HomeMy WebLinkAboutItem #36 - Discussion Itemr'
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CITY OF MIAMI. FLORIDA
INTER -OFFICE MEMORANDUM
Honorable Mayor and °i :r.bers
.'he City Commissi.,n
i.0war.i J. mar �.......... t,
City ^tanager
DATE January 3, 1964 FILE,
5UBJEt.T 'J!'j.:nl jtiUn, ,Management
and Operations of the
'Miami Poii--e Department
REFERENCES
3ooz, Allen x Hamilton
ENCLOSURES Report
:,_S .:1-:a;r_n:,_,.n is ,:,a iini Alien �A ..ami1-
report :n t;:e ti :.ni ?olite ��part:n nt. Th_s . _portor�n-
_ .3tion, nanag e:n?nt pad opar-3 ions :)f n,;
_;;ntinu`s tn_ ci✓ll:ai.izazion report pr=viou;ij Ji'ZS nt�C
to the City Commission. This office and the Chief of Police have
review-_d this report and we are in basin agreement with its find-
in-s and recommendations.
Tne following summarizes the report and provides the CommissJon
with a brief overview and identification of those areas in the
report that will necessarily be modified during the implemen-
tation process.
Summary of the Report
This is a complex, detailed report which commences by analyzing
the impact of "unprecedented expansion of the Miami Police
Department in the last three years". As a result the report
cites the following problems which need immediate attention:
Inappropriate organization
Inadequate supervision
Training to compensate for lack of experience
Career incentives to retain critical personnel
Technology to improve personnel utilization
Technical personnel to support sworn officers
Inappropriate personnel composition at command
levels
Commmunity based policing
The report then makes recommendations to deal with these problems
over a two year period of time. The cost of the two year effort
is estimated at $850,000 for the first year and at $1,350,000 for
the second year.
�i5Cu5S%ON
W
n3;,Or re-0riiend ,_:n-3 lOWin�
�or;;aniZ.ition to replace tale present thre,.±
iLv;,sicn3 r2portinE; to the Chi,af. This flat:.;16
c'nain of command reiuces the present iyere:
f lo'.,r of communications rithin t:7e Department an•d
n ss irshe
of Poli:e in Lhe day-to-day operations of the Poli,�,e
euartcnentl. This would provide increased suparvis _on
by experienced officers and decreased levels cf
cc,cnmand vit;iin the Department. Four divisions xoaid
J .ic' .4 : '-v sworn, > f f i , s -in! =::0 , su,' r o r :
_r.,i business byrarsJn-
1nL=nsiJe tr3J.'Iing pro r.,ms :o remedy o:
Jeri s r3pi.11', 33 pJss.. -a a re rt
r�o.nnencjs training, ,on a 2ontinu.no basis, JC.�itad
`J
.0 tliC s f
- Sworn personnel with less than three years
- All sworn personnel in areas such as community
relations, iriver training, use of force, basic
iaw and legal procedures, traffic practices, etc.
- Officers aspiring to specialized fields such as
investigations, traffic, command responsibities,
etc.
A continued, strong program to improve et!:nic
composition of the Department at all levels and
ranks. The report states that this is essential to
receive community support.
A program of community based policing, complement-
ing the improvement of personnel composition, to se-
cure community support.
A series of support actions to assist in the expan-
sion of the Department including:
- Expansion of mobile digital terminal programs and
services.
- Creation of a separate traffic and special events
division along with retention of cycles.
- Creation of a management staff agency reporting
directly to the Chief to enhance the Department's
analytical capacity.
This latter recommendation would provide the means
to re-establish a strong inspections program separ-
ate from the internal security program.
i
4r
career development programs for both sworn
:fflc:irand civili_hn personn,_; in the Department.
T'riis entails a hesvy emp:lasis on training coupled
:.rite
. L
- .�..�ssess:a�nt :ii e'1pl�y;.'e ati,i-1ujCj
Craation of career opportunity routes
. , •�v.sicn .)f _:.gear ccan3elinL.
Improved internal communications
�:npl,y`e incentives, p3rtir_-ularly for Field
Training officers.
It is an accepted stanliurd that a super'✓iScry r,3tiG of 1:5 is
ideal for s-irZ:ants police officers. ':.e 3;,ached or�aniza-
tiJ!i._ i:rt :;lip '!"�'ti... ;Cr -2n lJ't rr3l sergeant Jc t0 �11C
.i. a particuiari �. .tiJ i .i -p r3m.ent ill:_. .:ila i:3
i�i.....� �;'1',�:;i?r'1.."?_ 2�ationshi.p jiv n to<_' r-?-ati✓e inoxpericnce
`.IC' Dep3r`"i .. 31ntaining prJp�r
s:jjervi3ory r t i 3 S t !rou flout the partinent iS e3Serl,'�icil,
particularly wrien affecting specified areas of police duty, succi
3s storefront 3p,:r3;,iG! 3, mounted patrol, salt and p'pper te:a:ns
and other specified units of operation.
Upward mobility of minorities is ,increaser, sign ificar!tiy through
the flattening of the organizational structure of the Miami
Police Department. ;Sore opportunities for advancement are
created. The Department of Human Resources, together with police
personnel, will develop a career counseling program. In addition
to intensifying training programs a policy of standard career
developement for aspiring police personnel will be developed.
That development effort will address attitude assessment, career
opportunity paths, career counseling and employee incentives.
The career development program will broaden the perspective for
police personnel and ultimately provide more fully experienced
police personnel.
The report recommends stabilization, for the two year implementa-
tion period., of the Department's authorized sworn officer
strength at 1060 and an increase of civilians by 67 positions.
This will release another 55 officers for field duty. When com-
bined with the 74 officers to be released for field duty in the
Phase I civilianization program, the total effort will release
129 officers. When this program is completely implemented, over
91 percent of sworn officer personnel will be directly involved
in law enforcement duties, comparing favorably to other major
police organizations.
Since the Booz Allen report was developed efforts to improve
training provided City of Miami police officers have begun.
These include additional sensitivity and psychological training
and the acquisition of the Synthesized Media Environment (SME
Training Simulator). Additionally the office of the City Manager
critically refined the Booz Allen recommendations resulting in
certain organizational modifications.
Relocaticn of I',AP fro;n the Division of Planniag and
�c1 :7p�?•.tior1S i i i - , anU i i Eve@r, ..7 .
^i o:��U ii: �� vUv��ni Ie Deiinq�lency Jni is i:l ;':l t? :: o:nmunity
;relations Division.
�omb ne th': °acre, D_'r -sn an'I tale T_.3°fic an
:�Y? .3i ".'JAnt3 Ji %1sion tJ f3r-n the Livlsiin of
P,3tr.31, Traffic and Special Events.
:i1e plynning function was relocated to the Special
Sar'vicas Division t'rom Punning and Iaspections.
C 1'3`_i n z� i;e:1': iaS i D;�r..e,i
i.:a an ;corrt�at3n _.;
?a r31 �4 14 3 0tl 3rl.j ? liljiti nage,nent _:i :;,u^?�
�rJ6n 3r164.3 3.1;11, n function ",3s n
r.3ljcat_d Lo Community Relations from Plarinine a;l::
:ns;,ecti ins.
Approval ,of Report_ Is Recommended
is is recommended that the Mayor and City Commission accept and
approve t:iis report in principle. It is believed that the
analysis and recommended actions in the report represent a sound
approach to correcting expansion related problems in the Police
Department. In a separate 3gerid s item, a reconmandation to
retain the services of Booz Allen to assist in the implementation
of these programs and related computer programs is submitted.
i
Am.
EXNIIi1T I
PRESENT OR11ANIZATION
MIAMI POLICE DEPARTMENT
CNIEi
OF
POLICE
OFFICE OF STAFF
PROFESSIONAL EXTERNAL
COMPLIANCE AFFAIRS
OPENATDN I MANAGEMENT
AlftlTANT ASSISTANT
CN�F CN1EF
LNIBAN
SUPPORT
1DIFOMI
NfTEGAATEO i>ELD
SERVDES
SERVICES
SERVICES
STAFF
CANfNIAt
DEPUTY CNIEE
NEPNTY CTAEf
APpIENENl10 DEPUTY CNNi
TAAFiM:
CRIMINAL
COMMUNITY
ADMINISTRATION
ILIFONMAi{ON
SERVICES
OPERATION
SUPPORT
SPECIAL
IMYEST6
GAT{ON
PAS
■PEST GATDN
BELATIONf
PLATM
F N
PERSONNEL
COMPUTERS
TRAINING
WTERNAt
PERS�
COME
SECURITY
CDNES
PREVENTION
BUDGET
MATSDN
TRUST
!GAT�10lj
INVENTORY
CONTROL
COMMUNE
CATIONS
BECAUIT
!ELECTION
PLANNING
N
USPONER
PAOPEATY
OEtINOUENCY
RESEARCH
CAUSES
PBEIIENTION
PhATO�
C
OFF DUTY
PAYROLL
RECORDS
D�l
SPECIAL
INSPECTION
ussom
EVENTS
SPECIAL
CRNEDAt
DENTNNtA•
GRANT!
lTHLCE
PERMITS
OFORMATION
TDN
MANAGEMENT
►AOPERtY
LEGAL
NUT
ALARM
CERTEA
OADDANCE
SUHDINc
VIDEO
LABOR
MAINTENANCE
OPERATION
RELATION!
PUBLIC
WFORMATION
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06902-008-001
Auril 13 , 1983
ORGANIZATION, MANAGEMENT, AND
OPERATIONS OF THE
MIAMI POLICE DEPARTMENT
City of Miami
Miami, Florida
BOOZ-ALLEN & HAMILTON INC.
4 ;.'30 E.kST WEST HIGHWAY • BETHESDA. ARYL.-UND 30814 • TELEPHONE �301) 951-2632 • TELEX: 71
5
Ij
BOOZ-ALLEL & HAMILTON INC.
4:3:30 EAST WEST HIGHWAY BETHESDA. MARYLAND 20014 • TELEPHONE: i301) 951-2200 • TELEX: 751-A24-1)552
April 13, 1983
Mr. Howard Garv_
City Manager
City of Miami
City Hall (Dinner Key)
3500 Pan American Drive
Miami, Florida 33133
Dear Mr. Gary:
I am pleased to submit our "Organization, Management, and
Operations of the Miami Police Department" report in accordance
with Task Three of our current City of Miami assignment. This
report considers the following issues:
Organization
Training
Career Development
Planning and Analytical Requirements
Resource Utilization.
Analysis of the Police Department's operations reveals many
problems which have occurred because of the unprecedented
expansion of the Department in the recent past.
The Miami Police Department has become relatively young,
inexperienced, and under -trained as it has responded to the
sudden demand for expansion. As a result the Department needs
to:
Reorganize to provide better and closer supervision of
its inexperienced personnel.
Provide more emphasis for important operations
presently too far down the Department's hierarchy.
n
A
Mr. Howard Gary
April 13, 1983
Pa a e L
Replace sworn officer supervisors with competent
civilian administrators and technicians in order to
secure needed competence and, at the same time,
release competent and experienced sworn officers for
desperately needed supervision of field forces.
Initiate a purposeful training program to overcome the
Department's relative lack of experience and return
it to its former levels of competence.
Recommendations to achieve these needs are set forth in the
report.
This study has also found that the Miami Police Department
needs to:
Improve its racial, ethnic, and gender composition at
nearly all ranks
Provide realistic opportunities for advancement by
minorities including preparatory assistance. It is
believed this can be accomplished without sacrificing
competence or encouraging discrimination.
It is believed these steps are essential to securing citizen
support for the Police Department and to a community -based
policing concept proposed in the report.
Finally, this report addresses the need for career
development programs to improve the morale of personnel and
suggests guidelines for future development of the Department.
If you have any questions regarding this report, please call -me
at anv time. •�
It has been a pleasure to work with you and with the
dedicated staff of the Police Department in constructing this
report. I look forward to working with you again.
Very truly yours,
John C. Newman B Z, ALLEN & HAMILTON Inc.
Vice President
W
Booz, Allen & Hamilton Inc. is pleased to submit its
final Task Three report regarding organization, manage-
ment, and operations of the Miami Police Department. More
particularly, this report addresses the following issues:
Organization
Training
Career Development
Planning and Analytical Requirements
Resource Utilization
These problems have, for the most part, resulted from the
unprecedented expansion of the Miami Police Department in
the last three years. Since 1980 sworn officer budget
authorizations have increased by 54 percent or 369 posi-
tions. At the same time, authorized civilian positions
have increased by over 80 percent or 199 positions. This
represents a total Departmental increase in personnel,
sworn and civilian, of approximately 60 percent.
Actually, the Miami Police Department faced more
serious problems than the above numbers indicate. The
major impact of this expansion occurred in the most recent
two years because of the:
Lead time of approximately one year to put a
trained officer into the field. This includes
recruitment, screening, selection and training.
Even then the new officer is expected to operate
in the field only in the company of a Field
Training Officer until certified as qualified to
operate as a full fledged officer.
Necessity to replace officers resigning or retir-
ing from the force in addition to providing for
expansion of the force.
Requirement to divert many experienced and
qualified officers from field duty to meet
extraordinary needs for training, screening of
officer candidates, and other special duties
occasioned by sudden growth.
This was, and continues to be, an unprecedented expansion
for a local police department. Indeed, no other compar-
able need to cope with such explosive and sudden growth is
known of in this country.
While all this was occurring the Miami Police Depart-
ment has had to cope with a major outbreak of crime (the
major reason for the growth of the police force), a major
influx of refugees, a shocking increase of drug traffic,
and a rise of civil tensions.
1
All of these factors have combined to create a set of
unique and serious problems for the Miami Police Depart-
ment. Unless appropriate steps are taken to correct these
problems, the ability of the Department to discharge its
duties will be damaged.
The major problems facing the Department are:
Inappropriate organization
Inadequate supervision
Training to compensate for lack of experience
Career incentives to retain critical personnel
Technology to improve personnel utilization
Technical personnel to support sworn officers
Inappropriate personnel composition at command
levels
Community based policing
To the extent that these problems spring from the unusual
expansion of the last two years, no one is to blame for
their existence. In responding to the public demand for
expanded police protection and for action on the other
major problems previously cited, the City and the Police
were responding to events beyond their control. The
effort required to respond to such pressures in a short
period of time had to be all consuming. However, a
failure to recognize and to respond to these problems now
will be unacceptable.
IMPACT OF EXPANSION •�
The impact of the sudden and explosive growth in the
Miami Police has been severe. The Department has become
relatively young, inexperienced, and under -trained. The
table below illustrates the problem in terms of tenure for
sworn officers by time in service.
A number of important facts become clear from analysis of
these data.
Over 56 percent of total sworn officers have less
than five years experience, over 43 percent have
less than three years experience and over
32 percent have less than two years experience.
W
Table I --Profile of Sworn Officers
By Length of Department Service
As of January 5, 1983
0-2
2-3
3-5
5-10
10-15
15-20
Over
Years
Years
Years
Years
Years
Years
20 Years
Chief
1
Assistant Chief
1
1
1
Deputy Chief
3
Major
1
1
6
Captain
5
5
Lieutenant
2
16
11
11
Sargeant
3
18
67
33
26
Police Officer*
342
107
137
97
95
31
19
TOTALS
342
107
140
117
180
82
72
*Includes 65 Recruits in
Training
Source: Police
Department Alpha
List of
Sworn Personnel
as
of January
5, 1983.
If Police Officers, alone, are considered; over
70 percent have less than five years experience,
over 54 percent have less than three years
experience, and over 41 percent have less than
two years experience.
Furthermore, most of the personnel in the rank of Police
Officer with less than three years experience have
received little or no further training beyond that pro-
vided initially at the Police Academy. This is due to the
urgency of expanding field protection forces as rapidly as
possible.
4
The relative inexperience of the Miami Police Depart-
ment should surprise no one. It is a natural result of
sudden expansion. However, these data do indicate a need
for administrative policy revisions to compensate for the
lack of experience. These changes should address the need
for:
Closer and more constant supervision of the
inexperienced field forces
Intensified training efforts to compensate for
the general lack of experience in the field
forces.
Addressing these needs will require a break with tradi-
tional policies of the past.
3
4
A
REORGANIZATION OF POLICE DEPARTMEN
BETTER SUPERVISION OF FIELD FORCES
T IS NEEDED TO PROVIDE
There is no single best organizational scheme for a
local police agency. Nor should a department's organiza-
tion be static. Rather, it needs to change; to be a
reflection of the agency's service objectives, to be a
,jeans of solving operating problems.. By far, the most
pressing problems facing the Miami Police Department are
lack of experience and inadequate field supervision.
Faced with these needs, the present Miami Police
Department organization is inappropriate. It is inappro-
priate on a number of basic considerations.
The present organizational structure makes poor
use of limited supervisory personnel.
The present organizational structure emphasizes a
narrow span of control and a deep chain of com-
mand. While this would be acceptable in a
mature, experienced department; it ignores the
lack of experience generally prevalent in the
Miami Police Department. Important, basic opera-
tions are as much as three or four levels of com-
mand removed from control by and communication
with the Chief of Police.
The present organizational structure provides
insufficient supervision for basic services (e.g.
Patrol) which are staffed with predominantly
inexperienced personnel. The inexperience is
unavoidable, but can be compensated for with
increased supervision.
The present organizational structure perpetuate$
the practice of paramilitary operations by impos4
ing sworn officer responsibility for all opera-
tions. As a result, the Miami Police Department
lacks needed technical capacity to support its
field operations. It also wastes qualified sworn
officers in technical assignments, for which they
are not necessarily well qualified, at the
expense of providing needed field services. Use
of more civilian technical and administrative
personnel is needed to provide maximum avail-
ability of experienced sworn officer personnel
for field operations.
In addition to the basic short -comings of the present
organizational structure set forth above, the present
organization fails to provide sufficient emphasis to
4
a
0
important operations such as community relations and
citizen involvement. The present organizational structure
is shown as Exhibit I on the following page.
REORGANIZATION OF POLICE DEPARTMENT TO ACCOMPLISH IMPROVED
INTERNAL COMMUNICATIONS AND SUPERVISION IS RECOMMENDED
It is recommended that the Miami Police Department be
reorganized to provide:
Broader spans of control at all levels of command
Minimal levels of command reporting to the Chief
of Police. The goal should be no more than two
levels of command between the Chief and all major
operations.
Increased levels of supervision by experienced
sworn officer personnel at all command levels in
the vitally important field services. This must
be accomplished even if it requires less than
traditional levels of supervision in other ser-
vices such as staff and investigative functions.
Increased use of civilian employees and adminis-
trators to provide needed technical and adminis-
trative capacity and to release experienced sworn
officers for line or field duties.
Appropriate emphasis for important operations
presently too far down in the Department's
hierarchy.
Creation of a staff management agency reporting
directly to the Chief to perform planning,
inspection and analysis functions.
4
The proposed reorganized Department structure is shown as
Exhibit II on page 7. It proposes an organi-
zation characterized by broad spans of control at each
command level and by minimal command levels. This will
enable the Chief to exercise closer supervision over
important operations than at present and, equally impor-
tant, to impart his own knowledge, experience and philos-
ophy to junior commanders on a continuing basis. This
will also make it possible to utilize experienced, senior
personnel, in short supply due to sudden expansion, to
provide closer supervision of all Department operations.
Major elements of the proposed reorganization are
described below.
5
u.�
EXHIBIT I
PRESENT ORGANIZATION
MIAMI POLICE DEPARTMENT
CHIEF
OF
POLICE
OFFICE Of
STAFF
PROFESSIONAL
EXTERNAL
COMPLIANCE
AFFAIRS
OPERATION
RESOURCE
SPECIAL
MANAGEMENT
SERVICES
ASSISTANT
CHIEF
ASSISTANT
ASSISTANT
CHIEF
CHIEF
FLEET
IIAIABEMENT
On" CRISIS
NOW
INTEGRATED FIELD
SUPPORT
SITYM�Ei
Fsu—FFP�
CBWINAL SERVICES
SERVICES
DEPUTI CNIEF
APPRENEISION DEPUTY CHIEF
DEPUTY CHIEF
:FAffTAKr
TRAFFIC
CRIMINAL
COMMUNITY
ADMINISTRATION
INFORMATION
OPERATION
SPECIAL
WYESTIGATID
RELATIONS
SERVICES
SUPPORT
INVESTI
PLATOON
TAM
6ATIOI
A
MOTORS
PEpSOI
PERSONNEL
��
CRIME
COMPUTERS
TRAINING
WTERNAL
�B�
THREAT
ACCIDENT
INV�n.
PREVENTION
BUDGET
SECURITY
AUREATE
GATIOI
INVENTORY
COMMUNb
pECRUR
PLATOON
PROPERTY
CRIMES
OEtINOUENCY
PREVENTION
CONTROL
CATIONS
SELECTION
PLANNING
RESEARCH
C
SIMPLE•
OFF-OUTY
MENTAL
SPECIAL
PAYIIOII
RESOURCES
EVENTS
RECORDS
COURT
LIAISON
1:4SPICTION,
POLICE
WR
Rt
FORMATION
IO/
WENTIFICA-
GRANTS
ALA
TWN
MANAGEMENTALARM
ORDINANCE
PROPERTY
LEGAL
BUILDING
MAINTENANCE
VIDEO
LAOUR
OPERATION
RELATIONS
PUBLIC
•
`
INFORMATION
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EXHIBIT 11
PROPOSED REORGANIZATION
MIAMI POLICE DEPARTMENT
CHIEF
OF
POLICE
OFFICE OF
PLANNING
PROFESSIONAL
a
COMPLIANCE
INSPECTIONS
COMMUNITY
PATROL
TRAFFICa SPECIAL
SUPPORT
INVESTIGATIONS SERVICES
RELATIONS
ASSISTANT
EVENTS
DEPUTY
ASSISTANT
CIVILIAN OR
E YF
CHIEF
CRIES
CHIEF
DEPUTY CHIEF
CI
CRNIE
TRAFFIC
PERSON
C�NM!N�ICATIONS
PREVENTION
PLATOON A
ENFORCEMENT
CRIMES
mmmu f
PLATOON N
TRAINING
CRIME
ACCIDENT
PROPERTY
PREVENTION
INVESTIGATION
CANES
S
=LCIAOIUSICITN
PLATOON C
CRIME
SPECIAL
GENERAL
INPRNBNA�
iPECQI
EVENTS
ASSIGNMENT
PROPERTY
i
POLICEoamowm
a
NET
Off4s"
IDENTIFICATION
SUPPLY
PREVENTION
TASK
PROGRAMS
RECORDS
FORCE
CRIMINAL
'
INFORMATION
PERMITS Al
ALARMS
CENTER
BUILDING
RESERVE
SECURITY &
OFIXERS
MAINTENANCE
PROGRAM
WOMEWS
UNIT
FLEET
MANAGEMENT
JUVENILE
UNIT
r•
E �
BUSINESS
MANAGER
ASSISTANT
CIVILIAN
CHIEF
ACCOUNTING
SPECIAL
INVESTIGATIONS
PAYROLL
Li__wiFA
LEGAL
PURCHASING
INTERNAL
SECURITY
BUDGET Al
ANALYSIS
PUBLIC
INFORMATION
PERSONNEL
INTERAGENCY
LIAISON
�.d
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1. Present Operations Division Should Be Replaced With
Four Divisions With Each Reporting Directly to the
Ch e�
The present Operations Division, encompassing most
field operations within the Department, is responsible for
approximately 85 percent of the Department's policing
activities as opposed to administrative and support
activities. It is -assigned most of the new and inexpe-
rienced officers entering the Department. Its patrol
units have the poorest ratios of supervision within the
Department.
Overall, this Division is characterized by a deep
hierarchial chain of command which tends to remove the
Chief too far from important day-to-day activities.
Indeed, these activities are the ones which will determine
the success, or failure, of the Police Department and
eventually of the City Administration in the eyes of the
public.
The present and proposed organizational structures for
these operations are shown on the following two pages as
Exhibits III and IV. The proposed four divisions, report-
ing directly to the Chief of Police, are
. Patrol -- headed by an Assistant Chief
. Investigations -- headed by an Assistant Chief
Community Relations -- headed by a Deputy Chief
Traffic and Special Events -- headed by a Deputy
Chief
The major reasons for and implications of these recommen-
dations are set forth below.
4
(1) Patrol Function Requires Detailed Attention and
Supervision
The patrol function is the backbone and most
visible of police operations performed by the Depart-
ment. It is the front line of citizen protection and
service. However, under the demands for expansion, it
is of necessity, staffed with the most inexperienced
personnel in the Department. Given the tenured com-
position of the Department, the personnel of this
function are the future of the Department. As such it
is paramount that this function receive the best in
leadership, training, and sense of importance from the
Chief and his immediate subordinates.
8
EXHIBIT III
PRESENT ORGANIZATION OPERATIONS DIVISION
MIAMI POLICE DEPARTMENT
CHIEF
OF
POLICE
ASS'T CHIEF
OPERATIONS
DIVISION
DEPUTY coo
uDwom
sgtau
CRIME
ANALYSIS
MAJOR
CRIMWAII
P m
WVESTWATWN
WORN
CRISOi
CRHARI"
N TAI
IINNVVEESS
DON
6ATI N
mmum
jOVESTIGATON
FEEET
MANAOEFMNT
PERSONS
USN
N
CRIMESFORCE:PEDAL
;NpN
TMNEAT
PROPERTYRESpos"TS CRIMESUNIT
PEIIMITS
9
DEPUTY CHIEF
FIELD
SER1103,
MAJDa
COMMUNITY
YELATYIYS
IDESW
CAi.'@N
PREVENTION
CNNLIMAL
WFORMATION
OELWOUENCV
PREVENTION
l l
°mm ommav
co
RELATIONS
EXHIBIT IV
PROPOSED ORGANIZATION PO OCE PERATIONS
DEPARTDIVISION FUNCTIONS
MIAMI
ASSISTANT CNIEF
FORK
TASK Font
FuTORR PIATon I PtAC001 Wit
PRSRRANS MENTION I cam PREYENTKIN I I P1EVEITION OWES
CHIEF
OF
POLICE
ASSISTANT CHIEF
INVESTIGATIONS
RESERVE
OFFICEN
PRRGRAN
DEPUTY CHIEF
TRAFFIC AND
SPECIAL EVENTS
RUT',
OFF41UTV TRAFFIC ECIAL ACCIDENT
PROGRAMS ENFORCEMENT EVENTS [MVESTIGA110al
lALARNS
PROPERTY
W D11T IS I ASSiGNNENT I I ,
UVEjUjE
CWPAMEERAL UNITWEM UIN TION IIIFORNAilOI
10
Lm
6 9
This Division should be headed by the Chiefs'
most able, dedicated, and innovative commander. That
commander should understand that the Division's mis-
sion is to provide:
Effective and responsive patrol services to
the entire City
Training to offset the present lack of
experience as rapidly as possible
Future commanders and leaders for the
Department.
The Chief must back this effort by insuring that the
best qualified new officers are assigned to patrol
rather than perpetuating the practice of allowing
other more prestigious functions to have first choice
of new personnel.
It will be essential that this new Division be
provided with adequate command and supervisory person-
nel to compensate for its general lack of experience
and training beyond that received at the Academy as
recruits. To accomplish this the following guidelines
should be adhered to:
. The Assistant Chief should have a staff of
One Major, Executive Officer
One Captain, Assistant Executive
Officer and responsible for the Task
Force and Special Threat Response Units
One Lieutenant and two Sargeants for
staff work
Appropriate clerical assistance.
Each patrol platoon, including the special
Police Unit, should have sufficient comand
and supervisory personnel to maintain one
Captain and two Lieutenants on duty at all
times. Given the ten hour day for this
personnel, this will require two individuals
for each of the positions above. Sufficient
Sargeants, or supervisory personnel, should
be provided to maintain one supervisor on
0 0
duty at all times for each of the six sec-
tors. In addition there should be suffi-
cient supervisors to provide an overall
ratio of one supervisor for each six patrol
units, whether they are one or two person
units.
The Reserve officer Program should be headed
by an experienced Captain, equipped by
training and temperament to handle this sen-
sitive assignment. To the extent possible,
to create a sense of importance and "espirit
de corps", the Captain's staff should come
f.-om the reserve ranks.
The command and supervisory guidelines spelled out
above will require the assignment of as many as four
additional Captains and four additional Lieutenants to
patrol as well as an additional fifteen or twenty
Sergeants or other supervisory personnel such as Field
Training officers. Additional capital equipment may
also be required.
(2) Investigative Function Should Report Directly to
Chief of Police
The investigative function is an essential func-
tion which should report directly to the Chief of
Police. This division should be headed by a competent
commander with broad experience in all phases of
police work and with a marked ability to coordinate
activities with other major operations.
The following guidelines should be adhered to in
order that adequate command and supervisory personnel
are available to carry out the mission of this impor-
tant function.
. The Assistant Chief should have a staff of
One Major, Executive officer
Two Lieutenants and two Sergeants for
staff work
Appropriate clerical assistance
Each investigative unit should be led by
appropriate command personnel. This will
require
12
V"nM
a 0
Two Captains for General Assignment
Two Lieutenants for Person Crimes
Two Lieutenants for Property Crimes
Two Lieutenants for the Womens Unit
Two Lieutenants for the Juevenile Unit
Two Sargeants for the Criminal Informa-
tion Center
Civilian leadership for the Identifica-
tion Unit.
These unit commanders should be provided with super-
visory personnel, primarily sargeants, sufficient to
maintain a ratio of one supervisor to each eight
police officers. These guidelines will require the
assignment of approximately four additional Lieuten-
ants to investigations in addition to top civilian
leadership for the Identification Unit.
(3) The Traffic and Special Events Functions Should
Be Elevated In Importance And Report Directly To
The Chief of Police
In a city with Miami's traffic problems and its
myriad of parades, festivals, conventions and celebra-
tions, this function should be elevated to top-level
importance. It should report directly to the Chief of
Police and be headed by a commander with experience in
crowd and traffic control.
The following guidelines should be adhered to in
providing command and supervisory personnel to this..
commander.
The Deputy Chief should have a staff of
One Major, Executive Officer
Two Sargeants for Staff Work
Traffic Enforcement and Accident Investiga-
tion should each have two Lieutenant com-
manders. Sufficient Sargeants should be
assigned to each of these units to maintain
a supervisory ratio of one to ten personnel
or units
13
4 0
Special Events should be headed by a Sergeant
Off Duty Programs and Permits and Alarms
should be headed by civilian personnel.
These guidelines will require the assignment of two
additional Lieutenants to this Division as well as
competent civilian leadership for Off Duty Programs
and for Permits and Alarms.
(4) Community Relations Functions Must Be Elevated In
Importance To Demonstrate Community Concerns And
To Secure Maximum Citizen Involvement
The broad range of community relations functions
have become so essential to successful policing
efforts that they must be elevated to appropriate
levels within the police organization. Moreover they
must be appropriately staffed to reflect their impor-
tance and to carry out their sensitive mission. Today
the mission must be much more than symbolic, but must,
instead, be an effective means of securing meaningful
citizen participation and support. To do less, is to
state that the police can still go it alone.
It is recommended that these functions be given
division status and that the operations be headed by a
Deputy Chief reporting directly to the Chief of
Police. This Deputy Chief should be broadly experi-
enced in police work and committed to the concepts of
meaningful citizen involvement and crime prevention.
By training and temperment this commander must be
execellent at coordination with other line commanders
as well as at encouraging and responding to citizen
needs.
The following guidelines should be adhered to i:A
assigning command and supervisory personnel to this
commander.
The Deputy Chief should have a staff of
One Major, Executive Officer
One Civilian Staff Officer
Appropriate clerical assistance
The Crime Prevention and Delinquency Preven-
tion programs should be headed by Lieutenants
The Crime Watch and Crime Prevention Coun-
cils should be headed by civilian personnel.
14
6 0
Special Events should be headed by a Sergeant
Off Duty Programs and Permits and Alarms
should be headed by civilian personnel.
These guidelines will require the assignment of two
additional Lieutenants to this Division as well as
competent civilian leadership for Off Duty Programs
and for Permits and Alarms.
(4) Community Relations Functions Must Be Elevated In
Importance To Demonstrate Community Concerns And
To Secure Maximum Citizen Involvement
The broad range of community relations functions
have become so essential to successful policing
efforts that they must be elevated to appropriate
levels within the police organization. Moreover they
must be appropriately staffed to reflect their impor-
tance and to carry out their sensitive mission. Today
the mission must be much more than symbolic, but must,
instead, be an effective means of securing meaningful
citizen participation and support. To do less, is to
state that the police can still go it alone.
It is recommended that these functions be given
division status and that the operations be headed by a
Deputy Chief reporting directly to the Chief of
Police. This Deputy Chief should be broadly experi-
enced in police work and committed to the concepts of
meaningful citizen involvement and crime prevention.
By training and temperment this commander must be
execellent at coordination with other line commanders
as well as at encouraging and responding to citizen
needs.
The following guidelines should be adhered to in
assigning command and supervisory personnel to this
commander.
The Deputy Chief should have a staff of
One Major, Executive Officer
One Civilian Staff Officer
Appropriate clerical assistance
The Crime Prevention and Delinquency Preven-
tion programs should be headed by Lieutenants
The Crime Watch and Crime Prevention Coun-
cils should be headed by civilian personnel.
14
0
All sections of this Division should utilize a mix of
sworn and civilian personnel. Supervisory personnel,
sworn or civilian, should be provided at about an one
to eight ratio. These recommendations will require
approximately four additional supervisory personnel
(sworn and/or civilian). Additional civilian staff
specialists amounting to six positions will also be
required.
It should be noted that the following activities,
presently located in the Operations Division, are
recommended for transfer to other parts of the
reorganized Department
ICAP (Integrated Criminal Apprehension
Project)
Urban Crisis
Fleet Management
Their recommended status will be discussed in conjunc-
tion with their recommended new organizational
location.
2. Present Resource Management Division Should Be Divided
Into Two Divisions With Each Reporting Directly To The
Chief of Police
The present Resource Management Division is respon-
sib*e for most of the administrative and support opera-
tions of the Department. It is staffed by a mix of sworn
officers and civilian personnel. With rare exceptions,
sworn officers are in positions of command responsi-
bility. The Division is characterized by a deep hierar-
chial chain of command. The practice of installing sworn
officer supervisors over most operations has resulted inta
lack of sufficient technical skills for many operations.
As a result several support operations fall short of
expectations.
It is proposed to break this Division into two
Divisions reporting directly to the Chief of Police. One
Division will be primarily business oriented while the
second Division will be primarily oriented to technical
support of police operations. They will both be primarily
staffed with civilian personnel but the Support Division
will have a significant sworn officer presence. The
present and proposed organizational structures for these
activities are shown on the following two pages as
Exhibits v and VI.
15
EXHIBIT V
PRESENT ORGANIIZ TIO POLICRESOURCE MANAGEMENT
NAG MENT DIVISION
CHIEF OF
POLICE
RESOURCE
MANAGEMENT
DIVISION
OEPUiV CHIEF
SUPPORT
AFFUiMI1TRIE SERVICES
AOMIY�tYAt10Y SiAFf ACTUIY
CpMPIMYCE
-w-� MAJOR MAJOR
INFORMATION OPERATIONS
SERVICES SUPPORT
=Y COMPUTERS TAAINUIGG6111�
pECRUIiMEYT
COMMUNICATIONS AND
=IPAUM SEtECTU1N
RECORDS COUNT
IW T tMLSOM
KWWG wmgtawu
PAOPEAfY
ROOM
VUIEO
OPERATWN
16
0
E
mmo I I PNIM "
SICUPUTY
UANRUASCE !i
:nr
i MET
MANAREMIENT
EXHIBIT VI
PROPOSED ORGANIZATION
RESOURCE MANAGEMENT DIVISION FUNCTIONS
MIAMI POLICE DEPARTMENT
CHIEF OF
POLICE
SUPPORT
SERVICES
MANAGER
TRAINUIO UA�Or RECORDS
17
BUSINESS
MANAGER
ACCOUNTUtG I BUDGET I
NIVENTORr i PAYROLL.
CONTROL ANALYSIS
PERSONNEL I I PUUCUASAS
So
Ll
a
The proposed two Divisions reporting directly to the
Chief of Police are:
Business -- headed by a civilian Business Manager
Support Services -- headed by either a Deputy
Chief or a civilian Support Services Manager
The major reasons for and implications of these
recommendations are set forth below.
(1) Business 0 erations of Department Require
Business -Li a attention
with annual appropriations in excess of $55
;pillion the Miami Police Department is a large busi-
ness. As such it requires efficient administration of
its business affairs. The best way to accomplish this
is to establish an independent business operation,
within the Department, headed by a qualified career
administrator reporting directly to the Chief of
Police. All personnel in the operation, other than
sworn officers on rotating training assignments,
should be qualified career civilian employees.
Functions to be carried out by the Business
Management Division are. -
Accounting and Inventory Control -- This
would include all interfaces with the City's
accounting operations as well as maintenance
of necessary cost records for internal
purposes.
Budget and Anal sis -- This would include
Budget preparation and administration as
well as analysis of operational efficiency,
and of computer program requirements. This
agency would also be responsible for liaison
with the Department of Computers.
Payroll -- This would include maintenance of
all data necessary to interface with the
City's payroll as well as time and atten-
dance records required by the Department.
Personnel -- This would include maintenance
of all personnel records, liaison with the
City's Personnel agency, administration of
departmental career programs, and recruit-
ment programs.
18
0
� _J
Purchasing -- This would include administra-
tion of all department acquisition of goods
and services as well as liaison with the
City's purchasing agency.
Each of these operations should be headed by a profes-
sional career civilian employee.
(2) Support Services To Departmental Field Operations
Require A High Level Of Technical Competence
The requirement to utilize increasingly complex
science and technology to support police field opera-
tions has created a demand for highly competent tech-
nical personnel. The traditional practice of rotating
sworn officers through technical command assignments
is no longer satisfactory. it discourages service by
able technicians and it limits the potential impact of
technology.
The best means of correcting this is to establish
a Support Services Division responsible for providing
technical and scientific services in support of field
operations. This Division would be primarily staffed
by qualified civilian technicians supplemented by
sworn officers where required. It should be headed by
a qualified technical administrator.
Functions to be carried out by the Support
Services Division are:
Communications -- Administration and opera-
tion of the Department's telephone, radio,
and mobile digital terminal systems. This
agency would be responsible for liaison with
the City's maintenance agency and with other
communication partners.
Property and Su -- Administration and
operation of the Department's property room
and supply room.
Buildins Operations and Fleet Management --
'This unit would be response a or the
Department's building operation, main-
tenance, and security as well as for man-
agement of the Department's motorized
fleet. Liaison with the City's maintenance
agency would also be a responsibility of
this unit.
19
r
�J
Court Liaison -- This unit would be
responsible for insuring cooperation and
support for the requirements of the Courts.
Records -- This unit would be responsible
for maintaining all Department records as
required by law and as required by the needs
of the Department and the City.
Training -- This unit would be responsible
for developing and administering all train-
ing programs, for sworn and civilian person-
nel, required by the Department.
With few exceptions these units should be headed by
qualified civilian career employees and buttressed by
the presence of sworn officers where required.
Both the Business Management and the Support Services
Divisions should be expected to carry out missions of
support to the policing operations of the Department.
Indeed, only in this way can their existence be justified.
3. Present Special Services Division Should Be Continued
With A Revised Mission and Set of Functions
The present Special Services Division is responsible
for a sensitive set of special investigative duties and
staff assignments. Some of the responsibilities have
built in conflicts of interest which no one commander
should be expected to resolve. It is recommended that the
Division be continued in order to provide the Chief with
the specialized expertise already existent in external
relations and investigations. Staff operations should be
transferred to a staff agency reporting directly to the
Chief of Police.
The present personnel of the Division is predominantly
sworn officers. The organization of the Division, which
should be continued, is characterized by a shallow chain
of command and a broad span of control. The present and
proposed organizations of the Special Services Division
are shown on the following two pages as Exhibits VII and
VIII.
(1) The Reorganized Special Services Division Wou
Consist of Five Soecialized Police Functions
The new Special Services Division would encompass
five units:
20
EXHIBIT VII
PRESENT ORGANIZATION SPECIAL SERVICES DIVISION
MIAMI POLICE DEPARTMENT
CHIEF OF
POLICE
ASSISTANT CHIEF
SPECIAL SENICES
DIVISION
Purrlrs
8PECGL IL
IrSPECTiOMS R
■FiiMATar rEu rqT i EE6AE IMMESTIGATIOrS EECilAlTIL rESEArCN
21
v
EXHIBIT Vlll
PROPOSED ORGANIZATION SPECIAL SERVICES DIVISION
MIAMI POLICE DEPARTMENT
I CHIEF OF 1
POLICE I
ASSISTANT CHIEF
SPECIAL SERVICES
DIVISION
UAMOmCY I tEOAt I I SPECIAL INTERNAL PUBLIC
INViSTIGATNINS I I SECURITY INFOORIN TION
22
J
EXHIBIT Vlll
PROPOSED ORGANIZATION SPECIAL SERVICES DIVISION
MIAMI POLICE DEPARTMENT
1 CHIEF OF
POLICE
ASSISTANT CHIEF
SPECIAL SERVICES
DIVISION
W'U' CE" LEGAL ' (IrYES'CATUriS' SECURITY INFORNAION
LIAGN
22
0
0 0
Special Investigations -- This would include
investigations of major and/or organized
crime, of threats to community safety, and
other special assignments as directed by the
Chief of Police.
Internal Security -- This would include
investigation of complaints alleging
improper conduct by members of the Depart-
ment. This function must be performed by a
unit separate and independent from other
units of the department. This unit must
coordinate its activities closely with the
Office of Professional Compliance.
Public Information -- This would include
public education concerning police services,
relations with the media, provision of
spokesperson services at crime scenes, and
oversight of official publications.
Legal -- This would include provision of
legal guidance to police operations, review
of cases for legal sufficiency, and training
assistance in legal matters.
Inter -Agency Liaison -- This would include
continuing liaison with other local and
state police agencies to insure cooperative
and supportive relations.
Each of these agencies, other than legal and Public
Information, must be headed by sworn officers. It
should be noted that the functions of Labor Relations,
Inspections, and Planning and Research are transferred
to other units of the Department.
4. A Management Staff Agen
The Chief Of Police In
The Department
Should Be Created To ASSi8f
minister
s
In order to staff the Chief of Police to administer
the proposed reorganized department, it is recommended
that a management staff agency be created. This is
required if the Chief is to take the lead in establishing
the appropriate emphasis in current programming and long
range goal -setting for the Department. The present and
future problems of the Department, which have occurred
because of sudden substantial expansion, require a depar-
ture from the traditional reliance on functional line
agency evolution. This Department must deal simulta-
neously with complex and multiple problems of both the
present and the future.
23
.
�r ti+P a �r
0
It is recommended that a Planning and Inspection Unit
be created which shall report directly to the Chief. The
unit may be headed by either a sworn officer (Major) or a
civilian employee. The unit should be staffed by a mix of
sworn and civilian personnel. The following components
should comprise the Unit:
Planning -- Headed by a civilian or a sworn
officer (Captain). Staff should be primarily
civilian with some sworn personnel. Responsi-
bilities should include:
Strategic planning for personnel, equipment
and capital plant
Strategic analysis for personnel allocation
Urban crisis planning
External affairs.
Personnel, whether sworn or civilian, should be
highly professional with competency in analytical
techniques.
ICAP -- Headed by a sworn officer (Captain).
Staff should be primarily sworn personnel with
some civilian staff. Responsibilities should
include:
Administration and continued development of
ICAP
Crime Analysis for line units.
Personnel, whether sworn or civilian, should have
superior understanding of police operations and
analysis concepts.
Inspections -- Headed by a sworn officer
(Captain). Staff should be totally sworn
personnel. Responsibilities are primarily the
on -going conduct of performance audits in line
agencies. The audits must be open affairs which
are conducted with full knowledge of units being
audited. Purposes of audits are:
To provide information to Chief as to con-
formity of unit practices with prescribed
practices and policies
To provide unit commanders with information
as to status of units practices in com-
parison to prescribed standards
24
0
To consider and recommend changes in pre-
scribed practices, policies or standards
To provide information necessary to sound
strategic and operational planning.
It is essential to the success and utility of
this program that it be administered to assist
rather than to punish. Therefore the commander,
and all personnel, of this component must be
highly qualified and respected as a police
officer and administrator.
The creation of this management staff agency,
serving the Chief of Police directly, is essential to
the success of the department reorganization. In
creating a departmental organization with a shallow
chain of command and broad spans of control at each
command level, a need for department -wide coordination
becomes apparent. The Planning and Inspections Unit,
operating as a staff agency responsible to the Chief,
is the response to that need.
The reorganization recommended is a reasoned response
to the drastically changed operating environment in the
Police Department. These changes, bought on by the sudden
expansion of the Department in the last two years, have
resulted in a sudden inbalance between;
Experienced and inexperienced sworn officers
Trained, experienced commanders and command
requirements.
This reorganization addresses those imbalances by maximurp
utilization of available qualified commanders. This
requires a fore -shortened chain of command with expanded
spans of control to husband scarce command personnel.
Reorganization is but one step of several that will
have to be undertaken to correct serious problems created
by the sudden expansion of the Miami Police Department.
Other steps that must be taken include;
Training for officers with little besides basic
training of the Police Academy
Training and assignments to develop future
commanders at all levels of the Department
25
0
Continued civilianization of the Department to
secure needed technical support skills and to
husband available sworn officers and qualified
commanders for field operations
Career development programs for both sworn and
civilian personnel to retain and to maximize
utilization of human resources
Improved racial and ethnic composition of the
Department at all levels, but particularly at the
command levels
Improved community liaison and citizen
involvement.
At the same time as these concerns are being addressed,
the Department must continue to provide the police protec-
tion and services in the field that the citizens expect.
INTENSIVE TRAINING REQUIRED TO RESTORE POLICE DEPARTMENT
TO FORMER LEVELS OF COMPETENCE
Under the pressures of the last two years to expand
the Department and the field forces, the on -going training
of Police personnel has been neglected. Of necessity, the
emphasis has been on Police Academy and pre -academy train-
ing to expand the force as rapidly as possible.
With the realization of a sworn officer force of 1050,
it is essential that this pattern of neglect be reversed.
If this is not done, the Department will find itself
shortly with a sworn officer force that:
Is largely unqualified to discharge its duties
Has failed to develop future commanders
4
At that point, the City and the Department will be forced
to embark on another crash program to overcome another
emergency.
1. A Purposeful Training Proqram To Meet The Department's
Present And Future Requirements Must Be Initiated And
Implemented
A training program that addresses the basic needs of
the Department must be given high priority by the Chief of
Police and sufficient resources (time and funding) must be
provided to insure the desired impact. The basic needs
for training are:
26
0
On -going training for the preponderance of sworn
personnel with less than three years experience
and little More than basic Police Academy train-
ing. This should include:
State of Florida Career Development courses
such as Officer Refresher, Officer Interim,
and Officer Advanced.
Specialized training for all members of the sworn
officer force including:
- Community Relations
- Driver Education and Training
- Use of Force
- Basic Law and Legal Procedures
- Traffic Practices.
Specialized training for those aspiring to enter
such fields as investigations and traffic.
Specialized training for those aspiring to
command responsibilities including:
State Career Development courses for super-
visory, mid -management, field training
officer and field training supervisor
Supervisory courses in community relations,
use of force, and command techniques.
These kinds of training are essential if future,
competent commanders are to be developed.
Specialized training for present command person-
nel at the Lieutenant and up ranks. This effort
should include:
State Career Development courses for execu-
tive development
Attendance at police command training
institutions such as the Southern Police
Institute, the National Police Academy, and
the Northwestern Traffic Institute.
The following tables indicate the need for this broad
training program. The data displayed in these tables were
compiled from training and experience questionnaires sub-
mitted to Department personnel in May 1982. Approximately
ninety percent of the then personnel responded.
27
E71,= r i'
Table II
.attendance by Miami Police Personnel*
State of Florida Career Development Courses
All
Police C`►ief
Officer Sargeant Lieutenant Captain. ziajor Cfficers
Officer Refresher
216
51
5
1
1
Officer Interim
149
50
3
1
1
Officer Advanced
90
36
2
1
Supervisory
9
56
25
7
4
3
Kid Management
20
21
3
4
3
Executive Development
2
12
3
5
3
Certified Instructor
46
32
20
5
3
Field Train Officer
194
44
7
1
Field Train Supervisor
1
26
4
Total Courses Attended
705
337
100
28
20
11
Total ,lumber Each Rank
828
147
40
10
8
7
*Includes multiple counts for individuals attending more than one course.
Source: Training questionnaire distributed to Department personnel May 1982.
In evaluating the state of training within the Miami
police Department, it is important to compare the actual
extent of training with the potential level of training.
For example, if all nine State of Florida courses listed
in Table II above had been attended by all 147 Sergeants
on the force as of 1/5/83, the total number of courses
attended would be 1,323 instead of the actual 337 listed -
a less than 25 percent effective rate for a not unreason-
able training standard. On the same basis Chief Officers
have a 17 percent effective training rate, Majors
28 percent, Captains 31 percent, Lieutenants 28 percent,
and Police Officers 11 percent. Certainly the numbers
above are, at best, an approximate measure. However, they
are indicative of a need to stress training within the
Miami Police Department.
2. Innovative Approaches To Training Required To Avoid
Unacceptable Dilution Of Field _Services
The leadership of the Miami Police Department will
face the task of providing this needed training without an
unacceptable dilution of service to the people of Miami.
This will also place demands on all personnel in the
Department. To accomplish this, the bulk of the training
should be conducted at the Department by Miami personnel
28
U • 1
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Table III
Inside and Outside Training Received by Type
By Miami Police Personnel*
All
Police Chief
Officer Sargeant Lieutenant Captain Major Officers
FBI
1
Southern Police Inst.
3
1
5
1
2
Northwestern Traffic
Stress
121
33
3
3
2
Driver Edc. Training
74
18
1
Firearms
30
13
1
Cultural Awareness
114
4
Use of Force
18
14
2
Civil Disturbances
44
33
19
6
3
4
SWAT
44
17
8
1
1
Community Relations
88
38
13
4
2
5
Basic Law & Procedures
8
6
2
1
Traffic Practices
45
9
1
Organized Crime
70
37
15
5
2
2
Investigation Techniques
112
76
23
5
4
1
Supervisory/Management
5
24
9
2
2
11
Resource Management
4
6
7
2
2
3
Total Courses Attended
780
329
110
25
20
31
Total Number Each Rank
828
147
40
10
8
7
As of January 5, 1983
*Inclues multiple counts for individuals attending more than one course.
Source: Training questionnaire distributed to Department personnel May 1982
and by the South East Florida Police Institute. Although
the Miami Police Department has over 100 officers certi-
fied as instructors, observation indicates that most of
the in-house training burden is carried by a few
officers. This burden must be spread among far more
officers to make the training available and meaningful.
Means of implementing needed training without an
unacceptable reduction in service to the public should
include:
Implementation of *training days or half training
days" for all police officers during the normal
duty tour. Classes should be conducted by
Department personnel. These classes should be
29
available five days a week with class size
limited to 25 or 30 officers. By rotating :his
class assignment something approaching can hours
of instruction per month per individual officer
could be accomplished without severely depleting
field ranks. Attendance should 6e mandatory.
Implementation of "Supervisory Workahops" for
Field Training Officers, Sargean:s and Lieuten-
ants on the same basis as above.
Some training may have to be conducted on an
overtime basis, particularly that at the South
East Florida Police Institute. An effort should
be made to have these courses conducted at the
Miami Police Department. The Fraternal Order of
Police should be approached to seek agreement for
the conduct of such classes at straight time
rather than at overtime rates. Such training is
a City responsibility but is also mutually
beneficial to all concerned and the FOP could
well agree as an indication of their concern for
the community.
Plans to send qualified command personnel to
nationally prominent training institutes
previously mentioned should be formulated and
implemented.
Pre -promotion training should be offered on a
volunteer basis and on the individuals own time
for those aspiring to promotion. This will be
particularly important to aspiring minority
officers.
Without an organized and up -graded effort to provide the
kinds of training set forth above, the Miami Police
Department will be in constant danger of incidents that•`
can cause unrest.
3. Training Must Be Given Priority Program Status Within
The Miami Police Department
The Chief of Police and the leadership of the Police
Department must indicate their recognition and support for
needed training by giving it a "high profile" status
within the Department's objecives. The city must do like-
wise by providing the necessary resources to carry out the
program.
As indicated in the proposed reorganization of the
Department, training should be a major responsibility of a
new Support Services Division. The Training Unit should
f
0
available five days a week with class size
limited to 25 or 30 officers. B11 rotating this
class assignment something approaching men hours
of instruction per month per individual officer
could be accomplished without severely depleting
field ranks. Attendance should 6e mandatory.
Implementation of "Supervisory orkshops" for
Field Training Officers, Sargean:s and :,ieuten-
ants on the same basis as above.
Some training may have to be conducted on an
overtime basis, particularly that at the South
East Florida Police Institute. An effort should
be made to have these courses conducted at the
Miami Police Department. The Fraternal Order of
Police should be approached to seek agreement for
the conduct of such classes at straight time
rather than at overtime rates. Such training is
a City responsibility but is also mutually
beneficial to all concerned and the FOP could
well agree as an indication of their concern for
the community.
Plans to send qualified command personnel to
nationally prominent training institutes
previously mentioned should be formulated and
implemented.
Pre -promotion training should be offered on a
volunteer basis and on the individuals own time
for those aspiring to promotion. This will be
particularly important to aspiring minority
officers.
Without an organized and up -graded effort to provide the
kinds of training set forth above, the Miami Police
Department will be in constant danger of incidents that`'
can cause unrest.
3. Training Must Be Given Priority Program Status W�
TT e Miami _Police _Department
The Chief of Police and the leadership of the Police
Department must indicate their recognition and support for
needed training by giving it a "high profile" status
within the Department's objecives. The city must do like-
wise by providing the necessary resources to carry out the
program.
As indicated in the proposed reorganization of the
Department, training should be a major responsibility of a
new Support Services Division. The Training Unit should
30
0
be headed by a permanent civilian training professional
rather than being an assignment rotated among sworn
officers. The head of the Training Unit should be sup-
ported by an inhouse "Training Committee" appointed by the
Chief of Police. This committee should be composed of
senior commanders from all Divisions of the Department and
chaired by an Assistant or Deputy Chief. It should meet
regularly to;
Provide input as to their training requirements
Review the Department's training program in its
totality to assure that it is coherent and meets
true police needs
Audit progress and attendance at the training
program offered.
Such an approach
sent shortcomings
better service.
ED COMPOS
will meet many of the Department's pre -
as well as to provide the public with
MENT PERSONNEL AT ALL LEVEI
To a large degree the success of any law enforcement
agency is dependent upon community support. Without it,
the law enforcement agency is soon overwhelmed by sheer
numbers and by resistance - active or passive. Increas-
ingly, sophisticated police commanders have realized that
community support is correlated to, among other things,
the degree to which their departments mirror the make-up
of communities being policed. This is not just a matter
of averages; it is applied community by community and rank
by rank.
It is essential therefore that minorities within the,
Department be in close approximation of their numbers in
the community. That is vital., not just on a city-wide
basis for the total Department, but on a local community
basis and on a rank and command basis. The table below
indicates the status of the Miami Police Department with
respect to composition as of January 5, 1983.
Despite commendable recent progress in hiring minori-
ties, the Miami Police Department still has a considerable
way to go to achieve a satisfactory personnel composi-
tion. Appendix A presents a more detailed profile of the
entire Department's "Tenure -Composition' by rank.
Appendices B through U present "Tenure -Composition" by
rank for major units within the Miami Police Department.
31
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Table IV
Composition Miami Police Department
White Spanish Black other
Male Female Male Female Male Female Male Female
Chief
1
Assistant Chief
3
Deputy Chief
1
1
1
Major
6
1
1
Captain
9
1
Lieutenant
30
2
7
1
Sargeant
95
8
19
2 21 2
Police officer
266
39
368
9 105 39 2
TOTALS
411
49
397
11 129 41 2
Source: Police Department Alpha List of Sworn Personnel as of 1-5-83
Examination of the data in Table IV above indicates
deficiencies among Blacks at all ranks and in both
genders, among Spanish for females at all ranks and for
males at ranks above Police Officer, and among White
females at all ranks. It can be truthfully argued that
these things take time, particularly as it applies to
ranks above Police Officer. And it will if the tradi-
tional paths and standards for advancement are allowed to
continue. Certainly no one can argue, in good conscience,
for a reduction in standards to achieve minority advance-
ment at the expense of competence.
However, revised approaches to advancement can open
these opportunities to minorities on an accelerated basis
without reduced standards of competency and without ,4
prejudicing equal rights for all qualified candidates.
Such revised approaches should consider:
Reduced time in grade to be eligible to sit for
promotional exams.
Pre -promotional training for aspiring candidates
on their own time.
Revised weighting of promotional exams to give
greater weight to the 'Job Knowledge" and the
"Psychological" portions of the written
examination.
32
Provision of points for tir
preferred assignments such
Officer for Sargeants exam,
for Lieutenants exam, etc.
career development aspect t
process.
e spent in certain
as Field Training
training experience
This would add a
o the promotional
Use of assessment centers to assist in candidate
evaluation.
Such measures as these along with a determination by the
Department's management to open and improve the promo-
tional opportunities in the Department will materially
assist in correcting the deficiencies in personnel
composition.
Certainly it must be realized by those responsible
that now, while the Department is expanding, is the oppor-
tune time to initiate such programs. Now, ;chile the sud-
den expansion of the Department has created an expanded
need for supervisors and commanders, is the time to remedy
the shortcomings in personnel composition. Once the
Department stabilizes and its growth ceases, this
opportunity will be lost.
Finally, it must be realized that the longer it takes
to correct these inbalances, the longer and harder it will
be to achieve needed community acceptance and support.
COMMUNITY BASED POLICING IS NEEDED IN MIAMI
Community based policing is a concept that relates
policing activities to the needs of the individual com-
munities, within the greater entity of the City, that are
being served. It seeks to secure community support and
citizen involvement through community liaison. It is not
a program based on the establishment of a precinct stati-on
in each community.
In Miami basic police services have been delivered and
administered on the basis of six sectors. However within
those sectors, and sometimes across sector boundaries, are
ethnic and racial communities that require different
police services. Community based policing attempts to
address those needs on a community basis as resources
allow.
Community needs are determined partially by community
input through liaison programs. However, needs are also
determined by:
Statistical analysis of activity in the Community
Analysis of reports by officers and commanders.
33
I
t
This concept is consistent with the principles of the
Integrated Criminal Apprehension Program which is now
being implemented by the Miami Police Department.
Community involvement and support is sought through
such participative programs as:
Neighborhood Crime "rlatches
Citizen Neighborhood Patrols
Reserve Officer Patrols.
An essential element of community based policing is the
establishment of a genuine relationship between the police
and the community through the community liaison program.
1. Community Based Police Places a Premium on Appropriate
Personnel Composition
Inasmuch as community based policing is predicated on
a reciprocal relationship between community residents and
police personnel, it places a premium on appropriate
personnel composition - the make-up of the police in the
community mirrors, as nearly as possible, the population
make-up of the community. Given the present make-up of
the Miami Police Department, particularly at the command
levels, this may be difficult to accomplish unless the
Department resorts to special interim measures such as:
Special overtime allowances for personnel
essential to accomplishing appropriate personnel
composition
Racial and ethnic mixed patrol teams in
communities being served.
Such special measures assume an on -going effort in the
Department to improve its overall personnel composition<<
Without such an effort, the special measures set forth
above would become self defeating over a period of time.
2. Experimental Community Based Policing Program is
Recommended
It is recommended that Miami commence a community
based policing program on an experimental basis by select-
ing two communities - one essentially black and one essen-
tially hispanic - for pilot projects. Such a program
would require the following steps:
Selection of the two communities
Negotiation with the communities to secure their
cooperation and support
34
u. �
61
Selection of policing teams to service communities
Special training for selected policing teams
Designation of back-up resources (analytical
personnel, community liaison personnel) to assist
policing teams
Structuring citizen infrastructure in community
to assure participation and input through police
community liaison
Arrangements for special overtime, etc., if
necessary to assure continuity of appropriate
personnel composition serving the selected
communities.
Special monitoring and evaluation efforts would have to be
established to determine results of the program, lessons
learned with service -wide implications, and the desir-
ability for city-wide application.
35
v .�
ACTIONS REQUIRED TO SUPPORT EXPANSION OF POLICE DEPARTMENT
The previous recommendations in this report have dealt
with the most immediate problems - organization, super-
vision, training - imposed by expansion of the Miami
Police Department. Further supportive actions are
required to assure maximum returns to the citizens of
Miami on their Police expansion i-ves.ment. That invest-
ment, a multi -million dollar effort to secure and provide
basic training for several hundred new police officers,
must be supplemented with improved equipment, procedures,
and strategies. Failure to provide these supplemental
actions will negate much of the favorable aspects of the
expansion to date.
1. Retention And Expansion of Mobil Digital Terminals Is
Recommended
Mobile Digital Terminals (MDT) are a supplemental
means of communication, in addition to radios, for Police
personnel while operating in the field in police vehi-
cles. The MDT allows car -to -car communication as well as
direct inqueries to essential local, state, and national
data banks such as motor vehicle license tags and name
inqueries. In addition, the MDT provides an additional
means of direct communication with central dispatch.
As such the MDT is an effective, time -saving device
for the Officer in the field. However, the system has
been plagued by excessive down -time and by inadequate
computer support. Moveover the MDT system is not Depart-
ment wide in scope. Nor has the full range of possible
program and service applications been installed. Given
these shortcomings, some consideration has been given to
abandonment of the system.
it would be a mistake of serious proportions to •�
abandon the MDT system. The two immediate and major
consequences would be;
A shift of MDT communication traffic to the
police radio system which would probably require,
in a short time, an expansion of the radio system
and its supporting elements
A slow -down in service to officers in the field
which would decrease their effective field time.
Neither of these impacts are tolerable. Neither is a
continuation of the status -quo.
36
0-
(1) City Should Plan Expansion of MDT System and Its
Programs
It is recommended that the City accept the
concept of the MDT installation as sound and officer -
productive. Plans for the implementation of an
expansion program should be immediately undertaken.
Major elements should include:
Visits to selected successful MDT
installation sites
Requirements anal,Ysi.s to determine addi-
tional programs and ser7ices to be installed
on MDT installations. At the minimum these
should include:
- Personnel status
- Emergency status
- Unit arrival -departure
- Driver's license status
- Field report review
- Previous incident inquery
- Direct field reporting.
Other valid requirements may emerge as a
result of visits to other MDT installation
sites or detailed study.
Coordination of plans and requirements
analysis with the Department of Computers.
Present software for the MDT installation
will have to be revised and up -graded to
accomodate the new hardware configuration
previously recommended in the "Five -Year
Data Processing Action Plan" dated
January 13, 1983. These, and any other •4
sanctioned additional MDT applications,
should be considered simultaneously.
Preparation of competitive bid call docu-
ments for MDT hardware. There are now at
least three manufacturers of MDT hardware
active in the marketplace. it should no
longer be necessary, indeed it would be
undesirable, to continue acquisition of this
equipment through the "sole source" process
as has been done in the past.
It is anticipated that the lead time required to
implement these recommendations will require several
months. Therefore acquisition and installation of the
expanded MDT systems will probably not occur until
fiscal 1983-84.
37
a 0
This recommendation reflects the assessment of
the MDT concept as highly productive in crime fighting
and in officer effectiveness. The alternative is an
expensive expansion of the Police radio system which
will be slower and less responsive to officer needs.
The result would be diminished crime control ability
and reduced officer -effectiveness in the field.
Inasmuch as this is a majo- equipment and software
acquisition, consideration should be given to
utilizing a competent consultant to develop and
implement these plans in conjunction with the Police
Department and the Computers Department.
2. Retention of Traffic Section As A Separate Unit And
Continued Use Of Cycles Is Recommended
Questions have been raised as to whether better
utilization of personnel and equipment could be realized
through elimination of the Traffic Section and elimination
of motorcycles. Personnel would be assigned to general
patrol duties and police cars substituted for cycles. It
is argued that this would:
Increase general patrol strength and thereby
provide greater overall protection to the public
Reduce operating costs by substituting
automobiles for motorcycles.
After examination of this question, it was concluded that
this proposal should be rejected. Indeed, in the larger
context of the Department's operating and management
problems, this report recommends Division status for this
function and its associated activities.
(1) Miami Is Of Sufficient Size And The Traffic
Function Of Sufficient Importance To Justify
Specialization
Many Police Departments in the Country do provide
traffic enforcement through general patrol activi-
ties. However, these tend to be in the smaller juris-
dictions. In the recent past both Hialeah and Dade
County have experimented with this approach and have
returned to specialization. Indeed, the National
Advisory Commission on Criminal Justice - "Standards
and Goals" - recommends that officers be developed as
enforcement generalists but recognizes the need for
specialization in larger jurisdictions.
It is generally accepted by experts in traffic
management and safety that a drop in enforcement
activity will result in an increased accident and
38
r,..r-==
4 0
injury rate and possibly in automobile insurance rate
increases. In fact, the Miami experience tends to
support this thesis. In 1980 and 1981 (calendar
years), when traffic enforcement activity was cur-
tailed to provide increased patrol personnel, the
numbers of traffic tickets issued and the personnel
hours dedicated to traffic enforcement decreased, but
the numbers of traffic accidents and of traffic
fatalies increased. With the return to normal person-
nel assignments for traffic late in 1982, these trends
appear to be reversing. In terms of public benefit,
specialization would seem to be justified.
(2) Local Conditions And ?racticesy'u.7tif1 Continued
Specialization And Utilization of Cycles
Miami, as the urban center of the local metro-
politan area, suffers a large portion of the local
traffic problems and congestion. Many of its streets,
particularly in the downtown area, are overloaded
during substantial parts of the normal day. Cycles
can move through these conditions more effectively
than a patrol car. In addition, cycle officers have a
positive effect on potential violators by their
presence alone.
In a normal year, the Traffic Section will write
between 55 and 60 percent of total motor vehicle vio-
lation tickets issued. When considered in the light
of minimal citizen complaints regarding traffic
related arrests, this unit must be considered as well
trained and effective. In fact the methodology
utilized by the Traffic Section, tends to release
uniform patrol units for other patrol duties. Traffic
enforcement personnel, primarily on cycles, handle
most arrests. In addition, due to specialized train-
ing, enforcement officers or accident investigation" -
officers are able to complete a traffic accident
investigation in about half the time it takes a patrol
unit. Traffic personnel usually assume responsibility
for accident investigations from patrol personnel at
the earliest possible moment. This results in reduced
loss of patrol time.
on balance, considering the importance of the function to
public safety and convenience as well as the local condi-
tions and practices, it is recommended that traffic
enforcement continue as a separate function. It is also
recommended that the use of cycles be continued as an
effective means of realizing sound traffic enforcement and
management in Miami.
39 _ 9 _4�
lj
3. Enhanced Analytical Capacity Is Required To Assure
Most Effective Utilization of Resources
It is no longer acceptable in major, pluralistic urban
centers such as Miami to deliver police protection ser-
vices on a rigid, patterned basis. Rapid societal
changes, and shifting crime patterns demand a more flexi-
ble response from local police acencies. This requires an
analytical capacity to locate current areas,• types, and
frequencies of criminal activity in order that personnel
may be arrayed most effectively against that activity.
The Miami approach to this management of its resources is
the Integrated Criminal Apprehension Program (ICAP).
This program requires three elements if it is to be
successful. They are:
An organized data base -- Miami has a great deal
of data, but it is not yet properly organized.
A rapid analytical capacity -- Miami is primarily
dependent on manual rather than automated analy-
sis. This is slow and incomplete.
A capacity to shift resources in response to the
analysis -- Miami has this capacity, but is
restricted by incomplete data and slow analysis.
our "Five -Year Data Processing Plan" for the City of Miami
dated January 13, 1983, recommends the early acquisition
of sufficient computer capacity to handle the police
requirements for an automated data base and analytical
capacity. However, the computer is only a means to an
end --a rapid, continuous supply of meaningful data. The
Police Department must have the expertise to direct the
computer through analysis of its needs and communication
of those needs to the computer and its programers. •L
(1)
Police
Should
The Police Department should have a centralized
pool of analysts to serve all its needs in the Plan-
ning and Inspections Unit recommended earlier in this
report. These personnel should be skilled, profes-
sional analysts capable of providing a wide range of
analytical services from long term personnel planning
to systems requirements for crime analysis. This per-
sonnel should be primarily civilian with the profes-
sional skills required to discharge their duties.
40
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0
u
Placement of this staff in the recommended Planning
and Inspections Unit along with the !CAP staff will
provide for coordination with and service to all parts
of the Police Department.
(2) Priority Program Requirements ,dust 3e Addressed
By Analytical Staffr
Initially the analytical staff will be required
to formulate the program requirements to redesign and
upgrade the Police Computer Assisted Dispatch and
Reporting systems (CAD and CARS) along with the build-
ing of the Police data ta-se. 1"Iese requirements ".1i__
be turned over to the De_ artment for
development of computer programs responsive to police
needs.
Subsequent to developing the CAD and CARS
requirements, the analytical ataff will be required to
develop similar needs for other police systems
(Career, Criminal, Property) as well as to assist in
on -going planning and information requirements to
assist all police operations. Particular emphasis
should be placed on crime analysis and other ana-
lytical techniques to support the ICAP effort.
The basic task of the planning staff will be to engage in
short-range and long-range planning directed at the most
effective utilization of Police Department resources. As
such, this staff should function as a major ;management
research arm for the Chief of Police and his command group.
4. Today's Policing Methods Reauire Greater Use of Civilian
Technical Personnel
As police operations have become increasingly complex
in response to society's demands for improved protectioci
and service, the need for technically qualified personnel
within local police agencies has increased. Within the
Miami Police Department, the evolution of identification
experts is typical and is a forerunner of the evolution
pattern than can be expected in other technical specialty
areas.
In Miami, the Identification Technician has evolved
from a simple taker of fingerprints, through crime -scene
specialists, to certified experts whose testimony is
accepted in the courts. In order to be certified, today's
expert Identification Technician has to exhibit higher
education credentials, proof of attendance at pertinent
specialized courses, and acceptable levels of experience.
Without such qualifications, the Technician's testimony
41
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may not be accepted by the court. With rare exceptions,
these are qualifications that the usual police sworn
officer cannot meet. Their training, expertise, and
experience are in other areas. Yet the Miami Police
Department persists in the traditional practice of
appointing ranking sworn officers, on a rotating basis, to
supervise and administer most of its technical operations.
The evolution of the Identification Technician is
being replicated, to one degree or another and for a
variety of reasons, in the other special technical opera-
tions of the Miami Police Department. These include
records, communications, property, personnel, analytical
functions, and the business affairs of the Department.
Because of technical, legal or skills requirements, the
demand for technical -administrative skills and backgrounds
is increasing in these operations.
(1) The Miami Police Department Should Substitute
Civilian Supervisors For Sworn Officer Super-
visors In Most Technical Operations
The substitution of technically competent civil-
ian supervisors for most sworn officer supervisors in
technical and business operations should be under-
taken. The present practice of utilizing sworn
officer supervisors is becoming increasingly self-
defeating and wasteful.
It is self-defeating because the funding and
budget authorization required for the sworn officer
supervisor is unavailable to secure the civilian
technician that is needed. in addition, many skilled
technicians object to serving under the direct super-
vision of someone less skilled than themselves. The
practice is wasteful because, in too many instances;.
the sworn officer supervisor is in an assignment for`
which he or she is not well qualified. At the same
time, the Department has a pressing need for qualified
sworn officer supervisors in its direct police
operations.
This is not to say that there are not and will
not be exceptional sworn officers who, because of
effort and education, are qualified to supervise
technical police operations. In those cases, and, if
the officer is genuinely interested in the oppor-
tunity, sworn officers should be considered. They
should not be automatically excluded. However, such
assignments are too often made now under the guise of
developing well rounded officers, of punishing a
transgression, or of maintaining a sworn officer
presence in all operations.
42 64=* r3�
0
(2) Recommended Reorganization Anticipates increased
Use Of Civilian Technical Personnel And
Supervisors
The recommended reorganization of the "Miami
Police Department, set forth earlier in this report,
anticipates increased use of civilian technical and
supervising personnel and the release of sworn officer
personnel for direct police operations. In many
cases, but not all, this will provide the increased
levels of supervision found to be necessary in field
operations. Eventually this approach should release
another forth to ;:i°`_• or-z_cers ::;r =_e fluty or
direct police operations over and above t-nose released
or expected to be released, through original
civilianization program approved by the City Commis-
sion. Many of these latest releases should be in
grades Sargeant through Major.
(3) Police Department Should Develop Plans To Accom-
modate Two Equal, Sworn and Civilian, Personnel
Systems
Increased use of civilian technical personnel and
supervisors, as well as the adoption of the recom-
mended reorganization of the Miami Police Department
contained in this report, will require a revised
approach to the personnel policies of the Department.
The sworn officer complement of the Department will
still operate under the paramilitary rules and regula-
tions of the Department while the civilian complement
of the Department will operate under the City's Civil
Service rules and regulations. There is the potential
for conflict and jealousy between the two systems
which has to be recognized.
Plans to offset these potential conflicts need -to
be developed. These plans should be directed at mak-
ing the two systems mutually supportive. Orientation
programs for each service should emphasize the impor-
tance of the other. Both should understand and appre-
ciate their mutual importance to the general :mission
of the Police Department.
5. Career Development Programs Need To Be Implemented for Both
Sworn Officer and Civilian Personnel
The Police Department, with over 1400 uniformed and
civilian employees, needs to develop, within the con-
straints of overall City policy, its own personnel
programs to deal with its own distinctive personnel
problems. Of the total 1040 sworn officers on the roster
of the Police Department, only 212 or about 20 percent
43
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0
6
occupy positions above Police Officer. Of those 212
officers, a total of 104 or about 49 percent of the
command ranks have fifteen or more years of experience on
the Department. The remainder have between three and
fifteen years of service.
Personnel planning must recognize that a large portion
of the command officers with over fifteen years service
will probably leave the service in the next five years.
Unless there is a serious reorganization of the sworn
officer hierarchy, this will leave only about 75 advance-
ment opportunities for the 886 police officers with less
than fifteen years experience. This amounts to about a
one in twelve opportunity for advancement over the next
several years.
Personnel planning must recognize that among the 374
civilian employees, most occupy deadend positions. Little
opportunity for advancement exists for civilian employees
within the Department. In addition, there are serious
concerns of second class status among civilian employees
relative to the uniformed personnel. Both the uniform
service and the civilian service in the Police Department
have a sense of estrangement from the leadership of the
Department. These concerns, when coupled with the ethnic
and minorities issues in the Department, have the poten-
tial for personnel retention problems in the future.
Clearly the Police Department has its own set of personnel
problems, as distinct from City-wide personnel concerns,
which justify department actions within overall city
policies.
(1) Professional Personnel And Trainin Adminis-
trators Recommended In Reorganization Pr -an
In recognition of the incipient personnel pro-•
blems cited above as well as the needs of the Police,
Department for extensive training, the reorganization
recommends establishment of a training section and a
personnel section with both to be headed by qualified
civilians. It is anticipated that both functions,
training and personnel, will be extremely important to
the future success of the Department. It is also
expected that both functions will be very demanding.
As such both positions should be filled with thor-
oughly professional individuals who are career -
committed to these fields.
It will be essential that these two individuals
work together to create a climate conducive to long
term stability and professionalism in the Department.
Both efforts must be directed at:
44
Over coming the relative inexperience of the
Department's police personnel as soon as
possible. This must be done without an
unacceptable degradation of field operations.
The development of future commanders for the
ranks of Sargeant and up.
The development of strategies to provide
equitable entry and advancement opportuni-
ties for minorities in the Department.
The development and administration of
sensitivity training programs directed at
community, racial and ethnical concerns.
The development of appropriate orientation
courses for new employees, sworn and
civilian, joining the Police Department.
The development and administration of train-
ing courses to implement new police or
administrative procedures. While the
general intent of these efforts is to raise
overall competency of the Department, a
second major aspect of the personnel and
training programs should be concerned with
retention of personnel.
(2) Career Development Programs Should Be Develo ed
And Implemented For Both Sworn Officer and
Civilian Personnel
Personnel retention cannot rely entirely on
compensation to be successful. It must also consider
such psychic compensation factors as job satisfactieri,
management support, and opportunities for participas,
tion in Department affairs. Neither can personnel
retention efforts rely on potential opportunities for
advancement. There is simply not th4t many advance-
ment opportunities that everyone can become a
Sargeant, a Lieutenant, etc.
Without denigrating the importance of either
compensation or advancement, there are other means of
realizing job satisfaction and thereby personnel
retention. Such programs are sometimes called career
development or career planning and development pro-
grams. These programs do address issues of compensa-
tion and advancement, but they also address other
concurrent areas of concern to employees.
45
2
A new head of the personnel unit should be
directed to formulate a structured and managed career
development program for both sworn and civilian per-
sonnel in the Police Department. The major elements
of the program should include:
An assessment of employee attitudes towards
the Department's management, policies, and
practices. This should not be a one-time
effort, but should be performed periodi-
cally. Results of the assessment should not
be locked in a file cabinet, but should be
summarized and communicated to Department
personnel. The career development program
should be reasonably responsive to the
findings of the assessment.
Construction of career opportunity routes
and ladders. These should address:
- Rank advancement opportunities
- Specialization opportunities
- Training opportunities
- Lateral transfer opportunies.
Each of these opportunties should be sup-
ported by selection criteria, prepatory
training availability, and probability of
acceptance. These opportunity routes and
ladders, and their supporting elements, must
be based on official policy and realistic
expectations. For example, there would be
little sense in encouraging a sworn officer
to pursue career aspirations in an activity
which, by policy, is to be staffed by
civilian personnel.
Provision of career counselling. There
should be a central source of consistent,
reliable advice as to career opportunities
available and the best routes to pursue
these opportunities.
Internal communications program. This
should be a constant multi -faceted program
to accurately advise Department personnel
to "what's going on'. The Department has
its house organ, but it is sterile and is
rival for the rumors constantly sweeping
through the organization. The inhouse
publication should be up -graded and made
more candid, less self-serving. It should
be complemented by extensive use of the
as
no
i
0
Department's video equipment and by creative
uses of opportunities such as roll call,
training sessions, etc.
A comprehensive set of monetary and non -
monetary incentives. There are some money
incentives in place for certain types of
assignments and training. These should be
expanded. For example, there is no incen-
tive to serve as a Field Training Officer.
Assignment pay for time actually spent as an
FTO would be a monetary incentive consistent
with Department policy. Points on a pro-
motional exam for time actually spent as an
FTO would be a non -monetary incentive con-
sistent with Department policy. The Depart-
ment has its Officer of the Month Award.
Other awards for accomplishments consistent
with Department policy should be established
and recognition given including points on
promotion exams.
Development Incentive Programs. A set of
programs should be developed for personnel
aspiring to middle or upper management
status. Much of this program should involve
activity and study on the individual's own
time. This should include:
Rotating working assignments in Depart-
mental operations other than the
individual's normal assignment
An assessment of independent study,
with sources, which will contribute to
overall future eligibility for the
position, or positions, desired.
Clearly the incentive in this program is a
future opportunity based upon directed and
sanctioned efforts by the individual.
Special task forces to solve particular
problems. The purpose should be to create a
sense of individual involvement in real and
important problems. This needs to be done
in an open, candid problem solving setting.
Management in return should expect a rea-
soned, valuable contribution from the task
force. This should be an on -going effort
complete with disposition reports from man-
agement to the task force.
47
u _T -
11
E
As ICAP becomes increasingly the prevailing operating
philosophy of the Miami Police Department, a new set of
relationships between the Department and its personnel
will evolve. An emphasis on career planning will assist
in coping with these developments.
6. Guidelines for Development of the Miami P^1_ce
Department
With the drastic expansion of the last few years in
mind, a desire for guidelines concerning the future devel-
opment of the Miami Police Department is considered desir-
able. To the extent that police are expected to cope wit:
events beyond their control, the idea of future guidelines
or standards is suspect. The professional literature has
increasingly shunned the concept of standard personnel
allocations per thousand of population. Indeed, some
writers and experts in the field have denied the validity
of such standards preferring, instead, to rely on service
analysis and requirements for individual jurisdictions.
such analyses emphasize a build up of personnel
requirements based on such factors as;
Calls for service by day with high and low peaks
by the hour.
Response time for service calls by day with high
and low peak times by the hour.
Effective patrol time based on out -of -service
status due to call response, court time, etc.
A workload factor for investigative personnel.
Interpolated requirements for support personne i.
This approach, if taken literally, usually results in
fluctuating requirements that ignore the hard facts of
local government financing and budget -making. This
approach also ignores the stand-by nature of police activ-
ities, differences in police procedures, and the impact of
uncontrolable factors.
Given the recent expansion experienced of the Miami
Police Department, it is recommended that the first
priority of the Department, for the near future, should be
the restructuring and redirection recommended in this
report. It is estimated that it will take approximately
two years to complete this program and to overcome the
vulnerbilities incurred by the drastic expansion of the
Department.
48
�«,-�x�aMr-�,,r?•:.-.r . � .., _�:,.. ;ter=-�-+ .a,,'�waser a��
In the meantime the Planning Section should establish
and collect basic statistical data considered indicative
of Departmental effectiveness and workload trends. For
basic patrol functions these should include:
Calls for service by area for the day and peak
hours
Time of response and time out -of -service by area
for the day and peak hours
Time lost to training, community meetings, etc.
by area
Time lost from normal patrol to special directed
activities.
For investigative functions these data should include:
Case load
Time lost to training, community meetings, etc.
Case closed data including elapsed time.
Case closed vs soluability factor ratio.
For support and staff functions:
Work load data
Work load backlogs including duration data.
over a period of time these data will produce trends that
will indicate personnel, equipment, or policy changes are
needed. Special studies may then be required to justify
allocation of appropriate resources to meet the needs.
These kinds of data supported trends are the best
guides to determine local requirements. However, these-,
are still only guides. As such they must be used with
judgement and with an understanding of their limitations.
49 ""_�
11
REORGANIZATION AND STAFFING RECOMMENDED TO ATTAIN CITY'S
POLICING OBJECTI'7ES
It is recommended that the City adopt the proposed
Police Department organization shown on page 7 (Exhi-
bit II) as an organizational goal to be accomplished in
two years. Simultaneously, the unit staffing allocations
shown in Appendices AA through II should be adopted as a
staffing goal to be achieved in two years. This will set
a goal of 1,050 sworn officers (the present budget
authorization) and 439 civilian employees (an increase of
67 positions over present budget authorization) for the
two year period. It is estimated that this will increase
costs by $850,000 in the first year and by $1,350,OOc3 in
the second year exclusive of capital equipment that may oe
required.
This two year plan is calculated to enable the Miami
Police Department to overcome the following problems:
Lack of experience and appropriate training among
its younger officers. As of January 5, 1983,
over 65 percent of Police Officers assigned to
basic patrol duty had less than two years experi-
ence as opposed to the five years commonly
accepted as necessary to produce a qualified
officer.
Lack of sufficient qualified and experienced
supervisors to off -set inexperience and insuffi-
cient training of field forces. As of January 5,
1983 the ratio between Sargeants and Police
Officers assigned to basic patrol duties was ap-
proximately one to nine. However, in actuality
the ratio was about one to sixteen due to
administrative requirements, time -off, etc.
Assignment of too many experienced officers to
staff and support positions. As of January 5,
1983 a total of 97 officers (Police Officers
through Captains) were on such assignments. Of
these, only 10 percent had 5 years or less
experience. Thirty-nine of these personnel were
Sargeants, ten were Lieutenants and three were
Captains. Forty-five were Police Officers.
The objective of this plan, estimated to require two
years, is to stablize the sworn officer force, bring it up
to acceptable levels of training, and to maximize its
field presence. At the conclusion of this two year plan,
the sworn officer force would compare to the present
make-up as follows:
-50-
Qie
Position
Recommended
As of 1/5/83
Difference
Chief
1
1
0
Ass;.. Chief
3
3
0
Deputy _'hief
2
3
(1)
'-!a j Dr
10
3
Captain
20
10
?0
Lieutenant
57
40
i7
Sargeant
152
147
5
Police Officer
776
763
13
Recruits
29
65
(36)
Totals
11050
1,040
10
--he recommended staffing would provide an increase of 22
supervisory positions (saraeant, Lieutenant, and Captain)
and an increase of one in command positions (Major through
Chief) . '"he percent of sworn officers above Police
Officer would increase from about 20 percent to 23 per-
cent. I: is assumed that, with a stabilized force,
recruit classes would drop to an average of about 29.
1. More Sworn Officers Assigned to Direct Law Enforcement
Duties Under Reorganization and Staffing Plans
The recommenced plan would increase the portion of
total sworn officers assigned to enforcement activities
from 74 percent to R5 percent or by a total of 129 posi-
tions. This includes patrol, investigations, traffic, and
special services. In addition, sworn officer personnel
assigned to the vital community relations function would
increase by 75 percent or from 33 positions to 58
positions.
(1) Patrol Function would Have More Personnel And
Supervision As Well As Closer Command Attention
Under Plans
The recommended plan would increase sworn person-
nel allocated to patrol by 40 positions. This is
shown below:
Position
Recommended
As of 1/5/83
Difference
Asst. Chief
1
0
1
Major
1
1
0
Captain
10
4
6
Lieutenant
19
15
4
Sargeant
70
52
18
Police Officer
480
469
11
Total
581
541
40
11
0
The recommended staffing reduces the supervisory ratio
between Sargeants and Police Officers from one to nine
at present to about one to seven. Actually, because
of some 2-person cars and allocations between patrol
sectors, the real ratio would be approximately one to
five patrol units. This is a lower ratio t:;an most
jurisdictions, but it is required to off -set the in-
experience and insufficient training characteristic of
patrol personnel at the present time.
The recommended staffing, unit by unit, for the
proposed Patrol Division is as follows:
Division
Platoon
Platoon
Platoon
Special
TasK
Position
Office
A
H
C
Unit
?orce
Totals
Assistant Chief
1
0
0
0
0
0
1
major
1
0
0
J
0
0
1
Captain
2
2
2
2
2
0
10
Lieutenant
1
4
4
4
—4_.
2
19
Sargeant
2
16
16
16
16
4
70
Police Officer
0
93
124
124
113
26
480
Totals
7
115
146
146
135
32
581
Improved command attention for the patrol function is
provided with an Assistant Chief responsible for the
function with direct access to the Chief. Other major
aspects of this recommended staffing for patrol are:
Shift command by a Captain rather than a
Lieutenant. Each patrol shift is to be
staffed with a Captain and two Lieutenants
compared to a single Lieutenant at the
present time. This assumes continuation of
the ten hour work day for all sworn person-
nel in the Patrol Division.
Supervision and patrol personnel staffing
are built on 35 basic field patrols by each
of the three patrol platoons. Supervision
is to be provided by Sargeants with a mini-
mum of one for each patrol sector. There
are six sectors with anvwhere from four
zones to eight zones within individual sec-
tors. No Sargeant is to be responsible for
more than one sector and no more than six
zones. Thus Sector 10, with four zones, is
assigned one Sargeant at all times;
Sector 70, with 7 zones, is assigned two
Sargeants at all times. This standard
requires 8 Sargeants for each shift of each
platoon - a total of 16 per platoon.
-52-
Patrol personnel requirements will vary '*ny
time of day. Platoon A (6:30 a..m. -
-4:30 p.m.) is assumed to require nine 2
person patrols and twenty-six 1 person
Patrols; Platoon B (3:00 p.m. - 1:00 p.m.)
and Platoon C (3:00 p.m. - 71:00 a.m.) are
assumed to require twenty-four 2 person
patrols and eleven 1 person patrols. A
five percent allowance for vacations, sick -
leave, and other absences is included in
Police Officer assignments for patrol duties.
The overlap of duty -tire (one da,r per week)
:between _olatoon and unit shifts shout: be
used for training ti:ae on a planned basis.
The assignment of personnel in Platoons A,
3, and C to oasic patrols will leave person-
nel in the Scecial l.nit and in the Task
Force available for special and flexicle
assignments.
The recommended staffing, set forth above, should be
considered as a guide rather than as an inflexible
requirement. As conditions and requirements change,
it may oe desirable or necessary to shift assignments
within the overall context of this general plan.
Indeed, the Chief of Police and his senior commanders
should understand that thev are expected to use dis-
cretion to ma,Ce z--- :':lost eL�eCt17e 15e Of resources
available to them within overall constraints.
i=) Investigative Function Would Have More Personnel
And Supervision As Well As Closer Command
Attention Under ?laps
The recommended plan would increase sworn perso4-
nel allocated to investi,gati'ons -y :6 positions as
s:.own below:
Posit -on
Recommended
As of 1,'5%'33
Difference
Asst. _-h,ef
1
,
r
Mal or
r
r
Zaotain
=
2
Lieutenant
14
5
q
Sargeant
70
(2)
?oli.ce Officer
_26
30
46
Total
164
1'j a
56
-33-
Patrol personnel requirements will vary by
time of dal. Platoon A (6:30 a.m. -
4:30 p.m.) is assumed to require nine 2
person patrols and twenty-six 1 person
patrols; Platoon B (3:00 p.m. - 1:00 p.m.)
and ?latoon C (9:00 p.m. - :00 a.m.) are
assumed to require twenty-four 2 person
patrols and eleven 1 person pal:�rols. A
five percent allowance for vacations, sic;,, -
leave, and other absences is included in
Police Officer assignments for patrol duties.
The overlap of duty-Ci.ne (one day; oer week)
between Platoon and unit shifts shout; be
used for training tine on a planned basis.
The assignment of personnel in Platoons A,
B, and C to oasic Patrols will leave person-
nel in t1ne Special Unit and in the Task
Force available for special and flexible
assignments.
The recommended staffing, set forth above, should be
considered as a guide rather than as an inflexible
requirement. As conditions and requirements change,
it may be desirable or necessary to shift assignments
within the overall context of this general plan.
Indeed, the Chief of Police and his senior commanders
should understand that they are expected to use dis-
cretion to make the most effective use of resources
available to them within overall constraints.
(2)
Investi
unction Would
More Personnel
The recommended plan would increase sworn perso4-
nel allocated to investigations by 36 positions as
shown below:
Position
Recommended
As of 1/5/83
Difference
Asst. Chief
1
0
1
major
1
1
0
Captain
2
0
2
Lieutenant
14
5
9
Sargeant
20
22
(2)
Police Officer
126
s0
46
Total
164
108
56
-53-
The recommended staffing increases the supervisory
ratio between Sargeants and Police Officers from one
to four to approximately one to seven. This is off-
set by organization into more specialized units, with
Lieutenant or Captain leadership, than the present two
units - property and person cri,.mes.
The recommend units, and their proposed staffing,
are as follows:
Division
Property
Person
General
Womens
Juvenile
Criminal
Position
Office
Crimes
Crimes
Asaamt
Unit
:nit
:nfo
Totals
Asst. Chief
1
0
0
J
1
0
0
1
Major
1
0
0
0
0
0
0
1
Captain
0
0
0
2
0
0
0
2
Lieutenant
2
2
2
4
2
2
0
14
Sargeant
2
4
4
4
2
2
2
20
Police Officer
0
32
34
24
18
18
0
126
Totals
6
39
40
34
22
22
2
164
Improved command attention is provided with an
Assistant Chief responsible for the investigative
function and by provision of Captain or Lieutenant
leadership for each specialized unit.
It will be noted that the plan anticipates a com-
plete civilianization of the Identification Unit which
now has a Lieutenant, two Sargeants, and one Police
Officer assigned to it. Again, it should be clearly
understood that the recommended staffing, set forth
above, is a basic guide. Changes in assignments,
within the overall allocation indicated, should be
made as conditions require.
(3) Traffic and Special Events Functions Would Have,
More Personnel And Supervision As Well As Close.
Command Attention Under Plans
The recommended plan would increase sworn person-
nel allocated to traffic and special events by 13
positions as shown below:
Position
Recommended
As of 1/5/83
Difference
Deputy Chief
1
0
1
major
1
1
0
Lieutenant
4
2
2
Sargeant
13
7
6
Police Officer
56
52
4
Total
75
62
13
-54-
The recommended staffing decreases the supervisory
ratio between Sargean.s and Police Officers from about
one to eight to approximately one to fide. in addi-
tion, command presence for field operations by
Lieutenants at all times would be provided as well as
iu'I-t'me attention by a Deputy Chief directly
responsible to the Chief of Police.
The recommended
staffing
and organization
of the
Division is
as follows:
Special
Division
Accident
events,
Permits,
?osi:ion
office
Motors
invest.
Off DuL7
Alarms
Totals
Ceputl Chief
1
0
0
0
0
1
Major
1
0
0
0
0
1
Lieutenant
0
2
2
0
0
4
Sargeant
2
4
3
2
0
13
Police Officer
0
34
20
2
0
56
Totals
4
40
27
4
0
75
This allocation will make it possible to operate
Motors for two full shifts and will allow Accident
Investigation to be responsive around the clock. It
will be noted that Permits and Alarms becomes a com-
pletely civilized unit while Special Events -Off Duty
will require less sworn personnel. Again, flexibility
of assignments within overall resources is required.
(4) Special Services Functions Would Have More
Personnel And Supervision As well As Revised
Missions
The recommended plan would increase sworn person-
nel allocated to special services by 20 positions as
shown below:
Position Recommended As of 1/SZ83 Difference
Asst. Chief
1
1
0
Major
4
1
3
Captain
5
1
4
Lieutenant
6
4
2
Sargeant
18
15
2
Police Officer
46
37
9
Total
80
60
20
The recommended staffing provides approximately the
same supervisory ratio between Sargeants and Police
Officers as at present. However, substantially
0
increased levels of leadership by Lieutenants, Cap-
tains, and Majors are provided in recognition of the
complex problems handled by this Division as well as
the need to operate in a "team" mode.
The recommended staffing and organization of the
Division is as follows:
Police Officer Division Internal Special Legal Public Inter -
Position Office Security Investigations Unit Info Agency Totals
Asst. Chief
1
0
0
0
0
0
1
`4ajor
1
1
1
)
]
1
4
Captain
2
1
Z
J
J
I
Lieutenant
0
2
2
0
0
2
6
Sargeant
0
10
6
0
0
2
18
Public Officer
0
10
36
0
0
0
46
Totals
4
24
46
0
0
6
80
This allocation provides nigh -level leadership,
reporting to an Assistant Chief, for each of the
highly sensitive operations in this Division. It is
anticipated that both the Legal and Public Information
Units will become completely civilianized. Establish-
ment of an Inter Agency Liaison Unit, recognizes the
importance of continuing relationships with federal,
state and other local police agencies. The Inspection
Unit is transferred out of Special Services, under
this plan, to avoide "conflicts of interest" with the
Internal Security responsibilities.
(5) Community_ Relations Functions would be Substan-
tially Enhanced with More Personnel, Supervision
and Leadership Along with an Expanded Mission_
Under Plans
The recommended plan would increase sworn pers4p-
nel allocated to Community Relations by 75 percent or
26 positions as shown below:
Position
Recommended
As of 1/5/83
Difference
Deputy Chief
1
0
1
Major
1
1
0
Lieutenant
6
2
4
Sargeant
10
3
7
Police Officer
40
26
14
Total
58
32
26
The recommended staffing is predicated on a crucial
and expanded role for the Community Relations function
in the Miami Police Department. The basic mission
-56-
would be the development of a wor�ing relationship, a
partnership, between the Police Depart . -Lien'" and the
People of Miami. The objective is to develop, in con-
cert with the various Miami communities, an acceptance
of and a support for the Police Department. It is
essential that this to accomplished if tine Police
Department is to carry out its basic mission of
securing the City's peace and Tranquility.
In order to carry out this vital :mission, the
Community Relations Division will have to be organized
and staffed to carry out several wide-ranging programs
simultaneously. The recommended sworn officer staff-
ing and organization of the Division is as follows:
Citizen
Crime
Division
Zrime
Delinquency
crime
watch
Position
Office
Prevention
Prevention
Councils
Programs
Totals
Deputy Chief
1
0
0
0
0
1
Major
1
0
0
0
0
1
Lieutenant
0
2
2
0
2
6
Sargeant
2
2
2
2
2
10
Police Officer
]
16
16
4
4
40
Totals
4
20
20
5
d
i8
This allocation provides for appropriate leadership,
reporting to a deputy chief, for each of the major
components making up the total program of the Divi-
sion. In addition sufficient supervisory and Police
officer personnel are assigned to each program to have
meaningful impact.
Equally important, however, is the recommended
twenty-three person professional civilian staff
assigned to work with the sworn officers in this
Division. This is set forth below:
Citizen
Crime
Division
Crime
Delinquency
Crime
Watch
Position
Office
Prevention
Prevention
Councils
Programs
Totals
Community Involvement Supervisor
1
0
0
0
0
1
Community Involvement Specialist II
0
1
0
1
1
3
Community Involvement Specialist I
0
0
0
6
2
a
hdmin past II
0
0
1
1
0
2
Youth Casework Supervisor
0
0
1
0
0
1
Youth Caseworker II
0
0
2
0
0
2
Youth Caseworker I
0
0
2
0
0
2
Cc,oaunity Caseworker II
0
2
0
0
2
Community Caseworker I
0
2
0
j
0
2
Totals
1
5
6
6
3
23
-57-
Lj
The mission of this unit, to
ship between the police and
in its mixture of sworn and
create a working partner -
the citizens, is reflected
civilian personnel.
The Deputy Chief is expected to be the commander
of the unit and to work closely with the Community
Involvement Supervisor in formulating policies and
programs to carry -out the objectives of the Division.
The Supervisor should also be responsible for coordi-
nation of the civilian staff. Leadership of the crime
prevention, delinquency prevention, and crime watch
programs should rest with sworn officers complemented
by civilian specialists. Leadership of the citizen
crime councils program should rest with civilian
officials complemented by sworn officers. The essen-
tial element in carrying out this units' mission will
be the ability of the commander to ;verge and utilize
the skills of the sworn and civilian staff.
The reorganization and staffing plans set forth above
would assign 958 sworn officers to one of five divisions
(Patrol, Investigations, Traffic, Special Services, and
Community Relations) involved in providing field ser-
vices. Each of these divisions will be headed by an
Assistant Chief or a Deputy Chief reporting directly to
the Chief of Police. Over 91 percent of the Department's
sworn personnel would be assigned to these five divi-
sions. The remaining 92 sworn officer positions would be
allocated to recruits -in -training (29), staff and service
units (35), communications (23), and the Chief's Office
(5). In each of these operations (Chief's Office, Com-
munications, and Staff and Service Units) a sworn officer,
presence is essential to success. The allocation for
recruits -in -training is an estimate of new recruits re-
quired on a continuing basis to replace officers lost to
retirements, resignations and other types of separations.
It is believed that this staffing plan represents a max.i<-
mum utilizaion of sworn officer personnel for field duties
in Miami.
2. Exnanded Civilianization Recommended Hakes Maximum
zation of Sworn Officers for Field Dutv Possible
This reorganization and staffing
for a continuation and expansion of
order to maximize the presence of sw
field. Civilianization will also:
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recommendation calls
civilianization in
orn officers in the
a
n]
Upgrade the quality of the Department's business
operations
Improve the quality of the Department's technical
support positions
Improve career opportunities for both sworn and
civilian personnel.
The City Commission first approved a limited civilianiza-
tion program in July 1982. That first program, based on
the then existing organization and operations, anticipated
t e release of 74 sworn officers for fduty and the
,addition of 100 civilian employees. That first program
also anticipated the potential release of another 24 sworn
officers at a later date.
This report, a reorganization and staffing report,
raises that estimate from 24 to 55 officers based upon the
addition of another 67 civilian employees. This report
anticipates completion of the Phase I civilization pro-
gram, which is now partially complete, as well as the com-
pletion of this Phase II civilianization program in
approximately two years. The end result will be the
release of 129 sworn officers for field duty or the 91
percent sworn officer field utilization rate cited above.
(1) Police Department Business Operations Would Be
Organized Into A Business Management Division Led
By A Civilian Business Manager Under Reorganiza-
tion and Staffing Plans
The recommended plan would create a 54 person
Business Management Division headed by a civilian
Business Manager reporting directly to the Chief of
Police. All but 13 of these personnel would be
civilian personnel. There would be six units in the.
Division, each headed by a civilian employee, as
follows:
Division Office -- headed by a Business
:Manager
Accounting -- headed by a Senior accountant
Budget & Analysis -- headed by a Budget
Supervisor
Payroll -- headed by a Payroll Supervisor
Personnel -- headed by a Personnel Supervisor
Purchasing -- headed by a Purchasing
Supervisor
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The 13 sworn officers (1 Lieutenant, 2 Sargeants, and
10 Police Officers) would be assiined to Personnel for
background investigations and other critical
security -sensitive operations which require a sworn
officer presence. The detailed recommended staffing
of the Business Management Division is shown in
Appendix HH.
(2) Police Department Technical Support Operations
Would Be Organized Into A Support Services Divi-
sion Led By A Civilian Support Services Manager
Under Reorganization And Staffing Plans
The recommended plan would create a 226 person
Support Services Division headed by a civilian Support
Services Manager reporting directly to the Chief of
Police. All but 23 of these personnel would be
civilian employees. There would be seven units in the
Division, each headed by a civilian employee, as
follows:
Division Officer --
headed by a Support
Services Manager
Communications --
headed by a Communications
Supervisor
Property -- headed
by a Property Manager
Building & Fleet --
headed by a Bulding and
Fleet Supervisor
Court Liaison -- headed
by a Court Liaison
Supervisor
Records -- headed
by a Records Supervisor.
Training -- headed
by a Training Supervisor
It will be noted that directing each of these opera-
tions calls for a technical background as well as ad-
ministrative capacity. Therefore technical adminis-
trative civilian personnel are recommended. Wherever
sworn officer presence is required, the plan calls for
such assignments under civilian leadership. Specifi-
cally, those assignments are: Communications 16
(1 Lietenant, S Sargents, and 10 Police Officers);
Court Liaison 1 (1 Sargeant); and Training 6 (2 Lieu-
tenants, 2 Sargeants, and 2 Police Officers). The
detailed recommended staffing of the Support Services
Division is shown in Appendix II.
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(3) Staff Support Operations For Chief Of Police
;would Be Pr,)vided By A ?lanninc and Inspection
Unit Led By a Sworn Officer under Reorganization
And Staffing Plans
The recommended plan would create a 41 Person
Planning and Inspection unit headed by a :Major report-
ing directly to the Chief of Police. The personnel or
this unit would be a mix of sworn officers (22) and
civilian employees (19) in order to secure the best
mixture of skills and backgrounds available to meet
the requirements of this essential function. There
Mould be four Offices in tilt unit as fOliows:
Unit Office -- headed by a :Major
Planning Office -- headed by a civilian
Planning Manager supported by 13 civilian
employees and 4 sworn officers
ICAP Office -- headed by a Captain supported
by 4 sworn officers and 4 civilian employees
Inspections Office -- headed by a Captain
supported by 10 sworn officers.and 2
civilian clerical persons.
The detailed recommended staffing of the Planning and
Inspection Unit is shown in Appendix GG.
(4) Office Of The Chief Of Police would Be Supported
By Five Sworn Officers And Five Civilian Person-
nel Under Reorganization And Staffing Plans
The recommended plan would create a 10 person
Office of the Chief of Police headed by the Chief of
Police. The Office would be staffed to meet everyday
operating requirements with a mix of sworn officers
and civilian employees. This staff is required to
enable the Chief of Police to:
Deal with seven operating divisions and a
Planning and Inspection staff
Respond to requirements of the Mayor, City
Commission and City Manager
Trouble -shoot pressing immediate problems
Handle public relations and information
requirements of the Office.
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t
(3) Staff Support 012erations For Chief Of Police
;would Be Pr,)vided By A ?lannina and Inspection
Unit Led By a Sworn Officer Under Reorganization
And Staffing Plans
The recommended plan would create a 41 person
Planning and Inspection unit headed by a :Major report-
ing directly to the Chief of Police. The personnel of
this unit would be a mix of sworn officers (22) and
civilian employees (19) in order to secure the best
mixture of skills and backgrounds available to meet
the requirements of this essential function. There
would be four offices in the Unit as follows:
Unit Office -- headed by a Major
Planning Office -- :headed by a civilian
Planning ~Manager supported by 13 civilian
employees and 4 sworn officers
ICAP Office -- headed by a Captain supported
I y 4 sworn officers and 4 civilian employees
Inspections Office -- headed by a Captain
supported by 10 sworn officers -and 2
civilian clerical persons.
The detailed recommended staffing of the Planning and
Inspection Unit is shown in Appendix GG.
(4) Office Of The Chief Of Police would Be Supported
By Five Sworn Officers And Five Civilian Person-
nel Under Reorganization And Staffing Plans
The recommended plan would create a 10 person
Office of the Chief of Police headed by the Chief of
Police. The Office would be staffed to meet everyday
operating requirements with a mix of sworn officers
and civilian employees. This staff is required to
enable the Chief of Police to:
Deal with seven operating divisions and a
Planning and Inspection staff
Respond to requirements of the Mayor, City
Commission and City Manager
Trouble -shoot pressing immediate problems
Handle public relations and information
requirements of the Office.
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9 t
Think constructively about the future of the
Police Department within the overall context
of the City of :Miami and the surrounding
metropolitan area.
The Chief of Police, under this plan of reorganization
and staffing, will be responsible to the City Manager
for administering a Department consisting of almost
1500 men and women, containing seven operating Divi-
sions, and charged with securing and maintaining the
public peace and tranquility. As such, the Chief of
Police must be provided with the appropriate staff and
organization to properly discharge these duties.
The expanded civilianization recommended as part of this
reorganization and staffing plan is necessary to
Enable the Miami police Department to secure ade-
quate numbers of qualified technicians for its
support operations. These technical personnel
are required to keep pace with the demands of
modern police problems and practices.
Maximize the field presence of sworn officer
personnel and thereby the immediate protection
and service to the people of Miami.
It is believed that the recommended organization and
staffing plan will provide Miami with an optimum mix of
sworn and civilian personnel within its present con-
straints and conditions.
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9
t
MAJOR EFFORT TO ACHIEVE CITIZEN SUPPORT FCR POLICE DEPAR-
`IENT-IS ?ECONU4ENDED
It is essential to its success that the Miami Police
Department undertake a comprehensive program to gain
genuine citizen support and acceptance. To accomplish
this the Department must:
Institute a broad program of community relations
aimed at the deveiooment of a "give and take"
working relationship between citizens and police
personnel
-fiance its composition to be more representative.
Failure to !indertake and to achieve these goals will only
harden the "'us an,3 them" attitude currently in :Miami.
1. 7xnanded Community Relations Program With Too Priority
Status is Recommended
This report recommends that Community Relations, along
with Patrol, be given ton priority in the reorganization
and staffing of the Police Department. The priority
status of Community Relations is emphasized by:
Elevation to Division status with a Deputy Chief
reporting directly to the Chief of Police
',.a expansion of its sworn officer complement by
75 percent and an up -grading of its command
structure
An expansion and up -grading of its civilian em-
ployee complement to reflect the police -civilian
nature of the Division's mission.
The expanded and up -graded status of the Division is in-
tended to enable it to carry out a broad range of programs
to secure citizen support. To be successful these pro-
grams must be a genuine two-way communications effort.
(1) Citizens grime Prevention Council Program Con-
tinuation and Expansion Is Recommended
Miami has made an encouraging start in organizing
an Area -wide Citizens Crime Prevention Council with a
number of neighborhood sub -councils. This program
should be continued and expanded. A combination
civilian -sworn officer staff, under the leadership of
a Community Involvement Supervisor is recommended to
carry out this assignment. Care should be exercised
to utilize the combined staff approach in dealing with
9 t
the Council or sub -councils. Care must also be taken
to maintain full communi —tions between the Deoart:aent
and the Council and/or sub -councils. Materials ex-
plaining the benefits and responsibilities of neigh-
borhood sub -council status should be prepared and a
directed program of expansion undertaken.
(2) Crime :catch Program Zx^ansion Is Recommended
Miami has an active Crime Watch Program, but it
should be more active and expansion minded because
this is, potentially, the most productive program to
foster citizen -police cooperation. ?,combination
sworn officer -civilian staff, -,rider the leadershio of
sworn officers, is recommended to execute this program.
For many neighborhoods or communities not yet
ready to accept the organized responsibilities of
neighborhood crime arevention sub -council status, a
crime watch program is a sound and productive starting
point. Materials explaining the elements of crime
watch should be prepared and an aggressive expansion
effort undertaken. Again, care must be taken to main-
tain complete two-way communications.
(3) Community Based Policing Is Recommended On An
Bxperimental Basis
Community based policing, an aggressive attempt
to match community policing needs with police re-
sources, is based on continuing communications between
citizens and police (see discussion of community based
policing pp. 33-35 this report). It incorporates ;many
of the features of the Crime Watch Program and the
Citizens Crime Prevention Council Program into an
overall program along with such policing concepts as
directed patrols, crime analysis, and severl aspects
of ICAP (Integrated Criminal Apprehension Program).
It is recommended that two volunteer communities
be selected as demonstration areas of this concept
(see pp. 33-35 for discussion of community based
policing). The commander of the Community Relations
Division should provide leadership in this effort.
Close support and cooperation must be provided by the
commander of the Patrol Division. In approaching a
community to participate in the program, the following
subjects should be discussed:
Boundaries of area under consideration.
Discussion may result to revision of area.
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p_��q rn t
.3
Special problems existing in area from
standpoint of ooc:l citizens anu oolice.
Present police services in area and descrip-
tion of other services desired.
Limits on resources
:Went and the City.
up front, that this
program.
available to the Deoart-
Lt :dust be inderstood,
is not a blank check
Perspectives of ponce held by citizens and
�f communi t•i -_, ; cii;:9.
!echanism for continuation of communications
between community and police.
The nu. -nose of such discussions, it gust be kept in
mind, is to arrive at a mutually understood program of
oolice services which the community •gill actively
support.
(4) Realianment of Service Sectors Is Recommended For
Anal•/sis And Studv
At the same time the Department is planning its
effort to achieve greater citizen support, the tradi-
tional six sectors, which have long been the basis for
administering police services and maintaining activity
statistics, should be analyzed. The purpose would be
to determine if a realignment of the sectors is called
for based on up -dated conditions. The demography and
the land uses within these sectors have changed, in
some cases quite radically, since the areas were
originally established. In addition, there are now
fairly sizable divergencies in area, population and -
workload for each of the sectors.
The sectors are divided into zones to establish
35 basic patrol areas city-wide. The sectors range
from 2.58 to 9.83 square miles in size and from
roughly 27,600 to 121,000 in population. The more
important zones, the basis for patrol activity, range
from less than half a square mile to as much as 1.6
square miles and from about 3,500 to 20,000 in popula-
tion. While assignment of more or less personnel to
various sectors and zones may equalize these vari-
ances, analysis of calls for service, crime statis-
tics, land -use, population make-up, and other signifi-
cant data may indicate a need for revision. In turn,
this may call for changes in basic patrol assignments
and activity.
-65-
Therefore, it is recommended that the new Office
of Planning and Inspection undertake this type of
analysis and study as a priority ;natter. Factors to
be considered should include but not be limited to:
Population density and ma{e-un
Area and development by tape and density
Neighborhood cohesi•�eness and homogeneity
Crime incidence by tape and time
Calls for ser7e b•i tvpe and time.
These factors should be studied on the basis of the
smallest areas for whi.:h Ja`_a ;s ^vai13ble and ,hen
aggregated into larger area uniza for final decisions.
The new Community Relations Division should be
involved in the study process and utilized to secure
citizen input to the process. In addition, commanders
of other divisions, and their staffs, should be con-
sulted. In the final analysis, t:,e Chief of Police
must make the final decision after appropriate consul-
tation with all concerned orties.
The thrust of all these activities is to provide better,
more responsive police services to the citizens of Miami
and to achieve their support. As such, the Communitv
Relations Division :rust take a leadership role in this
effort at the forefront of relations with the people of
Miami.
2. Accelerated Effort To Improve Composition of Sworn
Officer Force is Recommended
The Miami Police Department has made significant
improvment in the overall composition of its sworn officer
force in the last few years. In comparison to the 1970.
Census data for the labor market of the City of Miami, tine
sworn officer force composition is as follows:
Police Percent City Percent
1/5/83 1970 Census
White 43 24
Spanish 40 57
Black 17 19
The 1980 Census data for the labor market of the City of
Miami has not yet been released. However, the data above
indicates the need for further improvement despite im-
pressive progress in the last few years.
The need for improvement becomes more apparent when
the same figures are broken down by rank for the entire
sworn officer force.
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Therefore, it is recommended that the new Office
of Planning and Inspection undertake this type of
analysis and stud_; as a priority :natter. Factors to
be considered should include but not be limited to:
Population density and ma:Ke-up
Area and development by type and density
'Jeighbornood cohesiveness and homogeneity
Crime incidence by type and time
Calls for serve by type and time.
These factors should be studied on the basis of the
smallest areas for •Nni7h Bata is available and t.en
aggregated into larger area units for final decisions.
The new Community Relations Division should be
involved in the Study process and utilized to secure
citizen input to the process. In addition, commanders
of other divisions, and their scams, should be con-
sulted. In the final analysis, the Chief of Police
must make the final decision after appropriate consul-
tation with all concerned prties.
The thrust of all these activities is to provide better,
more responsive police services to the citizens of Miami
and to achieve their support. As such, the Community
Relations Division :rust take a leadership role in this
effort at the forefront of relations with the people of
Miami.
2. Accelerated Effort To Improve Composition of Sworn
Officer Force is Recommended
The Miami Police Department has made significant
improvment in the overall composition of its sworn officer
force in the last few years. In comparison to the 1970.
Census data for the labor market of the City of Miami, the
sworn officer force composition is as follows:
Police Percent City Percent
1/5/83 1970 Census
White 43 24
Spanish 40 57
Black 17 19
The 1980 Census data for the labor market of the City of
Miami has not yet been released. However, the data above
indicates the need for further improvement despite im-
pressive progress in the last few years.
The need for improvement becomes more apparent when
the same figures are broken down by rank for the entire
sworn officer force.
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O_A mq r• � t
f t
Therefore, it is recommended that the new Office
of Planning and Inspection undertake this type of
analysis and study as a priority matter. Factors to
be considered should include but not be limited to:
Population density and make-up
Area and development by type and density
Neighborhood cohesiveness and homogeneity
Crime incidence by type and time
Calls for serve by type and time.
These factors should be studied on the basis of the
smallest areas for which data is available and .hen
aggregated into larger area units for final decisions.
The new Community Relations Division should be
involved in the study process and utilized to secure
citizen input to the process. In addition, commanders
of other divisions, and their staffs, should be con-
sulted. In the final analysis, the Chief of Police
must make the final decision after appropriate consul-
tation with all concerned arties.
The thrust of all these activities is to provide better,
more responsive police services to the citizens of Miami
and to achieve their support. As such, the Community
Relations Division must take a leadership role in this
effort at the forefront of relations with the people of
Miami.
2. Accelerated Effort To Improve Composition of Sworn
Officer Force is Recommended
The Miami Police Department has made significant
improvment in the overall composition of its sworn officer
force in the last few years. In comparison to the 1970.
Census data for the labor market of the City of Miami, 6he
sworn officer force composition is as follows:
Police Percent City Percent
I/5/83 1970 Census
White 43 24
Spanish 40 57
Black 17 19
The 1980 Census data for the labor market of the City of
Miami has not yet been released. However, the data above
indicates the need for further improvement despite im-
pressive progress in the last few years.
The need for improvement becomes more apparent when
the same figures are broken down by rank for the entire
sworn officer force.
C U.-M
Percent
Percent
Percent
Rank
White
Spanish
Black
Chief
100
-
-
Asst. Chief
100
-
-
Deputy Chief
33.3
33.3
33.3
Major
75
12.5
12.5
Captain
90
10
-
Lieutenant
80
17.5
2.5
Sargeant
70
15
15
Police Officer
37
46
17
Labor Market Miami
24
56
19
Stillanother indication of the problems to be overcome is
a similar analysis by organizational unit for the sworn
officer force as of 1-5-33.
Percent
Percent
Percent
Jn.L
White
Spanish
Black
Patrol - Platoon A
35
47
18
Patrol - Platoon B
32
45
23
Patrol - Platoon C
43
47
10
Special Police Unit
53
34
13
Task Force
46
31
23
Person Crimes
46
40
14
Property Crimes
61
23
16
Crime Prevention
9
50
41
Youth Development
13
17
70
motors
52
27
21
Accident Invest.
58
37
6
Special Invest.
49
46
5
Internal Security
60
29
11
Communications
62
26
12
Recruitment
47
30
23
Recruits
21
69
10
Training
63
23
14
Support
77
14
9
Staff
70
20
10
Command
74
13
13
Labor Market Miami
24
57
19
,lhile it is not feasible, or even desirable, to have a
sworn officer force that exactly mirrors the local labor
market composition in all ranks and in all units, it is
imperative that substantial improvement be made, particu-
larly in the ranks above Police Officer and in several of
the units listed above.
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T
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(1) City Policies of Last Three Years Have Contrib-
uted to Improved Composition of Sworn Officer
Force
Two City policies, expansion of the Police
Department and a requirement or 80 percent minority
hiring, have made it possible for the Police Depart-
ment to improve its composition. Of 449 Police Of-
ficers and recruits on the force as of January 5, 1983
with three years or less tenure, 343 or 76% are minor-
ities (Spanish, Black and females). The total ap-
pointments for the last three years are composed of
the following:
Group
4 Appointed
of Total
White Male
106
23
White Female
17
03
Spanish Male
247
55
Spanish Female
7
02
Black Kale
51
11
Black Female
21
06
Total
449
100
Within this total, only 45 or 10 percent were females.
Indeed, the 343 minorities appointed in the last three
years constitue 54.7 percent of all minorities on the
sworn officer force as of January 5, 1983.
(2) The 80 Percent Requirement Must Be Continued For
Future Appointments and Promotions I'f Acceptable
Improvement of Sworn Officers' Composition Is To
Be Achieved
The effectiveness of the 80 percent requirement
in improving the composition of the sworn officer •�
force is proven by before and after data.
Of all sworn officers
less experience, the
76 percent.
Of all sworn officers
years experience, the
48 percent.
with three years or
minorities constitute
with more than three
minorities constitute
The minorities (all Females, Spanish males and Black
males) number 343 out of 449 with three or less years
experience as of January 5, 1983. The minorities num-
ber 284 out of 591 with more than three years experi-
ence as of January 5, 1983.
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0
The need for improvement in the ranks above
Police Officer is proven by data showina
Of all sworn officers hording a rank above
Police Office as of January 5, 1983, the
minorities constitute 31 percent.
of all sworn officers holding a rank above
Police Officer as of January 5, 1983 Spanish
males constituted 13.6 percent, Black males
11.3 percent, and all females 6.6 percent of
the total.
All of the sworn oersonnel above the rank of Police
Officer have more than three years experience.
Clearly the 80 percent requirement is effective in
changing and improving the composition of the sworn
officer force and rust be continued to impact the
ranks above Police Officer as well as to continue
improvement in Police Officer composition.
(3) Advanced Training Is Recommended For Improved
Composition In Ranks Above Police Officer
Given the tenure composition of the sworn officer
force with its predominance of short tenure personnel,
the tradition ;methods of promoting officers will be
underproductive in terms of improving composition.
The key to accomplishing improved composition without
sacrificing quality lies in revised promotion require-
ments including:
Pre -promotional training
Reduced time in grade as eligiblity for pro-
motional exams
Revised weighting of portions of promotional
exams to give greater weight to "Job Knowl-
edge" and "Psychological" parts of the
written exam.
Provision of points for time in preferred
assignments related to promotional position.
Use of assessment centers to assist in
candidate evaluation.
The most important of these factors is the provision
or pre -promotional training. Such training courses
should be constructed immediately and offered to
aspiring individual officers on a volunteer basis.
ri
0
Properly constructed and competently taught, these
courses can off -set the traditional time -in -grade
requirements for promotion.
The importance of improved composition of the sworn
officer force cannot be over emphasized. It is more than
a question of equity. It is an essential element of
securing citizen support and confidence. 'without such
support and confidence, the Police Department faces an
immensely more difficult mission in securing and pre-
serving the peace and tranquility of Miami.
• 'S
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0
IMPLEMENTATION WILL REQUIRE A TWO YEAR EFFORT
Implementation of this reorganization and staffing
plan will be a complex and demanding task. It is
estimated that approximately two years will be required to
achieve the goals set forth in this report. Successful
implementation will require careful planning, detailed
administration, and attentive monitoring of progress. A
logical sequencing of steps within the overall project
will be crucial.
1. Stage One of Implementation Will Last About Three
Months
Stage One of implementation will be primarily one of
planning and commencing priority one actions. The major
elements of stage one will be:
Continuation of first phase civilianization
program.
Appointment of Police Department coordinator for
reorganization and staffing project. This person
should be directly responsible to the Chief of
Police for implementation of the project.
t,
Appointment of City Manager's coordinating
committee for this project. Chaired by an
appropriate person from the City manager's��
Office, this committee should consist of the
Police Department coordinator and single
representatives of the Human Resources Department
and the Management and Budget Department. The
purpose of the committee would be to coordinate
and expedite interdepartmental actions in support
of the project and to monitor project progress..
Appointment of priority one positions in the
Police Department. This would consist of:
Assistant Chief of Police for Patrol Division
Deputy Chief of Police for Community
Relations
Commanding Officer for Planning and
Inspection Office.
Business Manager for Business Management
Division
Training Supervisor for Support Services
Division.
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•
,r _
i
i
IMPLEMENTATION WILL REQUIRE A TT,70 YEAR EFFORT
Implementation of this reorganization and staffing
plan will be a complex and demanding task. It is
estimated that approximately two years will be required
achieve the goals set forth in this report. Successful
implementation will require careful planning, detailed
administration, and attentive monitoring of progress. A
logical sequencing of steps within the overall project
will be crucial.
1. Stage One of Implementation gill Last About Three
Months
Stage One of implementation will be primarily one of
planning and commencing priority one actions. The major
elements of stage one will be:
Continuation of first phase civilianization
program.
to
Appointment of Police Department coordinator for
reorganization and staffing project. This person
should be directly responsible to the Chief of
Police for implementation of the project.
Appointment of City Manager's coordinating
committee for this project. Chaired by an
appropriate person from the City Manager's
Office, this committee should consist of the
Police Department coordinator and single
representatives of the Human Resources Department
and the Management and Budget Department. The
purpose of the committee would be to coordinate
and expedite interdepartmental actions in support
of the project and to monitor project progress..
Appointment of priority one positions in the
Police Department. This would consist of:
Assistant Chief of Police for Patrol Division
Deputy Chief of Police for Community
Relations
Commanding Officer for Planning and
Inspection Office.
Business Manager for Business Management
Division
Training Supervisor for Support Services
Division.
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Q..R1-
0 0
Upon appointment these officials should assess the current
state of their programs and personnel, develop detailed
plans for implementation of programs assigned to them by
the Chief of Police and by this report, and receive
approval of plans from Police Department coordinator and
Chief of Police. Upon approval, the implementation of
plans should proceed. The Chief of Police will have to
make necessary interim appointments to cover gaps created
in organization by the above appointments.
2. Stage Two of Implementation Will Last About Four :Months
Stage Two of implementation will be one of
implementation for actions commenced in Stage one and of
commencing additional actions. The major elements will be:
Continuation of first phase civilianization
program and commmencement of second phase
civilianization program
Appointment of priority two positions in the
Police Department. This would consist of:
- Assistant Chief of Police for Investigations
- Assistant Chief of Police for Special
Services
- Deputy Chief of Police for Traffic and
Special Events
- Support Services Manager for Support
Services Division
- Personnel Supervisor for Personnel office
Upon appointment these officials should assess.sthe
current state of their programs and personnel.
Detailed plans for implementation of programs assigned
to them by the Chief of Police and by this report
should be prepared and approval secured from the
Police Department coordinator and the Chief of
Police.
Implementation of pre -promotion training by Training
Supervisor
Design of skills training programs by Training
Supervisor in conjunction with Departmental Training
Committee
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.,
W.r I�lt�
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Implementation of Community Based Policing
project by Commander of Patrol Division in
conjunction with Commander of Community Relations
Division
Commence study of patrol sectors and zones by
Planning and Inspections
Design of career service programs by Personnel
Supervisor for sworn and civilian personnel
Commence MDT programs assessment and design
acquisition program I Manning and Inspections
Develop guidelines for police data bases by
Planning and Inspections in conjunction with
Department of Computers
Commence broad community relations program by
Community Relations Division.
3. Stage Three of Implementation Will Last About Ten
Months
Stage Three of implementation will be one of
implementation of actions previously commenced,
adjustments to programs based on experience and changing
conditions, and commencement -of additional actions. The
major elements will be:
Completion of first phase civilianization program
Appointment of additional command and supervisory
personnel called for by this plan
Skills training program, including attendance at
outside institutions, should become an
operational program during this stage
Community based policing projects should become
an operational program during this stage and
evaluation should commence
Study of patrol sectors and zones should be
completed and any realignments called for should
be instituted
MDT equipment and programs should be acquired and
installed during this stage
-73-
r�--....� 9 ti it
A
0
Data bases should be installed and become
operational in this stage
Comprehensive inspections program should be
initiated and become operational during this
stage.
4. Stage Four of Implementation Will Last About Seven
Months
Stage Four of implementation will be one of
adjustments to programs based on experience and changing
conditions and of evaluation of results. The major
elements will be:
Completion of second phase civilianization program
Completion of reorganization and staffing program
Community based policing evaluation should be
completed and a decision to expand or abandon the
concept made
Skills training, along with experience gained
during two years, should have substantially
closed experience and training gap. However
training must be continued on an intensive basis
Evaluation and monitoring of overall program
should be completed and report submitted to City
Manager for transmittal to Mayor and City
Commission.
These four stage of implementation call for a demanding
program of change and improvement in the Police
Department. As such, it is a major policy and
administrative program that will tax the capacities of.*,.,
the Police Department.
5. Cost of Program Estimated at $850,000 in First Year
and At $1,350,000 in Second Year o Effort
If this recommended reorganization and staffing plan
proceeds as recommended and at the pace assumed, it is
estimated that costs for the first year of the effort will
amount to about $850,000 and approximately $1,350,000 for
the second year of the effort. If the program were to
commence June 1, 1983, the fiscal year costs would be as
follows:
-74-
0 #
1982-83 - $ 50,000
1983-84 - $1,200,000
1984-85 - $1,430,000
This assumption covers more than the two years required to
complete the o_rogram. However the fiscal year estimates
recognize the requirements for full year funding on a
continuing basis in 1984-85 once the program is completed.
-75-
�]
7
APPENDIX A
Tenure -Composition All Sworn Officers Miami Police*
Departmental Tenure In Yea
Totals 20 Plus 15-20 10-15 5-10 3-5 2-
Chief
1
White Male
1
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Assistant Chiefs
3
White Male
3
1
1 1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Deputy Chiefs
3
White Male
1
1
White Female
Spanish Male
1
1
Spanish Female
Black Male
1
1
Black Female
Majors
8
White Male
6
5
1
White Female
Spanish Male
1
1
Spanish Female
Black Male
1
1
Black Female
Captains
10
White Male
9
5
4
White Female
Spanish Male
l
1
Spanish Female
Black Male
Black Female
A-1
a
APPENDIX A
Tenure -Composition All Sworn Officers Miami Police*
(continued)
Departmental
Tenure
In
Years
Totals
20 Plus
15-20
10-15
5-10
3-5
2-3 2
or less
Lieutenants
40
White Male
30
9
11
8
2
White Female
2
2
Spanish Male
7
2
5
Spanish Female
Black Male
1
1
Black Female
Sargeants
147
White Male
95
20
25
43
6
1
White Female
8
1
1
5
1
Spanish Male
19
1
1
10
6
1
Spanish Female
2
2
Black Male
21
4
6
9
2
Black Female
2
1
1
Police Officer
828
White Male
266
15
25
65
41
15
27
78**
White Female
39
2
1
4
7
8
3
14**
Spanish Male
366
2
12
36
71
57
190**
Spanish Female
9
1
1
2
5**
Black Male
105
2
2
11
9
30
16
35**
Black Female
39
1
3
2
12
1
20**
Other
2
1
1
TOTALS
lt040
72
82
180
117
140
107
342**
*As of January 5,
1983
**includes 65 recruits
in
training
A-2
F1
`J
APPENDIX A
Tenure -Composition All Sworn Officers Miami Police*
(continued)
Departmental
Tenure
in Mears
Totals
20 Plus
15-20
10-15
5-10
3-5
2-3 2
or less
Lieutenants
40
White Male
30
9
11
8
2
White Female
2
2
Spanish Male
7
2
5
Spanish Female
Black Male
1
1
Black Female
Sargeants
147
White Male
95
20
25
43
6
1
White Female
8
1
1
5
1
Spanish Male
19
1
1
10
6
1
Spanish Female
2
2
Black Male
21
4
6
9
2
Black Female
2
1
1
Police Officer
828
White Male
266
15
25
65
41
15
27
78**
White Female
39
2
1
4
7
8
3
14**
Spanish Male
366
2
12
36
71
57
190**
Spanish Female
9
1
1
2
5**
Black Male
105
2
2
11
9
30
16
35**
Black Female
39
1
3
2
12
1
20**
Other
2
1
1
TOTALS
1,040
72
82
180
117
140
107
342**
*As of January 5,
1983
**Includes 65 recruits
in
training
A-2
0
0
APPENDIX B
Tenure -Composition Patrol Platoon A Miami Police*
Departmental Tenure In Years
Totals 20 Plus 5-20 10-15 5-10 3-5 2-3
Captains 1
White Male 1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
4
White Male
3
White Female
Spanish Male
1
Spanish Female
Black Male
Black Female
Sargeants
10
White Male
5
White Female
Spanish Male
1
Spanish Female
1
Black Male
3
Black Female
Police officer
113
White Male
28
White Female
7
Spanish Male
54
Spanish Female
3
Black Male
15
Black Female
6
Other
TOTALS
128
*As of January 5,
1983
3
1
2
1
1
8
1
3
1
1
1 2
4 3 1
1
2
2 2
1
8 13 4
B-1
2
4
13
1
1
3
8
7
37
3
6
1
4
1
1
3
18
14
63
_,i- 1. ti �
11
APPENDIX C
Tenure -Composition Patrol Platoon B Miami Police*
j
Departmental
Tenure
In
Years
Totals
20 Plus
15-20
10-15
5-10
3-5
2-3 2
or less
Captains
1
White Male
White Female
Spanish Bale
1
i
Spanish Female
Black Male
Black Female
Lieutenants
4
White Male
2
1
1
White Female
1
1
Spanish Male
1
1
Spanish Female
Black Male
Black Female
Sargeants
14
White Male
8
1
3
2
1
1
White Female
3
1
1
1
Spanish Male
Spanish Female
Black Male
3
1
1
1
Black Female
Police Officer
124
White Male
28
1
1
1
2
4
19
White Female
1
1
Spanish Male
63
3
10
4
46
Spanish Female
1
1
Black Male
21
1
3
3
14
Black Female
9
9
Other
1
1
TOTALS
143
5
7
8
8
14
13
88
*As of January 5,
1983
C-1
4
APPENDIX D
Tenure -Composition Patrol Platoon C Miami Police*
Departmental Tenure In Year
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3
Captains
1
White Male
1
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
4
White Male
1
1
White Female
1
1
Spanish Male
2
2
Spanish Female
Black Male
Black Female
Sargeants
14
White Male
8 1
1
6
White Female
1
1
Spanish Male
3
3
Spanish Female
Black Male
2
2
Black Female
Police Officer
101
White Male
32 1
1
2 2
2
3
21
White Female
7
1
6
Spanish Male
52
5
6
41
Spanish Female
Black Male
7
1
3
3
Black Female
3
3
Other
TOTALS
120 2
3
18 3
10
10
74
*As of January 5,
1983
D-1
ess
APPENDIX D
Tenure -Composition Patrol Platoon C Miami Police*
Departmental
Tenure
In
Years
Totals
20 Plus
15-20 10-15
5-10
3-5
2-3 2
or_less
Captains
1
White Male
1
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
4
White Male
1
1
White Female
1
1
Spanish Male
2
2
Spanish Female
Black Male
Black Female
Sargeants
14
White Male
8
1
1
6
White Female
1
1
Spanish Male
3
3
Spanish Female
Black Male
2
2
Black Female
Police Officer
101
White Male
32
1
1
2
2
2
3
21
White Female
7
1
6
Spanish Male
52
5
6
41
Spanish Female
Black Male
7
1
3
3
Black Female
3
3
Other
TOTALS
120
2
3
18
3
10
10
74
*As of January 5,
1983
D-1
NNW
0
APPENDIX E
Tenure -Composition Special Police Unit Miami Police*
Totals
Captains
1
White Male
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
2
White Male
2
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
11
White Male
7
White Female
1
Spanish Male
2
Spanish Female
Black Male
1
Black Female
Police Officer
109
White Male
45
White Female
1
Spanish Male
47
Spanish Female
Black Male
13
Black Female
2
Other
1
TOTALS
123
*As of January Sp
1983
Departmental Tenure In Years
us 15-20 10-15 5-10 3-5 2-3 27 or less
1
2 3
2
1
1
1
I
3 5
10
11
2
7
7
1
4
8
7
16
12
2
2
5
4
1
1
1
7 9
21
21
13
28
24
E-1
==
E
OP
APPENDIX F
Tenure -Composition Task Force Miami Police*
Totals
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
1
White Male
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
3
White Male
2
;?hite Female
Spanish Male
1
Spanish Female
Black Male
Black Female
Police Officer
22
White Male
8
White Female
1
Spanish Male
7
Spanish Female
Black Male
5
Black Female
1
Other
TOTALS
26
*As of January 51
1983
Departmental Tenure In Years
us 15-20 10-15 5-10 3-5 2-3
1
1 1
1
4
2
2
1
2
4 1
1
3 1
1
1 1
5
6
11 2
F-1
ss
.4
APPENDIX G
Tenure -Composition Person Crimes Unit Miami Police*
Departmental Tenure In Years
Totals 20 Plus 5-20 10- 5 5- 0 3-5 2-3 2 or less
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
2
White Male
1
1
White Female
Spanish Male
1
1
Spanish Female
Black Male
Black Female
Sargeants
10
White Male
7 1
1
2
3
White Female
Spanish Male
2 1
1
Spanish Female
Black Male
2
1
1
Black Female
Police Officer
42
White Male
13
1
9
3
White Female
4
1
1
1 1
Spanish Male
18
2
2
12
2
Spanish Female
1
1
Black Male
5
1
2
1
1
Black Female
1
1
Other
TOTALS
55 2
4
16
11
16
5 1
*As of January 5,
1983
,
G-1
APPENDIX H
Tenure -Composition Property Crimes Unit Miami Police*
Departmental Tenure In Years
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
2
White Male
2
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
7
White Male
5
White Female
Spanish Male
1
Spanish Female
Black Male
1
Black Female
Police Officer
34
White Male
17
White Female
2
Spanish Male
9
Spanish Female
Black Male
6
Black Female
Other
TOTALS
43
*As of January 5,
1983
or lea
3
2
1
1
1 2
7
3
1
1
2
2
2
2
3
2
2
1
2
1
3 6
13
7
8
3
3
H-1
w"
t+L• Ru �
APPENDIX I
Tenure -Composition Crime Prevention Miami Police*
Totals
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
1
White Male
White Female
Spanish Male
1
Spanish Female
Black Male
Black Female
Sargeants
1
White Male
White Female
Spanish Male
1
Spanish Female
Black Male
Black Female
Police Officer
10
White Male
1
White Female
Spanish Male
3
Spanish Female
1
Black Male
3
Black Female
2
Other
TOTALS
12
*As of January 5,
1983
us
De
S;
I-1
ntal
—I S
1
1
2
3 1
ure In Years
0 3-5 2-3
1
2 1
1
I 2
4 4
ess
I��r err I U l�
APPENDIX J
Tenure -Composition Youth Development Miami Police*
Departmental Tenure In Years
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3 2 or less
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
1
White Male
White Female
Spanish Male
Spanish Female
Black Male
1
1
Black Female
Sargeants
1
White Male
White Female
Spanish Male
Spanish Female
Black Male
1
1
Black Female
Police Officer
15
White Male
White Female
2
1
1
Spanish Male
3
Spanish Female
Black Male
7
1
2
Black Female
3
1
Other
TOTALS
17
3
4 1
*As of January 5,
1983
J-1
.s
1
2
1 2
1
2
4 2
3
OM
r-r= w mum
KV nay
W
APPENDIX K
Tenure -Composition Motors Unit Miami Police*
Totals
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
3
White Male
3
White Femz.le
Spanish Male
Spanish Female
Black Male
Black Female
Police Officer
30
White Male
14
White Female
Spanish Male
9
Spanish Female
Black Male
7
Black Female
Other
TOTALS
33
*As of January 5,
1983
3
2
5
Departmental Tenure In Years
s 15-20 10-15 5-10 3-5 2-3
1 6
2
1 2
3
1 5
3
4
1
K-1
6 8 6 7
ess
Is
APPENDIX L
Tenure -Composition Accident Investigation Miami Police*
Departmental Tenure In Years _
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3 2 or less
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants 1
White Male 1 1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Police Officer 15
White Male 7 1 1 1 2 2
White Female 1 1
Spanish Male 6 3 3
Spanish Female
Black Male 1 1
Black Female
Other
TOTALS 16 1 1 2 3 4 5
*As of January 5, 1983
L-1
-� t•io—�
10
APPENDIX M
Tenure -Composition Special Investigations Miami Police*
Departmental Tenure In Years
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3 2 or _less
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
3
White Male
3
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
5
White Male
3
White Female
Spanish Male
1
Spanish Female
Black Male
1
Black Female
Police Officer
29
White Male
10
White Female
1
Spanish Male
16
Spanish Female
Black Male
1
Black Female
1
Other
TOTALS
37
*As of January 5,
1983
1 2
1 2
1
2 2
2
1
1 7 6
M-1-
1
3
1
2
1
6 4
3
I
1
11 5 4 3
.,F.
r�-.. •cam � �
4 0
APPENDIX{ N
Tenure -Composition Internal Security Miami Police*
Departmental
Tenure In
Years
Totals
20 Plus
15-20 10-15
5-10 3-5
2-3 2 or less
Captains
1
White Male
1
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
1
White Male
1
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
9
White Male
6
1
4
1
White Female
Spanish Male
2
1
1
Spanish Female
Black Male
1
1
Black Female
Police Officer
6
White Male
2
1
1
White Female
Spanish Male
3
1
1
1
Spanish Female
Black Male
1
1
Black Female
Other
TOTALS
17
2
2
7
4
1 1
*As of January 5,
1983
N-1
F7 riwKU�
I
2
APPENDIX 0
Tenure -Composition Communications Miami Police*
Departmental Tenure In Years _
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3 2 orless
Captains
1
White Male
1 1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
2
White Male
2
2
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
9
White Male
6 2
1
2
1
White Female
1
1
Spanish Male
1
1
Spanish Female
Black Male
1
1
Black Female
Police Officer
29
White Male
13
2
4
2
2
2 1
White Female
2
1
1
Spanish Male
9
1
2
4 2
Spanish Female
1
1
Black Male
2
1
1
Black Female
2
1
1
Other
TOTALS
41 3
5
10
7
5
6 5
*As of January 5,
1983
0-1
I
2
APPENDIX P
Tenure -Composition Recruit and Selection Miami Police*
Departmental Tenure In Years
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
1
White Male
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
3
White Male
2
White Female
Spanish Male
1
Spanish Female
Black Male
Black Female
Police Officer
22
White Male
7
White Female
2
Spanish Male
7
Spanish Female
Black Male
3
Black Female
3
Other
TOTALS
26
*As of January 5,
1983
1
or
1
3
2
1
1
1
1
4
1
I
1
2
3
1 3
5
4
9
1
3
P-1
11
2
APPENDIX Q
Tenure -Composition Recruits In Training Miami Police*
Totals
Captains
White Male
White Female
Spaniah Male
Spanish Female
Black Male
Black Female
Lieutenants
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Police Officer
White Male
9
White Female
4
Spanish Male
44
Spanish Female
1
Black Male
3
Black Female
4
Other
TOTALS 65
*As of January 5, 1983
Departmental Te
us 15-20 10-15 5-
Q-1
In Years
3-5 2-3 2 or less
9
4
44
1
3
4
ov
�� y
01
0
APPENDIX R
Tenure
-Composition
Training
Miami
Police*
Departmental
Tenure In
Years
Totals 20 Plus
15-20 10-15
5-10 3-5
2-3 2 or
Captains
1
White Male
1 I
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
2
White Male
2 1
1
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants
6
White Male
3
3
White Female
Spanish Male
1
1
Spanish Female
Black Male
1
l
Black Female
1
1
Police Officer
17
White Male
9
2
4
3
White Female
1
l
Spanish Male
5
4
1
Spanish Female
Black Male
2
1 1
Black Female
Other
TOTALS
26 2
3
8
6 4
1 2
*As of January 5,
1983
R-1
es
U
I
APPENDIX S
Tenure -Composition Support Group Miami Police*
Departmental Tenure In Years _
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3 2 or less
Captains
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants 3
White Male 3
1
2
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Sargeants 20
White Male 15
5
7
3
White Female 2
1
1
Spanish Male 1
1
Spanish Female
Black Male 2
2
Black Female
Police Officer 18
White Male 9
3
1
3
2
`
White Female 2
2
Spanish Male 4
1
1
2
Spanish Female 1
1
Black Male 1
1
Black Female 1
1
Other
TOTALS 41
9
10
13
6
1 2
*As of January 5, 1983
Includes: Property, Records, Computer,
Off -Duty
and Special Events,
Identification,
Permits
and
Alarm Ordinance,
Building
Services, Court
Liaison,
Public
Information,
Criminal
Information Center, Fleet
Management.
S-1
1 '*4
APPENDIX T
Tenure -Composition Staff Administrative Group Miami Police*
i
Departmental
Tenure
in
Years
Totals
20 Plus
15-20
10-15
5-10
3-5
2-3 2
Captains
3
White Male
3
1
2
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
7
White Male
6
4
2
White Female
Spanish Male
1
1
Spanish Female
Black Male
Black Female
Sargeants
19
White Male
14
2
2
10
White Female
Spanish Male
1
1
Spanish Female
1
1
Black Male
2
1
1
Black Female
1
1
Police officer
27
White Male
14
1
1
5
1
2
2 .s
White Female
1
1
Spanish Male
9
1
3
3
2
Spanish Female
Black Male
2
1
1
Black Female
1
1
Other
TOTALS
56
6
10
20
6
8
4
*As of January 5,
1983
Includes: Personnel, Plan
and Research, ICAP, Inspections,
Grants,
Supplemental REsources,
Special
Threat
Unit.
T-1
0
2
es
"a•rf
it
APPENDIX T
Tenure -Composition Staff Administrative Group Miami Police*
Departmental
Tenure
In
Years
Totals
20 Plus
15-20
10-15
5-10
3-5
2-3 2 or --less
Captains
3
White Male
3
1
2
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Lieutenants
7
White Male
6
4
2
White Female
Spanish Male
1
1
Spanish Female
Black Male
Black Female
Sargeants
19
White Male
14
2
2
10
White Female
Spanish Male
1
1
Spanish Female
1
1
Black Male
2
1
1
Black Female
1
1
Police Officer
27
White Male
14
1
1
5
1
2
2 � 2
White Female
1
1
Spanish Male
9
1
3
3
2
Spanish Female
Black Male
2
1
1
Black Female
1
1
Other
TOTALS
56
6
10
20
6
8
4 2
*As of January 5,
1983
Includes; Personnel, Plan
and Research, ICAP,
Inspections,
Grants,
Supplemental REsources,
Special
Threat
Unit.
T-1
L.,
_� rhn�
U
2
APPENDIX U
j Tenure -Composition Command Group Miami Police*
Chief
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Assistant Chiefs
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Deputy Chiefs
White Male
White Female
Spanish Male
Spanish Female
Black Male
Black Female
Departmental Tenure in Years
Totals 20 Plus 15-20 10-15 5-10 3-5 2-3 2 or _less
1
1 1
3
3
3
1
1
1
Majors 8
_ White Male 6
White Female
Spanish Male 1
Spanish Female
Black Male 1
Black Female
TOTALS 15
*As of January 5, 1983
1
1
U-1
1
1
2
r�=.: "h ji
4 2
APPENDIX AA
Proposed Table of Organization
Miami Police Department
Chief of Police
Sworn Personnel
Chief of Police 1
Major 1
Captain 1
Sargeant 2
Totals 5
Civilian Personnel
Administrative Assistant III 1
Secretary III 1
Secretary II 1
Typist Clerk II 2
Totals 5
Grand Totals 10
1 2
APPENDIX AA
Proposed Table of Organization
Miami Police Department
Chief of Police
Sworn Personnel
Chief of Police 1
Major 1
Caotain 1
Sargeant 2
Totals 5
Civilian Personnel
Administrative Assistant III 1
Secretary III 1
Secretary II 1
Typist Clerk II 2
Totals 5
Grand Totals 10
= F. 1�11 I
I
APPENDIX BB
Proposed Table of Organization
Miami Police Department
Patrol Division
Division
Platoon
Platoon
Platoon
Special
Task
Sworn Personnel Office
A
B
C
Police Unit
Force
Totals
Assistant Chief
Major
Captain 2
2
2
2
2
-
20
Lieutenant 1
4
4
4
4
2
19
Sargeant 2
16.
16
16
16
4
70
Police Officer -
93
124
124
113
26
480
Totals 7
115
146
146
135
32
581
Civilian Personnel
Secretary II 1
-
-
-
-
-
1
Typist Clerk III 1
-
-
-
-
-
1
Typist Clerk II -
2
2
2
2
1
9
Totals 2
2
2
2
2
1
11
Grand Totals 9
117
148
148
137
33
592
APPENDIX CC
Proposed Table or Organization
Miami Police Department
Investigations Divisiun
General
Juvenile
Criminal.
Indenti-
Divisiun
Property
Person
Assign-
Wamens
Unit
Unit
inrurmat
ficetiun
Corals
Personnel Otf� ice
Crimes
Crimes
merit
Sworn
-
Assistant Chief
Major 1
_
1
-
-
_
14
Captain
_
2
2
4
2
2
2
-
20
Lieutenant 2
4
q
2
2
_
1"lb
Sargeant 2 _
9
32
34
24
18
18
-
police Officer
2
-
164
6
38
40
34
22
22
Totals
Civilian Personnel
1
1
9
I.D. Supervisor -
-
-
24
24
I.D. Technician II -
-
-
_
_
-
-
I
I.D. Technician I -
-
_
-
_
I
Crime Analyst 11 1
_
_
-
_
1
2 a
Crime Analyst I
Secretary II 1
-
3
Interrogation
-
2
1
-
-_
-
1
3
Steno
I
I
-
-
2
3
21
'typist Clerk 111 -
3
3
2
2
3
8
Typist Clerk II 1
5
-
1
1
I
1
3
3
Typist Clerk I -
2
_
_
-
-
2
3
Clerk I
I
_
-
-
_
-
1
Sr. Citizen Aide II _
I
_
-
-
Sr. Citizen Aide I
2
47
H0
q
10
. 6
5
3
3
orals
q
97
244
48
46
39
25
25
Grand Totals 10
APPENDIX CC
Proposed Table of Organization
Miami Police Department
Investigations Division
General
Division
Property
Person
Assign-
Womens
Juvenile
Criminal
Indent i-
Sworn Personnel Ottice
Crimes
Crimes
ment
Unit
Unit
Information
ficatiun
TocaiS
Assistant Chief 1
-
-
-
-
-
-
I
Major I
-
-
-
-
-
-
-
I
Captain -
-
-
2
-
-
-
-
2
Lieutenant 2
2
2
4
2
2
-
-
14
Sargeant 2
4
4
4
2
2
2
-
20
Police Officer -
32
34
24
18
18
-
-
126
Totals 6
38
40
34
22
22
2
-
164
Civilian Personnel
I.D. Supervisor -
-
-
-
-
-
-
1
1
I.D. Technician II -
-
-
-
-
9
9
I.D. Technician I -
-
-
-
-
-
-
24
24
Crime Analyst II 1
-
-
-
-
-
-
I
Crime Analyst I 1
-
-
-
-
-
-
-
I
Secretary II 1
-
-
-
-
-
-
12
Interrogation
Steno -
-
2
1
-
-
-
-
3
Typist Clerk III -
1
1
-
-
-
-
1
3
Typist Clerk II 1
5
3
3
2
2
2
3
21
Typist Clerk I -
2
-
1
1
1
-
3
8
Clerk I -
-
-
-
-
-
-
3
3
Sr. Citizen Aide II -
1
-
-
-
-
-
2
3
Sr. Citizen Aide I -
1
-
-
-
-
-
-
I
otals 4
10
• 6
5
3
3
2
47
80
r'
Grand Totals 10
48
46
39
25
25
4
47
244
L]
APPENDIX DD
Proposed Table of Organization
Miami Police Department
Traffic and Special Events Division
Special
Division
Accident
Events
Permits
Sworn Personnel
Office
Motors
Investigation
Off -Duty
Alarms
Totals
Deputy Chief
1
-
-
-
-
1
Major
1
-
-
-
-
1
Lieutenant
-
2
2
-
-
4
Sargeant
2
4
5
2
-
13
Police Officer
-
34
20
2
-
56
Totals
4
40
27
4
-
75
Civilian Personnel
Master Alarm
Installer
-
-
-
-
1
1
Inspector
-
-
-
1
3
4
Secretary II
1
-
-
-
-
1
Typist Clerk II
1
2
3
2
1
9
Clerk Steno II
-
-
2
-
-
2
Clerk II
-
-
-
Account Clerk
-
-
-
Totals
2
2
5
4
6
19
Grand Totals
6
42
32
8
6
94
� .:...r-
t:
APPENDIX EE
Proposed Table of Organization
Miami Police Department
Community Relations Division
Division
Crime
uelinyuency
Crime
Crime
Office
Prevention
Prevention
Councils
Watch
'Totals
Sworn Personnel
Deputy Chief
Major
1
-
2
l
2
b
Lieutenant
2
2
2
2
LO
Sargeant
2
-
16
16
4
4U
Police Officer
4
20
20
b
H
58
Totals
Civilian Personnel
Community Involvement
Supervisor
l
-
Community Involvement
Specialist II
-
1
1
Youth Casework Supervisor
_
-
1
L
Administrative Asst.
II
_
b
2
a
Community Involvement
Specialist I
-
_
-
2
Youth Caseworker II
-
-
_
l
2
_
_
_
2
Youth Caseworker I
_
l
Community Caseworker
II
-
2
_
_
_
2
Community Caseworker
I
_
2
_
Secretary II
1
1
3
1
1
a
Typist Clerk II
2
4
6
9
10
4
Totals
8
26
29
16
12
91
GrandTotal s
Ii
f.
Sworn Personnel
Assistant Chief
Major
Captain
Lieutenant
Sargeant
Police Officer
Totals
Civilian Personnel
Asst. City Attorney
Pub. Info. Supervisor
Pub. Info. Officer
Crime Analyst II
Legal Steno
Secretary II
Interrogation Steno
Typist Clerk II
Totals
Grand Totals
APPENDIX FF
Proposed Table of Organization
Miami Police Department
Special Services Division
Division
Internal
Special Legal Public
InterAgency
Office
Security
Investigation Unit Intor►nation
Liasun
Totals
1
-
- - -
-
1
1
1
1 - -
1
4
2
1
1 -
1
5
-
2
2 - -
2
6
-
10
6 - -
2
18
-
10
36 - -
-
46
4
24
46 - -
6
80
- -
-
2
-
-
- -
-
-
7
- 7
2
1 3
4
4 4
6
3
tG
1 28
8 28
52
3
10
7 108
4
APPENDIX GG
Proposed Table of Organization
Miami Police Department
Planning and Inspection Unit
Sworn Personnel
Major
Captain
Lieutenant
Sargeant
Police Officer
Totals
Civilian Personnel
Planning Manager
Senior Crime Analyst
Crime Analyst II
Crime Analyst I
Senior Management Analyst
Management Analyst II
Management Analyst I
Secretary II
Typist Clerk II
Totals
Grand Totals
Unit
Office
Planning
ICAP
Inspection
Totals
A.
-
-
-
1
2
-
-
2
2
4
1
2
2
4
9
-
2
-
4
6
2
4
5
11
22
2
- 2
1
-
3
- 2
-
-
2
1 1
-
-
2
- 2
2
2
6
1 12
4
2
19
3 16
9
13
41
!. = W =W W"
i
Sworn Personnel
Lieutenant
Sargeant
Police Officer
Totals
Civilian Personnel
Business Manager
Administrative Asst. II
Purchasing Supervisor
Purchasing Assistant
Personnel Supervisor
Senior Personnel 'Tech.
Personnel Tech.
Senior Accountant
Accountant II
Accountant I
Account Clerk
Budget Supervisor
Management Analyst II
Management Analyst I
Systems Analyst III
Systems Analyst II
Payroll Supervisor
Administrative Aide 11
Secretary I1
APPENDIX NN
Proposed Table of Organization
Miami Police Department
Business Management Division
Division Internal Budget
Office Accounting Analysis Payroll Persunnel •Purchasinj Tutals
1 - 1
10 - 10
13 - 13
a
- a
r'
4
W
I
Typist Clerk III
Typist Clerk II
Clerk III
Clerk I
Totals
Grand Totals
APPENDIX HN (continued)
Proposed Table of Organization
Miami Police.Department
Business Management Division
Division Internal
Accounting
Budget
Analysis
Payroll
Perssunnel
Purc_ hosing
rutals
Office
-
1
2
l
_
1
4
10
i5
9
6
L3
4
41
3 6
y
6
26
4
54
3 6
10
4w
t
Typist Clerk III
Typist Clerk II
Clerk III
Clerk i
Totals
Grand Totals
APPENDIX NH (continued)
Proposed Table of Organization
Miami Police.Department
Business Management Division
Division
Internal
Budget
Office
Accounting
Analysis
Payroll
PersunneL
Purchasing
Tutals
-
-
1
2
1
-
4
-
1
2
1
S
1
10
-
-
-
1
-
-
1
—
1
-
-
-
-
1
3
6
9
6
1.3
4
41
3
6
9
6
26
4
54
r-I
WU
w
Sworn Personnel
Lieutenant
Sa rg eant
Police Officer
Totals
Civilian Personnel
Support Services Mgr.
Administrative Asst. 11
Management Analyst II
Communications Supervisor
Communications Operator
Supervisor
Communications Operator
Property Manager
Asst. Property Manager
Property Supervisor
Property Specialist II
Property Specialist I
Accountant I
Bldg, Fleet Supervisor
Administrative Asst. I
Fdcility Attendant
Duplicating Equip. Op.
Photo Lithographer
Laborer
Court Liason Supervisor
Records Supervisor
Administrative Aide I
APPENDIX I1
Proposed Table of Organization
Miami Police Department
Support Services Division
Division Communi- Bldg, Fleet
Court
Otfice cations Property Mgt.
Liason Records
Training
Totals
- 5 -
1 -
2
8
- 10 - -
- -
2
12
- 16 - -
1 -
6
23
15 15
- 82
- - 1
1
b
3 - - - - 3
22 - - - - 22
4W
APPENDIX II (Continued)
Proposed Table of Organization
Miami Police Department
Support Services Division
Division
Communi-
Bldg, Fleet
Court
Liason
kir.:urds
Training
Totals
Office
cations
Pro ert
Mgt. —
—
_
1
1
Training Supervisor
-
_
_
-
-
2
6
Curriculum Specialist
_
_
_
-
'
Training Specialist
Range Operator
Video Specialist
Secretary II
_
3
_
4
2
14
Typist Clerk III
_
q
1
2
4
Typist Clerk II
1
_
_
_
2
2
_
3
Typist Clerk I
-
_
_
-
-
3
-
7
Clerk III
_
-
-
7
_
4
Clerk II
-
_
-
-
-
q
2
_
2
Clerk I
_
_
-
-
-
5
_
5
Sr. Citizen e
_
_
_
Sr. Citizen i `-
6
31
15
203
5
101
38
7
Totals
7
31
21
22b
5
117
38
7
Grand Totals