HomeMy WebLinkAboutItem #01 - Discussion ItemCITY OF MIAM1. FLORIDA
INTEROFFICE MEMORANDUM
TO Mayor and Members of the DATE. October 5, 1981 FILE:
cityCommission
SUBJECT Consultants' Deport on
Police Utiliz&tibn
REFERENCES- '
`RO''' Howard V . Gary
City Manager ENCLOSURES.
Transmitted herewith is a report on Utilization of Personnel in
the Miami Police Department which has been prepared and submitted
by the City's Management Consultants. This report was completed
pursuant to an agreement approved by the Mayor and City Commission.
The Consultantswill be present at the October 7 Commission Meeting
to discuss this report.
I urge the Mayor and City Commissioners to study this report inas-
much as it suggests an alternative means of addressing Miami's
crime problems as compared to the present plans encompassed in the
budget. The Consultants feel that their recommendations will pro-
vide improved police protection more quickly than will the present
budget plans. They estimate the costs of their approach for 1981-82
as no more than the present Police Department appropriation.
The Consultants' recommendations can be summarized as achieving
higher quality police protection more quickly by accelerated ckvil-
ianization of functions presently performed by sworn officers.
This will release experienced officers for operations assignments
more quickly than new officers can be recruited, trained and indoc-
trinated. In addition, the experienced officers will be more pro-
ficient than the new officers. The Consultants also advocate ex-
pansion of sworn officers but at a slower rate than is contemplated
in the current budget. There are obvious limits to such a policy,
but the Consultants advocate this approach as providing the earli-
est possible increase of quality, experienced personnel for opera-
tions assignments during the coming fiscal year. Thereafter the
Consultants recommend a steady increase in personnel until a total
complement of 1100 officers and 400 civilians is attained.
The Consultants make several other findings which can be summarized
as the adverse effects of rapid growth and increasing attrition
among experienced officers. Recommendations are also offered to
remedy these adverse factors. Because of the complexity and impor-
tance of this report, I recommend study and consideration by the
Mayor and City Commissioners.
The Police Chief and I, after review of the report, agree with the
general thrusts of the Consultants' recommendations. It is therefore
recommended that the Mayor and City Commission receive this report
and direct the Administration to report back, as soon as possible,
with a detailed implementation plan and revised budget based on the
Consultants' report.
11
1500Z • ALLEN & HAMILTONIne.
Management Consultants
Mr. Howard Gary
City Manager
City Hall (Dinner Key)
City of Miami
3500 Pan American Drive
Miami, Florida 33133
Dear Mr. Gary:
FR
n r•? A { ;a a � "i3
i
45id tASt WEST HIGHWAY
bttH SDA, MARYLAND 20014
951-2900
AREA CODE 30I
October 2, 1981
Booz, Allen & Hamilton Inc., is pleased to submit this report
concerned with the utilization of personnel in the Miami Police
Department in partial fulfillment of our current scope of services
agreement. In general, we find the present utilization of per-
sonnel in the Department to be satisfactory considering the service
demands placed upon the Department and the resources provided to
it. At the present time about 85 percent of the sworn officers are
on operations assignment,with another 10 percent in support assign-
ments and five percnt in administration.
In response to a drastically worsening crime situation, the
City Commission and City Management have provided substantial new
funding to the Police Department in the last year to secure addi-
tional protection for its citizens. The Police Department, after
several years of declining personnel resources, suddenly found it-
self expected to expand rapidly. At the same time losses of sworn
officers due to attrition were increasing. In its effort to provide
additional protection the Police Department had to make choices, re-
arrange priorities and take some short-term expedients to meet the
demands placed upon them. As a result some service disruptions with
unfortunate results occurred, including at present:
The sudden surge of new sworn officers has resulted in a
patrol force, numbering about 380, which has about 50 per-
cent of its personnel with less than one year of field
experience.
Inadequate numbers of field supervisors.
Lack of sufficient qualified field training officers to
work with new officers upon completion of academy train-
ing.
implement evolving Police Department ob
as these recommendations.
Discontinuance of most on-the-job or in-service tra tiinq
with consequent reductions in officer quality:
Discontinuance of a meaningful Department inspections
program.
Reduced availability of experienced officers for such
assignments as homicide and robbery.
These disruptions are a natural result of rapid growth and an emphasis
on field assignments. We believe the above results must be corrected
if the sustained ability of the police Department to carry out its
mission is to not be permanently impaired.
During the past year the Police Department has had to utilize 21
sworn officers to investigate and screen over 900 police officer ap-
plicants to secure the 100 additional officers authorized and to re-
place 63 officers lost to attrition. Current attrition of experi-
enced officers is now running at -about 14 percent.
All of the above factors have combined to strain to the utmost
the capacity of the Department to absorb new personnel and to dis-
charge its obligations. We believe that an attempt to add 186 new
officers in the coming year will be self-defeating when coupled with
the probable necessity to replace another 100 officers expected to
be lost to attrition.
Instead, it is recommended that the Mayor and City Commission
consider a less rapid expansion of its sworn officer personnel,
coupled with an accelerated use of civilian personnel, to release
experienced officer personnel for operations assignments. This ap-
proach should provide an additional 125 officers (75 new, 50 expe-
rienced) for operations in 1981-82. At the same time steps should
be taken to:
Create a central planning and analysis capacity within the
Department to effectuate better utilization of personnel
and resources.
Upgrade present computer capacity to provide better service
to field officers and increased analysis ability to police
planners and field commanders.
Reorganization to
jectives as well
0
C
Mr. Howard Gary
Page 3
Consolidate and/or share resources and programs with other
local governments to achieve more effective law enforce-
ment services.
Collectively these recommendations will provide the means for the most
rapid and meaningful improvement in police services in 1981-82. These
recommendations are more fully explained in the main report.
It is further recommended that consideration be given a "Commu-
nity Safety" policy resolution by the Mayor and City Commission which
would set the following police personnel development goals in the
interests of providing improved and stable police protection as
rapidly as possible:
Fiscal Year Sworn officers Civilian Personnel Total
1981 814 328 1142
370 1260
1982 890 385 1375
1983 990 1500
1984 1100 400
A suggested resolution for this purpose is attached. It is estimated
that these recommendations can be accomplished within the present 1981-
82 Police Department appropriation.
We look forward to the opportunity to discuss this report with you
and any other persons you may care to designate.
Very truly yours,
ad,
/��vf.K/.� 1 �r
//
t t
V
• Proposed Commission Resolution
concerning Community Safety Program
WHEREAS, the City of Miami and the greater Miami aroa iaoed
with unprecedented crime rates; and
WHEREAS, the City Commission is doing everything possible within
the limits of its powers and resources to combat this problem; and
WHEREAS, the City of Miami Police Department is the City's first
line of defense against the rising tide of lawlessness; and
WHEREAS, the City of Miami Police Department needs the active
support of concerned citizens in carrying out its role of community
protector; and
WHEREAS, the City of Miami Police Department needs to maximize
the utilization of its sworn officer personnel for operational field
assignments; and
WHEREAS, it is essential to express our resolve to protect this
City by providing the best police protection possible as rapidly as
possible;
l NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF
I MIAMI, FLORIDA:
Section 1. That a Community Safety Program is hereby established
which shall consist of an expanded aggressive Police Department com-
plemented by a variety of citizen involvement to support the Miami
Police Department.
Section 2. That the City Commission commits itself as a matter
of policy to the following goals for expansion and improvement of the
Miami Police Department to provide the best possible police protec-
tion for this community as rapidly as possible:
(a) For fiscal year 1981-82, 890 sworn officers and 370 civilian
support personnel.
(b) For fiscal year 1982-83, 990 sworn officers and 385 civilian
support personnel.
(c) For fiscal year 1983-84, 1100 sworn officers and 400 civilian
support personnel.
Section 3. That it is realized that the Police Department cannot
be expected to wage this battle on behalf of the onity by his efforttself
through
and that the citizens of the Community must support
programs established by the City to enhance such support including:
11
City Commission Resolution - Continued
tad An Auxiliary Officer Program
r E r
cbi A Citizen Crime Watch Program fj
�o) An Expanded Public Service Aide program "
d Other programs of citizen involvement which may b�
t developed in the future.
4. That the City Manager is hereby called upori to isle`
Section as is feasible to improve COMMu� ity
merit this program as rapidly
safety. 19$1.
Passed and Adopted this
day of --
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ANALYSIS OF
MIAMI POLICE DEPARTMENT
PERSONNEL UTILIZATION PRACTICES
for
City of Miami
Miami, Florida
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ALLEN & HAMILTON in
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Mexagrxen t Censxlun ts
se, Nows 191S.:
4330 CAST WEST HIGHWAY
BETHESDA, MARYLAND 20014
951.2200
AREA CODE 301
F-
Pace
Number
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: INTRODUCTION
fI. STAFFING INADEQUACIES AND OPERATIONAL YI�1
LIMITATIONS HAMPER MPD SERVICE bELIVERY
CAPABILITY
r
III. IMPROVEMENTS IN THE MANAGEMENT AND USE
OF POLICE PERSONNEL AND SUPPORT FACILITIES
ARE RECOMMEND-ED TO INCREASE LEVELS OF r
POLICE PROTECTION
1 ,
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, f
i 1
IV. A CAREFULLY TIME -PHASED IMPLEMENTATION
OF THE RECOMMENDED IMPROVEMENTS IS
PROPOSED
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Miami Police Department - Current1!!'
Organization
K
Summary of 1980 Workload - Outside
I�4
Employment Office - Special Events Detail
1
'I1 3.
Summary of MPD Personnel Strenth FY 74-75
through FY 79-80
TT -A
c„tnmary nf Criminal Activity and MPD
10
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AV
tCbfCTION'
'the Miami City Commission, by Re8oluti0ft 81=62$,
authorized Booz, Allen and Hamilton, Inc, to conduct en
naI sis of the utilization of personnel in the Miami
Police Department (MPD). This study is designed to assist
the City and MPD to realize the best utilization of MPD
personnel as rapidly as possible. The report describes
the results of the study and presents a series of recom--
mendations for improving the management and use of MPD
zy
personnel.
_I
1. THE PURPOSE OF THIS STUDY IS TO APPRAISE CURRENT PER
-�
SONNEL UTILIZATION AND TO DETERMINE THE APPROPRIATE
MEANS FOR MAXIMISING THE USE OF MPD PERSONNEL
The effective management and use of personnel is crit-
ical to the successful accomplishment of MPD's mission.
With the increasing incidence of criminal activity, the
changing role and nature of police work and limited finan-
cial resources, the task of most effectively assigning and
deploying personnel resources grows more complex.
Y
t
t
S t
I I i X
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I-1
Within this context, Booz, Allen undertook this study
c� analyze current policies, procedures and practices for
assigning and using sworn and non sworn police personnel
and to recommend improvements required. The study was
Conducted during the timeframe from July to September
1981, In conducting the assignment, the project team
spent a substantial amount of time reviewing:
City Charter and Code
Department orders and Regulations,��
j
Current and previous reports concerning,p�
i.
Relevant documentation. 7
In.,addition,'interviews were conducted with members of the
-;
City Administration, Police Department management and
staff as well as other appropriate city personnel.
i
j
.
The focus of our analysis was on the critical elements
of personnel management and utilization on a department
wide basis. This included management philosophy, organi-
zational direction, as well as management tools and tech-
niques. The specific personnel assignment and utilization
practices and workload of selected organizational units
within the Department were then analyzed to ascertain and
verify their status and effectiveness.
I-2
U
V
I It
or 5C)C1eLy LjjL:i.UULIIy-
productivity and labor-management relations. This, in
T-3
Chef ogai�iation, the Composition of their workfbedef
end the management style. The City of Miami and the M1'b
have
not been excepted from these developments,
Mpb Faces A Rapidly Changing population
f,
According to the 1980 census, approximately47
thousand permanent residents live within the City of
Miami occuppying a total land area of roughly 34
"
square miles.* However, the service population within
the city, which includes seasonal residents, immi-
x�,.
grants, non residents working, shopping or conducting
'.other
business in the city and tourists, varies and
significantly increase total population figures
would
and consequently the demand for police services. In
1980, the total estimated daily service population for
the city was over 640 thousand.
j
j =
1
i
esidential land represents about SO percent of the total
area is than similar large cities whose
.` land
which greater
.
average is approximately 33.1 percentWA
i
s F- 41 eyy a,
I-4
P
I
in 1980. In addition, the black population
represents
another 25 percent of the city's 1980 population
figures.
t
I
when one considers the population mix,
population
'
densities, e.g., 1000 per acre in the downtown
area
and 33 per acre in residential land areas,
and the
i
w
sociological, cultural and economic factors
of this
3'}
t
diverse population, one can appreciate the
challanges
ifr `
faced by MPD in providing police services.
f,
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(2) Scientific and Technological Advances
Affect the
t
'
Delivery of Police Services
y-
4
This
past decade has witnessed
the application of J,'.
{
advanced
management
science techniques,
technology and
1s : xe isi t
'information systems
in the planning,
organizing and
delivery
of police
services. These
advances have
I-5
m
i5lids officers may face at any given time. Major
indications of change in the NIPD include civilianizing
4` many department functions and positions previously
t' narformed by sworn officers. In addition, various
nroarams have been instituted to augment police opera-
tions such as the Public Service Aid (PSA) Program,
Neighborhood Crime Watch Program and the use of senior
citizen aides. Previously, public service employment
programs such as CETA and other Federal e.g., Juvenile
Diversionary Grant, grants have provided MPD with the
flexibility to increase the use of civilian employees
r in support of police operations6
f;
The Department is also striving to achieve an
ethnic mix, within MPD, more reflective of the service
population. An analysis of staffing trends, since
sentation in the Department has increased signif-
icantly from 28 percent to 56 percent. These changes
I-7
0
�;ae L*APV AMA rommuilitV relati0lls6
staffing
the Depart -
Improved Management Techniques and Training Are
Being Emphasized in the Delivery of MPD Services
applying scientific management tools and
�t
assist in planning, budgeting, executing
t'
techniques to
and evalu-
t:=
at police services. Advanced management training,
management -by objectives, workload forecasting and
work measurement/productivity improvement efforts are
I-8 ,
EXHIBIT I-1
Analysis of Staffing Trends by Race and Sex
YEARa
WHITE
BLACK
SPANISH
OTHER($),
TOTAL
MM F(%)
MM F(%)
MM FM
SWORN
1981 386(46) 40( 5)
109(13) 29( 3)
257(31) 10( 1)
2
8,3
TOTAL(%) 426(51)
138(16)
267(32)
1978 472(68) 34( 5)
68(10) 11( 2)
105(15) 3
1
694
TOTpL(%) 506 (73)
79 (12)
108 (15)'
1975 571(71) 32( 4)
80(10) 12( 1)
106(13) 4
I
806
TOTAL(%) 603(75)
92(11)
110(13)
NON -SWORN (Including CETA Manpower)
25( 6) 114(29)
81(20)' 60(15)
1
f 3.990
1981 56(14) 62(16)
TOTAL(%) 118(30)
139(35)
141(35)
i
1978 57(17) 74(22)
22( 7) 79(24)
57(17) 42(13)
'
33,1
TOTAL(%) 131(39)
101(31)
98(30)'
1975 112(31) 111(31)
18( 5) 46(13)
26(7) 42(12) .'
l
356
TOTAL($)' 223(62)
64(18)
68(19)
TOTAL SWORN AND NON -SWORN
1981 442(36) 102( 8)
134(11) 143(12)
338(27) 70( 6)
3`
1,23`2
TOTAL(%) 544(44)
277(23)
408(33)
1978 529(52) 108(11)
90( 9) 90( 9)
162(16) 45( 4)
1„025
F
TOTAL($) 637(63)
180(18)
207(20)
1975 683(59) 143(12)
98( 8) 58( 5)
132(11) 46( 4)
1,162
TOTAL(%) 826(71)
156(13)
178(15)
reported in MPD internal
1975 and 1978
documents for
the
is that which was
1981, and December
a The information presented
following periods: May
officers and assistande/training in dealing with the
efiotional pressures of the job are also critical elegy
tnents of MPD plans and operations.
Y O Technological Advances Are a Key Element of
Support in Police operations
of modern computer and communica
The application
tions systems technology has vastly improved the effi-
effectiveness of police service delivery
ciency and
systems. Although not without its operational probe-
lems, MPD has been engaged in a modernization program
to use this technology in many facets of police opera-
r
tions during the past several years. Some example of
their progress include:
f s
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Use of a centralized computer communications
system - Computer Assisted Dispatch (CAD) - for
receiving service calls and dispatching police
units.
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Installation of mobile digital terffiinals (Mt�'fs)
in vehicles to reduce officers' dependence
police
on communication operators and increase inter=
,
y
action with local, county, state and national
vehicles and wanted persons
data banks on stolen
`. automatic fingerprint system which
U of an
identifying criminal suspects and
..facilitates
si
assists in criminal investigations where
greatly
but fingerprint impres-
no suspects are available
r lions have been left.
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4 X
has audio-visual facilities available
3 In addition, MPD
be and are used, to a limited degree, for
which can
�1
training exercises, prisoner processing and command
`
communications.
4. THE BALANCE OF THIS REPORT DESCRIBES THE CONCLUSIONS
AND RECOMMENDATIONS THAT HAVE EVOLVED FROM THIS STUDY
sr '
r e
The balance of this report has been structured to
fully describe the findings, conclusions and recommenda-
tions of this study. It is organized as follows:
n R
use of personnel and plans and programs whic h
affect the use of sworn and civilian staff
Chapter III focuses on the organizational, man-
ement and operational improvements required in
conjunction with current MPD plans and programs
to effectively manage and use its personnel
Es 1
plan of action including
Chapter Iv presents a p,
significant milestones and cost estimates for
realizing the recommended improvements.
24
0
TAFFING INADEQUACIES AND OPERATIONAL LIMITATIONS
HAMPER MPD SERVICE DELIVERY CAPABILITY
1
{
MAN
NAM
1
STAFFING INADEQUACIES AND OPERATIONAL LIMITATIONS
HAMPER MPD SERVICE DELIVERY CAPABILITY
r
1
This chapter describes the current MPD organization
and operations and the factors that contribute to or are
responsible for limiting MPD's service delivery capabil�-
ity. These factors create an environment where:
Adequate planning for the use and deployment of
police personnel is not conducted
-fir t 4
_
-
:;..Crime prevention activities are not adequately
�"x sustained due tostaff shortages and increasing
a
workloads
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1
f
,
Increased demands are placed on an already inade-
'{ quate number of supervisory officers to guide and
' direct large numbers of new officers.
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4x For reference purposes Exhibit II-1, following this page,
i
presents the currentMPD organization:
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Auto
rn.rt
Commercial
Grim"
unit
24 Hour
Dnk
OPERATIONS
DIVITSION
1
y
EQUIPMENT
& TRANSPORTA-
TION
Adminittrortfon
Criminal
Informatlon Criminal
CanterIIIIIIIIIIIIIIIH
I.O.
MEM
Fraud/ Crinr Latent
judIMMIN Forgery Sane Print
parkroom Civilian
I.D.
f3urpbr care to Crlrrr Mittirq
Platoon C Tnk Special Alarm tM EldalY Prwontan Dana pxpry
Fa a Polia Unit DMII Detail Da
� INTERNAL
SECURITY
__ UNIT
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EXHIBIT II.1
MIAMI POLICE DEPARTMENT -CURRENT ORGANIZATION
K> a
;5k The remainder of the chapter highlights the MPD orga-
4t
�1 tlization and operations and describes the changes that
occurred over time, MPD problems in resnon.?ing to
have
those changes and p1_a.ns and programs ini!.iated to cope
with the increased demand for police services.
1. MPD SKILLS AND CAPABILITIES HAVE EVOLVED WITH THE
t. NATURE AND COMPLEXITY OF POLICE SERVICES
a
We
4 During the past several years, MPD police services
which required a new order of sophistica-
have evolved
Specific examples of MPD services which have
tion.
in the past few years requiring specialized skills
evolved
include:
Tactics (SWAT) - This unit
. Speci.a1 Weapons and
currently includes 30 volunteer officers who are
{ distributed throughout the department and are on
24 hour. call for: duty. They represent highly
a
dicers who require 1.20 hours of
of
specialized
being subjected to z comprehensive
training after
T:zis unlit is used in
screening process.
r
F'r
hostage-terrorist situations; the service of
}t`'t
YY} k
Ly r search and arrest warrants; and in situations
-
' d^ •5?!+l C t - Are � t
4
=
)
—
,�.,� �. T" � '< het •?� ?a j.� � � rr 3 c } r 11 :t t
�z
n
individuals, usually in a demented or state
a
a;, ter s�" t v x i
Z_ i
of drug or alcohol intoxication, have barricaded
k
themselves in public places or their homes posing
_3s
a threat to c.heir families or neighbors.
�JF,
,+G � S� x
,� ry .
Community Relations - This unit is dedicated to
the creation and fostering of police-community
understanding and cooperation. Communitv Rela-
tion's activities have evolved and proliferated
so that at the present time scarcely any public
zj: !
segment has not been reached. At present, 32
sworn and 18 non sworn personnel are working to
3tY
solve community relation problems through a
variety of programs including crime stoppers,
crime against the elderly, juvenile runaway and
missing persons.
�4.
i "��` if • �.
Special Patrol Unit (SPU) - This unit exists to
¢.E`�
NO
respond to demands from the public for special-
=a'
a
vr�
ized patrol services recognizing that car-patrol
q
officers must be available to respond to calls
for service. A total of 56 police personnel are
.�
n
assigned to foot patrols, three -wheeled motor-
UK
cycles, horses and scooters and deal with an in-
;�
creasing traffic congestion problem, both vehic-
`k
ular and pedestrian, which has proliferated in
=a'k�
the City of Miami.
II-3 4w
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Clutide Employment Detail - This unit is con-
" cerned with the assignment of officers to outside
-'S t
f*x Q inspection of huildin s
i' * employment jobs, the i.nsp g
K`f' h Z
sites and construction permits, and special
events including parades, foothal7. and sporting
-.
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events. This unit evolved due to the proliera-
�.
�q,ryx
Attion
of requests from businesses, community
4 4 ;
groups and individuals alike for police services
and protection that police patrol could no longer
adequately provide. Although the unit's respon-
r
sibilities can use standing plans, the majority
t ¢y v
require special one-time planning efforts.
Exhibit II-2, following this page, depicts the
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extent of the workload and the unit's level of
ji�a
productivity for calendar year 1980.
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,
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These examples are just a part of the many specialized
services provided by MPD. They have evolved as a result
MPD
initiatives, demands or requests for the public or
of
city ordinance
mandates. Howe-_ver, specialized ser-
p
vices
t
require special skills which in turn :require many
hours
of preparation and training to qualify the individ-
ual for
the assignment. This tends to limit the number of
sworn
personnel available for general patrol duties.
T,pV�i✓yi'
. _ Y I. i �i u..ili11Iim1ia.1In! uaidlRdluil111,1I.:VId!Illl1111!II'J'1YliYiii.
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EXHIBIT II-2
Summary of 1980 Workload - Outside Employment Office -Special Events Detail
Outside Employment for 1980 Total Permits Processed 11010 Job Locations Checked 4,
Off Duty Jobs Processed 2,938 Street Blockages 590 Complaints Investigated 1
No. Officers Involved 28,094 Parking Permits 228 Warning Deficiences Issued 3a6 _
Total Off -Duty Hours Worked 184,532 Parades 43 Permit Sites Checked 54
Surcharge Revenues Collected 122,412 Demonstrations 63
misc. Special Events 29
Sidewalk Blockages 57 � t}
;
Total Revenue on Per $10,755
+
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y }, k'c+-Y•'}x- h. t•.sr a iy..c+� v 9 r t '+"c.x�''xas3 v �� t� i
r"� +` �
f,
, +'S=fk a. ,� " k^ + .. ar'-'bx, ,. a -..' rrr<€
- i g�"'s:;; ak. :�;a x -z
z.�,� b�f,r
:'2 r 4yq rr4 _P-3
r U;..S�j4,s xc-s _
�rfi;'.,��,.
«.
3�' ti `•� y� i`#;{ t
..: a�
'�'
r a: *t
k ,
At Request of Boozf Allen- & HaArflCori
Source - Memo from Capt. England to Asst. Chief Breslow dated August 11, 1981 - ,
CRIMINAL ACTIVITY HAS INCREASED
Beginning with Fiscal year. 1975-76, a steady erosion
of staff, bot}t sworn and non sworn personnel, occurred
annually. This trend has continued up until the current
fiscal year (80-81) when the Mayor and City Commission
authorized an additional 100 sworn officers. However,
during this downward trend, serious crime_ increased
approximately 41 percent. In addition, MPD workload, as
measured by calls for services, steadily increased from
sand in FY 1977 to
approximately 228 thouover 327 thousand
1980. These trends have hampered MPD efforts to
in FY
utilize manpower in those areas where serious
effectively
problems of criminality were evidenced due to the neces-
sity of police personnel to respond to increasing demands
!_o]_lo °ir.g this ;gage, presents
for service. it II , -
a summai:y of ' 17L? t��=r=attt�c_1 t':''::ca:= dur i nq the per iod FY 75
through FY80. ,';i�i}-,i.t l:?: 4, foa.la�,ing E�;hibit II-3,
depicts the incre<<se its criminal activity and MPD workload
during the same period.
These trends in staffing, criminal activity and work-
r
load have had serious implications for law enforcement
MPD in particular. The inability to estab-
agencies and
and effective crime preven
lish and maintain ongoingtion
f
• II-5 � � ,
Y r ;
u I i ' ' it. it i.,i 1 11 gill. III II II IIII , All ill.!1III1hi 111
y
x a t,
ti rt`ti r�
EXHIBIT II-3
p
Eb
Summary of MPD Personnel Strength
rl,
FY 74-75 Through FY 79-80
Sworn Positions Non Sworn
Positions Total
Fiscal Year
Actual Budgeted Actual
Budgeted Actual Budgeted
1975
791
799
260
279
1976
788
807
255
328
1977
736
776
255
318
1,051 1,078
1,043 1,135
991 1,094
1978 700 736 211 238 911 974
1979 680 705 211 224 891 924
1980 656 714 233 249 889 96"
SOURCE: MPD Administration Division, Management Section. Personnel strength as
September 30 for each fiscal year.
r:
h.
"�:�
t t-e.=:" i .. y, ,�:J. �.,,.,n ,„ ,. >x :'t .z ,;;:. ° , , ' ' - t ..::e �„ �` +. `,i a ..,>: ,,z ,a� ti i� [,Y -�:. e• t'' '4*`-• r`a-„�
. ;1,`'2 � ,i.�� _�'C•. toii�A 'l,✓ ! 3 i �� Y � L� 4. � C.i^:1:".�, �,�3 ;gp i^Y � �+ ryyc
^�`e' - �
rr'riv
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x�
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:..� � .
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9 ' ,.. Y.:x�+��`'e
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,za;�,.,a. •'��,� � 't-t�.z'4'� ,x,� ,arts_,: �, a -'°�,. � #; � '�+',. r':: ,. .t?e
-
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K EXHIBIT II-4
4
Summary Of Criminal Activity 4�4i2P^ fry
and MPD Workload
MPD Personnel (Budgeted) Total Part I Calls for r;
Fiscal. b'
Crimesb Service
Year Total Sworn
1980 963 714 55,027 327,292
1979 924 705 39,498 285,960
1978 974 736
35,867 265,204 t
1977 1,094 776
k 36,09g 227,940�
1976 1,135
807 39,094 279,452
s`
aPersonnel strength (budgeted) as of end of fiscal year.
b.. Year-end workload statisticsined inVsubseruenttyearsawhich partially)accou�tts fc
C. Computer change and data ref q
reduction from FY 76 to FY 77.
t ?
3 +g
,..,... v r .4: t e 3. { _., - y ._r ? 1 t t� 3h �� 't} f r3''•.5�, +F rx
:v aLLa .,tL;'e, wr .✓;: 3.+:# X.S.:i
n
S
�._.j „a,. ..; ;i �., -;�"r' ?'si'e..;r '`.. � c ;-z -,,. 'a"S.� .` c •: .:'� r -. z' x--;;., rs -: r ,t � ':x . ;,: �...':r ri ,r:S:.:�. ,,. �',. �
... .- ,.s .. :� . v. ✓sear.-: �. ,�.. '�. .,,..v't d..... f ,. _,✓ l�r._... b ... i..
.. ,..,:_s c..:, ,. �. , ,.. �: ,,,i..u,.. i, .. k..ti;s.. -s +z _A. ,.. i r-*' .. a: ,.�- "", ..r._ i r z '•-� � ""6`Y, r"�...i. g.,� :"sia`r,. f'..` _i• �;«
.a , nr1 .1+a 4.. .. n -�:. �.. p...,, �T: Mv. . r +;�. ... •.:.. S ::.:. i'Gt .-A . :., we ..'i' ,.ro9 t4 -'.. o-...�:- m 'C �.'S . �'. f.�;, � a.'+S -s1'� � .. ib,9.` � � ,ij
:.
'
f 't<'t, `t r, r •g. 'i'� 'C rV,
,'3� ..-:3 �'£3 . �d :.::"3`
-, r., ,+r`F•„� �..� �.. '.ue2 '�,.;`�.:,.:a-» '°'f�sr F y-Y4 2 .r.'-,.. � -... ';L�^ya? � X-a'r�'ai
i*;a yfi.T ,;r.-ai#ter'"'Js:*k• y'.�rt t'* fix' f ^":� Y.,y 'r
j
2
3
s opposed to law enforcement) activities resulted in a
'd6cline in police performance. Some examples include:*
; �"
crimes decreased
Clearance rates for all Part I c
-
clearance rates for the most part indicate the
rate for crimes solved. In 1980, MPD's clearance
rate declined to 14.2 percent as compared with 20
percent in 1975
Clearance rates for Part I violent crimes de-
creased - violent crimes include murder, rape,
robbery and aggravated assault. In 1975, MPD's
clearance rate was nearly 50 percent but declined
to approximately 26 percent in 1980
Delayed calls for service increased - In 1977
calls for service which had to be delayed
amounted to 10.6 percent and rose to 31.4 percent
in 1980
Workload for sworn officers increased - In 1975
Part I crimes per sworn officer was 50.5 and rose
tivity levels did increase. For example, Part I arrests
per sworn officer increased from nearly eight in 1975 to
over 13 in 1980
In comparison with similar cities, the City of Miami
is fairly unique. Although population figures and other
relevant police statistics can be used as a basis for com-
parison, other major demographic and sociological factors
which have a significant affect on the nature of police
operations make it difficult to draw any meaningful
comparisons. Exhibit II-5, following this page, presents
a comparison of police operations for Miami and other sim-
ilar size cities. The data presented represents the most
current and complete information available for comparison
among similar cities in the categories reported.
SJ
5P A d
t
S � •74 � wT� � 7 __ � 'i�' 2 '' � `' �n�s ,� '+ti:�t xu''-KL ' �+ I r j
S. '�Y Y,,F 4 ,/�+\K`"�, S
Qv 1twr'°y E4k� a; i
MPD's budget has remained at approximately 28 percent
of the City's total general fund.
i t rz
11-7 a
1 111111 11 11, 111J,
4
0
EXHIBIT 11-5
Comparison of Police Operations for Cities
with Population Between 250,000 and 499,999C
-41-M-1--l-
Crime., Land (sq.- Total Number Total
City -?
Population Index Size miles) Personnel -Uniform(%) Expenditures t000--4=
OF
Atlanta, Ga.
Cincinatti, Oh.
Kansas City, Mo.
Louisville, Ky.
Miami, Fla.
Pittsburgh, Pa.
Tampa, Fla.
405,437
58,724
136
1,118-665(59)
$30,091
399,072
33,120
78
957-792(83)
28,022
456,000
42,065
316
1,672-1,169(70)
36,603
317,503
18,892
65.2
927-720(78)
19,285
346,931
37,180
34.2
948-02(71)
29,726 C
423,962
27,958
55.5
1,374-1,210(88)
32,133
264,325
31,687
84.5
760-598(79)
24,354
a. Source: ICMA Municipal Yearbook 1980 - Cities with population between 250,000 and 499,999
b. SOURCE: FBI Uniform Crime Reports - Crime in the U.S. 1979 (arson not included)
c. FAMIS Accounting System Report #24 - 6/30/81
lippJ01111[14,11114 11 1,N i III , , I'l
13
E
police operations
and allied 0: support £unc-
tions, identifying
weaknesses and reco@n§in9
? _
`
. improvements.
.
-
..
is
�+ A) -
Police Service Aide Threshold Program (PS
{..P40r " This program was aimed at bringing young people
into the department to :perform Para -police
..
I1 i- L
0,
duties. Their assigcimen� _o opeLational duties
t �' t L 7
ljjj
= gave regular patrol officers more time pat -[or pre-
_jjj]jijj
nj
�' } ♦ Y
o �,u ventive patrol and to pursue serious types of
xss crimes. Although, this program deteriorated due
d r i
to funding constraits, it is currently being
1i
reinstituted within MPD. According to the FY
k
C
1980-81 budget, 50 additional PSA positions were
are currently being indoctrinated
established and
into MPD.
l
1 F'
MPD staff utilization problems have been further com-
ponded by the high attrition rates of experienced officers
and the rapid expansion of sworn and non sworn personnel
positions. A review of MPD records reveals a steadily
increasing number of e%pez:ienced officers who have left
the Department. Since October 1960 an average of nine
experienced police officers have left the departmen'c every
month. This requires in excess of 100 new recruits to be
screened, tested and approved annually to fill the vacan-
cies created. The following table indicates the increas-
ing attrition rate for sworn personnel.
�y4
3 1 5
,yy ZV
'94
ry�
^t5. �i.0 Mkt i
y ,t'zl kt _ ;tkit, ry3J - 5-
r.
�z1 ,9
-TABLE A - Annual Attrition Rate For MPD Sworn Officers
Calendar Experienced Sworn
Year Personnel (Percentage)
1978 6.91%
1979 11.830
1980 13.64%
1981 (As of September 1) 13.5%
In addition, the rapid expansion of MPD personnel
strength in FY 1980-81 and that proposed in FY 1981-82
budget plans will futher exacerbate the effective utiliza-
tion of MPD personnel. Following the influx of refugees
in April of 1980 and May riots, MPD was authorized 100
additional sworn and 26 non sworn postions (1980-81 bud-
get). In addition, 63 new hires were made to fill vacan-
cies created through attrition. These large numbers of
new recruits require MPD to reassign experienced officers
from the field to conduct background investigations of new
applicants as. w(=l.l as to supervise and tT gin nee: recruits
from the police academy. For example, t.lze tile_- Recruitment
and Selection U, which currently is staffed ,-rith 21
nit
sworn officers, screened over 900 applicants referred to
the Department between October 1, 1980 and April 30, 1981
of which approximately 300 were approved to enter the
academy after screening and background investigations were
completed. These new recruits, who are assigned to patrol
duties after graduating from the police academy, require
i
iF
1
tupervision, training and education (received from field
°J
training officers) before achieving an acceptable level of
productivity. At the present time, over one-t�tT`d of the
�1
patrol force has less than one year's field experience.
Other facets of police operations also suffer as a
g
" result of experienced manpower shortages and rapid expan-
Sion. A graphic example can be cited within the Criminal
Investigation Section (CIS) where highly trained and ex-
perienced investigators had to be reassigned to uniform
-
patrol operations. This had an adverse impact on CIS in
_j
vestigator workload with a drastic decrease in clearance
rates. Exhibit II-6, following this page, serves as an
example of what occurred in one investigative unit, the
Robbery Detail. The figures presented in Exhibit II-6 are
representative of what has occurred in other specialized
investigative units such as Homicide, Burglary, and Auto
Theft.
t:
4. THE ABSENSE OF APPROPRIATE INFORMATION HAS LIMITED THE
. . . . . . ............. ............
N
EXHIBIT 11-63
Xi;�g
n W-2
Caseload and Clearance
Rate -Robbery Detail,
Criminal Investigation Section
q
Average No.
Cases Not
Average No. of Cases
Clearance
Year Investigators
Assigned
Per Man Per Year
Rate rkuln
1975 *7 15 5
201
205
37.7%
317 208
28.5%
1976 14.2
1977 12.4
454 237
29.7%
1978 9.9
760 316
26.9%
9.7
1108 364
21.!>
1979
'
14.0%
1980 8.8
2880 552
Z'
*First 11 Months Only.
, .........
-z
from Lt.
Zamora, Administration, to Major Fonner,,,:
SOURCE: Memo
(8/3/81).
Criminal Investigation Section
N
"XI 't
2� 'R Mt
ir
_4
xt
Y
A—
i, 72
employ and retain an adequate programming staff and tech-
nical difficulties, e.g., downtime and software capabil-
'ties, have restricted the retrieval of i.nformaton and
data which could be used to improve the management and
utilizaton of police personnel.
Field operations activities could be more effectively
planned and manpower more properly assigned if data were
furnished establishing which crimes are prevelant, when,
where and how it is occurring and what impact the alloca-
tion of manpower resources would have on that particular
criminal activity. At present, patrol assignments are
based on the patrol commander's instinct or "feel" for the
problem and not on current, reliable information.
In addition, previous staff inspection reports reveal
a wealth of information w,iich, if properly utilized, could
be a valuable asset to MPD management in coping with
various administrative, and operational nroblems. How-
ever, as previously explained it was necessary to discon-
tinue most as of the staff inspection program.
5. NUMEROUS SHORT AND LONG RANGE PROGRAMS HAVE BEEN
"4
INITIATED TO COPE WITH MANPOER UTILIZATION PROBLEMS
J
As new recruits are assigned to patrol operations, the
process of restaffing depleted units goes forward. Short
II-12
H
arm initiatives have proven successful in helping to
overcome manpower shortages. For example, an overtime
allotment of $500 thousand, which was part of a ,$2 million
public safety contingency fund established with the ap-
proval of the city Commiss'�.on, provided the equivalent of
50 additional police officers. This was used to increase
police visibility and crime fighting activities in tar-
geted areas of the City.
In addition, MPD has launched a number of innovative
programs designed to overcome the crisis management envi-
ronment which has existed in the Department. The programs
established are in varying stages of completion. They
represent measures which have been instituted within the
past two years and are aimed at improving the delivery of
police services by effectively utilizing manpower. They
include:
Integrated Criminal Apprehension Program (ICAP) -
This program is a comprehensive approach to the
3
r delivery of police services. It provides a
structured approach involving data collection,
.f_
analysis, planning and service delivery to assure
that criminal information accumulated by the
it krtM1
department is effectively utilized in tactical
planning, personnel deployment, participatory
�
�.
a management and time management.
, r Sect{
II-13
ReVitilization of the Public Service Aide
J�
Program - This program has been expanded From its
`
concept, described previously, to encom-
hl zaj
original .-
pass contributions in almost every facet of
z f
police work. The program provides a point of
sYl
entry into police service for young adults who
,1
w
desire a police career.
k J +1 6
S�Y4ro4k R-:,9
{ r
Auxilary Police Program - This program will pro-
ffr
vide an auxilary reserve of 50 officers from com-
munity participants who ";-I ful gill Community
Relations and Patrol bac�:-up objectives. These
individuals will supplement sworn officers at a
4.K_ fr
minimal cost to the city.
4
Civilianization - This program represents a re-
l �
r
view of many sworn positions, on a position by
position basis, to determine the potential for
s;ixx°
x
�.� .
fi.
rx
effectively using civilians i.n Place of sworn
K
personnel. Nearly 28 positions are in the pro-
Nearlycess
of being civilianized in the current fiscal
_ � x
Plans to civilianize
another 25 positions
year.
2
have been developed.
j ti S•
Police Performance Project
This project is cur-
�`
rently underway to develop
a performance and pro-
. ,r.
ductivity measurement system. Once implemented,
Y
II-14
U
f
12
r
x 3
will facilitate the effective use of staff
t
rr, resources and provide a system for monitoring
x�V tS
i � departmental performance.
;,ijMk P
It is currently geared
1 `3
L' to crime prevention and investigative functions.
3 �
Communications Reorganization - This plan pro-
vides for the civilianization of certain super-
visory and staff positions in the Communications
Unit. If approved it will effectuate the return
of four police sergeants and five police officers
to patrol operations.
This chapter has reviewed the present operating condi-
tions and attendant problems in the MPD. Obviously, the
past 18 months have imposed an additional set of problems
and demands on an already over -burdened operation. The
City Commission and top management have responded by pro-
viding substantial new funding seeking additional protec-
tion for its citizens. The management of the Police
Department has reacted by utilizing that funding and
existing resources as best it could to provide the addi-
tional protection sought. In the process, crisis manage-
ment replaced thoughtful development. Choices had to be
'1
t
1
made, priorities rearranged and some short-term expediants
resorted to in order to cope with more immediate and suds
denly emergent problems.
As a result some program dislocations with unfortunate
results occured. Taken in a case by case basis, it can be
that many individual assignments presently handled by
said
sworn officers could be just as well handled by competent
civilians. However, those assignments have to be staffed
and until funding and competent civilian employees are
available, there is little alternative to the utilization
of sworn personnel for these assignments.
Now is the time for all concerned to take a more mea-
sured, planned approach to the police protection problems
of Miami. Failure to do so can only result in further,
more serious problems.
at
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IMPROVEMENTS IN THE MANAGEMENT AND USE
�514,
OF POLICE PERSONNEL AND SUPPORT FACILITIES
a
sa
l4't Y Cµ�S 1i 6
aa�z, ARE RECOMMENDED TO INCREASE LEVELS OF
a y x y ,
_ POLICE PROTECTION
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R
Y
`
IMPROVEMENTS IN THE MANAGEMENT AND USE
Qr y
f "j
OF POLICE PERSONNEL AND SUPPORT FACILITIES
'rJ
�d x
ARE RECOMMENDED TO INCREASE LEVELS OF
�(
POLICE PROTECTION
y
i f
This chapter presents recommendations for improving
the management and utilization of MPD personnel and sup-
port
facilities. The objective of these recommendations
is to
achieve the most rapid increase in levels of active
field
police protection that is feasible.
The
recommendations focus on seven areas. They are:;_.
Expanded and accelerated use of civilian em-
ployees to release experienced officer personnel
Z cy a
e
rye; L j
for field duty.
4
Less rapid expansion of the sworn officer corps
?r�
coupled with a long range expansion plan and
r>
A
policy committment.
3
is
] Y A 5R d
F Is
;'ray
Creation of an overall planning and analysis
office within the MPD to effectuate better utili
a 4
zation of personnel and resources.
5
C"
III-1
tipgrading present computer capacity to provide
better service to field officers and increased
yL,#tm_ analysis ability to police planners and field
7
b commanders
n �r
Improvement of personnel practices and training
to reduce loss of experienced officer personnel
and to improve field operations.
r ,y
F , Reorganization to better implement evolving ob-
s jectives of the MPD and the recommendations con-
; ;
{
p, tained herein.
J IY
Consolidation and sharing of resources with other
local governments to achieve more effective ser-
as
vices and eliminate cost duplications.
t
Collectively, these recommendations provide a framework
for improving Miami's police protection within reasonable
time frames and cost restraints. The suggested improve-
ments are both short and long term in their anticipated
impact.
EXPANDED USE OF CIVILIAN EMPLOYEES IS MOST FEASIBLE
MEANS OF RAPIDLY INCREASING FIELD ASSIGNMENT OF SWORN
OFFICERS
f°
The Department has already indicated its willingness
to utilize civilian employees to meet its overall objec-
tives. The 1980-81 plans called for civilianization of 28
positions, the majority of which were previously occuppied
by sworn personnel. Although not completed at this date,
the effort is being implemented. The 1981-82 plans, sub-
ject to the provision of funding, anticipate the conver-
sion of another 25 positions to civilian status. While
such conversions do not necessarily result in a one for
one ,release of sworn personnel for field duty, they do
result in substantial increases.
It is our conclusion that civilianization represents
the most effective technique available to the MPD to
rapidly increase the numbers of sworn officers available
for field duty. Moreover, in most cases the officer thus
released is more experienced, and therefore more valuable,
than a new recruit officer still on probationary status.
Therefore, even though the MPD has already progressed fur-
ther than most law enforcement agencies in degree of
civilianization, it is recommended, subject to the caveats
set forth below, that an expanded and accelerated program
of civilianization be adopted.
III-3
t11, Civilianization Should Not Be Regarded as n
Economy Hove
t
—
Too often local governments embark upon Police
!;
Civilianization programs as an economy matter. This
i.
tends to result in poor performance and high turn over
which becomes self defeating. Eventually it requires
the reassignment of sworn officer personnel to office
i
assignments with the consequent reduction of those in
i�
the field.
1
.F
Miami should embark on the recommended program on
1
f
a planned permanent basis as a means of maximizing
police services and protection to its public constit-
uencies. Such an approach recognizes the practical
�y
limits in the numbers of personnel available that can
meet the high standards of the MPD for sworn officers
and places them where they are most needed by the
t �t
t n.k
community.
N
Miami, if it accepts this recommendation, should
4i1
enter the program prepared to pay the market price for
competent civilian employees in the wide range of
,yy
positions and skills required to adequately support
n
sworn officers.
s
3
t. rt
III-4
the Pace of civilianization Should be Accelerate
Despite the progress made to date in utilizing
civilian employees in the Miami Police Department, it
is recommenced that the pace at which it proceed in
the future bf� accelerated. This will require a dif-
ferent approach than presently employed.
rc r.,•
At the present time, civilianization decisions
are based upon position by position analysis. It is
proposed that this effort be refocused to a broader
organizational/function approach. Decisions would
then be based on analysis of which police organiza-
tions or functions can be civilianized. For example,
there is little reason to feel that most administra-
tive service functions as well as many technical sup -
port functions cannot be partially or completely
a
Indeed, the MPD has already moved in
civilianized.
this direction by recruiting a civilian management
r
analyst, I.D. technicians and computer programmers.
i
Once the decision is made to civilianize a function,
rc-
the for implementation can follow. In this
planning
way civilianization decisions will be based on organi-
w
r>
zational, functional, task and assignment criteria
l
rather than merely assignment criteria.
s
fJ t-..q7i �ry tiF- _
A
w
Iiz-5
'
c i Civilianization Should Be Ado ted.As JOOMAA
Policy By City Commission
Too often police civilianization programs founder
for lack of top-level support. Without such support
administrators hedge by maintaining a back-up capacity
,i
within sworn officer ranks. This is self defeating
r..
and costly. However, it is prudent in the absence of
such high-level committment.
It is therefore recommended that the City Commis-
k
}k
sion provide this policy leadership 'by adopting an
appropriate resolution. it should incorporate direc-
tions, parameters, and goals to the administration.
As such it should provide a policy committment to the
tw
civilianization concept as a necessary and integral
*k SY+
part of improved law enforcement.
S
t
It is estimated that as many as 50 experienced
sworn officers, including the present planned conver-
j5
lion of 25 sworn officers, can be returned to field
duty during the coming year if this policy is imple-
mented. There are very few, if any, eligible func-
s
±
tions and positions that cannot be competently filled
s'Tr
4..
by civilians in six months given appropriate policy
backing, aggressive recruitment and sound training.
{
III-6
C,
0-
t'
A patrol force approaching 50 percent with 16i9t
than one year of field experience. The patrol
ar
force numbered about 380 officers recentl76
v t
J �
a
§ i i
Inadequate numbers of field supervisors. 't
h
I
L �x
A lack of sufficient qualified field training
officers to work with new officers upon comple-
t
tion of academy training.
ri b S
A discontinuance of most on-the-job or in-service
training programs with consequent reductions in
officer quality.
I
y,F
v k 4 •
A discontinuance of a meaningful Departmental
R�
inspections program, the most important means of
N
evaluation and up -grading of performance to any
police administrator.
X 4i k
ME �
..
A reduction of experienced officers for various
�i
police assignments e.g.: homicide and robbery.
�'st,,
afb �
z �y
` For these reasons, and because it is believed that
civilianization is a better means of expanding the sworn
officer force in the near future, it is recommended that
present plans to expand the authorized sworn officer force
by almost 200 persons be cut back.
®
Tt2alistic Goals For Expansion Sho.c. b,_=t�i�
lished by the City Commission
. ,
It is recommended that the City Commission, keep-
ing in mind the sworn officer accretions expected from
s
the civil4anization program, set a lower goal for ac-
a
quisition of new officers than is now contemplated.
Something in the order of 75 additional officer posi-
tions will be more within the capacities of the MPD to
handle. Such an approach will provide quicker and
k'
more effective police protection than will complete
h"
reliance on new officer hires of nearly 200.
The estimated impact of this approach for the
mid -point of fiscal year (FY) 81-82 and at the end of
4ay$ t
FY 81-82 is compared below to anticipated results from
z;
present budget plans.
.v
Table B -Projected Sworn Officer Assignments
d s
As of 3/31/82 As of 9/30/82
As of
Assignment 9/l/81 Budget Proposed Budget Proposed
Operations 700 645 725 790 760
Support and
Administration 124 120 70 120 70
i b
Y '
III-9
'
these are estimates which include allowances for con-
binued attrition. They show an anticipated assignment
of 70 more sworn officers to operations under the pro-
a;x
posed civilization program than under the present bud-
r,
get plan. By the end of the fiscal year it is antici-
Y4`
pated that the budget plan will provide 30 more sworn
officers for operations than the civilization pro-
gram. However, it will be an operations force with
even more inexperienced officers than at present. It
will also suffer from most of the same deficiencies
cited above.
(2) Commission Should Adopt Long Range Expansion
Policies To Guide Administration and Reassure
Citizens
- Given the crime situation in the Greater Miami
area, the City Commission should consider adopting a
long range policy for "Community safety". Certainly a
a
major element of any such policy should be an adequate
expansion and up -grading of the MPD utilizing both the
civilianization and new officer concepts as well as
r `
others set forth in this report. other elements of
the policy might include:
„
III-10
# I*
what is expected of themand the citizens of the cottnuy
nity will know what is being done to protect them.
Once established these goals should be annually evalu-
•
in the light of current developments.
ated
The following multi -year expansion goals are sug-
gested for the City Commission's consideration.
�'4 Y
f&" S
Table C - Recommended MPD Personnel Goals
xr
i
!{
Year Sworn officers Civilian Personnel Total
f
Fiscal
I
814 328 1,142
1981
890 370 11260
-
1982
990 385 1,375
1983
1�100 400 1,500
xi 1984
n"-
as set forth above, will still
Such a growth plan,
7` constitute an ambitious and demanding program for the
MPD. Coupled with the other recommendations contained
the program will provide Miami with a
in this report,
balanced, modern and effective police protection
_
service.
t� �'�
�
5� ,i , tt.{r cstr tl a,a� s r a
J41G{'.
f4MY4
N
5
V
Sys 5 F [} -wf
�ryA� i� ;t {• 9JJi�'l i�1 t'�t i.:
�Y'f 't
f
.' III-12
C
7
3r THE POLICE DEPARTMENT NEEDS AN OVERALL_PLANNINq_AND
ANALYSIS CAPACITY
A modern police agency should function as an aggres-
sive organization that is able to anticipate operating
requirements, reduce criminal opportunities and respond
flexibly to changing community requirements. A primary
requisite of such an ability is a central planning unit.
Such a unit, based on continuous analysis of data, should
develop "blue prints" of anticipated needs and planned
service delivery responses. This includes the allocation
of resources and personnel to meet the anticipated
requirements.
Only with this kind of analytical and planning capac-
ity can a police agency put itself into an aggressive
crime prevention posture rather than the traditional pas-
t
"sive reactive mode. In order to be successful, such an
operation must be provided with a constant flow of rele-
vant information to develop strategic and tactical deploy
ment plans for available resources.
Next to a sufficient personnel force which is well
trained, equipped, and supervised, this analytical plan-
"1) Creation of an Effective Central Planning Ut.
Within the MPD is Recommended
r
Although current MPD tactical planning capabil-
they are localized by unit and/or func-
ities exist,
tion. As such they are unable to effectively coordi-
strategic and operational planning. Ner
hate overall
is there sufficient data generated from the present
information base to support central planning.
,
The MPD has recognized this need for effective
in its recent self assessment effort. This
.V
planning
has resulted in a new concept for the police service
fr
delivery systems known as the Integrated Criminal
Apprehension Program (ICAP). This concept will become
focus for revising and modernizing MPD planning,
a
i
management and operations. We believe it is a sound
:5
r
approach and should be supported.
A �
t
A component of ICAP is the planning pro-
central
`i
affects the management and utilization of
cess which
k 1
We therefore recommend creation of
police resources.
r_
planning capacity within the MPD and within
a central
the concept of ICAP.
t? t,k
f _ 4 a
III-14
More Hffective Use of Available Information
Should be Made for Overall Strategic and Tactical
Planning
- t
A key to successful planning at both the strate-
and tactical levels is the continuous availability
gic
i
of data and information. To its credit, the MPD in
its recent self appraisal (ICAP) concluded that insuf-
`,
ficient use was being made of information being col-
lected. This is due to a lack of a centralized ana-
lytical capability and insufficient computer program-
ming and processing capacity.
rr
As a result current planning tends to be unit
oriented, without overall coordination, and based upon
'instinct and traditions. Creation of an effective
-`'
cental planning unit, as recommended, will help to
overcome these problems. More importantly it will
rn .
improve utilization of MPD resources and change the
rti
operating philosophy of the MPD from a reactive to an
aggressive stance. However, such an operation must be
�r
adequately supported by computer capacity.
Al
rF t
t.
t i`{� _'J'.k t � t E S '� � { : + St ;h k3{ pj '`h' 'f t2.�J
,
tkjl l"54
s
III-15
M
A� COMPUTER SERVICE CAPACITY TO THE MPD NEEDS TO BE
UPGRADED
The MPS is highly dependent on computer services for
operating effectiveness. Its computer assisted dispatch
(CAD) system is a key to police responsiveness as is the
system of mobile digital terminals (MDT) installed in
police vehicles. In addition the Computer Aided Report
Entry (CARE) system supports the MPD field reporting sys-
tem. Together these systems contain the information re-
quired for central planning and analysis. However these
systems and their attendent programming capacity must be
upgraded to provide the central planning and analvtical
capacity recommended previously.
Recently these systems have suffered from down -time as
well as outages on the high speed phase linkages to FCIC
and NCIC. These problems need to be corrected and the
analytical programming capacity of the systems enhanced.
In as much as this involves equipment, personnel, and re-
sponsibilities in the MPD and other City agencies, it is
recommended that the necessary effort be undertaken to
determine the appropriate long range solution to these
needs in the MPD and in other City operations.
+
t
i
w
t +
III-16
It must be emphasized that these are essential matters
for the future operations of the MPD and the increased
effectiveness of its resource utilization it therefore
deserves high priority attention.
5. IMPROVEMENT OF PERSONNEL PRACTICES AND ON THE JOB
TRAINING IS RECOMMENDED
Under the demands for rapid expansion and increased
„r
services, the MPD has had to neglect certain management
concerns temporarily. Included in these areas are long
term personnel practices and on -going training. With an
officer force that is becoming progressively less experi-
enced, with an unacceptably high attrition rate among
experienced officers and with an increasing demand for
sophisticated skills; the MPD must improve personnel prac-
tices and training programs to avoid a serious deteriora-
tion of personnel quality.
ii
N3 (1) Career Paths and Should be Developed
„committments
,Y
—A t i tr; t ; nn personnel
It is essential
to the maintenance of personnel
and their morale that
personnel know
what they can
p ) 4
expect in the future
as well as what
is expected of
them. Career paths,
for advancement,
need to be
developed and implemented to neap acnieve
III-17
C.
t,
as well as generalists capable of performing a variety
of functions. Career development and progression
should incorporate criteria and timeframes for job
rotation, stills development and promotion as well as
training and education requirements.
The career paths should be different for sworn
personnel and for civilian personnel but should recog-
nize the interdependance and complementary nature of
the two services.
(2) Training and Education Should be Emphasized on_a
Continuing Basis
In order to up grade the quality of MPD personnel
and to develop future middle and upper echelon man-
agers, a continuing education program must be devel-
oped for both sworn and civilian personnel. This
program should be consistent with career path
requirements.
rf
z
s
0*
rams should include internal and
The training programs
external training with an emphasis on job skills, aca-
demic work and on-the-job requirements. Sufficient
funding to carry out the program equitably should be
i
=„
budgeted.
4', f
It is recommended that early emphasis be given to
supervisory and field training officer programs. This
o
is essential if new recruits are to be well trained
after their academy training and if present and new
middle managers are to have the necessary skills to
effectively perform their demanding responsibilities.
(3) A Performance Evaluation System Needs To be
Established in the MPD
l
In order to provide individual performance incen-
ti.ves and a standard basis for promotional judgements,
fi i
T i
of individual police performance measures
a system
f=
needs to be established. These measures should be
!
i
consistent with organizational goals and should guage
=
an employee's performance against established stan-
This should be an integral part of the general
dards.
f
treatment of an individual within the MPD. It is sug-
that this be accomplished within the frame work
gested
under the Police Performance Project cur-
established
rently in progress.
III-19
ti is believed that these recommendations for
f
,:I
fop toved personnel practices and training are essen-
tial to the MP D's ability to respond effectively to
requirements for improved police
the Community
protection.
REORGANIZATION TO BETTER REFLECT NEW MANAGEMENT
6.
AND IMPROVED RESOURCE UTILIZATION SHOULD BE
PHILOSOPHY
CONSIDERED
of the current MPD environment has re-
This analysis
for organizational realignments. It is
vealed
a need
changes should be accomplished within
apparent
that such
departmental framework which reflects the ICAP
an
overall
is consistent with overall City objectives.
philosophy
and
The ICAP approach will require reevaluation of the
responsibilities. A critical analysis of
MPD's
functional
will be required to determine which
all
MPD operations
operations fall under the four elements of ICAP. These
elements
are:
Data Collection{ µ
Data Analysis {pk
F
n
t
Planning��� fi
i ih
Yt.
r w
,
41
Service Delivery`' x.
t ;
u iyi t 4 4
u a� ter
Bt
j
tt
III'-24'
it would be premature to recommend specific organizational
i
realignments under the ICAP philosophy at this time. stow-
have reviewed the MPD plans and time tables for
-
ever we
accomplishing this analysis. It is recommended that their
effort be expanded to include all divisions, sections and
units of the MPD. With that caveat, it is suggested that
1
this effort merits support. It is also recommended that
this effort include reestablishment of such temporarily
ti
i�
neglected operations as the inspection function and the
training function.
7. CONSOLIDATION OF RESOURCES WITH OTHER LOCAL GOVERN-
MENTS SHOULD BE CONSIDERED
ISM
It is recommended that consideration be given to the
following areas of consolidation or sharing of resources
with other local governmental units.
,y hS
Prisoner Processing -- Although a 1979 staff
study of prisoner processing functions recom-
xs mended against consolidation with Dade County, it
is believed that the potential savings of
$300,000 per year make this worthy of considera-
S
tion when the financial constraints facing the
City are considered.
F
ort Criminal Justice Assessment Center --
u_
for the selec-
i`"`
This is a new center established
4 }
tion and evaluation of applicants for law en-
forcement entry level and promotional positions.
is expected to be operational
This Center, which
ry
1982, should have the ability to screen
by March
for criminal justice
applicants as to suitability
to need for remedial training before
sk
work or as .
9 Ut
entering academy training. Eventually this
the reassignment of many of
Center could enable
23 (including 19 sworn officers) now
the positons
exclusively for recruit screening and
s
utilized
S
ti
evaluation.
T!WT
The MPD is one of
" x,k
Automated Fingerprint System --
y 4 A7 •
,
four departments in the Country that has
tµl{.
Kkr
only
t I
this sophisticated system. Sharing it, on an
9 r�
other local law enforcement
=t`,H
equitable basis, with
x•+6
prove to be mutually beneficial.
agencies could
I
a1
i
and/or sharing propositions
These
suggested consolidation
for cost reducti ons and/or improved
have
the potential
services.
As such they deserve consideration.
fib
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'zx'Y 1 a}� xw r} y {t!, 0.5� y x �Y
' ti M:_
(1 0
z
0
eYiod. Other recommendations have no an cofl�s1�
tion because they represent ongoing effortsi such as peter
i
sonnel recruitment and should remain an integral part of
the Department programs.
2. IMPLEMENTATION OF THE RECOMMENDED IMPROVEMENTS WILL
=I
NOT REQUIRE A SIGNIFICANT INCREASE IN EXPENDITURES
i
Exhibit II-2, following this page, presents a summary
_!
of the proposed recommendations and includes specific
steps required and timeframes involved during which imple-
mentation should occur. The expenditure data reported
represents current 1981 dollars and includes the
following:*
Expenditures over those anticipated, planned or
budgeted for MPD plans and programs hY,,
{ 1 t
ii f 4
t )..
* The expenditure data reported reflects the estimated
salary (labor) costs required to implement the recom-
mendations. These estimates make no allowance for
t. _
inflation, salary adjustments or other normal cost
increase factors.
3. V_3
I
v
f
EXHIBIT IV-1
Priority Plan and Timeframe for Implementation
.• onn —0TrMPNTATION
-
1982-1983
-
RECOMMENDATION
1981-1982
JUL
AUG
SEP
OCT
NOV
DEC
.7AN
FEB
MAR
APR
MAY
JUN
JUL
AUG ;SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
MAY
JIfA
NONGOING
I
Expand the Ilse of Civilian
Employees to Increase Field
Assignment of Sworn Officers
Less Rapid Expranglon of Sworn
Officer Corps - Staffing nd
ONGc,ING
Recruitment Plans
Improve Central Planning and
Analysis Capability:
• Central Planning and
ONGOING
Analysis Unit
• ICAP Implementation
ONGOING
Upgrade Computer Service
Capacity
Improve Personnel Management
Practices and On -The -Job
Training:
• Career Paths
LAIGO
I N 4
• Individual Police
Performance Measures
Analyze Potential for Organi-
zational Realignments and
Consolidation/Resource Sharing
with Other Local Governments
• organizational/Functional
Responsibilities and
Personnel Requirements under
ICAP Approach
• Consolidation/Resource Sharing
with other Local Governments
- Prisoner Processing
- Criminal Justice Assessment
Center
- Automated Fingerprint
I
System
—
_--
--
-- -
WA
Im
M&
i 11
RECOMMENDED
ACTION REQUIRED TIMEFRAME
RECOMMENDATIONS
1. EXPAND THE USE OF CIVILIAN EMPLOYEES TO Review organizational/functional/task/ FY 81-82
nt
INCREASE FIELD ASSIGNMENT OF SWORN OFFICERS Identify skill requirements ip ogress) in
Determine personnel requirements
Identify appropriate mix of sworn/non swor
personnel
ESTIMATED COST
-82 TY 82-83
NO
2. LESS RAPID EXPANSION OF SWORN OFFICER CORPS-
project staffing needs
FY 81-82
$ IOy000 -
DEVELOP STAFFING AND RECRUITMENT PLANS
Develop recruiting goals and requirements
(ongoing
Develop plan for processing applicants,
project}
e.g., MPD resources required
Update annually
3. IMPROVE CENTRAL PLANNING AND ANALYSIS
CAPABILITY
of unitFY
81-8T"
SY00`,000 SILO000 $120,000
- Central Planning and Analysis Unit
- Define responsibilities/authorities
Identify resources required to staff and
(ongoing.
-
operate unit
projectl'
- Prepare operating policies and procedures
Initiate and complete staffing actions
Establish short and long term goals of
unit
FY 81-82
NO DITIONAL C TS
Continue with ICAP implementation plans
Currently ongoing within MPD
(currently in
QUIRED
progress)
FY 81-82
S 98.000 S 30.000: $ 40.000
4. UPGRADE COMPUTER SERVICE CAPACITY
Conduct needs assessment
Define system(s) requirements
FY 82-83 and
_
Determine current capability
FY 83-84
Redesign system(s) specifications
Initiate appropriate action to upgrade
capability
_
W
2
5. IMPROVE PERSONNEL MANAGEMENT PRACTICES
AND ON-THE-JOB TRAINING
Develop career path models for sworn/
non sworn personnel
Establish individual employee police
performance measures
6. ANALYZE POTENTIAL FOR ORGANIZATIONAL
REALIGNMENTS AND CONSOLIDATION/RESOURCE
SHARING WITH OTHER LOCAL GOVERNMENTS
Reevaluate all organizational/fun,
responsibilities and personnel
requirements under ICAP approach
Review current policies, procedures and
practices
identify areas for improvement
Determine nature and types of improvements
required
Prepare revised career path models including
policies, procedures, forms, etc.
Incorporate current plans and programs into
revised models
Insititutionalize and communicate revised
policies, procedures, etc. throughout
organization
Develop monitoring system,tq evaluate program
Determine organization performance objectives
Identify individual performance requirements
Establish individual performance measures
Develop individual performance standards
Incorporate performance requirements into job
descriptions
Develop system to monitor performance
. Identify functional responsibilities of
Department
Classify according to ICAP framework
Determine appropriate organization of resource
Determine personnel requirements (type, number
mix)
Evaluate current personnel "fit"
Effectuate required changesiand improvements
l
RECOMMENDATIONS
ACTION REQUIRED
I
Examine potential for consolidation/
Determine MPD operational/performance
resource sharing with other local
requirements
Develop/analyze alternative delivery
governments
mechanisms
- Prisoner processing
Initiate discussions with other local
i
- Criminal Justice Assessment Center
jurisdictions
Evaluate feasibility for consolidation/r4
- Automated Fingerprint System
sharing
• Select best/appropriate course of action
r
y
d
3 t>y,..
�
W -
Y�
+ I,
ESTIMATED COSTS
RECOMMENDED
TIMEFRAME FY 81-82 FY 82-83 FY 83-89
PY 81-82 ! $20,000
IV-4
���
-~ c�iog to the basic
prepare detailed action plans and impleme
zcam��o^~ ~.~ ^ r
iced a000 `
ules, as required, ^~--" ' .
itorinq and reporting
n�tted with this report. A mnn '
'
�
e tb implementation
system on the progress made againnt
~ ' ' and periodic progress
bl timeta e should be instituted a
It muot
to
the City Manager.
reports should be submitted
' l will require
d that the implementation plan
` be anticipated
u the results Of the monitoring
periodic adjustment based o
d ob�ogiog �ommunity oouditi000.
system ao
9
iO Howard Gary
City Manager
Kenneth I. Harms
Chief of Police
CITY OF MIAMI. Fl ORIDA 6
�F t 1 1 t ' � ��IkJM
INTE 1c FI' VI'A :J�lv. �t�
'81 OCT G .AM 10:51.1 i4ar
SUBJEC.` Booz, Allen & Hamilton„_
Report
Per your instructions, I have reviewed the draft copy of the Booz, Allen &
Hamilton Inc. Report on Personnel Utilization in the Miami Police Department as
provided to me on September 25th.
In general and from a philosophical viewpoint we concur with the report and many
of its recommendations. Because of the short time period allowed for review and
the unavailability of more detailed descriptions of the report's recommendations
during this time, we were unable to assess feasibility and practicality of Section IV,
recommendations for tirne phasing and cost estimates. However, the proposals
outlined in this part of the report appear to warrant further study and analysis by
the Miami Police Department and the City Administration.
Attached are my detailed comments regarding factual items and some subjective
® areas contained in the first three sections of the report. Comments relating to the
cover letter/summary are also enclosed.
Of primary concern to the Police Department is the proposal reflected in both the
draft report and the proposed Commission Resolution by Booz, Allen to reduce the
total staffing currently included in our 1981-82 approved budget. Given the
overwhelming demands currently being placed on the Miami Police Department, we
feel this proposed reduction is unreasonable and inconsistent with other
recommendations the consultants make (such as inplementation of ICAP analysis
and tactical/operational planning and increased training and education of the large
number of new officers).
The suggestion to ease the impact of rapid staffing increases by continuing to
civilianize sworn positions has considerable merit. However, the pace of this
change proposed by Booz, Allen is unrealistic in view of the limited experienced
_ resources that are available to implement this program - both within our
Department, as well as the Human Resources Department.
To resolve these major concerns, we believe that a conversion of 75 of the existing
sworn positions to civilian would be realistic and beneficial to both the Miami
Police Department and the Community we serve. This would enable the release of
approximately 50 sworn personnel now performing civilian -type duties (30 on a
"permanent" basis, and 20 on a "temporary" basis) to operational police units and
provide 25 civilians needed to support the 1981-82 sworn expansion and assist in
their effective and efficient utilization.
t
Aen
nd
A summy,
ar and a comparison of and comments on both the B000zan anal asis Miami
the
Police Department proposals are enclosed. I have also attache
projected effect on sworn assignments during fiscal year 1981-82 of the Miami
Police Department civilianization proposal.
Finally, our comments regarding; thellnooz,Ale}'►proposedat m Commission, Resolution
zinlgtthe
are attached. These reflect two main points:
ion of
importances and inherent difficuctevisedtthreely areSplanent l to}lbri glMiamatP lice
the Resolution; and second, a
Department up to current staffing needs by the end of the 1983-84 fiscal year.
in this a
sal
Booz, Allen is to he commended for the
hey have utilization ean�d enrecommenda Ponslfor
of current Miami Police Departmentpersonnel
future directions. Many excellent
of thelnts current have
l,000nsworn budget positionsraised and their ncan
suggestion of civilianizing s
contribute to better personnel utilization modified contexterefore improved l have suggested abovece tot e
Community if pursued within the
r.
COMMENTS ON DRAFT COPY OF
BOOZ, ALLEN do HAMILTON REPORT ON
CITY OF MIAMI POLICE DEPARTMENT
(OCTOBER 2, 1981)
PAGE COMMENTS
The page numbers shown have been changed to reflect the placement of the
draft material in the final report dated October 2, 1981.
I-4
The final census estimate as of April 1, 1980 is 346,931. The official U.S.
Census estimate of refugees arriving and residing in the City of (Miami between
April 1, 1980, and September 30, 1980 is 53,130 (per Federal Register, June 24,
1981). This results in a total permanent resident population of 400,061.
I-5
Although there was no significant population growth between 1970 and 1979,
during 1980 (as noted above), a significant increase in population in the City of
Miami did tale place.
I-8
In context of Miami Police Department emphasis on improving our service
delivery capability, consideration might be given to the Urban Crisis
Management Program.
EXHIBIT
II-1
The function entitled "Care to the Elderly" should be "Crimes against the
=
Elderly
II-3
The VIN squad should be included in the Special Patrol Unit functions. This
involves 6 personnel in addition to the 56 police personnel noted. The emphasis
in SPU is police visibility and availability of officers in high density, high crime
areas.
II-4
The Outside Employment Detail reference to "...the inspection of building sites
and construction permits...." would more accurately reflect actual work
activity by stating, "...the inspection of building and construction sites for
traffic hazards..."
•
The reference that "...police patrol could no longer adequately provide the type
of police service delivered through off -duty employment" implies that the
—
Miami Police Department at one time did provide those services on duty. It
would read more accurately by substituting "not" for "no longer".
EXHIBIT
II-4 If the summary purports to depict workload, then both total departmental and
sworn personnel should be presented in actual rather than budgeted numbers.
Footnote "d" is missing.(Note - This is corrected in Final Report)
C
Ci
1 ilia to the last paragraph, the second sentence is unclear as to meaning. Assuming
Apparent intention of the paragraph, suggest something like "The overwhelming
demands for police services significantly reduced the ability of the Police
Department to engage in crime fighting and crime prevention efforts."
I1-7 The first paragraph reference to officer arrest productivity should be compared
with national average, which is actually lower than the Miami Police
Department. Otherwise the Miami Police Department data, used alone, appears
inadequate. (U.S, average for cities 250,000+ is 4.5 for 1975 and 5.5 for 1980.)
II-8 Miami Police Department formal inspections ceased in 1980, not in 1978.
II-10 Refugees' influx be � in April, 1980.
II-11 Top of page - approximately 1/2 .^.ot 111/3" of patrol force (police officers) has
less than one year's field experience.
II-14 Objectives of PSA Program include providing a career ladder for the police
officer position; however, that is not the only criteria for PSA. selection, as
implied.
II-14 Under Civilianization - Add FY 1981-1982 Budget Request. (corrected in Final
Report)
II-14 Under Police Performance Project - This Project is "geared to operational
functions", not just "crime prevention and investigative functions".
II-15 Suggest adding the following paragraph under Communications Reorganization
to better reflect the innovative managerial approach taken -
"This plan was developed through a comprehensive operations analysis study of
the Communications Unit using specially trained Departmental personnel under
the guidance of a Management Analyst."
III-5-6 The recommendation of civilianizing and filling up to 50 sworn positions within
six months is unreasonable. The Police Department has been unable to fill
existing civilian positions (presently we have 33 civilian vacancies). We are
dependent upon the Human Resources Department for recruiting and initial
screening, and there is no reason to anticipate that their ability to adequately
staff civilian positions in FY 81-82 will improve.
Past experience with civilianization efforts have shown the importance of
careful screening, thorough training, and allowance of adequate time for
integrating t! -- new civilian employee into the Police Department. Given
existing Police Department resources, our projection of civilianization of 25
existing sworn positions coupled with added civilian positions required to
support an increase in the sworn complement, appears to preclude any
significant acceleration of the civilianization program.
II1-8 An Inspections Program is a useful managerial tool to evaluate Police
Department operations, but it is not "...the most important means of evaluation
and up -grading of performance...." The most important means is command and
supervisory accountability, which relates to the recommendations above
concerning field supervisors and FTO's.
III-9 The Police Department this past year absorbed 235 additional sworn personnel,
including attrition. Although this did create organizational strains, we feel that
the recommendation of increasing by only 75 additional sworn positions this FY
(1981-1982) could be reasonably increased to a higher number, depending on the
number of civilian positions converted and added.
III-13-14 Appears to be confusion of terms in this section. To clarify for intended
audience, the term central planning unit should be changed to centralized
analysis unit. The objective of such analysis would be to support improved
planning efforts in the operational area - consistent with I.C.A.P. principles.
Such proposed unit would contain two functions - crime analysis and operations
analysis.
III-19 The Police Performance Project is designed to develop a productivity
measurement system for the Police Department's operational functions by
responsibility area. The University of Chicago has been developing an
assessment instrument to evaluate individual performance.
III-22 A regional assessment center for entry level police officers may enhance the
validity of the selection process, but it will not replace the rigorous and
thorough background investigation required for Miami Police Department
officer applicants. Savings derived from the required assessment center would
accrue more to Human Resources Department than the Miami Police
Department.
III-22 In regard to the Automatic Fingerprint System, the Miami Police Department
has been unable to adequately utilize this system for its own needs, let alone
expanding its use to other agencies, due to inadequate staffing.
4
COMMENTS ON
y
TIER/SUMh4ARY
s
s tzp COVER LE AMILTON, INC.
BOOZ, AOLf
CTOB R 2, 1981
In addition to areas already addressed
in our comments on the draft report itself, the
following items warrant further discussion:
sors - this has been rected
Page l In reference to
inadequate numbers of field super f new osit ions and promotion
since Dooz_ Allen's initial visit with the creation o
of sergeants and lieutenants. erformed, it should be noted
Page 2 In reference to comments on background screening P slots er 1nd because of
actual number of new hires was 264 buds new officers and 29 laterals).
that the 1980 only
This exceeds the increase in authorize gac of Current attrition of
e lacernent due to attrition (74) and the us a budget of 71 SeptemberCurrent
t the
r P was 12.1 ,6 during 610 actual officers were on board (versus
experienced officers (not including those in the academy)
last 12 months (74/610).
Page 3 Regarding the staffing proposal,
we feel the following goals are more realistic in
g current needs. It should be noted tha�,arrant Should be re-evaluated
_ view of cu in conditions may
annually and updated as Chang g
Sworn Civilian Total
Offer ers Personnel —
Fisca._ Year
142
814
328 1
■ 1980-81 403 1328
925
1981-82 450 1500
1050
1982-93 1150 500 1650
1983-84
conservatively projecting a reasonable
These staffing levels were determined by personnel (based on meeting -a t I
schedule to achieve current needs for sworn P er 1000 population, p
patrol officers to respond to 85% of
minimum-U.S. averages relating to sworn officers P uted at 3096
crimes per sworn officer, and the necessary p
calls within Departmental guidelines). Civilian personnel are comp
of total personnel.
�x t
wx al
l
Summary of
�Y f
f '
iVilianization Proposals
,t
x
x
t�}
Si
Sworn
civilian
'h� 21
- . BMW
FR-
l~Y 80-81 Budget
814
328
1142
FY 81-82 Budget
1000 (+186)
328 (-0-)
1328 (+186)
Booz Allen Proposal
890 (+76)
370 (+42)
1260 (+118)
MPD Proposal
925 (+111)
403 (+75)
1328 (+186)
11
COMPARISON OAT N PROPOSALS NTS ON
CIVILIANI
PY 181-82 Budget
As submitted by the City Manager and approved by the City Commissioh6
BOOZ ALLEN AND HAMILTON,PROPOSAL
This reflects the consultant's contention that 50 experienced officers can be
et effect
released through replacement
officers (75bn w civilians
502 existing nreleas d to imed would operational b
e an
open t onalduty
increase of 1..5
through civilianizing their positions).
MIAMI POLICE DEPARTMENT PROPOSAL
By converting 75 of the presently budgeted sworn positions to civilian but retaining
a total personnel increase of 186 (111 sworn plus 75 civilians) and continuing the
present "overhiring" allowance for attrition the actual number of officers in
operational assignments would rernain essentially the same as currently budgeted
(829 versus 827) rather than declining by 67 (760 versus 827) as under the Booz Allen
proposal.
In addition, this proposal would result in approximately the same 50 additional
experienced officers in operations as would the Booz Allen proposal through
replacement of sworn officers with civilians. The total civilians required (75) would
be utilized as follows:
30 Civilians to replace sworn officers in a one -for -one permanent
civilianization of specific job functions.
20 Civilians to replace sworn officers who are "temporarily" filling essential
civilian jobs because of a lack of a civilian budget increase.
25 Civilians necessary to provide support functions to effectively manage
and efficiently utilize the III sworn increase proposed.
75 Total increase in civilians required.
Section 3
Section 2
r
We suggest adding the following to reflect Commission support for the
total effort required to implement the proposals contained in the
resolution:
"The City Commission will support the City Manager in implementing the
improvement and expansion of the IAiami Police Department as a highest
priority."
We feel the following goals are more realistic in view of the serious law
enforcement problems the community and the Police Department currently
face:
a) For fiscal year 1981-82, 925 sworn officers and 403 civilian support
personnel.
b) For fiscal year 1982-83, 1050 sworn officers and 450 civilian support
personnel.
c) For fiscal year 1983-84, 1150 sworn officers and 500 civilian support
personnel.
PROJECTED EFFECT ON SWORN ASSIGNMENTS OFr
MPD CIVILIANIZATION PROPOSAL
{ '
9/1/81 3/31/82
9 30182
ASSIGNMENT
Estimated Budget Proposed
Budget Proposed
Operations
651 689 714
827
829
Support & Administration 115 122* 97**
146*
96*
Recruits
58 190 142
Total 824 1001 953
27
1000
0
925
Notes: Budget reflects current projections based on a total sworn budget of
1000 (+186) and civilian budget of 328 (no change).
* These are estimated to continue at 15% of sworn on board (not
including recruits) due to a lack of civilians budgeted plus increase in
overall Department size.
** Reflects replacement of 25 sworn with civilians by 3/31/82 and 50 by
Js f 9/30/82. Includes conversion of 30 current sworn positions to civilian
plus 20 sworn released from filling "traditional" civilian slots.
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