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HomeMy WebLinkAboutBack-Up Documents12/10/21, 12:21 PM Funded Award Award Letter Award Information Project Information N, Financial Information This award is offered subject to the conditions or limitations set forth in the Award Information, Project Information, Financial Information, and Award Conditions. A financial analysis of budgeted costs has been completed. All costs listed in the approved budget below were programmatically approved based on the final proposed detailed budget and budget narratives submitted by your agency to the COPS Office. Any adjustments or edits to the proposed budget are explained below. Budget Clearance Date: 10/27/21 9:28 PM Comments No items Budget Category Proposed Budget Change Approved Budget Percentages Sworn Officer Positions $4,735,991.38 $0.00 $4,735,991.38 Civilian or Non -Sworn Personnel $0.00 $0.00 $0.00 Travel $0.00 $0.00 $0.00 Equipment $0.00 $0.00 $0.00 Supplies $0.00 $0.00 $0.00 SubAwards $0.00 $0.00 $0.00 Procurement Contracts $0.00 $0.00 $0.00 Other Costs $0.00 $0.00 $0.00 https://justgrants.usdoj.gov/prweb/PRAuth/app/JG ITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW'/ITABTHREAD3?pyActivity=PrintWork&Prompt=fats... 1/2 12/10/21, 12:21 PM Funded Award Indirect Costs $0.00 $0.00 $0.00 Total Project Costs $4,735,991.38 -$0.38 $4,735,991.00 Federal Funds: $1,875,000.00 39.59% Match Amount: $2,860,991.00 60.41 Program Income: $0.00 0.00% Budget Detail Summary View Budget Category Sworn Officer Civilian Personnel Travel Equipment Supplies SubAwards Procurement Contracts Other Costs Indirect Costs I have read and understand the information presented in this section of the Federal Award Instrument. Other Award Documents Award Conditions Award Acceptance https://justgrants.usdoj.gov/prweb/PRAuth/app/JGITS _13yZ6Bxxi jpDExT0T4XnAjzjAXmVNevW*PTABTHREADS?pyActivity=PrintWork&Prompt=fats... 2/2 A. 2020/2021 COPS Base Salary- Enter the entry-level base salary for one sworn officer position for each year. Per Olana- 1)The FOP contract ends on 9/30/2021 and, due to negotiations, I do not yet know H there will be increases to the base or if it will continue status quo. If you are providing an estimate baud on what we know today, with the caveat of that language, the base on the spreadsheets are correct.s $2700 Crime Prevention Flat added into the bate salaries Vacation and Sick leave included in base salary. Fringe benefit percentages based on PO Budget Estimate for Hiring Costs of Police Officers from MRC Budget Office B. Fringe Benefits Social Security: Exempt Medicare: 1.45% (MICA) Heakh Insurance (Family Coverage) Life Insurance Vacation N of Hours Annually: Sick Leave N of Hours Annually Retirement Worker's Comp Unemployment Insurance Shift Differential Payments Dental Insurance Other Benefits Sub-Ttl Per Year 11 Position) C. TTL Salary + Benefits Per Year (1 Position) D. TTL Salary + Benefits Years 1,2 and 3 94 96 (Pension Allocation) I$58,526 Year 1 Fringe Benefits Cost Base Year 1 Salary Original base Year 2 Salary Original base +$2700 salary +$2700 salary $55,826 $58,617 %of Salary S 0 848.63 I 1.45% $ 9,972.83 1 17.04% $ 175.58 1 0.30% 1 0.00% 0.00% $ 24,879.40 1 42.51% $ 4,512.35 1 7.71% 0.00% 1,463.15 I 2.50% 0.00% 0.00% $ 41,851.94 $ 100,377.94 $ 315,732.76 I$61,317 Year 2 Fringe Benefits Cost Base %of Salary $ 889.10 I 1.45% $ 10,448.42 1 17.04% $ 183.95 1 0.30% 0.00% 0.00% $ 26,065.86 I 42.51% $ 4,727.54 I 7.71% I 0.00% $ 1,532.93 1 2.50% 0.00% 0.00% I $ 43,847.79 1 $ 105,164.791 XI 15 1 N of Positions Year 3 Salary +$2700 $64,247 Original base salary $61,547 Year 3 Fringe Benefits Cost Base %of Salary 0 I $ 931.58 1 1.45% I 10,947.69 I 17.04% 192.74 I 0.30% I o.00% 27 311.40 I 42.51% 4,953.44 I 7.71% Is I o.00% I $ 1,606.18 1 2.5016 I 000% L$ I $ 45,943.03 I I $110190 I $ 4 735 991.39 I YR 4 TTL Benefi (1 Position) YR 4 171 Salary SALARY DETAILS Part 3: Federal/Loaf Share Coats (for Hiring Grants) 'Grantee must assume a progressMey larger share of the cost of the grant with local funds over the 3- year grant period. TTL Salary+ Benefits Year 1,2, & 3 (all positions) Total Federal Share Total Federal Percentage Total Local Share Required Total Local Percentage I $ 4,735,991.39 1 I $ 1,875,000.00 1 40%I 2860991.3851 60%I Please project how your agency pans to assume a progressMey larger share of the grant osts during each year of the program. %of "Total Local Share Required" Year 1 % of "Total Local Share Required" Year 2 % of "Total Local Share Required" Year 3 %Total Federal Share Year 1 Federal Share Year 2 Federal Share Year 3 Federal Total Local Share Year 1 Local Share Year 2 Local Share Year 3 32% 33% 35% 100% $ 600,000.00 $ 618 750.00 $ 656 250.00 I $ 1,875,000.00 I $ 915,517.24 $ 944,127.16 $ 1,001,346.98 Year 4 cost is only for internal purposes, not part of COPS 2020/2021 application. 4th year cost is 100% local share per grant. Original base Year 4 Salary +. salary I $68,617.48 1 $ 64,624.98 I Year 4 Frin e Benefits Cost Base $ 994.95 I $ 12,742.27 I $ 180.00 I $ 27,886.14 I $ 6,511.80 I $ 686.17 I is { $ 49,001.33 1 I $117,618.81 1 NORicers 15 %of Salary 0 1.45% 18.57% 0.00% 0.00% 0.00% 40.64% 9.49% 0.0096 1.00% 0.00% 0.00% Total for 15 Officers $1,764,282.14 Loot Total TOTAL BUDGET BUDGET SUMMARY $ 2,860,991.39 $ 4,735,991.39 Budget Category A. Sworn Officer Positions B. Non -Sworn Personnel C. Equipment & Technology D. Supplies E. Travel & Training F. Contracts & Consultants G. Other Costs H. Indirect Costs Total Project Amount: Total Federal Sham Amount: (TTL Project Amt. 0 Federal Share Percentage Allowable) Total Local Share Amount (if applicable): (TTL Project Amt. - TTL Federal Share Amount) ALLOWABLE COSTS Dental insurance Vision insurance Prescription drugs Sick days (if not included in base salary —calculate using 8-hour workdays) Vacation days (if not included in base salary —calculate using 8-hour workdays) Holiday pay (if not included in base salary) Retirement pension Worker's compensation Unemployment Disability insurance Accidental death and disability 401(k) plan Liability insurance Shift differential pay (if not included in base salary) Accident insurance Bonding insurance Police trust State funded retirement system Professional liability insurance Federal Unemployment Tat Act (FUTA) tax Survivor benefit UNALLOWABLE COSTS Training Equipment Uniforms Weapons Vehicles 5everanc Pay Hazard Pay Any Fringe Benefits Not Listed Category Total $ 4,735,991.39 $0 $0 $D $0 $0 $0 50 $ 4,735,991.39 $1,875,000 $ 2,860,991.39 12/10/21, 12:52 PM Funded Award Award Letter Award Information Project Information Financial Information N, Other Award Documents State: FL Legal Name: MIAMI, CITY OF Approved Problem Focus Area: Police -based Response to Persons in Crisis 15 Full -Time Officers Funded 15 New Hires 0 Rehires Previously Laid Off 0 Rehires Scheduled for Lay Off I have read and understand the information presented in this section of the Federal Award Instrument. Award Conditions Award Acceptance https://justgrants.usdoj.gov/prweb/PRAuth/app/JGITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW*/ITABTHREAD2?pyActivity=PrintWork&Prompt=fats... 1/1 12/10/21, 12:55 PM Funded Award > Award Letter > Award Information Project Information This award is offered subject to the conditions or limitations set forth in the Award Information, Project Information, Financial Information, and Award Conditions. Solicitation Title Awarding Agency 2021 FY 21 COPS Office Hiring Program COPS Solicitation Application Number GRANT13377483 Grant Manager Name Phone Number VERLENA BRAXTON 800-421-6770 E-mail Address VERLENA.BRAXTON@USDOJ.GOV Project Title FY21 COPS Hiring Program (CHP) Performance Period Start Performance Period End Date Date 10/01/2021 09/30/2026 Budget Period Start Date Budget Period End Date 10/01/2021 09/30/2026 Project Description The purpose of the COPS Hiring Program (CHP) program is to advance the practice of community policing through the hire or rehire of additional career law enforcement officers. Funding under this award will be utilized by local law enforcement agencies to hire and rehire career law enforcement officers necessary to increase the jurisdiction's community policing capacity to prevent and disrupt crime and violence. https://justgrants.usdoj.gov/prweb/PRAuth/app/JGITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW'/!TABTH READ27pyActivity=PrintWork&Prompt=fats... 1/2 12/10/21, 12:55 PM Funded Award I have read and understand the information presented in this section of the Federal Award Instrument. > Financial lnformation > Other Award Documents > Award Conditions > Award Acceptance https://justgrants.usdoj.gov/prweb/PRAuth/app/JG ITS_/3yZ6Bxxi_IpDExTOT4XnAjzjAXmVNevW'/ITABTHREAD2?pyActivity=PrintWork&Prompt=fats... 2/2 M I A M I•DADE COUNTY June 22, 2021 Chief Art Acevedo City of Miami Police Department 400 NW 2"d Avenue Miami, FL 33128 RE: COPS CHP 2021 Dear Chief Acevedo: Homeless Trust 11 1 NW 1st Street • 27th Floor Miami, Florida 33128 T 305-375-1490 miamidade.gov The Miami -Dade County Homeless Trust strongly supports the Miami Police Department's proposal to form a Crisis Intervention Team focused on providing resources to high utilizers of mental health and drug crisis systems. The Miami -Dade County Homeless Trust serves as the lead agency for Miami -Dade County's homeless Continuum of Care (CoC), and is responsible for the oversight, planning and operations of the entire CoC, which includes administering grants and overseeing operations and fiscal activities for over 100 housing and services programs operated by approximately 20 competitively selected non-profit providers and government entities. As a result of the CoC's work under the leadership of the Homeless Trust, unsheltered homelessness in Miami -Dade has gone from more than 8,000 people to fewer than 900 persons as evidence by the CoC's most recent Point in Time Count. The Homeless Trust currently has approximately 8,000 beds/units in its Housing Inventory Count dedicated to serving persons who are homeless and formerly homeless. Approximately 73% of Miami -Dade County's homeless population is concentrated in the cities of Miami and Miami Beach, and many unsheltered individuals experiencing homelessness are concentrated in proposed focus areas of Downtown Miami and Overtown. Many of the high utilizers of our mental health and drug crisis systems are homeless, and by delivering targeted mental health and substance abuse interventions to this population, we believe that we can help get them on the path to stable housing and reduce the number of unsheltered adults in these areas. The Homeless Trust has a history of collaboration with the area police departments and is committed to supporting this proposed initiative. We believe this collaboration will greatly enhance the services available to the neediest populations in the City of Miami without criminalizing homelessness. Sincerely, Victoria Mallette Executive Director Jackson I5E1 JAVK )RAI. IinALT11IIOS flu. Miracles made daigy. PUBLIC ,i TRUST June 22, 2021 Chief Art Acevedo City of Miami Police Department 400 NW 2nd Avenue Miami, FL33128 Re: COPS CHP 2021 Dear Chief Acevedo: Jackson Behavioral Health Hospital 1695 N.W. 9th Avenue Miami, FL 33136 www.JacksonHealth.org 305-324-HELP (4357) The Public Health Trust of Miami -Dade County, FL dba Jackson Health System (JHS) is a nonprofit, academic healthcare delivery system affiliated with the University of Miami/Miller School of Medicine (UM). JHS has been the premier provider of healthcare in Miami -Dade County by offering comprehensive medical care for all who need it, regardless of ability to pay. As the County's safety -net hospital, JHS serves vulnerable, low-income individuals. JHS consists of its cornerstone, Jackson Memorial Hospital (JMH), which was founded in 1918 as the 13-bed Miami City Hospital. The main campus just north of downtown Miami houses JMH, as well as Jackson Behavioral Health Hospital (JBHH). With 239 beds, JBHH provides comprehensive inpatient and outpatient services for children, adolescents, and adults, who are suffering from behavioral, emotional, or substance -abuse issues. With a comprehensive public -academic psychiatric program, JBHH offers an array of interdisciplinary mental health and substance abuse services delivered within the hospital and the community. JBHH has a strong multi -disciplinary team of clinicians, psychologists, psychiatrists, social workers, and psychology trainees/psychiatric residents to serve the community's behavioral health needs. JBHH offers innovative wellness, trauma -sensitive, and recovery -based programs, including Medication Assisted Treatment (MAT), and resources addressing a broad-spectrum of mental health and co-occurring disorders. From assessment and admission through treatment and discharge, all services are provided in a supportive and safe environment for those in substance abuse and/or mental health crisis. The Florida Department of Children and Families certifies the hospital as an Addictions Receiving Facility offering inpatient detoxification. June 22, 2021 JBHH seeks to minimize barriers that clients face when seeking primary and/or behavioral health treatment. JBHH strongly supports the Miami Police Department's proposal to establish a Crisis Intervention Team focused on providing resources directly to high utilizers of mental health and drug crisis systems, which will reduce the costs associated with emergency care, yield better health outcomes for patients and enhance services for the neediest populations in the City of Miami. S cerely, ic:) I evin Andrews Chief Executive Officer • Page 2 COUNTY COURT ELEVENTH JUDICIAL CIRCUIT OF FLORIDA STEVEN LEIFMAN COUNTY COURT JUDGE June 22, 2021 Chief Art Acevedo City of Miami Police Department 400 NW 2nd Avenue Miami, FL 33128 Re: COPS CHP 2021 RICHARD E. GERSTEIN JUSTICE BUILDING 1 35 I NW I Z'" STREET MIAMI. FLORIDA 331 25 Dear Chief Acevedo: This is a letter of strong support for your application to establish a Crisis Intervention Team for high utilizers of mental health and substance use crisis systems. Miami -Dade County is home to the largest percentage of people with serious mental illnesses (SMI; e.g., schizophrenia, bipolar disorder, major depression) of any urban community in the United States. Roughly 9.1% of the population (more than 210,000 individuals) experience SMI, yet fewer than 13% of these individuals receive care in the public mental health system. As a result, law enforcement and correctional officers have increasingly become the lone responders to people in crisis due to untreated mental illnesses. On any given day, the Miami -Dade County Jail houses approximately 2,400 individuals with mental illnesses. This represents approximately 57% of the total inmate population, and costs taxpayers more than $232 million annually. The County jail now serves as the largest psychiatric facility in the State of Florida. The Eleventh Judicial Circuit Criminal Mental Health Project (CMHP) was established twenty years ago to divert nonviolent misdemeanant defendants with serious mental illnesses (SMI) or co- occurring SMI and substance use disorders, from the criminal justice system into community - based treatment and support services. Since that time the program has expanded to serve defendants that have been arrested for less serious felonies and other charges as determined appropriate. The program operates two components: pre -booking diversion consisting of Crisis Intervention Team (CIT) training for law enforcement officers and post -booking diversion serving individuals booked into the jail and awaiting adjudication. All participants are provided with individualized transition planning including linkages to community -based treatment and support services. The CMHP provides an effective, cost-efficient solution to a complex community problem and works by eliminating gaps in services, and by forging productive and innovative relationships among all stakeholders who have an interest in the welfare and safety of one of our community's most vulnerable populations. As the founder of the Criminal Mental Health Project, I have spent more than two decades working with community partners, including the Miami Police Department, to divert people with mental illnesses away from the criminal justice system and into community -based treatment. I strongly support the Miami Police Department's proposal to establish a Crisis Intervention Team for high utilizers of our mental health and substance use crisis systems. We are committed to providing training to members of this new team, which will provide enhanced services for the most vulnerable members of our community and get them on the pathway to stability and recovery. Sincerely, Steve Leifman Associate Administrative Judge CHP Solicitation FY2021 Survey questions 1.Enter the Fiscal Year Budgeted Sworn Force Strength for the current fiscal year below. The budgeted number of sworn officer positions is the number of sworn positions funded in your agency's budget, including funded but frozen positions, as well as state, Bureau of Indian Affairs, or locally funded vacancies. Do not include unfunded vacancies or unpaid/reserve officers. Number of officers funded in agency's current fiscal year budget: Full -Time: 1,264 Part -Time: 0 2. Enter the number of civilian positions funded in agency's current fiscal year budget. Number of civilian positions funded in agency's current fiscal year budget: Full -Time: 381 Part -Time: 27 3. Number of actual sworn officers employed by your agency as of the date of this application. The actual number of sworn officer positions is the actual number of sworn positions employed by your agency as of the date of this application. Do not include funded but currently vacant positions or unpaid positions. Full -Time: 1,299 Part -Time: 0 4. Number of budgeted sworn officers employed by your agency as of the date of this application. Full -Time: 1,299 Part -Time: 0 5. Number of contract sworn officers employed by your agency as of the date of this application. Full -Time: 0 Part -Time: 0 6. Number of budgeted civilian positions employed by your agency as of the date of this application. Full -Time: 396 Part -Time: 27 1 CHP Solicitation FY2021 Survey questions FISCAL HEALTH AND UCR DATA Instructions: Enter your law enforcement agency's total operating budget for the current AND the previous fiscal year. Please note: All figures must be rounded to the nearest whole dollar. CURRENT FISCAL YEAR (2021): 271,321,000 PREVIOUS FISCAL YEAR (2020): 276,796,000 8. On average how many hours of IN-SERVICE (non -recruit) training (e.g. FTO, continuing professional education, roll call, standard) are required annually for each of your agency's officers/deputies in the following categories (if none, please indicate 0 hours)? Use of force (hours): 10 De-escalation of conflict (hours): 20 Evidence -based cultural sensitivity training (hours): 0 Racial and ethnic bias that includes elements of implicit/unconscious bias (hours): t Gender bias in response to domestic violence and sexual assault (hours): Bias towards lesbian, gay, bisexual, and transgender (LGBT) individuals (hours): 1 Community engagement (e.g., community policing and problem solving) (hours): GO Does your agency administer a police training academy? 'j 9. How many total hours of basic/recruit ACADEMY training are required for each of your agency's officer/deputy recruits in the following categories (if none, please indicate 0 hours)? Use of force (hours): 80 De-escalation of conflict (hours): =fr f Evidence -based cultural sensitivity training (hours): 40 Racial and ethnic bias that includes elements of implicit/unconscious bias (hours): 40 Gender bias in response to domestic violence and sexual assault (hours): 40 Bias towards lesbian, gay, bisexual, and transgender (LGBT) individuals (hours): 4 2 CHP Solicitation FY2021 Survey questions Community engagement (e.g., community policing and problem solving) (hours): 10.Using UCR crime definitions, enter the actual number of incidents reported to your agency in the previous two calendar years (2020 and 2019) for the following crime types. Note that only those incidents for which your agency had primary response authority should be provided. Please enter 0 (zero) to indicate no incidents in a particular year/type. Criminal Homicide (2020): 61 Criminal Homicide (2019): 4 Forcible Rape (2020): 162 Forcible Rape (2019): 240 Robbery (2020): 610 Robbery (2019): 769 Burglary (2020): 1453 Burglary (2019): 1771 Aggravated Assault (2020): 1880 Aggravated Assault (2019): 1886 Motor Vehicle Theft (2020): 1622 Motor Vehicle Theft (2019): 1634 Larceny (except motor vehicle theft) (2020): 10017 Larceny (except motor vehicle theft) (2019): 14219 11.Agency Profile Questions (these questions are for information purposes only and will not be scored): Does your agency have a wellness policy or program for officers? Yes. Does your agency report crime data to the National Incident -Based Reporting System (NIBRS)? Does your agency utilize the National Integrated Ballistic Information Network (NIBIN)? Ye>. Does your agency have a dedicated or specific investigator to investigate reported hate crimes? No. 3 CHP Solicitation FY2021 Survey questions Additional Budget Information: 12. Referencing the web -based budget in this solicitation, if there was increase in sworn office base salary in years 2 and 3 (check all that apply). • Select All • COLA • Step Raises • Change in benefit costs • Not applicable LAW ENFORCEMENT & COMMUNITY POLICING STRATEGY Instructions for Community Policing Strategy: COPS Office funding must be used to reorient the mission and activities of law enforcement agencies through initiating community policing or enhancing their involvement in community policing with the officers hired under this award program or an equal number of veteran officers who have been redeployed to implement this plan after hiring the entry-level COPS Office -funded officers. If awarded funds, your narrative responses in the text boxes below will constitute your agency's community policing strategy under this award. Your organization may be audited or monitored to ensure that it is initiating or enhancing community policing in accordance with this strategy. The COPS Office may also use this information to understand the needs of the field, and potentially provide for training, technical assistance, problem solving and community policing implementation tools. Please note that the COPS Office recognizes that your COPS Office -funded officer(s) (or an equal number of veteran officers who are redeployed after hiring the entry-level COPS Office funded officers) will engage in a variety of community policing activities and strategies, including participating in some or all aspects of your identified community policing strategy. Your community -policing strategy may be influenced and impacted by others within and outside of your organization; this is considered beneficial to your community policing efforts. At any time during your award period, you should be prepared to demonstrate (1) the community policing activities engaged in prior to the award that are detailed in this application and (2) how the award funds and award -funded officers (or an equal number of redeployed veteran officers) were specifically used to enhance (increase) or initiate community policing activities according to your community policing strategy contained in this application. Community policing needs may change during the life of your award. Minor changes to this strategy may be made without prior approval of the COPS Office; however, the recipient will be required to report on progress or changes to the community policing strategy (if any) through required progress reports. If your agency's community policing strategy changes significantly, you must submit those changes to the COPS Office for approval. Changes are significant if they deviate from the specific crime problems originally identified and approved in the community policing strategy submitted with the application. In some cases, in reviewing progress reports, the COPS Office may identify significant changes in community policing strategies that require explanation and request for approval. Applicants that choose problem areas that receive additional priority consideration will not be able to change from these problem/focus areas if awarded CHP funding. 4 CHP Solicitation FY2021 Survey questions The following is the COPS Office definition of community policing that emphasizes the primary components of community partnerships, organizational transformation, and problem solving. Please refer to the COPS Office web site (https://cops.usdoj.gov) for further information regarding this definition. Community policing is a philosophy that promotes organizational strategies that support the systematic use of partnerships and problem solving techniques to proactively address the immediate conditions that give rise to public safety issues, such as violent crime, non-violent crime, and fear of crime. The COPS Office has developed the following list of primary sub -elements of community policing. Please refer to the COPS Office web site Community Policing Defined publication (COPS Office: Grants and Resources for Community Policing - https://cops.usdoj.gov/RIC/ric.php?page=detail&id=COPS- P157) for further information regarding these sub -elements. Community Partnerships: Collaborative partnerships between the law enforcement agency and the individuals and organizations they serve to both develop solutions to problems and increase trust in police. • Other Government Agencies • Community Members/Groups • Non-Profits/Service Providers • Private Businesses • Media Organizational Transformation: The alignment of organizational management, structure, personnel and information systems to support community partnerships and proactive problem solving efforts. Agency Management • Climate and culture • Leadership • Labor relations • Decision -making • Strategic planning • Policies • Organizational evaluations • Transparency Organizational Structure • Geographic assignment of officers • Despecialization • Resources and finances Personnel • Recruitment, hiring and selection. • Personnel supervision/evaluations • Training Information Systems (Technology) • Communication/access to data 5 CHP Solicitation FY2021 Survey questions • Quality and accuracy of data Problem Solving: The process of engaging in the proactive and systematic examination of identified problems to develop effective responses that are rigorously evaluated. • Scanning: Identifying and prioritizing problems • Analysis: Analyzing problems • Response: Responding to problems • Assessment: Assessing problem -solving initiatives • Using the Crime Triangle to focus on immediate conditions (Victim/Offender/Location) Instructions for Current Organizational Commitment to Community Policing: For each of the following statements, please answer in terms of existing agency policies and practices as they relate to collaborative partnerships and problem solving activities. (check all that apply) 13. The agency mission statement, vision, or goals includes references to: • Select All • Community Partnerships • Problem Solving 14. The agency strategic plan includes specific goals or objectives relating to: • Select All • Community Partnerships • Problem Solving 15. The agency recruitment, selection and hiring processes include elements relating to: • Select All • Community Partnerships • Problem Solving 16. Annual line officers evaluations assess performance in: • Select All • Community Partnerships • Problem Solving 17. Line officers receive regular (at least once every two years) training in: • Select All • Community Partnerships • Problem Solving 6 CHP Solicitation FY2021 Survey questions 18. Which of the following internal management practices does your agency currently employ? (check all that apply) • Select All • Assignment of officers to specific neighborhoods or areas for longer periods of time to enhance customer service and facilitate more contact between police and citizens. • Assignment of officers to geographic hot spots that are defined statistically by creating incident maps to identify geographic clustering of crime and disorder. • Early Intervention Systems that help identify officers who may be showing signs of stress, personal problem, and questionable work conduct. • None of the above. 19. Which of the following do you count/measure to annually assess your agency's overall performance? (check all that apply) • Select All • Response times • Problem solving outcomes. • Department employee satisfaction • Reduction of crime in identified hot spots. • Social disorder/nuisance problems (e.g., graffiti, panhandling, loitering) • Satisfaction with police services • Fear of crime • Victimization (i.e, non -reported crime) • Community meetings held/attended. • Use of force incidents. • Meeting the priorities as identified in your agency strategic plan. • My agency does not conduct annual assessments of overall performance. 20. Through which of the following does your agency routinely share information with community members? (check all that apply) • Select All • Neighborhood, beat, and/or school meetings. • Local media outlets • Agency newsletter • Neighborhood newsletters • Agency website • Social networking (Blogs, Twitter feeds, Facebook pages, etc.) • Citizen alert system (telephone, email, text, etc.) • Citizen alert system that is geographically targeted, based on updated hot spots. • Public access television/radio • Community organization board membership 7 CHP Solicitation FY2021 Survey questions • Public forums with chief/sheriff/command staff • Posters, billboards, flyers • None of the above 21. Through which of the following ways does your agency formally involve community members in influencing agency practices and operations? (check all that apply) • Select All • Citizen police academies • Volunteer activities • Auxiliary police programs • Civilian review boards (i.e., disciplinary review boards) • Citizen advisory groups (i.e., informal advisory function) • Involvement in hiring decisions (interview panels, selection boards, etc.) • Involvement in contributing to annual line officer performance reviews. • Representation on promotional boards • Participation in accountability and performance reporting and tracking meetings • Participation in complaint resolution process (formal mediation, disciplinary boards, etc.) • None of the above Instructions for Proposed Community Policing Strategy: Problem Solving and Partnerships COPS Office awards must be used to initiate or enhance community policing activities with either the newly hired officers funded by this award program or an equivalent number of veteran officers who are redeployed to implement this community policing strategy after hiring the additional entry-level officers with COPS Office award funds. In this section you will be asked to identify the crime and disorder problem or a focus area and the partners to be engaged through your requested COPS Office funding. Identifying the specific problem/focus area and partnerships that your agency plans to focus on is important to ensure that you satisfy the requirements for COPS Office funding under this program and to ensure that ultimately the additional award -funded officers (or equivalent number of redeployed veteran officers) will initiate or enhance your agency's capacity to implement community policing strategies and approaches. Using the following list, select a problem/focus area that will be addressed by the officers requested in this application. Please choose the option that best fits your problem. You may only select one problem/focus area to address through this award funding. When identifying a problem, it is important to think about the nature of similar incidents that taken together comprise the problem and accordingly describe it in precise, specific terms (e.g. "robbery of retail establishments", rather than just "robbery"). In doing this, it can be helpful to consider all aspects of the problem, including the likely offenders, the suitable targets/victims, and how these come together in time and space. 8 CHP Solicitation FY2021 Survey questions Additional consideration will be given to applicants who propose a community -based approach to one of the four following problem/ focus areas. Applicants who choose one of the community policing problems or priority focus areas listed here must devote 100% of their funded positions to that focus area and will not be allowed to change their choice once the award has been issued. • Building Legitimacy and Trust — Applicant will deploy officers to partner and engage community stakeholders including residents, businesses, and faith -based organizations to prioritize and collectively strengthen a community's response to crime and criminal activity and focus on enhancing and maintaining community trust and legitimacy between law enforcement and the communities they serve — to include building trust in immigrant communities. • Violent Crime/Gun Violence —Applicant will employ community policing strategies to address a range of violent crime problems. Community -Based approaches to combatting gun violence that build trust in underserved communities suffering from high incidents of gun crime will receive additional consideration. Applicants requesting additional consideration for gun violence issues will be asked to describe their holistic, community -based approach and may wish to review COPS Office publications such as Group Violence Intervention: An Implementation Guide, Drug Market Intervention: An Implementation Guide, and Crime Prevention Research Review No. 6: Pulling Levers Focused Deterrence Strategies to Prevent Crime for ideas on strategies. • Combating Hate and Domestic Extremism —Applicant will focus on community -based strategies that combat bias -motivated acts of violence that divide our communities, intimidate our most vulnerable citizens, and erode trust in the rule of law. • Police -based Response to Persons in Crisis — Applicant will focus on deploying officers in crisis intervention teams, participation in crisis intervention teams, improving response and interaction with persons in crisis —to include efforts focused on the education, prevention, addiction, and interventions related to the abuse of opioids and other substances in communities. Police -based Response to Persons in Crisis 22. Police Based Response to Persons in Crisis F If Selected: Please describe the problem and your focus on deploying officers to participate in crisis -intervention teams, improving response to and interactions with persons in crisis, and partnering with mental health providers (500 characters or less). 494 There are hotspots in Miami with a large population of persons, including the homeless community, with mental illness (MI) or co-occurring mental illness and substance abuse disorders (CMISAs). A Crisis Intervention Team will be created to identify and assist adults with MI or 9 CHP Solicitation FY2021 Survey questions CMISAs who are at high -risk lbr recidivism and/or may be under a Risk Protection Order. The CIT will utilize partnerships to offer mental health services and community resources to identified persons in crisis. Opioid or other Substances Education, Prevention, and Intervention If selected: Please specify your focus on Education, Prevention and Intervention (500 characters or less). 23. Briefly describe the problem/focus area that you will address with these award funds and your approach to the problem. Include a Tong -term strategy and detailed implementation plan that reflects consultation with community groups and appropriate private and public agencies. Explain how the grant will be utilized to reorient the affected law enforcement agency's mission toward community -oriented policing or enhance its involvement in or commitment to community -oriented policing (2,000 characters or less). 1,995 The City of Miami Police Department (MPD) will form a Crisis Intervention Team (CIT) dedicated to high utilizers of mental health and drug crisis systems. The CIT will work in Downtown Miami and Overtown, where there is a large population of persons with mental illness (MI) and co-occurring mental illness and substance abuse (CMISA) disorders. Unfortunately, people suffering from these disorders sometimes engage in criminal behaviors that are a risk to themselves and the public. In 2020, MPD made 1,658 crisis referrals. Downtown had 15.26 CIT referrals per 1,000 residents and in Overtown, 13.08 referrals per 1,000 residents-- significantly higher than the City average of 7.09 referrals per 1,000 residents. The goal of this pre -arrest diversion project is to decrease subjecting persons in crisis to the criminal justice system and ensure they receive treatment for underlying conditions. This team will receive CIT and co -responder training from the 11 th Judicial Circuit Criminal Mental Health Project to learn how to interact with the mental health system. Two CIT Officers will partner with the Miami -Dade County Risk Protection Order Taskforce to identify people with mental disorders who have access to weapons and confiscate their weapons until they are no longer a threat. The other 13 CIT Officers will identify persons exhibiting MI or CMISA disorders, who will then be offered assistance from licensed clinical social workers at Jackson Behavioral Health Hospital (JBHH) for voluntary treatment. In cases where individuals are a danger to themselves, CIT Officers will use the Baker or Marchment Act to admit them to JBHH for evaluation. When needed, the Homeless Trust will connect individuals to resources (i.e., housing, transportation), so that they are able to stay in the continuum of care. This project is a pathway for a co -responder community policing model that steps away from incarceration and is more vested in community partnerships and problem solving. 10 CHP Solicitation FY2021 Survey questions PERSISTENT POVERTY Please refer to the U.S. Census Bureau's historical county level poverty estimates tool (https://www.census.gov/library/visualizations/time-series/demo/census-poverty-tool.html). This Excel -based tool accesses county -level poverty rates from the 1960-2000 Decennial Census as well as estimates from 2010 based on 5-year data from the ACS. Please enter your county's poverty rate for 1990, 2000, and 2010. If your agency does not service counties, please enter the state average. All figures must be rounded to the nearest whole percent. 24. Does your law enforcement agency serve in a COUNTY that has had 20 percent or more of its population living in poverty over the past 30 years? • Yes • No • Clear Selection 24a. Please enter your county's poverty rate for 1990, 2000, and 2010. If your agency does not service counties, please enter the state average. All figures must be rounded to the nearest whole percent. *Not applicable if "No" is selected for question #24. POLICE AND YOUTH SUICIDE DATA 25. Does your agency collect data on the number of officer suicides in your agency? Yes No Clear Selection 26. Does your agency have a suicide prevention training program? Yes No (Peer support includes this as part of their curriculum) Clear Selection 27. Does your agency track officers that have been exposed to 'critical incidents' such as murder, suicide, and domestic violence? Yes No Clear Selection 11 CHP Solicitation FY2021 Survey questions 28. Does your community experience high rates of youth suicide (For the purposes of this question, high is defined as 10 suicides per 100,000 residents aged 10-19)? Yes No Clear Selection COMMUNITY -BASED OFFICER HIRE AND RELOCATION 29. Does your law enforcement agency have a written policy that requires that new officers/deputies reside within the jurisdiction they serve? Yes No Clear Selection 30. Does your law enforcement agency have a written policy that encourages new or existing officers to relocate to areas characterized by fragmented relationships between police and residents of the community, or where there are high incidents of crime? Yes No Clear Selection 31. Which of the following information sources did you use to prioritize this problem/focus area as a problem/focus area to address through this award program (check all that apply): • Select All • Police department data (e.g. police reports, calls for service, crime data, citizen complaints) • Agency personnel (e.g. officer feedback, command staff priorities) • Other local non -law enforcement government agency data • Community based organizations (e.g. faith based, non -profits, social service providers) • Local businesses • Individual community members/community meetings • Community survey • Local government officials • None of the above 12 CHP Solicitation FY2021 Survey questions 32. If awarded funds, my agency will improve our understanding of this problem/focus area by examining (check all that apply): • Select All • Routinely collected law enforcement data/information related to the problem (e.g. arrest, incident reports, calls for service) • The location and/or time aspects of the problem/focus area (e.g. mapping) • The conditions and environmental factors related to the problem/focus area • The strengths and limitations of current responses to the problem/focus area • Non -law enforcement data/information related to the problem/focus area (e.g. insurance crash data, other government agency data, census data, survey data) (This is a meaningful part of the design — homeless census/survey data and health system data both play a key role in defining hotspots and persons requiring additional assistance) • Existing research and best practices related to the problem/focus area • Data/information from the community related to the problem/focus area (e.g. resident associations, business groups, non-profit community service organizations) • Information about offenders contributing to the problem/focus area (e.g. offender interview, arrest records) • Information about victims affected by the problem/focus area (e.g. crime reports, victim interviews) • Strengths and weaknesses of previous responses to the problem/focus area • None of the above 33. If awarded funds my agency will use the following information sources to assess our response to this problem/focus area to determine whether the response was implemented and achieved the desired outcomes (check all that apply): • Select All • Routinely collected law enforcement data/information related to the problem/focus area (e.g. arrests, incident reports, calls for service) • Data/information regarding whether the response was implemented as planned • Police data collected for this specific problem/focus area (e.g. problem -specific surveys, field interview contact cards) • Non -police data/information related to the problem/focus area(e.g. insurance crash data, other government agency data, census data, survey data) • Data/information from the community related to the problem/focus area (e.g. resident associations, business groups, non-profit community service organizations) • Information about offenders contributing to the problem/focus area (e.g. offender interview, arrest records, probation/parole data) • Information about victims and/or stake holders affected by the problem/focus area (e.g. crime reports, victim interviews) 13 CHP Solicitation FY2021 Survey questions • None of the above 34. To the best of your ability at this time, please select from the below list what your primary goals are in responding to your selected problem/focus area (select up to 3): • Select All • Reducing the number of incidents • Increasing public trust in your agency • Reducing the seriousness of the incidents or the amount of harm • Reducing the number of victims and repeat victims. • Reducing the number of offenders and repeat offenders. • Getting other agencies and stake holders to assume responsibility for the problem/focus area. • Improving the response to the problem/focus area (i.e., more comprehensive and coordinated way of dealing with the problem/focus area, providing better services to victims, or greater efficiency in dealing with the problem/focus area) • Improving citizen perceptions of the problem/focus area • None of the above 35. An important part of a comprehensive community policing strategy is the formation of partnerships, such as working with other public agencies, private organizations, or participation in regional law enforcement partnerships. If awarded funds, will your agency and the award funded officers (or an equivalent number of redeployed veteran officers) initiate or enhance a partnership with an external group/organization to develop responses to this problem/focus area? Yes No Clear Selection 36. If yes, how many external groups/organizations will your agency initiate or enhance partnership with to develop responses to this problem/focus area? 4 37. Name the most important external groups/organizations that your agency will initiate or enhance a partnership with to develop responses to this problem/focus area (maximum of three partners). Note: you may attach optional letters of this support from any or all of these prospective partners. You will be limited to listing no more than three partners per public safety problem/focus area. Partner Namel: Jackson Behavioral Health Hospital 37a. For this partner, please indicate the statement that best characterizes this partner: 14 CHP Solicitation FY2021 Survey questions • Local government agencies (non -law enforcement, e.g., probation/parole, parks and recreation, code enforcement) • Community based organizations (e.g., faith based, community redevelopment groups, social service providers, resident associations) • Businesses operating in the community • Tribal law enforcement agencies • Federal, state, or local law enforcement agencies (non -tribal) including through multi- jurisdictional/regional partnerships • Local educational institutions (schools/colleges/universities) • Individual stakeholders (persons residing, working, or with an interest in the community or problem 38. Partner Name2: The Homeless Trust 38a. For this partner, please indicate the statement that best characterizes this partner: • Local government agencies (non -law enforcement, e.g., probation/parole, parks and recreation, code enforcement) • Community based organizations (e.g., faith based, community redevelopment groups, social service providers, resident associations) • Businesses operating in the community • Tribal law enforcement agencies • Federal, state, or local law enforcement agencies (non -tribal) including through multi- jurisdictional/regional partnerships • Local educational institutions (schools/colleges/universities) • Individual stakeholders (persons residing, working, or with an interest in the community or problem 15 CHP Solicitation FY2021 Survey questions 39. Partner Name3: Criminal Mental Health Project from the 11' Judicial Circuit 39a. For this partner, please indicate the statement that best characterizes this partner: • Local government agencies (non -law enforcement, e.g., probation/parole, parks and recreation, code enforcement) • Community based organizations (e.g., faith based, community redevelopment groups, social service providers, resident associations) • Businesses operating in the community. • Tribal law enforcement agencies • Federal, state, or local law enforcement agencies (non -tribal) including through multi- jurisdictional/regional partnerships. • Local educational institutions (schools/colleges/universities) • Individual stakeholders (persons residing, working, or with an interest in the community or problem 40. Instructions for Proposed Community Policing Strategy: Organizational Transformation COPS Office awards must be used to initiate or enhance community policing activities. In this section you will be asked to identify the organizational change(s) that your agency plans to focus on through your requested COPS Office funding. Identifying the specific organizational change(s) that your agency plans to focus on is important to ensure that you satisfy the requirements for COPS Office funding under this program, and to ensure that ultimately the use of these funds will initiate or enhance your agency's capacity to implement community policing approaches. If awarded funds, will your agency initiate or enhance any of the following internal changes to personnel management? (Select no more than 2 internal changes to personnel management that will be addressed with these award funds.) • Flexibility in officer shift assignments to facilitate addressing specific problems. (2,000 character max) 1,920 The patrol function is of central importance to police administrators. Its contribution to the agency mission, its visibility in the public eye, and its budget share of the agency's resources make it essential that decisions on patrol planning and deployment be grounded on accurate information and careful analysis. For the City of Miami Police .Department (MPD), fiscal constraints, make such analysis particularly crucial. Often our patrols and the shift assignments given to our 1,300 sworn officers are dictated by personnel ceilings, work scheduling, directed and preventive patrol, resource allocation, and alternative responses to calls for service. 16 CHP Solicitation FY2021 Survey questions The implementation of the City of Miami Police Crisis Intervention Response for High Frequency Utilizers will give MPD the capacity to develop a task -specific detail of officers, thereby departing from the traditional model of shift assignments and deployment. It gives MPD the capacity to implement a pre -arrest diversion model by instituting a CIT patrol that works expressly to enter persons with mental illness (MI) and co-occurring mental illness and substance abuse (CMISA) into the continuum of care and avoids entering them into the criminal justice system whenever possible. This CIT model will allow for 7 days a week coverage to address hotspot areas where instances of MI and CMISA disorders are most prevalent, especially among people who have little to no access to mental health and community resources. The project will give .MPD consistent capacity to address the problem by providing the resources for full coverage with an A and B shift. For example, if the morning shift cannot find someone who is in need of services, the afternoon shift may be able to find other opportunities and persons to offer services to. CIT officers can also be scheduled three and three on split days or have another configuration to include weekends. • Assignment of officers to specific neighborhoods or areas for longer periods of time to enhance customer service and facilitate more contact between police and citizens. (2,000 character max) 1,995 Community Policing in Miami began in 1992 with MPD dividing Miami into 12 Neighborhood Enhancement Team(NET) Areas with a focus on bringing city government closer to the people. Since 2020, these areas are now known as Neighborhood Service Centers (NSC). Each area is assigned 2 Neighborhood Enhancement Officers (NRO) who work with code enforcement, sanitation, and zoning officials to address crime and quality of life concerns at the neighborhood level. NRO's must answer all calls for service, which prevents their focus to be on a prevailing specific public safety issue, such as persons with MI or CMISA disorders. Implementation of the CIT patrol for high utilizers of mental health and drug crisis systems will fill in that gap in service. One of the benefits of this strategy is that the CIT patrol will be consistently exposed to the same population, which allows CIT officers to make connections with the community and build trust. The CIT will have the manpower and time to get to know the individuals they are reaching out to and become known in the community as a resource for help, rather than a threat for arrest. The concentration of efforts in Overtown and Downtown Miami for an extended period of time allows the CIT to be seen as a part of the community over time. The relationships developed will allow CIT officers to receive critical feedback from this high -risk population, as well as local residents and business owners. The CIT's work is closely interwoven with our community partners, in particular the Homeless Trust and Jackson Behavioral Hospital. This further establishes goodwill with the population served. By homing in on a specific issue, MPD can work with the primary partners to 1) tackle the root causes of certain types of criminal activity and behaviors; 2) decrease the burden on the criminal justice system; 3) develop long- term strategies; 4) identify community stakeholders; 4) prevent crime and 5) pave the way for a co -responder model of policing. 17 CHP Solicitation FY2021 Survey questions • Recruitment and hiring practices that reflect an orientation towards problem solving and community engagement. • In-service training for officers on basic and advanced community policing principles. • Field training officer (FTO) programs that teach and test problem solving, community engagement, and critical thinking skills. • Measure and include non -enforcement proactive community engagement efforts as part of officer performance evaluations. • Provide de-escalation training to sworn personnel and promote de-escalation as an important strategy to diffuse potentially volatile situations. • Early intervention systems that help identify officers who may be showing early signs of stress, personal problems, and questionable work conduct. • Career development and/or promotional processes (i.e. sergeant exams) that reinforce problem solving and community engagement. • Implement specific programs to improve the safety and wellness of personnel throughout your organization. • None of the above. 41. If awarded funds, will your agency initiate or enhance any of the following internal changes to agency management? (Select up to 2 internal changes to agency management that will be addressed with these award funds.). • Agency strategic plan that outlines the goals and objectives around community policing and other departmental priorities. • Organizational performance measurement systems that include community policing metrics and conduct annual assessments of agency performance. (2,000 characters max) 1,915 Community policing metrics and an annual assessments will be integrated into MPD's Crisis Intervention Team module in the Records Management System (R.MS). The module will allow MPD to collect comprehensive intervention information, so that we can track what interventions are being provided to the high utilizer population. The module uses geo-Location data, which will 18 CHP Solicitation FY2021 Survey questions allow us to change the locations within the hotspots where we are dispatching the CIT officers. Thereby optimizing the response of the CIT and increasing the number of services offered by the patrol, JBHH and the Homeless Trust. This can refine where the interventions are being deployed and inform us where we can deploy additional resources. Individual CIT officers will use the module to enter the data into the RMS. As this operation falls under the management of the Field Operations Division (FOD), Detail Supervisors from the FOD will be in charge of the initial review the data entered by the CITs after every shift. The CIT Coordinator will give the final assessment and report findings directly to the Field Operations Division Chief. Data from the reports will be incorporated into our knowledge management system- CompStat, as a prevention strategy. Metrics will be specifically developed to measure the impact of the CIT patrol. By engaging citizens on a local level, the CIT officers will develop an understanding of the specific needs and perspectives that comprise each hotspot. This will provide the CIT with additional insights that will affect the design of outreach efforts and the metrics by which they are measured. The metrics will enable MPD to conduct annual assessments and adjust programmatic initiatives as needed. Performance measures will address the primary components of this project: partnerships with the community, organizational transformation, problem -solving and the number of people who received interventions. • Technology systems that provide officers, analysts, and the community better and more timely access to data and information. • Mediation strategies to resolve citizen complaints. • Collection, analysis, and use of crime data and information in support of problem solving goals. (2,000 characters max) 1,496 During the life of this project, MPD will utilize crime data to identify potential areas for targeted interventions. The CIT Coordinator, along with the Field Operations Division Chief, can look at high density areas for crisis intervention calls, for homeless calls and narcotics -related calls. The CIT patrol can target outreach efforts to those blocks where MPD is finding the highest density of activities in those areas. Data would be coming from Computer Aided Dispatch Systems (CAD) reports from Crime Analysis team. That data can be used to see where we can identify emerging trends. The CIT Coordinator can supplement the crime data with data from our partners to get a comprehensive view of the most predominant issues in the hotspots, and where CIT's response can be adjusted and optimized. Homeless census/survey data and health system data both play a key role in defining hotspots and persons requiring additional assistance For example, partners can inform the CIT if persons who volunteered to receive interventions from Jackson Behavioral Health Hospital (JBHH) have dropped off before receiving the full suite of treatment services; if there is a refusal of services provided by JBHH or the Homeless Trust; and what are the obstacles that prevent high -risk individuals from taking part in the interventions. This project presents the opportunity to tackle a 19 CHP Solicitation FY2021 Survey questions public safety issue and prevent criminal behavior by coordinating law enforcement, direct community services, and mental healthcare resources. • Formal accreditation process. • System to capture and track problem solving and partnership efforts and activities. • An organizational assessment of community policing. • None of the above. 42. Did your agency consult with any of the following groups/organizations on the development of this community policing strategy? (check all that apply) • Select All • Local government agencies (non -law enforcement, e.g. probation/parole, parks and recreation, code enforcement) • Community based organizations (e.g. faith based, community redevelopment groups, social service providers, resident associations) • Businesses operating in the community • Tribal law enforcement agencies (outside your jurisdiction) • Other Federal, state, or local law enforcement agencies • Multi -jurisdictional or regional task forces/partnerships • Local educational institutions (schools/colleges/universities) • Local government officials • Individual stakeholders residing, working or with an interest in the community and/or problem • None of the above 43. To what extent are there related governmental and/or community initiatives that complement your agency's proposed community policing strategy? • There are a significant number of related initiatives. • There are a moderate number of related initiatives. • There are a minimal number of related initiatives. • There are no related initiatives. 20 CHP Solicitation FY2021 Survey questions • Clear Selection 44. To what extent is there community support in your jurisdiction for implementing the proposed community policing strategy? • High level of support • Moderate level of support • Minimum level of support • Clear Selection 43. If awarded funds, to what extent will the community policing strategy impact the other components of the criminal justice system in your jurisdiction? • Potentially decreased impact • No change in impact • Potentially increased impact • Clear Selection 44. NEED FOR FEDERAL ASSISTANCE All applicants are required to explain their inability to address the need for this award without federal assistance. Please do so in the space below. [Please limit your response to a maximum of 1,000 characters.] 922 Since COVID-19, MPD had to reallocate officers for enforcement of City public health regulations. Now as the City is focused on reviving the local economy, more MPD officers are being assigned with Fire and Code enforcement to facilitate businesses getting their licenses. COVID-19 has also contributed to an increase of substance abuse in Florida. Dr. Spencer Eth, Interim Director of Substance Abuse Services at the University of Miami Hospital Department of Psychiatry, says, "We find that there is an increased demand for substance abuse services now as a reflection of the difficult times so many people are having," Eth said. As the pandemic exacerbates conditions, MPD must look to alternative funding sources in light of strained resources. Supportive funding for this project will allow MPD to address high -risk populations 21 CHP Solicitation FY2021 Survey questions facing increasing substance abuse and mental health disorders, which can lead to criminal behaviors. 45. Enter the total population of the government entity applying for this award using the latest census estimate available in the American Fact Finder at http://FactFinder2.census.gov. 467,963 CONTINUATION OF PROJECT AFTER FEDERAL FUNDING ENDS Instructions for the Continuation of Project after Federal Funding Ends: Applicants must plan to retain all sworn officer positions awarded under your COPS Office hiring award for a minimum of 12 months at the conclusion of 36 months of federal funding for each position. The retained COPS Office -funded positions should be added to your agency's law enforcement budget with state and/or local funds at the end of award funding, over and above the number of locally -funded sworn officer positions that would have existed in the absence of the award. These additional position(s) must be retained using state, local, or other nonfederal funding only. The retention period may begin during the five year period of performance of the award and may extend beyond the end date of the award. You may not use funds awarded by other federal awards to cover the costs of retention. At the time of award application, applicants must affirm that they plan to retain the positions and identify the planned source(s) of retention funding. We understand that your agency's source(s) of retention funding may change during the life of the award. Your agency should maintain proper documentation of any changes in the event of an audit, monitoring or other evaluation of your award compliance. Please refer to the frequently asked questions on retention which can be found here https://cops.usdoj.gov/chp. Note: Agencies that do not plan to retain all the positions awarded under this award are ineligible to receive CHP funding. 46. Will your agency plan to retain any additional positions awarded under this award for a minimum of 12 months at the conclusion of federal funding for each position? Yes No Clear Selection 47. Please identify the source(s) of funding that your agency plans to utilize to cover the costs of retention: (check all that apply) Select All 22 CHP Solicitation FY2021 Survey questions General funds Raise bond/tax issue Private sources/donations Nonfederal asset forfeiture funds (subject to approval from the state or local oversight agency) Fundraising efforts State, local, or other nonfederal award funding Other 48. If your agency received CHP funding prior to October 1, 2018, please certify that your agency has or is retaining any CHP-funded officers for the required 12 month retention period. Has or Is Retaining Not Retaining Not Applicable OFFICIAL PARTNER(S) CONTACT INFORMATION (Ask Eldys) (need missing information) Instructions: An official "partner" under the award may be a governmental, private, school district, or other applicable entity that has established a legal, contractual, or other agreement with the applicant for the purpose of supporting and working together for mutual benefits of the award. 49. Partner 1 Title: ?? First Name: ?? Last Name: ?? Name of Partner Agency (e.g., Smithville Community Center): Jackson Behavioral Health Hospital Type of Partner Agency (e.g., School District): Medical Streetl: 1695 NW 9th Ave. Street2: NA 23 CHP Solicitation FY2021 Survey questions City: Miami State: FL Zip/Postal Code: 33136 Phone: (305) 355-7000 Email Address: ?? 50. Partner 2 Title: ?? First Name: ?? Last Name: ?? Name of Partner Agency (e.g., Smithville Community Center): Miami -Dade County Homeless Trust Type Partner Agency (e.g., School District): Non -law enforcement governmental agency (or is it a community -based organization?) Streetl: 111 NW 1st St. Street2: NA City: Miami State: FL Zip/Postal Code: 33128 Phone: (305) 375-1490 Email Address: ?? 51. Partner 3 Title: The Honorable First Name: Steve 24 CHP Solicitation FY2021 Survey questions Last Name: Leifman Name of Partner Agency (e.g., Smithville Community Center): The Eleventh Judicial Circuit Criminal Mental Health Project Type of Partner Agency (e.g., School District): Criminal Justice System Streetl: Richard E. Gerstein Justice Building, 1351 NW 12 Street Street2: Room 617 City: Miami State: FL Zip/Postal Code: 33125 Phone: (305) 548-5394 Email Address: sleifman@judll.flcourts.org 25 Memoranda of Understanding (MOUs) and Other Supportive Documents Per the COPS CHP Solicitation guidelines below, the City of Miami is not required to submit an MOU at the time of application. Furthermore, the Critical Intervention Team for High Utilizers project is not a School Resource Officer project and therefore it is not required for City of Miami to turn in an MOU. COPS Solicitation guide pg. 11-12: "School Resource Officer (SRO) MOU (If applicable): Recipients awarded CHP funding to hire and/or deploy SRO(s) into schools will be required to submit to the COPS Office a signed Memorandum of Understanding (MOU) between the law enforcement agency and the school partner(s) within 90 days of the start date of the award, and before expending or drawing down funds under the award. An MOU is not required at time of application; however, if the law enforcement agency already has an MOU in place that is applicable to the partnership, the MOU can be uploaded as an attachment under the Section in 1ustGrants titled "MOUs and Other Supporting Documents".