HomeMy WebLinkAboutM-92-04281]
Special Presentation to
the City Commission
May 7, 1992
Submitted into the public
record in connection v,;' h
item on
Nlatty irai ri"
City Clerk f �► P�,�
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92- 429
DEPARTMENT OF POLICE
THE MIAMI POLICE DEPARTMENT
Special Presentation to
the City Commission
May 7, 1992
Calvin Ross
Chief of Pollee
May 7, 1992
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of I
CALVIN ROSS CESAR H. ODIO
Chief of Police c`" 1�—! City Manager
AN OPEN LETTER TO THE CITY OF MIAMI COMMISSION
AND THE COMMUNITY WE PROUDLY SERVE
This booklet has been prepared to fully apprise the dynamic mix of
cultural groups which make up our City and our elected officials of
how this Administration and your Police Chief have tailored police
deployment to meet the challenging demands we face.
Our plans for the deployment of manpower and fiscal resources are
constantly being scrutinized and fine-tuned to provide the most
efficient/effective service possible. This is an ongoing, flexible
and open process. One influenced both by our expertise in police
management and your assessment of priorities based on the differing
needs of our neighborhoods.
� I am pleased to be able to highlight and share with you our newest
and very promising program - Neighborhood Enhancement Teams (N.E.T.).
Through this program which addresses a multitude of concerns at the
neighborhood level, we hope to provide a means by which you can have
a direct impact upon the provision of City services within your area.
To this end, the City Administration has established Neighborhood
Administrators who will work jointly with our Neighborhood Resource
Officers and other City personnel to coordinate service delivery and
address problem areas.
The initial phase of the N.E.T. program, the I.M.P.A.C.T. teams have
been extremely successful. These highly mobile tactical units'have
been deployed since February 20, 1992, to proactively target major
crimes. As of April 25, 1992, they have reduced burglaries by 14%
and robberies by 23%, as well as effectuated 615 felony and 2,893
misdemeanor arrests. The I.M.P.A.C.T. teams will continue to be
deployed as needed, as long as budgetarily feasible.
I appreciate having been provided the opportunity to meet with you
and to provide you with the enclosed information. I look forward to
your continued interest and support in formulating and implementing
new and innovative ideas to enhance the quality of life for those
that live, visit and conduct business in our City.
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MIAMI POLICE DEPARTMENT /P.O.BOX 016777 / Miami, Florida 33101 / (305) 579-6565 `
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El
THE
[11
MIAMI POLICE DEPARTMENT
An Overview
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F
A
Im
MIAMI POLICE DEPARTMENT
ILIlimej mi Elm _ ll
The Miami Police Department is dedicated to
providing service of the highest quality in response
to needs as defined by the citizens of the City of
Miami. This service is performed within prescribed
ethical, legal, and constitutional constraints.
Our commitment is demonstrated by qualified
personnel providing professional services through
the effective and efficient utilization of state of the
art technology.
We accept the challenge of reducing the fear of
crime by prevention of criminal activity.
We will cooperate with other agencies, public and
private, to identify and apprehend violators of the
law.
This commitment will provide tranquility, peace and
security b enhancing the quality of life in he
-= u Y Y g q a ty t
neighborhoods of our community.
a
It is to this mission that we commit ourselves.
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r', THE MIAMI POLICE DEPARTMENT
A FULL SERVICE POLICE DEPARTMENT
The Miami Police Department, employing over 1,000 sworn and some
500 civilian and part-time employees, is the 4th largest police
organization in the state of Florida. only the Florida Highway
Patrol, Dade County and the city of Jacksonville have a larger
number of sworn employees.
As a large organization we provide numerous services ranging from
the apprehension of dangerous felons to programs aimed at
protecting the elderly. Each of these services require resources
and we as an organization are, on a daily basis, attempting to
maintain a delicate balance between those demands and our
available resources. Several factors further complicate this
picture. They include:
T' - A large dynamic service population which generates
service calls and crime disproportionate to our resident
G population. For example, the city of Jacksonville, with
a resident population almost twice as great as ours,
generates about the same number of calls for service.
- A diverse community which places special demands on our
organization in the form of programs and people.
- A small, densely populated urban core which has all the
r�' problems of much larger cities but does not allow for
the diverse resources needed to deal effectively with
_ these problems.
i)
All these factors combine to place significant demands on our
available resources. How we have responded to these demands and
A` what we will do in the future is illustrated in the pages which
follow.
We invite you, the members of the Miami community, to examine
this information and to continue to work with us in improving the
overall quality of life in this great city.
31
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A
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The Miami Police Department is
the 4th largest organization
in the State of Florida in the
number of sworn personnel.
We as a large organization
perform dozens of functions
and provide numerous services.
We have a large service
population which generates
i; calls and crimes
�= disproportionally to our size.
o Because of the diverse nature of
our community, special demands
1 are placed on us as a police
organization.
All of these factors place
significant demands on our
available resources and cause us
�Y to constantly assess our use of
personnel and other resources.
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11
0
Current trends indicate that Miami, unlike the rest of the nation
has experienced a slight decrease in violent and overall crimes.
The charts on the following pages clearly illustrate that fact.
Of greater significance, however, is what our response has been
to these trends. An examination of arrest trends reveals that
the Miami Police Department has performed significantly better
than the national average.
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ima.
J-0 .�43-
CRIME TRENDS
1990 VERSUS 1991
* NATIONALLY FLORIDA MIAMI
� I Wfj-j "TAI
OVERALL CRIME UP 4%
ca 00
• Based on cities with populations or 250,000 to 500,000
I DOWN 1.5% 1 DOWN 0.1%
W-
m
2ew -A J
1�3 §!!A 77-1 -J 7-1 7-1
u 'I IF p -fiv
ARREST TRENDS
ARRESTS FOR VIOLENT CRIME
ARRESTS FOR PROPERTY CRIME
DRUG ARRESTS
*1991 National Statistics NIA
�WQV
1,42
=00
NATIONALLY MIAMI
UP 19% UP 3z%
UP 10% UP 59%
1981 VERSUS- 1990
501
ig
Lis
PART I CRIME COMPARISON
MURDER
RAPE
ROBBERY
AGGRAVATED ASSAULT
BURGLARY
LARCENY
AUTO THEFT
GRANTS TOTAL:......
YR 1990 YR 1991
130
134
457
391
89170
89542
61896
6,578
13,505
129601
2%572
309751
%516
8,681
689246 673,678
�'7
MR
Any discussion of crime rates and the use of police resources in
a core city such as Miami must include the reality of daily
service population.
Daily service population is made up of the total number of people
who live, work or visit our city on a daily basis. In Miami,
which is at the center of a large metropolitan area, over 800,000
people come into our city on a daily basis. This is more than
double our resident population. Yet each of these 800,000 people
may need the services of the Police Department.
The effect this has on victimization rates and police resources
is illustrated in the attached fact sheets.
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jo 3
City Of Miami
Service Population
1991
Resident
60 ^
� A
N-Resident Worker
274370
TOTAL SERVICE POPULATION
00
8129951
-r-� , ; �
J1 a
318
N-Resident Shopper
139947
w
M,
� MIAMI POLICE DEPARTMENT
� o ° SERVICE POPULATION EFFECTS
b
ON
CRIME AND POLICE RRESOURCES
VICTli IZ4TION RATES
O OUR DAILY SERVICE POPULATION DOUBLES OUR
RESIDENT POPULATION
0 THE CRIME INDEX IS BASED ON THE NUMBER 0
INCIDENTS PER 100,000 RESIDENTS I
O IF SERVICE POPULATION WAS TAKEN INTO ACCOUNT,
OUR ROBBERY CRIME INDEX WOULD BE 1081 PER
100,000 INSTEAD OF 2382 PER 100,000
00
i!)
SERVICE POPULATION EFFECTS
r ON
IR
CRIME, • POLICE RESOURCES
POLICE
, RESOURCES
0 RESIDENT POPULATION REMAINED STABLE FOR
PAST 10 YEARS
0 SERVICE POPULATION HAS INCREASED 25%
SERVICE POPULATION IS PROJECTED TO INCREASE AN
ADDITIONAL 11% OVER THE NEXT 10 YEARS
WE ESTIMATE THE NEED FOR 15 ADDITIONAL OFFICERS
PER YEAR (BASED ON 1.4 OFFICERS PER 1000 SERVICE
POPULATION)
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Another area dramatically impacted by our large service
`
population is call for service requests made to the police
department.
l
In a typical year almost a million telephone calls will come into
our Communications center and almost 400,000 of these calls will
require some form of police response.
During 1991 some 398,653 calls have been dispatched. Of these,
84.1% have been dispatched within our very stringent time
parameter guidelines. This, given the dynamics of this
community, is a reasonable job. It is not, however, one that we
are satisfied with. We continue to examine a variety of methods
to improve our overall performance and to improve on our records.
_
As an organization we recognize that there are many times when
_
citizens must wait for the police to respond. At the same time
we take pride in the positive response to tens of thousands of
—
calls.
-E
The following charts illustrate our overall responsiveness to a
variety of calls ranging from emergency calls to low priority
calls, such as barking dogs.
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MIAMI POLICE DEPARTMENT
CALLS FOR SERVICE ** JAN-DEC 1991
PRIORITY DESCRIPTION # OF CALLS
3
Emergency
29013
4
High Priority
In -Progress
1179153
5
Routine
919466
6
Low Priority
Complaints
239420
7
Crime Scene
Processing
89371
8
Telephone
Reports
299020
9
Field Officers
Self Initiated
1279210
TOTAL CALLS: 398,653
•
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429
MIAMI POLICE DEPARTMENT
Emergency Calls
Priority 3
A TOTAL OF 21013 CALLS WERE DISPATCHED FROM JAN TO DEC 1991
We dispatched ly945 calls (97 0) within FIVE minutes.
6Ve dispatched 1,590 calls (7910) within ONE minute.
M VEL
We arrived at 1,893 (940) of these emergency calls
within TEN minutes
We arrived at 1, 707 (859,) of these emergency calls
within FIVE minutes
MIAMI POLICE DEPARTMENT
i.
High Priority h Priori or In. -Progress ells
Priority 4
A TOTAL
OF 117153 CALLS WERE DISPATCHED FROM JAN TO DEC 1991
}
t
co
—DISPATCH
We dispatched 9918" (859.0,) calls within TEN minutes.
We dispatched 86,668 (7470 calls within FIVE minutes.
T'.RAVEL
We arrived at 106,083 (91 %) of these calls
within TWENTY minutes
We arrived at 87,111 (7490 of these calls
within TEN minutes
0
c�
Rout"Ine Calla
Priority 5
A TOTAL OF 91,466 CALLS WERE DISPATCHED FROM JAN TO DEC 1991
RISPA�'CH
We dispatched 66,150 calls (729c) within THIRTY minutes.
TRAVEL
We arrived at 74,879 (829o) of these calls
within TWENTY minutes
We arrived at 55,584 (619c) of these calls
within TEN minutes
14�
NAM 1, [Vi'l
Low Priority Complaint Calls
Priority 6
A TOTAL OF 23,420 CALLS WERE DISPATCHED FROM JAN TO DEC 1991
DISPA�''CH
V
We dispatched 18,613 calls (84 0) within SIXTY minutes,
T
We arrived at 19,442 (83%) of these calls
within TWENTY minutes
We arrived at 14,522 (62%) of these calls
within TEN minutes
IN iND
to 00
STEPS TAKEN TO IMPROVE RESPONSE TIME
Given the large volume of calls for service the Department must
respond to, it is incumbent upon us as an organization to
�j constantly strive to improve our response time. We have taken
several important steps to improve our overall responsiveness.
First and most important, we have transferred 125
police officers to Patrol since August of 1988. It is
important to note that this was a reallocation of
resources from other departmental entities.
Second, we have realigned our Patrol zone boundaries,
increasing the number of Patrol zones by 24 percent,
from 42 to 52. This allows for an overall quicker
response and better distributes the workload.
Third, in 1989 we initiated programs to reduce the
average time we spend on a call. For example, last
year we handled 73,142 disturbance calls. By reducing
the time we spend on these calls by one minute, we
would save an incredible 1,219 manhours. In total,
these programs have resulted in a savings of 5,018
patrol hours for the years 1990 and 1991.
Fourth, we continue to make effective use of our Public
Service Aides (PSA's). PSA's in TeleServe currently
handle 34% of all police reports. In 1991 this
resulted in a savings of 31.497 hours of Patrol time.
Additionally, PSA's riding on the street handle
additional calls, including vehicle accidents. During
1991 PSA's saved 5,121 hours of Patrol time
investigating these accidents.
All told, well over 41,000 hours of Patrol time has been saved
due to these efficiency measures.
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-i
' REDEPLOYMENT OF PERSONNEL
As previously stated some 125 police officers have been
reassigned to street duties in the past two and a half years.
The chart on the following page clearly illustrates this impact.
Of the 738 full duty police officers currently working in the
Department, over 95% are assigned to either the Field Operations
Division or the Investigations Division. This commitment to
basic service is the hallmark of our efforts in the past two
years. We are a "bare -bones" organization who, through an
ongoing process of evaluation and redeployment, will continue to
serve this community.
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429
MIAMI POLICE DEPARTMENT
Police Officers Assigned to Patrol
j 11
100
IC
Aug 1988
{*) includes Officers assigned to Downtown Beats
Apr 1992
61
r
r
r DEPLOYMENT OF FULL DUTY
ri POLICE OFFICERS
�+ r
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There are currently 738 full duty police officer positions in the
Police Department. The vast
majority of these
officers are
�
t?
assigned to the Field Operations
and Investigations
Divisions.
r
Field Operations Division
590
800/0
Investigations Division
113
15%
Administration Division
31
4%
t
!!
Office of the Chief
4
AA
738
1000/0
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POLICE OFFICER POSITIONS
OTHER THAN FULL DUTY
In addition to the 738 we have an additional 62 Police Officers
currently unable to perform in a full duty capacity. The
breakdown of these positions is as follows:
Light Duty 17
Limited Duty 11
Disabled lQ
Extended Illness 2
Relieved of Duty 21
Other (VVW do LAB -1
62
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429
L�
The remaining portions of this book will deal with the activities
of the individual divisions which make up the Miami Police
Department.
Each has made significant contributions in this overall effort to
get back to basics.
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429
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OFFICE OF THE CHIEF OF POI,,ICZ
r The Chief of Police is responsible for the management,
direction and coordination of police services within
the City of Miami. In this capacity, he oversees a
r department with an authorized budget of $82 million and
an authorized manpower strength of 1114 sworn officers
and 540 civilian personnel.
In addition, the Office of the Chief of Police is
directly responsible for the following functions:
Inspections Unit, Media Relations Unit, External
Specialized Functions, Office of Professional
Compliance, and the Chaplaincy Corps.
The Inspections Unit is responsible for conducting
r staff inspections under the authority of the Chief of
Police. Staff inspections are in-depth examinations of
particular functions or components of the department.
r The inspections process is an essential mechanism for
evaluating the quality of the department's operations,
ensuring that the department's goals are being pursued,
T^ identifying the need for additional resources, and
ensuring that control is maintained throughout the
department.
FA
104"
r The Media Relations Unit is responsible for ensuring
that the lines of communication between the department,
the news media and the general public remain open.
They also assist in the coordination and provision of
positive news media coverage for many major
departmental events.
N
�^ The Office of Professional. Compliance (OPC) serves as
the civilian oversight mechanism for the Miami Police
Department, as well as developing a positive
understanding of the role of law enforcement as it
T relates to our City government's function and purpose.
OPC civilian staff monitor and conduct parallel
investigations of alleged police misconduct from the
inception of the complaint to the conclusion of
findings in four areas: false arrest, abusive
treatment, excessive physical force, and harassment.
The office also investigates discharge of firearm
incidents and civil disturbances or demonstrations. 9 _ 428
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The Office
of Professional Compliance assures the
public, the
city administration, and the rank and file
members of
the police department that investigations
are conducted
objectively, fairly, expeditiously and in
accordance
with established standard operating
procedures.
i
CHAPLAINCY CORPS
The primary
purpose of the Chaplaincy Corps is to
provide the
police department with the services of a
chaplain on
a regular call basis for counseling,
consultation
and other forms of human crisis
intervention.
The Chaplaincy Corps also supports and
�^
maintains an
attitude of cooperation and mutual respect
between the
police department and the community.
r
EXTERNAL SPECIALIZE} FUNCTIQNS
The Office of the Chief of Police serves as the primary
liaison with the Fraternal order of Police which is the
exclusive collective bargaining representative for all
sworn, civil service rank police employees, as
authorized by Chapter 447, Florida Statutes.
Through this liaison function, the Office of the Chief
of Police attempts to address concerns raised by the
union in order to establish a positive and cooperative
working relationship between management and labor.
The purpose of the F.B.I. Task Force is to work in
conjunction with the Federal Bureau of Investigations
to investigate police corruption cases involving City
of Miami police officers. The F.B.I. Task Force also
assists with the apprehension of fugitives involving
active open cases.
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U . S_. _ATTORNEY ' 5 QEE
City of Miami police officers are deputized as Special
Deputy U.S. Marshals to the U.S. Attorney's Office and
Special Department of Drug Enforcement Administration
in an effort to combat police corruption as members
of the Organized Crime Drug Enforcement Task Force.
These officers are also assigned to work with the U.S.
Att-orney's Office, South District of Florida, in
conjunction with other federal agencies, to include,
the Drug Enforcement Administration, Internal Revenue
Service, and Customs.
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i
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INSPECTIONS UNIT
7
MEDIA RELATIONS UNIT
-� EXTERNAL SPECIALIZED FUNCTIONS
OFFICE OF PROFESSIONAL COMPLIANCE
7 CHAPLAINCY CORPS*
OFFICE
OF THE CHIEF OF POLICE
I
n
CHIEF'S OFFICE ,
F
1
CHIEF OF POLICE
1
SENIOR EXECUTIVE ASSISTANT
1
EXECUTIVE ASSISTANT
f
1
ADMINISTRATIVE ASSISTANT III
1
SECRETARY IV
1
CLERK II
*A GROUP OF VOLUNTEER CLERGY PERSONS FROM
VARIOUS RELIGIOUS DENOMINATIONS WHO
PROVIDE THE DEPARTMENT WITH REGULAR ON -
CALL SERVICES FOR COUNSELLING,
CONSULTATION AND OTHER FORMS OF HUMAN
CRISIS INTERVENTION.
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lNSPEC JDD-LDBB
-
1
LIEUTENANT
1
(TOTAL SWORN PERSONNEL)
i
c
-
1
ADMINISTRATIVE ASST. I
'
1
SECRETARY II
* 2 POLICE OFFICERS TRANSFERRED TO THE FIELD OPERATIONS
DIVISION
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is
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MEDIA RE TIONS UNIT
1 SERGEANT
1 POLICE OFFICER
2 (TOTAL SWORN PERSONNEL)
3 PUBLIC INFORMATION OFFICERS (CIVILIANS)
1 TYPIST CLERK II
2 POLICE OFFICERS TRANSFERRED TO THE FIELD OPERATIONS DIVISION
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429
EXTERNAL SPECIALIZED FUNCTIONS
1 SERGEANT
1 POLICE OFFICER
F.B.I. TASK FORCE
1 SERGEANT
U.S. ATTORNEYS OFFICE
2 POLICE OFFICERS
5 (TOTAL SWORN PERSONNEL)
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92--- 4.29
6
OFFICE OF PROFESSIONAL COMPLIANCE
1 DIRECTOR
1 ASSISTANT DIRECTOR
1 COMPLIANCE REPRESENTATIVE
1 SECRETARY III
4 (TOTAL CIVILIAN PERSONNEL)
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DIVISION
AXIINISTRATION DIV_ISPEN
The Administration Division provides vital support services to
the Miami Police Department, other city entities and citizens at
large. It is comprised of three sections:
I Business Management
I Personnel Resource Management
Support Services
Supporting a departmental thrust to increase sworn personnel
in field duties, numerous sworn positions within the Division
have been replaced by civilians or by officers, who due to
injuries, can no longer perform street duties.
The following charts depict changes in staffing levels from
August 1988 to April 1992. They additionally list significant
accomplishments by each of the units for the year 1991.
The Administration Division will continue to "Do More with
Less" and will strive to provide those functions which are vital
to the operation of the Miami Police Department.
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■
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rlll-ma�-;TAVOUI US VA-P)JOI 9-1
Business Management Section
Personnel Resource Management Section
Support Services Section
1 Assistant Chief
5 Majors
6 Captains
15 Lieutenants
33 Sergeants
52 Officers
119 Total Sworn Personnel
1 Assistant Chief
3 Majors
1 Captain
3 Lieutenants
21 Sergeants
44 officers
73 Total Sworn Personnel
a
-' 8 PSA's
201 Civilians 194 Civilians
Z Part Time Temps 19 Part Time Temps
=li Mote: JZ positions Identified for future civilianizetion
positions filled with light/limited duty officers
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ELI
Total Staffing 8/88 - 335
Civilians
201
PSA's
8 Full Duty Sworn PT. Temps
19
119
tc * Decrease of 49 total positions 15%
NV
* Decrease of 46 Sworn positions 39%
00 * Identified additional Sworn positions for future civilianization
�o
*** April 1992 figures do not include 30 Police Recruits
P.T. Temps
7
Total Staffing 4/92 - 286
Civilians
I Q A
Ll
ULD
16
ru11 UULV 01W,
57
0' 0
Alarm Ordinance Enforcement
Budget
L.E.T.F., L.E.T.T.F., & Imprest Funds
Revenue Surcharge Collections
Property/Fleet Management
2
]Majors
1
Major
1
Captain
1
Captain
3
Lieutenants
1
Lieutenant
10
Sergeants
9
Sergeants (5c)
I
Officers
6
Officers (4 L/LD, 40
23
Total Sworn Personnel
18
Total Sworn Personnel
2 PSA's
48 Civilians
46 Civilians
* reflects the total Section staffing plus the 1988 staffing figures of the
Property/Fleet Management Unit, which was added to the Section in 1991
after a departmental reorganization.
(L/LD) denotes I-tght/limited duty officer.
(c) denotes a Sworn position identified for future civillanization.
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tea- -- - ----- -- --•- __ _ .
..�` � ♦ ;:� 1,I 111bb. 41ft
:r
Total Staffing 8/88 d 73
Civilians
z
PSA's
2
�... uty Sworn
23
Total Staffing 4/92 - 64
Civilians
cc W
Decrease of 9 total positions 12%
* Decrease of 5 Sworn positions 22%
00
* identified 9 additional Sworn positions for future civilianization
* 1988 figures include Property and Fleet Management which were added to Section in 1991
0
ULD
4
Full Duty Sworlo
14
ilu
V
I
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1.1
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
2 Officers
3 Total Sworn Personnel
I PSIS
3 Civilians
- Issued 9,803 new and renewed permits .
W
0 Major
0 Captains
0 Lieutenants
0 Sergeants
1 Officer (L /LD, c)
1 Total Sworn Personnel
3 Civilians
- Collected $335,457 from permit fees and fines .
f- Conducted 159 field inspections.
Conducted 212 hearings to hear appeals from alarm users related to
the validity of alarm system activations.
�4
- Issued 409 warning notices.
(L/LD) denotoe light/limited duty -' Y officer.
-! (c) denotes a Sworn position identified for future civiilanization.
92- 428
�' j 92-- 429
BUD _Ei
gust 19-M
-wil 1992
0
Majors
0 Majors
I
0
Captains
0 Captains
0
Lieutenants
0 Lieutenants
0
Sergeants
g
0 Sergeants
g
0
Officers
Q Officers
0
Total Sworn Personnel
0 Total Sworn
Personnel
0
PSA's
4
Civilians
7 Civilians
Accomplishments
,1991
-
Processed 985 requisitions for goods and
services.
-
Processed 563 Direct Payments for services rendered to the
s
{
department.
-
Processed 4,678 invoices for payment of
goods and services
received
by the department.
Administered four (4) grants from the Bureau of Justice Assistance.
92--
428
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429
1-INA- M_ `Lei . V` 1; .. AIW
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
I Officer
2 Total Sworn Personnel
0 PSA's
4 Civilians
0 Majors
0 Captains
0 Lieutenants
1 Sergeant (c)
Q Officers
1 Total Sworn Personnel
6 Civilians
- Received 280 forfeiture cases, which included six (6) properties.
- Filed 73 forfeiture cases.
- Generated revenue in the amount of $1,072,550 from forfeiture cases.
- Established twenty-nine (29) programs under the Law Enforcement
Trust Fund.
(c) denotes a Sworn position identified for future civillenizetion.
92- 428
92-- 429
I
I
I
U.
F
F
F
I
Vall_il-j 11101 i . i ` tue ,
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
Q Officers
1 Total Sworn Personnel
0 PSA's
3 Civilians
0 Majors
0 Captains
0 Lieutenants
1 Sergeant (c)
Q Officers
1 Total Sworn Personnel
3 Civilians
Collected $208,382 in revenue for police escorts, off-duty/special
events and off -duty surcharges.
- Processed 687 invoices for billing for off -duty permanent jobs, escort
services and equipment, and permits for traffic, special events,
construction, etc.
Prepared seventy . (70) Resolutions, ten (10) Ordinances, twenty-three
(23) Did packages, and eight (8) Professional Services Agreements.
(c) denotes a Sworn position Identified for future civilianlzation
92-- 428
92- 429
n:
11
n
r
(i
11
r + ;NA
mob
0 Majors
1 Captain
2 Lieutenants
7 Sergeants
2 Officers
12 Total Sworn Personnel
0 PSAIS
29 Civilians
El
T
0 Majors
1 Captain
1 Lieutenants
6 Sergeants (30
-4 Officers (2 L/LD, 20
12 Total Sworn Personnel
25 Civilians
- Completed property receipts on 25,172 items of property.
Guns 29098 Narcotics 61414
Money 39408 General 12,087
Valuables 765
- Provided storage for 1,442 vehicles (evidence, stolen, confiscated).
- Issued 1,691 uniforms to departmental pck�rsonnel.
- Disposed of 27,994 items of property by destruction, auction or, in the
case of money, by bank deposit.
(L/LD) denotes light/limited duty officer.
(c) denotes a Sworn position identified for future civilianization.
92- 428
92- 429
0 Majors
0 Captains
0 Lieutenants
0 Sergeants
2 Officers
2 Total Sworn Personnel
1 PSA
1 Civilian
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
1 Officer (L /LIB, c)
2 Total Sworn Personnel
1 Civilian
- Inspected and accepted 186 new vehicles into the fleet.
- Installed 403 trunk organizers in Patrol vehicles.
- Monitored all vehicles in the "Take Home Program."
(L/LD) denotes a Iight/limited duty officer.
(c) denotes a Sworn position Identified for future civiliani=ation.
92- 428
y2- 429
�c _
h
I
I
r
r
r"
I
Personnel
Training
Background Investigations
1 Major
3 Captains
5 Lieutenants
11 Sergeants
U Officers
51 Total Sworn Personnel
0 PSA's
27 Civilians
1 Major
0 Captains
0 Lieutenants
5 Sergeants (2 L/LD, lc)
2.4 Officers (4 L/LD, 2c)
30 Total Sworn Personnel
27 Civilians
* April 1992 figures do not include 30 Police Recruits.
=}F.' (L/LD) denotes light/limited duty officer.
c denotes a Sworn position Identified for future civilianization.
99428
—� 92-- 429
Civilians
27
Total Staffing 4 /92 - 57
Civilians
27
L/LD
5
Full Duty Sworn
51
Full Duty Sworn
24
iz�* Decrease of 21 total positions 27%
1 i
" W. * Decrease of 21 Sworn positions 41
z *Identified .3 additional Sworn ;positions for future civilianization
-April 1992 figures do not inicude 30 Police Recruits
i
F
PER ONNEL
Avril 1992
0 Majors
I Captain
2 Lieutenants
3 Sergeants (1 Light Duty)
4 Officers
10 Total Sworn Personnel
0 PSA's
18 Civilians
0 Majors
0 Captains
0 Lieutenants
1 Sergeant (1 L/LD, lc)
2 Officers (2 L /LD)
3 Total Sworn Personnel
20 Civilians
- Processed 4,477 Personnel Action forms and evaluations.
- Entered 51,544 Payroll and masterfile changes and Payroll Attendance
r Reports.
- Completed 1,049 public record requests and Court/Board actions.
- Processed and distributed 113,110 subpoenas.
92- 428
ill (ULD) denotes light/limited duty officer.
- (c) denotes a Sworn position Identified for future civilian'lzatlon.
_' 92W 429
i
E
11
J
0 Majors
1 Captain
2 Lieutenants
4 Sergeants
,A Officers
21 Total Sworn Personnel
0 PSA's
3 Civilians
11
I- - It M.-
0 Majors
0 Captains
0 Lieutenants
3 Sergeants (1 L/LD)
13 Officers (1 L/LD)**
16 Total Sworn Personnel
2 Civilians
* April 1992 figures do not include 30 Police Recruits.
** denotes two (2) temporary positions conducting BLE, FSA Training at the
School of Justice & Safety Administration Academy.
Conducted 27 in-service training courses, with 663 attendees.
Trained over 800 officers in Officer Survival/Firearms Programs.
Published 12 Training Bulletins.
92- 428
'j (L/LD) denotes light/limited duty officer.
{
(a) denotes a Sworn position identified for future civillani=ation.
429
i
At>
mt 1956
April
1992
0
Majors
0
Majors
0
Captains
0
Captains
1
Lieutenant
0
Lieutenants
2
Sergeants
1
Sergeant
13
Officers
9
Officers (1 L/D, 2c)
16
Total Sworn Personnel
10
Total Sworn Personnel
0 PSA's
2 Civilians 4 Civilians
- Investigated 742 police applicant files.
r
- Investigated 794 applicants for other police department positions, and
other City departments.
- Total files processed: 1,536
�K
-il
R!
-�i
r.
(L/LD) denotes light/limited duty officer.
t' (c) denotes a Sworn position Identified for future civilianization.
92— 428
s 92-- 429
J�
� SUPPORT SERVICES SECTION
1 Communications
1 _ Records
I _ Planning & Research
I -- Ir C. A. ■ ■
1 Building Maintenance
2
Majors
1
Major
e`
-- 2
Captains
0
Captains
T
Lieutenants
2
Lieutenants
_-- 11
Sergeants
7
Sergeants (1 L/LD, 2c)
21
officers
13
officers (S L /LD, 3c)
43
Total Sworn Personnel
23
Total Sworn Personnel
6
PSA's
126
Civilians
120
Civilians
T
Part Time Temps
19
Part Time Temps
* reflects the total Section staffing plug the 1988 staffing figures
of the Communications and Building Maintenance Units, which were
added to the Section in 1991 after a departmental reorganization.
(L/LD) denotes a light/limited duty officer.
(c) denotes a Sworn position identified for future civilianization.
92- 428
92-- 429
r
hill
I
i 1111[1
11111 '111'
it
1l1.i,Ill 11!,1 lI IIIII.I II1I lull 1111 11`11 `V 11l l ,� , I 1 I 1111
lil l 11 , 111.11
q! ,
1I��Il l ll����
Now
_-am
CIVIfiionc
12E
SUPPORT SERVICES SECTION
Total Staffing 8/88 - 182
Total Staffing 4/92 - 162
Civilians
1'
P.T. Temps
7
Duty Sworn
43
PSA's
6
Decrease of 20 total positions 11
Decrease of 20 Sworn positions 46%
Identified 2 additional positions for future civilianization
* 1988 figure includes Communications and Building Maintenance which were added to Section in 1991
11
L/LD
5
Temps
Full Duty Sworn 49
18
VI 11I1,.i I11.I, 1111111
1111, 11 11w, "1... 11, "lil
771 AAN mom low
COMMUNICATIONS UNIT
Volume of Service
11200
19000
�-M
1�
L-.M
400
ems:
Jan 91 thru Dec 91
All Phone Calls 911 Calls Calls Dispatched
7 DAYS/WEEK - 24 HOURS/DAY
11
11 111111111�1� 11111 � !I`111111 111111, 11 1�'.I-�Ijjr qf 11,11 Ir
i
0
I
I
F1_
CQMMUIICATIONS
L!
AXUVMR
1
Major
0
Majors
1
Captain
0
Captains
4
Lieutenants
1
Lieutenant
3
Sergeants
5
Sergeants (1 L/LD, 1c)
1U
Officers
11
Officers (4 L/LD, 2c)
21
Total Sworn Personnel
17
Total Sworn Personnel
0 PSA's
83 Civilians
7 Part Time Temps
82
19
1991 Accomplishments
Civilians
Part Time Temps
Received a total of 992,593 emergency and non -emergency requests for
police.
Received a total of 500,192 911 calls.
Dispatched a total of 377,793 calls for service.
Entered, UCR coded, and reviewed a total of 142,045 police incident
reports.
Completed the design, installation and programming of the Department's
telephone system.
Designed and planned for the implementation of the new 911 system.
Completed the inventory, control, and issue of new pager system.
Coordinated and insured maintenance of radio system and portable
radios.
�f
9 9_
(L/LD) denotes tight/tInitted duty officer. .9 9
(c) denotes Sworn position Identified for future ctvitiantzation.
428
429
1
0 Majors
0 Captains
0 Lieutenants
2 Sergeants
6 Officers
8 Total Sworn Personnel
5 PSA's
26 Civilians
12
0 Majors
0 Captains
0 Lieutenants
0 Sergeants
Q Officers
0 Total Sworn Personnel
25 Civilians
TeleServe PSA's wrote 29,074 reports. This represented in excess of
30% of the total reports written by the Department.
- Processed 19,745 accident reports.
ft Received $96, 761.06 in revenue.
- Served 8,314 officers and other law enforcement agencies.
92- 428
92-- 429
*AN
CLAND
--RESE
aug,
t -1
pril 99-92
0
Majors
0 Majors
0
Captains
0 Captains
1
Lieutenant
1 Lieutenant
1
Sergeant
1 Sergeant
I
Police Officer
0 Police Officers
3
Total Sworn Personnel
2 Total Sworn Personnel
r
0 PSA's
6 Civilians 5 Civilians
- Completed Personnel allocation Report Update.
- Conducted Field Force Training and Exercises for the entire Department.
- Completed study of Pursuit Driving Polio.
- Prepared Miami Police Department annual Deport.
Prepared Productivity, Policing by Objectives, and Crime Comparison
Reports.
- Submitted applications and received two grant awards for $115,000.
- Submitted $400,000 grant proposal to H.U.D for funding.
92- 428
92-- 429
F-
1 0 #
WV AR
August_ 1988 April 1992
0
Majors
0
Majors
F
0
Captains
0
Captains
1
Lieutenant
0
Lieutenants
F,
4
Sergeants
1
Sergeant (c)
Officers
2
Officers c 1 L/LD
7
Total Sworn Personnel
3
Total Sworn Personnel
1 PSIS
3 Civilians 2 Civilians
1991 Accomplishments
_ Collected $18,915.00 from requests to produce computer reports to
attorneys, private investigators, etc.
- Responded to more than 900 mainframe and microcomputer related
_ requests for general assistance by MPD units. (These include trouble
shooting program and hardware problems, ad hoc "ERGO" or "EZSPEC"
computer runs, and requests for assistance)
Coordinated start of the P.P.S.S. (Police Personnel Scheduling System)
-_� which included training of MPD personnel from the North, Central, and
South District stations, as well as computer hardware installation.
- Processed 612 requests for special information (i.e., crime comparisons,
CFS summaries, arrest data, etc.) for various units within the
department.
92- 428
_'. !(LILD) denotes a light/limited duty officer. `'- 429
(c) denotes a Sworn position Identified for future cidillanization.
0-JILVING MAINTENA
0 Majors
0 Captains
0 Lieutenants
0 Sergeants
4 Officers
0 Total Sworn Personnel
0 PSA's
7 Civilians
April 1992
0 Majors
0 Captains
0 Lieutenants
0 Sergeants
Q Officers
0 Total Sworn Personnel
5 Civilians
- Maintained the areas of the parking garage, auto pound, and
building perimeter.
- Printed Official Bulletins, Chief's Bulletins, and Legal Bulletins for
the Department, as well as other various printing requests.
- Responded to emergency calls, made all types of repairs as needed,
and arranged to have requests for repairs completed.
92-- 428
92-- 429
IPF
i�
ry
S
1. bzrZ
ra
w
THE MIAMI POLICE DEPARTMENT'S INVESTIGATIONS DIVISION, OPERATING
WITHIN STATUTORY GUIDELINES AND DEPARTMENTAL PROCEDURES, UTILIZES
PROVEN TECHNIQUES, CASE MANAGEMENT METHODS AND STATE OF THE ART
TECHNOLOGY TO:
IDENTIFY AND ARREST CRIMINALS
RETURN PROPERTY TO OWNERS
COLLECT AND THEN PRESENT EVIDENCE BEFORE THE COURT
OF APPROPRIATE JURISDICTION
-
o
-s
t
-
_
_
DIVISION _FING
155 OFFICERS ARE INVOLVED IN THESE EFFORTS,
REPRESENTING 14.9% OF
THE MIAMI POLICE DEPARTMENT SWORN COMPLEMENT.
THEY ARE SUPPORTED BY
72 CIVILIANS, AND ALL ARE DIVIDED INTO THREE
SECTIONS:
-`
CRIMINAL INVESTIGATIONS
SPECIAL INVESTIGATIONS
-1'
INTERNAL AFFAIRS
-1'
=i
-
92- 428
3?- 429
wrr� I �� �2" Ltill�
Investigations Division
Staffing April 1992
Assistant Chief 1
Major 3 110
Captain 1
Lieutenants 4
Sergeants 29
Police Officers 117 (4 ULD)
P.S.A. 6 (1 ULD)
Civilian Managers 2
Civilian Superviaors 10
Civilians 64
Total 227 49
mIN
4:9101
. �.-� a �v ti7c•� c
0
J � t
A
J54 � { tf � 1 •� , � JJk
s ` w
CRIM• INVEST. SECT•
SPECIAL INVEST• SECT•
INTERNAL AFFAIRS SECT•
HEADOUARTERS STAFF
INVESTIGATIONS DIVISION
TOTAL PERSONNEL
APRIL 261 1992
SWORN
FULL L/LD
97 2
37 2
16 0
1 0
CIVILIAN
FILL LL
51 0
7 0
6 0
2 0
P•S.A•
FALL LILD
5 1
0 0
0 0
0 0
SUBTOTAL: ......•••••. 151 4 66 0 5 1
TOTAL: 155 66` 6
% OF DEPARTMENT: 14.9% 18.2%** 13.6%
THREE (3) CIVILIANS ARE PART-TIME POLICE AIDE II'S-
'�" PERCENTAGE OF PERMANENT CIVIL SERVICE EMPLOYEES•
92- 428
92- 429
Criminal Investigations Section
Mission Statement
To provide follow up investigation on serious crimes
utilizing solvability factors, crime pattern analysis, and 4
tactical techniques, to bring offenders into the criminal
justice system.
FUNCTIONS: Investigate Serious Crimes
Prepare Cases for Prosecution
Crime Scene Documentation
Collection of Evidence
Maintain Automated Fingerprint Computer
Assist Investigators in Identifying Offenders
Maintain Valid N.C.I.C.I F.C.I.C. Data �
Support Prosecutions Through Exhibits/Testimony
c�a
Criminal Investigations Section
Staffing April 1992
Major 1
Captain 1
Lieutenants 1
Sergeants 1$
Police Officers 78 (2 VLD)
P.S.A. 6 (1 L/LD)
Civilians 51
Total 156
TOTAL PERSONNEL
Una 1.3% Division Sworn
35. 7%
55
9.5% of MPD
Sworn Complement
ea 00
Section Sworn
'* � • 'sT:7i�J
CIS 63.0%
97
Homicide
33
Investigate Serious Grimes
Prepare Cases for Prosecution
Document and Compile Data
G!U
ULD
2
�xua! Bat.
14
2
0
CRIMINAL INVESTIGATIONS SECTION
TOTAL PERSONNEL
APRIL 261 1992
SWORN
CIVILIAN
P.S.A.
FU LJ L 1./LD
Fly !_ L/LII_
FULL LI D
HOMICIDE UNIT
33
0
4
0
0
0
SEX. BATT•/CHILD ABUSE
14
0
1
0
0
0
ROBBERY UNIT
24
0
0
0
0
0
GENERAL INVEST• UNIT
25
2
4
0
0
0
INVESTIGATIVE SUPP UNIT
0
0
17
0
0
0
TECHNICAL SERVICES UNIT
0
0
10
0
5
0
CRIMINAL INFO UNIT
0
0
15
0
0
1
SECTION STAFF
-L
0-
a
1
0-
Q
_j
SUBTOTAL: ......•.•... 97 2 51 0 5 1
_► TOTAL: 99 51 6
% OF DEPARTMENT: 9.6% 14.8% 13.6%
�i
} 92- 428
92- 429
CRIMINAL INVESTIGATIONS:
SWORN DISTRIBUTION
THE CRIMINAL. INVESTIGATIONS SECTION, THE DIVISION'S LARGEST, ASSIGNS
99 SWORN PERSONNEL TO FOLLOW UP ON CASES REPORTED TO THE POLICE:
33
14
DEATH INVESTIGATIONS AND ASSAULTS
SEXUAL BATTERY AND CHILD ABUSE
24 ROBBERY (EXTORTIONS, KIDNAPPINGS,
CAREER CRIMINALS, WARRANTS)
28 GENERAL INVESTIGATIONS (BURGLARY,
LARCENY, FRAUD AND FORGERY, AUTO
THEFT)
52- 428
92-- 429
CASE DISTRIBUTION
1991 - 71,020 CASES WERE DISTRIBUTED FOR REVIEW AND ASSIGNMENT.
UNIT RECEIVING
HOMICIDE 928 138 HOMICIDES + 790 OTHER DEATHS
SEXUAL BATTERY 643 420 SEXUAL BATTERIES + 223 CHILD
ABUSE AND OTHER CASES
ASSAULT 3,512 AGGRAVATED ASSAULTS
ROBBERY 8,350 8,287 ROBBERIES + 63 EXTORTIONS OR
KIDNAPPINGS
12,921 BURGLARIES
G•I•U• 30..816 LARCENIES
13,852 AUTO THEFTS
92-- 428
92- 429
l�II�I�II�IJ �Illlill ��
I1111_i .VI6 dui JJII1II' .V 111 Ii�II,�ili�mom ma
CRIMINAL INVESTIGATIONS SECTION
REPORTED CASES
1991
Burglary Robbery
12921 8350
Sex Offenses
643
t,_QI l.+Gl I
30816
Ig Assit
3512
Auto Theft
13852
Inv.
928
Ll
2-1
I II1I I o,11kii l 111[1I 11 y III I I IlJlII.11 11 III III,, I.I I III Is II IIIl II, I1 I111,11.11, II III.lillla.11 li.Il I I dli li 1 I,Le
ion jimm go" sm own
CRIMINAL INVESTIGATIONS SECTION
REPORTED CASES PER INVESTIGATOR
Burg / Larc 4373
1991
Robbery 695 10
Sex Offenses 53
\sslt 878
Death Inv. 44
ito Theft 2770 40
n
u
ROBBERY UNIT SUPPLEMENTARY INVESTIGATORS
ROBBERY TACTICAL I SGT.
3 OFFICERS
CAREER CRIMINAL I SGT.
2 OFFICERS
WARRANT MANAGEMENT 2 OFFICERS
TOTAL 2 SGTS.
7 OFFICERS
OUR CURRENT GROUP OF CIVILIAN PROFESSIONALS IS THE LATEST IN A LONG
LINE OF LEADERS IN THIS FIELD. THEIR PREDECESSORS DEVELOPED THE
FIRST SINGLE FINGERPRINT CLASSIFICATION SYSTEM IN THE WORLD AND
THESE METHODS WERE INCORPORATED INTO AN AUTOMATED FINGERPRINT
PROCESSING SYSTEM DEVELOPED HERE AND MARKETED WORLDWIDE• OUR
TECHNICAL SERVICES PERSONNEL REMAIN IN THE FOREFRONT OF REFINEMENT
OF THIS TECHNOLOGY AND LATENT PRINT EXAMINATION IS A DEPARTMENT
SPECIALTY•
OTHER CRIME SCENE PROCESSING TECHNIOUES ARE TESTED AND IMPLEMENTED
HERE AND AVAILABLE FOR ASSISTANCE TO OTHER AGENCIES, SUCH AS WAS
RECENTLY DONE IN AN INTERNATIONALLY PUBLICIZED CHILD MURDER IN MIAMI
BEACH AND IN THE MURDER OF A MIAMI SPRINGS POLICE OFFICER•
WE ENCOURAGE CREATIVITY AND INNOVATION•
IN THE AREA OF INFORMATION SUPPORT FOR OUR INVESTIGATORS, THE
DEPARTMENT HAS RECENTLY SIGNIFICANTLY IMPROVED OUR VALIDATIONS
FUNCTION, WHEREIN INFORMATION ON STOLEN PROPERTY AND WANTED PERSONS
IS VERIFIED AND CORRECTIONS OR PURGES MADE IN THE APPROPRIATE
COMPUTERIZED DATABASE. OUR COMPUTERIZED METHODS IN PLACE FOR
CHECKING FOR STOLEN PROPERTY IN PAWN SHOPS ARE EXEMPLARY, AND THIS
DATABASE HAS PROVEN OF VALUE FOR AGENCIES THROUGHOUT SOUTH FLORIDA.
.92- 428
92- 429
INVESTIGATORS AND CIVILIAN ANALYSTS IN SPECIAL INVESTIGATIONS TARGET
ORGANIZED CRIMINAL NETWORKS IN SOPHISTICATED INVESTIGATIONS, VERY
OFTEN IN CONCERT WITH OTHER AGENCIES: LOCAL, STATE, FEDERAL AND
INTERNATIONAL• THIS LEVEL OF COOPERATION HAS NEVER BEEN GREATER•
92_ 428
92- 429
Special Investigations Section
Mission Statement
The mission of the Special Investigations Section is to
inform the Chief of Police and other personnel within the
Miami Police Department of potentially dangerous, criminally
conspired actions that could cause harm to persons and.or
loss of property within our jurisdiction. Section personnel
conduct sophisticated investigations regarding organized
crime activities and high level narcotics organizations.
FUNCTIONS: Narcotics Investigations
Dice Investigations
Bombs Disposal/Terrorist Investigations
Money Laundering Investigations
Organized Crime/Dignitary Protection
Technical Support/Surveillance Detail
IJrI dull I I II III II.A IdI Y i IIJIII, III !II I I I111, 11.1 .d [III 111,, I.I.1I'll.,II l J1I I II ,I, kI.I I 1,IIII III III II.I 11111 1 I. I'll 1 .I 11 i i ; ,111, 1 I ,II IL. "1-1 ° w
--A ---:::A - 1 —1 'A ;e0.41 -.$ � 4 : A �1 sly Ir.19 Milt own MKS Wwo I
Special Investigations Section
Accomplishments
During calendar year 1991 the
devices or suspected devices.
Bomb Squad responded to 32
During calendar year 1991 the Vice Unit conducted one
hundred and twenty four (124) Narcotics investigations,
twenty (20) Gambling investigations, and ten (10) Vice and
Liquor investigations. The Unit's investigative efforts
resulted in the seizure of more than $4 million dollars in
cash, eighty (30) kilograms of cocaine, five (5) firearms,
three (3) motor vehicles, and extensive drug and vice
related paraphernalia.
The Special Operations Unit has been involved in 41 Security
and Dignitary Protection details during calendar year 1991.
d�
ZZ
i
s�
to M
11
Ll
Ifl� II 'gyp �I I��I , �I I I���� �I� �I �� I
r I �� RRR p '� 19 I Ill
I , 1� i 1 � �I � �ii��� � 11 I III � I�'I 1 A� �I III 'I it ! I'1 �1 i �4l '��� I I
P � 11�I !�
I I I,
i
s e e
fn�e�t� att�ns Section
Special
g
Staffing Ap1992
Major 1
Lieutenants 1
Sergeants 5
Police Officers 32 (2 ULD)
Civilian Supervisors 2
Civilians 5
Total 46
a� cc
s �
cc �
00
_---..-----
_
��:
SPECIAL INVESTIGATIONS SECTION
PERSONNELTOTAL
APRIL
1992
Division Sworn
LD
1.3%
74.W,V
3.8% of MlaD
Sworn Complement
Narcotics / vice
Money Laundering
Bomb Disposal/Terrorist
SIS
--.9%
Org Grime
12.8%
Section Sworn
Vice/Marc
28.2%
FUNCTIONS:
LD
5.1 %
NE Task Farce
23.1 %
Surveilance
15.4%
Organized Crime
Technical Support
Dignitary Protection
L]
TPECIAL
INVESTIGATIONS SECTION
=_
1`
TOTAL
PERSONNEL
APRIL
264 1992
—_
SWORN
CIVILIAN
=—
FALL L/LD
FULL L/LD
STAFF
1
0
2
0 -
SPECIAL OPERATIONS UNIT
1
0
1
0
ORGANIZED CRIME DETAIL
3
2
0
0 s
BOMB SQUAD DETAIL
6
0
0
0
ANALYSTS DETAIL
0
0
3
0
NORTHEAST TASK FORCE
9
0
0
0-
'�
NARCOTICS UNIT
0
0
1
0
NARCOTICS DETAIL
5
0
0
0
ifs
VICE DETAIL
6
0
0
0
'
SURVEILLANCE DETAIL
6-
0-
IL
I
SUBTOTAL; ......••....
37
2
7
0 -_
a:assessess:s::s:ssssa:sssassssssasaes:ss:s:sa:ssssasssass:sss:s:ass
TOTAL:
39
7
% OF DEPARTMENT;
3.8%
2.0%
_-
`
sssssssssssssssssssssssessssasasasssasssssssssssssssssssssassaasa -
i t1
.
j
t
y9_
428
y2-- 429
INTERNAL AFFAIRS SECTION
THE CITY OF MIAMI POLICE DEPARTMENT'S COMMITMENT TO QUALITY INTERNAL
INVESTIGATIONS IS ONE OF LONG STANDING, WITH STATE OF THE ART =
STRUCTURING WHICH INCLUDES AN EARLY WARNING SYSTEM, DESIGNED TO =
IDENTIFY EMPLOYEES WHO MAY HAVE A PROBLEM• WE FOLLOW THROUGH WITH
THE POTENTIAL PROBLEM IN THE BEST INTERESTS OF THE EMPLOYEE, THE
DEPARTMENT, THE CITY OF MIAMI AND THE CITIZENS WE SERVE, AND THE LAW
ENFORCEMENT PROFESSION•
OUR PROACTIVE GROUP FOLLOWS THROUGH ON INFORMATION CONCERNING
APPARENT ONGOING VIOLATIONS, INCLUDING SOME ALLEGEDLY OCCURRING IN
OTHER CITY DEPARTMENTS•
THIS SECTION ALSO PROVIDES OUR LIAISON WITH THE STATE OF FLORIDA
CRIMINAL JUSTICE STANDARDS AND TRAINING COMMISSION FOR EACH INSTANCE
WHEREIN CONDUCT BY AN EMPLOYEE WARRANTS DECERTIFICATION AS A POLICE
OFFICER•
3 00-1
internal Affairs Section
Mission Statement
The Internal Affairs Section is responsible for safeguarding
the Integrity of the City of Miami Police Department, as
well as the rights of citizens that live within its
jurisdictional boundaries
FUNCTIONS: Investigation of Allegations
Pro -Active Investigations
Maintain Tracking System to Identify
Potential Problem Employees
Ll
m
Internal Affairs Section
Staffing April 1992
Major
Lieutenants 2
Sergeants 6
Police Officers 7
Civilians 6
Total 22
7
mom
INTERaNsAAFFAIRS SECTION
TOTAL PRSONNE
Division Sworn
89.7%
139
1.5% of MPD
Sworn Complement
�
o0
April 1992
I.A. 10.3%
16
Section Sworn
Proactive 43.8%
7
FUNCTIONS:
investigation of Allegations
Pro -Active investigations
Maintain Tracking System to
Identify ntif Potential Problem Employees
0
„„C"►jai Inv. 56.3%
9
da�x jr
lei
INTERNAL AFFAIRS SECTION
TOTAL PERSONNEL
APRIL 264 1992
SWORN
FULL L/LD_
CIVILIAN
FULL L/LD
INTERNAL INVESTIGATIONS
8
0
2
0
ANTI -CORRUPTION UNIT
6
0
1
0
ADMINISTRATIVE UNIT
1
0
2
0
SECTION STAFF
L
Q.
_L
Q_
SUBTOTAL: ............ 16 0 6 0
ease:aaasaaaaaaaaaamaaaasaaaa:aa:asaaa�asaasaamas:amasassaaaaam-=sasses:
TOTAL: 16 6
% OF DEPARTMENT: 1.5% 1.7%
sa:s::asaamm:aa:aaasaa:asaaasaa:aassaaaaa:�eassaoaaaoeaa:ms=asasassaa�aaa
NOTE: DURING 1991 A TOTAL OF 17 SWORN PERSONNEL WERE RELIEVED OF
DUTY
DURING 1991 A TOTAL OF _6CIVILIAN PERSONNEL WERE RELIEVED OF
DUTY.
92-- 428
92- 429
y YY JJ _ J �� �.__..�_.... _..�.
lil I��Ll lii{II1iii I.III��I���I�l���, �4i�.��l��l� ll�ill ��,��U j�JI
0,
I r � I� �u� � ��I I � IIIIIl I I
�IIIiI''I��1.,II�
u �I III I !1 'i�P���11111 I�� �I I�i
hili hi IIII II ill Ill.1 JII.I 1 1 ,I 1. 1 , I M.111-.1[I � 1 jI .II i ��� � �����i ��..l.i_�-�e.._— __ �, �� . ��I � .III I ,
�U t�ol t5ml, "41i qD !Afi oI!"t
MIAMI POLICE DEPARTMENT
Sworn Personnel Distribution
By Division
FOD 729
9
INV 155
Sworn relieved of duty, extended illness,
disabled
co Oo
- OCOP 11
-POLICE TRAINEES 30
OTHER (*) 40
ADMN 73
L]
�II'I�I�IIII�III'I�IIjgjj..I
f� '' }I}i fj � Il 11 I I jll I I I 11
� � I I l
a
{.arc
1
!"
z2 Or
20
--
28 ;
a
M
Grand
88
i
Batters
s
71 ST.
G2 ST.
58 St 13
54 ST.
a
a a
s6 15
w
N _
Aviati*n
me
Farlane
Rd
Nt
X
=
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4
S7
St.
y
�
f
N
Cs_•.
6
Julia Tuttl ;
t .SV;7-
2 31
4 S
32 i
33 5�-3995
34
St
-35
' St 36 to
i
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i
83 _
1
i
Pickerbacker
CSwy !
1
i
92- 42$;
92-- 429
Ac�
BACK TO ffiE STREETS
PV
NEW
Vil
AM
IWO -m*Y-7 low
92- 428
.4-2
PERSONNEL. REASSIGNED TO
STREET DUTY
(Since January 1, 1991)
Administration Division 13
Investigation Division 2
]Field Operations Division Admin. 16
Community Relations Section 5
Special gents Detail 1
Task Force/S.N.U. 1
Media Relations J
Sub Total 39
Recruits 26
GRAND TOTAL rd
92- 428
92- 429
FIELD OPERATIONS
DIVISION
TOTAL
SWORN
PERSONNEL
T
Asst. Cii ief/
P..,Q,..
SUL
L
Isla!
T
Headquarters
0
1
0
0
1
2
T
Patrol North District
113
21
S
1
1
141
j
i�
Patrol Central District
181
27
4
1
1
214
Patrol South District
161
21
6
1
1
189
Community Relations Section
23
6
2
0
1
32
i P
a
Field Support Section
81
14
3
1
1
_
100
'
Task Force/S.N.U.
$
Q
Q
�r
TOTAL
60I
98
20
4
6
729
_r!
i
r;
- r
- i
,..
92--
428
�n
92--
429
FIELD OPERATIONS DIVISION
Police Officer Distribution
Task Force
42
L."i
cc a�
00
Nc
1,
Central
101
81 Comm Rel 161
23
a
III .i Ili IIII I it i ill qjlli�
I�� , ,111f!I qR p
PATROL E 1f IQN
North District
Central District
South District
3 Majors
3 Captains
14 Lieutenants
69 Sergeants
455 Officers
544 Total Sworn Pereonnel
10 Civilians
- MADE 2,681 D.U.Y. ARRESTS
- MADE 5,904 TRAF17C ARRESTS
- MADE 219708
]FELONY ARRESTS
- MADE 17,763
MISDEMEANOR ARRESTS
- RECOVERED
6,508 STOLEN VEHICLES
- TOWED 7,710
VEHICLES
- CONDUCTED
3,009 DIRECTED PATROL OPERATIONS
PATROL NORTH DISTRICT
Platoons "A", "B", "C" and Beats
pril 1992 =--
1 Major
1 Captain
5 Lieutenants
21 Sergeants
113 Police officers
141 Total Sworn Personnel
3 Civilians
92- 428
92- 423
I
a
j
I
IN
1W
I -ali I-- i
t -.. m .;. _
I SERGERNT
6 OFFICERS
- MADE 1,01$ FELONY ARRESTS
- TIRADE 40 MISDEMEANOR ARRESTS
The "Push -Out -The -Pusher" (P.O.P.) Detail is an example of
what can be accomplished through an effective application of
the Community Oriented Policing concept. The officers
assigned to this Detail concentrate their efforts in the ]Liberty
City area and are dedicated to the eradication of open street
sales of drugs. This program has been extremely successful
and the number of officers may be increased in the near
future.
92-- 428
92- 429
Platoons «A"' AcBcc' "C" and Beats
a_uril 1992
1 Major
1 Captain
4 Lieutenants
27 Sergeants
181 Police Officers
215 Total Sworn Peggy
3 Civilians
92- 428
92.- 429
!i
Platoons "A", "B", "C" and Beats
ril 199Z
1 Major
1 Captain
5 Lieutenants
21 Sergeants
161 Police officers
190 Total Sworn Personnel
4 Civilians
92- 429
- LEGION PARK 6599 BISCAYNE BLVD.- TELEPHONE: 795-2330
- OVERTOWN - 1490 N.W. 3RD AVENUE - TELEPHONE: 372-4584
- EDGEWATER - 2500 BISCAYNE BLVD. - TELEPHONE: 579-6124
- DOWNTOWN - 258 N.E. 2ND AVENUE - TELEPHONE: 579-6698
- ALLAPATTAH - 1888 N.W. 21 ST STREET - TELEPHONE: 575-5127
- RAINBOW VILLAGE - 2132 N.W. 3RD AVENUE - TELEPHONE: 576-3923
92- 428
92- 429
Traffic Unit
Patrol Support Unit
Special Events Unit
Special Threat Response Unit
Aviation Detail
Supplemental Services Detail
I
1 Major
1 Captain
3 Lieutenants
14 Sergeants
81 Officers
100 Total worn Pew
T"i,
49 Public Service Aides
10 Civilians
T1,
12 Rangers
Til
20 Guards
1991 ACCOMPLISHMENTS
- MADE 2,202 FELONY/MISDEMMANOR ARRESTS
- ARRESTED 210 DRUNK DRIVERS
- HANDLED 3,835 ACCIDENTS
' ? - CONDUCTED 1,480 SAFETY INSPECTIONS OF
WATERBORNE VESSELS
- INVESTIGATED 1,967 HIT AND RUN ACCIDENTS
92- 428
92- 429
&LQ SUPPORT CTION
1 MAIOR
1 CAPTAIN
AVIATIQ N DETAIL
SPECIAL EVENTS DETAIL
1 SERGEANT
1 SERGEANT (Limited Duty)
3 POLICE OFFICERS
2 POLICE OFFICER
SPECIAL THREAT RESPONSE UNIT
1 LIEUTENANT
1 POLICE OFFICER
TRAFFIC UNIT
PATROL SUPPORT UNIT
1 LIEUTENANT
1 LIEUTENANT
ACCIDENT INVESTIGATION
DETAIL K 9 DETAIL
2 SERGEANTS
2 SEREGANTS
�
10 POLICE OFFICERS
18 POLICE OFFICERs
1C
ENFORCEMENT DETAIL
MARINE PATROL DETAIL
-
POLICE
SERGEANT
O OFFICERS
12 OFFICERS
6� POLICE
WRECKER DETAIL
MOUNTED DETAIL
—
1 POLICE OFFICER
1 SEREGANT
-
Tall
ABANDONED VEHICLE
13 POLICE OFFICERS
DETAIL BAY_SIDE/BAYFRONT DETAIL
1 POLICE OFFICER
2 SERGEANTS
11 POLICE OFFICERS
-r
BICYCLE DEAIL
1 SERGEANT
-
_ t!
2 POLICE OFFICERS
SUPPLEMENTAL SERVICESIL
=
1 SERGEANT
1 POLICE OFFICER
TOTAL STAFFING:
—
(APRIL 1992)
11C PTAIN 92- 428
-
3 LIEUTENANTS 9 2 -� 429
14 SERGEANTS
$1 POLICE OFFICERS
100 SWORN
I � I� �� , _III
l.l.��l
��
i I I i I ll I, �: _1 11
��
sow NMI
FIELD SUPPORT SECTION
Police Officer Staffing by Function
Bayside 13
Marine Patrol
Mounted 13
Supplemental ServicE
f
ZND IND
00
Aviation �NrPrl<Pr ne it 2
Dents 2
AID 10
STRU 1
nforcement 12
0
i
i
,
4
!
"'.
f
1
j
f<
Enforcement Detail
Accident Investigation Detail
Wrecker Detail
Abandoned Vehicle Detail
0 Captains
1 Lieutenant
4 Sergeants
24 officers
r
92-- 428
y2_ 429
IK-9 Detail
Marine Patrol Detail
Mounted Detail
Bayside Detail
Bicycle Detail
0 Captains
1 Lieutenant
T Sergeants
50 officers
58 Total Sworn Personnel
4 Civilians
92-- 428
92- 429
x •�
-• - ._
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
2 Officers
SPECIALTHREAT RESPONSE UNIT
�Rril 1992
0 Majors
0 Captains
1 Lieutenant
0 Sergeants
1 Officer
2 Total Sworn Personnel =
0 Civilians
i
ff�
92- 428
92- 429
Hai 1992
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
3 Officers
0 Civilians
L 1 0
0 Majors
0 Captains
0 Lieutenants
1 Sergeant
1 Officer
2 Tatal Sworn Personnel
49 Public Service Aides*
17 hangers
20 Guards*
* Note: Public Service Aides and Guards are administratively
assigned to Field Support. They are functionally assigned to
various departmental entities.
92- 428
92- 429
FUNCTIONAL. ASSIGNMENTS OF PUBLIC SERVICE AIDES
North District 2
South District 5
Central District 8
Accident Investigation 2
Criminal Identification 13
TeleServe Disability2
2
Investigative Support
38
An additional eleven (11) PSA's have recently been hired and will begin
a PSA academy in May.
FUNCTIONAL ASSIGNMENTS OF SECURITY GUARDS
North District
3
2
South District
Central District
6
Front Desk
5
Rear Gate
3
Auto Pound
Prisoner Processing
1
92- 428
92-- 429
Youth Development Unit
Crime Prevention Unit
0 Captains
2 Lieutenants
6 Sergeants
23 Officers
32 Total Sworn Personnel
5 C.A.T.E. Officers
8 Civilians
7 1, - CONDUCTED 358 CRIME PREVENTION PRESENTATIONS
7 - CONDUCTED 164 BUSINESS/RESIDENTIAL SECURITY SURVEYS
- MADE 113 PRESENTATIONS ON GANG AWARENESS
- INVESTIGATED 2,218 MISSING PERSONS CASES
1
92- 428
92- 429
YOUTH DEVELOPMENT UNIT
1 LIEUTENANT
JUVENILE/MISSING PERSONS
1 SERGEANT
4 POLICE OFFICERS
DRUG
DIVERSIONARY PROGRAM
1
SERGEANT
2
POLICE OFFICERS
GANG
YOUTH
DETAIL
SERGEANT
1
5
SCHOOL
POLICE OFFICERS
RESOURCE
DETAIL
SERGEANT
1
9
POLICE OFFICERS
lei IN ►A I =J: ' ► 10 Eel
1 LIEUTENANT
COMPREHENSIVE CRIME PREY.
1 SERGEANT
3 POLICE OFFICERS
4 C.I.S.
CALE
1 SERGEANT
5 CATE OFFICERS
TOTAL STAFFING:
(APRIL 1992)
1 MAJOR
2 LIEUTENANTS
6 SERGEANTS
23 POLICE OFFICERS
32 SWORN
5 CATE OFFICERS
4 C.I.S.
92- 428
92_ 429
-1; --%l --%) -owt ==a: Noma nNal wad l =Emu wmmu ="a
COMMUNITY RELATIONS SECTION
Police Officer Staffing by Functions
School Resource 9
Juvenile 4
co 00
Crime Prevention 2
Drug Diversion 2
gangs
angs 5
rl
11
El
V+DUTM DEVELOPM_ENT UlVli'
Juvenile/Missing Persons
Drug Diversionary Program
Gang Detail
School Resource Detail
I Lieutenant
20 officers
25 TAWSwQrza Persona
2 Civilians
92-- 428
J2-- 429
11
El
RIME PREVENTION --UNIT
Crime Prevention Detail
C.A.T.E.
Crime Stoppers
Civilian Observer Program
April
o Majors
1 Lieutenant
Z Sergeants
3 Officers
Y Total Sworn Pemnnei
S C.A.T.E Officers
6 Civilians
92- 428
92- 429
� TASK FOR NARCOTICS UNIT.
� Street Narcotics
Prostitution
� Hotel/Motel Squad
� Task Force
- Interceptor —
� N.I.C.E
Anvil 1992
1 Lieutenant
8 Sergeants
42 Police Officers
1 Civilian
- CONDUCTED 47 STING OPERATIONS
- CONDUCTED 33 JOHN OPERATIONS
- CONDUCTED 673 BUY/BUST OPERATIONS, INCLUDING 13 MULTI -
AGENCY OPERATIONS
- SEIZED 128 FIREARMS
- SEIZED $594,652 IN U.S. CURRENCY
- MRDE 5,814 nMONY/MISDEMEANOR ARRESTS
- SERVED 60 SEARCH WARRANTS
- CITED 89 PERSONS FOR BUILDING AND ZONING VIOLATIONS
- INSPECTED 1,080 UNSAFE STRUCTURES
E_
92- 428
32-- 429 -
f `
92- 428
92- 429
11
TABLE OF CONTENTS
Letter of Introduction .... Chief Calvin Ross
The History ................ (Courtesy of the Police Foundation,
Washington, D.C.)
"The Best and Worst of. Times"
Hubert Williams
"The Changing Role of Police in
America" James Q. Wilson
The Challenge
The vision
Working Groups: Common Sequences
Working Groups: Action Plans
j
i
1
17
92- 428
.92- 429
AMIL
'm - I MAP
-T-tia of �H-
J.
Chief IN OS , „ � } CESAR H. ODIO
Police...., /
City Manager
,�/rpu�`✓`4�c�
r
r
A
I April 20, 1992
i To the Citizens of the City of Miami and the
Men and Women, Officers and Civilians
a of the Miami Police Department:
What follows is our plan to evaluate every aspect of the
provision of police service and bring about the changes necessary
to meet the needs of the people we serve. The plans of action at
—? the end of this document will expand to include everything we
-` must do to effectively and economically achieve a police
organization which is rpm_ onS_ysv-e, in actuality and as perceived
by our citizenry.
We are all part of this plan, this movement together for the
-i improvement of a police department renowned for its flexibility
and its continued presence in the leadership ranks of our
profession.
I
Si el ,
i
' lvin ass
{ Chief of Police
a
r
THE HISTORY
j
The two articles which immediately follow are from the 1990 Annual
Report of the Police Foundation. They are reprinted here with
permission along with the following statement from the inside cover
of that report:
IP "The design of this annual report is based on that of
traditional American quilt patterns. It attempts to—_�
illustrate the rich texture of American life and suggest
a the wisdom of modern police strategies that are based on
■� the principles guiding the establishment of England's _�-
police force in 1829. According to historian T.A. _
Critchley, those principles dictated that police should be
in tune with the people, understand the people, belong to
the people, and draw their strength from the people. -
Police Foundation research has shown that positive
n interaction between the police and the public reduces fear —
and enhances the public's appreciation of police services.
That research has served as a springboard to the -_
implementation of community policing, a strategy that
-r r� depends on mutual trust and respect between law enforcement -
officers and the people they serve. Its best hope is to -
=± r,, bring the police and the community together in a seamless
I effort to control crime, enhance public safety, and make ==
.� our neighborhoods better places in which to live." _-
V
I
92- 428
92-- 429
` The Best and Worst of Times
_3
h) Htd)en 1 'i Oms
"it was the best of times, it was the worst of times..." So said
Charles Dickens in his "Tale of Two Cities." Much the same
can be said about the state of policing in America today.
As the title of the conference described in this annual
report says, police departments are under siege. An insidious
drug trade, the proliferation of weapons, smaller police budgets,
growing civil unrest, and greater demand for police services has
stretched the resources of the police paper thin. The homicide
rate in many of our cities is soaring to record levels.
Some communities have been virru-
ally taken over by drug dealers. Resi-
dents stay in their homes, afraid and alone.
-- Police have not stood by idly. Indeed, po-
lice are making more arrests than ever
before. But we have seen that arrests
are not a panacea for crime. An over-7become
criminal justice and corrections system ha
a revolving door for those who actually are sentenced to jail,
and no obstacle at all to the many thousands who are never
11
for rape less than six year, for robbery just over three years, and
for drug trafficking less than two years.
So, on the one hand, the police are exceeding all past
performance as measured by arrests, while on she other, they
are often the target of angry, citizens who want to feel safe and
secure in their communities. Public officials looking for politi-
cal cover ca;i fo tougher laws, tougher law enforcement, the
death penalty and other measures that really have very little to
do with improvement of public safety, but nonethe-
less strike a responsive chord among voters.
And finally, partly because of cultural
and demographic change, partly because of
the average police department's resistance to in-
stitutional change, and partly because of
our failure to come to grips with press-
ing racial issues, relations between the police and
citizens in many communities are deteriorating.
Charges of police brutality and insensitiviry abound. Regard-
less of the validity of these charges, they are indicative of some
sentenced to do time. Even for the small percentage of those very deep, potentially explosive problems.
arrested who are convicted of serious crimes, the estimated So, in many ways these could be considered "the worst of
time spent in state prisons for murder is less than seven years, times" for policing. But I believe that this kind of environment
3
92-- 428
52- 429
t
,
allows us the opportunity for change.
Indeed, the seeds of that change have
already been planted.
Progressive police chiefs around the
country arc beginning to understand
that policing as we have known it for
the past several decades is not what we
will neat for the cumin;; decades. They
hovc learned that the p,iltc'v are not the
beginning an.l enJ of law enforcement
and crime control. Thvy have lcamed
that their )oh requires much more than
arresting felons, that they have a clear
role in preventing crime. They have
come to understand that the police arc a part of the commu-
nity and must think and act as if they are. They are beginning
to understand that sea changes in demographics and other as-
pects of our culture require an enlightened, sensitive, respon-
sive police force. They are beginning to understand that the
democratic values underpinning our society must be reflected
in even' police department in this country.
The Police Foundation, in its third decade of existence,
a
helped to produce this new generation of
police leaders. Its research, technical as-
sistance, and publications programs have
helped create and spread new knowledge
and, in some cases, changed the way po.
lice think about and do their jobs. The
foundation's work continues to shed
light on what -works in policing and
What due• nut work. The fiscal vear ac-
tivities outlined in this n:4xort clearly il-
lustrate the Police Foundation's empha-
sis on preparing (ur a new cra in leAtung.
The conference on dnrgs anti vio-
lence highlighted in these pages brought
150 police chiefs together to share knowledge they had gained
and to develop plans for reducing drug -related crime and vio-
lence in their communities. Emerging from their deliberations
was a consensus that traditional responses to crime, that is
arrest and prosecution, would not be sufficient to rum around
the drug problem in this countn'. The chiefs said that their
agencies must think strategically about drub issues, not simply
react tactically to visible sigma of drug dealing. They said that
1C
9
It
1.
it
It
M
M
it
W
Is
W
is
I k %
_1
y
=1
j their top priority should be drug abuse prevention and that any
workable strategy must involve the community in a collabora-
tive effort. In so doing, they recognized their interdependence
with other community institutions and the importance of a
holistic approach to achieving public safety.
tThe research programs described in this repon, including
the Baltimore Community Policing Experiment, the Oakland
and Birmingham Drug Trafficking Control Experiments, the
Houston Neigghborhood Policing Studies, and the Madison Ex-
A' perimental Police District Evaluation, are indicative of the new
trend in policing; all are testing innovative police strategies
based on greater understanding of and interaction with mem-
bets of the community.
Our technical assistance program, too, marks a path to-
ward a new era in policing, from the Integrated Community
Drug Control Strategy project to programs to improve relations
between police and the community. Our work in Prince
Georges County, Maryland, a large metropolitan suburb adja.
cent to Washington, D.C., helped calm a community inflamed
by racial tension and ultimately led to an NAACP award for
the most improved police department in the state.
I Indeed, the complex make-up of our cities today suggests
W]
that policing in the future will become incredibly difficult if
police fail to adopt a style of policing consistent with the eul.
rural dynamics of out communities. Pulice leaders in America,
faced with an increasing burden of crime and violence and
subject to political and administrative pressures to do more with
less, find themselves at the vortex of shifting social and political
winds that are altering our cultural landscape.
We must learn more alxwr the people whom we serve,
improve our understanding of their cultures, values, and tradi-
tions, and work to create an environment in our neighborhoods
that will generate a greater cooperation with and support for
law enforcement.
The first steps along this path have already been taken, and
1 am confident that the strength of our commitment to demo-
cratic values, the accumulation of new knowledge acquired
through research, and a gradually emerging corps of enlightened
police leaders are ushering in a new day for policing.
Hubert Williams
President
S ,.
92- 428
92- 429
The Changing Role of Police in America
By James Q. Wilson
in recent years, an important new perspective on law enforce-
ment has emerged in many American cities. Usually called
"community oriented policing," it has these key components:
♦ Preventing crime is as important as arresting criminals
♦ Preventing disorder is as important as preventing crime
♦ Reducing both crime and disorder requires that police
work cooperatively with people in neighborhoods to (1)
identify their concerns, (2) solicit their
help, and (3) solve their problems
The Police Foundation has been
at the forefront of this change. Its
research has developed and tested
many of these ideas. Its technical assis-
tance program has helped police departments
implement progmtns based on these findings. Its
principal spokesperson, Hubert Williams, has given vis-
ibility to this effort.
When the Independent Commission on the Los Angeles
Police Department, chaired by Warren Christopher, began its
hearings in 1991 on the highly publicized bearing of an arrested
motorist, the president and the board chairman of the Police
7
Foundation were among the first experts called to testify.
When the commission's report was issued, Hubert Williams
was quoted on the first page, and one chapter was devoted to
the need to bring "community policing" to Los Angeles. Much
of the data used by the commission to compare Los Angeles to
other big cities was supplied by the foundation.
Though a dramatic illustration of the impact the founda-
tion has on thinking about law enforcement, this is
not an isolated example. The foundation has
pioneered effort to reassess conventional
policing strategies and test new ones
in Newark, Houston, Minneapolis,
and elsewhere. Since 1970, the
Police Foundation has been at the
leading edge of change in American law
enforcement.
While its advice is widely sought and it findings
widely applied, the foundation is not an advocacy organiza-
tion. It is first and foremost an organisation that tests new
ideas and helps police agencies apply the lessons of that testing.
Critical to its success is its reputation among law enforcement
executives as an independent, nonpartisan, and professionally
92- 428
92-- 429
f4
>W
0
skilled ally in the never-ending quest for ways to improve the
deliver)- of police services.
Community- oriented policing is an idea that grew out of
foundation research. But few ideas are bom filly developed
and ready to work.. Any new approach to a pmblem as com-
plex and difficult as urban policing will begin life like an
infant —full of promise, but deeply in need of care, develop-
ment, and shaping. Therc remain many questions about com-
munity oriented policing:
• if more officers are assigned to work with the community,
to
4-1
will t,thcr work of the department, such as rtpid response
to calls for help, he neglected'
r Whit community „ricnted smilegics will have the vrcat-
est cftect „n critne :nld disorder?
Hmv can the services of other local w,cncius he co ordi•
noted with i-xdicc c6orts to curl, gmv- vit,lenec, reduce
1
drub; ::nd intpit,vc suh>tandard housing'
The Policv Foundation lim, for '_,.) years, sought to answer
these- and other iniivrtam ,juvStitm. al -knit Low ciiforccnicnt.
on=,r
In so doing. it has hclped ehanpe }xilicine, in profound ways.
There is no other organi:ation with its record of accomplish•
inent, level of credihilin•, and degree of independence. As we
be,,in the next 20 years, we at the foundation look tonvard at
playing an even lamer role in improving the conditions of life
in out cities by making jvlicing more effective, more respon-
sive, and more just.
C�
)amen Q. Wilson
Chairman of the Board
Y
92-- 428
92-w 42s
THE CHALLENGE
The Miami Police Department has been aggressive and innovative in
addressing street crime. In the three year period 1989 - 1991,
the Department has averaged 48,383 arrests per year, many of
which can be attributed to intervention tactics targeting the
sale and use of crack cocaine. Part I Crimes have increased an
average of only 1.2% per year during that period, with most of
that represented by a 7.6% increase in 1989, followed by
consecutive decreases in 1990 (-2.8%) and 1991 (-0.8%). The
Miami Police Department has also been a pacesetter in the area of
Police - Community Relations, beginning with the creation of a
Community Relations Section in 1968, which has in turn fostered
numerous programs aimed at improving relations between police
is officers and the citizens they serve. An important development
has been the creation of Area Sub -councils, with officers or
civilian specialists assigned to each as a communications link
between the Department and the diverse neighborhoods served.
i Nationwide, a concept generally labeled as community -oriented or
problem -oriented policing has been adopted in many communities as
an alternative to more traditional methods which emphasize calls
f for service response, preventative patrol and follow-up
investigation of reported crimes.
Chief Calvin Ross initiated operation N.E.O.N., a form of
problem -oriented policing which involves enforcement personnel
from the police and other City departments to target criminals
and the conditions which breed crime. N.E.O.N. is an acronym for
Neighborhood Enhancement Operation Network and has been met with
enthusiasm by the residents of all neighborhoods reached thus
far.
Despite these efforts, crime remains the most important concern
of the citizens of Miami. Although that is a common theme in
cities throughout the country, the perception of the citizens
that crime was of preeminent concern lead to an examination by
the Miami Police Department of alternatives for the provision of
` police service which will improve not only on the actual results
but also the perception of conditions in the streets of Miami.
What follows is a description of a plan of action which builds on
the relationship between the Department and the neighborhoods of
the City of Miami, between her citizens and the officers who work
with them. An expansion of the N.E.O.N. approach, the
Neighborhood Enhancement Teams (N.E.T.) concept describes this
future relationship, a partnership in the design and delivery of
police service.
92- 428
.92._ 4 23
THE VISION
,
On January 16 and 17, 1992 Chief Calvin Ross and his staff met with
City Manager Cesar odio and his top managers at the Miami Police
Department Substation in %Little Havana. The topic of the meeting
was "police deployment" and in this two-day session, alternatives to
the provision of police service were discussed. Points made during
this discussion included:
- Crime in Miami has not increased significantly in the last
three years. The perce tp ion. in many quarters, however,
is that it is escalating and according to some, is out of
control.
- An aggressive enforcement posture has resulted in a record
number of arrests.
- Through its extensive police/community relations efforts,
two common messages have consistently come forth from the
citizens: fear of crime is a primary concern and the
people want to be closer to their officers and to have the
confidence that those officers understand and appreciate
their needs and expectations.
- Many of those needs and expectations are common to all
neighborhoods, while others vary tremendously based on the
traditions, conditions and demographics of each
neighborhood.
- Consumption of uniformed field officers by calls for
service responses makes it difficult for them to identify
with a finite geographic area (assigned patrol zone) and
the problems of the people in that area.
- Proactive efforts such as Directed Patrol assignments,
operations under the Safeguard Tourists Against Robberies
ow (S.T.A.R.) squad, S.T.I.N.G.Is and N.E.O.N. have afforded
officers the opportunity to do something about crime, and
most officers welcome such opportunities.
- Detectives in the Miami Police Department have
investigative caseloads which are very high when compared
to those of other jurisdictions. This is partially
attributable to the emphasis placed on keeping officers in
uniform and in the field. For many years, the Department
has reviewed police reports and referred only those to
detectives which feature investigative leads. Such a
system of case management based on "solvability factors"
is commonplace, but many believe that sheer numbers have
affected the quality of case review and follow-up.
Tactical units exist in different divisions addressing the
same crime problems and communication between the groups
is difficult. There is a feeling that such duplication
does not. represent the most cost effective means of
utilizing the total personnel involved. 9 2_ 428
- Anti -drug efforts are underway in separate divisions.
Centralization is argued by some as a more appropriate
manner in which to address drug traffic at all levels.
92-- 429
- Citizens and fammunity leaders want a ider range of
police services from their substations.
- Community oriented policing programs in other cities
required extensive planning and commitment from the
community and other government agencies. One program
reviewed called for a year of planning followed by four
years of implementation.
- Input from the rank and file in a series of strategic
planning sessions indicated support from within for
greater decision -making responsibility at all levels,
greater individual control over how the work day is spent,
increased opportunity to do proactive work and enhanced
cooperation in the tactical and investigative arenas, with
$ organizational changes recommended.
�j Out of these discussions grew a concept: the Neighborhood
Enhancement Teams (N.E.T.). Police service would be responsive to
the needs of neighborhoods. Individual police officers would be in
the neighborhoods working with citizens to identify problems and
initiate corrective action from the appropriate City department, not
just the Police Department. Citizens will know the individuals who
are responsible for the delivery of city services in their
neighborhoods. Representatives of community groups and homeowner
associations will be active participants and the entire group of
i citizens and civil servants responsible for services in a
neighborhood would be that Neighborhood's Enhancement Team,
committed to working together to meet the needs of the neighborhood.
N.E.T. was to be brought to life in three phases:
I. Ingact Teams. Saturation patrol by uniformed police
1 patrol units in areas and during hours where and when
1 crime and/or the fear of crime was high. These officers
would be deployed in six -officer teams, with a
supervisor, and these teams would be assigned city
wide. The IMPACT acronym signified an "Xntensified
Mpbilization of Police Against Qriminal Tactics". The
R, objectives of these teams would be to:
1. Address crime through arrest and intervention.
2. Address fear through highly visible uniformed
patrol tactics.
+� 3. Win support for the concept of police/citizen
partnership in addressing crime and its
causes.
4. Have an immediate effect while the N.E.T.
program was in its developmental period.
During this phase a more detailed plan for
implementation of N.E.T. would be written,
with a due date of April 6. IMPACT teams
will, however, remain as part of the tactics
employed in N.E.T. 92— 428
,„ 92-- 429
II •s'�i1,19n Peaad. Working groups would be formed to
identify all action items which required analysis,
identification of alternatives, decision and direction
through to implementation, in order to achieve N.E.T.
Twelve were appointed, under the leadership of Miami
Police Department personnel. The activity for which
they were responsible is as follows:
Working Group
"Neighborhood" Definition
"Team" Definition
Investigations
Narcotics
Tactical Efforts
Community Relations
Information Support Redesign
Equipment Needs
Communications Needs
Marketing Strategies
Immediate Impact Strategy
Specialized Unit Issues
Chairperson
Major Dean DeJong
Major Gwendolyn Boyd
Major Jacquelyn Wynn
Major Charles Reynolds
Major Bobby Cheatham
Major Arthur Washington
Major Dean DeJong
Major Donald Warshaw
Major Donald Warshaw
Mr. Angelo Bitsis
Major !van Fernandez
Major Raymond Martinez
Each chairperson was to assemble a working group, and
they were encouraged to assure that input was brought
-- forth from affected divisions, through personnel of all
ranks and from all groups. Periodic reports were to
come forth to the three Division Chiefs for review with
the Chief of Police. Each was asked to bring forth all
instances requiring a decision or resolution of any
conflict should this be hindering the progress of the
group. It was recognized going in that recommendations
from one group might logically conflict with those of
j one or more groups, due to the overlapping of the
various activities. For example, tactical units exist
in two Divisions, Field Operations and Investigations,
and the Tactical Decentralization group could very well
make recommendations for the reassignment of
_ responsibilities for certain categories of tactical
operations which would conflict with the
recommendations from the Narcotics Centralization and
Investigations Decentralization groups.
III. rmp�ementatiomL, Organizational changes, personnel
reassignments, equipment acquisitions, space
r allocations, training, procedural revision and any and
all other action items would be undertaken to put
Neighborhood Enhancement Teams in place. It was agreed
that much of what was to occur should and could be
impleriented readily or in short order. Other changes
might require budget reallocation and radical
organizational changes which would be long term. The
due date for final implementation of all aspects of the
92•-- 428
92-- 429
r
plan was set for the start of the next Fiscal Year,
October 1, 1992. Immediate impact teams were put in
the field on February 19 and N.E.T. was underway. Upon
the conclusion of the discussions and to fully support
this concept and to facilitate the ability of
Neighborhood Resource Officers to initiate corrective
action, City Manager Cesar Odio immediately announced
that he would appoint City Administrators in service
areas City wide, and make them responsible for City
services in their area of assignment. They would work
together with one or more Neighborhood Resource
Officers as a first point of, contact (and partner) in
�j
the initiation of non -police related responses. Such
1,
commitment on the part of the top administrator in a
community may be unparalleled and is certainly a
positive factor in the evolution of any form of
community oriented policing.
92- 428
y2_ 429
-E
W-QRKING G$ Uo PS
Working groups were tasked to identify all items to be addressed
during Phases I and II of the development of NET. Each working
group must necessarily undergo one or more of the following
sequences of events as part of their participation in the
development of NET, or may make recommendations requiring
activity necessary to fully implement their recommendations
and/or the program. These are common sequences of events to each
group and are listed separately one time to indicate all the
various action items to be accomplished, but are listed only by
activity on the list for each group. These are:
Group formation
Training Sequence
Space allocation
Information Support
Personnel Action(s)
Equipment allocation
Procedure revision,
Therefore, the appearance of the one line reference, "Training
Sequence" in a working group list of things to do, means that all
of the things to do in the training sequence list must be done at
that point in the plan of action for that working group.
1. Chairperson selection
2. Determination of Divisions to be represented
3. Discussion of scope with Division Chief(s)
4. Selection of participants/meeting notification
5. orientation
92- 428
92- 429
PERSONNEL ACTION CS-)-
1. Determine desired allocation of personnel/positions
2. Identify current allocation of personnel/positions
3. Determine action required to bring about desired changes and
follow through on some or all of the following;
- Recruitment/Selection
- Transfers
- Background Investigations
- Audit/Approval
TRAINING S QUENCE
1. Conduct skills inventory and identify training needs
2. Develop modules internally
- Assign curriculum design
- Assign training coordination
- Prepare training materials
- Identify course site and schedule
3. Review externally provided training alternatives if
desirable
4. Notify and schedule participants as needed
EQUIPMENT ALLOCATION
1. Determine equipment needs
2. Inventory existing equipment
3. initiate prioritization and reallocation of existing
equipment -
4. Initiate funding/acquisition of additional equipment needed
5. Accept into inventory and assign 92- 428 -
-
92- 429
pRQCED= REVISION_
I. Codify new operating procedures
2. Obtain approval
3. Assess conflict with existing Departmental Orders, SOP's,
Civil Service Rules and Regulations, Administrative Policy
Manual, Statutes and Ordinances
4. Initiate revision as appropriate (to that which exists or
is proposed, depending on viability)
INFORMATION SUPPORT
1. Assess reports provided in support of decision making and
redesign as needed
2. Request modifications to reports
RI 3. Review forms used for data collection and revise accordingly
4. Request modifications to forms
5. Analyze data processing procedures and revise accordingly
SPACE ALLOCATION
1. Determine space needs
2. Inventory existing space
3. Identify existing alternative sites
4. Prepare decision packages
5. Evaluate alternatives for new space acquisition•
w
6. Prepare decision packages
7. Prepare funding/acquisition packages
S. Conduct moves/renovations
92- 428
g2_ 429 -
, I _•: • 9 •?
1.-5.
Group Formation
6.
Establish liaison with entities within the City which house
_
information concerning any division of the City.
7.
Establish criteria for a neighborhood
8.
Divide the City into a "first draft" division by
neighborhoods
9.
Solicit input as to interested groups and individuals
r`
10.
Review number of neighborhoods and assess probable maximum
number of officers available to serve as neighborhood
,.,
resource officers
'
11.
Use number to determine "service area" groupings of
neighborhoods
division
12.
Schedule hearings on proposed
13.
Invite participants and conduct hearings
14.
Revise as appropriate
r,
ii
15.
Publish divisions
16.
Draft procedure to evaluate division
Y,
17.
Identify data critical to such evaluation
r-
18.
Assess current ability to obtain data
19.
Determine internal responsibility for data production
,r
20.
Determine action required to maximize internally generated
data
21.
Initiate signature packages for direction to meet needs
22.
Initiate funding/acquisition requests for data from external
...
sources, if appropriate
23.-26.
Training sequence
27.-30.
Procedure revision
31.
Review neighborhood boundaries and compare to zone/area
configuration 2 _, 428
32.
Assess existing report formats and utility under, and
consistency with, NET format
92- 429
33.-37.
Information sunnori-. rPdpcinn
s
_
n nDEFTNTTIQN
1.-5.
Group formation. !"
Designate assignments based on area of expertise or =
-
responsibility.
=
7.
Obtain list of neighborhoods identified b Neighborhood g y gh orhood
-
Committee. -
e8.
Prepare list of all service providers for each area,
-
i.e., Motors, SRO, GIU, etc.
9.
Identify other city service providers in each
_
neighborhood, e.g., Zoning, Sanitation, Fire, etc.
10.
Obtain names of officers residing within city limits.
11.
Obtain list of all crime watch members and other
_
community leaders, including phone numbers. ==
-
12.
Meet with representatives from Metro -Dade Housing _
Project for information on Community -Oriented Policing
-
_
Program.
13.
Establish goals and objectives of NRO Program. -
14.
Establish duties and responsibilities, qualifications,
and program incentives.
-
15.
Establish reporting district for all NROs.
.-
16.
Submit recommendations for chief's approval. _
17.
Identify interview questions and panel composition.
18.
Identify community representatives for participation on _
interview panel.
=
19.
Identify NRO training.
20.
Contact other agencies reference Community -Oriented -
Policing Training. _
=
21.
Submit recommendations for chief's approval.
_ ,--
22.
Conduct interviews. -
-
92-- 428
92-- 429
t
23. Select NROs and transfer as appropriate.
24. Selections announced in Official Bulletin and media.
25. Conduct orientation session.
26. Provide training to NROs.
27. Provide all pertinent information to the neighborhood =
officer.
28. Set up meeting with city administrator of program.
29. Match with location of service centers.
30.-34. Equipment allocation.
35.-39. Information support redesign.
40. Set up meeting in all neighborhoods (crime watches and
leaders) with NROs and team members.
41. Deploy NROs into neighborhoods.
42. NRO uses crime analysis and other resources to guide
operations in each neighborhood.
43. NRO reports to each district commander on problems
encountered.
44.-47. Procedure revision.
►2-� 428
17
i
92, 429
1.-5. Group Formation
6. Conduct survey of other departments
7. Conduct survey internally
8. Assess complaints/success history and
strengths/weaknesses of existing system
9. Identify alternatives to improve weaknesses
10. Identify reasons behind strong areas
11. Prepare alternatives by catergory of investigation
a. GIU (Burglary/Larceny)
b. Auto Theft
C. Economic Crimes
d. Pawn Shop
e. Robbery
f. Career Criminal
g. Warrants
h. Robbery Tactical
i. Sexual Battery/Child Abuse
j. Homicide
k. Assaults
1. Investigative Support
12. Review by Division Chiefs/Chief
13. Revisions as appropriate; direction
14.-16. Personnel action
17. Revision to team listings
18.-22. Equipment allocation
23.-25. Training sequence
26.-29. Procedure revision
30.-34. Information support redesign
identify
92- .128
92- 429
1 - 5. Group formation
6. Assessment of current state at MPD.
7. Analysis of experience elsewhere.
8. Determination of alternatives, to address the following:
a. SNU
b. Patrol tactics
C. Interceptor Squad
d. Smuggling/Transportation
e. Money Laundering
f. N.E.O.N.
g. Tactical Flexibility
9. Recomendation to Division chiefs/chief
10. Revision required; direction
11. - 13. Personnel Action
14. - 18. Equipment Allocation
19. - 26. Space Allocation
27. - 29. Training Sequence
30. - 33. Procedure Revision
34. - 38. Information support redesign
92- 428
92~- 429
S
i
1. -
5.
Group Formation.
--
-
6.
Assessment of Tactical Units at M.P.D.
7.
Analysis of Experience Elsewhere.
�-
d
8.
Determination of alternatives to address
the following:
a. Patrol Tactics
b. Taskforce Elements
C. S.I.S. Functions
—_
k,
d. Robbery Tactical
9.
Recommendation to Division Chiefs/Chief.
_
10.
Revision as required, direction.
=
11 -
13.
Personnel Action
14 -
18.
Equipment Allocation
i{
19 -
22
Space Allocation
-
23 -
25
Training Sequence
26
- 29.
Procedure Revision
=
-
30
- 34.
Information Support Redesign
r
�
92- 428
92- 429
1.-5.
Group formation
6.
Assessment of potential for decentralization of functions
currently the responsibility of Community Relations.
-
a. Crimes against the elderly (CATE)
b. Crime Prevention
= R,
c. School Resource Officer
d. Gang Detail
=
e. Juvenile Detail
R
f. Athletic Detail
g. Subcouncils
h. Community Involvement Specialists
�1
7.
Comparison with experience elsewhere.
8.
Evaluation of alternatives
9.
Recommendation to Division Chiefs/Chief.
_
10.
Revision as required; direction.
it
-
11.-13.
Personnel
_
l
14.-18.
Equipment
19.-22.
Space Allocation
4�.
23.-25.
Training sequence
26.-29.
Procedure revision.
30.-34.
Information support redesign.
92- 428
92- 429
AhL
�{'
INFO$�ON S�.Pp9RT REDES -N
1.-5.
Group Formation. F
-
6.
Conduct inventory of existing reports and data collection
methods.
7.
Build checklist of pending modifications to Information --
System. --
- M
8.
Update queue of programs to be developed. _
9.
Re -prioritize queue based on potential impact of changes
related to NET.
10.
Assemble specifications for Information Support Redesign
from all working groups.
11.
Identify alternatives for changes needed.
a. Modifications to Information System.
ii
b. Re -ordering of program development queue.
-
C. Forms revision. =_
d. Data collection methods.
W
e. Reports (content/format/schedule/mode)
f. Staffing.
12. Submit decision packages through Division Chiefs/Chief.
13. Revision as required; direction.
14. Assign oversight committee to monitor progress.
15.-17. Personnel action.
18.-22. Equipment allocation.
23.-30. Space allocation.
31-33. Training sequence.
34-37. Procedural revision.
92- 428
92-- 429
F.quipa eds
1.-5.
Group formation
6.
Conduct inventor of existing critical equipment.
Y 9
a. vehicles
_
b. radios
= M1
c . pagers `—
d. MDT's --
- �R
7.
Assemble requests from all working groups.
S.
Prepare decision package on priority of requests, indicating
recommendation for reallocation of existing equipment or new
acquisition.
= iR
9.
Review by Division Chiefs/Chief.
-
10.
Revison;direction. s
-
11.
Initiation of appropriate requisitions for new acquisitions.
-
12.
Initiation of memoranda on reallocations.
-
13.
Assignment of responsibility for assuring follow through.
14.
Acceptance into inventory of new items; assignment.
-
15.
Revision of inventory on items reallocated. -_
92- 428 -
=
-
92- 429 -
4_
t
1 - 5. Group formation.
6. Review of existing policies concerning:
a. Calls for service response priorities.
b. Calls for service - Criteria for response by mode
(phone/P.S.A./referral/other).
c. Dispatch procedures.
d. Channel/substation/zone configuration.
e. Radio call numbers.
f. Information channel.
7. Evaluate requests from, all working groups.
8. Review of alternatives for modifications.
9. Review of decision packages by Division Chiefs/Chief.
10. Revision; direction.
11.-13. Personnel action.
14.-18. Equipment allocation.
19.-26. Space Allocation.
27.-29. Training Sequence.
30.-33. Procedural revision.
92- 428
92-- 429
I - 5.
Group Formation.
6.
Brainstorming reference strategy to bring
concept to
public and to members of the
Department
(External/Internal).
a. Identify alternatives for publicity.
b. Identify concerns of public and of
department
personnel.
C. Prioritize measures to counter concerns.
7.
Recommend checklist of things to do for
review by
Division Chiefs/Chief.
8.
Submit alternatives for accomplishment.
9.
Revision► direction.
10.
Assign responsibility for approved items.
11.
Prepare funding/acquisition packages for all
cost items.
12.
Compile all work products generated.
13.
Evaluate progress and repeat process.
92-- 428
92- 429
r IMPACT Team
- w -
1. Meeting with Chief to discuss wholesale Anti -Crime
- Operation.
- � 2. F.O.D. preparation of plan of action.
3. Refinement of plan in deployment workshop with Chief's r
Staff and City Manager and his staff.
m
4. - 8. Work group formation. —
A 9. Identification of equipment needs (vehicles/radios).
10. Directive to G.S.A. to expedite support
jp
(vehicles/radios).
11. Implementation Design:
*
r
a. Sign-up sheets
b. Overtime accounting
!�
c. sign-up procedures
d. Directed patrol format for monitoring/evaluation
12. Weekly Evaluation:
:I
a. Assess and quantify impact
b. Deployment decisions
C. Scope adjustment
d. Reduction/resurgence timing
92-- 428
92- 429
1
=
_,
In t
Issues
1 -
5.
Group Formation
c
6.
Review of all specialized
units as to potential for
?A
decentralization!
_
. N
_
a. Canine
=
b. Mounted
C. Mounted Patrol
d. Bayside
_
e. Enforcement
f. Accident Investigation
=_
�)
g. P.S.A.'s
7.
Survey of how other departments handle.
B.
Submission of recommended
alternatives to Division -
Chiefs/Chief.
q
9.
Revision; direction.
10
- 12.
Personnel Action.
i
_
13
- 17.
Equipment Allocation.
- I
18
- 25.
Space Allocation
26
- 28.
Training Sequence
_
29
- 32.
Procedural Revision.
92- 428
92- 429
-,--* - I - -** - IV I --s
SERVICE AREAS By 36T
MIAMI
INTERNATIONAL
AIRPORT
T FLAGLIU
31 22ND
CORAL
vv
ST 10TH
SOURCE: planning, Building and Zoning Department
April 29, 1992
01
9 t a ST.
CIUSITAT
IT 71 ST S
IT 421D ST
BISCAYNE
X
?PER 9AY
IT 54TH ST.
EA T�IDE
f' I RPO
JUL11 tUTTLK; CAUSETAT
W ODI
EWXTER
r-"O'V E Bo
----------------
qpT1141TI 14
CIU39TAT
II `1... 'i .__:.. .�� .._.�7 I_._.-/ ' I___.� ' _l _� i� i `� _� .�L .. I��I. �..' ML..... -
i
mni
N.E.T. SERVICE AREA
1. Upper Eastside
2. Little Haiti
3. Model City
4. Wynwood/Edgewater
5. Allapattah
6. Overtown
7. Downtown/Brickell
8. Little Havana
9. Flagami
c,e �
?"'�10. Coral Way
iv11. Coconut Grove
00
NEIGHBORHOOD ENHANCEMENT TEAMS
(N.E.T.)
ADMINISTRATOR
Dr. Nancy Jane Bahn
575-5130
Fedy Vieuz-Brierre
250-5385
Elbert L. Waters
579-6086
Luis Carrasquillo
634-2294
Fred Fernandez
579-2449
Francena Brooks
579-2454
Arleen Weintraub
372-4590
Pablo Canton
350-7970
Edward Blanco
579-2449
Margarita Genova-Cordovi
579-6086
Joseph W. McManus
579-6086
NEIGHBORHOOD RESOURCE OFFICER
Ofc. Darrel Nichols
Ofc. Harvey Nairn
Ofc. Lawanica Lamb
Ofc. Fernando Cabeza
Ofc. Leon Leonard
Ofc. Anthony Ford
Ofc. Carlos Saavedra
Ofc. Jeffrey Giordano
Ofc. Noel Nogues
Ofc. Frank Fernandez
Ofc. Luis Cabrera
Ofc. Thomas Braga
L2
I , . 1 11 l' l l 1 11 1' q 1 111' Irk '1' 11 6111 1 1111111 11111 1, 1 I (III III 1111I 111p ' II 111 h1l1 cI I I I II I III II ' 11.11111
r
I.M.P.A.C.T. TEAMS
r ,
M
In preparation for the placement of the Neighborhood Enhancement
Teams (NET), it was necessary to initiate some significant police
action in the twelve neighborhoods. To that end, the idea of the
Impact Teams was born.
The acronym (I.M.P.A.C.T.) stands for Intensified Mobilization of
Police Against Criminal Tactics. This initiative was the first
phase of the N.E.T. concept and was intentioned in suppressing
44
crime in the selected neighborhoods through high level saturation
and increased police visibility. The operation was staffed by
officers working on an overtime basis in a directed patrol
fashion and resulted in the normal patrol manpower being more
than doubled for 10 hours each day. With the deployment of the
Impact Teams, we were able to conduct 2,884 directed patrol
details, compared to only 1,491 details under normal deployment
�*
conditions in 1991.
The crimes of robbery, burglary, prostitution, and drug related
offenses were targeted for selective enforcement. The operation
commenced on February 20, 1992, and as of April 25, 1992, the
following accomplishments have been made:
A 14% reduction in burglaries
A 23% reduction in robberies
615 offenders were arrested for felony crimes
2,893 offenders were arrested for misdemeanor crimes
In addition to these arrests during directed patrol details
performed by Impact Teams, directed patrols performed by regular
patrol units produced 812 misdemeanors and 131 felonies. The
combined total of felony and misdemeanor arrests (regular and
Impact) equalled 746 and 3,705 respectively.
The arrests of so many criminals in so short a span resulted in a
significant displacement of crime in the targeted areas. The
police department received numerous calls and letters from
citizens praising the efforts of the officers involved in the
Impact Teams. As a result of this tremendously successful
initiative, the neighborhoods are now at a manageable state
(relative to street crimes) and may be more easily maintained via
the Neighborhood Enhancement Teams.
92-- 428
92-- 429
I
Calls For Service Comparison
Alarm Calls - Signal 25
City Wide Totals
69000
59000
42000
31000
2,000
C w
f f
;i , 19000
0
DA
El
Legend
2/20 - 4/25/91
PR 2/20 - 4/25/92
I I I, , � I null � ���I �� III � pl II 'll � 1i111 III III III I III I I III II ' ��,I II II II' I� III hII I 'r �I I
...J..i ^ _....J 7-71 .._.Al 1 III
-Al
-11
Calls or Serv'o%...%,. Comparison
Burglary= Signal
City Wide Totals
29500
21000
19500
11000
' 5.00
co 00
A
LA
10
Legend
0 2/20 - 4/25/91
IN 2/20 - 4/25/92
- Pl I I III I I 11 1 I' I l i I I11 1 III I � 11 I I II' I11I1
• I I I .i I n I II I I i I I i i. II I I I. I I I I I II
I ..
Lairsror owrvtpo uompa"Oson
Larceny= Signal 27
City Wide Totals
51000
49000
3,000
29000
cc w 11000
r r
00 0
-- � � I r� I' I I I I I� �I °� I I� •� •I II
L2
11
Legend
2/20 - 4/25/91
� 2/20 - 4/25/92
f
co
IILlul �� I,I I� I,I �� i� I i li�iil I� IIw..�i.l ud 11 i li�� IIl. I jj
All
Calls For Serv��Co
--K- vdihn
Robbery=
City Wide Totals
2100c
1,500
15000
500
0
L3
Ej
Legend
EJ 2l20 - 4/25l91
M2/20 - 4/25/92
L_111i1i.i I III d�di ii�lI� I I,�i��
(;ails For Service Comparison
AssaultIm Signal 32
City Wide Totals
3,00C
21500
22000
19500
19000
500
cc 00
0
U
E2
Legend
2/20 - 4/25/91
2/20 - 4/25/92
+ 11 1 + I . 1+ 1 � I , I 1 I I I .1 1, 11 111 1 1 111 11 l l h I I I J lIiII I,.Jl11 +I11 111 111 Al
Calls For Service Comp
ar*&son
Officer Initiated Calls - Priority 9's
City Wide Totals
40,00a
30,000
20,000
s 10,000
e �
e°
000
0
Priority 9 Totals do not include signals 25,26,27,29 & 32.
12
12
Legend
0 2/20 - 4/25/91
® 2/20 - 4/25/92
1l 1 �� i.. 1 ;I I ,i —1,1,� r Ip 111 11 1 11 �1 �' III "' I I' I it I jljjllil -1 IIII I -111 I'I I " .I1II 1111 Ill � I �Ij l 1�111lll' 1! Ili 'ul�1i 1 1II I+�I'I I1111 111 I I,II11II
409000
30,000
20,000
10,000
0
• C6mpartson
o
ForServ��e
City Wide CFS
Minus signals 25,26,27,29,32 &priority 9's
W-)
Legend
C 2/20 - 4/25/91
2/20 - 4/25/92
I�I i I III 19i1, I . ,III IIIII IIIII I I 1111 1111I 11I '11IIIIIIIIII III 1IIIIII I111T I 11 I1I11111, -1 111I1II ^ 11111III'JII
1009000
60,000
40,000
20,000
r s
II � I I � �n III I, .I I. 1 k II I I II I III.I I _. I III ' IIIII
r Sery Comp
arison
All CFI JL
City Wide Totals
0)
Legend
0 2/20 - 4/25/91
12/20 - 4/25/92
r° I II II I I I� 1� II ��I I I I III III III 11 ° III III
�
I I I ill I I � li I I II i III ..I I illlu II i I IIIII I � �� i I III I I I II I la i I II I i � ill li IIIII I � I I�III I _ r
Calls For Service Comparison
1009000
80,000
60,000
40,000
20,000
0
cc
All Categories
2/20/92 - 4/25/92
to 0 N CmN N
i
w cc
t� c
SOt
(a
c
to
c
0)
Rt
c c
0)
'a i
_
o
�.,
cn
_V)
Cl)
v0
cn i-n
°o
cc
Nab
0
a
Priority 9
Totals do not
include
signals
25,26,27,29 &
32.
All Other
Totals do not
include
signals
25,26,27,29.32
& priority 91s.
1
1 1 II 1 I III,
,o 11 , �, -I 1 I IIP � I III 1 i u 1111 �I1I I 11 1I III I r ' I �11I I III 1 II I II � III II III III I P�10'I� pl
P� II III�IIPdI��� II milli I1� �I�16 Ili �.I �I d J III J,1Ir
_A
C
a
Ils Fo�Se eComparison
100,000
80,000
60,000
40,000
20,000
0
c,c
All Categories
City Wide Totals
N
CM
CM
cm
cov�
c
CM
c
o,
c
CDCL
c
=
c
N
CA
0
N
vi
U
O
2
v♦
U
I
Priority 9
Totals
do
not
include
signals
25,26927929 &
32.
All Other
Totals
do
not
include
signals
25,26927229932
& priority 9's.
Legend
0 2/20 - 4/25/91
2/20 - 4/25/92
r
jj�
II I llll . f it II III I (will ,. ill iII�,+V� I +_� II_l l .I I I,., I II �, I III i� IILI i ! I I III 1 IIII. . I I 1,1111ki
Uj i r e c t ue-t d P a t o I
Executed Details
31000
25500
25000
15500
11000
500
E
Legend
0 2/91 - 4/91
2/92 - 4/92
91 data is based on D.P. actuals
92 data is based on 'Feb & Mar actuals; Apr is based on 2/92 ®P avg and NET actuals till 4/25/92
� �� � l i � i'� "�'ii� IPII I I �� �II � 1, I. I � I,I�I �� III�� u� ��I � ''III�II1111 1111 II1 'I iII1I ��II
III 111 I P I I I III I I II 1 1 I I I� ���
I � � I
�i l ill 1 11 l llll'rl il''ll�i 111111. {ill 1 111 1 1111 ,111, 11 11 1, 11 111hi l l III 1. l 1 d H d . 1 1111
■
rected JIP a t r I
Felony Arrests
200
Legend
0 2/91 - 4/91
2/92 - 4/92
91 data is based on D.P. actuais
92 data Is based on Feb & Mar DP actuais; Apr is based on 2/92 DP avg and NET actuais till 4/25/92
�����I���������������������,���'�������a����P���q���������������w���������u��R���i�ei�����iu����P9���������e������'�'i'�{�'�"f''I�I''fIl
���'I"I���►������1�i���p�"��,I��I����A,p,'��������I�q����,l���°�
za
■
Yvrm- e c t e d P a t r
Misdemeanor Arrests
49000
39000
29000
13000
CC
f
010 0
Legend
0 2/91 - 4/91
2/92 - 4/92
91
data is
based on
D.P.
actuals
92
data is
based on
Feb
& Mar actuals; Apr is based on 2/92 DP avg and NET actuals till 4/25/92
I I
I I
I
I
11
DECENTRALIZATION
Off'
POLICE SERVICES
92- 428
92- 429
i
it
T
DECENTRALIZATION
�T
The issue of decentralization of police services to the citizens
T of Miami is one of iYnportance to this organization.
fi This process of decentralization began in 1989 and 1990 with
the opening of the North and South District Substations.
Ongoing study and evaluation of service decentralization has
continued and, with the creation of the Neighborhood
- Enhancement Teams (NET) concept, has accelerated.
The following information summarizes those police services
which are currently decentralized, those which will . be
- decentralized, and finally, those services which are being
�- considered for decentralization.
F
92- 428
92-
4.23
1. Patrol Services
2. Beat Services
3. Specialized Units such as K-9, Mounted, School Resource
Officers, and Motors are operationally decentralized. The
administrative and training functions of these units are
centralized for purposes of cost effectiveness.
4. Ability to file a police report.
5. Ability to register a complaint on police personnel.
6. The investigation of minor complaints on police personnel
assigned to the District.
7. The ability to contact a staff level officer with a concern
or complaint.
1. The ability to purchase police reports and other police
records at the Substations.
2. The delivery of crime prevention programs through the
Community Involvement Specialists.
3. The Investigation of certain crimes such as burglary and
larceny by detectives assigned to the Substations.
1. Tactical operations.
2. Application and renewal of Alarm Permits.
3. Crime Analysis functions.
4. Investigation of robbery and auto theft cases. 9 2- 4 28
92- 429
i �1r r � i ►� ►t �\ R y � �i
Services in this category fall into two basic types as follows.
A variety of services including personnel, training, budget,
computer support, etc., are in place to provide support to police
officers on the street. These units which have a small number of
personnel operate most efficiently from a centralized location
and provide no direct services to the public.
EXTERbIAL SERVICES
Some services which the Police Department provides to the
community should remain centralized. Some functions such as
Internal Affairs, Special Investigations, Homicide, Sexual
Battery, and Traffic Death Investigation are highly specialized
and often sensitive in nature. Other services such as the
receipt and dispatch of emergency calls for service or the
handling of telephone reports are, once again, more efficiently
and effectively handled through centralized service units.
Administrative support costs (clerical and administrative
personnel, secure files and storage areas, and related equipment)
argue against decentralization of many of these units. The work
force in some areas would need to expand to provide decentralized
coverage during the hours required. Other investigative
functions are most economically accomplished on a centralized
r, basis; Economic Crimes, Career Criminals, and Warrant Management.
' SUMMARY
Approximately 62% of the police officers In the Miami Police
!i Department are presently involved in the delivery of
decentralized police services. With the addition of the other
services, such as investigations, within the next year, 67% of
all police officers will operate in a decentralized mode.
92- 428
92- 429
11
MAJOR ACCOMPLISHMENTS
1991
92- 428
92- 429
rl
MIAMI POLICE DEPARTMENT
MAJOR ACCOMPLISHMENTS
FOR THE YEAR 1991
The men and women of the Miami Police Department, both sworn and
1 civilian, worked together to complete an impressive list of
accomplishments during the calendar year 1991.
In the area of police Community Relations, the Department
maintained many of the programs that had been so successful in
the past, while expanding some and adding new ones.
- Commenced "Operation N.E.O.N." (Neighborhood Enhancement
Operation Network), a comprehensive, cooperative effort
involving the Miami Police Department and the community to
impact crime by targeting those areas requiring special
enforcement. Beginning August 23, 1991, a roving force of 100
police officers saturate a specific "quadrant" of the City for
30 days to fight crime. Its primary objective is to educate
and empower residents and allow them fuller participation in
making their neighborhoods safer. The operation also involves
the Department of Sanitation, Code Enforcement, the Fire
Department, Nuisance Abatement, the Parks Department, Public
Works, and the State Attorney's Office. On its first night of
operation, 61 arrests were made, 220 citations were written, 24
cars were confiscated or towed and 1 crack house was
t demolished.
- Continued the "Do The Right Thing Program" which rewards
children for outstanding academic achievements and for their
noteworthy community service. The Miami Police Department in
conjunction with other sponsors have honored over 12,000
children. This program continues to receive nationwide
attwition and is being adopted by other agencies around the
—
United States.
- Celobrated our Third Annual Open House, October 23 through
=
October 26. The entire police department participated in a
week of activities, demonstrations, presentations and tours of
then station for the public. The district substations (South
and North) also conducted Open Houses. The Overtown Detail
=_
spfansored an open house at the new Rainbow Village mini -
station. Citizenry were encouraged to visit during this week-
long event and approximately 5,000 citizens responded to our
invitation.
.92- 428
92- 429
1 - Hosted crime prevention events called "Little Haiti Pride Day"
where more than 1,000 youth and adults participated. This
project involved cleaning up neighborhoods in the Little Haiti
area.
- Reinstituted a program in which pastors and deacons ride along
on patrol with police officers. This enables the clergy to see
firsthand what the officers face on patrol in their
neighborhoods and where the trouble spots are.
- Continued the special operation "Know Your Neighborhood", which
encourages positive encounters between the citizens of our
community and our police officers. Officers in the South
1 District were required to Park and Walk on a daily basis and to
' make contact with businesses and homeowners in the officers'
zone. This enabled the patrol officers to learn more about the
problems in their assigned zone as perceived from the public's
interpretation.
- Competed in and won the State regional soccer championship, for
youths 14 and under, by members of the Miami Police
Department's Athletic Program, held in Jupiter, Florida.
- Participated in the filming of two public awareness videos on
graffiti and gang violence. Also, hosted and assisted Channel
7 News in the filming of a gang story.
- Participated in weekly radio programs on WCMQ which were aimed
at senior citizens. This one hour program reached hundreds of
senior citizens who had the opportunity to call in with their
concerns and receive responses to these concerns along with
t other crime prevention tips and referrals.
- Continued efforts to fight the war against drugs with our
youth. The Miami Police Department donated $100,000 to the
Coconut Grove Playhouse to write an original play "Going For
The Win" which aggressively targets the issues of alcohol and
drug abuse among America's youth. The goal was to use the arts
to creatively influence our youth to choose a drug -free life.
After the play, there are discussions and role-playing
scenarios between the actors and the students. The play
reached over 60,000 students as it toured various middle and
high schools throughout Dade County.
j - Adopted a program designed to help prevent auto theft. The
ii C.A.T. (Combat Auto Theft) Program registers vehicle owners who
sign a waiver stating their vehicle is not driven during the
hours of 0100-0500. Officers are authorized to stop any
vehicle that bears a C.A.T. decal and is operated between the
hours of 0100-0500 hours.
1 92-- 428
52- 429
- Obtained and distributed over 1,000 toys for Christmas to
underprivileged children in Overtown, Wynwood, Liberty City and
other communities. Also, hosted a Christmas Party for 300
children for the Family Christian Community Association of
America.
- Distributed over 75 Thanksgiving baskets to underprivileged
families throughout the City of Miami.
- Organized 148 Crime Watches which will be the eyes and ears of
the Police Department.
- Conducted 358 crime prevention presentations.
- Conducted 164 security surveys for residences and businesses.
- Continued working with Dade County Public Schools in a long
term program called Intergenerational Program, Bridging the
Generation Gap. Crime prevention programs are developed and
established by senior citizens and high school students in an
effort to stimulate relationships between youth and the
elderly.
- Conducted sixty-eight (68) group drug and alcohol counseling
sessions to program participants including guest speakers Ray
"Boom Boom" Mancini, Sugar Ray Leonard, Pinklin Thomas, and
Tommy Hearns.
- Obtained fifteen (15) jobs for participants in the Boxing
Program at various businesses throughout the community.
- Volunteered over one hundred (100) hours to the abused children
at the McLamore Center.
- Conducted ten (10) local boxing shows to allow participants to
display their skills and the community to observe the program.
Participated in forty-five (45) boxing field trips, including
competitions throughout the U.S. and the State of Florida, and
interpersonal trips to football games, movies, beach parties,
and barbecues.
92- 428
92•- 429
t
- Apprehended seven hundred nine (709) truant students and
returned them to school.
Apprehended two hundred forty three (243) misdemeanor and
felony juveniles for school related crimes.
- Conducted nine hundred thirty seven (937) D.A.R.E. and safety
presentations to forty three thousand (43,000) students.
- Provided an active Explorer Program of fifty (50) highly
motivated young men and women to stimulate interest in a law
enforcement career. This is accomplished through training,
education, and association with police department personnel.
- Assigned School Crossing Guards to all twenty-nine (29)
elementary schools in the City. During the year, there were no
students injured at any guard controlled crosswalks.
- Investigated two thousand two hundred eighteen (2,218) missing
persons cases with a clearance rate of 80%.
- Organized a flag football team in Wynwood. Participants
include youth involved in gang activities. The Wynwood team
plays other youth group football teams and gang members from
other areas. Lines of communication have been opened in the
Wynwood area and with gangs from other areas.
In the area of Enforcement, Miami Police continue to be trend
setters using new and unique tactics to prevent, combat, and
apprehend the criminal element. In 1991 we:
- Reduced Part I Crime by 1%.
- Effected 51,737 felony, misdemeanor, City and County ordinance
arrests.
- Conducted the "Christmas Watch" operation during the months of
November and December. Its purpose was to alleviate the
citizens' fear and/or perception of increased crime during the
holiday shopping season by providing a highly visible profile
and aggressive enforcement at major shopping centers in the
South District.
Implemented "Operation Rock Busters" in response to citizen
concerns regarding drugs, robberies and burglaries in the black
Grove. The operation consisted of a high profile and
aggressive police response. This operation was extremely
jr successful and netted a large number of arrests.
11 y2- 428
I92- 429
Continued "Operation Safe Parks" which targets crime in City of
Miami parks. It is a continuous program that has effectively
reduced criminal activity in targeted parks.
- Arrested a suspect listed on the FBI's "Mast Wanted List" of
armed and dangerous offenders.
- Arrested three gang members who not only confessed to 40
burglaries, but also helped detectives identify four new gangs
in the Miami area.
- Recorded over 262 arrests of offenders who robbed visiting
tourists, by The S.T.A.R. (Safeguarding Tourists Against
Robbers) Task Force .
Issued a total of 1,488 permits for street blocks, sidewalk
1 blocks, parades, processions and demonstrations. Staffed
over 7,086 positions at special events without a major
incident.
- Handled 242 mounted details and demonstrations for various
civic and public organizations. This was an increase of 129
details over last year.
- Conducted 214 K-9 narcotic searches using the Narcotic Detector
Canine Team. While apprehending 56 offenders, the canine team
seized approximately $2 million in U.S. currency, 80 kilos of
cocaine, 4 kilos of marijuana, 9 vehicles valued at $96,500, 5
houses valued at $770,000 and 6 firearms.
Issued 111,637 summonses and citations.
- Established the Drug Recognition expert program sponsored by
the National Highway Traffic Safety Administration. This
' program has enabled our Department to effectively acquire
conviction of persons arrested for driving under the influence
of drugs other than alcohol. During the 1991 year, 284
j subjects were tested by nine (9) DREs trained and assigned
�� throughout the Department in the detection of drivers driving
under the influence of drugs other than alcohol, with an
accuracy rate of 85% in categorizing the type of drug consumed.
- Effected 11480 boating safety inspections and issued 532
boating infractions resulting in 45 stolen vessels recovered
and 11 vessels seized for fictitious registrations. Total
value of property recovered was $1,280,000.
428
92- 429
- Continued the "Push Out the Pusher" program in the North
District where officers conduct numerous directed patrol
operations concentrating on specific problem areas and crimes,
such as prostitution, drugs, drunk driving and stolen vehicles.
The P.O.P. Unit made 1,470 arrests with 1,015 of them being
felonies. Approximately 105 guns and $36,000 were recovered.
- Conducted 33 prostitution "John Details" resulting in 887
arrests.
- Targeted street level drug dealers in 47 "STINGS" and 13 "Buy -
Bust" operations resulting in 3,650 arrests, seized ninety-one
(91) kilos of cocaine, 128 firearms, $594,652 in U.S. currency,
and recovered $159,002 in stolen property. Towed four hundred
five (405) vehicles in the STING operations.
- Received a H.I.D.T.A. grant in which the MPD coupled its
resources with the Metro -Dade Police Department to form a Task
Force to combat drugs. An allocation of $400,000 was granted
to fund overtime operations to stop street level drugs in and
around H.U.D. projects in Liberty City.
In the area of Investigations, the Miami Police Department
continued to seek out offenders In individual cases while
investigating long standing criminal activities. Accomplishments
described are highlighted in this area.
- Created the Northeast Task Force, a multi -agency body organized
with the assistance of the FBI, Florida Department of Law
Enforcement, the North Miami, North Miami Beach, Miami Beach,
and Metro -Dade Police Departments. The Task Force goals were
to identify and apprehend the perpetrators of the murder of two
Haitian radio broadcasters and to provide a sense of security
to the Haitian community by effecting a higher level of police
visibility. The Task Force was successful in making an arrest
on one of the two murders.
Assisted the FBI in solving the Montinella kidnapping. Mr.
Montinella had been pulled over by what was believed to be an
unmarked police vehicle. He was subsequently kidnapped and
held for ransom for three days. Both suspects were apprehended
and the victim was returned unharmed.
Maintained an auto theft clearance rate of 89% for all assigned
cases during the calendar year, making 110 arrests and
recovering 368 vehicles valued over $2 million.
92-- 428
;7 92` 429
7
1 i i
- Received and installed the A.F.I.S. Library Handler. This
equipment has enabled the Latent Print Squad to automatically
_ store and retrieve fingerprint images from the Image Data Base.
This has assisted examiners in checking A.F.I.S. respondent
lists more quickly.
Effected a total of 429 latent identifications for the year.
This was 5% above the 1990 total. One hundred three of these
identifications were made with the use of A.F.I.S.
- Effected 73 arrests for narcotic and vice related crimes, by
the Vice Unit. Seizures of 490 kilos of cocaine, 1 kilo of
crack cocaine, 3 kilos of heroin, $4.3 million cash and 1 twin
engine airplane were made.
Responded to 82 suspected explosive devices, 2 explosions, and
rendered 8 explosive devices safe.
- Conducted 51 terrorist investigations resulting in 8 arrests.
- Concluded a month long investigation where over 15 kilos of
cocaine was seized from an 80, Haitian freighter on the Miami
River. The cocaine was sealed in concrete blocks covered with
oil, gasoline and other liquid sludge. Several arrests were
made.
Initiated and completed 266 Internal Affairs investigations on
City personnel.
- Concluded a 2 year investigation of the Department of
Sanitation, sustaining fifty-nine (59) administration
violations.
- Recovered $120,398 in stolen property through 1,853 monthly
inspections of pawn shops, resulting in 22 arrests.
In the area of Administration, significant steps were taken to
enhance the support given to our investigative and operational
personnel. Some of the highlights were:
- Prepared the Key Biscayne policing proposal which provided
1 statistical analysis to citizenry of the new City of Key
Biscayne regarding the cost of police services once they became
independent of Dade County.
- Drafted 29,074 reports via TeleServe, which represented
approximately 37% of all reports written and resulted in the
A saving of 31,497 patrol manhours. The increase in production
represents no increase in manpower.
9 2- 428
92- 429
� � o
- Collected $96,761.06 for the sale of reports and services to
the public in the Records Unit.
- Produced the 1990 Annual
Report illustrating Departmental
accomplishments, inclusive of statistical data.
- Modified the Civil Disturbance Procedures to incorporate new
tactics and equipment to enhance officer safety and provide for
effective force against civil disorder.
- Conducted Field Force training sessions in April and November
resulting in the training of approximately 1800 sworn personnel
in civil disturbances techniques.
- Conducted a major presentation on the Management of Civil
Disturbance at the annual convention of the International
Association of Chief's of Police.
- Prepared a major Commission presentation on police deployment
and staffing, including the creation of a 128 page book.
- Redrafted our Hurricane Plan to coordinate with other police
agencies and to improve our hurricane tactics.
- Prepared the Wynwood Assessment report which provided
information relative to deployment of personnel surfacing from
the aftermath of the Wynwood disturbance.
- Prepared the 54 Street Haitian disturbance after action report.
- Conducted an in-depth study of the policies and procedures that
govern pursuit driving within the enforcement parameters of the
.=
Miami Police Department.
o - Submitted four (4) grant proposals for possible funding with
private and governmental agencies for crime enforcement. Two
(2) grants were accepted for a total of $115,000 funding from
the U.S. Department of Justice for drug enforcement.
11 - Answered 500,192 911 calls.
- Answered 992,593 emergency and non -emergency calls.
- Processed 470,206 incidents requiring police service as a
result of citizens requests.
- Dispatched 250,583 incidents resulting from citizens requests
for police service to field units.
92- 428
92- 429
1 0 �
Il
- Entered 142,045 police incident reports into the C.A.R.E.
system.
- Reduced overtime by 28% in the C.A.D. Detail. Eliminated
overtime in the C.A.R.E. Detail with the full implementation of
Police Aide II's performing report entry.
- Established and manned 24-hour Creole Hotline.
- Conducted a research study for the selection of a new and
improved MDT (Mobile Data Terminal) system. The purchase of
the system is projected to cost slightly over $1 million.
- Implemented a new automated Court Liaison system.
- Graduated the first Police Auxiliary class in almost nine (9)
years. Eight (8) new officers graduated April lath and will
volunteer 20 hours per month as uniformed officers. A new
training component was added to the auxiliary training program.
The Auxiliary Officers are now receiving a minimum of three (3)
hours of monthly training in critical areas.
- Conducted an extremely successful Job Fair in Roberto Clemente
Park from January 22 - February 2, 1991 to discuss career
opportunities, particularly with the Police Department.
Employment information was provided to approximately 400
residents.
- Conducted 1,184 annual drug tests and physical examinations to
sworn personnel and other affected personnel.
- Conducted year round officer survival training, installing
survival skills during conditions of increasing stress.
- Developed and conducted a three day workshop entitled Street
Wisdom, for officers in patrol. This program was designed to
T assist the patrol officer in promoting a more positive attitude
towards the community.
- Conducted an assessment of the Chilean Police forces as part of
a State Department assessment team.
- Received 39,690 calls -for -service reference burglary/robbery
alarm activations. Of these calls, 97% were false alarm calls
leaving only 3% as actual or attempted criminal activities. A
savings of approximately $236,150 can be attributed to officers
not having to respond to 9,446 invalid permits.
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- Conducted 159 alarm inspections, issued 3,132 free permits,
4,844 renewal permits and 1,827 new permits.
- Collected $162,677 for alarm permits and $172,780 for fines.
- Collected $208,382 in revenue from off -duty surcharges, police
escorts, traffic/special events and permit fees.
- Generated $49,144.90 in towing fees, $61,972.52 in storage
fees, and $10,600 in towing administration fees.
Generated revenues in the amount of $1,072,550 from
forfeitures. The Forfeiture Fund Detail initiated the filing
of 73 forfeiture cases, closed 87 cases and settled 4 sting
cases prior to filing.
- Acquired the following amounts of money through the
Confiscation Details $410,414.18 forfeitures, $323,421.42
confiscated, $56,045.27 Crack Grant, and $55,916.00 pre-trial.
- Destroyed 1,874 guns and received the sum of $110,964 from the
sale of cars and boats at City auctions.
- Conducted the rotation of 186 new patrol vehicles into the
fleet, tracked the mechanical maintenance of approximately 568
vehicles.
- Promoted 26 Police Officers to Police Sergeants.
The Miami Police Department has continued its commitment to
servicing the citizens of the City of Miami. During 1991, this
Department was faced with many challenges. We faced a change of
Police Chiefs, 2 full mobilizations to address community unrest,
and the loss of a personnel through the City's retirement
incentive program. Through all of these occurrences, we had a
year we can all be proud of.
The Miami Police Department will continue to improve on its
accomplishments and make new strides in the upcoming year.
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