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HomeMy WebLinkAboutR-73-0332RESOLUTIONNO. 73-332 A RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND ENTER INTO AGREEMENT WITH STANFORD RESEARCH INSTITUTE FOR PHASES II AND III OF THE MANAGEMENT STUDY FOR THE MODERNIZATION OF THE DEPARTMENT OF POLICE, SAID PHASE II TO COMMENCE ON APRIL 11, 1973 AND CONSISTS OF DEVELOPMENT AND IMPLEMENTATION OF PROGRAMS AND SYSTEMS DEVELOPED IN THE PHASE I WHICH CONSTITUTED THE RESEARCH AND ANALYSIS FOR THE MODERNIZATION OF THE MIAMI POLICE DEPARTMENT. WHEREAS, the City Commission adopted Resolution No. 43261, dated February 17, 1972, which selected the consultants, Stanford Research Institute, a non-profit corporation organized under the laws of the State of California, and WHEREAS, said Resolution No. 43261 further authorized the City Manager to negotiate and enter into agreement with Stanford Research Institute, and WHEREAS, said agreement was entered into on the llth day of April, 1972, and WHEREAS, said agreement provided for a Phase I Study requiring that Stanford Research Institute provide research and analysis, including the basic IIarchitectural design information to be utilized by the City for the employment of separate and independent consulting architects and engineers, and WHEREAS, Phase I findings and results have been submitted to the City Commission for its approval, and WHEREAS, Resolution No.73-331 was adopted on April 26, 1973, which provides for the acceptance of findings and completed work of Stanford Research • Institute as provided through and agreement with the City dated April 11, 1972, and WHEREAS, Phase II which provides for the development and implementation of programs and systems determined through the Phase I research and analysis findings; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. That the City Manager is hereby authorized to negotiate and enter into agreement with Stanford Research Institute for Phases II and III of the Study for the Modernization of the Department of Police, said Phase II to commence on April 11, 1973, and consists of development and implementation of programs and c. Page 1 of 2 73•33y • systems developed in the Phase I which constituted the research and analysis for the modernization of the Miami Police Department. PASSED AND ADOPTED this 26th day of April , 1973. �w. Page 2 of 2 MIAMI MODERN POLICE FIRST YEAR REPORT g-M STANFORD RESEARCH INSTITUTE Menlo Park, California 94025 • U.S.A. !, 7 3- 3 3 Z. APRIL 1973 4t STANFORD RESEARCH INSTITUTE Menlo Park, California 94025 • U.S.A. FirS: Hcoort MIAMI MODERN POLICE THE 01 ‘r' (Dfl I I LC) SRt P. E GH .y AST L t,ot I Lr 4. j. fZeo-eiz,.0 etioidLD f- INNIG Vice P,est(Wor f ttce. fit'AetirCh Apr,/ 1973 til OVERVIEW A Miami Modern Police Department is a goal well within reach. It will fulfill, by positive action, the mandate of Miami's citizens, who have demanded better police services. The people of Miami loudly and clearly offered their plea for a safer city in their vote for more effi- cient police. They have recognized the cost of upgrading and modernizing their outdated police force, and have offered to pay the bill. They ask only that the money they have voted be carefully spent, and that these outlays bear positive results in making Miami a better, safer, and more secure city in which to live and conduct business. WHAT IS THIS REPORT ALL ABOUT? The City's .Administration has heard the citizens' voices. Recognizing the complexity and enormity of the task before them, the Administration called upon Stanford Research Institute, an Independent, not -for -profit, contract research organization to assist in the proper planning of equip- ment purchases and in police department reorganization. For the past year, teams of experts, drawing upon a wide range of specialized knowledge, have combed the records of the Police Iepartment, studying its operations and interviewing its members and commanders, and the citizens of the City to determine exactly what steps should be taken to update and thoroughly modernize the Miami's Police Department. This report is a summary of those findings. It points the way to a complete overhaul of the Department's operations and recommends specific measures that can set the modernization task immediately in motion. 11 WHAT DO THE CITIZENS WANT? Thu peoples of Miami want a police force that is on the job. They want their police to he visible on patrol and promptly available when needed. They want a symbol of law and justice that they can look up to and respect. They want a sympathetic friend to whom they can talk in time of trouble and turn to in time of need. They want an efficient, well- equipped professional who knows the methods of preventing crime and of apprehending the law breaker. They want a law enforcement agency that protects the rights of the citizens, yet respects the rights of the accused, HOW CAN 1',E MODERNIZE THE POLICE? The task is complex, but the tools and technology are at hand. The fundamental need is to apply modern business methods, up-to-date manage- ment techniques, and highly sophisticated equipment to policing the safety of the citizens in the City of Miami. While these modern applications arc so much a part of our daily lives, they have not been successfully applied to police work in the City of 'Miami. The know-how exists. For too many years, however, the police com- munity has been governed by tradition rather than vision in its internal operations. Money was not spent where it could effectively produce re- sults, and the outmoded ways that worked in the past could not be effec- tively applied to the modern technology of today, EXAMPLE: For years the Federal Bureau of Investigation and police departments in other areas of the nation have used computers to assist in criminal idcntiiicatinn. The City of Miami has been able to call upon these resources to get information about a suspect elsewhere in the nation. However, for information on local hoodlums, the City Police must fall back iii on an antiquated, time consuming, manual system. The new computers of the Miami :Modern Police Department will work effectively with both local and national criminal information files and supplement their value and usefulness with rapid interchange of information. The above example illustrates one of several ways that improved technology can be brought to serve the needs of today. There are many others. Many of these improvements will keep pace with other law enforce- ment -agencies throughout the country. But the Miami police can be more than just the equal of other progressive police departments, the Miami Modern Police Department can become the model police agency for the entire United States. The time is ripe for the City of Miami to assume a leader- ship role. The City deserves a police force with an international reputa- tion as the finest crime prevention agency in our land. This will enhance Miami's image as an ideal community to visit for vacation or business con- ventions or, most important, to live in, free of fear for personal safety. \VHXI' KIND OF POLICE DEPARTMENT IVILL \VE GM"? The remodeled police department in '.Miami will be a wholly new law enforcement organization, strongly emphasizing crime prevention. 1t will be one of the belt equipped police forces in the nation. More than that, it wi11 use new equipment and technology to expand its role in crime pre- vention. By seizing the initiative from the law breaker, the Miami Mddern Police can take the offense in the battle to stamp out crime in the streets. The modern police will anticipate the needs of the community. 13y organizing long range strategies and developing tactical plans, the Miami police can focus its crime prevention efforts where the criminal is most likely to strike. It can be aggressive in keeping peace in the community and become more responsive to the needs of its citizens. An open channel iv of communication between the people and the police can be established, thus serving the prime objectives of the Miami Modern Police Department: to provide better public service for the safety and security of the citizens. WHAT ARE THE MEANS AND METHODS OP GETTING A MIAMI MODERN 'POLICE DEPARTMENT? Many of the means of making the Miami Police Department more effec- tive --computers and communications, modern record keeping, and up-to-date management techniques --are all around us. The police would be equipped with computers that show where each and every police car is at all times, permit instant identification of criminals, and cut through reams of non- productive paperwork. Improved communications will permit a police officer to be in constant contact with headquarters and enable him to receive visible reports on suspects through a computer link in his police patrol car tied to a central information bank. - The Miami Modern Police will be better able to communicate with the citizens, receive their requests, promptly respond to these requests for services, and develop positive relationships with the community. The Department will be organized to bring all of its operations to- gether in a systematic, planned and coordinated way to promote the com- munity's safety. The Department's Data Processing Center and other tech- nical support services will be expanded and staffed with people who have those specialized skills that are necessary to make maximum use of the latest technology. And, most important to the long run success of the program, the Miami Modern Police Department will be composed of police professionals who possess new high levels of skills and performance. This will be accomplished by placing strong emphasis on a sound recruiting and training program, and on expanding the career opportunities, recogni- tion, and rewards that such professional officers deserve. WHAT Is TFIE NEXT STEP? Upon approval of the recommendations set forth in the following pages, the City can move forward along the road to development of the Miami Modern Police Department, thus entering Phase II of the moderniza- tion program. Phase I, Research and Analysis, consisted of general studies of feasibility, objectives, local conditions, special needs and unique problems, aimed at developing a conceptual program. This portion lasted one year and is concluded with this report, which offers a broad program for the future development of the Police Department in Miami. Phase II, Design and Development follows, During this phase the Police Department wi11 be dedicated to molding this broad program into specifics, moving forward to procurement of new equipment systems, and strengthening and reorganizing the Department. The immediate tasks in this coming year involve setting priorities, beginning to develop and evolve the Depart- ment's organization to strengthen its planning, management, and technical services, and the preparation of detailed requirement and specifications document for the new equipment. This phase will roughly parallel the construction schedule for the new building and can be likened to the pouring of foundations upon which the new Department wi11 be built. Phase III, the Implementation phase, will be marked by the com- pletion of building construction, installation and testing of ttie new systems, trial runs and fine-tuning of those systems to be sure they provide the kind of practical effectiveness they arc designed for. Organizational development and extensive training ++ i 1 1 continue throughout this phase, as the Depart- ment's increased capabilities begin to function operationally. The pages ahead present in summary form the pattern for a truly modern police organization. Although much remains to be done in converting plan to practice, the outline has been drawn. What is required now is pains- taking care, sensitivity to human nature's fear of change, and a steadfast resolve to carry forward the mandate of the people: a safer community, the kind of police force they deserve, and the kind they have every right to expect. vi A CONCEPT FOR THE MIAMI 'IC11tl:ILN POLICE': DEPARTMENT Crime, in all its ugliness and injustice, has disfigured the face of America. Not discriminating, it afflicts everyone; the wealthy and the weak, the influential and the impoverished. To the individual, it conies as a personal disaster; to the community, a corrosion of its center of commerce and culture; to the nation, a disgrace. It is the Number One domestic concern of our citizens. In 1972, according to a recent Gallup poll, one.out of every three city dwellers was touched by crime. Nearly half of city residents throughout the nation are afraid to uo out of their homes alone at night. A majority of U.S. citizens believe that crime 1s noo prevalent today than it was a year ago. The poor and minority group members of the community bear a disproportionate share of this burden. They art_ its most frequent victims. More effective crime prevention benefits all members of society but holds particular significance for the less fortunate among us, whose fear and Frustration as crime's primary prey saps initiative and stifles their will to succeed. The incidence of crime in the City of Miami has grown to unconscion- able heights. A distinction all coma:1►litics wish to shun, Miami has often headed the list of American cities in rate of major crimes reported, ex- periencing a higher rate of crimes against property than any other city of comparable size in the nation, and setting a record rate of crimes against persons that, in 1970 for example, was a staggering three times greater than that of similar size cities. 1 Aware of this virus in their community, the citizens of Miami voted to equip their Police Department with needed facilities and tools in the determined hope of reversing this trend and stemming the tide of lawless- ness and violence. Aturtln Negbgrnl Ho.noode AL.n,leughle, F ore tb,r Hnpe Robb Y Agg,eretrd Afl. It N,trglerY H,riwmq o Fntennq O. SSU then REPORTED MAJOR CRIMES IN MIAMI — 1971-1972 To assist in the planning and allocation of resources provided by S2(1 million in bonded indebtedness approv :d by City residents for "Police Headquarters and Crime Prevention Pacilities," the City of Miami retained the services of Stanford Research Institute of Menlo Paris, California. For the past 12 months, a team of 90 scientists, engineers, research specialists, criminologists, management experts, and fiscal advisors assisted by consultants, the International Association of Chiefs of Police and the University of Miami Center for Urban Studies, have conducted an intensive program of research. They have made surveys; analyzed person- nel, dispatch, and crime incidence records; interviewed hundreds of citizens and scores of police officers: and consulted with responsible police commanders and police officers who patrol the City's streets to solicit views on what the Miami Police Department is and the direction in which it should be headed. Members of the study team also surveyed a number of other innovative police departments throughout the country. This all embracing study envisions a four-year program to mold the City's police force into the model police department of the nation: the Miami Modern Police Department. The staff study group of SRI is deeply indebted to Chief Bernard L. Garmire for his total and unrestricted cooperation in granting access to the full range of Departmental operations. This permitted SRI to arrive at its own, independent conclusions and recommendations, free of insti- tutional or structural bias. t,'hiet Garmire's interest in the success of this project, as wc11 as the valuable assistance and counsel of ',Ir. Keith Bergstrom, are deeply appreciated. The SRI team also wishes to express its gratitude to the several Working Groups, composed of Department members of all ranks and positions who fre(.iy offered considered and practica] suggestions, eNpressed their concerns, and provided us with a thorough insight into the workings of the Department and the conditions under which its services are performed. V. wish to re-emphasize however, that the conclusions reached and recommendations made in this report are SRI's sole responsibility. On tht following pages, this report outlines the findings of SRI's initial year long study, proposes specific recommendations, and identifies the actions that must be takers to implement these findings and recom- mendations. The goal of the SRI study is to assist the City management in its efforts to provide the citizens of ',Miami with an effective, responsive, enlightened police force that employs the available technology and is 3 structured to be prepared for the social, environmental, and peace keeping needs of the City in the final quartet' of the Twentieth Century. The citi- zens of Miami have invested in the future of .their community be providing for the development of the finest municipal peace keeping agency in the nation. 'their confidence in their community merits the reward of un- excelled public service. THE GOALS To meet the challenge of rising crime head-on, the Miaini Modern Police Department must attain a high degree of professionalism and equip itself with the most modern tools available to aid its officers in their assignment. Housing the Department in adequate modern facilities, com- munications and information systems ,:ill all play an important role in this. So will management techniques, recruitment and training, deploy- ment of personnel, flexibility in organizational structure, career advancement, incentives and job .sat isfact ion. That is involved. here is essentially a question o1 making the police more effective in fulfilling the police officer's role as an instrument of public safety. adequate numbers of manpower will always he necessary, but the needs of today and the future call 1ur a quality of police person- nel tar higher than in the past. Equipment alone, we•ithout the backup of technical support and sophisti- cated application, will not be enough. that the alarming rise in crime underscores is the need for a coordinated effort that draws upon advanced technology and gains maximum effectiveness from it by mustering skills and disciplines that have not previously been associated with or applied to police work. THE COMNI'1'11ENT Many of the recommendations contained in this report call for more far reaching. commitments than the introduction of electronic aids or convenient communications intended to ease conventional tasks. 'Implicit in the decisions leading to expending lands for a new building and adopting new technologies is the underlying resolve to reshape_ the ex- isting police force into the Miami Modern Police Department by staffing it with additional technically minded and professionally educated person- nel, v.ho can bring maximum effectiveness in crime fighting to the Depart- ment from the sophisticated .systems that v.ill be installed. Failure to .support properly the purchases of ncv. equipment and the introduction of more modern method- of crime fighting v.ith adequately trained personnel who can et. -gyre. that the equipment porch,-ed and the methods introduced can result in organizational chaos :ttltl ineff icient ly utilize t h e t a x p. l\ c 1' :- t money. Thas 1- u-c1\ i►lt1.'1t11'1fled i' 11110n-fl1p among the individual recommendations contained ;within this report. Their kinship and dependence, one upon lilt other, makes adoption of the total concept for the ',liami 74ndet'n Police 11t p.1.1'tme►lt the most of fect iye :Itld efficient way to proceed. The fundamental gue st ion is whether that concept will be accepted. 1l it is, then the means and resources to implement the fall range of its implications in rest culturing, re -equipping, and refocusing the work of the Department must unequivocally and irrevocably be committed. Luke- warm, hall -hearted, partial endorsement would be wasteful. The cri=is of the times and the urgency of the problem mandate nothing less than full scale commitment. 5 Tlil: MEANS The report calls for: recognition and adoption of strategic planning US or, integral function of the Depart- ment's command and admir►ish'alion. Such long range planning wi11 enable responsible officials to map the future course of the Department, provide for contingencies, and evaluate the social, moral, ethnic, and economic patterns ambient in the community tram a perspective removed from minute - by -minute responses to immediate concerns. .\ Strategic Planning group would be drawn from among the senior operational officers of the Department, thereby ensuring that planning is conducted in response to operational requirements. revrgani:ation of the Deportment to strengthen its technical and mar►agemer►t sert'ices. .\ key provision of this recommendation ion is the recruitment and hiring of 15 civilian specialists, such as data processing and information specialists, an employment administrator, legal counsel, an educator, and planning l:il i Another aspect of the reen'panization is the c'on'olid,iti0n of operational elements to provide greater flexi- bility in command, broadened experience and ,job satisfaction for the nun and ' men of the Department, and to permit redeployment o1 personnel and experimentation ,,.i t bout loss o1 patrol efficiency. adoption of a Ike -year plait to ocerlruul the Department's information systc'►ns. At the heart of this is the purchase of three snui11 computer's dedi- cated exclusively to such police work as dispatch, criminal in- vestigation, and identification, and the purchase of one medium sized computer for planning and management purposes. The larger computer could be available on a part-time basis to other departments of the City government. Other elements of the information systems ii overhaul include a c(!aputeri:''r d index to the 1'ecol'ds system, exten- sive use of illicl'otilrl, and the introduction of simplified reporting procedures. Such modifications would ensure greater integrity in record keeping and better security, 1\hilt' permitting wider access, quicker location, and recall o1 vital information. Some irl computer terminals would be situalr..d in various areas of the proposed Police Headquarters i)tli lditl„ 1'-su1'i11_: immediate on-line access to criti- cal information and records. SI;I recommends close coordination with the Dade county Public Safety Department to make the most efficient use of Dade County' currently available system, including. wants and warrants, court and tail records, and motor vehicle identification. 11) all of thes: areas, close city -county coordina- tion will be required. re1'Q)nj)ing uJ the methods. e1Jti1J)ui('Rt, u!t(J J)1'o(t'lf iros tO r('('('ut' cans for s('rt'lce from (Itt.:('ris. -i bilingual capaility 10 p1'o11t 1'1t undr t'-land (11 izr'n requests tor asslslallt't 1'1a tr l..l)!U)I1C 1s t s=t nt lal i t lepli nlc opera 1 ors It l t !1 11uenI\ 1n Spanish are mandator t it the Department hope's tO St;rVc a city 111 \':high i.) percent :ti its ei1i:'et1- consider Spanish their pri1I1111'y tun.;ut . 1.x1)allsie(1 of 1!.p telephone answering capability would perm It llt'llt_•1' eft l:.ell-s. l't'l('t 101' 1:111r to the' 1)epal1CIet1t t11 a noncritical nature, while reducing the number of unnecessary police dispatches to respond to laatt. 1'- that lai;!it lust as effec- tively 1)e handled via telephone. This would release scarce patrol car time fur the more critical obiective of ensuring public safety. The new telephone answ1rin4 system wu21d require 13 telephone answering positions for peak period capability. These positions, stalled by civilian employees, ltutllcl 1)e interchangeable with the dispatch positions discussed lieluti. 1''c r would he frequently rotated to maintain interest and cot11.1es)' in dealing with the public. Other innovations in the updated telephone procedure include a means for the immediate and direct transfer o1 galls from outside `•liami to their proper jurisdiction, ability to transmit a recording of the c•it izens r( quest for assistance via radio to police officers ('n 1'0Ut e to the citizen making the request. and the provision tor direct communication Between the responding officer and the citizen requesting assistance. if such direct C((rl'!i11ication is required ti\ the circumstances. tartorttuNon of pollee ('(n' dispatch procedure under the guidance of the dispatch sergeant. .automat ion \coulct replace an out riodt d manual system of receiving and evaluating dispatch requests w11 ti a computer assisted method of instantly scanning a i la la e resources and idtnti1ying the police vehicles best suited tor each dispatch. These elements should reduce response time t1•, keeping the dispatch officer (onstantl\' informed of the stall: of his (It'plotd i rc't.s. Automation will also enhance the dlspatc'hsei%:eant's opportunity to follow procedures in assign- ing pi'lurltll.s to di snatch*.s so 1)o ro 1'getic\ sitIt(ltions can he side- i racked behind those of a more routine nature. Tit' central com- munications and dispatch YOW:1 in the new Police headquarters v':i11 have live dispatch positions. 1n on-line computer will keep a record of all C:I1•I'cnt patrol act ivit ies and the status of calls in progress. These five dispatch positions will have video summary displays of each car's status alld availability. The positions will be staffed by civilian einplov( os directed by responsible supervisory police officers. redesign of the field radio .system to prut•ide clear. an -channel reception throughclu1 the City /Or each patrol (,l fic'('r. In addition to the voice radio, each police car would be equipped to receive and display printed messages. Such messages could ii provide immediate identity of stolen cars, wanted persons, and out- standing warrants for arrest of suspects. :1 digital device, also located in the patrol car, would allow the patrol officer to flash an encoded message to the dispatch center, signaling any change in a patrol ear's status. This means of informing headquarters of changes in status would measurably reduce the volume of conversation that presently clogs police radio channels, Advances in technology hold promise 1or further refinements in determining the deployment of police patrol forces. Automatic ~-chicle locators, although not yet Fully proven. show Treat potential for assisting the Department's Command in managing and allocating scarce police resources and in greatly aiding police officer safety, and are therefore tentatively recommended. commill71e11l 10 pursue a con tvinous alit' e((•iire' re'e'1'Hitlllt'llt and tra1!itlrg program. This would require the appointment of a police captain as super- visor of recruiting and the creation of a lull -time position of '.lanager of Lmplovm(nt :1clr',in i -t rat li n. The recruitment officer should be supported hv lour part -title it•lt. police of 1 ict'rs. :A Recruiting Advisory t onuni t t ec , appointed be the Chief of Police, would offer guidance in recruitment act ivit it s, assist in the development of goals and plans for recruiting act ivit its, and give special atten- tion to the recruitment of black and Spanish --peaking police officers. refinement of career derelopnlerlt pr(wed 1u'e'.' to include performance reviews as a means of job evaluation. Such reviews would include feedback and appeal procedures, enabling each police officer to fully understand his supervisor's appraisal of his performance. The Department's system of promotions, rewards, and punishments would he founded directly upon the results of these .job evaluations. The performance mechanism presently existing 9 within the Department is not functioning. It will be among the duties of the newly appointed Manager of Employment .Administration to make it work. lob rotation as a means of providing variety of assignment and giving broader experience, preparing younger police officers for supervisory roles, and avoiding confining talented officers for exte•ndl.d periods of time to areas they consider blind alleys, should also be adopted as a personnel policy of the Depart - meat. modernization of promotional procedures. This includes making testing mor•e relevant to practical police work, adopt ion of an oral intcrvicw as an additional method of testing the qualif icat ions of a cand idat fur promot ion, cancellat ion of the Civil Service promotion list alter one year's duration, addition of a physical xamina t ion a5 a cum! ition fot' promotion, and the prerogative of the Chief oI Police to .elect from among the top three qualified candidates of each promotional list. proclamation o/ a policy to M./Lid(' training activities a.'' cI auifor activity of the Department. This would expand the basic training of new police oificcrs under the present Field Training Instructor program, adcl to it the require- ment that all Miami police devote approximately 5 percent of their time in upgrading their police skills, and provide for retraining and superyisc,rytraining of experienced police officers. retention of an architectural and engineering firm to design and supervise construction of the authorized new headquarters Building of the .Miami .1lodern Police Department as outlined in the December 19,,2 Sill report on building requirements. Further refinement by the S1,I study group of the developmental work for the building requirements i5 proceeding. Included are the use of more specialized facilities, such as a video tape studio, video 11) tape recording, closed circuit TV monitoring, building security, and further specifications for the communications and computer 'requirements. SRI will collaborate with the architect engineers in the application of its recommendations to the building's design. THE HUMAN FACTOR The above recommendations are designed to produce a police depart- ment wholly different from the present ford. The Miami Modern Police Department will be achieved by concentrating upon upgrading the skills of the people who make up the Department. The greatest cost to a police department, in economic terms, is the labor cost of providing wages and benefits for the police officers. Some 88 percent of the police budget is devoted to personnel services. Police officers themselves are the Department's greatest asset and must be treated accordingly. To gain maximum benefit from such heavy expenditure, greater concentration upon their training and education deserves the highest priority. The greatest cost to a police department, in human terms, is the gap of understanding that separates the police officer from the community he serves. The }ridges of communications that produce understanding and cooperation must be reinforced in the City of "Miami. This can be achieved by improving the professionalism of the police officer. In the years ahead, the prospect of a policeman's role in society is curtain to become more complex and sensitive. Consider the environment in which a police officer presently performs his duties. '1'hc range of exposure that confronts a Miami policeman ex- tends from acts of violence against persons, property, and institutions (frequently personified by the policeman himself), to a mercy call for a lost child, to intervention in a family squabble. The patrolman must be a courageous, disciplined, humanitarian. Few professions are so demanding. 11 Whenever he receives a call for assistance, which he does a dozen or so times a dad during each 1U-hour tour of duty, the officer never knows which or how many of the talents hu must bring to the job, or what ex- perience he has gained will be called upon. It is therefore clear that any consideration of im- proving police effectiveness most begin with the officer, and that recruitment and training, incentive, and motivation must be the building blocks of the• Miami Police Department of the future. "These key elements condition the officer's preparation for his job and influence his attitude while on duty. The quality o1 his policework will be a direct reflection of the cart taken bt the administrative officers of the Depart- ment to ensure that the standards are high. COMMITMENT OF POLICE PATROL RESOURCES --- 1972 In the years ahead, as a target of pressure groups and as a singular• and idcnt i t iablc' representative ot established laws and customs, the police otficer is safe to he the olr)L•ct ot increased attacks by those who wish to accelerate changes in our society and tashion them to their own particular liking. No longer merely a law enforcement officer, he will become the most visible and direct link the average citizen has with hts government. In future )ears, he is certain to be called upon to perform vital civic services, assentiai to the basic orderliness of the cornmunitc, yet beyond the bounds o1 what we traditionally have considered police work. It wi11 take outstanding men to perform these duties. 12 Miami has the opportunity to prepare itself for the rising expec- tations of its citizens for a more responsive, effective, and profes- sional Police Department. It should seize the occasion to construct a civic agency adequate to those heightened demands. But it wi11 take more than buildings and equipment to accomplish this. It will require a fuller appreciation of the emerging role of the police in our changing society. Having outlined the broad elements of the design for a Miami 'Modern Police Department, a summary consideration of the steps to be taken to achieve the modernization follows. This suction Wi11 underscore some of the broad areas covered by the SRI recommendations. 'Many specific suggestions for implementing the major recommendations have already been discussed with Chief Garmire. Detailed planning for implementation wi11 require additional and continuing effort. REFOCUSING 'f1lE FIGHT ON CIRI:,IE We must begin to see the police functioning as an aggressive agency that anticipates the pl•oblems, reduces the opportunities, and increases the risks of committing crime. For too long, we have been conditioned to think of police action as a response to law breaking. The Miami Modern Police Department wi11 take the initiative to prevent crime. :1 major element in accomplishing this goal is the institution o1 a long range planning function which wi11 enable the Miami 'Modern Police Department to shift its posture, its tactics and its resources away from reaction and response to specific events toward a coordinated allo- cation of resources. The concept of strategic planning is a systematic approach to planning the long term policies of the Department in response 10 changing situations in the community and in anticipating both future 13 r problems and opportunities. :\ Strategic Planning Executive Council, made up of senior members of the Department, and supported by a staff of civilian planning specialists, would be charged with this responsi- bility. Separation of this council From day -to -clay operations is im- perative if the 'Miami Modern Police Department is to extend itself past the daily concerns of maintaining law and order in the City today towards equipping itself for the ,job of guaratltceing the citizens of the City a safer, better place to live and work in the future. The policy makers of the Department would then be prepared for the changing environment of the City, alerted to the shifts in custom and practices or its citi- zens and aided in their need to identify the emerging trends that would permit the 'Miami police officer to maintain close identification with the changed community. Additional reorganization of the Department would streamline its operational command and grant increased stature to other vital areas of internal Departmental management. :\ Technical Services Division would hold responsibility for Criminal Identification and I,ecords, Telecommuni- cations System Development, Property Storage and Supply, Information Services, and a Physical Evidence tntt. ',1anag;('mcnt Services would be responsible for Personnel Services. Fiscal and Budgeting Services, and Internal Affairs. .and the Operational Division xould include the office of the watch commander, communications, and vice operations. Traditionally, police departments have been organized along opera- tional lines that subdivide the police function into narrow and somewhat artificial categories. Traffic, patrol, and criminal investigation are examples. In the Miami Modern Police Department such artificial barriers should be removed. This will increase the police commander's flexibility in allocating and assigning his men to the areas where and when they are most needed. One homogeneous operational organization will greatly 11 increase the ability of the police commander to experiment and develop new methods of police work without disrupting the regular work of the Department. MAJOR ORGANIZATIONAL ELEMENTS OF THE MIAMI MODERN POLICE DEPARTMENT The consolidation of technical services supporting police work wi11 establish clear linos of accountability. Management services, such as payroll, accounting, budgeting, and such newer services as career develop- ment and counseling will provide maximum cilectiveness if concentrated in a separate division. Proper handling of personnel records, payroll, etc., is mandatory for the efficient operation of any organization, Within a police department, an officer's morale, .job satisfaction, and the efficient performance of his duty demand that these matters be properly processed. Realization that there is growth potential in his position, coupled with a programmed rotation of his assignments that offers him the opportunity to familiarize himself with all aspects of police work, demonstrates to an officer that 15 • the management of the department is concerned with his personal ,job satisfaction and career development. Such overt interest in the men and women of the 'Miami 'Modern Police Department will ensure the retention in service of the greatest asset the Department can have: the experienced police officers themselves. In the area of Departmental reorganization, to be completed by the end of 1975, SRI recommends the following: (1) Creation of a Strategic Planning group (2) Strengthening of the technical and management services, forming two separate divisions (3) Consolidation of the operational units of the Department under one Command (•1) Improved methods of intra-departmental communications from Chief to patrol officer (5) Establishment of a regular means through which repre- sentatives of rank -and -file police officers can air their grievances and suggestions to the Chief (6) Establishment of a Departmental .appeals Board, to consider natters of internal control and discipline (7) Revision of Civil Service tests and procedures for promotion. TOOLS AND TECHNOLOGY Information and communications are the brick and mortar of police - work. The more reliable they are, the more this information is made available to the officer on patrol, the better the job he can do. Information collected automatically as a by-product of the assign- ment and dispatch orders of the desk sergeant can be constantly appraised to determine total number of dispatches, nature and variety, and frequency by hour, day, week, month, or City Sector, Such information can show 16 the efficiency of the Department in responding to requests for assistance. From this, a supervisor can establish dispatch priorities based upon an analysis of statistical probabilities, adjust and reallocate his assign- ments to reflect this likelihood of need, forecast the fluctuations in manpower requirements, and speed dispatch to a citizen calling for assis- tance. Goals for service can be established, and the effectiveness of police response to a citizen's plea can be measured, evaluated, and im- proved upon. In the area of electronic data processing, SRI recommends the following: (1) An immediate decision, in principle, to develop an exten- sive information system for the Miami Modern Police De- partment. (2) Authorization to prepare specifications and requirements for the data processing system. (3) Authorization, through a formal working agreement with Dade County, to coordinate the development of the City's data processing system, using the applicable existing information subsystems employed by the Dade County Public Safety Department. (-I) Immediate hiring of one full-time Senior Information Systems Specialist for the Department's data processing staff who can begin preparing plans to upgrade the present Miami Police Department data processing capabili- ties. (5) Immediate employment of four data processing specialists, including a Systems Development Manager, two Systems Analysts, and a Dispatch Analyst. These experts will initiate the system development work, which will take up to five years to complete. The specialists can be City or contractor employees. It is necessary that they be retained in the near future so that the job of creating full data processing capability can get underway. 17 HEARING 17I1: CALL FOR III:LP The initial contact citizens in need have with the police is often via telephone, Many City of Miami residents experience difficulty in communicating their problems to the police over the telephone because, under stress, they cannot express themselves in English well enough to be understood. To remedy this, as well as to establish a method of screening calls, identifying emergency situations, and increasing the number of citizen complaints that can be handled without dispatch of a patrol car, SR1 recommends a Veholly new answering procedure. It would permit several innovations. For example, operators fluent in Spanish would always be on hand to speak to a Spanish-speaking person whose English is marginal. Calls coming into t!to Cit} from neighborint, jurisdictions would be easily routed to the proper agency, and all tlonurent or nonpolice complaints or inquiries v.ould be 1ven reasonable, cout•t cuu-, and helpful responses without further need to conduit valuable police resources. This t+otgld be accomplished through a primary'secondary telephone operator system, through which all calls Mould be routed to persons best equipped to handle various situatioIls. EDShaded area rndreates oo>rce action •Friday October 13, 1972, Saturday October 14, 1972. TELEPHONE REQUESTS FOR POLICE SERVICE DURING A 48-HOUR PERIOD' is A citizen would be assured of better service, whether his call demanded priority dispatch or even if it merely sought information about some matter of concern. Because nonpriority calls could be handled in a more efficient manner 'ithout the need fur dispatching a patrol car, the likelihood of delay in responding to emergency calls would be greatly reduced. Further communications advances recommended by SRI would also ensure better public service. Emergency calls, which even now are currently recorded as matter of policy, would he replayed via radio -telephone patch to the police officer dispatched to the emergency. This has implications for the officer's personal safety and for reducing. as much as possible, the amount of confusion and misunderstanding attending most emergencies. Each Miami police officer is presently equipped with a personal radio. The low pottier level of these radios requires a network of re- peater sites so that ut t ic(rs can reliably talk to the dispatcher. :1t the present time there is an instilticieat number of repeater sites. Installation of at least two additional radio repeater relays would eliminate this shortcoming. Additional repeaters should be located within those large office buildings where the need exists to contact police, fire, and other city service personnel within the building. Further expansion of the radio communications system to the active use of seven radio channels is envisioned. 'technology offers the promise of improving they management of mobile resources by providing the patrol ca:• dispatch system with accurate car location information at all times. This vehicle locator technology is making rapid strides forward. Even a relatively small reduction of re- • sponse time resulting from this information couldsignificantly increase 19 1. • COMMAND AND COMMUNICATIONS CENTER patrol effectiveness. At the present time there are uncer- tainties as to the technical and operational performance of these systems. Vehicle locators are nevertheless tentatively recommended, with the prevision that progress in the development and application of these systems should be closely evaluated before a final commitment is made. ing: • In the area of advanced communications, SRl recommends the follow - (I) Provision 1or a Command and Control Center in the new police building based on the primary secondary concept of telephone service and computer aided dispatch. (2) A single job dcscript ion encompassing both complaint and dispatch operators so that the individuals holding those positions can interchange their jobs. :A bonus incentive should be offered for a hilingual English Spanish capa- bility, (3) Ability to "phone -patchy recorded conversations of citi- zens requesting assistance directly to the police officer enroute to the scene. (•1) Capability of establishing direct radio -telephone contact between the dispatched police officer enroute and the citizen request ing aid. (5) Addition of two new radio repeater sites and the adoption of a policy that special sites for repeaters be reserved in tall buildings throughout Miami. (6) Study of the economic benefits to the City that might accrue by purchase and City -ownership of its own 90 private telephone system within the new Police Head- quarters building and interconnected to the commercial system serving the City. (7) Digital display units to be placed in each of the Department's Police cars, providing visible records of information transmitted to the car from headquarters. (8) Ise o1 a simplified push-button coded signal device to transmit routine messages without the need for voice communications. (9) :Automatic vehicle locators, subject to thorough test and evaluation. "GET ME THE POLICE! - The City of ',Iiami is the heart of southern Florida. Many people consider that they -live in Miami' regardless of the particular municipal jurisdiction in which they actually reside. As a growing center for business, inter -American trade, culture, and industry, Miami's popula- tion during the clay exceeds 100.O00 (not including tourists), the densest concentration of people in all of Florida. :a11 of them are the responsi- bility of Miami's Police Department. Its efticiency in maintaining law and order contributes directly to the investment decisions of major corporations and institutions considering establishment or expansion of national or regional headquarters within Miami, The economic future of Miami is largely dependent upon the people's confidence that they can conduct their business affairs in -afety. As a tourist and business center, Miami draws thousands of visitors each day. They are frequently in need of police assistance. The adoption of the widely used police emergency number, 911, has greatly simplified the procedure of quickly contacting the police in other areas of the nation. As a means of speeding and simplifying contact with the police, adoption of 911 should be a goal of the Miami Police Department, Calls from neighboring .juris- dictions that are the responsibility of other police departments or 21 civic agencies can he easily transferred. In considering the space requirements for the new headquarters of the Miami Modern Police Depart- ment, the Communications (;enter should include expansion space for a regional I)11 capability. This would establish the City of Miami as the leader in the area and give it a central role in any future expansion of this capability throughout the region. A GREAT PLACE TO LIVL--:1 GUOI) PLACE TO IVORK The Miami area. with its natural attractiveness and pleasant climate, topped by its national reputation as a mecca of sports, entertainment, outdoor life, and gracious living, is a natural draw to thousands of young people throughout the nation. Planned, aggressive recruiting of candidates tot' police work in has a higher potential tar positive results than recruitment work by other polio departments in less attractive or interesting parts of the nation. Thus '.'ia;;ii can set its standards high. 1t can seek out talented young men irons the armed !Drew, minority groups, and from among - the thousands el Spanish-speaking young people concentrated in southern Florida. A grad department is built by good people. And butter people, properly managed and equipped with the most advanced equipment, wi11 help ntak( the Miami Modern Police Department the model police department for the nation. Better entry education levels must be considered. A program of self-improvement should be stressed. To aid in this, provisions for in- service training on a continuing basis, and programmed job rotation to assure broad knowledge of police operations should be delegated as a formal responsibility to a polio' officer designated Supervisor of Train- ing. In short, the "Miami Modern Police Department must make a full scale commitment to provide for training and retraining of its personnel as an essential part of its operations. 'fhe training period should be increased and interspersed with practi- cal experience under the direction of experienced supervisory personnel as an extension of the Department's successful Field Training Instructor program. 'Thc work of these 'field training instructors should be recog- nized through bonus incentive reward,n, thus providing a stimulus for advancement and growth in the .job of the experienced policeman. Advance- ment procedures, Civil Service testing, equality of opportunity for pro- motion, and increased lob recognition must be built into the system if personnel arc to maintain high morale and retain interest and enthusiasm for their work --the mark of truly professional police officers. Knowing the score on hoa is an important aspect of your work is regarded by your supervisor lob satisfaction. For years the Miami Police Department hl- had a performance t•ry,c •:. s>> routine ;hat just about every- one rates a s.tti f_ictot•v. In any organization, all persons will not perform at the same level. The present performance review procedure should be completely overhauled to make this procedure meaningful, to enable a police officer to 1 iio., 1io . .ell he performs, and to provide some means of advancing the more talented, interested, and effective police officer to positions of greater responsibility. This ui11 include pro- vision for the extensive training c>l supervisors to teach them how 10 conduct the performance evaluation, the fol1ou-up interview pith the officer being evaluated, and the follow. -up system of implementing: the results of those inter) ievs to better relate the police officer to his job. Getting the hoed' about P,llat's going on in any organization is another essential element of job satisfaction. \111)1n the Miami Police 33 Department it is important 1e,1' the command ranks to provide a steady, clear, and lull Firm of information to the Icluer ranking officers in the field. Frequent appearance's by the command staff at roll calls, and ex- tensive use of audio-visual means to yet the word.. out are examples. A committee, composed of representatives of the various employee organizations such as the FOP, PDA, CPL':1, and GE:1, would provide a means of airing grievances about job procedures that might forestall formal actions and thus provide a means of settling on -the -,lob complaints in a friendlier way. Success. as ntcasul'cri by the opportunity for promotions, is essential to maintaining high morale throughout an organization. There are several recommcndat ivns, 5.-;t)1nt.• of which were mentioned earlier, regarding civil Service testin..: th I1 sno.rld be adopted. Among them are revision of t!te 1 t st each •.tar, its review by senior members ol the Department to ass'.:1't its 1't. 1t `.'et',1C•, too police matters, creation of a new promotion list tacit 12 morlt:•,s. and adopt on ol the rule of three to grant the Chiet discretion in choosin slniol' commanders. Specilic•allr, ill the areas ot 1ecr.titment, trainin&l, personnel policy, and trot ivat ion, Si,1 recommends the following: (1) :1 personnel services organization should be created, headed by a '•Ianager ol Personnel Services, He should be supported by two civilian specialists, a .tanager o1 Employment Ad- ministration and a Manager of Training and Education. In addition, the Miami Police Department should hire a full- time psychologist skilled in both industrial and clinical psychology to develop and administer a career counseling program and to assist in developing and carrying out the Department's training programs. He should report to the Manager o1 Employment Administration. (2) A Supervisor of ltt•cruiting, reporting to the Manager of Employment Administration, with at least the rank of 2.1 Captain should be designated. Ile should be supported by lour police officers roughly half-time, depending upon recruiting needs. The Supervisor of Recruiting should develop objectives and plans for an extensive Departmental recruiting activity. Funds should be provided to cover the t ravel and subsistence costs of the recruit- ing staff and to permit hiring qualified candidates on an interim basis until recruit training classes begin. (3) Special plans and efforts need to be made for the re- cruitment of black's and Spanish-speaking personnel. (4) The Director of Personnel should begin an active study of raising the entry level of educational standards. (5) The training program of recruits should he increased 25 percent, to 121(1 hours. This would include 210 hours spent either in riding time with fully qualified police officers or in accompanying other police specialists in their activities. (6) Field Training Instructors should be provided with a bonus incentive while they serve in this capacity. (7) The probationary period ul increased to 18 months. neu recruits should he (8) Top priority should he given to middle -management train- ing for sergeant, lieutenant, and captain. BUILDING 1QR EFFICIENCY Construction of a new Police Headquarters was endorsed by the citi- zens of Miami as in expression of their support for a 'Miami Modern Police Department, The new building should accommodate the new organization of the Department, In a report submitted in December 1972, SRI outlined the major requirements. Additional work on detailing these requirements is continuing, and close collaboration with the architect and engineers will be required as the design and construction phase proceeds. In summary, the following arc the basic provisions of the building, as outlined in December 1972. 25 The building will provide central facilities for the Department through the year 2000. It will enclose approximately 100,000 square feet of usable space in a building of some 1-10,000 square feet gross area. Parking will be provided for Department vehicles, Department employees, and for visitors. All critical operations, including parking of the Department vehicles, will be located 5 feet above street grade level. This will ensure the safety of the vehicles and continuous, unimpeded operations in the event of a storm -impelled flooding. The building will also have an emergency power unit to generate sufficient electricity to maintain light, communi- cations, limited air conditioning, water, and sewerage in the event of a natural catastrophe or civil disorder --in which case the building would serve as an Emergency Operating Center. As to general specifications, the building must be easily accessible to the public and built of materials that denote permanence. It should provide facilities that can be used to develop community resources, allow special investigations to be conducted without intrusion into normal areas of administrative or operational use, and permit convenient public entry to the Identification and 1;c•cords section. The core of the building wi11 contain a secure, atmosphere controlled Computer Center. A prime teatu:.• )1 the new building will be a large, Command and Control center that oversees the combined communications and dispatch section. This center would be equipped with a status board that constantly indicates the availability of police resources. Such a center will prove valuable in normal operations and during times of crisis or catastrophe. 26 THE PRICE TAG The cost of building a Miami Modern Police Department has been projected over seven years, through 1980. The greatest incremental costs will occur during the construction phase of the new building. Estimates of the cost of the new headquarters arc based solely on publicly stated forecasts of S10.5 million. The total investment cost of each of the major subsystems is shown in the accompanying bar chart. The bulk of these funds would be committed in the first two years, during the building construction phase. The yearly expenditures range is as follows: .0,1110W. 1)i DOLLAR,: 10 N E 2-- D OT at all &T{TI MOO 011.G II..ORMA 'Oh COMIALOW M Cat1OM U CAPITAL EXPENDITURES Year Expenditures 1973-74 S5.8 million 74-75 7.3 75-76 2.1 76-77 1.9 77-78 1.3 78-79 0.1 79-80 0.1 n V I IIICI I LOCATORS The expenditures occurring after 1977-78 represent the purchase of police radio equipment. In addition to the investment costs, the recommendations cited in this report will have a financial impact on the oper- ating budget. The primary expense will come from the salaries of the recommended additional personnel. The staff recom- mended for immediate employment will have a combined annual salary of about $300, 000. Additional personnel buildup in the communications operations and the 27 ;'i Data Processing Center will be required as the program becomes operational. The total staff :buildup, reached in I'1• 1979-80, will have a combined annual salary of S600, (tt)O, benefits. with an additional $1 00 , 000 J L INCREMENTAL ANNUAL OPERATING EXPENDITURES yearly required for fringe :Another category of annual ex- penses is maintenance and supplies fot' the police headquarters build- ing, and for the communications and data processing systems. This will amount to an additional annual ex- pence of S300,000 when the program is fully implemented. 'i'he allocation of these opur- at ing expenditures to, the major program areas is shown in the bar chal't • THHIS IS THE CI.1.Y 'fh•• policeman holds a unique position in our society. No public official in our democracy is invested Vtitii as much discretionary authority or placed in such intimate contact with its citizens. And the role of the police officer in the City 01 '•lianli is particularly sensitive because of the changing nature of tilt. coniri,lnitY. No American city in the modern era has been called upon, in such a compressed period of time, to accommodate so heave a concentration of foreign born refugees, who, while talented and last' abiding, for the most part arrived in this country destitute, clisspiritucl, and alien to our language, culture and customs. In the past decade, the character of Miami has been transformed. In the decade ahead, almost sinl;lehandedly, Miami must cope with the problems of assimilating this vast number of refugees into American culture as they become citizens of the United States and exert their influence on its government and society. In 1970, according to the U.S. Census, 13 percent of Miami's popula- tion was composed of persons of Spanish language," 23 percent were black, and the remaining 32 percent were primarily English-speaking whites. Indi- cations are that the percentages of Spanish-speaking people and blacks are still increasing. cnplilATInN 400 — 50 30,J :50 - :oll 10U — 28 50 19 0 0.19 20-34 213 35 54 iT 55.64 AGE 100 15 65 & over Total IAII Agesl RACIAL/ETHNIC COMPOSITION OF MIAMI BY AGE The 197() census also showed that the City had a labor force of 145,000 workers and provided jobs for an additional 100,000 who lived ,9 outside the municipal boundaries. The school population was 72,000. Miami had a greater percentage of citizens of foie income, and with fewer years of normal education, than found in comparable cities in the United States. Even before the rapid influx of Cubans to Miami, the City was unique. With their arrival, it became almost singular among American cities in many respects. Miami was alone among densely populated American cities of over 100,000 population in 1960 to increase its population signifi- cantly in the decade of the 1960s. With 335,000 permanent residents in 1970, Miami ranked as the 16th most densely populated city in the U.S., and had an average of 9,763 persons living in each of its 31-1 2 square miles. When one considers the relatively few high rise and multiple dwelling units in Miami, a city of primarily single story, one -family dwellings, the density factor is given added significance. Should a trend toward construction of multiple dwelling units develop, the popula- tion density would noticeably increase. Beyond its recently arrived Cuban population, 'Miami has for many years been the pre lerreci ne'.+ home of many of the nation's senior citi- zens who relocate in '.Miami and its surrounding area. This is one reason Miami has a greater imbalance between females and males than is generally experienced, a relatively larger female labor force, and fewer children. The aforementioned strategic• pl:inning activity must be based on an understanding of these der: gr.iphi( data, .tiliich, of necessity, should bt regularly revised and updated to keep abreast of the changing community. THE NAME OF THE GAME What do the citizens of Miami think of their police force. To find out, SRI sought the views of some 300 local residents and weighted its sample to reflect the makeup of the community. 30 The survey found, similar to the Gallup poll mentioned at the start of this report, that citizens' concern for protection against crime was widespread. This was particularly striking among Miami's elderly citizens, who constitute a significant portion of the population -- according to 1970 census figures 1.5 percent of Miami residents were 65 or older, while the crime rate concern of City officials is city-wide, the individual's concern is tor the safety of his neighborhood. City- wide figures do not enter into a person's view o1 crime or his safety on the streets. According to the SR1 survey, a person is most likely to talk about the safety of his block, or his apartment house. The average citizen of Miami looks upon the police as much more than Cl'inle tighte'I's. While not discounting police responsibility for pro- tecting himself and others from crime, the citizen looks to the Police Department tor various social services as well. These include traffic control. Leuer'a1 information, directions to City locations, etc The pool', and 16.1 11* t'IL-tlt ol Miami's residents have C1r1 annual income less than s;i,tltlt) por veal., particularly look 10 thk police tor social assistance services. The most common measur, used fey citizens in evaluating police ellec- tiyeness is the time in which it takes a police officer to arrive, once aid is requested. The record shows the average response to a citizen's request takes H minutes. True to citizen's belie', the record is better for some sections of the City than for others. The police officer's conduct and his manner of treating citizens upon arrival is the other major measure citizens use to rate police officers. The key to providing good relationships between the police and the Miami citizen, according to the survey, lies in the ability of the police to be visible and approachable by the public, and in the officer's 31 ability to communicate with the citizens in their day-to-day dealings. Thus, the Miami policeman is seen by the citizen as much as a 'peace officer as he is a crime fighter. And in maintaining peace, an "ideal" police officer is looked upon as open minded, tree of racial or ethnic prejudice, courteous, sensit i"c to the Viewpoint or situation of others, and capable of both listening and clearly explaining a situation. The desire is for .1 police officer who is disciplined as well as trained. The greatest complaint voiced about the police was that they were often slow to respond. This view was expressed most often be the black community. SRI reviewed a sample of telephone requests for service over a 18- hour period to determine exactly the kinds of demands that are made for police services. It found that 61 percent of the incoming telephone calls to the Department requited police dispatch. Of these 61 percent, 27 percent were related to trim, , +•Itile 31 percent concerned other matters that required police intervention. 01 the 39 percent of tele- phone calls that did not require dispatch of a police officer. 22 percent were handled by referral to the proper civic or social agency concerned with the matter for which the citizen was seeking help: 8 percent required no further action; and 9 percent Cell into a miscellaneous category. From this sample, 1t is seen that criminal related activity is in- volved in about one -quarter of telephone service requests, with the re- maining 73 percent almost evenly divided between those social services that the citizen expects the police officer to perform, and those matters unrelated to police work. When police action, as measured by the commitment of police resources, was studied further, the SRI review showed that 35 percent of patrol dis- patches were for noncriminal causes, 19 percent were related to traffic matters, 11 percent related to ma for crimes, 19 percent dealt with other 39 criminal activity, and 16 percent provided backup support to the first police car responding to a call. Again, crime related actions account for only one out of every four dispatches. .What this suggests is that the "name of the game," in terms both of actual experience and the citizen's view of a police officer's responsi- bility, is public service. The citizen expects much from the police. To provide the services expected, the police officer has to be a diplomat as well as a soldier. Reorganization and modernization may sometimes appear as abstract concepts. Put the way in ',which we arrange our efforts, and the tools we use to assist our labors, have proved time and attain an effective means by '.which mankind solves his problems. Thu restructuring of the 'Miami Police Department into the Miami Modern Police is a means, readily at hand, to create a safer, more secure cite. In the finest traditions of public service, the police officer and the responsible government official have responded to the urgent plea of the citizen. CN7 33