HomeMy WebLinkAboutItem #04 - Discussion ItemU
PRESENTATION
TO
MIAMI CITY COMMISSION
SEPTEMBER 25, 1980
CITY'S RESPONSE TO CIVIL DISTURBANCE
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CITY'S RESPONSE TO CIVIL DISTURBANCE
The City's actions to alleviate the conditions that led to the
May civil disturbance and its aftermath can be divided into three
phases: Immediate, Mid-term and Long-range responses. In addition,
there are number of ongoing activities which are also identified.
Immediate Response
The immediate strategy was to erase the scars caused by the
civil distuubance, provide recovering assistance to affected'businesses,
and to increase the employment opportunities available to city re-
sidents. This was accomplied by:
- Debris Clearance
Clearing debris from burned buildings on the public right-
of-ways.
- Demolition Unsafe Structures
Allocating $247,000 of 5th year Community Development funds
to demolish unsafe structures as a result of the civil dis-
turbance without assessing the property owners the demolition
and clearance cost. Presently, thirteen of the twenty-one
structures have been demolished; agreements with the owners
have not been received as four of the structures and the four
remaining contracts are to be awarded the week of September
22nd.
- Job Programs: a program started in July is providing employment
for 350 persons for a period of six months under CETA, special
Title II-D, until December and the EDA program is providing
employment for 464 participants until the end of September.
Damage Assessment and Analysis
Planning Department coordinated the preparation of the Damage
Assessment Report in conjunction with the Building and Fire
Departments. Locational maps of damages resulting from
the civil disturbances were also prepared.
- Business Recovery Task Force - Outreach to Impacted Businesses
under the coordination of the Department of Trade and Commerce
Development, an outreach effort was initiated and a survey
was conducted of the affected businesses, analyzed the data
from 87 respondents and prepared a report entitled, May -
Civil Disturbances, A Survey of Businesses Affected ough
Miami Capital Development, Inc. assistance was provided in
packaging applications for SBA Disaster Loans.
- Economic Adjustment Planning Grant_
Prepared an application to the U.S. Department of Commerce,
Economic Development Administration in conjunction with
Dade County. A grant for $100,000 was jointly received by
the City and Dade County. The consultant selection process
has been initiated.
- Discretionary Funds - HUD Application
Prepared, in conjunction with Dade County, ah application for
$10,000,000 in disaster assistance funding from the U.S.
Department of Housing and Urban Development Discretionary
Funds. The primary emphasis of this program is economic and
business development assistance. Application submitted on
September 17, 1980.
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Downtown/Overtown Community Redevelopment Area - Tax
Increment Financing District
Prepared the documentation for the establishment of
Downtown/Overtown Community Redevelopment Area for the
purpose of tax increment financing. This was approved
by the Miami City Commission and is pending approval of
the Dade County Commission. _
Neighborhood Economic Development Program
Selection of community based organizations to provide
neighborhood economic development outreach services in
the Community Development target areas.
Emergency Food Program
$34,690 of City funds were spent for 23,600
meals served in the Overtown area on the weekend
subsequent to the riots.
Housing Development
A request was made to US Housing & Urban Development for
Section 8/Public Housing Bonus funds to construct or
rehabilitate 1,000 units, (joint City -County).
A request was made to HUD 11312" Program Bonus funds to
rehabilitated 1,000 additional housing units, (joint
City -County).
Overtown Multi -Family Rehabilitation Program - Program to
accept proposals October 1, 1980, for multi -family housing
rehab interest loans in the area bounded by Northwest 8th
Street, the F.E.C. railroad, Northwest llth Street, and I-95.
Up to fifty apartments can be rehabilitated with existing
funds.
Rehabilitation of a city -owned apartment as a demonstration
program to demonstrate the type of rehabilitation that can
be done to a deteriorating structure.
- Community Development Block Grant Program
Community Development projects in the target areas such as
parks development and public works projects are being exped-
ited in the affected areas in order to improve the living
conditions of the areas.
Contractors Bonding and Revolving Loan Fund - EDA Application
Prepared an application to the U.S. Department of Commerce,
Economic Development Administration in conjunction with Dade
County for a grant of $400,000 to expand an existing minority
contractor's bonding assistance and revolving loan fund
program. The grant has been awarded.
Overtown Shopping Center - EDA Application
An application for $1,800,000 from the Economic Development
Administration for the Overtown Shopping Center in conjunction
with the Overtown Economic Development Corporation has been
submitted and is under review by the Federal government.
f
- Overtown/New Washington Heights and Douglas Road Joint
Development Applications
Submitted applications in conjunction with Dade County to
the Urban Mass Transportation Administration for joint
development projects adjacent to the Overtown/New Washington
Heights Rapid Transit Station ($6,000,000) and the Douglas
Road Rapid Transit Station ($8,000,000).
- Secondary Impact Area Meetings
Conducted a series of meetings with representatives of
business areas lying adjacent to areas directly impacted by
the civil disturbances in order to ascertain extent of loss
of business activity and assist in the formulation of a
business recovery program.
MID-TERM RESPONSE
Many jobs were lost as a result of the civil disturbance. The
mid-term strategy will focus on expanding economic opportunities for
area residents, as well as providing decent housing and a suitable
living environment. This will be accomplished by.
- Miami Challenge Program
This entails the formulaion of overall economic redevelopment
strategies and the designation of specific economic revita-
lization projects for areas impacted by civil disturbances.
The first phase of this project is complete and it will be
coordinated with the Economic Adjustment Planning Grant.
- Model City EDA Project
The presentation of an application to EDA for an economic
redevelopment project in,the Model City area. Estimated
project cost $2,000,000.
- Overtown-HUD Urban Development Action Grant
The preparation of a $2,000,000 HUD Urban Development Action
Grant to facilitate the construction of 275 units of moderate
cost home -ownership apartments is being developed for Overtown.
- Overtown - Tax Increment Financed Housing Pro ram
A tax increment financed program for housing construction and.
rehabilitation is under development in Overtown for an
undetermined amount of funding.
- Update of the Model City Redevelopment Plan
Development of a revised economic and housing development plan
for Model City. Report will incorporate King Heights Redevelop-
ment Plan currently under review by the community.
- Grand Avenue Improvement and Revitalization Program
The preparation of a comprehensive program for the revitali-.
zation of the Black Business District.
- Allapattah Commercial Revitalization Study
The development of an overall redevelopment strategy for the
36th Street Business District.
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- Application to CETA for Garment/Fashion District Vocational
Training School
Job development and training program geared to residents of
Overtown and Wynwood.
- Zoning, Transportation and Redevelopment Planning For The
Culmer, Santa Clara and Allapattah Areas
Development of implementation programs for approved station
area plans.
LONG-RANGE RESPONSE
- Implementation of the Miami Challenge Program
- Implementation of the Comprehensive Economic Development
Strategy for the City.
. On -going Economic Planning Program
Neighborhood Commercial Revitalization Projects by
Community -based organizations in selected commercial
districts.
Business Development Financing Program through Miami
Capital Development, Inc.
- Implementation of the Economic Development Adjustment St_rate.
ON -GOING ACTIVITIES
- Implementation of the Overtown Redevelopment Plan
Implementation of the Garment Center/Fashion District
Redevelopment Plan
Neighborhood Planning Services
- Area Market Studies and Data Collection
- Community Development Block Grant Activities (1st-6th Years)
- Housing Development
. Section 8
a) Forty-five units of family housing at`Overtown (.Town Park),
estimated value, $1.5 million. Construction to
start in fall, 1980.
b) Sixty-five units of elderly and twenty-four units
of family housing in Coconut Grove, estimated value,
$1.2 million for each project. Construction to
start in fall, 1980.
Second mortgage housing for families for sale. Fourteen
units in Coconut Grove, fourteen in Model City and thirty
in Overtown are to start construction in the fall of 1980.
Public Housing - Construction of seventy-five units of
family public housing are to start in Overtown in January,
1980.
Public Housing - Construction of seventy-five units of
family public housing are to start in Overtown in January,
1980.
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Section 235 Homeownership - Construction of fourteen units
is scheduled for the fall of 1980 in the Overtown area.
Single family housing rehabilitation - Neighborhood Strategy
Area of Model City, Edison, Wynwood, Allapattah, and Coconut
Grove. This will provide low interest loan to rehabilitate
owner -occupied properties.
Technical assistance to Community -based organizations involved
in the City's Neighborhood Economic Development Program and
Local Merchant's and Business Associations.
Business Development Assistance and Outreach Programs
Business Retention and Expansion
Business Attraction
Financial Packaging through Miami Capital Development,
Inc.
i
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IN'T'_:R-OFFICE MEiPYORANDUIM
Richard Fosmoen70
City Manager
City Commission
"- Motion M-80-625
Kenneth 1. Harms
Chief of Police ,
(�ILC . LIA 2-2
Pursuant to a motion passed by the Miami City Commission at .its last meeting on
September 15, 1980,(M-80-625) expressing the firm desire that more uniformed,
sworn Police Officers be put back on the streets by September 25, 1980 and
requesting the Chief of Police to come back to the City Commission to explain
implementation of the plan, I offer the following data and information reflecting
the Police Department's progress and objectives in achieving this goal.
Manpower depletion statistics between 1975 and the present reflect significant
decreases in both sworn and civilian positions. The following figures represent
actual sworn and civilian personnel employed as of the last day of the designated
fiscal year.
SWORN CIVILIAN
FY 174-75 - 791 FY 174-75 - 260
FY 175-76 - 788 FY 175-76 - 255
FY 176-77 - 736 FY '76-77 - 255
FY 177-78 - 700 FY 177-78 - 211
FY 178-79 - 680 FY 178-79 - 211
*FY '79-80 - 656 *FY 179-80 - 233
*As of September 17, 1980
Additionally, calls for service continued to increase by 121'6 over 1979 levels while
manpower levels have steadily decreased. The calls for service/available
manpower ratio has resulted in a 163116 increase in calls held or delayed. (A
delayed call reflects our inability to dispatch a unit within established time
parameters necessary to meet the criteria for a proper police response;) While the
163% increase in calls held appears disproportionately high when compared to the
smaller increase in calls for service., we were already at a calls for service
response optimum prior to the 12% increase. Current trends Indicate increased
demand for police services and a contuing strain on our already depleted resources.
Therefore, I have implemented an immediate plan of action to provide increased
uniform officer coverage throught the City of (Miami in an attempt to provide the
citizenry with improved levels of service. I must point out that this is a stop -gap
measure and will not have drarrratic and visible impact on our already pverloaded
system. Our purpose here is to improve our ability to respond to emergency and
Richard Fosmoen
Page 2
C,
SEP 2 3 1980
high priority calls for service. After a careful assessment of this plan, 1 intend to
contact you again in the near future to discuss the possibility of further overtime
needs if current demands for police service escalate. This short term response to
the problem will impact well into the fiscal year'80-81, when you consider it takes
approximately nine (9) months from the first in -hiring step to place a new officer
on the street in an operational capacity.
The plan Is represented by two (2) phases. The first phase calls for the
reassignment to uniform patrol of fifteen (15) officers previously functioning in
administrative positions. Many of these administrative jobs represent participation
in various innovative and important programs we are temporarily curtailing as a
result of these changing priorities. For example, the abolition of three (3) school
resource officer positions reflect a cutback in an area where we have definitive
commitments in the future. f fully intend to reinstitute these vital administrative
and support services functions as manpower levels increase to acceptable levels.
I
Phase two consists of department -wide voluntary overtime within the uniform
patrol section. This phase has been In effect for several weeks and has proven
successful, however, a third contingency phase has been prepared in the event
voluntary overtime decreased below desired levels. This would involve
involuntary/mandatory overtime and we are assessing the possibility of future use,
If warranted.
Phase I
Reassignment and transfer of fifteen 05) officers
8.5 man days x 30 days = 255 man days per month
Phase 11
Voluntary overtime -
16 man days average x 30 days = 480 man clays per month
Phase 1 - 255 man days
*Phase II - 480 man days
Total - 735 man days
per month
*Phase II Cost Breakdown
Sixteen man days Daily x average P.U. salary (@ time and one-half)
$14.55 per hour = $2,328 per day x 30 days = $69,840 per month.
Another mechanism to provide additional sworn operational positions is the
civilianization of previously designated sworn functions. There is a continuous
ongoing effort to replace sworn administrative personnel with qualified civilians.
The 1980-81 budget contains approximately twenty (20) positions targeted for
future civilianization. The process of civilianizing key or command level positions
can be a tedious task as qualified applicants with the proper blend of training and
experience are difficult to find. As an example, the Police Property Unit
Commander should possess expertise in the collection and preservation of evidence,
inventory control, purchasing and overall administration and supervision skills.
Richard Fosmoen
Page 3 S E P 2 3 1980
This mix of knowledge and experience in both the public and private sector is a
prerequisite for a position of this magnitude and importance. The Miami Police
Department is committed to a continuing effort in the area of civilianization. The
Police profession provides a most unique working environment and quality
Individuals will find a rewarding and satisfying career within its civilian ranks.
I am confident the aforementioned plan of action and related data will provide you
with a comprehensive picture and understanding of our current program to
supplement uniform officer coverage within the City. The delivery of police
services and the safety of our officers are of utmost importance to me and the
maintaining of minimum acceptable standards must not be impeded below current
levels.
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WE, the undersigned businessmen of Downtown Miami,
concerned about the extraordinary increase in violent crimes
committed in this area, demand more effective police protection
from the City of Miami.
We are alarmed by the City of Miami Police Department's
�1•
Preoccupation with parking violators while people are robbed
/ and beaten in broad daylight in our busiest streets on a daily
basis. The highest priority in law enforcement should be the
protection of people against violent crimes and not the towing
away of illegally parked vehicles. We do not want the Public's
safety compromised. We strongly demand a greater police presence
in the Downtown area and more emphasis in the prevention of
violent crimes.
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