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HomeMy WebLinkAboutBack-Up DocumentsANALYSIS Miami (FL) Public Safety Partnership Site Crime Analysis Assessment - Phase 1 Site Visit One (1) Report Tracking Number: 20190124-15040482 July 2019 CRH Analysis Consulting 5833 NW 33rd Terrace • Gainesville, FL 32653 tel 904.318.3026 • crhanalysis©gmail.com • jamielroush©gmail.com ANALYSIS Executive Summary On June 12-13, 2019, CRH Analysis Consulting conducted an assessment at the Miami (FL) Police Department (MPD) on behalf of the Public Safety Partnership and Bureau of Justice (BJA) Crime Analysis on Demand program. The assessment was initiated to examine the following: • Organizational Structure and Placement of the Crime Analyst Detail • The Structure of the Crime Analyst Detail • Analyst Job Duties and Responsibilities • Analyst Capabilities and Skills • Analyst Hardware and Software • Department Data, Analyst Access and Reliability • Analytical Workflow • Department Use of Analytical Products The following report provides detailed information pertaining to each area assessed and will provide recommendations to address current inefficiencies and gaps. Organizational Structure and Placement of the Crime Analyst Detail The Miami (FL) Police Department (MPD) is led by Police Chief Jorge Colina and is an over 1,100 member professional law enforcement department serving the City of Miami (FL) and the over 1 million people who traverse the city daily. The department is structured into three (3) divisions - Administration, Criminal Investigations and Field Operations who report to Deputy Police Chief Ronald Papier and the Professional Compliance Section, Internal Affairs Section and Public Information Office who report directly to Chief Colina. The Crime Analyst Detail is located within Criminal Investigations Division under the direction of Assistant Chief Louis Melancon and the Investigative Support Section under the direction of Major Jose Rodriguez, Lieutenant Jaime Ramirez and Sergeant Fabio Sanchez. The Detail is directly commanded by a civilian Crime Analyst 11 Lenore Wilson -Smith and contains 4 crime analysts. The current placement of the Crime Analyst Detail within the department's Investigative Support Section places an emphasis on crime analysis supporting only investigations. While the Detail has a civilian Crime Analyst II, under the sworn supervision of a Major, Lieutenant Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 13 ANALYSIS and Sergeant, the Detail has many chain of command levels before direct access to the Deputy Chief of Police or Chief of Police to aid in supporting all aspects of the department. Recommendation: Crime analysis efforts should support all aspects of a police department and as such should be structured within the organizational chart in a functional area that supports the entire department. In the MPD's organizational chart, crime analysis should at a minimum be in a functional area within the Administration Division reporting directly to a Major or above. Recommendation: Along with being structured in the organization in a functional area that supports the entire department, crime analysis should have direct access to the highest levels of the organization. It is recommended the Crime Analyst II report directly to a Major or above. This also reinforces the importance of the use of crime analysis in department operations. The Structure of the Crime Analyst Detail The Miami (FL) Police Department (MPD) Crime Analyst Detail is under the direction of the Investigative Support Section Major Jose Rodriguez, Lieutenant Jaime Ramirez and Sergeant Fabio Sanchez. The Detail is comprised of Crime Analyst II Lenore Wilson -Smith, who serves as the Detail's supervisor, and four (4) crime analysts, in the position of Crime Analyst I. The Detail is augmented by two (2) doctoral students from Florida International University (FIU). Most of the Detail's full-time members have been with the MPD for an extensive length of time, coming to the Detail from other positions within the department. The sworn supervision of the Detail rotates on a frequent basis. The salary range for the Crime Analyst I and Crime Analyst II positions is approximately $45,000 - $98,000 which is slightly low in comparison to other cities of like size but still competitive in the State of Florida. The Detail is housed within the MPD headquarters in one office consisting of small cubicles affixed to the office's walls and free-standing in the middle of the room (Appendix A). The office of the Detail is adjacent to the department's Real Time Crime Center. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 14 ANALYSIS Recommendation: Future consideration should be given to fully civilianizing the Crime Analyst Detail. Civilianizing the unit would lead to budgetary savings and the ability to provide a long-term career path for an analyst within the MPD. Within the current structure of the Detail, the highest promotion potential is to the level of a Crime Analyst II. Currently, one of the analysts is already at a Crime Analyst II and has no further promotion potential. If the unit were to be civilianized, the following positions would be suggested: Crime Analyst I, Crime Analyst II, Crime Analyst III, and Crime Analyst Supervisor. In this structure, the Crime Analyst Supervisor should report to the rank of Major or above. Recommendation: Increase the capacity of the unit from five (5) total positions to ten (10) total positions for alignment to the national average of 1 analyst to 100 officers for crime analysis efforts. It is recommended this effort should be undertaken after other improvements in access to data, the analytical workflow and increased development and use of analytical products by the department as described in other sections of this report. Recommendation: Continue the partnership between MPD and FIU to infuse doctoral students into the Crime Analyst Detail. Utilize this partnership as a feeder program into the Crime Analyst Detail as positions are vacated or acquired. Analyst Job Duties and Responsibilities The crime analysts of the Crime Analyst Detail of the Miami (EL) Police Department (MPD) are responsible for querying, reviewing and reporting on criminal information and providing follow up support when necessary. More specifically, crime analysts are responsible for reading and reviewing Part I crimes daily. Through the reading and reviewing process, the analysts are responsible for updating, at a minimum, the assault and robbery logs with details contained within the original report. Upon identifying similarities in criminal events, analysts are responsible for providing information on patterns, series and trends in crime. The analyst logs, crime patterns and other customized reports are utilized in the department's CompStat process. In addition to the traditional analytical duties and responsibilities of MPD's crime analysts, analysts are also assigned and rotated to perform duties within the department's Real Time Crime Center (RTCC). In this role, analysts are responsible for listening to the department's radio system, providing call for service history information and conducting follow up investigative support to in -progress criminal events. Analysts also support by providing information about persons of interest, offenders, wanted persons and custody Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 15 ANALYSIS orders. Largely the tasks of the RTCC simply require analysts to retrieve information from a myriad of systems and provide the information to department personnel. Outside of the daily tasks required of the Crime Analyst Detail and support for the RTCC, any other activities of the Crime Analyst Detail are ad -hoc and request driven. There is little to no proactive analytical tasks or analysis. Recommendation: The duties and responsibilities of a crime analyst should include reviewing criminal incidents and establishing patterns, series and trends. However, the process by which analysts perform these functions within MPD's Crime Analyst Detail is inefficient and requires an enhanced workflow that utilizes technology more efficiently. This enhanced workflow is described further in this report. Recommendation: Crime analysts of the MPD are compensated on par with other crime analysts for the required job duties and responsibilities. However, the duties and responsibilities performed by the crime analysts today are essentially advanced clerical functions and the result of a lack of available data, training and understanding of the role analysts should perform in a police department. For analysts to effectively perform their assigned duties and responsibilities and the department obtain the most value, analysts must "analyze" - that collates information from multiple sources and provide value-added, contributory information into a cohesive analytical product to be used by the department - in every task they perform daily, weekly, monthly, etc. If no analytical value is added to the product produced, the tasks should be performed by other members of the department. In addition to the enhanced workflow described further in this report, it is recommended the Crime Analyst Detail begin to focus on the production of proactive analytical products for use by the department to ensure that the majority of an analyst's time is concentrated on "analysis." Recommendation: In support of the recommendation that analysts should spend the majority of their time "analyzing," it is recommended the Crime Analyst Detail be immediately removed from rotations within the RTCC. The rotational assignment of analysts into the RTCC was due to the hyper -technical skills analysts have in querying and retrieving information from a myriad of systems. However, these are advanced clerical or investigative support skills and not a positive use of analysts for policing operations. Moreover, the use of analysts in this function is not a valuable use of department resources from a cost -benefit analysis. Suggested staffing of the RTCC is with light -duty officers or the hiring of staff at a classification/pay range lower than that of a crime analyst. This recommendation reflects a Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 16 ANALYSIS similar model presented in the Bureau of Justice Assistance Crime Analysis Toolkit hftps://it.ojp.gov/AT and shared by the Charlotte -Mecklenburg Police Department. Analyst Capabilities and Skills The Crime Analyst Detail of the Miami (FL) Police Department is comprised of individuals who have served the department for a significant number of years but primarily within other areas and details. These individuals have only served in the role of a crime analyst for a short time. As these individuals were transitioned from their previous positions into the Crime Analyst Detail they did not receive formal training and only informal training based on the limited knowledge of the analysts within the unit. Today the main capabilities of the analysts are reviewing reports within the Motorola PremierOne Records Management System, searching through applications to which they have access for information and performing limited functions using the Microsoft Office products of Microsoft Word and Microsoft Excel. In the last year, an effort to formally train analysts was made by bringing in Julie Wartell for teaching Introduction to Crime Analysis and Problem Solving in 60 Small Steps courses. Furthermore, the Florida International University doctoral students assigned to the Crime Analyst Detail and Information Technology personnel, conducted an advanced Microsoft Excel course and ad -hoc ArcGiS training. While the effort to provide analysts training is extremely important, the analysts have not had effective data and/or an analytical workflow to utilize the training provided. Recommendation: The current capabilities and skills of the crime analysts are only approximately 25% of the necessary capabilities and skills to perform the job of a crime analyst. It is recommended the skills and abilities of each analyst be assessed against the best practice skills and abilities required for the job. Each analyst should be provided a "roadmap" of skills and abilities that need to be improved and an estimated time by which these skills should be improved. The outcome of this recommendation will be a detail of personnel with a similar level of abilities and skills to move into the next level of analytical support for the department or re -assignment of personnel to other areas of the department and available crime analyst positions for hire. Recommendation: Through discussions, it was identified that training of analysts has been largely absent due to available funding. Crime analyst positions within law enforcement are considered to be "professionalized" positions like Crime Scene/Evidence Technicians and Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Resented. Page 17 ANALYSIS Information Technology personnel and as such must be funded accordingly. It is recommended there is a separate, distinct allocated budget for analyst training and an annual schedule of training to ensure analysts are constantly learning evolving analytical techniques. This schedule should include a portion of the Detail to attend prominent conferences for analysts such as the International Association of Crime Analysts (IACA) Annual Conference. Analyst Hardware and Software The crime analysts assigned to the Crime Analyst Detail of the Miami (FL) Police Department (MPD) are each assigned a desktop computer and two (2) to three (3) monitors to perform their job duties. The desktop computers were acquired in the past few years and for the most part have the processing speed, memory and storage to appropriately perform analytical functions. Each of the desktop computers is provided with the following software: Motorola PremierOne Computer Aided Dispatch (CAD), Microsoft Office Suite to include Microsoft Word, Microsoft Excel, Microsoft Access, and Microsoft Powerpoint and ESRI ArcGIS Workstation. Any variation in software is related to specialized assignments or ad -hoc loading of software. The analysts also have access to external software and applications that provide information from other law enforcement agencies, government entities such as the Department of Highway Safety and Motor Vehicles and public records. As part of the analyst's duties and responsibilities to support the Real Time Crime Center (RTCC), analysts have access to internal camera systems such as MPD's Shotspotter and license plate recognition/reader system and external camera systems such as that of the City of Miami's solid waste department. The underlying hardware for supporting analytical efforts such as servers are provided by the MPD's Information Technology Section. Recommendation: While the desktop computers of the Crime Analyst Detail are relatively new and provide the capability to perform analytical tasks, the desktop computers tie analysts to their physical location and inhibit analysts providing valuable information during meetings or interacting with other department personnel in the field —within a patrol car, on scene of a critical incident, during a natural disaster or supporting an investigator in a hands- on way in his/her investigative unit. To provide more flexibility where analysts can perform their job duties and responsibilities and to more appropriately utilize the work time of analysts, it is recommended the Detail's desktop computers are replaced with workstation laptop computers. A workstation laptop computer can utilize dual monitors while docked and use Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 1 8 ANALYSIS the laptop as a third monitor to match the Detail's capability today. A suggested specification for laptops is as follows: At a minimum a recommended hardware configuration for a workstation laptop computer includes: ▪ Processor - Intel Core i7 or higher (8mb cache, 3.6 ghz) • Windows 10 64 bit • Display should be a minimum of 14" • Memory 16 GB • Graphic Card minimum of 4GB • First hard drive - SSD 256GB • Second hard drive - 1 TB • Total hard drive capacity 1.25 TB • Docking station • No need for CD/DVD drive (external, if required) Typical government pricing of workstation laptop computers vary depending on make and model but range $2,100 - $2,600 per workstation laptop computer. A few examples of models are: • Levonvo P50 workstation - $2100 • HP zbook studio G3 - $2600 • Dell Precision 7520 - $2500 Recommendation: More importantly than the same or comparable hardware configurations, all computers utilized for analytical functions should contain the same software programs and version numbers. Technology isn't infallible, and this allows an analyst to utilize another computer if a failure occurs with little to no downtime. To begin this process, it is recommended that a software inventory be conducted for all of the current desktop computers. Any gaps in software should be addressed as soon as possible. It is recommended an analyst software "image" is created by the Information Technology Section containing all software programs used for analytical functions. Any programs with special installation should be installed after the imaging process has been completed. This process also ensures that if an analyst's computer fails, the time the computer will be with the Information Technology Section will be minimal since not all software programs will be loaded individually. If an "image" is not possible, an updated list should be maintained to ensure standardization. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 19 ANALYSIS A recommended software configuration for computers utilized for analytical functions should contain: Foundational Software • Motorola PremierOne Computer Aided Dispatch (CAD) System • Motorola PremierOne Records Management System (RMS) • Microsoft Office (Word, Excel, Access, Powerpoint and Outlook) • ArcPro • Microsoft SQL Management Studio 2017 If analysts need additional software added to their computer for analytical functions, it is recommended that they liaise with the Information Technology Section to have the software loaded onto the "image" and ensure that ALL personnel have the software installed at the same time. This often does not happen due to analysts with specialized assignments indicating they need specific software. However, without installation on all computers, downtime can result if a computer fails. Recommendation: To perform appropriate analysis using Geographic Information System (GIS) software, it is recommended that all desktop computers in the Crime Analyst Detail are updated to ESRI ArcPro. Recommendation: Similar to comparable hardware and software configurations, it is important for all members of the Crime Analyst Detail to have access to the same internal and external applications. It is recommended that an application inventory is conducted to determine what applications to which each analyst has access. A simple process for conducting this inventory is to ask each analyst to provide a list of applications to which he/she has login credentials (user name and password). Any gaps where one analyst has access to an application but another does not should be addressed as soon as possible. Recommendation: It is recommended that all hardware, software and applications are reviewed on a routine schedule (quarterly, bi-annually or annually) to ensure all hardware, software and applications are up to date and consistent among all members of the Detail. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. AEI Rights Reserved. Page 110 ANALYSIS Department Data, Analyst Access and Reliability The Miami (FL) Police Department utilizes Motorola's PremierOne Computer Aided Dispatch (CAD) and Records Management System (RMS). These applications are used to record official policing activities. The department also utilizes other auxiliary software applications for specialized policing activities such as traffic accidents and crashes. All of the data from the department's main software applications is stored by the department on its servers. As part of the MPD's Smart Policing Initiative, the data is extracted by Data Consultant David Knight for use in the department's Microsoft SQL Server Reporting Services (SSRS) reports and by the Crime Analyst Detail. The process of extraction includes a daily process of scripts at 0700 of Part I related offenses from the CAD system by year and signal. The file contains a complete previous year and year to date for the current year. For example, the file on July 15, 2019, would include January 1, 2018- December 31, 2018 and January 1, 2019 -July 14, 2019. For use by the Crime Analyst Detail, the file is uploaded into a Microsoft Sharepoint Directory in a Microsoft Excel format. In addition to CAD data, there are scripts and exports for incident and arrest reports in a similar fashion for use by the department. Through the City of Miami, the MPD has access to quality and complete Geographic Information System (GIS) data containing an address point file and various city and county geographic layers for correlating with the department's crime and disorder data. While the MPD has direct access to their department's data and access is provided to the Crime Analyst Detail, there are significant issues related to the reliability of the data. Due to an ongoing issue between the department and a vendor, the department does not have the latest version of the RMS. Coupled with a lack of guidance on how officers complete reports and a delay in the submission and approval of reports, the data extracted and utilized by the department and the Crime Analyst Detail is highly incomplete. A complete list of specific data elements is encompassed in Appendix B as described in an internal MPD Memorandum created by Data Consultant David Knight. One specific data issue described in this memorandum is the department's policy that investigative supplement reports (301s) are documented in Microsoft Word files and are not incorporated into the data stores of the department or able to be used widely through the department to acquire more detailed information on criminal incidents. For data use by the Crime Analyst Detail, a significant data issue is a lack of capturing modus operand' information in any standardized fields, Proprietary & Confidential 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page l 11 ANALYSIS requiring the analysts to read every narrative and update a manual log of incidents by crime type. Recommendation: The MPD needs to develop and maintain a data warehouse that provides replicated tables of all law enforcement data including but not limited to, CAD, RMS and Traffic. This data warehouse needs to be standardized and contain clean, pre- processed data for department use. Recommendation: While the MPD maintains data tables for primary software applications like CAD, RMS and Traffic, the department has a myriad of other technologies with data that can and should be stored in a centralized repository and available for analytical efforts. For example, the MPD utilizes Shotspotter and within Spotspotter there is data on gunshot detections. Shotspotter data should be incorporated into the department's data sources. To being the process of incorporating other internal data, it is recommended a technology and data inventory be conducted to understand all of the applicable sources of data and then prioritize them for inclusion within the department's data repository. Recommendation: While the MPD acquires law enforcement data on their residential and daytime populations, the City of Miami is geographically positioned in a large metropolitan area with numerous other law enforcement agencies. Today, the MPD can only access data from other departments through web -based systems and/or the information sharing application, Telegram. These static sources of information cannot be seamlessly integrated with MPD data for analytical efforts. As a result, it is recommended the department work with other adjacent departments to get direct access to their data through a Memorandum of Understanding. This data, stored in the same data warehouse as the MPD data, can be seamlessly integrated for analytical efforts. Recommendation: The MPD needs to upgrade the Motorola PremierOne software as soon as possible. This upgrade will provide the MPD additional data fields that are important and valuable to data driven policing efforts. Recommendation: The MPD is currently utilizing CAD signal data as its operational data source. CAD data is not a best practice data set for operational use due to its changing nature as the investigation develops. It is recommended that all CAD data sources used for operational purposes; Microsoft SSRS reports, the Crime Analyst Detail logs and information feeding into CrimeView for CompStat be converted immediately to utilizing the RMS data for Part I Crimes. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 1 12 ANALYSIS Recommendation: Although the MPD has access to quality and complete GIS data there is no process where the GIS data is updated on a regular basis. A process, (quarterly, bi- annually or annually), should be initiated where the most recent GIS data is downloaded and previous data is purged. Recommendation: Data is critical to any department's data driven policing effort. The data issues described and supported by the internal memorandum found in Appendix B are critical issues which need to be resolved for enhancing the department's Crime Analyst Detail and the overall use of data by the MPD. It is recommended, where possible, addressing of these issues is incorporated into the RMS upgrade and employing the use of mandatory edit rules requiring quality information. Recommendation: The MPD should initiate a process to evaluate data implications or data use for the department's policing strategy when in the research phase of acquiring any new technology. This will proactively ensure access to appropriate, quality and accurate data. Analytical Workflow The Crime Analyst Detail, of the Miami (FL) Police Department, has two primary analytical functions - updating Part I Crime logs and responding to ad -hoc requests for information/creating analytical products. In support of updating Part I Crime logs, the analysts retrieve an export of data in Microsoft Excel from a Microsoft Sharepoint directory organized by Part 1 Crime calls for service signal containing a full previous year and year to date current year of events. The analysts utilize the call for service event numbers to query the corresponding report in the RMS system, read the report and manually update fields within the Part I Crime logs. A primary field that is updated in the logs is modus operandi which is only documented by the MPD in the report narrative. The completed Part I Crime logs are emailed to various details and sections within the department as informational. The logs provide the basis of the department's violent crime meeting. Approximately two (2) to four (4) hours on any given day are utilized to update the Part I Crime logs. In support of responding to ad -hoc requests for information/creating analytical products, the Crime Analyst Detail's Crime Analyst 11 receives a request for information. The analyst Proprietary & Confidential O 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 113 ANALYSIS estimates the time necessary to complete the request. The analyst informally reviews the workload of the analyst who typically handles the crime type in question for the request as well as the workload of the other crime analysts and assigns the request accordingly. The analyst extracts the data needed for the request from the Part I Crime calls for service signal data export. The analyst reviews the specific details of the events within the Part 1 Crime log or by reading the report and begins to formulate an analytical product. If the information is similar to requests that have been created previously, the analyst uses a crime analysis bulletin template for creating a final analytical product. If the request requires a map, the analyst takes the addresses for the events and utilizes Google Maps or ESRI ArcMap to plot the events individually. In some cases, the analyst may query the CrimeView dashboard for the events to produce a map. When the information/analytical product for the request is compiled, the analyst sends the information to the Crime Analyst II. The Crime Analyst 11 reviews the information for accuracy and forwards to the Crime Analyst Detail's Sergeant for review. Any corrections necessary are sent back to the analyst. Once the review process is complete, the request for information/analytical product is sent to the requesfor. The complexity of the request determines the total Time for completion but most requests average three (3) to five (5) days for completion in conjunction with required daily tasks. The Crime Analyst Detail rarely creates proactive analytical products. However, in situations where proactive analysis is completed, the analyst workflow follows that of ad -hoc requests for information/creation of analytical products. Recommendation: The analytical workflow of the MPD is inefficient, lacking true "analysis" of crime data and is almost exclusively reactive in nature. There is a need for efficient data systems and a process workflow that initiates and supports proactive analysis. Recommendation: A primary mechanism of an efficient analytical workflow is enhancing data. As noted in previous recommendations, the MPD needs to address their RMS data issues and ensure that any operational policing data originates from incident reports rather than CAD data. In addition, the current data sources used by the Crime Analyst Detail needs to be converted to one master table including all incident reports. The master incident table should be pre-processed to include analyst ready fields such as day of week, time of day hour, standardized offense description and geographically correct Miami PD policing areas. This table should be housed in the newly created data warehouse in Microsoft SQL. Proprietary & Confidential 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 114 !It ANALYSIS Recommendation: Analysts should access the newly created master incident table via an ODBC connection within Microsoft Access for querying and answering ad -hoc requests for information. Training on Microsoft Access will need to be facilitated. Recommendation: A repository of reports should be developed as templates which a data export from Microsoft Access can populate. These template reports can be created in Microsoft Access, Crystal Reports or Microsoft SQL Server Reporting Services (SSRS). Recommendation: The newly created master incident table should be spatially enabled for use in ArcGIS Pro. Recommendation: A standardized base map, created in ArcGIS Pro, should be used by all analysts. This base map should also include the master incident table queried into pre- defined layers for each crime type and suggested time intervals of 3 days, 7 days, 14 days and 28 days. Recommendation: Daily, the analysts should review incidents by crime type using the standardized ArcGIS Pro base map to identify geographic clustering and then determine if the incidents represent a pattern, series or trend. Recommendation: Any identified pattern, series or trend should be formulated into an analytical product. It is recommended a repository of reports be developed, as templates, that a data export from ArcGIS Pro can populate. These template reports can be created in Microsoft Access, Crystal Reports or Microsoft SQL Server Reporting Services (SSRS). Recommendation: The analytical products should have widespread dissemination through a defined means. It is recommended that analytical products not be disseminated via email but through a portal or web -based system. The department should enforce the use of the portal or web -based system for acquiring analytical products. Recommendation: The same format and structure of the master incident table should be replicated for other data sources such as arrests, field investigative/intelligence reports, traffic crashes and traffic citations. These should be integrated for use in Microsoft Access and ArcGIS Pro. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 115 ANALYSIS Recommendation: To facilitate advanced analytical techniques, such as identification of serious and prolific offenders, the MPD's data needs to be organized into master tables based on characteristics of criminal incidents. For example, there should be a master table for all people (witness, victim, suspect, etc.), containing demographic data to allow for the querying of all males, age 23-26, with brown eyes. Additional master tables to be created should include, but are not limited to, master vehicle, master phone, master scars, marks and tattoos and master nicknames/aliases. Recommendation: The prescriptive analyst workflow, described through other recommendations, should be trained accordingly. Benchmarks and metrics should be developed for analysts to achieve competency. Department Use of Analytical Products The Miami (FL) Police Department is a community oriented policing department. While the Crime Analyst Detail provides crime patterns and trends, the majority of the department's operational personnel utilize a web -based CrimeView dashboard which provides maps and lists of recent crimes within the City and for smaller geographic areas. The smallest geographic area to which the department has divided the city of Miami is known as a "NET" area. When operational personnel identify recent crime related patterns or trends via the CrimeView dashboard, a "Neighborhood Enforcement Team" provides proactive and reactive policing efforts. The prominent policing strategy utilized is directed patrol. The department can utilize Neighborhood Enforcement Teams for directed patrol, but when crime issues are numerous, field operations resources are directed to perform directed patrols, as well. This can lead to department wide resource depletion for primary functions such as responding to calls for service and conducting in-depth investigations. The department follows up on crime related patterns and trends and other policing efforts in two (2) primary accountability meetings - CompStat and Violent Crime Meetings. Operational personnel generally prepare daily for CompStat by acquiring information on new crime issues through the CrimeView dashboard. The Crime Analyst Detail prepares and provides additional reports for CompStat. These reports often take multiple days of preparation. In the CompStat meeting, the Field Operations Chief guides the discussion on recent crime patterns and trends and requires commanders to provide the strategies he/she have employed or will employ to address the problem(s). Similarly, the Violent Crime Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page i 16 ANALYSIS Meeting focuses on recent violent crime issues and discusses the strategies to address the problem{s). The Crime Analyst Detail primarily creates and provides ad -hoc analytical products upon requests. These products, primarily for Administration and Field Operations Divisions, are varied based on current issues and generally respond to a single question or concern. This makes them limited in their use for wider department policing efforts. Similarly, the Crime Analyst Detail develops analytical products in response to questions or concerns for the Criminal Investigations Division. However, these products are rarely utilized by department personnel due to the amount of time it takes for the product to be created and a history of the information being inaccurate. Investigations personnel tend to utilize information sharing groups via the application WhatsApp or Telegram for obtaining information more quickly. Recommendation: The Crime Analyst Detail primarily develops analytical products in response to requests for information or analysis. These products rarely support larger department policing concerns and strategies. The Crime Analyst Detail needs to create more consistent, accurate and proactive analytical products that should be used for the larger department policing concerns and strategies. A best practice for departments to be data driven is to ensure the crime analysis function and the analytical products created be the center point of illustrating the department's crime issues. In doing so, these products inform the policing strategy to which the department utilizes. Following the analytical workflow recommendations in this report will initiate the creation of new analytical products for the department's use. It is important when new analytical products are created that the department fully adopt their use in all policing efforts. Recommendation: The department's policing efforts are centered on recent, short term crime issues. While this addresses recent efforts, it is not a balanced approach to crime reduction. The department needs to focus on longer term crime issues as well. To support these efforts, the Crime Analyst Detail should create and disseminate analytical products to address longer term crime issues such as seasonal threshold reports to address changing crime trends, hot spot maps and identification of serious and prolific offenders. Recommendation: In conjunction with the department's need to focus on longer term issues, the department needs to balance addressing criminal incidents with serious and prolific offenders. Focusing on serious and prolific offenders is a known, effective policing strategy for successful crime reduction. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 117 ANALYSIS Recommendation: The department needs to diversify and address crime and disorder problems with the most effective strategy. Training should be conducted for, at least, mid- level managers and above on the most effective strategies for addressing crime problems. A list of known resources should be provided as a take away from the training. Recommendation: Accountability for crime and disorder issues should be a department wide effort. The MPD's CompStat meeting is focused on the efforts of Field Operations personnel but needs to have a component that incorporates personnel from the Criminal Investigations Division to reinforce and support a department wide information sharing effort. Appendix A Appendix B Memorandum To: Eldys Diaz, Alberto Fernandez From: David Knight Re: PremierOne data issues Below is a brief analysis of various data issues I have encountered in the CAD and RMS databases while developing the crime analysts' automated logs. Proprietary & Confidential O 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page I 18 HANALYSIS Summary of Findings Our data cannot be used for in-depth analysis, visualizations, or machine learning without extensive preprocessing due to data errors. The root causes are officer apathy and a woefully inadequate PremierOne configuration. Better UT design, conditional form logic, and strict field validation would prevent most errors. Because our data has historically been underutilized (and therefore data quality has not been a priority), officers also need training on current and future data -driven projects, and why it is critical that reports be correctly entered and updated from this point forward. Data Issues Age Age fields are inconsistent. Victim Age requires an integer, but Suspect Age allows integers, strings, and dates. Because Suspect Age has no validation controls, it is often given as a range, e.g. "18-30". In many cases, however, the range is so broad as to be meaningless, e.g. "0-100." Recommendation: The UI should present three choices: 1, "Age (if known): " (integer) 2. "Approximate age (if exact age unknown):" a. "Juvenile (under 18)" (integers, min: 1, max: 18) b. "Young Adult (18-30)" (integers, ruin: 18, max: 30) c. "Adult (30-45)" (integers, min: 30, max: 45) d. "Middle -Aged (45-60)" (integers, min: 45, max: 60) e. "Senior (60+)" (integers, min: 60, max: 100) 3. "Age unknown" (null) Age entries should be integers with no special characters. Approximate age selections should be presented as either a dropdown or button list; selections should populate two columns: MinAge and MaxAge (both integers). Officers should never have to enter age range numbers. I would recommend against using the same DB column for exact age and minimum age; it would be easier to identify approximate ages if the age range values were always in their own columns. Note that this is the design pattern our tip portal uses to capture suspect age data. Addresses Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 119 ANALYSIS There is no standard format for addresses where the address is an intersection. Sometimes the avenue is written first; other times, the street comes first. Thus, the same intersection can appear as two distinct entries (e.g. "US1 & SW 27th Ave" and "SW 27th Ave & USI"), which makes it harder for analysts to identify intersections where a high number of incidents occur. Recommendation: A simple programmatic solution is to order road types alphabetically, e.g. avenues before streets, courts before roads, streets before "US1", etc. (I have used this approach in the automated crime log script.) A much better solution (though not supported by PremierOne) would be for officers to have the ability to pin locations on a zoomable map, and resolve those locations to postal addresses via Google's API. Report Numbers Reports ending in "-001" are not always the initial report. If, for example, an officer discards a draft initial report and starts over, the discarded report is still captured in the system, while the subsequent report is labeled a "supplemental report" and assigned a higher number. Likewise, if the officer does not have connectivity, PremierOne assigns it a high report number to prevent merge conflicts. Thus, what appears to be the last report may in fact be the first. Recommendation: Analysts must be trained to check whether a report is flagged as "supplemental" in the "ReportType" column of [CaseReports]. (Note: the automated log script does this.) Incident date and time Incident timestamp fields ("OccurredOn" and "OccurredBetween") are inherently unreliable because they are based on the victims' best guesses. Worse, the fields are manually entered, so they are also rife with typographical errors. For example, I have found cases where the report was filed on, e.g., March 1, 2018, but the incident is entered as having occurred in the year 2918. Recommendations: 1. All dates and times that cannot be automatically generated by the system should be selected from a date/time picker. (Dropdowns for hour, minute, month, day, and year can achieve this effect but are not ideal.) 2. If the officer selects a date from a prior year (or beyond a certain range from the present date), the officer should be required to confirm. 3. Future dates obviously should not pass validation. Geolocation Incident location is based on CAD data. CAI) data is unreliable for this purpose because the address/coordinates provided by the caller or dispatcher are not necessarily where the incident occurred. For example, the dispatcher may send an officer to an address across the street from the actual address, and that actual address may be in a Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 120 ANALYSIS different zone or NET area. Also, when a crime is reported in person, PremierOne enters the station coordinates by default. The system does not update to reflect the address entered in the report, so those coordinates do not map to actual incident locations. Recommendation: Require the responding officer to verify the dispatch address and correct if necessary. Moclus Operandi The system does not currently collect MO as a separate field. Instead, we rely on officers to include MO in the narrative. This makes it extraordinarily difficult to programmatically search for patterns. Instead, analysts must manually read through each narrative, determine the MO, and add it to their logs. Recommendation: Add a required MO field to all reports. Officers should select from a dropdown. Dropdown choices should be conditioned on signal. Note: analysts already have lists of MOs for certain signals, but has anyone developed a standard? Reporting district Federal reporting district boundaries are drawn in street centerlines. When an officer is dispatched to an address on a roadway that divides multiple districts, the CAD system is supposed to determine which side of the road the building is on, and associate the call with the district on that side. Instead, it is simply associating each call with the district(s) that touch the centerline of the roadway in front of the building. Thus, analysts often must manually confirm which side of the road the incident occurred on, and then look up the correct reporting district. Recommendation: This is apparently a fault with PremierOne that Motorola has fixed in the forthcoming update. Shootings Data Some incidents are incorrectly flagged as shootings. Case #1708130019491, for example, was a 32M (simple assault) involving a fistfight. Neither the dispatcher's comments nor the responding officer's report mentions a firearm. There were no gunshot wounds. The only weapon noted was "hands / feet." Nonetheless, a query for incidents involving firearms discharges will catch this case because the responding officer erroneously answered "Yes" in the "GunDischarged" field in PremierOne. I have also discovered numerous shootings coded as 14Is (information reports) and 28s (vandalism). The latter are typically drive -by shootings. This is both a training issue and a UI issue. If a firearm is discharged, the event should, at bare rrnininxeen, be captured as shots fired. The LRMS system has the opposite problem: there is no equivalent to PremierOne's "GunDischarged" field. A query for historical shootings involves searching for gunshot wounds, firearms used in the incident, and certain keywords in the narrative. There is no good way to do this without false positives. Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. PageF21 KLANAI.YSI 5 Recommendations: 1. Officers should not have the option to flag an incident as "Gun Discharged" unless it is a felony assault, homicide, robbery, or other appropriate signal, or a firearm is selected under "Weapon Used." 2. Where "Gun Discharged" is selected, "Weapon Used" should be required. 3. Searches for gun violence data should query statutes, not signals. Signals A query for unique signal codes in the CaseReports database shows that signal code descriptions are not standardized. There are multiple variations for many codes. For example, "55F" signals are described as "DOMESTIC FELONY, FELONY", "DOMESTIC VIOLENCE (FELONY)", and "55F - DOMESTIC VIOLENCE, FELONY." This becomes an issue when filtering raw data, and whenever UI elements are dynamically generated based on unique column values. For example, if a dashboard is designed to generate a toggle button for every unique signal description in a dataset, then there will be three buttons for 55Fs, and toggling any one of those buttons will only show or hide a subset of the 55F data. Recommendation: Standardize code descriptions when the data warehouse is implemented. 27V-specific Information Vehicle information is often incorrectly entered by the responding officer. This is because 1) Vehicles and other property items are entered via the same form, and 2) PremierOne asks the officer to manually type out too much information, allowing for spelling errors, incorrect vehicle type, etc. PremierOne also does not clearly indicate the correct field for each data point. Many fields are redundant or ambiguous (e.g. data entered in "Description" belongs in "VehicleDescription"), and only a few are required. Recommendations: 1. "Vehicles" and "Property" should be separate forms (Note: I have created a separate file with the optimal design pattern for the Vehicle form.) 2. Officers should be able to select make, model, etc. from a dropdown. (Note: the dataset necessary to create this model is available online but would need to be updated every year.) 3. The system should only ask for vehicle body type (e.g. "4-door sedan") if the model is unknown; if the model is known, then the system should fill out the body type. 4. If the signal is a 27V, officers should be required to select a "Method of Entry" from a dropdown (this should be mapped to "Modus Operandi"). i lark43's UI pattern for vehicle data is ideal: when the officer enters a VIN, the system matches that number to DMV data and populates the vehicle year, make, model, color, etc. Unfortunately, it may not be possible to replicate Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 122 ANALYSIS Mark43's functionality in PremierOne, as that would require support for asynchronous API calls/dynamic form - filling, as well as access to DMV data, via either an API or data warehouse. Vehicle parts The 'vehicle parts' property type is too broad to allow for an accurate programmatic search for crime trends (e.g. stolen rims or airbags). Currently the only way to do this is by fuzzy -matching keywords, which is a slow and inaccurate process. Recommendation: Create a dropdown for vehicle parts, divided into categories, e.g. "Car body > Windows", "Electrical and electronics > Airbag systems", etc. Most online auto parts retailers follow this pattern, and the selection would not need to be updated once implemented. Confusion over vehicle property types Officers regularly select "Truck" as the property type for consumer pickup trucks and SUVs, when that term in fact refers to commercial trucks (semis, fire trucks, etc.). Recommendation: Rename the "Truck" field to "Tractor -trailer, delivery truck, or other commercial or industrial truck", and add a label to the effect of "This category does NOT include pickup trucks, SUVs, crossovers, or other passenger vehicles. Tourists/Rental Cars There is no simple way to determine whether a victim is a tourist. Analysts must rely on the narrative (which is not always helpful) and logical deduction, e.g., if the victim's home address is in another state, then she is likely a tourist. However, that may not be the case when the victim is a student or has recently moved. The same is true when the analysts assume a vehicle is a rental based on its state of registration. Addresses at hotels are often flagged as "home" addresses, so the data is unreliable. Recommendations: 1. Add a "Tourist" checkbox to the Victim form 2. Add "Hotel" to the choices for address type Missing A -form data Officers often write "See A --Form" in lieu of a proper narrative. A -form notes are truncated at 512 characters in [DHStoreAnalysis] due to an error in the database configuration, so facts are often lost. Also, arrestee data (age, naive, etc.) in the A -form does not match report data in many cases. The root cause of these inconsistencies is the requirement that arrestee information be entered in two separate systems. Ideally, officers would be able to fill out everything in PremierOne, but the County has confirmed that its system does not allow us to POST a -form data; we can only consume it. Proprietary & Confidential 0 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. All Rights Reserved. Page 123 ANALYSIS Recommendation: Database settings should be changed to allow full narratives in the backup database. Missing FIVO data Subject names are not present in the database. Junior informs me this is due to FNO data being saved to a different database and then pulled into [DHStoreAnalysis]. In the meantime, analysts cannot filter for occurrences of a specific individual's name unless they manually comb through every narrative (which would be inefficient, inaccurate and incomplete). Recommendation: PlReports needs to be rehashed to include that missing data. (Update: IT has submitted a work order to Motorola to correct this issue.) Units not updating signal changes in PremierOne An audit of the old Robbery logs found a number of cases that were classified as signals other than "29" in PremierOne, but had since been reclassified by investigators as 29s. However, the investigators never filed supplemental reports to formally change the signals in the system. The changes were only captured in internal unit logs. Thus, the actual numbers did not match the data in PremierOne. Recommendation: This is a serious training issue. Officers must understand the value in ensuring their reports are accurately entered. 301s missing from PremierOne The issue with signal changes also applies to 301s. Although we can retrieve 301s from the OfficerNarrative table, investigators are not entering all 301s into the system. Recommendation: This is a serious training issue. Officers must understand the value in ensuring their reports are accurately entered. Case numbers with two signals Some cases are associated with two signals (e.g., 1902190012877). This is the result of the officer filing a supplemental report to change the original signal, but not updating the "EnteredOn" timestamp. Recommendations: 1. Automate `EnteredOn" dates if possible, else require officers to update that field in supplemental reports. 2. Flag officers whose reports are improperly updated for remedial training Proprietary & Confidential © 2019 CRH Crime Analysis Consulting Inc. / CRH Analysis Consulting Inc. AM Rights Reserved. Page 124 City of Miami Police Department SWOT Analysis Crime Analysis Detail March 12 a 2021 SWOT Analysis of Crime Analyst Detail Strengths • Longevity of employees • Work experience from different backgrounds • Partnerships through grants • Willingness to learn • Committed to MPD Mission Opportunities • Certification • Networking • Development, Recruitment & Succession Plan • Intelligence -Led Police Department Weaknesses • Lack of experienced leadership • Size of Detail • Over -tasked • Limited growth opportunities • Computer skills Threats • Culture surrounding CA Detail • Lack of funds for expansion • Lack of funds for training • information silos • Availability, access, & cleanliness of data 2 I Page SWOT Analysis of Crime Analyst Detail Strengths • Longevity of employees o Those within the CA Detail have been with MPD for an average of 15 years. • Work experience from different backgrounds o Crime Analysts worked in various parts of the Department, including, but not limited to CSI, Records, CIS, Budget, Training, Labor Relations, FOD, and Community Relations. o Additionally, one analyst worked in the Southeast Florida Fusion Center. • Partnerships through grants o CA Detail is open to external academic partners and interns. Including accepting training and sharing of best practices. o The feedback gathered in the information sharing and acceptance of each other leads to the furthering the efforts of an intelligence -driven Department and promotes a positive and collaborative working environment. • Willingness to learn o During the past two years, with training, the analysts have increased their knowledge in Excel, Power BI, and ArcGIS Pro to an intermediate level. o Additionally, when offered the opportunity to advance their knowledge and take crime analysis courses, they signed up and completed classes and continue to do so. • Committed to MPD Mission, Vision, & Core Values o When asked, each analyst pitches in to cover other team members. o The analysts have also been flexible in their assignments, including the move to be a part of the RTCC. Weaknesses • Lack of experienced leadership o The CA Detail's direct supervisors were deemed unsuitable for the position of supervisor, causing over a year's vacancy in the supervisor's role. o While others have stepped in to help fill that role and fulfill their duties, they are not experienced in crime analysis. • Size o The CA Detail is comprised of four crime analysts and a supervisor position. o The current national average is one crime analyst for every 100 officers. Per MPD's 2019 Annual Report, MPD has 1,316 sworn officers. • Over -tasked o Tasked with primarily administrative responsibilities like keeping logs, disseminating flyers, and answering public records requests, analysts spend most of their day completing these tasks. o Pre-COVID-19, the crime analysts also rotated supporting the RTCC while maintaining their workload. 31Page Weaknesses cont. o In the past year, flyer distribution increased 30% over last year. o Analysts also complete bi-monthly CompStat reports. o The CA Detail's priority is focused on administrative tasks and requests, rather than the analysts generating analysis to inform tactical and strategic operations. • Limited growth opportunities o Either a Crime Analyst I or a Crime Analyst II (supervisor), which there is only one position. • Computer skills o While the analysts learned additional software, like ArcGIS, and increased their skills in Excel, training, and access to these programs needed to be given. o Additional training and support for other computer programs to amplify the analysts' skill set in SQL, i2, and others are needed. Opportunities • Certified Crime Analysts o Crime Analysts are working towards becoming certified by the International Association of Crime Analysts (IACA). o Florida Department of Law Enforcement (FDLE) also offers a CA certification; however, analysts must apply and attend training in -person. • Networking o Intra-Department — Analysts need to regularly interact with FOD, CID, and Administrative Division to understand the consumer of the analyst product needs and understand additional areas where they can be of assistance. o Analysts should attend regional and national meetings of crime analysts to network with other analysts to be able to make connections and for possible future collaboration and assistance. • Development, Recruitment, & Succession Plan o The CA Detail should create individual development plans with each analyst to ensure constant growth and career development. o MPD should partner with local universities to identify and recruit potential crime analysts with skills in ArcGIS, criminological theory, and analysis. o MPD should work with and identify internal candidates interested in crime analysis and partner with their department to allow working with the CA Detail for a day to understand the Detail. • Intelligence -Led Police Department o To execute being an intelligence -led PD, MPD needs to commit funding, resources, support, and positions (including a staff position) to crime analysis. o Crime analysis needs to be more incorporated and a focus in determining tactical and long-term strategic plans. 41Page Threats • Culture surrounding Crime Analysis Detail o Perceptions regarding what the CA Detail was (Flyer Detail, light -duty officers) to the CA Detail capabilities now are incredibly different. There needs to be a cultural shift in how the CA Detail is treated at all levels within the Department. o Any administrative tasks that can be done by other departments should be reassessed and reassigned when appropriate (e.g., flyers). o Policy, procedures, and mandates should reflect the needs and changes regarding the collection of data with respect to crime analysis. o Failure to execute and embrace recommendations by SMEs jeopardize the sustainability of progress within the CA Detail once grants subside and outside contractors depart. • Lack of funding to expand o There are no funds allocated to the CA Detail's personnel expansion or any funds earmarked for technology or software expansion. • Lack of funding for training o There have not been any funds allocated to CA training or attendance at any regional or national meetings in the past three years. o Crime analysis is continually evolving, and analysts need to train and be exposed to the most current software and processes. Failure to do so is costly to the Department. • Information silos o While there is a need to keep specific information restricted, crime analysts should have access to specific restricted data if it helps complete analysis on a trend, MO, suspect, and victimology. These items may include initial case reports, all 301s, crime scene photos, etc. • Availability, access, and cleanliness of data o Data for the police department is store on multiple platforms (i.e., traffic reports, CAD, RMS, etc.). The CA Detail does not have some of the programs or training needed to look at this data. o Additionally, over a year ago, recommendations regarding areas of improvement within the RMS system that needed to be added or changed are still in the process of being completed by IT and Motorola. These areas include MO, weapon selection, streamlining car make and model, etc. o On several occasions, when digging into the data, the CA Detail identified training opportunity areas for patrol, such as inputting vehicle information in correct fields, recovery addresses of a previously stolen vehicle, etc. Additional training opportunities must be identified department -wide, which will help with the cleanliness of the data. o Additional funding for technology, software, and IT personnel to support the CA Detail in streamlining analytical products and reinforce the sustainability of the CA Detail. *NOTE: Several assessments in the past two years from SMEs exist supporting this document and are included in this packet. S!Page Technical Assistance & Training Team Host Spot Analysis Platform Vendor Team Resource Management Software Vendor Customer Success Team North District Major North C.I.D. Field Supervisors Field Officers Field Operations Team Lt. Noel FOD HQ Central District Major Central C,I,D. Field Supervisors Field Officers South District Ma or South C.I.D. Field Supervisors Field Officers Criminologist Consultant Firm Grant Management & Data Team Criminal Investigations Division Major Rodriguez RTCC Crime Analysis Unit Criminology Consultant Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program a. Description of the Issue The City of Miami has a population of 449,514 and spans about 36 square miles within Miami - Dade County. It is the second most populous city in the state of Florida, not including the approximately 24.2 million people who visit the greater Miami area each year. The demographic composition of Miami's residents reveals that 72% identify as Hispanic or Latino, 55% White, 15% Black, 22% two or more races, and 1.4% Asian. The median household income is $47,860, while 20.9% of Miami's residents live in poverty versus the 13.1% poverty rate for the State. The City of Miami Police Department (MPD) oversees the public safety of residents and visitors. It employs a total of 1,314 sworn personnel and 363 civilian employees and professional staff. As identified in the Miami Police Department's 2022 Strategic Plan's Strength, Weaknesses, Opportunities, and Threat (SWOT) analysis, the City of Miami is facing an increase in population density, an upsurge in calls for service from the public and a lack of qualified police applicants. These factors, along with continued disproportionate poverty in particular neighborhoods, has led to an emerging threat from violent crime, particularly in Little Haiti, Downtown, Allapattah, Little Havana and Liberty City. MPD crime data from the past three years demonstrates these five areas are home to 42% of the City's residents and occupy 39% of the City's geography, yet they account for 64% of the City's violent crime. This disproportionate percentage of the City's violence is occurring in some of the most densely populated, diverse and disadvantaged neighborhoods in the City of Miami. In September of 2018, the city of Miami, Florida, joined the National Public Safety Partnership (PSP). The Miami PSP site developed a strategic plan that identified a long-teiui outcome statement, goals, and strategies. In particular, its goals related to improving the effectiveness of information systems as they relate to gun violence investigations, improving 1 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program communication and information sharing with the community to enhance trust and cooperation with MPD, understanding roles and responsibilities in reducing gun violence, enhancing information sharing with law enforcement partners, and allocating resources for the sustainability of what has now evolved into the City of Miami 2023-2025 Strategic Plan (Plan). The main pillar of the Plan is to "Reduce Violent Crime" throughout the City, especially in these five specific neighborhoods. However, deficiencies in the Crime Analysis Detail have largely stymied MPD'S hotspot policing capacity AND effective mission -based direct patrol deployment into these neighborhoods. In 2019, CRH Analysis Consulting conducted a crime analysis assessment of MPD on behalf of the Public Safety Partnership and Bureau of Justice Crime Analysis on Demand program. The assessment was initiated to examine the organizational structure of the Crime Analyst Detail. Per the CRH Assessment that was conducted, MPD has less than half of the crime analysts needed to service a department its size and do not have the time or expertise to develop patterns and identify missions to provide directed patrol to areas of heightened risk. Mission development and planning is barely existent or is conducted on an informal basis as requests come in from the field. There is no efficient process to produce actionable intelligence and then to turn those insights into missions to be deployed in the field by patrol officers. There is no automated process to create forecasts of areas at high risk and to track whether or not officers are actually fulfilling the few missions that are assigned. MPD sorely needs to create a mechanism using the latest technology to automate the process of analyzing vast amounts of data to scan, analyze, respond and effectively assess activities in support of MPD's hotspot policing strategy. This audit provided recommendations for the acquisition and deployment of new proactive technology and for improvements in the analytical workflow, process and dissemination of actionable crime data. The assessment noted and recommended that the "Cringe Analyst Detail primarily develops analytical 2 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program products in response to requests for information or analysis. The Crime Analyst Detail needs to create more consistent, accurate and proactive analytical products that should be used for the larger department policing concerns and strategies. A best practice for departments to be considered data -driven is to ensure that the crime analysis function and the analytical products created .form the center point of describing the department's crime issues. In doing so, these products can best inform the department's adopted predictive policing and hotspot policing strategies." The Miarni Police Department Data -Driven Directed Patrol Program (Project) will respond to this recommendation by using $497,000 in PSP funding to implement hotspot analysis platform software and computer hardware that will close this gap in MPD's Crime Analyst Detail and enable the department to transition from manual hotspot analysis reporting to an automated system that will determine the deployment of directed patrols in the target neighborhoods. A Criminologist Consulting Firm will be procured to assist in developing evidence -based crime reduction strategies specific to each target neighborhood's needs. Lastly, funding will be used for travel to attend meetings and conference and/or participate in PSP Training and Technical Assistance (TTA) events. In conjunction with these acquisitions, the Project will embed a team of civilian subject matter experts from the Policing Lab (PL), a local non-profit that provides technical assistance, data analysis, and research services to local agencies with the aim of reducing both violent crime and the harms of the criminal justice system. b. Project Design and Implementation The goal of the Project is to Reduce crime in identified areas in Miami with highest concentration of violent crimes-- Little Haiti, Downtown, Allapattah, Little Havana and Liberty City. The target neighborhoods lie within MPD's three police districts/precincts—Central, North and South. The success of accomplishing this goal will rely on achieving the following objectives: 3 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program 1) Build Hot -Spot Policing capacity AND 2) Enhance the Directed Patrols Deployment process. The Project will be under the authority of MPD's Field Operations Division (FOD). The FOD First Assistant Chief will serve as the Program Manager, and provide command oversight and direction for implementation, accountability and policy/process development, and ensure compliance with procedures that are established for the use of the new technology, hotspot policing strategies and directed patrol tactics. The Operations Manager and Operations Liaison are MPD personnel assigned to this Project for day-to-day oversight and will report the progress of activities to the Program Manager. Through a Memorandum of Understanding and non -disclosure agreements, the Policing Lab (PL) is funded to work with the MPD for the next five years. Via this relationship, PL will provide training to FOD and CID personnel and set up the systems and procedures to implement and reach the project goal and objectives. The PL Project Coordinator will coordinate scheduled activities, required meetings and serve as the communications bridge between MPD and PL Project Team members, and the Criminologist Consultant Firm. Once the new technology, hardware and Criminologist Consultant Firm (Filth) are acquired, it will take the Project team about 3 months to learn how to use the Hotspot analysis platform and set up for the Project launch. PL and the Firm will then work sequentially in each of the three police precincts (Central, North and South) at 3-month intervals. This is to ensure that strategies and processes put in place respond to the specific needs of each of the 5 target neighborhoods. The Project Team will begin in the Central district and complete the same project activities for North and South districts. A PL Senior Crime Analyst (PL Analyst) will work with MPD in setting up their Crime Intelligence Details (Details), composed of neighborhood resource officers. The Analyst will instruct the neighborhood resource officers and command staff in each district how to interpret 4 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program data and output from the Hotspot analysis platform into actionable intelligence to inform patrol missions. The software will produce a map of patrol missions for a particular watch/shift. The Analyst will examine the map output and other data and correlate that information with the human intelligence gathered by the officers on patrol, and what the Crime Intelligence Details are seeing from police reports in the target areas. The software will then track officer activity and other variables to determine whether or not the given patrol strategy is working and if crime has been reduced. Risk Terrain Modeling and time -series analysis will be used to identify patterns, trends, and relationships in crime data in each target neighborhood over time. Post -grant, the work product of the PL Crime Analyst will be sustained as the local district Crime Intelligence Details will take over those duties. Computer workstations will be purchased and configured for use by the Crime Intelligence Details in each police district and for use in roll call briefing rooms to enable shift commanders to display crime analysis data to patrol officers as it relates to their mission objectives. The Operations Manager (OM) is a Major in the Criminal Investigations Detail, where MPD's Crime Analyst Detail and Real Time Crime Center (RTCC) reside. The OM will provide command level oversight for MPD's Crime Analyst Supervisor and his staff, who will assist the PL Analyst in the development of the Crime Intelligence Details and also feed RTCC crime data to FOD, the Policing Lab and the Criminologist Consulting Firm. The Operations Liaison is an FOD Lieutenant who works with the Project team to make sure the patrol deployment process that is being created aligns with the direction of the FOD First Assistant Chief who oversees MPD's newly initiated 2023 Directed Patrol Strategy. The Operations Manager and Liaison will represent MPD, along with two Policing Lab members at required PSP TTA events that support project goals and objectives. 5 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program A 3-prong approach will be used to provide training for the practical use of the software and crime analysis. 1) The PL Director will provide training for command staff on how to best use the technology for direct patrol deployment strategies and management of district resources. This training will enable decision -makers to decide what mission is approved, in what place, at what time, and with which unit; then what other missions are needed in each watch. 2) A PL Field Training Subject Matter Expert (Field SME) will train supervisors to deliver comprehensive rollcall briefings based on the information that is provided by the Crime Intelligence Details and software platform for use in daily field operations. This will involve the development of presentations, briefings and procedural guides for sworn and civilian personnel working in each district. 3) Currently, patrol officers receive their missions sporadically via emails or word of mouth. In addition to receiving mission -based information in roll call briefings, the Hotspot analysis platform will enable officers to receive directed patrol mission boxes on their devices, mobile data terminals and smartphones. The Field SME will train up to 180 patrol officers across the three districts on how best to interpret the new analysis and intelligence for mission development, deployment and tracking of productivity. Patrol officers will also be instructed on how to use the software to document any intelligence they collect during their watch and how to transmit that intel back to the PL Analyst for inclusion in subsequent briefings, providing a 360- degree feedback loop. The multi -pronged training is estimated to take one month per district. Once all training is completed, direct patrol missions will be increased from once per week to up to 15 times per week, providing each district the opportunity to fully test the practical use of the technology before the Project team moves on to the next district/neighborhood. The Criminologist Consulting Finn (Firm) will work with the Project team to maximize the data and analytical benefits of the acquired Hotspot Analysis Platform and use their expertise 6 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program to analyze the roots of the crime problems in the identified neighborhoods, provide insights into why the crime trends are happening and assist in developing crime reduction strategies. These crime interventions will then be integrated into the patrol missions and can even be narrowed to micro-hotspots within the target neighborhoods. For post -grant sustainability, the Project team will create Actions Plans, Planning and Implementation Guides and a User Guide for the Hotspot Analysis Platform. The PL Director will work with district Majors to analyze what crimes have persisted in each target neighborhood over time. This will lead to the development of an Action Plan for each district that focuses on crime types and integrates crime reductions strategies from the Firm. The Action Plan will be a comprehensive blueprint for crime reduction, that may include strategies such as community engagement, Group Violence Interventions, or Crime Prevention Through Environmental Design (OPTED). The Planning and Implementation Guide will be created for each police district and will provide detailed instruction on how implement the program using the software, how to develop a mission, how to track if missions are being fulfilled and how to secure officer buy -in for mission completion and intelligence gathering. The User -Guide will be specific to MPD's software use throughout the Project. Lastly, the FOD First Assistant Chief will provide direction for the adoption of the hotspot policing and direct patrol process into MPD's Departmental Orders. It is the hope of the Miami Police Department that it can show utilization of the Hotspot Analysis Platform was effective in reducing violent crime in the target neighborhoods and expand this program city-wide. PL will create a Fact Sheet detailing program metrics and successes to be presented to City of Miami executive leadership and elected officials to make the case for the long- term investment in this technology. MPD anticipates the Project will be completed within the following Timeline of activities: 7 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program Project Period: OCTOBER 1, 2023 — SEPTEMBER 30, 2025 GOAL: Reduce crime in identified areas in Miami with highest concentration of violent crimes. START/END OBJECTIVE MILESTONES/PROJECT ACTIVITIES 10/23-12/23 Build Hotspot Policing capacity Grant award and contract approved by Miami City Commission to begin Project activities. 1/24-3/24 Build Hotspot Policing capacity Acquire software subscription service, computer hardware and Criminologist Consultant Finn. 4/24-6/24 Build Hotspot Policing capacity Policing Lab & MPD set up new technology and team for Project launch. 7/24-3/25 Build Hotspot Policing capacity Form a Crime Intelligence Detail in the three police districts. 7/24-3/25 Enhance Directed Patrols process Train up to 180 patrol officers on mission development, deployment and tracking and new technology. 7/24-3/25 Enhance Directed Patrols process Train supervisors to deliver comprehensive roll call briefings, 7/24-3/25 Enhance Directed Patrols process Train comtnand staff in direct patrol deployment strategies and management of patrols. 7/24-3/25 Build Hotspot Policing capacity Create Action Plans for the three police districts. 8/24-9/25 Enhance Directed Patrols process Increase directed patrol missions in to target areas from 1 up to 15x per week. 4/25-9/25 Build Hotspot Policing capacity Create Planning and Implementation Guides for each of the 3 police districts. 4/25-9/25 Build Hotspot Policing capacity Create a Miami PD specific user -guide for the new technology subscription service. 7/25-9/25 Build Hotspot Policing capacity Add Hotspot Policing & Direct Patrol Deployment Process to Miami Police Departmental Orders. 7/25-9/25 Build Hotspot Policing capacity Create Fact Sheet highlighting metrics of the Project 9/25 Build Hotspot Policing capacity Final report is submitted. Project is completed. c. Capabilities and Competencies The City will serve as the fiscal agent and MPD as the implementing agency. The City manages 34 departments and agencies with approximately 4,000 employees. Per Single Audit FY 2022, the City expended over $118M in federal awards. MPD has the demonstrated capacity to manage projects that effectively implement crime reduction and public safety initiatives. In recent years, MPD has been the lead agency in five major collaborative projects supported by U.S. Department of Justice funding: 1) FY 2018 Justice and Mental Health Collaboration Program; 2) FY 2019 Strategies for Policing Innovation; 3) FY 2020 Local Law Enforcement Crime Gun Intelligence 8 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program Center Integration Initiative and 4) FY 2021 Byrne Criminal Justice Innovation Program. The Policing Lab (PL) operates under the Partnership for Policing Innovation and Reform, an independent, 501(c)(3) organization incorporated in Florida, headquartered in Miami. PL has extensive experience working with law enforcement agencies to test and scale solutions to leverage public dollars in support of fair and effective public safety strategies. First Assistant Chief Cherise Gause will serve as the Program Manager. She will provide the overall vision, leadership and direction to MPD personnel on the implementation of the Project. Chief Gause is a twenty -nine-year law enforcement veteran of the Miami Police Department. First Assistant Chief Gause oversees the Field Operations Division (FOD), the largest segment of the Department. The Field Operations Division is responsible for a wide range of police services within the City of Miami, including police response to calls for service and proactive crime prevention patrolling. Chief Gause is also in charge of developing the hotspot policing strategy per MPD's Strategic Plan and the agency's 2023 Directed Patrol Strategy. Major Jose Rodriguez, a 26-year veteran of the Miami Police Department and is the Commander of the Criminal Investigations Division (CID). He is responsible for close to 100 personnel in various units, including Crime Scene investigations, Real -Time Cringe Center (RTCC), Crime Gun Intelligence (CGIC), and Crime Analysts. During his career, he worked in various capacities throughout this organization. Major Rodriguez was previously a program director for the DOS -funded CGIC Project at MPD. He will serve as the grants manager, ensuring timely financial and performance measures reporting to the Bureau of Justice Assistance. He will also supervise RTCC staff and CID crime analysts to collaborate with Policing Lab and FOD personnel in the implementation of this program. 9 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program Lieutenant Sindyanna Paul -Noel is a 21-year veteran of the Miami Police Department. Lt. Paul -Noel oversees the Field Operations Support Unit. This unit consists of the Homeless Empowerment Assistance Team, Field Training Officer Program, Crisis Intervention Team, Dry Hour Detail, Environmental Crimes Detail, and CompStat Detail. As the Operations Liasion, she will translate direction from Chief Gause to the Majors and Commanders; AND collaborate with Policing Lab and the Criminologist Consultant Firm on the daily operations, training, evaluation and procedures involved in meeting the Project goal and objectives. Lt. Paul -Noel will helm the day-to-day program activities along with the Operations Manager. Marjolijn Bruggeling is the Director of the Policing Lab (PL Director). She will provide subject matter expertise to command staff on the use of predictive models and deployment planning and will supervise the training of Miami Police personnel on the processes and procedures associated with the Project. Previously, she has worked with the Chicago Police Department, where she designed new standard operating procedures and supervised the training of crime analysts to assist with implementation of the Strategic Decision Support Center (SDSC) concept. The adoption and implementation of the SDSC concept led to a reduction in homicides in Chicago from nearly 800 in 2016 to fewer than 500 in 2019. Kyana Pollas is a Project Coordinator for The Policing Lab and this Project. She is a highly skilled and detail -oriented professional with a Master of Arts in Health Law and Administration from Loyola University New Orleans. She has a strong background in legal research, compliance issues, and regulations. She is experienced in various roles, such as an Outreach Intern at a non- profit organization fighting against racial injustice in Louisiana and a Legal Intern for the Bozanic Law firm in Miami. 10 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program Carolyn Montagna is a senior crime analysis subject matter expert at the Policing Lab. Previously, Montagna served as the Director of the Metropolitan Police Department's Joint Strategic and Tactical Analysis Command Center (JSTACC) where she managed a staff of over 100 personnel. The mission of the JSTACC is to research, correlate, and disseminate timely, accurate, and actionable information from multiple sources to support robust analysis and deploy personnel and resources in real-time. JSTACC provides 24-7 support while using a proactive and data -driven approach to law enforcement. As the PL Analyst, she will provide day to day tactical and strategic crime analysis support for the Majors at the districts and assist them in setting up their Crime Intelligence Details. Doug Straka, serves as a Field Training Subject Matter Expert at Policing Lab, He is an experienced retired Chicago Police Officer with an almost 10-year history working in law enforcement. Mr. Straka is proficient in Digital Forensics, Video processing, and Video forensics and prior to retirement he worked for the Chicago Police Bureau of Detectives. In this Project, he will provide training to sergeants and FOD patrol officers on the use and procedures involved in implementing directed patrol and hotspot policing. d. Plan for Collecting the Data Required for this Solicitation's Performance Measures The Operations Manager will collect program data for the performance measures from the Policing Lab and the Criminologist Consultant Firm (Firm) and manage the reporting to Bureau of Justice Assistance Technical and Training Assistance (TTA) Reporting Portal. The PL Director will coordinate the Policing Lab team and the Firm, to provide the Operations Manager with the necessary data for timely reporting and assessment. The Program Manager will ultimately be responsible for how the performance measurements and data gathered will be used to guide and evaluate the impact of the Miami Police Department Data -Driven Directed Patrol Program. Data 11 Proposal Narrative Miami Police Department Data -Driven Directed Patrol Program collection will serve two purposes: 1) satisfy TTA Performance Metrics requirements and 2) evaluate if the project activities directly achieved the goal to reduce crime in identified areas in Miami with highest concentration of violent crimes. The performance metrics reported will be determined by the TTA type selected in the portal and may include, but not be limited to Project deliverables in Training Delivery; Policy, Standards, Material Development; Training Curriculum; and Fact Sheet creation. The evaluation will start with the baseline of the crime rates in each targeted neighborhood before the start of the Project and crime rates post -project, to measure whether crime was reduced during the project period. MPD will also track whether training deliverables were successfully completed, if Crime Intelligence Details were created, and the number of weekly patrol missions executed. To see if project activities had a direct impact on either the reduction or increase of crime in the Project area, a time series analysis methodology will be employed. Time series analysis is a statistical technique used to analyze data that is collected over regular intervals of time. When applied to the study of violent crime, time series analysis can help identify patterns, trends, and relationships in crime data over time. The methodology includes data collection of historical data on violent crime incidents over a specific time period. The data should include information such as the date, time, location and Modus Operandi of each incident. Relevant demographic and socioeconomic data for each neighborhood will be collected, such as population size, unemployment rates, or poverty levels, as they can be potential proxy measures and predictors of crime. The Project team will analyze the results of the time series analysis to draw meaningful conclusions about the patterns and trends in violent crime in the target neighborhoods over time AND identify significant factors or events that may have influenced crime rates and explain their impact based on the findings. 12 OMB Number: 4040-0004 Expiration Date: 11/3012025 Application for Federal Assistance SF-424 * 1. Type of Submission: ❑ Preapplication El Application Changed/Corrected Application " 2. Type of Application: " If Revision, select appropriate letter(s): le New ® Continuation " Other (Specify): IIII Revision * 3. Date Received: 4. Applicant Identifier: 05126/2023 Sa. Federal Entity Identifier: 5b. Federal Award Identifier: State Use Only: 6. Date Received by 7. State Application Identifier: State: FL 8. APPLICANT INFORMATION: * a. Legal Name: City of Miami " b. Employer/Taxpayer Identification Number (EIN/TIN): * c. UEI: 59-6000375 KJT5RFPMWTKS d. Address: " Streetl: Street2: * City: County/Parish: " State: Province: *Country: " lip 1 Postal Code: 3500 Pan American Drive Miami FL FL : Florida USA: UNITED STATES 33133-5504 e, Organizational Unit: Department Name; Division Name: Miami Police Department f. Name and contact information of person to be contacted on matters involving this application: Prefix: Middle Name: " Last Name: Suffix: ms , * First Name: Lillian p. Blonder Title: Director Organizational Affiliation: City of Miami "Telephone Number: 3054161536 Fax Number: *Email: lblondet@miamigov.com Tracking Number:GRANT13895209 Funding Opportunity Number:O-BJA-2023-171722 Received Date:May 26, 2023 04:17:46 PM EDT Application for Federal Assistance SF-424 * 9, Type of Applicant 1: Select Applicant Type: C: City or Township Government Type of Applicant 2: Select Applicant Type: Type of Applicant 3: Select Applicant Type: * Other (specify): * 10. Name of Federal Agency: Bureau of Justice Assistance 11. Catalog of Federal Domestic Assistance Number: 16.738 CFDA Title: Edward Byrne Memorial Justice Assistance Grant Program * 12. Funding Opportunity Number: 0-BJA-2023-171722 * Title: BJA FY 23 National Public Safety Partnership- Capacity Building Grant Limited Competition Grant Solicitation 13. Competition Identification Number: Title: 14. Areas Affected by Project (Cities, Counties, States, etc.): Add Attachment Delete Attachment View Attachment * 15, Descriptive Title of Applicant's Project: Miami Police Department Data -driven Directed Patrol Program Attach supporting documents as specified in agency instructions. Add Attachments Delete Attachments View Attachments 1 Tracking Number:GRANT13895209 Funding Opportunity Number:O-BJA-2023-171722 Received Date:May 26, 2023 04:17.46 PM EDT Application for Federal Assistance SF-424 16. Congressional * a. Applicant Districts Of: 24,27 * b. Program/Project 24, 27 Attach an additional list of Program/Project Congressional Districts if needed. Add Attachment Delete Attachment View Attachment 17. Proposed * a. Start Date: Project: 10/01/2023 * b. End Date: 09/30/2025 18. Estimated Funding ($): * a. Federal • b. Applicant * c. State * d. Local * e. Other *1. Program Income •g.TOTAL 500,000.00 0.00 0.00 0. 00 150, 000. 00 0.00 650,000.00 * 19. Is Application a. This application Subject to Review By State Under Executive was made available to the State under is subject to E.O. 12372 but has not been selected is not covered by E.O. 12372. Order 12372 Process? the Executive Order 12372 Process for review on by the State for review. • b. Program Zc. Program * 20. Is the Applicant Delinquent On Any Federal Debt? (If "Yes," provide explanation in attachment.) No and attach 11. Yes . If "Yes", provide explanation Add Att8chment Delete Attachment \.l e'•:': A::oohmient 21. *By signing herein are true, comply with any subject me to this application, I certify (1) to the statements contained in the list of certifications** and (2) that the statements complete and accurate to the best of my knowledge. I also provide the required assurances** and agree to resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may criminal, civil, or administrative penalties. (U.S. Code, Title 18, Section 1001) and assurances, or an internet site where you may obtain this list, is contained in the announcement or agency J=� ** I AGREE ** The list of certifications specific instructions. Authorized Representative: Prefix: Middle Name: * Last Name: Suffix: tys . *First Name: Lillian P. alondet "Title: Director Grants Administration * Telephone Number: 3054161536 Fax Number: * Email: 1b1ondet@miamigov. corn * Signature of Authorized Representative: Lillian Blandet * Date Signed: 05/26/2023 Tracking Number:GRANT13895209 Funding Opportunity Number:O-8JA-2023-171722 Received Date:May 26, 2023 04:17:46 PM EDT DISCLOSURE OF LOBBYING ACTIVITIES Complete this form to disclose lobbying activities pursuant to 31 U.S.C.1352 OMB Number: 4040-0013 Expiration Date: 02128/2025 1. * Type 4111 . ■ of Federal Action: a. contract b. grant c. cooperative agreement d. loan e. loan guarantee f. loan insurance 2. * Status of Federal Action: a. bidtofferfoppkcation `�� b. initial award c. post -award 3. * Report Type: AL a. initial fling b. material change 4. Name and Address of Reporting Entity: ri Prime III subAwardee 'Name City of Miami `Street 1 3500 Pan American Drive Street 2 'City Miami Stale Ft: Flar_da Zip 33133-5504 Congressional District. if known: 24,27 5. If Reporting Entity in No.4 is Subawardee, Enter Name and Address of Prime: 6. * Federal Department/Agency: 7. * Federal Program Name/Description: Bureau of Justice Assistance Edward Byrne Memorial Justice Assistance Grant program CFDA Number, if applicable: 16. 738 8. Federal Action Number, if known: 9. Award Amount, if known: $ 500,000.00 10. a. Name and Address of Lobbying Registrant: Prefix `First Name NA Middle Name ' Last Name 115 Suffix " Street 1 NA Street 2 ' City NA State Zip b. Individual Performing Services (including address if different from No. 10a) Prefix ` First Name NA Middle Name ` Last Name NA Suffix ' Street 1 NA Street 2 'City NA State Zip 11 . Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be the Congress semi-annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less $/0,000 and not more than $100,000 for each such failure. reported to than *Signature: r iLl ian 13lsndet *Name: Prefix Ms. ' First Name Lillian Middle Name a. " Last Name Blonde t Suffix Title: Telephone No.: 3054161536 Date: 05/26/2023 Federal t)se.Onl : y Authorized for Local Reproduction Standard Form - LLL {Rev. 7.97} Tracking Number:GRANT13895209 Funding Opportunity Number:0-BJA-2023-171722 Received Date:May 26, 2023 04:17:46 PM EDT U.S. DEPARTMENT OF JUSTICE OFFICE OF JUSTICE PROGRAMS Approved: OMB No. I l2 l -0329 Expires 12/31/2023 Background Recipients' financial management systems and internal controls must meet certain requirements, including those set out in the "Part 200 Uniform Requirements" (2.C.F.R. Part 2800). Including at a minimum, the financial management system of each OJP award recipient must provide for the following: (1)Identification, in its accounts, of all Federal awards received and expended and the Federal programs under which they were received. Federal program and Federal award identification must include, as applicable, the CFDA title and number, Federal award identification number and year, and the name of the Federal agency. (2)Accurate, current, and complete disclosure of the financial results of each Federal award or program. (3)Records that identify adequately the source and application of funds for Federally -funded activities. These records must contain information pertaining to Federal awards, authorizations, obligations, unobligated balances, assets, expenditures, income, and interest, and be supported by source documentation. (4)Effective control over, and accountability for, all funds, property, and other assets. The recipient must adequately safeguard all assets and assure that they are used solely for authorized purposes. (5)Comparison of expenditures with budget amounts for each Federal award. (6) Written procedures to document the receipt and disbursement of Federal funds including procedures to minimize the time elapsing between the transfer of funds from the United States Treasury and the disbursement by the OJP recipient. (7)Written procedures for determining the allowability of costs in accordance with both the terms and conditions of the Federal award and the cost principles to apply to the Federal award. (8)Other important requirements related to retention requirements for records, use of open and machine readable formats in records, and certain Federal rights of access to award -related records and recipient personnel. 1. Name of Organization and Address: Organization Name: City of Miami`�'}' Streetl: Street2: City: Miami State: FL Zip Code: 33133 3500 Pan American Drive 2. Authorized Representative's Name and Title: Prefix: Mr. First Name: Arthur Middle Name: Last Name: Noriega Suffix: Title: Miami City Manager 3. Phone: 305-250-5400 5. Email: anoriega@miamigov.com 4. Fax: 305-250-5410 6. Year Established: 7. Employer Identification Number (EIN): 8. Unique Entity Identifier (UEI) Number: 1896 59-6000375 KJT5RFPMWTK5 9. a) Is the applicant entity a nonprofit organization (including a nonprofit institution of higher education) as described in 26 U.S.C. 501(c)(3) and exempt from taxation under26 U.S.C. 501(a)? DYes • No If "No" skip to Question 10. If "Yes", complete Questions 9. b) and 9. c). Page 1 of 4 U.S. DEPARTMENT OF JUSTICE OFFICE OF JUSTICE PROGRAMS Approved: OMB No. 1121-0329 Expires 12/31/2023 AUDIT INFORMATION 9, b) Does the applicant nonprofit organization maintain offshore accounts for the purpose of avoiding paying the tax described in 26 U.S.C. 511(a)? ■Yes 1 No 9. c) With respect to the most recent year in which the applicant nonprofit organization was required to file a tax return, does the applicant nonprofit organization believe (or assert) that it satisfies the requirements of 26 C.F.R. 53.4958-6 (which relate to the reasonableness of compensation of certain individuals)? If "Yes", refer to "Additional Attachments" under' What An Application Should Include" in the OJP solicitation (or application guidance) under which the applicant is submitting its application. If the solicitation/guidance describes the "Disclosure of Process related to Executive Compensation," the applicant nonprofit organization must provide -- as an attachment to its application -- a disclosure that satisfies the minimum requirements as described by OJP. ['Yes ■ No For accepted audit 10. O 0 ❑ purposes of this questionnaire, an "audit" is conducted by an independent, external auditor using generally auditing standards (GAAS) or Generally Governmental Auditing Standards (GAGAS), and results in an report with an opinion. Has the applicant entity undergone any of the following types of audit(s)(Please check all that apply): "Single Audit" under OMB A-133 or Subpart F of 2 C.F.R. Part 200 Financial Statement Audit Defense Contract Agency Audit (DCAA) Other Audit & Agency (list type of audit): O Comprehensive Annual Financial Report (CAFR) Fiscal Year Sept 30, 2022 None (if none, skip to question 13) 11. Most Recent Audit Report Issued: CI Within the last 12 months 1 Within the last 2 years 1 Over 2 years ago l♦ N/A Name of Audit Agency/Firm: RSM US LLP AUDITOR'S OPINION 12. Q On the most recent audit, what was the auditor's opinion? Unqualified Opinion ® Qualified Opinion 0 Disclaimer, Going Concern or Adverse Opinions 1 N/A: No audits as described above Enter Enter the number of findings (if none" enter "0" 0 _ . -,- —, the dollar amount of questioned costs (if none, enter "SO") 0 Were material weaknesses noted in the report or opinion? • Yes © No 13. r Which of the following best describes Manual 'Automated the applicant entity's accounting system: Combination of manual and automated 14. Does the applicant entity's accounting system have the capability to identify the receipt and expenditure of award funds separately for each Federal award? Yes ili No Not Sure 15. Does the applicant entity's accounting system have the capability to record expenditures for each Federal award by the budget cost categories shown in the approved budget? ® Yes r No • Not Sure 16. Does the applicant entity's accounting system have the capability to record cost sharing ("match") separately for each Federal award, and maintain documentation to support recorded match or cost share? ® Yes NI No 1 Not Sure Page 2 of 4 U.S. DEPARTMENT OF JUSTICE OFFICE OF JUSTICE PROGRAMS Approved: OMB No. 1121-0329 Expires 12/31/2023 17. Does the applicant entity's accounting system have the capability to accurately track employees actual time spent performing work for each federal award, and to accurately allocate charges for employee salaries and wages for each federal award, and maintain records to support the actual time spent and specific allocation of charges associated with each applicant employee? ® Yes ® Yes U • No No A m Not Sure Not Sure 18. Does the applicant entity's accounting system include budgetary controls to preclude the applicant entity from incurring obligations or costs that exceed the amount of funds available under a federal award (the total amount of the award, as well as the amount available in each budget cost category)? 19. Is applicant entity familiar with the "cost principles" that apply to recent and future federal awards, including the general and specific principles set out in 2 C.F.R Part 200? ® Yes ❑ No 1 Not Sure PROPERTY STANDARDS AND PROCUREMENT STANDARDS 20. Does the applicant entity's property management system(s) maintain the following information on property purchased with federal award funds (1) a description of the property; (2) an identification number; (3) the source of funding for the property, including the award number; (4) who holds title; (5) acquisition date; (6) acquisition cost; (7) federal share of the acquisition cost; (8) location and condition of the property; (9) ultimate disposition information? • Yes ❑ No r Not Sure 21. Does the applicant entity maintain written policies and procedures for procurement transactions that -- (1) are designed to avoid unnecessary or duplicative purchases; (2) provide for analysis of lease versus purchase alternatives; (3) set out a process for soliciting goods and services, and (4) include standards of conduct that address conflicts of interest? Yes MI No 0 Not Sure 22. a) Are the applicant entity's procurement policies and procedures designed to ensure that procurements are conducted in a manner that provides full and open competition to the extent practicable, and to avoid practices that restrict competition? Yes ❑ No ❑ Not Sure 22. b) Do the applicant entity's procurement policies and procedures require Yes documentation of the history of a procurement, including the rationale for the method of procurement, selection of contract type, selection or rejection of contractors, and basis for the contract price? ❑ No ❑ Not Sure 23. Does the applicant entity have written policies and procedures designed to prevent the applicant entity from entering into a procurement contract under a federal award with any entity or individual that is suspended or debarred from such contracts, including provisions for checking the "Excluded Parties List" system (www.sam.gov) for suspended or debarred sub -grantees and contractors, prior to award? ® Yes 0 No ® Not Sure TRAVEL POLICY 24. Does the applicant entity: (a) maintain a standard travel policy? ® Yes 0 No (b) adhere to the Federal Travel Regulation (FTR)? ® Yes ❑ No SUBRECIPIENT MANAGEMENT AND MONITORING 25. Does the applicant entity have written policies, procedures, and/or guidance designed to ensure that any subawards made by the applicant entity under a federal award -- (1) clearly document applicable federal requirements, (2) are appropriately monitored by the applicant, and (3) comply with the requirements in 2 CFR Part 200 (see 2 CFR 200.331)? Yes ❑ No ❑ Not Sure ❑ N/A - Applicant does not make subawards under any OJP awards Page 3of4 U.S. DEPARTMENT OF JUSTICE Approved: OMB No. 1121-0329 OFFICE OF JUSTICE PROGRAMS Expires 12/31/2023 26. Is the applicant entity aware of the differences between subawards under federal awards and procurement contracts under federal awards, including the different roles and responsibilities associated with each? ® Yes 0 No ® Not Sure ® N/A - Applicant does not make subawards under any OJP awards 27. Does the applicant entity have written policies and procedures designed to prevent the applicant entity from making a subaward under a federal award to any entity or individual is suspended or debarred from such subawards? II Yes J No ® Not Sure El N/A - Applicant does not make subawards under any OJP awards DESIGNATION AS 'HIGH -RISK' BY OTHER FEDERAL AGENCIES 28. Is the applicant entity designated "high risk" by a federal grant -making agency outside of DOJ? (High risk includes any status under which a federal awarding agency provides additional oversight due to the applicant's past performance, or other programmatic or financial concerns with the applicant.) If "Yes", provide the following: (a) Name(s) of the federal awarding agency: (b) Date(s) the agency notified the applicant entity of the "high risk" designation: (c) Contact information for the "high risk" point of contact at the federal agency: Name: Phone: Email: (d) Reason for "high risk" status, as set out by the federal agency: © Yes • No Q Not Sure CERTIFICATION ON BEHALF OF THE APPLICANT ENTITY (Must be made by the chief executive, executive director, chief financial officer, designated authorized representative ("AOR"), or other official with the requisite knowledge and authority) On behalf of the applicant entity, I certify to the U.S. Department of Justice that the information provided above is complete and correct to the best of my knowledge. I have the requisite authority and information to make this certification on behalf of the applicant entity. Name: Lillian P Biondet Date: 6/12/2023 Title: ® Executive Director Q Chief Financial Officer Q Chairman ® Other: Director Grants Adn Phone: 305-416-1536 Page 4 of 4 BJA FY 23 National Public Safety Partnership —Capacity Building Grant Research and Evaluation Independence and Integrity Assurance of Research Independence and Integrity: The City of Miami has reviewed its application to apply for the BJA FY 23 National Public Safety Partnership —Capacity Building Grant, to identify any actual or potential apparent conflicts of interest (including thorough review of pertinent information on the principal investigator, any co -principal investigators, and any subrecipients), and the applicant has identified no such conflicts of interest whether personal or financial or organizational (including on the part of the applicant entity or on the part of staff, investigators, or subrecipients) that could affect the independence or integrity of the research, including the design, conduct, and reporting of the research. An outside Principal Investigator will not be used for this project. Data collection and reporting requirements for this BJA funded activity will be supervised internally by the City of Miami Police Department. Additionally, the technical assistance and research collaborator included in this application, The Policing Lab, maintains its own standards and procedures to ensure research independence and integrity. These procedures include a thorough review of work standards, processes and protocols by the board of directors of its parent organization, The Partnership for Policing Innovation and Reform (The Partnership). The Partnership is an independent, 501(c)(3) organization whose mission is to improve public safety and to reduce victimization in local neighborhoods. The Partnership board includes members with doctoral degrees and legal and financial expertise and oversees all research projects in order to ensure proper procedures and to safeguard against unethical treatment of human subjects and maintains its own independent review process for identifying and monitoring potential conflicts of interest among its employees. ii. Method of Review: The City of Miami has several mechanisms and procedures in place to prevent actual or potential conflicts of interest (personal, financial, or organizational). Grant -funded projects are subject to review from several departments that follow rigorous assurance standards for fiscal, personal and organizational accountability. Conflicts of Interest are specifically addressed in the Article V of the City Charter. All contracts pertaining to City business are reviewed by the Office of Procurement. The Chief Procurement Officer of Purchasing and the purchasing department must follow the standards of the Purchasing Department Code of Ethics as mandated by the City of Miami. The Office of Procurement is a member of the Institute of Public Procurement (NIGP). ChapterpocumentFrame Page 1 of 5 ARTICLE V. CONFLICTS OF INTEREST* *Charter references: City officers and employees prohibited from having interest in profits, etc., of contracts, jobs, etc., performed for the city, § 4(c). City Code cross reference --Conflicts of interest in regard to members, employees, etc., of downtown development board, § 14-62. Law review reference --Note as to conflicts of interest of municipal officers, 20 Miami L. Rev. 472. Sec. 2-611. Applicability of article. This article shall be applicable to and binding upon every officer, official and employee of the city, including every member of any board, commission or agency of the city. (Code 1967, § 2-101; Code 1980, § 2-301) Sec. 2-612. Transacting business with city; appearances before city boards, etc. (a) No person included in section 2-611 shall enter into any contract or transact any business with the city or any person or agency acting for the city, or shall appear in representation of any third party before any board, commission or agency of which such person is a member. No employee shall appear in any capacity on behalf of any third party before any board, commission or agency of the city. Any such contract or agreement entered into or appearance made in violation of this section shall render the transaction voidable. However this section shall not apply to an employee participating in the community development block grant assisted single family rehabilitation loan program and the various affordable housing programs assisted through the home investment partnership program and state housing initiatives partnership program administered by the department of community development provided that the employee meets all criteria of the program and provided that the city manager approves the participation of the employee and that the employee is identified as being an employee of the city in applicable documents. (b) The word "person" appearing in subsection (a) of this section shall include officers, officials and employees as set forth in section 2-611 hereof and the following family members of such "person": spouse, son, daughter, parent, brother or sister. (c) The prohibition upon activity which is set forth in subsections (a) and (b) of this section shall remain in effect for a period of two years after the officer, official, or employee has left city service or terminated city employment. (Code 1967, § 2-102; Ord. No. 9015, § 1, 11-8-79; Ord. No. 10823, § 2, 1-10-91; Code 1980, § 2-302; Ord. No. 11755, § 2, 2-9-99; Ord. No. 11816, § 2, 7-13-99; Ord. No. 11908, § 2, 4-13-00) State law references: Doing business with one's agency, F.S. § 112.313(13), (14). Sec. 2-613. Accepting gifts, etc., from persons contracting, etc., with city. Every officer, official or employee of the city, including every member of any board, commission or agency of the city, is expressly prohibited from accepting, directly or indirectly, from any person, company, firm or corporation to which any purchase order or contract is or might be awarded, any rebate, gift, money or anything of value whatsoever, except where given for the use and benefit of the city. (Code 1967, § 2-103; Code 1980, § 2-303) Sec. 2-614. Waiver of requirements of article. http://fivs.municode.com/CGI-BIN/om_isapi.dl1?depth=3&infobase=10933x.nfo&record... 10/15/2002 ChapterpocumentFrame Page 2 of 5 (a) The requirements of this article may be waived for a particular transaction or transactions only by an affirmative vote of four -fifths of the members of the city commission after public hearing. Such waiver may be effected only after findings by four -fifths of the members of the city commission, as follows: (1) An open -to -all sealed competitive bid has been submitted by a city person as set forth in section 2-611 hereof; or (2) The bid has been submitted by a person or firm offering services within the scope of practice of architecture, landscape architecture, professional engineering or registered land surveying, as defined by the laws of the state and pursuant to provisions of the Consultant's Competitive Negotiation Act as are now in force and as may be hereinafter enacted, and when the bid has boon submitted by a city person as set forth in section 2-611 hereof; or (3) The property or services to be involved in the proposed transaction are unique and the city cannot avail itself of such property or services without entering into a transaction which would violate this section but for waiver of its requirements; and .(4) The proposed transaction will be to the best interest of the city. (b) Such findings shall be spread on the minutes of the commission. This section shall be applicable only to prospective transactions, and the commission may in no case ratify a transaction entered in violation of this section. (c) This section shall be taken to be cumulative and shall not be construed to amend or repeal any other section or ordinance pertaining to the same subject matter. (Code 1967, § 2-104; Code 1980, § 2-304) State law references: Consultants' competitive negotiation, F.S. § 287.055. Sec. 2-615. List of real estate owned --Required of certain officials. (a) All the following enumerated elective and appointive officers or employees of the city: ..................... Mayor; --City commissioners; City attorney; City clerk; City manager; Civil service boar Retirement plan board; --Retirement system board; Director of administration for planning and zoning boards; Members of planning advisory board; Members of zoning board; Members of the nuisance abatement board; Executive director of downtown development authority; Director of off-street parking department; http://fws.municode. cofn/CG I-BIN/om_isapi. dll?depth=3 & infobase=10933x.nfo&record... 10/15/2002 ChapterpocumentFrame Page 3 of 5 ----- Executive secretary of civil service board; Fire chief; ie of police; -Downtown development authority; -Off-street parking board; -...Directors of all departments; shall, within 30 days from the effective date of sections 2-615 through 2-617 [June 1, 1967], submit to the city clerk a complete itemized list of all real property owned by him, whether the title be either legal or equitable, whether owned in whole or in part, including corporate real property in which he has a controlling interest or is an officer of such corporation, and shall include the following information as to each parcel of land: The legal description and common address; The municipal or county zoning classification wherein the property is located; The manner in which the property is presently being utilized. (b) The itemized list shall be verified under oath. Provided, that only those real properties shall be required to be listed that are located within the corporate limits of the city or those properties located 500 feet beyond the corporate limits of the city. The real properties required to be listed shall be on the form attached hereto and made a part hereof. (c) All the elective and appointive officers or employees enumerated above who are appointed subsequent to the effective date of sections 2-615 through 2-617 [June 1, 1967] shall, within 30 days of their election or appointment, submit an itemized list verified under oath of real estate holdings as provided above. (Code 1967, § 2-105; Ord. No. 10966, § 2, 4-2-92; Code 1980, § 2-305) Sec. 2-616. Same --To be renewed annually. All those elective and appointive officers and employees as described in section 2-615 shall, between November 1 and December 1, 1967, and each succeeding year thereafter, submit new itemized lists of real estate holdings as required under section 2-615 subject to the terms and conditions as contained in section 2-615. (Code 1967, § 2-106; Code 1980, § 2-306) Sec. 2-617, Same --Penalty for violation of sections 2-615, 2-616. Any elective or appointive officer or employee violating sections 2-615 and 2-616 shall be removed from office in accordance with the law. (Code 1967, § 2-108; Code 1980, § 2-307) Sec. 2-618. Disclosure of parties in interest by persons making presentations, requests, etc., to city commission or boards. (a) All parties making any presentation, formal request or petition to the city commission or any city board with respect to any real property are required to make full disclosure in writing, on a form supplied by the clerk of the city commission or secretary to the board, of all parties having a financial interest, either http://fws.municode.coin/CGI-BIN/orn isapi.dll?depth=3&infobase=10933x.nfo&record... 10/15/2002 ChapterpocuinentFrame Page 4 of 5 direct or indirect, in the subject matter of said presentation, formal request or petition. Such disclosure shall include, but not be limited to, disclosure of all natural persons having an ownership interest, direct or indirect, in the subject real property. (b) The disclosure required by subsection (a) hereof must be made or updated, as may be necessary, in order to ensure that the information disclosed is accurate at the time of filing and at all times thereafter within a reasonable time after any change in the disclosure information required and is accurate as of the time of each vote by the city commission or applicable board. (c) Where the disclosure required by subsection (a) hereof is not made, the city commission or applicable board shall not consider the presentation, formal request or petition nor shall such petition be accepted for filing. (Ord. No. 9419, §§ 1, 2, 5-27-82; Ord. No. 9798, § 1, 2-9-84; Code 1980, § 2-308) Sec. 2-619. Financial disclosure. (a) Reporting requirement: (1) In addition to the financial disclosure requirements of state law and county Code, the mayor and city commissioners are required to provide the following information to the city clerk in writing by July 1 of each year:* *Note: The reporting requirement applies to all persons serving in the designated capacities on December 31, 1986 and on December 31 of succeeding years. Information required to be reported by July 1 shall be the information in existence as of December 31 of the preceding calendar year. a. Description of all assets which have a value in excess of $5,000.00 including household goods. b. All liabilities which exceed $5,000.00 including the name and address of all creditors -including debts or money owed in excess of $5,000.00 including credit card and retail installment accounts, taxes owed, indebtedness on a life insurance policy and accrued income taxes on net unrealized appreciation. c. All sources of income due a business entity in excess of ten percent of the gross income of a business entity in which the reporting person held a material interest and from which he/she received an amount which was in excess of ten percent of his/her gross income during the disclosure period and which exceeds $1,500.00. The period for computing the gross income of the business entity is the fiscal year of the business entity which ended on, or immediately prior to, the end of the preceding calendar year. - d. Net worth, i.e., the difference between total assets and total liabilities. (2) An affidavit of the person reporting shall be executed attesting to the accuracy of the disclosures. (b) As an alternative to the requirements set forth in subsection (a) above, a copy of the reporting person's filed return for the current year's federal income tax return may be provided. (c) Any elected official who is a partner in a law firm or a stockholder in a professional association must disclose, in writing, to the city clerk the name of any client whose representation results in a contribution of ten percent or more of the gross income: —(1) To the law firm in which said official is a partner; (2) To the professional association in which said official is a stockholder or has an ownership interest; or http://fIvs.rnunicode.com/CGI-BIN/orn_isapi.d11?depth=3&infobase=10933x.nfo&record... 10/ 15/2002 ChapterpocumentFrarne Page 5 of 5 (3) To the elected official directly. (d) Every person who is convicted of a violation of this section shall be punished as provided in section 1-13. (Ord. No. 10219, § 1, 2-12-87; Code 1980, § 2-309) Secs. 2-620--2-650. Reserved. http://fws.nlu► Icode.connICG1-BIN/om_isapi.dll?depth=3&infobase=10933x.nfo&record... 10/ 15/2002 Purchasing Department Code of Ethics The Chief Procurement Officer/Director of Purchasing and the purchasing department staff subscribe to the following code of ethics: Each staff member will not secretly represent conflicting interests. • Each staff member believes in the importance and dignity of the service rendered by government and is aware of his own social responsibilities as a trusted employee and public servant. • Each staff member is governed by the highest ideals of honor and integrity with regard to all business and personal relationships in order that he/she may be deserving and inspire the confidence of those he serve. • Each staff member believes the misuse of public or personal relationships to achieve selfish ambitions is dishonest. • Each staff member will never, under any circumstances, seek or accept, directly or indirectly fi-om any individual doing or seeking to do business with the city, loans, services, payments, entertainment, trips, money in any amount, or gifts of any kind. The prohibition of this section does not include promotional items obtained at business conferences. • Each staff member handles all personnel matters on a merit basis. Political, religious and/or racial/ethnic/gender considerations carry no weight in personnel administration. • Each staff member is encouraged to cooperate with all professional organizations engaged activities which develop and further enhance purchasing as a profession. • Each staff member has an obligation to promote a better understanding of the ethics and functions of the city purchasing department. Purpose Area #4 Budget Detail - Year 1 Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia, and training activities? - Y/N (DOJ Financial Guide, Section 3.10} A. Personnel Name List each name, if known. Position List each position, if known. Salary Computation Show annual salary rate & amount of time devoted to the project for each name/position. Rate Time Worked (1 of hours, days, months, years) Percentage of Time Total Cost $o Non -Federal Contribution Federal Request $o Total(s) Narrative so $0 $0 1 Purpose Area #4 B. Fringe Benefits Name List each grant -supported position receiving fringe benefits. Base Computation Show the basis for computation. Rate Tata;Cost Non -Federal Contribution Federal Request Narrative Total(s) so so So so so 2 Purpose Area #4 C Travel Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Lodging, Meals, Etc. Basis Per day, mile, trip, Etc. Computation Compute the cost of each type of expense X the number of people traveling. PSP-related Travel Washington DC Other N/A Cost $2,500.00 Quantity 1 # of Staff 4 # of Trips 1 Total(s) Total Cost $10,000 $10,000 Non -Federal Contribution so so Federal Request $10,000 $10,000 Narrative PSP-related Travel for (4) key project members: (2) Miami Police Department (MPD) and (2) Policing Lab- $10,000 3 Purpose Area #4 D. Equipment Item List and describe each item of equipment that will be purchased # of Items Computation Compute the cost (e.g., the number of each item to be purchased X the cost per item) Unit Cost Total Cost Non -Federal Contribution Computer Hardware 6 $4,500.00 $27,000 Federal Request $27,000 Total(s) Narrative $27,000 Purchase computers, monitors, software licensing, and other peripherals to set-up a Crime Intelligence Detail at each police district- Central, Norths and South. district x 2 per district = $27,000. so $27,000 $4,500 x 3 4 Purpose Area 144 E. Supplies Supply Items Provide a list of the types of items to be purchased with grant funds. Computation Describe the item and the compute the costs. Computation: The number of each item to be purchased X the cost per item. # of Items Unit Cost Total Cost so Non -Federal Contribution Federal Request so Narrative Total(s) $0 $o $0 5 Purpose Area #4 F. Construction Purpose Provide the purpose of the construction Narrative Description of Work Describe the construction project(s) # of Items Computation Compute the costs (e.g„. the number of each item to be purchased X the cost per item) Cost Total(s) Total Cost so so Non -Federal Contribution so Federal Request so so 6 Purpose Area #4 G. Subawards (Subgrants) Description Provide a description of the activities to be carried out by subrecipients. Purpose Describe the purpose of the suboword (subgrant) Consultant? is the subaword for a consultant? If yes, use the section below to explain associated travel expenses included in the cost. Total Cost Non -Federal Contribution Federal Request so Total(s) $0 $o $4 Consultant Travel (if necessary) Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Hotel, airfare, per diem Computation Compute the cost of each type of expense X the number of people traveling. Cost Duration or Distance # of Staff Total Cost Non -Federal Contribution Federal Request So $o Total So So $0 Narrative Purpose Area #4 H. Procurement Contracts Description Provide a description of the products or services to be procured by contract and an estimate of the costs. Applicants are encouraged to promote free and open competition in awarding contracts. A separate justification must be provided for sole source procurements in excess of the Simplified Acquisition Threshold (currently $150,000). Purpose Describe the purpose of the contract Consultant? Is the subaward for a consultant? If yes, use the section below to explain associated travel expenses included in the cost. Total Cost Non -Federal Contribution Federal Request Hotspot Analysis Platform To transition from manual to automated hotspot analysis to better determine deployment of patrol officers & resouces. No $75,000 $75,000 Criminologist ConsultingFirm To provide technical assitance for crime trend analysis and crime reduction solutions. Yes $75,000 $75,000 Total(s) $150,000 $0 $150,000 Consultant Travel (if necessary) Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Hotel, airfare, per diem Computation Compute the cost of each type of expense X the number of people traveling. 8 Purpose Area #4 Cost Narrative Criminologist Consulting Firm $150,000/12 months = $12,500/month for 6 months = $75,000 Hotspot Analysis Platform: $150,000 annual x 12 months = $12,500 per month for 6 months= $75,000 I. Other Costs Duration or Distance f{of Staff Total Total Cost $a $0 Non -Federal Contribution So Federal Request so so Description List and describe items that will be paid with grants funds (e.g. rent, reproduction, telephone, janitorial, or security services, and investigative or confidential funds). Quantity Basis Computation Show the basis for computation Cost Length of Time Total Cost Non -Federal Contribution Federal Request So So Total(s) $o $o $4 Narrative 9 Purpose Area #4 Budget Detail - Year 2 Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia, and training activities? - Y/N (Dal Financial Guide, Section 3.10) A. Personnel Name List each name, if known. Position List each position, if known. Computation Show annual salary rate & amount of time devoted to the project for each name/position. Salary Rate Time Worked (# of hours, days, months, years) Percentage of Time Totals) Total Cost so so Non -Federal Contribution so Federal Request so $o Narrative 1 Purpose Area #4 B. Fringe Benefits Name List each grant -supported position receiving fringe benefits. Base Computation Show the basis for computation. Rate Total(s) Total Cost so so Non -Federal Contribution $0 Federal Request $o $0 Narrative 2 Purpose Area #4 C. Travel Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) PSP-related Travel Narrative Location Indicate the travel destination. Washington DC Type of Expense Lodging, Meals, Etc. Other Basis Per day, mile trip, Etc. N/A Cost $2,500.00 Computation Compute the cost of each type of expense X the number of people traveling. Quantity PSP-related Travel for (4) key project members: (2) Miami Police Department (MPD) and (2) Policing Lab- $10,000 1 ## of Staff 4 # of Trips 1 Totai(s) Total Cost $10,000 $10,000 Non -Federal Contribution $0 Federal Request $10,000 $10,000 3 Purpose Area #4 D. Equipment Item List and describe each item of equipment that will be purchased Computation Compute the cost (e.g., the number of each item to be purchased X the cost per item) # of Items Unit Cost Total Cost so Non -Federal Contribution Narrative Total(s) $0 $0 Federal Request $o $0 4 Purpose Area #4 E. Supplies Supply Items Provide a list of the types of items to be purchased with grant funds. Narrative Computation Describe the item and the compute the costs. Computation: The number of each item to be purchased X the cost per item. # of Items Unit Cost Total(s) Total Cost so so Non -Federal Contribution so Federal Request so so 5 Purpose Area #4 F. Construction Purpose Provide the purpose of the construction Narrative Description of Work Describe the construction project(s) # of Items Computation Compute the costs (e.g., the number of each item to be purchased X the cost per item) Cost Total(s) Total Cost so so Non -Federal Contribution so Federal Request $fl $o 6 Purpose Area #4 G. Subawards (Subgrants) Description Provide a description of the activities to be carried out by subrecipients. Consultant Travel (if necessary) Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Purpose Describe the purpose of the subaward (subgront) Type of Expense Hotel, airfare, per diem Consultant? Is the subaward for a consultant? if yes, use the section below to explain associated travel expenses included in the cost. Total(s) Total Cost so Computation Non -Federal Contribution $0 Federal Request so Compute the cost of each type of expense X the number of people traveling. Cost Duration or Distance # of Staff Total Cost Non -Federal Contribution Federal Request Total $0 So $o $0 $o Narrative 7 Purpose Area #4 H. Procurement Contracts Description Provide a description of the products or services to be procured by contract and an estimate of the costs. Applicants are encouraged to promote free and open competition in awarding contracts. A separate justification must be provided for sole source procurements in excess of the Simplified Acquisition Threshold (currently $150,000). Purpose Describe the purpose of the contract Consultant? Is the subaward for a consultant? If yes, use the section below to explain associated travel expenses included in the cost. Total Cost Non -Federal Contribution Federal Request Hotspot Analysis Platform To transition from manual to automated hotspot analysis to better determine deployment of patrol officers & resouces. No $150,000 $150,000 Criminologist Consulting Firm To provide technical assitance for crime trend analysis and crime reduction solutions Yes $150,000 $150,000 Consultant Travel Of necessary) Purpose of Travel Indicate the purpose of each trip or type of trip (training, advisory group meeting) Location Indicate the travel destination. Type of Expense Hotel, airfare, per diem Total(s) $300,000 Computation so $ 300,000 Compute the cost of each type of expense X the number of people traveling. Purpose Area #4 Cost Duration or Distance # of Staff Total Cost Non -Federal Contribution Federal Request q so so Total So So $o Narrative Criminologist Consulting Firm: $12,500/month for 12 months = $150,000 Hotspot Analysis Platform: $150,000 annual x 12 months = $12,500 per month for 12 months= $150,000 1. Other Costs Description List and describe items that will be paid with grants funds (e.g. rent, reproduction, telephone, janitorial, ar security services, and investigative ar confidential funds). Computation Show the basis for computation Quantity Basis Cost Length of Time Total Cost Non -Federal Contribution Federal Request So $o Total(s) $0 $0 $0 Narrative 9 Budget Summary Budget Summary Note: Any errors detected on this page should be fixed on the corresponding Budget Detail tab. Year 1. Year 2 (if needed) Year 3 (if needed) Year 4 (if needed) Year 5 (if needed) Budget Category Federal Request Non -Federal Request Federal Request Non -Federal Request Federal Request Non -Federal Request Federal Request Non -Federal Request Federal Request Non -Federal Request ., 0 1— A. Personnel $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 B. Fringe Benefits $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 C. Travel $10,000 $0 $10,000 $0 - $0 _ $0 50 $0 $0 $0 $20,000 D. Equipment $27,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $27,000 E. Supplies $0 $0 $0 $0 50 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $o — F. Construction $0 $0 G. Subawards (SubgrantsJ $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 H. Procurement Contracts $150,000 $0 $300,000 $0 $0 50 $0 $0 $0 $0 $450,000 I. Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Direct Costs $187,000 $0 $310,000 $0 $0 S0 $0 $0 $0 $0 5497,000 J. Indirect Costs _ $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Project Costs $187,000 $0 $310,000 $0 $0 $0 50 $0 $0 $0 $497,000 Does this budget contain conference costs which is defined broadly to Include meetings, retreats, seminars, symposia, and training activities? - Y/N No 1 Miami Police Department Data -Driven Directed Patrol Program Budget Narrative Year 1 A. Personnel B. Fringe Benefits C. Travel: Federal 1. PSP-related Travel for (4) key project members: (2) Miami Police Department (MPD) and (2) Policing Lab- $10,000 Per grant guidelines, the budget will include a total of $20,000 set aside for travel for key project members, who will attend meetings and conferences and/or participate in National PSP Training and technical assistance (TTA) events that support the goals and objectives of the Miami Hot -Spot Enhancement Pilot Initiative. The budget assumes travel in Year 1 and Year 2. The number of conferences/meetings, destination and amount of travel days to be determined by the National Public Safety Partnership. An allowance of $2,500 per traveler will be allocated to cover travel expenses in Year 1: Transportation, lodging, meals and local travel. Key staff are non-federal employees. The per diem rates are reasonable and in accordance with the City of Miami's established travel policy. Per Diem rates assume travel will be to Washington DC. Lodging: $262.24 per night Meals: $115.59 daily total Car rental: $117.60 per day Ground transportation: $18.15 per trip $2,500 (annual travel allocation) x 4 travelers = $10,000 Total Travel = $10, 000 D. Equipment: Federal 1. Computer Hardware - $27,000 Purchase computers, software licensing, monitors and peripheral equipment to set up the Crime Intelligence Detail at each police district (3 total) and in roll call briefing rooms to brief officers on crime trends and mission specific information prior to being deployed to the field. $4,500 x 3 district x 2 per district. Total Equipment = $27 000 E. Supplies F. Construction G. Subawards (Subgrants) H. Procurement Contracts: Federal 1. Criminologist Consulting Firm- $75,000 A Criminologist Consulting firm will be procured to start working by Q3 in Year 1. Criminologist consultants will gather statistics, identify patterns, and look at types of crimes as well as demographics and locations. The Consultant team will have extensive experience with police initiatives including crime analysis and reporting, precision and predictive policing, hot -spot policing, and early intervention systems. The estimated cost is $150,000 per year. A rate of no more than $650 per day or $81.25 per hour will be paid to the Consultant per DOJ Consultant Rate policy. $150,000/12 months = $12,500/month $12,500 per month x 6 months = $75,000 2. Hotspot Analysis Platform - $75,000 A Hotspot analysis platform will be procured to be purchased by Q3 in Year 1, or 6 months into Year 1. The platform will be utilized on a daily basis to automate hot -spot policing processes and planning of directed patrols for all Part 1 crime data across project neighborhoods. The platform is a software tool that works on an annual subscription basis. Federal procurement guidelines will be followed for a fair and open bidding process. The annual cost is estimated at $150,000. $150,000 annual/12 months = $12,500 per month $12,500 per month x 6 months = $75,000 This annual subscription Platform will include but is not limited to: o AIlow MPD field patrol supervisors and command staffto gain comprehensive insight into how patrol officers are spending time on shifts, easily assess officer compliance, continuously evolve best practices based on a data -driven approach, and report on patrolling metrics with greater accuracy and transparency. o Provide resource hotspot analysis to quickly identify micro -areas in the target areas that are experiencing high amounts of officer time. o Assist MPD to better conduct problem solving to determine if there are different strategies or partner entities that can reduce the burden on officers at a specific location. o Prepare reports at the level of shift, beat, and command division for any time period. Compare current results to previous years to identify long-term trends and share performance data across multiple time periods. Total Procurement Contracts = $150, 000 I. Other Costs J. Indirect Costs Year 1 — Federal Total: $187,000 Year 1 — Non -Federal Total: $0 Year 1— Total: $187,000 Year 2 A. Personnel B. Fringe Benefits C. Travel: Federal 1. PSP-related Travel for (4) key site team personnel: (2) Mianii Police Department (MPD) and (2) Policing Lab- $10,000 Key project members will attend meetings and conferences and/or participate in National PSP Training and technical assistance (TTA) events that support the goals and objectives of the Miami Hot -Spot Enhancement Pilot Initiative. Number of conferences/meetings, destination and amount of travel days to be determined by the National Public Safety Partnership. An allowance of $2,500 per traveler will be allocated to cover travel expenses in Year : Transportation, lodging, meals and local travel. Key staff are non-federal employees. The per diem rates are reasonable and in accordance with the City of Miami's established travel policy. Per Diem rates assume travel will be to Washington DC. Lodging: $262.24 per night Meals: $115.59 daily total Car rental: $117.60 per day Ground transportation: $18.15 per trip $2,500 (annual travel allocation) x 4 travelers — $10,000 Total Travel = $10,000 D. Equipment: Federal E. Supplies F. Construction G. Subawards (Subgrants) H. Procurement Contracts: Federal 1. Criminologist Consulting Finn - $150,000 A Criminologist Consulting firm will be procured to start working by Q3 in Year 1 and work all of Year 2. Criminologist consultants will gather statistics, identify patterns, and look at types of crimes as well as demographics and locations. The Consultant team will have extensive experience with police initiatives including crime analysis and reporting, precision and predictive policing, hot -spot policing, and early intervention systems. The estimated cost is $150,000 per year. A rate of no more than $650 per day or $81.25 per hour will be paid to the Consultant per D©l Consultant Rate policy. $12,500 per month x 12 months = $150,000 2. Hotspot Analysis Platform - $150,000 A hotspot analysis platfoiiu will be procured to be purchased by Q3 in Year 1, or 6 months into Year 1. The platform will be utilized on a daily basis to automate the planning of directed patrols for all Part 1 crime data across project neighborhoods. The platform is a software tool that works on an annual subscription basis. The subscription will be renewed for use in Year 2. Federal procurement guidelines will be followed for a fair and open bidding process. The annual cost is estimated at $150,000. $12,500 per month x 12 months = $150,000 This annual subscription Platfoiinn will include but is not limited to: o Allow MPD field patrol supervisors and command staff to gain comprehensive insight into how patrol officers are spending time on shifts, easily assess officer compliance, continuously evolve best practices based on a data -driven approach, and report on patrolling metrics with greater accuracy and transparency. o Provide resource hotspot analysis to quickly identify micro -areas in the target areas that are experiencing high amounts of officer time. o Assist MPD to better conduct problem solving to determine if there are different strategies or partner entities that can reduce the burden on officers at a specific location. o Prepare reports at the level of shift, beat, and command division for any time period. Compare current results to previous years to identify long-term trends and share performance data across multiple time periods. Total Procurement Contracts = $300,000 I. Other Costs J. Indirect Costs Year 2 — Federal Total: $310,000 Year 2 — Non -Federal Total: $0 Year• 2 — Total: $310,000