIUM FOR HIGH SCHOOL FOOTBALL GAMES; CON-
TAINING A REPEALER PROVISION AND A SEVERABILITY
`CLAUSE.
ORDINANCE NO.
AN ORDINANCE ESTABLISHING A NEW SPECIALBEYE-
NUE FUND ENTITLED: "COMMUNITY POLICING DEMON-.
STRATION CENTER" AND .APPROPRIATING FUNDS FOR
THE OPERATION -OF SAME IN THE AMOUNT OF
$1,000,000.00. CONSISTING OF A GRANT FROM THE U.S.
DEPARTMENT OF JUSTICE; AUTHORIZING THE CITY
MANAGER. TO ACCEPT SAID GRANT FROM THE U.S.
DEPARTMENT OF JUSTICE AND TO EXECUTE, THE
NECESSARY DOCUMENTS, IN A FORM ACCEPTABLE TO'
THE CITY ATTORNEY TO IMPLEMENT ACCEPTANCE OF
SAID GRANT; CONTAINING -A REPEALER PROVISION
AND A SEVERABILITY CLAUSE. I
ORDINANCE NO.
AN ORDINANCE AMENDING' ORDINANCE NO. 10021,
ADOPTED JULY 16, 1985, AS AMENDED, WHICH ESTAB- {
LISHED INITIAL RESOURCES AND INITIAL APPROPRIA- I
TIONS FOR THE LAW ENFORCEMENT TRUST FUND,
RECEIVED AND DEPOSITED PURSUANT TO ORDINANCE
NO. 9257, ADOPTED. APRIL 9, 1981, THEREBY PROVID-
ING FOR AN INCREASE IN THE AMOUNT OF $1,080,000.00,
AS A, RESULT OF ADDITIONAL MONIES DEPOSITED- IN
SAID FUND DUE TO SUCCESSFUL FORFEITURE AC-
TIONS; CONTAINING A REPEALER PROVISION AND SEV-
ERABILITY CLAUSE.
Said proposed ordinances may be inspected by the public, at the'I
Office of the City Clerk, 3500 Pan American .Drive, Miami, Florida,
Monday through Friday, excluding holidays, between the hours of 8
a.m. and 5 p.m.
All interested persons may appear at the meeting and may be heard
with respect to the proposed ordinances. Should any person desire to
appeal any decision of the City Corrimission. with respect to any matter
to be considered at this meeting, that person shall ensure that a
verbatim record of the proceedings is made including -all testimony and I
evidence upon -which any appeal may be based.
�� p? WALTERJ. FOEMAN
CITY CLERK
' o v
qOE Fwa\O
(#4808)
98-4-070269M