HomeMy WebLinkAboutBack-Up DocumentsU.S. Department of Justice
_ Office of Justice Programs
Office of the Assistant Attorney General [Gashington, D.C. 20531
September 9, 2019
Mr. Emilio Gonzalez
City of Miami
3500 Pan American Drive
Miami, FL 33133
Dear Mr. Gonzalez
On behalf of Attorney General William P. Barr, it is my pleasure to inform you that the Office of Justice Programs has
approved your application for funding under the FY 19 Strategies for Policing Innovation in the amount of $700,000 for City of
Miami.
Enclosed you will find the Grant Award and Special Conditions documents. This award is subject to all administrative and
financial requirements, including the timely submission of all financial and programmatic reports, resolution of all interim
audit findings, and the maintenance of a minimum level of cash -on -hand. Should you not adhere to these requirements, you
will be in violation of the terms of this agreement and the award will be subject to termination for cause or other administrative
action as appropriate.
If you have questions regarding this award, please contact:
Program Questions, Geislia Barnes, Program Manager at (202) 514-8516; and
- Financial Questions, the Office of the Chief Financial Officer, Customer Service Center (CSC) at
(800) 458-0786, or you may contact the CSC at ask.ocfo@usdoj.gov.
Congratulations, and we look forward to working with you.
Sincerely,
Katharine T. Sullivan
Principal Deputy Assistant Attorney General
Enclosures
�T
U.S. Department of Justice
- Office of Justice Programs
Office of Civil Rights
Washington, DC 20531
September 9, 2019
Mr. Emilio Gonzalez
City of Miami
3500 Pan American Drive
Miami, FL 33133
Dear Mr. Gonzalez:
Congratulations on your recent award! The Office for Civil Rights (OCR), Office of Justice Programs (OJP), U.S. Department of
Justice (DOJ) has been delegated the responsibility for ensuring that recipients of federal financial assistance from the OJP, the Office
of Community Oriented Policing Services (COPS), and the Office on Violence Against Women (OVW) are not engaged in
discrimination prohibited by law- Several federal civil rights laws, such as Title VI of the Civil Rights Act of 1964 and Title IX of
the Education Amendments of 1972, require recipients of federal financial assistance to give assurances that they will comply with
those laws. In addition to those civil rights laws, many grant program statutes contain nondiscrimination provisions that require
compliance with them as a condition of receiving federal financial assistance. For a complete review of these civil rights laws and
nondiscrimination requirements, in connection with OJP and other DOJ awards, see
https://ojp.gov/funding/Explore/LegalOverview/CivilRightsRequirements.htm
Under the delegation of authority, the OCR investigates allegations of discrimination against recipients from individuals, entities, or
groups. In addition, the OCR conducts limited compliance reviews and audits based on regulatory criteria. These reviews and audits
permit the OCR to evaluate whether recipients of financial assistance from the Department are providing services in a non-
discriminatory manner to their service population or have employment practices that meet equal -opportunity standards.
If you are a recipient of grant awards under the Omnibus Crime Control and Safe Streets Act or the Juvenile Justice and Delinquency
Prevention Act and your agency is part of a criminal justice system, there are two additional obligations that may apply in connection
with the awards: (1) complying with the regulation relating to Equal Employment Opportunity Programs (ESOPs); and (2)
submitting findings of discrimination to OCR For additional information regarding the EEOP requirement, see 28 CFR Part 42,
subpart E, and for additional information regarding requirements when there is an adverse finding, see 28 C.F.R. §§ 42.204(c),
.205(c)(5). Please submit information about any adverse finding to the OCR at the above address.
We at the OCR are available to help you and your organization meet the civil rights requirements that are associated with OJP and
other DOJ grant funding. If you would like the OCR to assist you in fulfilling your organization's civil rights or nondiscrimination
responsibilities as a recipient of federal financial assistance, please do not hesitate to let us know. .
Sincerely,
Michael L. Alston
Director
cc: Grant Manager
Financial Analyst
Statement of the Problem
The focus of the development of Miami's Real Time Crime Center (MRTCC) is to improve
the safety of city residents, businesses and visitors by targeting incidents of gun violence. A
secondary purpose is to improve understanding on the function and usefulness of the real-time
crime center as a means to improve responses to violent crime. The project seeks to do this by:
0 Aligning the MRTCC with the goals of the existing U.S. Department of Justice, Public
Safety Partnership which was awarded to Miami in 2018;
• Leveraging and continuing the existing academic -police partnership which consists of
embedded researchers from Florida International University working within the
analysis unit of the Miami Police Department; and
• Building upon the foundation of enhanced crime analysis capabilities, data automation
and system integration which was achieved in a previous SPI project.
City of Miami Gun Violence
The City of Miami is a dense urban area of nearly 36 square miles with a population of
470,914. It has a diverse population comprised of people from a multitude of places especially
South and Central America and the Caribbean. Miami consists of a 69% Hispanic, 20% African-
American/Black, and 11 % White Non -Hispanic. Miami has enjoyed a resurgence in its real estate
market and has been growing as a metropolitan hub for business, arts and culture, but the reality
is that 32.3% of Miami families with children under the age of 18 were living below the poverty
level compared to 16.4% nationwide per the 2010 U.S. Currently, 25.8% of Miami residents live
in poverty. Gun violence tends to cluster in Miami's poorest neighborhoods, including
Model/Liberty City, Little Haiti, and Overtown - which are also economically distressed
communities (QOZs) as shown in Attachment A.
1
While homicide and aggravated assault have continued to decline in recent years, Miami
is still ranked 20 among the top violent cities in the US. In 2017, matters were a bit worse with
Miami ranking 26th with a murder rate of 15 per l OOK population. On average, 3 out of 4 homicides
in Miami are the result of gunfire. Miami also historically struggled with a lower than average case
clearance rates of just 40% (2017) vs. the national average of nearly 62%. Miami's homicide
clearance rate improved considerably in 2018, but it is uncertain whether that trend will continue.
Case clearances of aggravated assaults show a similar trend. In 2017, Miami cleared aggravated
assaults at a rate of 46% vs. 53% nationwide. Research on factors contributing to case clearances
have long identified the importance of information developed within the first forty-eight hours
from when the crime occurs and the ability of officers to access a variety of information from
multiple sources during that time window.I
The Growth of Real Time Crime Centers
Never before has the role of information in the deployment of police services been as
critical as it is today. Finding themselves at the nexus of improved technology and data systems,
increased external demand for data driven decision making, and community pressure for efficiency
and fairness in the delivery of services, police agencies have been continually pressed to improve
the way in which they use information. One example of an effort to improve the dissemination of
information to police responders and detectives has been the recent growth of "Real Time Crime
Centers" (RTCCs) across the country. While variation exists from jurisdiction to jurisdiction in
how they operate, they generally serve as a synthesized data platform which can deliver
1 Richardson, D. A., & Kosa, R. (2001). An examination of homicide clearance rates: Foundation for the
development of a homicide clearance model. In Mashington, DC. Police Executive Research Forzcm.
2
information to officers in rapid time. Despite their continued and increasing deployment, there
exists no understanding of "best practices" in the use of RTCCs.
Leveraging Existing Foundations
In a previous SPI grant initiative, the City of Miami Police Department ("MPD") engaged
in a collaboration with criminologists from Florida International University ("FIU") to improve
and develop the analytical capacity of the Police Department's Crime Analysis & Intelligence Unit
("Unit"). Realizing the inability of off the shelf crime analysis software to accomplish that
objective, MPD has instead invested in augmenting and enhancing the human capital and
reconfiguring the information systems within the unit. This was achieved through the delivery of
new in-house training to crime analysts, hiring staff with analytical experience, and revamping
internal data systems with the employment of a data architect. Another central component of the
initiative was to integrate the external academic researcher capabilities inside MPD. This took the
form of two doctoral students from the FIU, International Crime and Justice doctoral program,
working embedded within the Unit, with bi-monthly meetings and ongoing oversight by a
criminology faculty member. The emphasis was to equip MPD with an improved ability to turn
vast troves of data into usable knowledge by police commanders, detectives and officers alike,
with the aim of better informing policing operations.
The success of the initiative has been tremendous. Crime bulletins have been revamped,
the Unit has integrated problem analysis into analyst functions which have directly informed
operational decisions, and data systems have been restructured to automate data output tasks which
had previously consumed large amounts of analysts' time. Through the embeddedness of academic
researchers within the crime analysis unit, a formidable foundation has been created from which
to further enhance data driven operations and research capabilities within MPD.
3
Project Design and Implementation
The MPD-FIU partnership team would like to capitalize and build upon this collaborative
foundation to develop and launch the Miami Real Time Crime Center Violence Response Initiative
(MRTCC). The MRTCC will also be integrated into MPD's goals for the Public Safety Partnership
to better address gun violence in the community. The objectives of the project are five -fold:
✓ To create a sustainable real time crime center capability within the MPD to better respond to
critical gun crime incidents.
✓ To integrate internal and external data systems into a single operational portal to improve the
diversity of information delivered to police commanders and detectives.
✓ To establish an innovative system (both procedural and technical) for delivering information
from the various databases to police commanders and detectives in a rapid "real-time" format.
✓ To improve the response and outcomes of critical violent crime incidents within the City of
Miami.
✓ To disseminate successes and lessons learned from the completion of the project to other
policing jurisdictions.
Readiness and Implications for Best Practice
The vision of the MRTCC is in furtherance of MPD Chief Colina's goal to improve the
information systems and analytical capacity of the department to combat violent crime and better
serve the community. MPD and the FIU research team are fully committed to work collaboratively
to launch this Initiative. Together, the project team has available all of the building blocks to
develop the MRTCC: 1) a pre -established collaborative Police -Academic Partnership, 2) a focus
on violence reduction as a DOJ Public Safety Partnership site; and 3) an improved data systems
platform and analytical capacity achieved through previous BJA support. With additional support
from SPI funding, the initiative can bring these foundational units together to establish the MRTCC
and further the scientific understanding of the usefulness of real time crime centers as an
informational and analytical based tool to improve responses to violent crime.
4
The project will provide a template for other police departments, not only for developing
and maintaining a real time crime center but also for integrating embedded academic researchers
into this function of an analysis unit. In this way, it will promote collaboration, improved use of
data and intelligence, and a platform for advancing science -based policing operations thereby
addressing each of the core goals of the SPI program (see Table 1). First, it will establish
performance measures and an evaluation plan to determine the impact of the MRTCC on gun crime
incidents. Process measures will include the diversity of information delivered to officers and
detectives, as well as the time to delivery. Outcome measures will include case clearance rates for
incidents of gun violence, the time taken to clear gun crimes, officer use of force, and officer
safety.
Table 1. Core Goals of SPI Program Areas Addressed
Performance Measurement
& Research
Strategic Targeting
Better use of Intelligence &
Other Data andlnformation
Systems
The project will establish process and outcome measures of the
MRTCC. Process measures will include i) diversity of
information delivered and ii) time to delivery. Outcome
measures will include i) case clearance rates and ii) time to
clearance.
The project will target incidents in high crime areas and times.
The project will harness and improve use of a wide array of data
systems in real time deployment.
Managing and Sustaining The analysis and intelligence unit will be reorganized to
Organizational Change `/ administer and maintain the MRTCC to include support from
embedded doctoral students.
Outreach and The project furthers and enhances collaboration between the
Collaboration `/ MPD, FN and other area Criminal Justice (CJ) agencies in data
access and use.
Second, consistent with the focus of the Miami site DOJ Public Safety Partnership, the
MRTCC will strategically target violence in high gun crime areas and will also be focused during
high temporal concentrations of gun crime activity. Third, development of the MRTCC will
improve the use of data and information systems by serving as a nexus and delivery platform for
5
intelligence and information deployed in a "real time" format. In this way, it seeks to make central
to future operating procedures the accessibility and utilization of a complete and diverse array of
informational systems to improve how police services are deployed in response to critical violent
crime incidents. Fourth, the MRTCC will produce a sustainable organizational change within the
MPD. All analytical units will be brought together under "one roof' within the MRTCC:
intelligence, statistical and problem -solving. This change will be permanent and lead to new
standard operation procedures for the access and dissemination of information to all units within
MPD. Finally, MRTCC will further outreach and collaboration by sustaining and leverage the
pre -established partnership between MPD and researchers from FRU.
The project team is proposing a 3 -year project consisting of four phases (see Timeline).
Phase I: Appraisal of existing real time crime centers and development of unit structure
and standard operating procedures (6 months). The initial phase of the project will be devoted to
taking an appraisal of current real-time crime centers operating across the country. The purpose
here is threefold. First, the project team will learn from a selected sample of real-time crime centers
in terms of organizational structure and operating procedures. Second, the project team will be
able to draw comparisons across these observations to identify strengths in the different sites and
how each of the respective models potentially fit within the Miami context. Third, the observations
will allow for the identification of potential gaps in the way RTCCs are being used and how they
might be improved. The deliverable (1) from the first phase will be a narrative report on the
findings from the observations of MPD executives and research findings of the research team. The
report will be written by the research partner in a case study format to include a synthesis and
implications for the development of a RTCC.
C.
Phase 2: Development of dashboard portal and integration of internal data systems (12
months). The second phase of the project will be devoted to establishing a unified dashboard portal
in the integration MPD internal data systems. The unified dashboard portal will be essential for
analysts to efficiently access multiple data sources and effectively deploy the information to
officers in the field. The services of a consultant data engineer will be relied on for this
development with assistant and input from the embedded researchers and software support services
from vendors contracted by MPD. The deliverable (2) for this phase of the project will be the
successful launch of an operating informational platform for use by MRTCC analysts which will
be the responsibility of MPD and the data engineer consultant.
Phase 3: Integration of external data systems & fine tuning (9 months). The third phase of
the project will be devoted to the integration of data systems which are external to MPD and fine-
tuning of the dashboard portal. The refinement of the portal system, the procedures employed by
analysts, and how information is delivered to officers will be assessed through anecdotal feedback
and focus groups of officers and analysts which will be performed by the research team. The
purpose of this will be to develop an informational deployment system that is easily digestible and
useful for officers in real-time environments. The emphasis will be to avoid information overload
and irrelevance which could undermine MRTCC effectiveness. The accessibility and compatibility
of the exact external data systems that will be integrated is to be determined, however, potential
data sources include Miami -Dade Corrections pre-trial GPS monitoring systems, State of Florida
Corrections and Probation and Parole data, Federal Department of Corrections data, and payroll
processing information, among others. The deliverable (3) of this phase of the project will be the
successful integration of external data systems which will be the responsibility of MPD and the
data engineer consultant.
7
Phase 4: Evaluation and assessment ofMRTCC on live violent crime incidents (9 months).
The Final phase of the project will be devoted to the evaluation and assessment of the MRTCCs
impact on gun violence incidents. Two process measures and four outcome measures will be used
to determine whether or not the MRTCC improves the diversity of information provided to
officers, is delivered quicker, and whether or not that results in improved case clearances, the time
required to do so and whether officer use of force is reduced, and officer safety improved. The
deliverable (4) from this phase will be a final report of the evaluation fmdings and will be the
responsibility of the research partner. The research team will also produce at least one peer-
reviewed journal article and will present project findings at the annual American Society of
Criminology (ASC) conference.
Capabilities and Competencies
The City of Miami will serve as the fiscal agency for this project and MPD will function
as the implementing department. In 2018, MPD's Administration Division provided
administrative and financial oversight for 37 grant -funded programs, totaling $13,507,403. In
December 2014, the MPD received re -accreditation from the Commission on Accreditation for
Law Enforcement Agencies (CALEA) reinforcing MPD's commitment to quality law enforcement
and excellent policies and procedures.
MPD is fully committed to enhancing the use of data information systems and to
implementing the real time crime center. The development of the MRTCC is a priority project of
Chief Colina and will be overseen by Major Jose Rodriguez, Executive Officer to the Chief of
Police Eldys Diaz, Lt. Jaime Ramirez, Sgt. Alejandro Gutierrez, and Sgt. Fabio Sanchez. This
command structure currently oversees all of MPD's crime analysis and information systems,
N
including the virtual policing unit. They also are the agency project leaders for the Miami's DOJ
Public Safety Partnership.
Program Director Major Jose Rodriguez is a 23 -year MPD's veteran with a broad range
of executive experience within the agency, having served as the commanding officer of the Internal
Affairs and the Support Services Sections prior to his assignment to the Investigative Support
Section. As the Major of Support Services, he oversaw a massive expansion of the agency's CCTV
and ShotSpotter systems. Executive Officer Diaz has been with MPD for 12 years and spent
several years as an investigator in the Homicide Unit prior to receiving an executive staff
appointment. He has extensive experience in both project management and information systems
development, having overseen several major technological deployments for the agency centered
on the optimization and distribution of data.
Lt. Ramirez joined MPD 13 years ago and currently manages day-to-day police operations
in the RTCC, which is comprised of the Criminal Intelligence Unit and RTCC Support Detail,
overseen by Sgt. Gutierrez, and the Crime Analyst Detail, Digital Forensic Recovery Detail, and
Crime Gun Intelligence Center Detail overseen by Sgt. Sanchez.
The MRTCC Unit Director will be Joelle Lee who will be graduating from FIU's doctoral
program in the fall. She is currently embedded within the crime analysis unit and will be retained
by MPD to lead the development of the MRTCC in a full-time consulting position. Mr. David
Knight is a Data Engineer Consultant with extensive experience in the integration and automation
of data networks. He will work with the Unit Director to develop and integrate the information
portal within the MRTCC. Mr. Knight served as the consultant in the initial SPI project and was a
crucial contributor to the success of the enhancement and automation of the data systems utilized
by the crime analysts.
0
The FIU Academic team will be led by Dr. Rob T. Guerette, Associate Professor of
Criminology and Criminal Justice. With over 15 years of experience, he is an expert on crime
analysis and prevention; problem -oriented policing and program evaluation and will serve as
Principal Investigator for this project. He currently serves as the Senior Researcher for the crime
prevention section of NIJ's CrimeSolutions.gov and was the coordinator for the Herman Goldstein
Awards for Problem -Oriented Policing for nearly fifteen years. He has published extensively in
the areas of crime prevention and policing which have appeared in a variety of peer reviewed
outlets. Doctoral student Kimberly Przeszlowski is currently embedded and fully integrated
within MPD crime analysis unit. She is developing expertise in crime analysis and crime
prevention. She will continue to work embedded as a Research Assistant. Dr. Guerette has a long-
standing working relationship with the MPD and other law enforcement agencies.
Plan for Collecting and Analyzing the Data
The project will establish both process and outcome measures for the MRTCC (Table 2).
Process measures will include measurement of the diversity of information delivered to responding
officers, and detectives as well as the time to delivery of information. These measures will allow
the research team to answer the question, "Does the MRTCC increase the diversity of information
utilized in police responses to gun violence and is that information delivered quicker than existing
response procedures? " Outcome measures will include case clearance rates for incidents of gun
violence, the time taken to clear gun crimes, officer use of force, and officer safety. These measures
will allow the research team to answer, "Does the MRTCC increase the overall rate of case
clearances for incidents of gun violence and does it shorten the time needed to clear cases? " and
"Does the use of the MRTCC reduce officer use offorce when responding to gun violence incidents
and does it improve officer safety in those encounters? "
10
A randomized control trial design will be used to determine MRTCC outcomes. Calls for
service involving gun crime incidents will be randomly assigned for "treatment" through the
MRTCC. Incidents assigned to the MRTCC will receive the real time deployment of information
developed and maintained by the MRTCC unit to responding officers. Non -treated calls for service
will be dispatched to officers who will respond under current operating procedures. These non-
treated calls will make up the control condition for comparison on the process and outcome
measures with MRTCC treated incidents. Because incidents will be randomly assigned,
equivalency should be established between the two groups allowing for valid comparison. Given
the current frequency of roughly seventy-five aggravated assault and homicide incidents occurring
on average per week, it is anticipated that this randomization period will extend for approximately
seven to eight weeks.
Process and outcome measures will be collected through the review of record management
systems and reviews of incident case files. Two members from the research team will
independently review and extract the data from the gun crime incidents drawn for the MRTCC
treatment sample and the corresponding control sample. Each reviewer will code both treatment
and control sample incidents for the number of informational data points which were disseminated
to responding officers. Additionally, the time from incident dispatch to the delivery of that
information to officers will be recorded for each group. Any differences identified in the coding
will be assessed by a third reviewer to assist in reconciling any disparities. Because the coding
process will be independent, the determination of interrater reliability will strengthen the
confidence and defensibility of the evaluation conclusions.
The research team will be responsible for all performance and outcome measures and for
administering and reporting the findings of the project evaluation. Aside from this, the research
11
team will be responsible for deliverables one and four outlined previously in the project timeline.
The MPD and consultant will be responsible for deliverables two and three.
Table 2. Miami Real Time Crime Center (MIA) SPI Project Evaluation Design
Question Objective Performance Design & Analytics Data
Measures
Q1. Does the MRTCC
01: To increase the
M1: Average number of
Design:
Record
increase the diversity of
diversity of
data sources utilized in
MRTCC cases vs,
Management
information utilized in police
information
MRTCC cases vs.
Randomized Control/
System (RMS);
responses to gun violence
delivered to officers
existing operating
Experimental design; Random
Incident Case
and is that information
and detectives,
procedure cases.
sampling of cases for MRTCC
Files.
delivered quicker than
MRTCC cases vs.
(Tx; n = 250) or existing
existing operating
existing response
02: To reduce the
M2: Average time to
response practices (C; n =
procedures? [Process]
time to delivery of
delivery of information in
250). Baseline pre vs. post;
information to
MRTCC cases vs.
and vs, control comparisons.
officers and
existing operating
detectives.
procedure cases.
[MD Scale 5; CS.gov scale 3].
Q2. Does the MRTCC
03: To improve
M3: Case clearance rate
Analvtics:
increase the overall rate of
clearance rates of
comparison, MRTCC
Means difference -in-
case clearances for
gun violence.
cases vs. existing
difference comparisons;
incidents of gun violence
04: To reduce the
operating procedure
Independent samples T-tests.
and does it shorten the time
cases.
Cohen's D.
needed to clear cases?
time required to
[Outcome]
clear gun violence
M4: Average time to
cases.
clear gun crimes,
MRTCC cases vs
existing operating
procedure cases.
Q3. Does the use of the
05: To reduce
M5: Levels of use of
MRTCC reduce officer use
inappropriate
force deployed in
of force when responding to
officer use of force
MRTCC cases vs,
gun violence incidents and
when responding to
existing operating
does it improve officer
gun crime
procedure cases.
safety in those encounters?
incidents.
[Outcome]
M6: Frequency &
06: To improve
severity of officer injury in
officer safety when
MRTCC cases vs.
responding to gun
existing operating
crime incidents.
procedure cases.
12
Budget Summary
Budget Summary
Note: Any errors detected on this page should be fixed on the corresponding Budget Detail tab.
1
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B. Fringe Benefits
$0
$0
$0
$0
$0
$0
$0
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C. Travel
$0
$0
$0
$0
$0
$0
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D. Equipment
$0
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$0
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E. Supplies
$0
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IF. Construction
$0
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IG.Subawards(Subgrants)
$0
$0
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$0
$0
$0
$0
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H. Procurement Contracts
$335,666
$0
$257,588
$0
$108,446
$0
$0
$0
11. other
$0
$0
$0
$0
$0
$0
$0
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Total Direct Costs
$335,666
$0
$257,588
$0
$108,446
$0
$0
$0
J. Indirect Costs
$0
$0
$0
$0
$0
$0
$0
$0
Total Project Costs
$335,666
$0
$257,588
$0
$108,446
$0
$0
$0
Does this budget contain conference costs which is defined broadly to include meetings, retreats, seminars, symposia,
and training
activities? - Y/N
1
Year 5
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