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Memo 014-2012 Maximus 2006 Miami Beach
-�- M I AM, 1 B CAC H OFFICE OF THE CITY MANAGER MEMORANDUM 014 -2012 TO': Ed Tobin, Commissioner FROM: Kathie G. Brooks, Interim City Manager ��l ' DATE: July 17, 2012 SUBJECT: Maximus 2006 Miami Beach Police Department Staffing Study This memorandum is in response to your request during the July 10, 2012 Finance and Citywide Projects Committee meeting for a copy of the Police Department Staffing Study that was conducted by Maximus in March 2006. For your convenience, a copy of the final 'report is attached. However, please be advised that this study can be found on the City's website under OBPI /Excellence /Performance Improvement Studies. The link to access the report is http: / /web.miamibeachfl.gov /excellence /scroll.aspx ?id= 46510 Please feel free to contact me if you have any C: Mayor and City Commission Attachment �-, C= r r We are commined to providing excellent public service and safety to all who live, work, and ploy in our vibrant, tropical, historic community. ; 1 i x �� pp u a➢.. J k d _. 1. ' X 13�C1.� H b .: k 11 TA l Tai S CI y x F` r:`_ --- f,--�,.' .. -- "� � . q J ..: /� .i ey [ , , L,�� .1 - � - � . , ,. � � .. ..... -�- �- .. --� 7 - � � ..�t'N §�,xy, Y `SF '��Y > .,I $�� z` �� x��� �`��1 �� , � ®k�ii � i �, --,-e�A 11 f T, Y fi fi L F t i p. f 1. ;Ogre °r� 1. I s �3 � I �S a �g �,tiQt _ ` y t E W x Y P O� b . , . � r 's X r t :r 4 ''f M ✓N _ f jE} £ j g g. f.:. kz r :`r.'. 'Y .cU, �s `fi _ - 4 ?., a 'I` 1. ,� �' 1 �'`t.L f ,E{ �. ... y L 7 i 11 .4 3 ss k h K '... t b , k 1 4 �.. y -��' JC {� ��� � a n .11 L J ii �� Y ci �. ; :a =; rte- I r t 'r E sftx a }. ) �_ yy tip�I a�x"" s � - ° �� N I - a I s �, � �I �i J q ! € �` � ¢ F F � v v r ..1 a t5 P""� a..:g 6 .12 n - 111.1 Ill ,9vA+4:" 9a1 ,- �'�_ v C° -1 I " r 1. ._... 6 Et'�" .. .. 11 "n— :,.�. v .arEmi"` ".'�' f Y ? "44 xttm- i.yfay "�TMrs.+T.g -�1`< —iiw s ar,� a Yp-'�'' - V � - 1- sT' .v-,- zedJJ�� 11117, axa� 7 r J t � a €�� 'k k a¢ Z, d. ' ' Y •�, wf <x �- -11 4 r H ELPING GOV RNMENT S RV TH PEOPLE "' y vs. ., .u., ,. . �. �, x.,.. :t .a.. ._...," ,.. _ r•t� ., ,.m ._ x? _, -,v:S ,�, ,`,.... , .., .. I AMI BEACH POLICE DEPARTMENT OPERA G iONAL STfi° FRNG OPTIMIZATION MODELS ':.L "ER0. March 1, 2006 N HELPING GOOVERNMEd7" SERVE THE PEOPLE' TABLE OF CONTENTS Executive ....................................................... ............................... I 1 . Introduction ......................................................... ............................... 2 Patrol ...................................................................... ..............................8 3. Patrol Supervisors ............................................. ............................... �4 4. Traffic Motor Squad /Accident Investigation .. ............................... S6 5 . ATV /Beach Patrol ......................:...................... ............................... 60 6 . Marine Patrol ..................................................... ............................... 67 7. Redevelopment Area Policing .......................... ............................... 71 8 . Crime Suppression ............................................ ............................... 77 9. Crime Prevention ............................................... ............................... 78 10. School Resources ............................................... ............................... 82 11. Strate Investigations ..................................... ............................... 84 12. Criminal Investigations Unit ............................ ............................... 89 13. Organizational Structure .................................. ............................... 99 14. Lavers of Security ............................................ ............................... 10 Appendix 1: Pofie)% Revisions .................................... ............................... I1-5 Appendix 2: CIU Staffing Charts ............................ ............................... 122 MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 1 FINAL REPORT MARCH 1, 2006 Miami Beach Police Department Operational StaZSra OptimmCantaon Models EXECUTIVE SUMIAARY JV1A,`J1\4US is pleased to present this evaluation of current operational staffmgr and deployment within the Miami Beach Police Department. In this report, we present our analysis of the current staffing and assignments of the. Police Department, including patrol investigations.. and special detail assi(mnents. We evaluate the impact of current staffing procedures and policies as well as other policies that impact availability for sen cc and work performance. We provide nmany different observations and recommendations throudmout tills report. Some of the more critical. observations and recommendations include the followin /g points: a The Miami Beach Police. Department should strive to enhance its patrol response staffing and scheduling to meet the following standards o District officers should handle 80% - 90 %, of the calls for service workload in their assigned district. o District officers should average no more than 50 - 60%, of their available time on calls for servicee during off -peal: times. o District officer should average no more than 70 - 80 '//0 of their time on calls for service during peak CFS hours as Ion- a-, the 70 %�.- 80 time. commitment is no lon !er than four hours in duration. m MAXIMUS recommends that the city continue to use a four day. ten hour schedule. but with the followim: alterations. • The shift times should be as follows: Nlidmulit — 3100 hours — 0700 hours Day — 0630 hours — 1630 hours Evening — 1600 hours — 0200 hours • An overlay shift should be added to the South District on Thursday. Friday, Saturday and Sunday beginning at 2000 hours and en.dina at 0600 hours. Minimum staffing shouid be left to the discretion of the District Captain in consultation with the shifts lieutenants. Factors that should be taken into account include officer safety considerations, the a.vailabilin_1 of other departmental resources, and workload demand. A IM "U' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 2 FINAL REPORT MARCH 1. 2006 The city should consider re- institutin` a leave buy -back program. Under the current procedures officers must use or lose leave time beyond that which they can accrue. In order not to lose the leave time, officers will use it. This creates conditions that sometimes result in staffing shortages that have to be filled by officers on overtime. During the study period, the city paid patrol officers for some 26,900 hours at tune and one -half for "manpower shortages" and for some I 1.1 0 hours. at double time, for "forced patrol overtime." Leave policies involving this recommendation might include vacation leave, sick leave and emergency vacation. The department's current leave use policy requires personnel to call in at least 24 hours in advance of an absence for vacation floatinL holidays or religious holidays. Based on studies of other similar agencies policies, MAXIMUS consultants recommend that the department should seek to change this provision so that time off for vacation, floating holidays, and religious holidays must be requested 14 days in advance. • Additional limitations should be placed on leave requests during the department's busiest season. The analysis above demonstrated that the averagee calls per - service per week during the defined "winter" season (December through May) averaged about 16% higher than during fall and summer. A limitation might take the form of reducing the number of people that can be off for each work units by season. The Miami Beach Police Department's current policy states that seniority shall be the sole determinant governing many of the policies of the Department. Although seniority traditionally has been given great significance in law enforcement agencies if used as the sole determinant factor, it can create issues. For example. agencies that utilize strictly seniority for shift bidduig, frequently find that the majority of less experienced officers end up on the highest crime shifts.We recommend a revision to the current policy to state that semorltv is only one of several factors taken into account rather than beIi- the sole determinant factor governing, Department policy. Q In order to maximize high quality service to the public by provid,mg adequate staffing, to minimize the potential impact of fatigue from substantial overtime and to improve targeted show up rates we recommend that: o The total number of hours an officer works per seven day period should be restricted so that. once an officer works 64 hours in the seven -dav work period. the officer can work no additional "off -dun"" hours. An officer may exceed 64 hours in order to complete the officer's on -dut- schedule or to wort: overtime assignments. Currently, MBPD officers work 4 ten hours shifts. Sixn four hours would allow them to worl. the equivalent of IIFi, I!Lt'f.: (:1'F Y.AA4f:,t';.S't'HI' is 1') /rPl:llf'!.f" MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 3 FINAL REPORT MARCH 1, 2006 and allow for u to 8 hours per day on their their nornhal shift 1 en days three da p p � _ off assumin,,f no overtime. o No off -duty work can be. performed in the six hours directly preceding an officer's shift starrin J time. o During a seven day wort: week, as soon as an officer exceeds 64 hours of work — regardless of the sources (on -duty, overtime court. time. or off- duty) — the officer can work no additional off -duty jobs. o The city should consider regulations that permit police officers from other agencies to wort: off-duty in Miami Beach, under the same rules as for Miami Beach officers. This would include that the officer be accounted for through the Miami Beach dispatch system and that the officer supply a portable radio that can communicate directly with the dispatch center. The city and the department should adopt a more strategic approach to traffic enforcement by establishing a traffic collision analysis function. This function might be placed either in the police department or in the public works department. by usmo the ini�ormation that would result from such an analysis function — such as the violations that lead to traffic collisions, frequent collision time periods and frequent crash locations -- traffic enforcement components can be more strategically assigned to use various tools to modifi? motorist behavior. Such focused enforcement may , well be more effective in reducing collisions than more. traditional traffic assignment procedures. Miami Beach should install I monitored camera and enhanced lightinL syst;;m to monitor the beach and serve as a crime prevention tool. e The ciry and the police department should continuously monitor- beach front safety. Consideration should be given to a second overlapping shift to expand beach coverage from 5:00 pm to 1:00 am. The possibility of hiring security officers to augment patrol should be considered. The existing private security contract min lit be expanded to accomplish this. Without the abi.lM,, to demonstrate verifiable results for the level of effort expended for Redevelopment Area (RDA) policing it is difficult to document the. value of the RDA policing efforts. With a total budLlet of some S5 million, it is important that the MBPD justify the expense. The Miami Beach Police Department should adopt a formal problem oriented policing methodology to identif }J and track the work of the personnel assi <_med to the RDAs. the first key element will be for the city to reconfigure its geographic information file so that activity in the RDA. areas can be isolated from wort: outside the area. because the city still wishes to focus on South Pointe, even though it no longer an "official" RDA and because the cite center is still a. formal RDA, the department needs to be able to track activity that occurs in the RDA in order to determine the impact of its community policing activities on the areas. AlS HF.lJ'f :'(J (J(!Yu+'Y.YtfF.I:T.[F.RV£Tfl z'PFf)PL.!_" MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 4 FINAL REPORT MARCH 1, 2006 Rather than add sworn personnel to Property Crimes Economic Crimes and Auto Crimes the department should add PSS positions as Investigative Aides. These civilians should be trained to support investigators by malcingr telephone calls_ checking computer files and conducting analysis to discover patterns crimes and repeat offenders. By shifting substantial portions of the office work that is now performed by sworn officers to civilians detectives can be freed to work the streets and track down and interview witnesses and suspects. Detectives should be scheduled to work five 8.5 hours days with substantial weekend and evening coverage so that investigations can be pursued while evidence is still fresh and witnesses and victims still are. readily available- for interviews. The department needs to assess the frequency with which detectives are called out and how long it takes them to respond. Victims should not have to wait at a crime scene for a substantial time waiting for a detective. Especially on weekends the department may need to staff investigations on a 24 hour basis. The Miami Beach Police Department should consider reorganization of the Chiefs Office, Patrol Division., and Support Services Division in order to assist with overall implementation of this report. The Miami Beach Police Department should consider using private security to fill various positions. such as finger printin(-y citizens issuing parking:.tickets to violators of handicap parking, guarding prisoners who are hospitalized and providing assistance on site. to protect the integrity of crime scenes. This would allow officers to concentrate their efforts on duties that only sworn officers could do. This program could also reduce overtime hours by sworn officers on the lob. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 5 FINAL REPORT MARCH 1, 2006 Miami Beach Police Department Operational Staffing Optimization Models 1. INTRODUCTION The City of Miami Beach retained MAXIMUS to conducta staffing and deployment analysis of the Miami Beach Police Department, and we are pleased to submit.this final report of our analysis. The scope of this project is defined in the City's original request for proposals, to include the followinLr: "The goal for this contract is for the consultant to provide relevant and realistic recommendations on how to most effectively utilize Miami Beach Police Department resources, while maintaining and Improving police services. The consultant will work ciosely with a committee to be comprised of representatives from command staff. rani: and file, the Fraternal Order of Police the Office of Budget and Performance Improvement, and Labor Relations to explore concerns, develop and test solutions. The consultant should develop practical and affordable solutions that are fair, impartial, humane and efficient and ensure that priority is «iven to the service delivered by the Citv to its residents and businesses. The terms of the contract are subject to negotiation, and y au u 1— iwoponden s reco n=,en'd f esf practices fw McorNOfatiOu irftc' uJc program: The scope of services will include the following: • Conducting management and operational reviews of relevant Department policies and procedures; • Review the current operating environment including: • arrests, calls for service, requests for police personnel to work in an off -duty capacity at various commercial establishments, a significant number of major events and traffic control at road construction sites_ • cur rent schedules: and renular and overtime staffing levels: • the frequency of patrol overtime, and off -dung and secondary employment. • Identify best practices of other police. departments around the Country and discuss methods used successfully as well as pitfalls that thev have encountered in implementing specific policies and practices relative to identified concerns. • Recommend policies regarding appropriate levels and conditions for use of patrol overtime off -duty, and secondary employment. • Implement or calibrate a police staffing optinuzation model for the City that incorporates recommended policies and is able to respond to changing operating conditions in the future and utilize the model with cxistinL conditions to: • Develop schedules for assigning= required siaffing most productively- and equitably- 0 Determine the number of field patrol officers and supervisors required to enable. the Department to: respond to emergency and non- emergency demands of citizens MA1 M U1 S rifl,l•!A'(: Crf l'F.'XNAfF:::;'.SF "k Vf: TIf 'Pl!OPI. F' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 6 FINAL REPORT MARCH 1, 2006 hl a timely manner conduct prevention and other proactive patrol tasks effectively including_ community- oriented policing and problem solving; conduct all other patrol tasks effectively includini- traffic control and special missions work; allow officers to meet all adnunistrative requirements satisfactorily, including report writing, training., court obligations: ensure the safety of the public and the police officers; Design a plan for deploymi g the required number of patrol officers and supervisors most cost effectively, by shift and patrol area in response to geographic incidence of crime. demands for non -crime services and policmi g approach selected by the Department; and Assess the impact on proposed changes including police communin_f relations cost impacts other support requirements ". MAXIMUS is pleased to present this evaluation of current operational staffing and deployment within the Miami Beach Police Department as defined by the project scope. This report consists of fourteen sections. as follows: 1. Introduction 2. District Patrol Response (includes Bicycle / Beat Unit) 3. Patrol Supervisors (Sergeants) 4. Traffic / Motors /Accident Investigation 5. ATV — Beach Patrol 6. Marine Patrol 7. RDA S. Crime Suppression 9. Crime Prevention 10. School Resources 11. Strategic Investigations 12. Criminallnvestigation 13. Organizational Review 14. Layers of Security The core of this report is the staffing analysis embodied in sections two through twelve. Within each of those sections we provide the followmL information: 1. Overview. This is a brief description of the area being covered and some general principles of staffing the function. 2. Target Staffing Criteria and Rationale for TVIiami Beach. These will be presented in the form of flexible ranges in the nature of guidelines. For each, we discuss the reasons for the suLLcsted targets including experiences of other jurisdictions. 3. Analysis of Current Miami Bcach Conditions. In this part a' the discussion we will include quantitative descriptions of staffing and various barncr and .Y I N US ! {f:f.lf:: (: (:rrt'r N.,�'All:.':';'.�fiH t'!r %1 {i f'::lr!•L.f: -. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 7 FINAL REPORT M ARCH 1, 2006 obstacles that the project team may have found that impede 1vIBPD from matching the target criteria. A Clnfimai X4arin far Miami Row-h In 6 cF.r.tirn� zua zzfill nracPni nrnr recommendations for alternative models where appropriate, that optimize staffing in the MBPD. 5. Implementation Issues and Final Recommendations. As appropriate, our suggestions for how the City may wish to proceed with implementation Cif the recommendations included Within the respective section. The target criteria listed below result from our analysis of the current work bein <L performed by the Miami Beach Police. Department, our interviews with stakeholders both within the department and outside the department, and a review of staffing practices from across the country. Some targets are based on the time needed to deal with workload that is generated from the public such as calls for police service and reports of crimes. Other standards are based on the need for a police department toengage in proactive and discretionary activities desigmed to prevent and control crime violence, and disorder in the community. In some instances of discretionary policing it is difficult to 'ud�,e when the staff assigned matches the need. For example, at what: point have enough personnel. resources been devoted to anti -drug efforts? Often the. answers are based more on professional jud <gment. and public perception than on quantifiable data.. Many departments similar in size. to Miami Beach use special units to supplement patrol response officers. Such units are designed to patrol in special purpose vehicles such as ATV and bicycles or to perform specialized functions such as traffic control enforcement and accident investigation and conduct anti. -crime operations. Frequently the work of special units is discretionarv. Thev focus on available targets of opportunity or seek to control problem behavior. They may react to some problems such as driving while intoxicated or a pattern of street robberies but seek to act proactively through crime . prevention activities or through working in schools. Most often the work performed by such uni.ts is generated not by citizen requests but when members o_` the unit initiate contact. For c- ample, although the public. may all about a general traffic problem, the work of traffic officers is usually recorded when they make a stop based on their observation of a traffic violation or of behavior that indicates impaired driving. The discussion below includes a description of some of the Ivey operational elements for such units. Mlkxl Afl MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE H FINAL REPORT MARCH 1, 2006 2. PATROL OVERVIE—W Examination of patrol staffing involved focusing attention on two primary sources of patrol work. calls for service and self initiated activity. Calls for Service (CFS) — Calls for service are those episodes which the public initiates when they request police service by making a telephone call (either emergence or non emergency). stopping an officer on the street. appearing at a police station, oi by some other means. Self Initiated Activity (SI) — Self initiated tasks occur when individual officers_ on their own initiative, stop and check on vehicles (either because of suspicious circumstances or because of traffic or license violations), stop pedestrians check. on buildings, follow -up earlier incidents write reports and perform other discrete tasks. Generally speaking, self initiated worl. is composed of those episodes the officer starts. Self initiated activities may include tasks that officers perform at certain times during their shift such as school zone patrol or traffic enforcement. Both sources of work are important to patrol operations. However, a police agency can have less impact on when calls for service take place than on the tinting of self initiated activity. A call for service begins when a citizen makes a request for service usually with the expectation that the police will respond immediately to that request. Although it is possible to manage this workload somewhat — separating urgent calls for inmiediate priority from non - urgent calls for delayed response—the times that calls on <ginate cannot be controlled by the police. Self initiated activity is to a large extent, discretionary. Officers can initiate encounters when tliev have time to do so and when there are targets of opportunity. hZuch of this a.ctivinr can be deferred to tines when calls for service workload are lighter. However. self initiated activity does depend on legitimate opportunities bcmi - available and such times often coincide with high calls for service times. Car stops and checks of suspicious activities frequently result from peal: times of human movement and interaction. Having sufficient time available for self initiated activity is important if a department =wants to worE to proacuvei solve crime. vioience, and disoraer problems tnrouggli commumn,: policing. The best self initiated police work involves not only car stops and pedestrian checks. but also time for officers to work with residents and businesses to solve the problems underlymg crime, violence, and disorder. Time spent in this regard, when appropriately directed, can have the benefit of reducing calls for service as the conditions causing the problems residents call about are improved. IVIeaSzr.r YT and Tinic Consioned Whon exanuning, MBPDs patrol workload. MAXIMUS used the follovvin- guidelines to measure how much time is cun consumed: �� � 1U S MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 9 FINAL REPORT MARCH I , 2006 ® Calls for service time consumed is measured beginning from the time that an officer be gins to travel to the specific location identified by a callin <L, citizen. a For self initiated work. time consumed begins when the officer notifies communications that the officer has initiated an event on the officers own volition. in both cases, the ending point is when the officer lets the dispatch center icno«I that the officer has cleared or completed the act Ini and is ready to handle �inother assignment, if needed. MAXIMUS reviewed a database of Miarrn Beach dispatch activity for a year's period From .tune 1, 2004 through May 31, 2005. This database recorded 198,691 dispatch events. It included 122,419 dispatches resulted from a citizen call for service (CFS ) and 76,272 activities initiated by departmental personnel (SI). A complete analysis of patrol workload requires being able to measure the total amount of patrol officer time and therefore requires records that show how much time each officer spent on each call. The total time consumed.by an event includes not only tike primary unit assigned but also the time committed -by backup units. The Miami Beach data base, includes, at MAXIMUS' request, a separate recodd for each unit on each call so that a more accurate measurement could be made of the total time consumed on these events. ' The following methodology was used to calculate the average amount of time Consumed for the average week: The total time by each unit on each citizen initiated call for service responded to by Miami Beach officers was averaged by da. of the week and hour of the day to B=erate a matrix; shm tin for each hour long time block the avera-e hours of time spent on calls for service. As a result of this procedure a matrix that estimates the average time consumed on citizen calls for service over the course of the avera-e weep_ was constructed. It shows the following a.veraue time consumption, in hours: Fr I -PIAC: GOW RNMFI.7.5'F.RI E 711:' N...Y)N-r ' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 10 FINAL REPORT MARCH 1, 2006 CITY WIDE AVERAGE HOURS CONSUMED BY CALLS FOR SERVICE -ALL UNITS HOUR MON TUE WED THU FRI SAT SUN 0000 14.4 12.4 12.3 11.6 1 .3 19.1 14.9 0100 12.2 11.8 9.6 10.4 11.6 17.6 23.7 0200 12.4 11.0 8.3 9.5 10.6 17.4 21.1 0300 13.0 10.7 8.3 10.0 10.7 19.2 22.7 0400 12.6 9.5 8.4 8.9 9.3 20.5 21.4 0500 11.7 8.2 7.7 8.3 8.7 21.0 19.9 0600 10.3 7.8 6.8 6.6 7.6 16.4 16.7 0700 11.8 8.3 7.4 6.2 7.7 12.5 12.4 0800 13.6 9.8 10.7 8.6 9.8 10.5 11.6 0900 15.6 12.5 13.0 10.9 11.4 11.0 12.6 1000 15.3 13.6 13.6 12.3 10.8 12.3 13.4 1100 14.8 14.1 14.1 13.3 11.8 13.5 15.0 1200 16.7 14.5 13.3 13.0 12.9 14.3 16.5 1300 17.1 13.4 13.5 13.9 14.6 14.4 17.0 1400 16.3 14.0 13.7 14.0 15.9 14.3 16.6 1500 14.6 14.7 15.3 14.6 16.3 14.6 14.6 1600 13.8 14.7 16.5 15.6 17.1 15.1 15.3 1700 15.6 14.0 15.7 16.8 19.0 17.9 16.2 1800 15.0 14.2 15.3 15.4 17.6 18.0 16.2 1900 14.3 13.8 14.9 14.9 16.5 17.7 17.1 2000 13.2 13.1 13.8 13.4 17.1 18.4 14.9 2100 12.5 12.5 13.3 11.7 16.2 18.5 14.6 2200 12.8 10.6 12.4 11.7 16.2 19.1 14.2 2300 12.5 10.8 11.2 11.7 17.1 19.6 14.4 Total hrs = 2298.5 Each tune block can be, interpreted as the amount of persomiel hours needed to handle +} t;._ or i- I Fo Monday night from 2300 hours until midnight means that on the average, over the course of the year. 12 hours are consumed by calls for scry ce during, that period. Therefore if officers did nothing but respond to calls for service. 12'i2 hours of officer time will be needed to handle the CFS workload from 2300 until midnight on Mondays. Many police departments will have bust- periods during ufeek day aftenloozls and also typically from 2200 tivough 0100 hours on Saturday night until Sunday morning. 1\6 am' Beach has a very different call for sei profile because of the 5:00 a.m. closmLi time of its bars and clubs. Its peak period is from about 0100 until 0600 on Saturday and Sunday mormnf_ ANA A XIM MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 11 FINAL REPORT MARCH 1, 2006 The City of Miami Beach is divided into three patrol districts - South Middle. and North. Each district has a somewhat different calls for service pattern. The calls for serAce rrlatrix for the South, District follows. SOUTH DISTRICT AVERAGE HOURS CONSUMED BY GALLS FOR SEPVICE HOUR, M 0 N 1 TUE WED THU FRI SAT SUN 0000 7.3 5.8 5.9 5.6 6.7 10.1 7.7 0100 6.3 6.1 4.8 4.7 6.0 9.1 12.7 0200 6.5 5.3 4.1 4.5 5.7 9.6 12.1 0300 6.7 6.0 3.9 5.4 5.7 11.5 14.8 0400 7.2 5.3 4.4 5.2 5.2 12.4 14.6 0500 7.3 4.3 4.4 5.2 5.4 13.3 13.6 0600 5.6 4.3 3.5 3.9 4.7 10.2 10.4 0700 5.7 4.2 3.0 2.6 3.5 7.1 7.2 0800 5.8 4.7 4.0 3.5 3.7 5.3 8 0900 6.7 6.0 5.1 4.1 4.0 5.4 6.4 1000 6.4 6.9 6.3 5.1 4.1 6.2 6.4 1100 6.7 7.2 6.6 6.0 4.7 6.5 7.5 1200 6.9 6.9 6.3 5.0 5.7 6.8 8.4 1300 7.6 6.6 6.0 5.5 6.6 7.1 8.7 1400 7.4 6.7 5.6 5.1 7.6 7.2 8.5 1500 6.7 6.7 6.6 5.9 7.6 7.8 6.6 1600 6.7 6.9 7.3 7.3 8.2 8.2 7.7 1700 6.6 5.8 7.0 8.0 9.2 S.9 8.' 1800 7.3 5.8 6.8 6.9 8.6 9.0 7.8 1900 6.7 5.7 7.0 6.6 7.7 8.9 8.5 2000 5.5 5.4• 6.2 5.9 8.3 9.5 7.0 2100 5.4 5.3 6.2 4.9 7.3 9.6 6.8 2200 6.0 5.0 5.5 4.4 7.0 9.5 7.1 2300 6.1 5.2 4.9 5.3 8.2 10.0 7.2 Total hrs = 1123.7 Peals periods in the South refiect the South Beach night activity characterized from a police. perspective by large crowds and frequent disorder. The peak periods are on Saturday and Sunday mornings from 0100 until 0700. The pattern in the Middle District is somewhat different. The Middle District matrix is shown below. iit'.r, ^:rcovekH.tr:: rsr:HVF rxr:-rt:n,r.r" MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 12 FINAL REPORT MARCH 1, 2006 MIDDLE DISTRICT AVERAGE HOURS CONSUMED BYCALLS FOR SERVICE HOUR. MON TUL WED THU FRI SAT SUN 0000 4.0 2.9 2.9 3.2 3.2 4.5 3.8 0100 3.2 2.2 2.2 3.1 2.6 4.8 6.0 0200 2.9 2.1 1.9 2.9 2.5 4.1 5.1 0300 3.6 1.9 2.4 2.2 2.6 4.2 4.4 0400 2.9 2.3 2.5 1.6 2.2 4.7 4.1 0500 2.2 2.5 2.2 1.6 1.7 4.2 3.7 0600 2.4 2.3 1.8 1.4 1.6 3.0 4.3 0700 3.2 2.5 2.4 1.8 2.0 2.3 3.3 0800 4.3 3.2 3.7 2.5 2.6 2.0 3.5 0900 5.0 4.1 4.6 3.5 3.5 2.7 3.5 1000 5.2 3.9 4.0 3.8 3.3 3.0 3.9 1100 4.8 3.8 4.3 4.3 3.8 3.2 4.1 1200 6.2 4.4 4.0 4.5 4.3 3.4 4.6 1300 6.2 4.1 4.4 4.7 4.9 3.8 5.3 1400 5.6 4.2 5.0 4.8 4.9 3.8 5.3 1500 4.6 4.4 5.1 5.0 4.8 3.6 4.6 1600 4.0 4.6 4.9 4.4 5.0 3.5 4.0 1700 5.0 4.3 4.2 4.9 5.0 5.0 3.6 1800 3.8 4.3 4.2 4.7 4.7 4.7 3.4 1900 3.5 4.0 4.1 4.3 4.9 4.7 4.2 2000 3.3 3.8 3.7 3.7 4.3 4.8 3.3 2100 3.1 3.2 3.3 3.7 4.4 4.9 3.6 2200 2.9 2.9 3.1 4.0 4.5 5.2 3.2 2300 2.5 2.9 3.0 3.4 4.3 5.0 3.8 Total hrs = 622.4 Although. there is significant activity_- early Sunday morning peal: activity- is on T�londay from 1200 until 1500. 7111 1Nor111 illjulGC h& it;; O vrL 1Jailei :i \� ii. iil` IV(ii l iJ1Sli1 , n "1uirl 1."; 3ilOvdi II "i 1111f next chart. NI LII US H KI. /'t;: f: G(I NYY.NAi1 11 Ak'f' Vc /IIF' MIAW BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 13 FINAL REPORT MARCH 1, 2006 NORTH DISTRICT AVERAGE HOURS CONSUMED BY CALLS FOR SEr VICE HOUR ICON TUE WED THU FRI SAT SUN 0000 2.9 3.3 3.3 2.9 3.3 4.3 3.2 0100 2.5 3.0 2.4 2.5 2.9 3.7 4.8 0200 ?.7 3.1 2.2 2.2 2.2) 3.6 3.8 0300 2.5 2.6 1.9 2.4 2.4 3.2 3.4 0400 2.4 1.8 1.3 2.2 1.8 3.0 2.6 0500 2.2 1.4 1.0 1.6 1.6 3.2 2.5 0600 23 1.3 1.4 1.3 1.3 3.2 2.1 0700 2.8 1.5 2.0 1.8 2.2 3.0 1.9 0800 3.5 1.8 2.9 2.5 3.5 3. 2.3 0900 3.8 2.3 3.3 3.2 3.7 2.8 2.6 1000 3.6 2.8 3.3 3.5 3.3 3.1 3.1 1100 32 3.2 J.2 3.1 3.1 3.7 3.3 1200 3.5 3.1 3.0 3.4 2.8 3.9 3.3 1300 13 2.7 3.2 3.7 3.1 3.4 2.9 1400 3.2 3.1 3.2 4.0 3.4 32 2.8 1500 3.3 3.5 3.6 3.4 3.9 3.1 3.2 1600 3.0 3.2 4.3 3.7 3.8 3.4 3.5 1700 4.0 3.8 4.3 3.8 4.8 4. GI 4.5 1800 3.9 4.1 4.0 3.7 4.3 4.1 4.9 1900 4. i 4.0 3.5 3.8 3.8 4.0 4.5 2000 4.3 3.8 3.7 3.6 4.2 4.1 4.6 2100 3.9 4.0 3.6 3.1 4.4 4.0 4.2 2200 3.7 2.8 3.7 3.2 4.6 4.4 3.8 2300 3.5 2.6 3.2 2.9 4.5 4.5 3.2 Total hrs = 5' In North peals periods tend to be Friday, Saturday and Sunday evenings from 1700 throuL,h midnil =ht and later. Thy three districts vary in the. total amount of tame consumed by calls for serfic The average hours per week in the South District is 1.1.23.7 hours. In the Middie District. the average is 622.4 hours and in the North District the average is 534.1 hours. The South District is twice as busv as the North District. SE4SON4L i'. KLP TIONS IN YP0RKL0-4D Miami Beach was described to the project team by cite staff as having, three time periods during which police activity, may vat v. JAI ,= Beach has been a wintertime tourist destination for people from the northern United States and Canada for many years. It has also become an entertainment center for people fi all over tine world 'because of the A I IV U 5 MIAMI BEACH POLIO DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 14 FINAL REPORT MARCH 1. 2006 reputation of South Beach. The calls for service data were averaged for each of the three "seasons' defined by the city staff — winter: from December throuL h May summer from June through September_, and fall including October and November. The resulting comparison is shown in the following graph. rrrcrr::r, :.;nv:::xnerr::m: seavc' Tw 111:0N.J. w o LL c y . cn LLI uj CL ui LLJ LL 61- _ J Z _ V. W - - a t = v J - C7: N ti cil r LU LL in Qg 1 - Wj _ r z LLI ui U k v U O O O O O O O_ v w w O L7 O LO G) L'7 O - U. m e I M N N �- � .J I � 6 Q Z L MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 16 FINAL REPORT MARCH 1, 2006 TARGET PATROL STAFFING CRITERIA AND RATIONALE FOR M IAMI BEACH There are no universally accepted standards for how much patrol time should be consumed by calls for service. Many departments set an informal target time for the amount of patrol officer time consumed by calls for service from 30 -40 Other departments may set tamets at 50 1 X, or 60 ° io. A connimorn rule of thumb. established before community policing became prevalent was that 1/3 ofthe time should be spent on calls for service, ll3 on self initiated activity and 1/3 on uncommitted patrol time. Few jurisdictions track closely how patrol officer time is used or set formal targets. However. recent work in other cities by project team members working on this study show the following target utilizations for patrol officer calls for service time: • Kansas Cit; MO — 35% • Chandler AZ (rapidly growimg Photmix suburb of 150,000) — 40 ° io • Tallahassee FL — 67% (with target of 50 %) • West Palm Beach FL — 43 °r0 The target for patrol staffing is a policy decision that is usually balanced by the .work that needs to be performed and the resources a jurisdiction has available for police services. A target of 35% CFS time consumed requires more officers than a target of 50 1 10. An important consideration is how a city wants its patrol officer time used. Local demographics, crime and disorder problems and policing style all can have an impact on the demands on patrol officer time. One city may view the patrol function as primarily composed of response to citizen calls for service. self- initiated activities to deter and discover crimmal activities (through traffic stops, pedestrian checks, and building checks) and a certain amount of administrative aetivin Another department may want its patrol officers. to also be heavily involved in communin policing and problem solving activities. Such activities include spending irine ett.in� w i lvy the cople arlc' :Orndition is th l ° �t attei: nl� c0iilil Iril`L meetings to listen to neighborhood concerns, conduction analysis to develop plans to address comtnunin£ crime and disorder problems, and being a catalyst to bring, local governnnent operations to bear to improve the quality of life in the cin neighborhoods. A third agencv may want it patrol officers to spend some portion of their time conductinL£ follow -up investigations of crime that have been reported. Other agencies may use patrol for some mixture of these activities. Our recommendations for hZiami Beach are based on exrnerience in other agencies, out interviews with cite and police leadership and our direct observations of patrol activity. e offer three targets for the d °partment based on the degree to which the cite wants patrol officers involved in commumn! policing and problem soh,ing. MIAMI BEACH POLICE DEPARTMENT: OPEP,ATIONAL STAFFING OPTIMIZATION REPORT PAGE 17 FINAL REPORT MARCH 1, 2006 In each. target we examine the use of district officers, V>hich are those officers assigned to patrol response duties. District officers include bicycle beat officers since they are regularly dispatched to calls for service in the areas thcY patrol. Tarp ci l — Patrol time is devoted primarily to calls for service response and self initiated activity. • -District officers should handle 80°X, - 90`%, of the calls for service workload in their assigned district. • District officers should average no more than 50% - 60`%, of their available time on calls for service during off -peak times.' • District officer should average no more than 70 ° io - 80% of their time on calls for service during peal: CPS hours as long as the 70% - 80 time commitment is no longer than four hours in duration. Tar(let ? — Patrol time is llsed' for CFC response, Sl actt� its, and sANp for COmri,Llnit }' policing activities conducted primarily by other department personnel_ District officers should handle 80 - 90 ° io of the calls for service workload in their assigned district. a District officers should average no more than 40 - 50` %, of their available time on cans for service during off- peal: times. a District officer should average no more than 70` /� - '80 °i4, of their time on calls for service dtzring peal: hours as long as the 70`io - time cc>minitment is no longer than four hours in duration. District officers should average no more than 5% - 7.5% of their time on out -of- district calls for service Target — Patrol time is used for CFS response, SI activity, with heave involvement of patrol officers in community policing and problem solving, especially during "prime time" community policing hours from noon through 9:00 pm Monday through Thursday. These grime time hours allow officers to attend community meetings, work with community organizations_ meet with business people, and contact other governmental agencies. a District officers should handle 85 °/o - 90 %'of the calls for service workload in their assi(med district. ® District officers should average no more than 35% - 45% of their available time on calls for service during community policing prime time. District officer should average no more than 60% - 70% of their time on calls for service during peak hours as long as the 60% -70 time commitment is no longer than four hours in duration. 11111. f'Z;.`(, 0()% .'R1'J.4/Ft1 r_' INF P£(IPl.1; " MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 18 FINAL REPORT MARCH 1, 2006 District officers should average no more than 3`%, - ° io of their time on out -of- district calls for service under Target 1. the pn'mar use of patrol officer time is for calls for service and self initiated activity. Officers are expected to be busy with periods where they go from call to call, especially during peak periods. When they are not responding to calls their time should be devoted to traffic stops, pedestrian and building checks and other actions designed to discover and deter criminal activity. Non - obligated patrol time should be spent at locations that have been identified as- generators of frequent police activity. The time criteria set for this target considers officer fatiutie factors (hence the four hour limit of 70%x Mo straight) and officer safety — the time conmlitted to CFS should not be so high as to make it difficult to get prompt help to an officer that needs it. Target ? provides for time to be spent not only on CFS and SI but also in support of community policing activities maintained primarily by other departmental personnel. In the South District, RDA officers are chained with community policingT activities within the RDA boundaries and the department is adding six Public Safety Specialist positions – three in the North District and three in the Middle District – to implement a Neil bborhood Contact program. Patrol officers, under Tartlet 2, would have time to make additional household or business contacts to Bret to know people in their beats and to attend some community meeting =s organized by the department's community policing) specialists. Consequently, this target recommends that more time be available during off - peal: CFS time for such activity. It also recommends that a target be set to keep officers in their districts most of the time so that thev become increasingly familiar with the people and conditions in the areas they work. The third target recommends that officers handle almost all of the wort: in their district so that they have as complete a picture as possible of their district` s crime and disorder problems. There is substantial value is officers working the same areas consistently and dandling the bull; of the work in their assigned district. They become increasingly familiar with both the conditions and peoplee in their area and this "local" l nowledge increases their effectiveness. Consequently, the staffing model should seel, to keep them "at home" to the largest extent possible. District officers should be able to handle most 0 dle WOril in tneli Clrstrlct anu Lu 1 `lutS1QC t11elT CLISEDCL n hrc;gUerlil j'. A cornerstone of good community policing is a close identity between officers and the area in which they work. This requires working i17 the same beat on a consistent basis timt to discuss beat problems with tine officers that work the beat on other shifts, and an extensive knowledge of the people problems, and conditions of the beat. The third tar<_ret also seeks to limit the time officers spend on calls for service vice during prime time conmlunir y policing hours so that they Nvill have adequate time to work with the community, business the schools, and other govenunental agencies. RDA officers and the new PSS positions would still perform a significant amount of community policing activities but under this target patrol officers would have the time to become full partners in the department's approach to community policing_ and problem soivin( �+ AX S rrsr.re: r, GqY .95RY;_ JW. Pl:' W.U. " MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 19 FINAL REPORT MARCH 1, 2006 CURRENT PATROL STAFFING CONDITIONS IN MIAMI BEACH The IvIBPD had 149 officers assi<med to patrol response in April 2005. They were distributed over the three shifts and three districts as follows: South Middle North Bicycle Total Officers I ' Midnight 2 6 12 14 4 56 Darr 22 12 14 48 Afternoon 19 12 10 4 45 Total 67 36 - 38 8 149 01' the 149 patrol response officers. four bicycle officers are ass'Lried to midninht shift and four bicycle officers are assigned to the afternoon shift according to the April 2005 staffing information. Bicycle officers respond to calls. for service when heavy traffic makes it difficult for car -based response. They are usually assigned to discrete small areas where their maneuverability is most useful. Their presence in densely populated areas also enables therm to initiate enforcement activities. 1\41arni Beach patrol officers work four ten hour days followed by three days off. There are two hours of overlap scheduled between each shift. This time is consumed by `,% roll call for the on- coming, shift followed by an hour of directed patrol targeted at problem locations. The shift completing- its tour of dui," returns to the station during the last hour to complete paperwork. There was no data indicating how productive this last hour is. Shift times are: • Midnight 11:00 pm (2300 hours) to 9:00 am 0900 hours) • Day 7:00 am (0700 hours) to 5:00 pm (1 700 hours) Afternoon 3:00 pm (1500 hours) to 1:00 am (0100 hours). The department creates a roster of those working for each shift for each day. These rosters were used to develop charts that show the number of personnel hours that are available on the average, each day of the week and each hour of the day. Because of vacation, illness and other leave time not all officers show up as scheduled for shift for each day. In addition officers take meal breaks of one hour during their shift and. when possible, attend court during on -duty hours. If all officers came to work and no leave were taken, each of the 149 patrol officers would have 40 flours available each week (not counting meal breaks and court tinge. This would equal 5,960 hours per week. Patrol officers from this contingent are assigned to staff the front desk around the clock (168 hours per week), to fill in when a detention . officer in unavailable (estimated at 72 hours of patrol officer time weepy) and to staff the ffj usr:rig:r.;:nvsx.vur:.v; sravti7nr;rnr»•r_s• MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 20 FINAL REPORT MARCH 1, 2006 jail van (168 hours per week.) These deductions leave a potential 5,552 hours of patrol time each week. Our analysis of patrol shows that the number of patrol officer hours typically worked each week is 3,925. Compared to the total 5,552 hours if every one came to work this would represent a `show -up rate" of 70.1 %. This means, of those scheduled to work each week, at about 30 °i4, of the time is lost due to leave time. But_ this figure is a bit misleading because the department uses a substantial amount of overtime to fill manpower shortages in patrol. From June 1, 2004 dirough May 31 2005 the department used a total of 29,590 hours for manpower shortages" and 1,149 hours in forced patrol overtime. Critical manpower shortages are usually in patrol and it is estimated that 90% of the manpower shortage overtime is patrol generated. or about 26,900 hours. Added to the forced overtime_, the annual overtime hours for patrol are about 25,050, or about 540 hours per week. Consequently. the hours worked each week, without overtime is approximately 3,388 hours (3,928 hours worked from roster data minus 540 hours of overtime). This represents a patrol show -up rate of 61.0 %. The actual show -up rate may be still lower since patrol response vacancies are often filled by temporary reassignments of special unit officers. The study team did not find any systematic tracking of this reassignllllent practice. A show -up rate of 61.0 °io. is low compared to other agencies. Based on the study team's experience and depending on a jurisdiction's leave time accrual policies. typical rates ranee from 75 ° io to 85 °i4). A recent MA)IMUS study of the Chandler AZ police department discovered a show -up rate of 52.3 %. A high show -up rate usually reflects a young patrol force (at the low end of leave accrual rates') and may also be found in jurisdictions where public employees do not collectively bargain over employment conditions. Chandler has a young patrol workforce.. a result of addin`T many in a short time to handle rapid city growth. Meal breaks and on -duty court time also have an impact on patrol officer availability. An average of about 320 hours each week is consumed by meal breaks and 84 hours by on- dui 1 1.01 11 _: tu..l DeioV Sil J- Lllt weekly available patrol officer time in cluding bicycle officers, by hour of the day and day of the weer:. � A XIM S ),Ft Alf;:(.% U11"E_K,1111::. ^,'.SFR11-TI Mi. ITOI'!J MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 21 FINAL REPORT MARCH 1, 2006 C! Ty WIDE PATROL OFFICER TIME AVAILABLE ADJUSTED FOR MEAL BREAKS AND COURT TIM= HOUR MON TUC WED THU FRI SAT SUN 0000 29.2 28.5 27.9 28.7 31.0 31:2 32.4 0100 19.8 18.6 18.4 19:2 21.0 21.3 21.3 0200 19.9 18.6 18.4 19.2 20.9 21.5 220 0300 19.7 18.2 18.2 18.8 20.7 21.4 22.1 0400 19.4 17.8 17.9 18.5 20.5 21.4 22.1 0500 19.3 17.5 17.5 18.3 20.3 21.4 22.1 0600 17.4 15.9 15.2 16.3 17.7 20.1 20.9 0700 27.4 25.2 .24.7 26.4 27.9 29.3 30.2 0800 29.1 27.1 27.8 28.1 29.0 30.1 30.1 0900 19.8 18.8 19.4 19.1 18.6 20.0 19.9 1000 20.1 18.9 19.4 19.1 18.5 20.0 19.9 1100 19.8 18.4 18.9 18.3 17.8 19.5 19.7 1 1200 17.6 16.6: 16.6 16.6 16.7 18.2 18.8 1300 16.3 14.8 14.8 15.4 15.9 16.0 16.0 1400 15.8 14.8 15.2 15.2 15.5 15.5 14.9 1500 27.6 26.3 27.4 27.5 26.8 26.9 26.1 1600 30.6 28.6 29.5 29.7 29.4 29.6 29.0' 1700 21.4 19.5 19.8 20.1 203 20.9 20.1 1800 21.2 19.3 19.7 19.8 20.2 20.8 20.0 1900 19.5 18.3 18.3 18.6 i 9.3 '19.7 19.4 2000 18.1 17.1 17.6 18.0 18.5 18.8 18.2 2100 17.0 16.2 16.9 16.9 17.4_ 17.7 16.8 2200 17.0 " 15.5 16.4 16.2 16.4 17.1 162 2300 27.6 263 27.1 28.3 28.6 29.0 27.3 TOTAL 3523.6 This staffing pattern can then be compared against the citywide workload presented earner as a test of how well the current allocation of patrol officers meets the target criteria above. This comparison combines the workload from all three of the police districts and compares it to the total number of patrol response officers that typically show -up. It is useful_ in providing a high level vier of the match between personnel and •alls for sewice workload. These results are displayed in th:; next chart. N rasr:rrxr ror= :zvkrr.vrsF.xvsrxrFeor:_e MI IAK BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 22 FINAL REPORT MARCH 1.2006 CITYWIDE AVERAGE PERCENT PATROL OF=FICER TIME CONSUMED ON CALLS FOP, SERVICE HOUR. MON TUE WED THU FRI SAT SUN 0000 49.2% 43.6% 44.0% 40.5% 42.8 61.4 0 0 46.0% 0100 61.5% 63.7% 52.3% 54.0% 54.9°0 0200 62.3% 59.0% 45.1% 49.6% 50.6% 810•• ° !0 962 %'' 0300 66.0% 58.7% 45.4% 53.0% 51.6 $9 6% 1;02 5 %;;' 0400 65.0% 53.2% 46.9% 48.1% 45.1% 950% % 0500 60.7% 46.8% 43.7% 45.2°/b 42.7% 98 9�0 0600 59.3 ° ro 49.2% 44.7% 40.6% 43.1% ' 81.4 79.9% 0700 419% 33.0 % 30.1% : _216%, .:27:7% 42.5% 41.0% 0800 46.9% 36.2% 38.4% 30.5% 33.9% 34.890 38.4% 0900 78.8% 66.5% 67.1% 56.9% 61,1% 55.0% 63.0% 1000 76.0% 72.0% 70.0% 64.6% 58.2 61.6 0 /o 66.9% 1100 74.7% 76.6% 74.9% 72.9% 66.2% 69.2°/o 76.2% 1200 94 fi% $7 4% ;80 4 °la' 78 0% 77 590 78.8 1300 1�D5 2% 909 91 4% 900 °l0 1400 11031% -- , 94 5% 90 2 1 92 1 %,.. 102 $ °!0 320% 11 "1 7 - %' 1500 527% 56.0% 55.8% . 53.1% 60.6% 54.2% 55.8% 1600 45.0% 51.5% 56.0% 52.4% 58.0% 50.8% 52.6% 1700 72.9% 71.9% 79,1% 83 4 %, 1800 70.9% 73.5°/0 77.7% 781 ° io 871 %' 86:80!0 }812 ° l0; X 1900 73.2% 75.3% '81.1 % 2000 73.0% 76.8% 78.3% 74.5% "92 5% .`I 97 2100 73.1 77.0% 78.3% 68.9 ° /0 929%a 1D4X% 8Z %o 2200 75.0% 68.5% 75.2% 71.9 %8�5% . 11 2300 45.4% 40.8% 41.1% 41.4% 59.6% 67.7 52.8% V the entire city is considered, a number of issues emerge. First, the Target 1 criteria specified that district officers should average no more that 70 % - 80% of their time on ul;: f °`R . `3 - �c '1 tti P* su:1; t: .rt slloul ' '� °_ 15` n: longer than four hours. The shaded areas represent time periods when the workload exceeds 80 ° io or when workload is below 30 °ib. There are a substantial number of these shaded areas which represent workload time consumptions outside the Target 1 criteria. Secondly, there are periods that show a commitment to calls for service that are over 100 ° io. This means that units other than patrol are helping bandle the calls for service workload. The chart above indicated that under current conditions, patrol officers, by themselves, are not handling all the calls fo? ser�rice work. Comparin- the total time needed for calls for serer rice_= 2.298.5 hours -to the patrol officer tune available= 3,523.6 hours -shows that. if patrol officers were to handle all ofthe CFS workload. 68 °/0 of their time would be committed to calls for service. std Y rrtc+.re :c corsRr..rr;. :.tirace rrr: r *snr•r. ?: . MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION R EPORT PAGE 23 FINAL REPORT MARCH 1, 2006 Other units, however, help out with the calls for service workload. The next table shows the percent of the calls handled by each unit: !South District Units 39.7% Middle District Units 22.5 °0', North District Units 1 20.3% Bicycle Units 7.1% Sergeants �_ 2.4% RDA j 1.7° Detect Units 117 %, (School Units IPSS 0.7 %j Beach /ATV 0.6 %i " Oft Duty Units 0.5% IMISC 0.4 °ro Robber , Detail i 0.3 K9 0.3 Lieutenants 0.3% Motor Units 0.2 SEPT 0.2% CST 0.2% AN 0.1% Officers from the three patrol. district units plus the bicycle officers account fo; g9.6`%� of the total calls. Bicycle officers are an important part of the calls for service response in Miami Beach. They average about 102 hours a weel; on CFS in the South District, about 22 hours in the Middle District and 32.5 hours in the North District. This represents 9.1 % of the total CFS work in the South 3.6 in the Middle, and 6.1 °/, in the North. The MBPD allocates its officers based on the three districts. Consequently, it is' important to examine the match between district officers and the workload in their assigned district. The next two tables show the time that North patrol officers (including bicycle officers) have available and what percent of their time would be consumed if they_ responded only to calls in the North District. �P "U, IiSt:Pl.'('GCiVr RNAiF, „'- 'f.SFAIETHE t'i:f.7/'LI ° MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 24 FINAL REPORT MARCH 1, 2006 NORTH PATROL OFFICER. TIME AVAILABLE ADJUSTED FOR MEAL BREAKS AND COURT TIME HOUR MON TUE WED THU FRI SAT SUN 0000 8.3 8.2 7.9 8.4 9.0 8.6 9.1 0100 5.3 5.2 5.1 5.5 6.1 5.9 5.9 0200 5.4 5.1 5.1 5.6 6.0 5.9 6.1 0300 5.4 5.0 5.1 5.4 6.0 6.0 6.2 " 0400 5.4 4.8 4.9 5.2 5.9 6.0 6.2 0500 5.4 4.8 4.9 5.2 5.9 6.0 6.2 0600 5.3 4.7 4.8 5.1 5.7 5.9 6.2 0700 8.4 7.6 7.5 8.2 8.6 8.9 9.1 0800 8.8 7.7 7.9 8.2 8.5 9.0 9.0 0900 6.3 5.3 5.3 5.3 5.2 5.9 5.9 1000 6.3 5.3 5.4 5.3 5.2 5.9 5.9 1100 6.2 5.1 5.4 5.2 5.3 5.9 5.9 1200 5.5 4.2 4.5 4.5 5.2 5.6 5.7 1300 5.1 3.8 4.2 4.3 4.7 4.7 4.7 1400 5.1 4.2 4.4 4.7 4.5 4:4 4.2 1500 8.7 7.9 8.0 8.1 7.8 7.6 7.5 1600 9.2 8.6 8.6 8.5 8.4 8.5 8.7 1700 6.3 5.8 5.8 5.9 5.9 6.0 6.2 1800 6.3 5.8 5.9 5.9 5.9 6.0 6.1 1900 6.0 5.7 5.7 5.7 5.8 5.7 6.0 2000 5.6 5.2 5.2 5.4 5.5 5.4 5.6 2100 5.0 4.8 4.8 4.6 5.0 4.9 5.0 2200 5.0 4.3 4.6 4.1 4.7 4.7 4.6 2300 8.1 7.5 7.8 8.1 8.1 8.1 7.9 1024.0 The next chart demonstrates the resulting time commitments that result from comparing the current North patrol officer availability matri„ aLrainst the calls for service generated in the North District presented earlier. HE"t'f,GG. "Vi:.'P. ti.57':::'.SFPt-(_701F M IAMI BEACH POLICE DE PARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 25 FINAL REPORT (MARCH 1, 2006 NORTH DISTRICT: North District. ?afro! Time Consumed if a[! CFS work, were handfed by North Patrol Officers I l_IP MOO TLIE Wen THl I FRI SlsT C! Inl 0000 35 ° /1 40% 41 34% 36 49% _ 35% 0100 47% 59% 47 45% 48% 6390 0200 50% 61 % 42% 39% 39 60 62 0300 45% 53 37% 4590 40% 54% 541,0 0400 44% 38% 26% 4290 31 50% 41 1 /1 0500 4090 30% - 1.9% 30°x0 27% 5490 41% 0600 43% 26% ;28% 24% 23°X1 54% 33% 0700 34 0 /0 19% 26% 22% 25°X1 34% .20% 0800 3P% .23% 37 30% 41% 34% 25% 0900 .61')/'0 43% 6390 61 7 2% 48 44% 1000 57 1 /1 53% 61% 66 63% 52% 5290 1100 .52% 63 58% 59% 58% 63% 56 1200 6490 74% 67% 76% 54% 69% 5890 1300 64% 71% 76% $7% 67% 73 62 1 400 63% 74% 72 % 75 °0 71% 67% 1500 37 44% 44% 42% 50% 41 % 43 °/0 1600 '32 "/'o 37% 50% 4390 46% 40 1 /c 40% 700 6 65% 74 90 65 °/1 X8lfl /6 67% 72 1 800 63% 70% 67% 64% 72% 68 900 68% 71% 61 6690 65% 69 1/0 2000 77% 73% 71% 68% 76% 755 1 /1 2100 7 8 ° /c ,;:. 53,% 7 4% 2200 75 64% €t1 %'- 79 %7% 2300 43OX. 34 41% 36% 55% 56% 4090 With the exception of a few, peal: periods. if North District patrol officers were to handle all CFS work they would generally meet Target I criteria. Ovcrall, 52�0 of their available time would be consumed: There would be a fairy consistent pattern of work below 3Mo time consumed under this socrlarlo. 1.10WBvc thes` tlnies are al the end of the shift and durinc� shift 0 am,` - 111 the earl -v morning when more officers are present. Currently. North District patrol officers handle 72 °/0 of the time consumed by North District CFS workload, They receive substantial assistance from Bike units and South and Middle. District patrol units. The next two charts show the parallel situation in the Middle District. The first chart shows the time available from Middle District patrol officers (including bicycle officers I W1 Ll S MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 26 FINAL REPORT MARCH 1, 2006 MIDDLE DISTRICT TIME AVAILABLE ADJUSTED FOP, MEAL BREAKS AND COURT TIME HOUR MON TUE WED THU FRI SAT SUN 0000 8.2 8.6 8.3 8.8 8.9 8.6 9.0 0100 5.7 5.5 5.4 5.7 5.9 5.6 5.7 0200 5.6 5.6 5.4 5.6 5.9 5.6 5.9 0300 5.6 5.6 5.4 5.5 5.7 5.6 5.9 0400 5.5 5.5 5.4 5.5 5.7 5.5 5.8 0500 5.6 5.5 5.4 5.4 5.7 5.6 5.9 0600 5.6 5.4 5.2 5.1 5.6 5.5 5.9 0700 8.6 8.2 7.9 7.9 8.4 8.5 8.8 0800 8.6 8.3 8.4 8.1 8.6 8.8 8.9 0900 5.9 5.8 5.9 5.6 5.6 5.9 5.9 1000 6.0 5.8 5.8 5.7 5.5 5.9 5.9 1100 5.9 5.8 5.4 5.2 4.9 5.7 5.8 1200 5.5 5.4 4.9 4.5 4.3 5.2 5.6 1300 4.9 4.9 4.5 4.3 4.5 4.5 4.8 1400 4.6 4.8 4.7 4.5 4.6 4.5 4.4 1500 8.4 8.0 8.4 8.4 8.1 8.0 7.5 1600 9.6 8.8 9.0 8.9 8.8 8.8 8.3 1700 6.7 6..0 6.2 6.0 6.0 6.2 5.7 1800 6.6 5.9 6.1 6.0 6.1 6.2 5.7 1900 5.9 5.3 5.5 5.6 6.0 6.0 5.7 2000 5.7 5.0 5.2 5.3 5.6 5.6 5.3 2100 5.6 5.0 5.2 5.3 5.4 5.5 4.9 2200 5.3 5.1 5.3 5.4 5.0 5.3 4.7 2300 8.4 8.0 8.5 8.5 83 8.2 7.6 1045.2 The total available time is 1,045.2 hours. for the averaae week. The next chart compares this time, to the calls for serrnice time to see the picture if Middle District patrol officers were to handle all of the Middle.CFS workload. IINAu S MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 27 FINAL REPORT MARCH 1, 2006 MIDDLE DISTRICT: Middle District Patrol Time Consumed i' all CFS wort: were- handled by Middle Patrol Officers HQIIR [\A ,)N T(JE VVED THI_I FRI c,/, g1_1KI 0000 49 °0 33% 35% 36% 36% 53% 42% 0100 55% 40 ° io 40% 55% .44 %, $6 ° 10 10a %n 0200 51% 38% 35 51% 42%, 73% $8 %' 0300 643 34% 45 0 !0 39% 45% 75% 75% 0400 53% 42% • % 47% 29% 39% 184. 71% 0500 40% 44 % 40% 29% 30% 75% 63% 0600 42 %; 43% 35 °0 28% 29% 54% 73% 0700 37% 30% 30% " '23% 27% 38 0800 49 0 /o 38% 44% 31% 30 °0 23% 39% 0900 x$4 %° 70% 78 63% 62% 45% 59% 1000 67% 68% 67% 61 51% 66% 1100 ';:. 65% 79% x':83 °l °' .77 °0 56% 70% 1200 113.. %I' 81 - 81 %" 100 °!0' k(?'1: %0 66% 1300 126% 97 ° l0 109 %' 109 ° io $2 111%. 1400 120 °l „d . _7 %„ 166 %,., 1500 54% 54% 61% 60% 59% 45% 62 0 io 1600 42% 52 % 54% 49% 57% 40% 48% 1700 74 %0 72% 68% „81% ; 8.'3% 80 62% 1800 57% 72% 69 0 /0 78% 78% 76% 60 °'0 1900 58% 75% 75 ° /0 77 °'0 2SL /o I 78 ° /0 2000 58% 77% 70 %o 70% 76 � 629/ 2100 55 ° ,0 b4. ° la ( 6`3 °0 69% ¢1 ° !a , .38 � 2200 54% 56 °r0 9 %;? 74% 90% , 9 O 68% 2300 30% 36% 35 °0 41% 52% 60 °o 50 °0 The primary probicin in the lyi.iddle District would be mid -day, every day of the week. Middle District patrol officers would also have staifm(y problems on Saturday night and continuing into Sunday morning. The fairly frequent times with over I ()O% ' time consumed indicates thbt those periods would require help from units other than Middle District patrol officers. under current conditions Middle District patrol officers would have difficulty ineelinL i argot i criteria. Overall of their available tune would be consumed. Several time blocks would fall below 30 time consumed, primarily in the early morning. This is most prevalent on Thursday morning. Currently, Middle District patrol officers handle 632 of the time consumed by 1Viiddle District CFS wor %.load. Thee receive substantial assistance from South and North District patrol units, and from sergeants. The next two charts show the situation if South patrol officers were to handle all of the calls for service workload time in the South District. The first chart shows the time available from South District patrol officers (including bicycle officers). Imo~MU” .. 1lE.`.Ptl,cCrIYYR >VAfF.N SF.RV;' Flip Prelpu -:' MIAMI BEACH POLIO DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 28 FINAL REPORT M ARCH 1, 2006 SOUTH DISTRICT TIME AVAILABLE ADJUSTED FOR MEAL BREAKS AND COURT TIME HOUR, MON TUE WED THU FRI SAT SUN 0000 12.7 11.8 11.7 11.6 13.1 14.0 14.3 0100 8.8 7.9 7.8 7.9 9.1 9.9 9.7 0200 8.8 7.9 7.8 8.0 9.1 10.0 10.0 0300 8.7 7.7 7.7 7.9 9.0 9.9 10.0 0400 8.5 7.4 7.6 7.9 8.9 9.9 10.0 0500 8.3 7.1 7.3 7.7 8.7 9.8 10.0 0600 6.5 5.7 5.2 6.0 6.4 8.7 8.9 0700 10.4 9.4 9.2 10.3 10.9 11.9 12.2 0800 11.6 11.1 1 11.8 12.0 12.3 12.2 0900 7.6 7.8 8.2 8.3 7.8 8.1 8.1 1000 7.7 7.8 8.2 8.1 7.8 8.1 8.1 1100 7.6 7,6 8.0 7.9 7.6 7.9 8.0 1200 6.6 6.9 7.2 7.6 '7.2 7.4 7.5 1300 6.3 6.1 6.1 6.9 6.8 6.8 6.6 1400 6.0 5.8 6.1 6.0 6.4 6.6 6.3 1500 10.5 10.3 10.9 11.0 11.0 11.3 11.1 1600 11.9 11.2 11.8 12.3 122 12.4 11.9 1700 8.3 7.7 7.9 8.2 8.4 8.7 8.2 1800 8.2 7.6 7.6 7.9 8.2 8.6 8.1 1900 7.6 7.4 7.2 7.3 7.6 8.0 7.7 2000 6.8 6.9 7.2 7.3 I.3 7.8 7.3 2100 6.5 6.4 7.0 7.0 7.0 7.3 6.9 2200 6.8 6.1 6.5 6.8 6.7 7.1 7.0 2300 11.1 10.8 10.8 11.8 12.2 12.6 11.7 - 1454.4 South patrol officers average about 1.45^ hours per weel: in available patrol time. The next chart compares this time to the calls for service time consumed in the South District to examine the extent to which South patrol officers miLht handle all of the South District CFS workload. ;eaertn r, rnv = k;,:.rc.at ssx:_ nre. rttnrl.L` MIAMI B EACH P OLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 29 FINAL REPORT MARCH 1, 2006 SOUTH DISTRICT: South District Patrol Time Consumed if all CFS work were handfed by South Patrol Officers HOUR MON TUE WED THU FRI SAT SUN 0 57 °0 49 ° o 50 % 48 51% 72% 53% 0100 72 77% 61 60% 131 %0 0200 74% 67% 52% 56 ° /0 0300 77% 78% 51% 68 63 %, X2 116 % 148 °0 0400 $4 71 59% 65 59% ' 125% 14;5: 0500 * 87% 60 %° 61% 67% 620 135% F 136 °l0 0600 86°10 74 67 i0 64% 73 0 , ; 197% 0700 55% 45% 32% 25% 32% 60 0 /0 59 %u 0800 50% 42% 35% 30% 31% 43/0 48% 0900 °88% 77% 62% 49 °0 51% 67% 79% 1000 80% 389 ° %0 76 0 i0 62 ° /u 52 76 ° i0 79 ° /0 1100 X88 °l0 95% 82% 75% 62 ° 0` :82 %' 94. °l0 1200 104% 100% $8 °fo' 66% n 1300 1400 1,24% h 115 %, gl °lg, . °$'.5% 1,1.8 % 11:0 °l0 .434% 1500 63% 65% 60% 54% 69% 69% 60% 1600 57% 61% 62% 59% 67% 66% 64 1700 80% X102 99 %' 1800 88 ° l0 76 89% y $8 °/A ' 104% 104 ° l0 97. °l0 1900 X88% 77% x x `97 °l0 91 % 101 % (10 ° l0 11 Q ° fo 2000 81.'% 96% 2100 83% �; 82% 89 %0 70 ° 0 103 %�'- 1 °3 %,. 99 , 2200, g %. ., :2 %, 8,4 °,0 65 % 106 %`c 1.3r 10,1 °[0 2300 54% 48 45% 45% 67% 79% 61 About the only times when South patrol officers would meet the tar,et criteria is during the shift overlap times. There are frequent time blocks over 10Bo time consumed. South patrol officers would average 773 of their time consumed if they were assigned, under current conditions, to handle all South calls for service workload. No time blocks would be less than 30 °/, time consumed. Now a substantial portion the -- vi calls for >c,vice workicad is handled b; bi vcl officers. They are assigned to handle calls for service work, especially during times and in areas where it is difficult to respond via a patrol car. Bike units avera(re about 102) hours a week on calls for service in the South District. This accounts for about 9 of the total South District CFS workload. Other units that make a substantial contribution to handling_ the South District worn load include RDA officers, serUeants. Middle District officers and detectives. Overall, South patrol officers handle 60 of the South District CFS VVorkload, which coupled with bike officers at 9°/,. accounts for 69`%) of the total South workload. Linder current conditions the time of district ass /« nod patrol officers is consumed as follows: S . MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 30 FINAL REPORT MARCH 1, 2006 South- Middle- - Percent; Percent' Perceht Hours Hours Hours Total time 1454 1045 1024 available In- district 676 46 )3 38 381 .37% CFS Out of X7 48 5% district CFS Self- ?74 19% 17� 1'.7 « 177 1 °5 00 ,, initiated activities j Other patrol 447 3HX6 4?6 41 %0_ 438 43% time This view is somewhat discordant with the analysis presented earlier. The response units in each district have significant amount of 'other patrol time', time not spent on calls for service or formally recorded self- initiated activities. During this patrol time. units may check buildings. check known hazards- and spend time in places that generate frequent calls for service. Some of this time may be spent when officers provide informal back up at disturbances that miC7ht escalate. No district patrol group averages more than 50 °io of its time on calls for service (for South patrol. in- district CFS and out of district CFS total 50 °1b of the available time). In hZiami Beach., other units substantially supplement the officers assigned to respond to calls for service. Special units assist with calls for service response and act as a ready reserve to fill patrol vacancies. Overtime seems to be readily available to fill patrol vacancies. To further illustrate this point the next three charts show the average time consumed on calls. for service try each dist?lct`s nab response officers. Z N /iu ls, MIAMI BEACH POLICE !DEPARTMENT: O PERATIONAL STAFFING OPTIMIZATION REPORT PAGE 25 1 FINAL REPORT MARCH 1, 2006 ALL Cr=S WORK BY SOUTH UNITS AVERAGE TIME CONSUMED Hill IF? P\AC1N TI IF V\ /ter) THI_I ;:RI CAT CI IN 0000 43.7% 35.5% 41.6% 31.5% 37.2% 46.5% 32.2 %, 0100 54.3% 58.6% 48.7% 32.3% 42.5% 59.1 % 83 0200 51.2% 49.5% 40.3% 26:8% 39.6% 59.5% 78.2 0300 56.9% 55.9% 40.8% 31.0% 43.1 67.0% 04.00 63.2% 53.6% 49.3 28.1% 38.1% 65.8% 79.1% 0500 64.7% 45.8% 46.4% 28.3% 42.4% 73.0% 77.3 0600 65.2% 54.4% 45.9% :26.5% 472% 65.4 0 h 68.6 ° /0 0700 39.8% 32.0% 231% '10: "5% 1 21.2% 34.5% 35.5% 0800 38.4% 29 .'0% 25:8% 19;4% 22.9% 25.1'% .27:9% 0900 62.6% 49.8% 45.7% 39.8% 40.0 /o 42.5% 48.5% 1000 57.6% 51.2% 57.0% 48.7% 40.0% 48.3% 50.1% 1100 59.8% 57.6 57.4% 55.1% 47.9% 54.3% 60.0 1200 70.7% 65.5% 59.2% 50.9 %, -57.4% 64.1 68.3% 1300 „x'80 1% 73.8% 68.6% 59.4 64.3% 66.1% 77.8% 1400 77.1 74.7% 62.60'0 57.7% 76.3% 663% 76.9% 1500 40.4% 41.5% 40.9% 34.6% 43.8% 40.4% 38.7% 1600 39.4% 38.1% 38.4% 33.3% 42.6% 39.0% 46.2% 1700 58.6% 52.5% 54.5 57.1 69.0% 66.2% 69.9% 1800 66.5% 55.4% 53.5% 52.4% 67.0% 66.5% 65.4% 1900 66.9% 60.8 57.5`/0 53.8% 69.5% 67.0% 66.7% 2000 60.1 56.0% 52.0% 48.1% 75.7 67.9% 59.7% 2100 56.0% 58.7 53.0% 44.8 67.4% 75.9 0 /0 . 58.5%, 2200 60.9% 61.4% 54.6 % - 47.7% 64.6% 77.0% 61.9% 2300 37.3% 37.7% 31.6% 34.9% 42.9% 50.8 41.6% South district patrol officers exceed the 80 threshold only three times during the course of the week. The time consumed by call for service falls below 30 ° io during, the morning shift change and on Earle Thursday. The middle district chart is shown below. US HF,l.Yf':G GD4F'ltkMF..t7'5F.RV: THi� /GOff. l," MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 32 FINAL REPORT MARCH 1, 2006 ALL CFS WORK BY MIDDLE UNITS AVERAGE TIME CONSUMED HOUR. MON TUE WED THU FRI SAT SUN 0000 35.2% ' "26.3% 29:2 %_ . 28.7.% 218,% 38.'090 31.6% 0100 39.3% 37.7% " 31.3% 53.5% 32.2% 58.5% 0200 36.1 ° io 33. 2 % 24.5% 50.0% 30.8% 47.2 0 'o 60.7% 0300 41.3% 27 ".9% .27.6 % 41.2% 33.8% 51.4% 55.4% 0400 36.2% 28.0 %" :29.3% 30.3% 1 27.3% 55.6% 52.0% 0500 29:7% 29:4% 26:8 33.2 ° io 20:8.:°/0 50.4% 5 i .7% 0600 .29.1: 29:1 ° l0 ';21:3% 30.2% ;21:8% 41.3% 54.4% 0700 25:4% 20.1 " .:19:6:% 21:6% 1,7:0 % 21:2 °0 0800 31.6% 26:8% 28 6 %. 27.1 23:2% .20:4% 31.6% 0900 57.5% 501% 51.6% 51.3% 49.0% 37.890 50.3% 1000 60.5% 52.1% 45.4% 46.2% 45.7% 40.90% 54.5% 1100 60.4% 52.8% 50.0% 56:0% 56.5% 45.7 0 /0 59.9% 1200 75.2% 61.3% 52.5% 63.9% 742 50.5% 71.8% 1300 _80 3 %'': 61.2% 59.9% 70.4% 71.9% 67.1% <88 9% 1400 78.6 60.4% 62.0% 73.7% 71.5% 70.3% ?951 %�: 1500 38.0% 36.9 34.6% 41.3% 39.9% 36.4% 49.1% 1600 32.6% 38.8% 28.4% 33.7% 35.3% 30.2% 37.7% 700 56.8% 52.5% 39.5% 49.1% 54.8% 54.2% 51.9% 1800 42.8% 49.5% 42.0% 47.8% 50.6% 48.9 48.3% 1900 44.7 %. 54.0% 43.1% 46.5% 51.2% 51.5% 58.5 0 0 2000 45.1% 55.2% 37.5% 39.2% 49.6% 61.1% 53.090 2100 44.3% 41 .790 33.3 °i0 37.1% 50.1% 60.4% 617°0 2200 39,1% 40.8% 35.39'o 39.4% 5 1.690 65.0% 54.7% 2300 24.1 -% 29:2% 21.3% 21:9% 32.2% 45.1% 35.8% Middle district patrol officers exceed the 80 time consumed target onl]l four times during the average week. The amount of their time consumed by calls for service falls below 30% 3 � time during= the average week. These workload low spots are at morning and even= shift chances and during early mornings on Tuesday Wednesday and Friday. The final chart of this sequence, that for North officers, is displayed below. A'K U S MIAMI BEACH POLICE DEPARTMENT; OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 33 FINAL REPORT MARCH 1, 2006 ALL CFS WORK BY NORTH UNIT S AVERAGE TIME CONSUMED HOUR` MON TUE WED THU FRI SAT SUN .._... _ .... . 0000 30.4% 34.1% 34.5% 29.7% 36.3% 43.2% 29.8• ° /u 01"00 41.6 45.6% 43.5% 39.5 °0 44.0% 60.6% 71.0% 0200 40.8% 46.0% 39.3% 32.7% 37.8% 54.8% 53.0% 0300 36.7% 412% 35.9% 37.0% 37:3% 47.3% 47.6°x, 0400 35.0% 28.7% 25.3 % 34.0% 293%0 44,7% 39.3% 0500 ::29:5% .24.5% 18:1.% 24:8.% 24.6% 48.9% 39.5-% 0600 34.1 % 23.2% 27:4% 19:9% 22:9.% 46.5 34.0 0 /'c) 0700 :26:7°x, '16:9% 25;0% 17:6.% _24:9.% 30.1 % 19.4% 0800 32.1% 19:8% 30.0% 20 ;4% 35.0% 30:5% 246% 0900 45.4% 32.7% 44.1% 35.0% 562% 41,0% 40.0 1000 41.1 36.4% 40.9% 35.5% 46.5% 41.9% 47.6`i0 1 100 38.3% 41.0 0 1, 42.3% 32.1 % 44.8% 51.9% 51.4% 1200 49.2% 4 9.6% 45.6% 37.9% 41.5% 58.3% 54.4 1300 52.2% 51.1 47.4% 43.1% 52.7% 58.7% 54.5% 1400 48.5% 47.0% 43.3% -41.6% 53.9% 54.7% 58.8% 1500 29;2% :28x5 ° �o 27:7% 23 3 33.9% 31.9% 37.3% 1600 274% -27:5 34.9% 31.1 0 X0 34.1% 31.9% 35.6% 1700 52.6% 49.1% - 62.8% 62.0% 62.9% 56.0% 60.3% 1 800 48. 5% - 4 9 5 9 nog a1 8 5 70/ c, C! 1900 50.7 52.6% 51.8% 61.6% 51.1 % 60.3% 61.0 °0 2000 515.940 54.8% 57.2 60.3°/ 7. °i, C3.�% 63.6 2100 57.3% 59.9% 61.6 65.0% 65.8% 72:6°/ 627 °ro 2200 572% 48.0% 63.4% 75.9°x0 74.8 76.7% 66.3% 2300 32.8% 26.0% 32:5% 34.7% 45.9% 44.1% There are no times during the weel: that the North officers exceed the 80 % target. Their- CFS workload falls below 30 time consumed 30 times. These times include early mornings Tuesday through Friday and during afternoon shift changes I'vlonday throuc Thursday. The analvsis in this section shows that there is a significant amount of calls for service work in Miami Beach that is being performed by units other than those assigned to this task. in addition, it shows that district assigned patrol response officers rarely exceed a calls for service workload level of 80 of the available time consumed. Compared to the target criteria, patrol response officers meet almost all of the targets, for almost all three taracts with the exception of handling_ 80 %, -90 ° /0 of the calls for Bernice workload in their assigned district. South units handle 60 of the CFS workload in the South.. Middle units handle 63`i0 of the Middle CFS workload. and North units handle 7?'%, of the North District CFS workload. The next section explores how the City of Miami Beach miLTht optimize patrol staffing to better match patrol resources to the wort: that needs to be performed. FlFJ,PIkC (i01'rY.Y.NFi.<; ".5 "F_Rt'( FtlP. I'L{ ItS' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 34 FINAL REPORT MARCH 1, 2006 OPTIMUiV, STAFFING MODELS FOR M IAMI BEACH The starting point in develop optimum staffmg models for patrol response in the Mian ' Beach Police Department xvas the average .weekly work load compiled from -the dispatch data 3une 1, 2004 through May 31, 2005. Because of differences from district to district, the models were applied to each of the three districts. There are numerous scheduling and days off patterns used by law enforcement agencies. The common element in most of them is that they are designed to compi }l w ith the F all' Labor Standards Act (FLSA) that specifies that law enforcement officers may worn 171 hours in a 28 day period before becoming eligible for overtime payment. Most shift lengths are designed around 8.5, 10, or 12 hour days with a variety of days on, days off patterns. Each shift pattern has strengths and weaknesses. The 8.5 hour schedule provides little overlap between shifts and officers have only two consecutive days off. The 10 hour schedule provides for substantial overlap and allows three consecutive days off but may require more officers than the 8.5 hour shift. The, l hour schedule may reduce the number of officers needed but often does not match well workload peaks and valleys and tends to result in increased officer fatigue. This analysis uses the following, connnon schedules: r Five 8.5 hour work days followed by two days off (170 hours per 28 days), E Four 10 hour work days followed by three days off (160 hours per 28 days), Two 12 hour wort: days followed by two days off (I 68 hours per 28 days). A common set of assumptions was used for each model. They included the following: ® Based on the calls for service analysis the average weekly calls for service workload is o 1123.7 hours in the South District, v 622.4 hours in the Middle District and o 534.1 hours in the North District. A show -up rate of 75 is used in the models. As described earlier in this report. with overtime. the current show -up rate is 70.1 %. ' ithout overtime, the rate is 60.1 %. These current rates are low compared to more typical rates of 75 0 r4, to 85 in similar department. In the implementation section of this report, we offer recommendations to increase the base show -up rate so that overall the department would have a 75 °�6 shov -up rate more in keepin« with industry averages. As the . show -up rate lowers more officers need to be assigned; more officers need to be pulled from special units to fill patrol vacancies or more overtime needs to be used. A higher rate on the other hand. requires fewer assigned officers. As is discussed earlier, show -up rates over 80 are more typical in departments with young patrol forces and in jurisdictions without collective bargainmL Therefore a target rate of 75 %, for Miami Beach is a reasonable goal. S MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 35 FINAL REPORT MARCH 1, 2006 ® Each of the three Targets discussed earlier offered a ranLse. of tune.- consumed ' averages for non -peak and peaks hours. To develop the optimum models a. mid - c`_. _i rcnni a mi_ ':)c __. rr__ _ Fan that, C LiAVU pvirli Vf. VV /0 1. ILJGCl. 1111) rel.V gn1GGJ ua6[sc of'uccaal 111 the workload, the time consumed will be higher than 60°1 during peak periods and lower than 60% during off-peak periods. Over the course of the avera week patrol response officers should be expected to devote 6M'o oftheir available time to calls for service. This is a blend of pea]: and non -peal: time. It also takes into account the wide variation in workload in Miami Beach, especially in the south District. Similar agencies ]acl� the pronounced variations between peaks and low points found in Miami Beach. A staffing model that seeks to match precisely the number of officers to time. - consumed targets would vary the number of officers each hour, or used a split shift approach to strive for the best matches. Project staff has a very broad range of experience with U.S. police forces and could cite only one.jurisdiction that used a split shift approach. Frorii these factors, to handle the'calls for service workload at an average of 60`%, time consumed the following number of-patroI officers would be needed: Optimal staffing Needs Model Projections , Current Assi nment South District 63 67 j ]\/j'Iddle District 3� 36 I North District i 30 1 38 � Total ] ' 149'` This includes the eight bicvcic otticer tha *.are asst2ned tc shifts rather than districts. Depending on need. thev may worl: in any district althou_h they most frequently work in the South District, with secondary assignments in the North. The iterations needed to meet the requirements of each model may alter the number of officers required in each district. Variations in workload create circumstances that make it impractical to alter the number of assigned officers each hour of the day. So, some imbalances occur. There is less work that needs to be performer] at some times during the shifts than at other times. Acceptable staffing needed for peak periods may result in >ffl e: ha ving low ] el : rl{ Lln t- consumed during tithe: trmcs. Thos may times for directed patrol and increases in self- initiated activity. The results for each staffing model are p resented below. I HFt,�lt'f.' (;C VpAN.4fti.:T SFkY.c lIJI NL:i)f 4� ` O O < H M O _ r_ u� - - ✓. CL LL Cl) .0 O G CJ C - G� O¢ Z_ o o G o 0 0 0 0 -- -- -- -- - - - - - N ry N W W VJ 3 z m .n m � °' O - cl J LL sl tf fD < m m. r"I m m v. v, tD tD tfi tfr r_ m cD ID t u, v, < Q < G C < G F- W L cD O c c c zR z c c- � C - _ - - W C > L o LL LD LL LL c r v W � 5 a - F _ - - - - - u-, c m m < - o Lc-' � � LU C ILI 112 S Q < < C G G �- r _ m u, r. c yr z7 z5 Q L m llJ yr an e c < ur cc v. v r r _ a �n �n Z[ LLJ LL w LLI CL Q Z _ w �- .. -- - - - - - - - vJ z- < � o < to cn C� t.Ll CD CN cr, C.f < Dij rj qj \ \ � / ƒ � - � . . of) r) ri 7= LL LL � ® i - \ \ / z � \ � �� \/ a� . Lu cr (L J \ /_ � . . LLI LU / cj 7 ,j LLI —j \ \ / \ ` ` EL = = / / �� �-� = U 0 < CL / \ \ \�� . . - \ —CZ O O LJ CN CL ED < - LL - v zt o �9 �" Li LLJ S.IJ U r cz J _ LL1 v = cr L 2 p V LL ME v v -nor., < LL > _ — _ _ _ _ w v N Cf) U J= EL 77: r5 L1J - _ _ a - _ Cl II o, m c r. — LLh -� <�. — Gl - ' U _ J W W v . .:. ,.� m �� w w r- r- , em ° ; _, < -' r - 0!) . v: L M, 0 o Gd < Z c = c ° ° _ _ - — i O N . CID, EL lo' < It O 7 LL- E -- - - — — - — - — — - - I PI T � LLJ T < < G < LL c LL T 2 M U) MET l" C, C LL LL Y, U) z CD LLI < CL Z L 3 - - - - - - - - -- LU 7Z LL LU LLI In LU w 2 < -- - - - - r' o CG U w o oD r N — r v Ci �- o1J J O _ o_Li u oU 4 v Z C v r CL) LLJ U O Q L u W W co MIAMI BEACH POLICE DEPAPTMEIJT: OPERATIONAL STAFFING OPTIMIZATION REPOP,T PAGE 41 FINAL REPORT MARCH 1, 2006 The tables below surmnarize the three staffing models. Patrol Officers Needed; "Optima(" fViodels �t l °tr;c: [�c�s gn 4 � Dr i c+C + 1 - . BIZ L..1 I f LI I ' 1 ��+1 i 1 l.v Ulri iJ � V.� IVUI I I L I IvUr South District 67 63 64 70 70 �IAiddle District 36 35 37 42 33 North District 3O "renal i 149* 128 1 135 � 148 137 *hicludes bicycle of ricers. j Average Time Consumed by CFS "Optimal" Models District 8.5 Hour 10 Hour 12 Hour 1 South District 58.5 53 8'i0 � 53 5°ii, Middle District 56.Mi, j 49.W North District 52.6% 50 -4 11 10 53.0 High/Low Average CFS Time Consumed Blocks "Optimal" Models Schedule 18.5 Hour 10 Hour 12 Hour 80 ° ro Time Consumed or Higher ! 2 29 29 30% Time Consumed or Lower 12 40 37 Each of the three models provides sufficient resources for the assigned patrol officers to handle. all of then districts calls for service workload thereby minimizing the need for out - district response, Some out of- districi response will still occur since the models are based on avera <Yes. At some tunes calls for service response will require help from units other than thosc assigned to district response. There are trade -offs amom- the three schedules among the number of officers needed. the average time consumed, and the "extremes" when workload is projected to average 80 ° iv or greater and 30 or lower. Of th;; three models, the 1 C) hour model produced the lowest overall time consumed avera «es but require the greatest number of officers. To produce the same overall district time consumed averages with the 8.5 hour and 12 hour models, the same number of officers per district would be needed as with the 1.0 hour model. Only in the South District with 12 hour shifts, is there a period when officers average more than 70 of their time on calls for sc- ,713ce. for longer than four hours: However, without significant additions of officers, none of these models provides for the department to consistently meet the target criteria for off -peak time CFS time, especially during "prime time community policing Monday through Thursday from noon to 9:00 pm. Tarset 2 sougrht Community policing time at no more than 40 -50°io CFS time during off-peak periods and Tai 3 sought no more than 35 % -45 °iii CFS time during off -peak periods. Each model shows average time consumed figures generally averaging 4p MUS II-<-LPLAO Got'Y.'F;r;NF.t;'- .,SF,RI MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 42 FINAL REPORT MARCH 1, 2006 60% or higher. Gettm' L to the Target staffing percents would therefore require an addition of at least 10 to 1 5% more officers during/ those time periods in order to meet the CFS workload demand and provide patrol based community policing services during community policing "prime, time ". The ciM and department are continuing to implement community policing tlu the use of RDA units and PSS personnel. Three PSS positions are being added in the Middle District and three are being added in the North District. Their specific role is to substantially increase the number of conununity contacts. In addition- R-DA officers in the City Center /Convention Center RDA will continue then community policing emphasis. Although the South Pointe Area is no longer an RDA, officers assigned to the area will still use a community policing approach in the area. The use of the dedicated mlel and RDA officers will enable the department to con- policing PSS perso maintain a community policing approach as the city and department decide whether to makee the patrol force a full, m'te`uated part of the community policing approach. I MPLEMENTATION AND RECOMMENDATIONS Staffi.n_v and Scheduling Recommendation: The Miami Beach Police Department should strive to enhance its patrol response staffing and scheduling to meet "Target 1," which seeks to have patrol time devoted primarily to calls for service response and self initiated activity. Target 2 and Target 3 envision increases in the amount of commumtw policing activity performed by patrol officers. The city has added six PSS positions and is continuing to dedicate police resources to the RDAs in support of community policing. The cin needs to carefully study the results of these initiatives before determining whether to devote additional resources to patrol response so that sufficient time for patrol community: policing actiyit�v becomes available. The standards set for Target 1 are as follows: • District officers should handle SO ° ro - 90`%, of the calls for service workload in their assigned district. District officers should average no more than 50 60 of their available time on calls for service during off-peak times. d District officer should average no more than 70 ° io - 80 °r<, of their tnne on calls for service during, peal CFS hours as long as the 70 - 80 °i<, time commnitment is no longer than four hours in duration. MIAMI BEACH POLICE D EPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 43 FINAL REPORT MARCH 1, 2006 All three staffing patterns will meet these criteria. Because of the long shift lengths yvhich generate officer fatigue especially g community time and because it offers no substantial advanta�, over the other two schedules. the 12 hour schedule is not Although the 10 hour model — with 148 officers — would provide the lowest overall average time consumed by calls for service, the 8. hour model — with 135 officers — best matches the workload by having only two time blocks where average calls for service would be 80% or more of the available officer time and 12 time blocks averaarm- at: or below 30% of the available time. In contrast the 10 hour schedule would result in 29 time blocks with an averaae calls service time consumption at or above 80 and 40 time blocks at or below- 30 in this instance the primary advantage of the 4 day per week, 10 hours per day schedule is to provide employees with an additional day off thereby, theoretically, reducin <; officer fatigue and enhancing the quality of officers' non -work life. This schedule may also be. a recruiting„ tool. Although, the 4 -10 is not as efficient as the 8.5 hour model it would require the least amount of change and still matches up reasonably well against the workload. For these reasons., MAXIMUS recommends that the city continue to use a four day, ten hour schedule but with the following alterations. a The shift times should be as follows: • Midni — 2' 1 00 hours — 0700 hours • Day — 0630 hours — 1630 hours o Evening — 1600 hours — 0200 hours @ An overlay. shift should be added to the South District on Thursday, Friday, Saturday and Sunday beginning; at 2000 hours and ending, at 0600 hours. This schedule provides an overlap of five hours between 2100 hours and 0200 hours when workload is quite heavy. It still provides time For a 30 minute briefim- at the start of each shift. It will require that patrol supervisors manage their shifts carefully so that officers complete papc wort: throughout the shift rather than returning from the field early to headquarters because: they know the on- coming shift has a substantial overlap and can cover calls in the field under current scheduling practice. The department will need to monitor court time payments under this new schedule. It was reported to the study team that midnight officers at times attend court on dury since their current shift does not end until 0900 hours. (Day shift officers currently report at 0700 hours therefore overlapping midnight officers by two hours.) There may be some increase in court time payments as a result. � SIN nF.+.rrxc ccn•�.rzacnnrw.cFrrrrc nr v nrrrr MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 44 FINAL'REPORT M ARCH 1, 2006 N1i71iminn Staffi7l� . The department and the union have long subscribed to the premise that a 1990 study of the department by the International Association of Chief of Police defined what should be " mimmum staffing" in terms of the number of officers that should be assigned per shift for the patrol response function. There is no such recommendation on "minimum staffing in the report. Several standards are discussed in the report. On pare 140, "operational labor" is discussed: Operational labor is the tolal amount of crilninal, 77.071C7 i772i11a1, (171(1 trafjic' labor. These three t))pes of lclbor 7- epresew the dC771a77d placed 077 officers bl' the C07777771171it1% ill 61C, form Of CCl1lS for Se7"VLCe. 0]7C7 C1ti071C11 lab07 -, 1141077 exp7 aS a percent of total labor, should never exceed 30° /r, on anY of the three work periods, for first response 1177its. No justification or support is provided for the 30% "standard ". The IACP report continues on page 140 to discuss "uncommitted tinge ": "Uncoininitted ti772C " iS T2CCC SSa7 1% for 171 "OaCtZVC police activit1 and requires Specicll attenti077 lvhell CletC1777i12i77g pat7 01 StLlffl72o 7 "e792e71ts.` U71CO17177iitted patrol tinic is an essential eleinent in lab- el7fOrce171C72t bec'aLlse It Cf1eC[S; E Ti772C11% response to priority% Ca11s,f07 SC7 - VicC, _ T1172C Officers have to 111itiatc C0771C1Ct 1111ith S11SpiCi0US p07 - S012S C172d - events: 0 Tb nc Officers have to illitiCUC C07710Ct i77 0 public service fclshiO77, 4bilin of'of lCeS to respond to 771111tiple p7401 Calls sinuiltaneously; and, R <11 ?.1it' to 7ss!- 11 T71111tiOIC O LCC7 "b yi' .S'7 < ?le .'? 1C" -lt„ c,77,- According to this definition, uncommitted time would seem to include officer initiated activit -v described in this ]vLAXIMUS report. Also on page 140 the IACP report.describes targets for uncommitted time: For c7- jlnzsdictiO77 the si;;c of`Niam Beach, 35io 1172C'on7i71itted patrol ti777C on both da% and afternoon bv07 1,77e7 and 45i6 077 the night ivorlvperiod is 7 7 0 7 7 "e C0777172C11dc'61 CIS 61 171111177111171. Because of'the beo location O Micnni Beach, clad the high incidenc'C of criminal behav407 i7? the genOYl1 07 - CO (Dade' ColnitV/South Florida), the 172117117711177 1171Co7727711.t1,ed - time beinP 7"CCO171771e77dCd i77 thn repo? - 1 1 he i72c'7 "CUSe to 40% 077 both dar and of er77oo71 1,V07 anal to JOiofor the 71i( worlq)criod. T11e f� S T"t P1IIN ?_' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL ,STAFFING OPTIMIZF.TION REPORT PAGE 45 FINAL REPORT MARCH 1, 2006 ni( zt worhperioc utrvcrv,c needs 171,07 - c u llco77zmilted patrol time hecausc facilities anci public urea.', 77,77-mc1111; 0j,e7; in the hnrrr,� arcs closed CLX 777 u72d (IS Li reS'lllt nee(" 77'7.0re atlelvio i and scrutm.A. Conditions have changed iln Miami Beach significantly since 1990 and this study. Calls_ forservice workload has increased and additional resources are more readily available. The only other portion of the IACI' rep6 , that used the word "minimum" is in a chart (p. 150) that recommends "zone patrol staffing Levels." The chart is reproduced substantively as follows: SCHEDULED DEPLOYMENT BY DAY OF THE WEEK I DAYS (29 OFFICERS) f M T NW TH F S S Patrol Officers 16 16 18 17 20 14 15 Minimum AFTERNOONS (52 OFFICERS) M T W TH °F S S Patrol Officers 20 1 0 22 26 33 33 30 h(Iinimum j NIGHTS (49 OFFICERS) � M T W TH F S S Patrol Officers 21 1.9 21 25 30 322 Minimum The purpose of.this chart in the 1ACP study is to show reconunendations for deplo yirient by day of the week_ of the total number of officers that would be assigned to each shift. it does not take into account expected absences and the consequent number of officers "showing. up." It takes the 130 officers then assi<med to patrol and reallocates them. Although the word "minimum" does appear in the chart, no numbers are aligned with the label and. there is no discussion of minimum staffing adjacent to the chart or in the recommendations that appear later. The 1ACP report does not recommend a level of minimum staffing which would require hiring officers on overtime to maintain. Recommendation: Minimum staffing should be left to the discretion of the District Captain in consultation with the shifts Iieutenants. Factors that should be taken into account include officer safety considerations, the availabilir of other departmental resources. and workload demand. 17777)7-011i11(r the Show -Uzi Rate The staffing recommendations include an expectation that the departinent and the ci y make chanacs to the show -up rate to 75 %.. (The current show -up rate. is 70.1% WrZA.X M4 Ll S ur'e.nu:r, cnrtxv�snnrsyxv;_ re.:. vr- .or+.r MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 46 FINAL REPORT M ARCH 1, 2006 which includes using overtime to fill patrol vacancies. Without overtime the show -up rate is 61 %.) The department and city need to take several initiatives to increase incentives for officers to come to work when scheduled rather than use annual or sick !cave. Recommendation: The cin should consider re- instituting a leave buy -back program. Under the current procedures, officers must use or lose leave tire beyond that which they can accrue. In order not to lose the leave time officers will use it. This creates conditions that sometimes result in staffing shortages that have to be filled by officers on overtime. During the study period. the cinl paid patrol officers for some 26,900 hours at time and one -half for ` shortages' and for some 1,1 0 hours at double time, for "forced patrol overtime." Leave policies involving this recommendation nuaht include vacation leave, sick leave, and emergency vacation. The purpose of the program should be to provide an incentive for officers to use less leave time and to increase the "show -up rate" thereby decreasing the need for overtime for "manpower shortages." A buy back program should be instituted on a dollar for - dollar basis. Given that manpower shortage overtime h1 paid at 1 '/ time. each hour that is now spent on manpower shortages because of the use of leave time that is converted to a buy -back program will save the city 50 %. Similarly, comcrtimg forced over time to a buv back will save the city from having to double an officer's pay for those hours. The prior pilot sicl: leave buy back program set maximum amounts of accrued sick time that could be sold back depending on the frequency of sick leave use in the year. More incidents of sick time use resulted in a reduced number of hours that could be sold back. A reconstituted program should allow sell back of the same number of hours regardless of the prior use of leave time and should be designed so that payment to officers is made in early December. Payment in December would provide a convenient way for employees to help meet holiday expenses. A buv back Urogran] should be closely monitored to deternune if it reduces overtime bec,•ause. of manpower shortages that are a result oi' sick leave or vacation leave usage. it it fails to have a significant impact on manpower shortage overtime use_ it should be discontinued. Recommendation: The departments current leave use policy requires persormel to call in at least 24 hours in advance of an absence for vacation. floating holidays or religious holidays. Based on studies of other similar agencies policies. Ivi.�IIvIUS consultants reconunend that the department should seek to change this provision so that time off for vacation, floating holidays and religious holidays must be requested 14 days In advance. t �` L 1X.L1 T 4 1U S it MIAMI BEACH POLICE D EPAP.TMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE X47 FINAL REPORT MARCH 1, 2006 Current MBPD policy allows employees to report their absenteeism one hour after the start of their shift if it is not a previously requested leave. MAXIMUS consultants reconinlend that the City of Miami Beach Police Department employees be required to 11 l,_ .l_:..r-. ' 1 1 LII ._. l.(ll1 - 111 al ICGQJI lull l ?' . 11 `_111 ll11U Ll.a r,/11V1 Lll Lll Ul:. llllllll` \11 Ltllill 3111 l 1 L11G \' h'111 Uv absent. It is not unreasonable to expect employees to notify a supervisor that they will be absent prior to the start of a shift. A survey of other departments in regards to their absentee notification police rangles from one hour to several hours prior to star of shift noti.tacation. Police Department supervisors can better deploy and reassign staff in the event of an employee absence with more advanced notice. Furthermore, specific language should be added to limit the number of people that care be off' on planned leave from any one squad so that workload expectations can be taken into account. Such leave limitations should be posted for each v ork unit when new shifts are bid. Too often, those scheduling patrol operations have to use overtime to cover absences. Additional limitations should he placed on leave requests during the departments husiest season. The analysis above demonstrated that. the average calls per service per weel: during the defined "winter" season (December through May) averaged about 16 higher than during fall and summer. A limitation might take the form of reducing the number of people that can be off for each wort: units by season. The department should also seek to schedule trainin <, days /times at.the start of each shift hid period. By maintaining a long =er range training calendar adjustments can be made in how many people can be off at any given time from each work:- unit. These measures would provide- supervisors with advance time to adjust scheduling to be able to maintain minimum staffing_, without requiring substantive last minute overtime. It would assist the department in improving its current level of show -up rate within the agency. Cull CltrszcrbTg The 1990 IACP report noticed that "Too many units respond to calls where they are not needed. They stay too lonm. . and talk on occasions." MAXIMUS staff noted a similar problem in that patrol response on occasions includes units not dispatched to a call that do not return immediately to call response "ready mode. " Recommendation: Field supervisors need to carefully monitor the number of units responding to calls for service. They need to send units not needed back to their beats and to call response ready mode. U�AAAIS uer.rtxr, coveeasut: ^.rFevr rn =: rr:�rrc.c:: MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 46 FINAL REPORT M ARCH 1, 2006 Off -Dungy E»�J�lrnn��.e�Tt The chart below shows all 1\ 1ami Beach officers off -duty work: for the average week. ALL OFF DUTY WORK HOUR MON TUE WED THU FRI SAT SUN 0000 1.2.8 6.5 6.1 7.0 .7.0 15.7 11.2 0100 14.4 8.6 7.3 8.6 10.2 19.5 15.6 0200 13.8 8.4 7.1 8.5 9.8 18.4 15.1 0300 12.0 8.1 6.7 8.2 9.5 17.2 14.7 0400 9.9 6.9 5.7 7.0 8.4 16.4 14.2 0500 5.1 3.6 3.5 3.8 5.7 8.9 9.0 0600 3.1 3.5 3.6 3.1 3.5 3.3 3.7 0700 5.4 6.2 6.5 5.6 5.7 4.9 3.9 0800 9.4 10.9 10.6 9.4 10.9 7.2 5.4 0900 11.6 13.9 13.4 12.9 13.8 8.2 6.5 1000 12.0 14.3 13.9 13.2 14.4 8.7 6.9 1100 13.3 15.6 15.4 14.6 16.2 10.2 7.1 1200 13.5 15.5 15.3 14.5 17.1 11.2 8.1 1300 13.9 15.5 ' 15.4 14.3 16.8 12.4 9.8 1400 116 15.0 14.8 13.8 16.7 12.3 10.6 1500 12.4 12.8 12.3 11.5 14.2 12.2 133 1600 11.2 10.4 10.2 10.1 14.1 12.8 14.1 1700 11.4 9.6 11.2 12.7 18.8 17.7 20.3 1800 12.6 11.2 12.9 14.7 23.7. 20.3 223 1900 13.7 11.9 13.5 15.7 26.1 224 22.5 2000 13.3 11.3 12.9 15.8 26.4 22.3 22.1 2100 12.8 112 12.2 14.1 27.0 21.9 23.1 2200 11.9 10.7 11.9 12.4 243 20.9 20.8 2300 8.5 8.3 9.0 8.9 16.9 12.4 14.2 TOTAL OFF DUTY 2040.9 Peal, per10Ci5 arc Ori l rl J ay, SaturCla� anu Sundav eJe1111ILs lrt i11e r1011r> i aC11I1V Up to mI 1_ Because the hours worked off-duty equal the number of officers working, the table provides a gauge of how many additional officers are working in IVliami Beach at any given time. The total hours per week - 2,040.9 - compares to a total average calls for service time consumed of 2,280. 2 hours for the entire city. Miami Beach officers spend almost as much time each week: working off dur`- jobs as they do responding to calls for service. Of the 1 - ;.SS 7 recorded off dut} jobs. S1 °/, were attributed to 1.0 client types. They- are as follows: NIAXt M U S MIAMI BEACH POLICE DE PARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPOP.T PAGE 49 FINAL REPORT MARCH 1. 2006 Rank CLIENT TYPE COU i i ! NIGHT CLUB 3336 3 MERCHANDISER 1417 4 SPECIAL E\ /ENT 1254 .i 5 CONSTRUCTION I 1023 6 BUSINESS ! 1010 7 j RESTAURANT i 80g I j 8 CONVENTION /SHOW 771 j 9 "Blank" 769 10 j PRIVATE 481 One benefit to the level of of{ =dut) worl': is that the city has increased law enforcement officer presence that is privately subsidized. However, when combined with the larLTe amount of overtime wort: and re,Tular on -dur�7 work officer f.atiLue may be a substantial proble.r,. OyL'1'LZ7PI(' :'1S',Sb <r11719C711:C DurinL, the study period, an average of about 2940.9 hours per weel was consumed for overtime assignments. Approximately 59% of this time was spent on the following ten categories: Tota! Hours Rank DESCRIPTION Year j 1 MANPOWER SHORTAGE 'i 29890 1, 2 ( IVIEMORIAL DAY 2005 - CITY MANAGER i 1 3644 CC/QUALITY OF LIFE ENFORCEMENT I 3 DETAIL 9761 SP /QUALITY OF LIFE ENFORCEMENT I 4 DETAIL I 8194 j 5 SPRING BREAK 2005 i 6853 � j 6 ,ADMINISTRATIVE /STAFF DUTIES j 4999 7 Count{ - Traffic 4554 j 8 BURGLARY DETAIL - PATROL DIV. j 4488 9 MTV AWARDS - CONTINGENCY j 4335 10 j HURRICANE FRANCES 2004 - FEMA I 3524 Overtime work varies because much is consumed by special events. Memorial Day, Spring Break MTV Awards and Hurricane. Frances 2004 all took place within limited time periods. Still, on -dun/ work and overtime and off -dun work combine into a substantial amount of time for police emplovees to be working in a police role and environment. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 50 FINAL REPORT MARCH 1, 2006 Fatd gzi e Chronic fatigue can cause manor debilitating and even effects in police officers. An officer's physical health. alertness, and decision - making ability — especially in difficult or dangerous situations can all be unpaired by fatigue. If an officer becomes irritable as a result of chronic fatigue he /she may become inappropriately confrontational and employ unnecessary force in unwarranted situations. Further, these same problems often lead to difficulties i2] the officer's personal life creating strains on family relations. It is not only the police officers themselves'and their families who suffer the negative consequences of fatigue. The public is also affected. Due to the adverse effects on fatigue on alertness and motor responses, the incidence of traffic accidents involving officers who are suffering from fatigue (most notably those working night shifts) is higher than for officers who are workmL `normal" schedules and who are fretting adequate rest. In addition. the irritability and impairment of judgment and attitude associated with fatigued officers may lead to inappropriate responses, such as unnecessarily confi behavior and the inappropriate use of force by officer toward persons they encounter durma their workday. In short. the net result of widespread officer fatigue within a department is often ineffective policing, which may expose the public to a lower degree of police protection. Added to all of the other negative consequences of police fatigue are the adverse financial effects that it may have on the department and the City of Miami Beach. For example, fatigue is a factor in many officer - involved motor vehicle accidents. Such accidents can be very costly to the department, and involve not only damage to. and repair or replacement of police vehicles, but may also cause lost time due to injuries or the cost of training replacements for officers killed or crippled in these incidents. In addition, liability claims by individuals who have suffered property damage or personal injury in officer- fatigue- related accidents can result in substantial 'udgments or settlements. Moreover, officer fatigue also affects the costs associated with job turnover and financial liability due to civil suits. The greater incidence of health problems associated with chronic fatigue aiso results in higher costs for the department due to absenteeism and increased health insurance premiums. Police fatigue studies have resulted in several suggestions for reducing its severity and effects. Police departments can reduce the impact of fatigue and sleep deprivation on their personnel by altering shift times settings limits on the number of hours that an officer may work during any 24 -hour period. monitoring or rnanaging extra duty assia and second jobs. and soliciting the cooperation of the courts in devising court schedules that place less of dburdeni on night shift officers. � A INA U S 11 F.i. +'rn'G GuTr_'Nm'AIE::; 1F Ht:L. 111E P {f) ^t f'. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 51 F INAL REP MARCH 1, 2006 Recommendation.: The current City of Miami Beach policy allows officers to work a cumulative total of 721 hn!,� -c �'Inriri rr ar,, wrrl, . ol: r.1„ n rr" o vv t �Y ,� .Y "o - ; vlviuu V� vv u�i ilk.. 1 YauJ, aYi VLLYll lYl[t� work up to 32 hours off duty within the seven day work week. In addition additional. unlimited time may be spent on overtime or court time. A survey of other similar police departments shows that 72 hours may be excessive. Clearwater, Florida and Leon Country, Florida both allow a total off 80-hours per monthly work period, equivalent to 20 hours of off. 'f duty per week. Lakewood Police Department in Colorado allows a total of '64 off duty hours per monthly work period — which equals to 16 hours of off duty hours per week. Dade County; Florida only pemlits 80 hours per pay period (including overtime). The City of Miami limits off duty to 30 hours a week. In Colorado,, the Denver Police Department, fimits the total on duty and off duty hours to 64 hours per week, including overtime and court time. The Sarasota FL Police Department does not allow their officers to work more than 14 hours per day, regardless of` whether° it is on or off duty work. In order to maximize high quality service to the public by providing adequate staffing, to minimize the potential impact of fatigue from substantial overtime and to improve targeted show up rates, we recommend that: ' The total number of hours an officer works per seven day period should be restricted so that, once an officer works 64 h6u s in the seven -day Avorl :pe]70 the office can work no additional "off -duty" hours. An officer may exceed 64 hours in order to complete the officer's on -duty schedule or to wort: overtime assignments.` Currently, IvIBPD officers work 4 ten hours shifts. Sixty four hours would allow them to work the equivalent of their normal shift and allow for up to 8 hours per day on their three days off assuming no overtime. Nooff -duty work can be performed in the six hours directly preceding an officer's shift starting time. 0 During a seven day wort: week, as soon as an officer exceeds o4 hours of work — regardless of the sources (on- duty, overtime court time, or off -duty) - the officer can work ne additional off-duty jobs. I For example, if an officer began the seven dad= cycle with an eight hour off -dun fob then worked a regular shift of four days during which he also worked ten hours of over time, the officer would be able to work only six more hours of off -dun work during that period. (8 hours of off duty plus 40 hours'regul'ar shift time plus 10 hours of overtime equals 58 hours leaving 6 hours available before the 64 hour limit'is reached. Off duty employment not only provides the potential for an economic benefit to the employee. but, nl the case of sworn personnel working certain functions, may .prevent ,VIA 'vrjW�"I MIAMI B EACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 52 FINALREPORT MARCH 1, 2006 criminal or other deviant behavior by virtue of the employee's presence. However, the employees' job responsibilities with the City of Miami Beach Police Department take precedence over secondary employment and should be limited if MBPD staffing suffers. Recommendation: The Mianu Beach Police Deparunent's current policy states that seniority shall be the sole determinant govermig many of the policies of the Department. Although senionn� traditionally has been (riven L�reat significance in law enforcement agencies if used as the sole determinant factor it can create issues. For example, agencies that utilize strictly stmorit for shift bidding, frequently find that the majority of less experienced officers end up on the highest crime shifts. Different departments recognize that years of' service need to be acknowledged and . rewarded. yet find creative ways to accomplish a balance. For example Broomfield County, Colorado allows their sworn officers to bid by seniority at each shift chan,e. It allows them to only have two of the same shifts consecutively and everyone is required to Work a day shift once every three cycles. This helps spread the senior officers' experience throughout the shifts, _yet still gives prionity to seniority. In order for the Department to function efficiently, while providing adequate and appropriate service for the conurrunity.. MAXIM US consultants recommend the Department take into account a number of additional factors that might impact the ability- of the Department to meet its mission and serve to the community. MA) consultants recommend a revision to thet current policy to state that seniority is only one of several factors taken into account rather than bong the sole determinant factor , =ovenung Department policy. Recommendation: Research conducted by project staff shows that meal breaks have an impact on patrol officer availability — about 320 hours each week are consumed by meal breaks. The Miami Beach Police Department's current practice is to allow one hour for the meal bread:. A formal policy should be implemented that specifies 30 minutes for the maximum meal time allotment. Recommendation: m that under the current conditions the I It was reported to the study tea ABPD cannot fill all of the off -dun( job requests. The city should consider regulations that permit police officers from othez agencies to worl, off-dun m Miami Beach, under the saine rules as for Miami Beach officers. This would include that the officer be accounted for throuLh the Miami Beach dispatch system and that the officer supply a portable radio that can conununicate directh� with the dispatch center. A I V )f Ft /'fn`( r()%'FR,.r Afil.t;'.TF.Hi';_Tiff PP.()PI I MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAE =ING OPTIMIZATION REPORT PAGE 53 FINAL REPORT MARCH 1, 2006 In addition, the cin should consider additional standards and requirements for all private security personnel working in Miami Beach. This may include requirements that the department be notified, of who is «working where vt'hen. It may also include a requirement than coma r. of rl, nr r •, tiv � ;.1, thy ••'r L. , r 1 7'., L, ,7 1... /- ,.t,,.,. t.. - ., .....�..,., .. _ ........,.� .............0 .,.ty uC �.JL[LVLIJI1L.Ll vv w/lrYuvu�- vi radio. Currentl the city has on -g contracts with private security. This is further explained at the end of the report under the section titled - Lavers of Security. M:-4-ZX 1 M US, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 54 FINAL REPORT MARCH 1, 2006 3. PATROL SUPERVISORS Overview Effective patrol supervision requires that sergeants observe and guide the worl: of their subordinates. Thev also need time to plan and direct their officers' time when they are not responding to calls for service to have an impact on crime and disorder. They also need time to review the reports written by their subordinates and to handle a certain amount of administrative tasks. Althoud i they should observe their officers when the officers are handlim- calls for service, if they participate as a call responder they lose the ability to supervise and observe. TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH Patrol supervisors should spend less than 10 12 of their time on calls for service response as either a primary or back -up unit. This criterion recognizes that, at times, the closest available sworn police officer, reaardless or ranl., mav need to respond. It may be for an emergency call, for which there is no closer unit and time is of the essence or to back up another officer who needs immediate help. This target will reserve sufficient time for sergeants to accomplish their primary super isory mission. An*sis of Current' Miami Beach Condit ions The Mianv Beach Police Department assigns a total of 24 sergeants to patrol response, each in charge of a squad of officers. On each of the, three shifts four sergeants are assigned to the South District. two to the Middle District, and nvo to the North District. Daily expected staffing for each shift is for two South District sergeants to be present along with one Middle and one North District serneant. Patrol response sergeants report 17GL ?- rte Jr th -... ui. _ nl .. } } ?if. i }.� h..c i ?i ^t ° _rr ^.l a. a. 1 ec. .. V to the end of the shift to compensate for reporting early. Analysis of CAD data shows that Sergeants respond to calls most frequently from 0200 through 000. This period accounts for 20 ° i0' of their responses. Three call types — disturbances. suspicious, and alarms — account for 52 of their call responses. Call response accounts for approximately 8.6 ° io of the time South sergeants have avail9.9 le. 9.� of lviiddie District time and -5.1 % of their available time iii the North. OPTIMAL MODELS F OR (M IAMI BE ACH Under current conditions, patrol sergeant staffing meets optimal staffing criteria. US /tF.11'IKG GuYr_'N,1;NF1::' 11:111111c. Pl.OP41 ` MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 55 FINAL REPORT MARCH 1, 2006 IMPLEMENTATION AND R ECOMMENDATIONS ■�ci;ii iii uici�uciuvii: The department should designate one sergeant scheduled for each shift as the "briefing sergeant' to take care of preparing the briefing and distributing. the necessary papei such as subpoenas. This should normally be one of the two South District sergeants. The other shift sergeants should burin and wort: at the same time as the rest of the shift. lC only one South District sergeant is workinL . then the "briefing sergeant' should be from either the Middle or North District so that there is always a South sergeant available at the. end of the shift to deal with reports and other matters that need immediate, attention. Under the current practice, with all sergeants reporting %, hour before the shift and leaving !!, hour before the end of"the shift, officers coming in from the field do not have their shift supervisors to review and sign off on their reports or to consult about actions taken during the shift. �� H POING, CeIVERAMF.t ^,'.1FRVF: Pr: PP{)f U. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 56 FINAL REPORT MARCH 1, 2006 4. T RAFFIC /MC)TOR SQUAD /ACCIDENT INVESTIGATION UNIT OVERVIE Traffic unit operations have large discretionary elements. The of traffic officers is . usually recorded when they make a stop based on their observation of a traffic violation or of behavior that is otherwise suspicious. They will make traffic stops based on indications of impaired driving. They act as call responders when they are dispatched to accidents, when they are the closest unit to an emergency call or when they are needed to provide another officer with immediate help. In some jurisdictions the primary role of a traffic unit is collision prevention. Under this model traffic collision reports are analyzed to discern locations with high numbers of traffic collisions and the drivers' behavior that resulted in those collisions. Enforcement actions are then directed at problem driving behavior under the theory that frequent and prolonged enforcement campaigns can result in behavioral modification hence reducing collisions. In some instances.. suggestions for road modifications may also result. Another approach a traffic unit as a contributor to order maintenance and crime prevention. Traffics stops are aimed at encouraging people to observe traffic laws with the hope that this may improve their observation of other law as well. Traffic officers conduct stops that comply with legal requirements to generate opportunities to identify people and conduct searches. This may lead to the discoven7 of wanted persons and of dru,s or other illicit material that may result in an arrest. T ARGET S TAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH ® In Miami Beach there should be two motor squads of adequate size to provide seven day a week coverage. One squad should wort: from 11:00 am to 9:00 p.m. The second squad should wort: from 9:00 pm to 7:00 am. Hig =hest levels of _ uJl S, tua cn, ra s11 h: TilUrSQa j` IO Jur.Qa S�.iT': 1 shouii ��e aG "�1 Wit^ sobrlen check points can be run at least once a week. Consideration should be given to inereasim: the number of collisions investiaated bti PSS personnel so that 70% of the collisions are investigated by PSS. Collisions involving death or serious nljur�, major propei damage or criminal charges should be investigated by sworn personnel. The primary focus of the motor officers should be to decrease the level of impaired driving and to enforce motor vehicle laws during the hours of peal: bar and club operations. Their dart- hours should reflect this focus. C, C", R:'Jd9EK; AiRP!] HF 1'.! :0!'L' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAG_ 57 FINAL REPORT MARCH 1, 2006 PSS traffic collision investi nation will decrease the workload of patrol officers and allow them to focus more on order maintenance. directed patrol, crime prevention. and community policing. The use of civilian collision investiLlators is well established around f'h r_unit!'/ especially i1 CnuthArn ( a l sfnr..w. �tAe °S�aT elemont " .s project succeed will include- extensive PSS collision investiaatiou and courtroom presentation trai nin «. Analysis of Current Miami.Bcach Conditions Current 1\4BPD assignments include-: • One sergeant and five officer positions are allocated to one motor squad. An additional sergeant and four positions are assigned to motor cycles but they are usually assigned to call response activities and only perform_ traffic enforcement duty when they Have time Between call response duties. One sergeant and three officer positions are allocated to accident investiLyation. However. these specialists are frequently used to fill patrol officer vacancies for call response. The rosters examined show that the traffic units are not able to operate as ' specialist with the daily frequency that the target criteria suggest. The optimal staffing models for patrol response, if implemented result in substantially increased time for those assigned to the traffic unit: to pursue their primary mission. Duri.nu the study period. June 1. 2004 through Miay 2005., an average of some 1 361 hours per week of CPS time was consumed by dispatches regardmL accidents. This . represent about 16 ° 1'(') of the total time consumed. Of the 12.601 accident related dispatches, 341, or 13 °/'o were handled b y PSS units. An increase in collision call handling by PSS personnel to meet the target criteria could reduce the time spent of CPS by patrol officers by 10 °/, or more. The following chart shows the number of accident dispatches by day of the week: �X IM. US, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT •PAGE 58 FINAL REPORT MARCH 1, 2006 Accident Dispatches by Day 2500 - 4 2000 j a 1500 1000 _ 500 I x Mon Tue Wed Thu Fri Sat Sun O Ser 1764 17 06 159 163 1915 2071 1919 The peal: day was Saturday followed by Sunday and Friday. This data strongly indicates a need for motor units and accident investicrators to be scheduled on weekend. The next chart shows for each of the three weekend days the hour of the day that accident calls were dispatched. Accident Dispatches - Weekend 250 -- — 200 4 - - - -- - 150 I ! -FRI -- -SAT. 100 SUN. �i- U _ 1 3 5 7 9 11 13 15 17 19 21 23 Hour This data shows. although Friday at 1700 hours is the highest accident dispatch hour a substantial number of accidents calls take place late night and just after nudnight on Saturday and Sunday. These data indicate a need for motors and accident investigation units on the midnight shift or, weekends. NA Z� A f I L..l S f!!.' 1,t t':(.'(.: /!L'r:X;r'.tlf'.';: .Sf.RV:_l /( ,!'t:'[l!•l..f:' MIAMI BEACH POLICE DEPARTMENT: OPEP.ATIONAL STAFFING OPTIMIZATION REPORT PAGE 59 FINAL REPORT MARCH 1, 2006 Optimal Models for Nflarni Beach To provide for seven day a week coverage and to be able. to cover varying hours the dluparn -nen't would iicrd two t dffic itioiol U111ts, ticidher wructi nas primary ;;ail ro: service response responsibility. In addition a collision investigation unit composed of a supervisor, officers and PSS positions, with duty hours corresponding to the most Frequent days and times for traffic collisions would provide the department with i capability to free -up patrol officers and motor officers from many accident investigations.. IMPLEMENTATION AND RECOMMENDATIONS Recommendation: - The city{ and the department should adopt a more strategic approach to traffic enforcement by establishing a traffic collision analysis function. This function might be placed either in the police department or in the public works department. By using the information that would result from such an analysis function — such as the violations that lead to traffic collisions, frequent collision time periods and frequent crash locations -- traffic enforcement components can be more strategically assiLned to use various tools to modify motorist behavior. Such focused enforcement may well be. more effective in reducinLF collisions than more traditional traffic assignment procedures. US, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 60 FINAL REPORT MARCH 1, 2006 5. ATV — BEACH PATROL ROL OVERVIEW All Terrain Vehicles (ATV) are utilized to patrol the beaches of Miami Beach, as well as the adjacent parks, parking lots, or where there is a need for police presence on terrain not suitable for conventional police patrol cars. They respond to calls for service 'on the beach and are assigned to the Patrol Division. Many other Florida police departments utilize beach patrol as an enforcement and crime prevention tool. Examples include Miami. Clearwater, and Pompano Beach. In the early 1980's there were four officers assigned to day and afternoon duties on Miami Beach. TARGET STAFFING C RITERIA AND RATIONALE FOR M IAMI BEACH The ATV Unit is a discretionary unit. ATV presence, it is hoped, acts as a deterrent. They can also initiate contact when they observe behavior that is contrary to beach rules and laws, especially in the area of quality of life crimes. Based upon assigned responsibilities and other jurisdictions a range of staffin�� targets can be established to provide adequate coverage on the city's beaches. A six month evaluation should be conducted to help track the need for further resources. Additional sworn officers or the utilization of private security could be added to beach patrol to obtain optimal coverage. This would ;give Miami Beach PD more presence on the beach and in the community. Should additional resources be implemented. a re- assessment after an additional six months will provide a more complete measurement of the impact these resources have on the beach crime rate. ,ANALYSIS OF CURRENT IVIIIAMI BEACH CONDITIONS Currently, in Miami Beach one police officer works four days a week, from 7:00 am to 5:00 pm. The beach is closed to the public from the hours of 1 midnight to 5:00 am. However, this is V by difficult to enforce, since marked police units do not normally go on the beach at night, unless an unusual circumstance or emergency has occurred. Many club patrons like to wall: on the beach in the hours between midnight and 5:00 am, especially after the clubs close at 5:00 am. The dim lighting and isolation as pointed out by crime statistics. make many people. vulnerable. Per the VAX:0v4US Consultant's request for information rep =ardinL crimes on the Beach_ the following information covers the period January 1 tiurough Aug =us? 1. ?QOM. The data was obtained from the MBPD Records Department, Printrak LRMS. The data was 1\/', S M IAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 61 FINAL REPORT MARCH 1, 2006 con7piled in a report Currently ir] the beta phase of testm bv information Technolo and are represents a sample of UCR statistics. T'he SE; IrCI Ci'1LErtA ilCE Cl Wa.g r °Y1C17 "YPCj .rim, «;lfl] t1]r- l(l ireCC "R�ar_'t_ (it.�a;i 3o fn. f} A above timeframC. The retrieved data was reviewed to extract any addresses that did not fit the "Carol] criteria e.( Miami Beach Dr.. etc.`. The report is broken down b1, c7 - jlne Type. Forcible Rape P.obbery ll Aggravated .Assault 4 Burg=lary 2 Pick- pocketing 5�` Purse Snatch 1 Theft fron] Vehicle Bicycle Theft Theft Other: 244 Auto Theft l , Arson 1 Simple Assault 8 Fraud Swindlin (-7 Intimidation Non- Forcible Sex Vandalism 4* Non UCR Reportable 67 (e. U. Iniur.,�, investigation) Total Primary- Offenses 365 A query was then made Of the h4BPD. Printrak System that the rest of the Department has access to. This report provided 355 ,reported crimes for the same timeframe. After reviewing the retrieved data (removing e.g. Miami Beach Dr., etc.), the remairimL data was sorted in a spreadsheet to get the breakdown of reported crime by District. North District ?i Middle District 40 _ South District 289 Total 350 Lastly, the crime analyst ran a Calls for Service (aIl calls, not just reported crime) report in the IvIBPD Main Menu CAD Prouram. There were a total of 1,669 Calls for Service to the Beach, City-,vide. This is again, after the retrieved data was reviewed for items that did not fit the search criteria. IAX IPAUS 1,< e. rt:• rnry ,- _xxuel.- s+= xvt`n +;rrorar MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 62 FINAL REPORT MARCH 1, 2006 OPTIMAL MODELS FOR MIAMI BEACH Citizen police academy graduates and volunteers or private security can be used as additional resources by the Miami Beach Police Department'for service on the beach during the day. This ATV Unit should be staffed to provide beach presence by units scheduled daily partly based on when crimes are reported and partly based on hours of beach operation and peals usage. Some consideration should also be given to using civilians as adjunct staff during daylilTht hours. IMPL=—M'NTATIOK' AND'RECOMM=—ND/ - TIONS Recommendation: Many cities around the United States are experimentm- with the use of cameras and high intensity lighting. Miami Beach should install a monitored camera and enhanced lighting system. similar to the one used by the Chicago Police Department, to monitor the beach and serve as a crime prevention tool. In March of 2001, the IACP delivered the results of a survey involving approximately 6-51 local police agencies. Eight percent said the-, were already utilizing surveillance cameras and half of the remainim,, 20% said that they would be utilizing cameras m the near future. October of 2004. the ADT and Security magazine conducted a survey which showed that 74% of respondents felt highly or somewhat reassured by having sur veillance cameras in public places. The survey showed that 72 felt reassured by having, them in and around private property. For more than 30 years. the private and commercial sector has embraced the use of video surveillance technology (CCTV — Closed Circuit Television surveillance) to protect privacy and propem as well as other forms of crime. Up to 7J in a recent nationwide survey utilize some type of surveillance camera. During the last decade, internationally, video surveillance cameras have been utilized extensively b3- law enforcement agencies to enhance public security. The K has over 800 local public video surveillance programs in operation. They use the surveillance cameras not only as a crime deterrent but also to prevent terrorism. CCTV surveillance is cited as a major reason for declining crime rates in the towns such as Berwick, Northampton and also in Glasgow, Scotland ( with documented decrease between � — 69 percent,). Britain has more than 4 million cameras in use - creatimv some of the most watched streets in the world. The events of 9 -11; raised public concerns about security and have made the video surveillance industry more acceptable to the general public. The first documented instances of public video surveillance by merican police department actualh began MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 63 FINAL REP ORT MARCH 1, 2006 back in the cities of Hoboken, New Jersey (1966) and Mount Vernon, New York, (1971). In comparison to the technological advances today. the early systems were quite archaic. �i»inh PnNuarfid rnPN'u arl1/a11rr.ac , 7'rlan iArhnnlnc7v hgvp ai_tanriarl the /�amPrac CJ ran �_ and lav enforcement surveillance applications since the were initially utilized back in 1966. Current. crystal clear wireless digital streaming models have powerful zoom lenses which can see up to 3 to 4 city blocks away. They can tilt and pan to offer 360 degree coverage. They are also able to gather sharp, clear images in extremely low I uht several blocks away. New digital video technology retluires less labor intensive monitoring. Digital video surveillance cameras can link computer data processing power with sensor or motion detectors to filter out unrelated activities. Newer versions are extremely easy to move and require little time to set up or take down. Certain cameras can be equipped with gun -sinol detection technology to help officers respond more quicidy to shots fired calls. Some cameras come equipped with a highly reflective, bulletproof shield. and f lashing blue lights. They can be monitored from a local pod or office, or can be monitored from a centralized station depending on the system utilized. Utilization/benefits: Agencies are utilizing the surveillance systems to reduce violence and crime rate; as a crime deterrent and a reducer of calls for service; to promote safety, create greater security for consumers — to encourage them .to return to areas. Economic savings — surveillance cameras can help meet the security needs of the public at an affordable cost when money for additional police officers is not available. It is used to identify and apprehend criminals _much faster. It is a tool that is utilized in addition to the patrol officers to help their effectiveness. Cameras are useful as an investigative assistant tool. They gather evidence, and are an extremely crediblee and reliable. There are commonly considered to be the "perfect witness" in court. Generally the data suggests that video surveillance is successful in reducing and preventing crimes. It is considered a useful tool in the prosecution of individuals caught in the act of committing a crime. There are also public law enforcement cost savings. They have been invaluable in refuting claims of officer misconduct during tapings of contacts and arrests. Siafin�� /Il7onitnrirz �: Agencies vary greatly in the staffing and monitoring procedures. Certain agencies require onnly police officers monitor the cameras while Others utilize volunteer conunrunity involved citizens or security officers. Retired police officers as well as reserve officers are also being, used to keep costs at a minimal. Many agencies prefer to have active monitoring 24 hours a day. Others may only have them actively monitored for 12 — 13 hours due to manpower constraints. Agencies also differ in their policy in regards to the length of time they retain the tapes unless they are processed as evidence Agencies vary from 24 48 hours to retaining the tapes for several months. Sample cities video swn pro - range ico Rivera, CA installed 512 small dUntai video cameras in parks, shopping, centers and in other public places in the small town. The cost was S50,000. Their primary purpose is to use the cameras as a weapon against graffiti and tagging - focusma on areas prone to vandalism. They hope to drastically affect the cost the MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 64 FINAL REPORT MARCH`1, 2006 cinf paid on clean up from graffiti and tagginL last year (Approximately S500,000. Virginia Beach began its program in 199 3 when 5 remote cameras were installed along the beachfront. The project was heavily supported by citizen advisory groups and businesses. In 1994 and additional 5 cameras were added. The beach consists of 42 blocks of which 27 are covered by cameras. There system including operation and maintenance is paid for through drug asset forfeiture funds and city•contin�gency funds. The system is actively monitored I' hours a day on average. It has been used to monitor narcotics investigations, track and apprehend suspects and monitor vehicular and pedestrian foot traffic. West Palm Beach. FL was testmET out cameras at the end of 2005 n some of their most violent Neighborhoods. Their plan — to make West Palm Beach the most closely monitored city in south Florida with this innovative police tool. Chicago and its operation disruption program claim that this illustrates that no other police department has embraced technology as much as the Chica go PD. They currently have more than 2000 cameras in place. They believe that the street corner cameras act as a force - multiplier — each camera is the eyes of four to five officers. This allows them to have more eyes, and more ears, h more places, leading to more arrests of those caught red handed. They say it has actually freed more officers for patrol. As a tool to make communities safer Chicago noticed a 76 reduction in calls for service relating to narcotics, and a 17% reduction in serious crime and " quality of life' criminal incidents fell_ 46% in the first seven months of installing cameras in specific areas. Additionally Boston Cincinnati, New Haven, Portland, Grand Rapids, Anchorage, arc a few other cities that have utilized surveillance cameras successfully in the last few years. It is the age of virtual police patrolling. Ideas n- resources: With the 1994 Violent Crime Control and Law Enforcement Act, which authorized .federal funding for state and local law enforcement prevention programs, also came about the establishment of Regionallaw Enforcement Technolo�f Center to provide information on technology for public safety purposes, along= with rlllileimts all - smrdaras m lritereai lrl clew S tr'feili IG use — ciud' ail to Ilii )10 T�'. IVlanv a�_encies have applied for and utilized Federal grant money for init7al start up costs. Others have created a partnership with local businesses or communities. Chicano utilized both Federal funds and asset forfeiture and seized drug monies. L.A. worked with local businesses and a motion picture association to raise money for their program. Revere, IViA obtained a Homeland security tyrant and supplemented it with comunit}f policing dollars. They are working to tie in with the. Boston harbor and the m state police. Strategic locations The use of cameras by the Miami Beach Police Department appears to have extremely wide possibilities and may be an optimal tool for MBPD if resources for manpower, especially at the beach after dark. are limited. S MIAMI B EACH POLICE DEPARTMENT: OPERATIONAL OPTIMIZATION REPORT PAGE 65 FINAL REPORT MARCH 1, 2006 Cameras strateaically placed in the city of Miami Beach including the malls the beach and downtown areas would be beneficial to the police department for mom .tormLy 117QIfl P.iltC (11 /`T'l iTl P. TYl 11l(7h r•rima areas - through -1 the ma;nr "lt.°S h�Led above ytl-c �.. 1 ... .. .r residents have been very supportive of the use of cameras especially the businss community. Catyrera1ninlenlentation Rsue,c A strategic plan for utilizing the video surveillarice ccluipment - would be worth loolcin- into. The following are a listino of key components when Implementing security camera surveillance system: I) Development of policy and procedure that will address the "accountability, processing, storage and release of evidence" obtained by surveillance cameras. The policy must be in place prior to implementation of the program. 2) The training that camera- monitors must receive before they can use. the equipment. Background checks if you are using non -sworn officers ma y be time consuming. 3j Funding for future upkeep and /or upgrades to technology. 4) Educational training and buy in by the community. Policy must be reassuring to the citizens concerning respect for their privacy. This is especially important due to the concerns continually being brouLht to the media by the ACLU that video surveillance conflicts with theFirst. Fourth - Katz vs. United States 389 U.S. 347 i1967) and Unified Slates vs. Knobs 368 U.S. 276. 28l -82 (1983). and Fifth Amendments to the U.S. constitution and the rights they protect. In the opinion o � most le <_al scholars, the continuous use of video surveillance if it is in public. area.. does not present significant legal obstacles. In fact under current interpretations case law, continuous video surveillance is analogous to a mechanical police officer. 5) Training on the penalties, both administrative and criminal, that a camera monitor faces if he /she breaks the law. 6) A carefully designed plan laying out the focus and steps to be utilized to effectively use this tool, and how you will analysis the data to monitor effectiveness. i.e. - Will you put up signs and announce wheree all the cameras will go or will they be utilized on a more discrete.level to monitor criminal activity — drug deals, gang activity — tagging etc.' (See also the 2004 Journal ,of Technology Law and Policy .Journal of Technology Law and Policy. December 2004, 9 J. Tech. L & Pol) 143, 20923 words. Article: Electronic visual surveillance and the reasonable expectation of privacy, max Guirguis) — resource on guidelines for electronic surveillance cameras and equipment. Charleston, I S. C. has also spent extensive time in addressing policy issues. Recommendation: The city and the police department should continuously monitor beach front safety. Consideration should be given to'a second, overlapping shift to expand beach coverage ns+.rrxr% tarn- txuwel ^sF'Rl -;:: rtrr rr e' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 66 FINAL REPOP.T MARCH 1, 2006 from 5:00 pm to 1:00 am. The possibility of hiring security officers to augment patrol should be considered. The existing private security contract might be expanded to accomplish this. limaiementatioit Issues The Miami Beach command staff will have to determine the proper allocation of personnel. By policy Miami Beach officers normally do not drive their vehicles on the beach. The information provided by the consultants point out that many police departments are supplementing their work force by the use of cameras and private security. Private security officers cost less than sworn personnel making them a viable option in certain circumstances. The use of private security may be a point of contention by the police union, but from a practical standpoint, it may be both cost effective and efficient for the City of Miami Beach. Specifics regarding the use of private security are discussed at the end of the report in the section entitled Layers of Security. ufl.ru:G Gnv;::xk? /E,r: sEx'i.( ]7fP.;>t:n! -r..r: MIAMI BEACH POLICE DEPAP.TMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 6! FINAL REPORT M ARCH 1 2006 6. MARINE PATROL OVERVIEW It is t:hc: policy of the Miami Beach Police Department to patrol the waterways and coastal waters of the Cin_ of Miami Beach and to protect the lives and property of those itilizI -, these waters. _ The Marine Patrol Squad also includes an Underwater Recovery Team (URT) which will assist in various underwater operations. The functions of Marine Patrol in Miami Beach include: Enforce applicable regulatory laws, statutes and ordinances relating to boating and marine safety. e Enforce all criminal laws, statutes and ordinances. Assist in investigations of crrrnes related to vr_1Ssels (I.e.: theft, fraud G Protect the lives and property of residents and vi.Sitors utilizing the marinas, waterways and coastal waters of the city. 0 Investigate boating accidents. e CoordiIlate vessel movemont., sUpen lse mooring. and reLTUlate marine traffic. 0 I11VeStlgate hazards to navIgatlon. imm:;Cl2ately_ reporting hazard" to the appropriate - overnment. C, Assist in preparation and implementation of Natural Hazard Emergency Plans in the areas of, but not limited to: Distribution of hurricane materials and information: Monitoring and reporting of tidal and flooding, information, Acquisition of applicable. hurricane supplies; Evacuation: and., Trailing /. Sr)ccla: duties of the Lim inchidc: Assist CitS7 departments in performing functions that relate to the area of marine responsibility. 6 ASSISI other aoverninental agencies requesting assistance mcludm �_ U.S. Coast Guard U.S. Customs and the Drub/ Enforcement Agency, such as Operation Blue Lighmin <_T. w Assist other police agency rnarine patrol units when requ:;sted. AAX,[ M 11 S llF. f. f'!': C.' l; /)t't.'R. \'.tl� " ".. \';'.iSNt' /. TI /:: l`i.'I)r•;_�'• MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 68 FINAL REPORT MA RCH 1, 2006 • Serve as Iiaison between the Department and other local, state and federal aL having marine interests. The Marine Patrol covers 66 miles of waterfront property. This area requires five to six hours driving time by boat. There is nine miles of ocean front propem. Six tour boats are out on the water in Miami Beach. TARGET S TAFFING CR ITERIA AND RATIONALE FOR MIAMI BEACH Additional officers for the marine patrol unit would be optimal. Marine patrol not only has an enforcement function but also increases residents and visitors perceptions of safety and security. Both boat and beach users will be positively influenced by marine patrol visibility. ANALYSIS OF CURRENT MIAMI BEACH C ONDITIONS At the tune of the study the marine patrol was staffed with one sergeant and two officers. They worn: from 9:00 am to 7:00 pm with no more than two individuals on dut} at one time. Even with different days off this scheduling system does not provide consistent seven day a week coverage. OPTIMAL MODELS FOR MIAMI BEACH Marine patrol should provide at least one two office. boat ten hours per day seven days a week. The hours should be adjusted seasonally. When staffing is available for a second boat the daily coverage time should be expanded by three hours so that some overlap is available. Many citizens in the islands have favorable comments about the Miami Beach marine patrol. The new anchoring and moorin< ordinance will soon come into play for deployment. More responsibilities will be forced on the Miami Beach Marine Patrol. Homeland Security issues are also involved in the smuggling of drugs and contraband. The Unt7 viat _tcovc, r 1IT; a1�i) ila.�. t)l;' TeJponsib l tC �i1SL)e Jru1: vcssc 2i)_ dcn c attached to the vessels' underside to conceal_ illegal contraband or explosives. Additional staffing levels could cover the hours of 9:00 am to 10:00 pin which will allow coverage seven days a week. If necessary, day officers can respond to a situation or operation at night on an on -call basis. Two additional officers were recently authorized by the City° of Miami Beach for marine patrol and will help staffing. Mt I M U 5 !r�r. r•i::r. C11VEPrsu:1rsrrv;_ nr.; reo!v.t MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 69 FINAL REPORT MARCH 1, 2006 I MPLEMENTATION AND RECOMMENDATIONS Recommendation: A more thorough system of tracking calls for service by the Mamie Patrol should be. implemented by the M ami Beach Police Department. Much of their work is not bein <, logged. Several marine patrols across the country utilize. some form of documentation system to track their Mori:, including the Seattle and San Francisco Marine Patrols. As of' January l 2006 more comprehensive data is being- captured. It is being entered into the Miami Beach Police Department CAD system. Several new data elements are being developed by the MBPD marine patrol to better track their calls. Since this information has just begun to be captured, the marine patrol's activit%; should be assessed. usinL the new infomiation. six months. )IF.l:lf"(, „n ✓ �' ft' n.NFn ^,'.SF.RY %:'Ti1Ff'fOPt.! "' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 70 FINAL REPORT MARCH 1, 2006 Recomm endati oil : The Marine Patrol Unit should consider how private security and citizen volunteers.might be used for routine tasks to free up the officers time for more investigative and pro- active activities and extend covera <ae. Implementation Issue The unit should be allocated a computer that is connected to tine network to assist in data capture and in operations. Communication between the marine patrol division and the rest of the IvIBPD would also be enhanced. Wireless network comlectivin throughout the City of Miami Beach, and /or potential computer network capabilities at the Marine Patrol marina will have to be evaluated. Funding for the installation of network connectivity and data security will be primary concerns in the implementation of this recommendation. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 71 FINAL R E P ORT MARCH 1, 2006 7. REDEEVELOPMENT AREA POLICING OV ERVIEW The City of Miami Beach has two redevelopment areas that receive specially funded police attention —South Pointe and the Ciry Center /Historic Convention Village area. These areas are to be policed according- to communit policing concepts which include the assignment of police officers to permanent. areas of responsibility or beats. The officers assigned to these areas are expected to form partnerships with residents and businesses to jointly solve crime and disorder problems and share ownership of the solution strategies. Problem solving initiatives should be designed to address specific issues in the redevelopment areas. Assigned officers are charLTed with maintaining a highly visible police presence and addressing the quality of life issues within the RDA boundaries. They are supposed to facilitate eradication of graffiti and enhanced sanitation and street cleamriL, services. Each RDA is assigned a Community Policing Problem Solving Team that has flexible scheduling and that is charged with varying its tactics to address a variety of problems. Tactics are to include wallcinL, beats, bicycle patrol ATV patrol, and undercover tactical operations. Members of the team should receive training that will help them specialize in RD.A problems including handling homeless people enforcement of noise complaints auality of life problems youth gangs street level narcotics and traffic enforcement. The. RDAs are allocated overtime funds to establish specific problem focused task forces. Officers assI ned to the PD.�is should partner «!ith Cif Code Enforcement to address those properties businesses., and structures that fall outside of the traditional law emorcement response. In addition. the RDA units strive to partner with pail: rangers and private security personnel to provide security and enhanced visible uniform presence and to supplement the sworn officers. RDA funding has also been used to create storefront police mini- stations in the South Pointe RDA. The mini- station is designed to provide the South Pointe RDA with a community policing presence and have officers funded from both the RDA and General Fund utilize the buildin g for meetings: completion of paperwork, and to have a convenient location for residents and visitors to address police issues. TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BE ACH Because of their dedicated funding, and the City`s desire to focus police attention of the two RDAs, the units assigned to them should focus on specific problem solving efforts within the RDA. They should utilize a formal problem oriented policing methodoloLw to document how their time. is consumed and to demonstrate the value that is received for the substantial sums spent on their operations. C(IVERN, If. N1 TNF'!'f.'OPt.I" MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 72 FINAL'REPORT MARCH 1, 2006 Without the ability to demonstrate verifiable results for the level of effort expended, it is difficult to document the value of the RDA policing efforts. With a total budget of some S-5 million it is * important that the MBPD justify the expense. Analysis of Current Miami Beach Conditions Current staff assignments include: One sergeant eight officers and two PSS positions are assigned to the City Center RDA. ® One sergeant five officers and two PSS positions are assigned to the South Point RDA. i A crime analyst is shared between the two RDAs. With the FY06 budget the South Point Area will no longer be a formal RDA. There will remain some fundin` dedicated to community policin`y activities in the South Pointe area. The department has no way to accurately document changes in the crime and disorder conditions in the RDAs. The RDA boundaries do not match beat boundaries and the city's geographic database has not been structured so that RDA specific activity can be retrieved. RDA officers do respond to sonic calls for service activity but without examining the address of every call there is no way to determine how much of the calls for service workload they do perform in their areas. At this point without formal documentation of problem solving efforts and without the ability to monitor changes in calls for service it is difficult to judge the level of effort and the results obtained on the crime and disorder problems in the RDAs. Without knowledge about the level of effort and results in the RDAs it is very difficult to know whether the number of officers currently assigned is optimum. Consequently whether policing expenses in the South Pointe area might be lo%vered and officers reassigned can not be presently determined based on objective criteria. C tii �:E Morjels for` i!!iFami Beach 'W'Ithout a system to measure the results of the RDA units' efforts in the RDAs, an optimal staffing model cannot be specified. - Whether there are. enough officers assigned cannot be determined without k riowledge of their impact on the size and scope of the crime disorder and security problems specific to the RDAs. The lath: of a measurement system also prevents an analysis of the level of effort expended by patrol officers in the RDAs. The P`DA units are not designed as primary calls for service responders, but their efforts should have an impact on the calls for service that are generated from the RDAs. If they are successful in their problem solving efforts., then response by patrol officers to RDA calls should decrease. /lF t.l•7A'l; f:(llr'kh'A1f:)::'.SFNL•f: fll:� 1'f:C>f'f..l:' I • MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 73 FINAL REPORT MARCH 1, 2006 IMPLEMENTATION AND RECOMMENDATIONS n, d a t . -, The Miami Beach Police. Department should adopt a formal problem oriented policing methodology to identiffir and track the work of th° personnel assigned to the RDAs. The first key element will be for the city to reconfi1_1ure its geographic information file so that activity in the RDA areas can be isolated from work outside the area. Because the city. still wishes to focus on South Pointe, even though It no longer an "official" RDA and because; the City Center is still a formal RDA, the department needs to be able to track activity that. occurs in the RDA in order to determine the impact of its community policing activities on the areas. All RDA personnel should under go formal problem oriented policing training. One model that has worked well in other departments is the SARA model. It is composed of four elements: Scanning Analysis Response, and Assessment. During the scanning phase, officers and the RDA analyst should loot: for incidents that might seem to be isolated but which when viewed to <_ ether help to define crime and disorder problems. Sources of information for this effort typically include calls for service, crime and incident reports, citizen contacts, and officers' field observations. Based on their experience in the area over the last rwo years, RDA personnel probably already have a good candidate list of problems. After the problems have been identified the problem should be thoroughly anal vzed. Key information should be developed about the offenders, the victims, and the locations that serve to define the problem. 'What is happening, when it occurs, and its impact all need to be detailed as part of the analysis phase. The key to crafting* the problem response is the analysis. Officers should be encouraL'ed to propose solutions that include police response, involvement of other governmental agencies, the private sector, area residents and other people that frequent the area. The factors in successfu' response are often the creativity of the officers involved and a search both within the department and in other departments for successful approaches that may have been implemented to deal with similar issues. The final step is assessment of the results of the response. The department needs to carefully measure the impacts of its efforts. Was the problem "solved ", was it reduced significantly, is there less harm resulting. or has another agency assumed the burden of dealing with it? Each problem solving effort needs to be documented so that successes can be replicated and less successful efforts result in better subsequent response designs. These problem 1% AL At X 11 , S 110 -PIAC CKWERNAIFfu fFPA.c PIE PEOPt." MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT MARC 1 2006 FINAL REPORT solving efforts enable the department to measure the impact of its efforts in the RDA by providing detailed accounts of specific initiatives identified and the result obtained. The department should consult the Center for Problem Oriented Policing a U.S. Department of 3ustice Community Oriented Policing Services sponsored website at \,vv popcenter.or!_ to again further information. Areas that should be considered to measure for each problem solving episode that the department undertakes should include the following: Scanning: • Are recurring problems of concern to the public and the police identified? • Are the consequences of the problem for the corrunim ty and the police identified? • Are those problems prioritized? • Are broad goals developed for solving the problem? • Does the project team confinn that the problems exist? • Does the project team determine how frequently the problem occurs and how lone has it been taking place? • Does the problem selected for closer examination reflect the lnow ledge gained through the above steps? Analvsis: Are the events and conditions that precede and accompany the problem identified and understood? • Is relevant data that needs to be collected identified ?. • Is research conduct to determine what is known about the problem type? t Has there been an inventory of how the problem is currently being addressed along with the strengths and limitations of the current response? • Has the scope of the problem been narrowed as specifically as possible? .• Have a variety of resources that may be of assistance in developing= a deeper understanding of the problem been identified ?. Has a worldm- hypothesis about why the problem is occurring been developed? • Has there been an open brainstorming for new interventions? Has there been a search for what other communities with similar problems have done? • indicates Is there documentation that icates how a choice was made among the alternative interventions? • Has a response plan been outline which identifies responsible parties? • Are the specific objectives for the response plan clearly stated ?. • Are. the platuied activities carried out with the level of effort and resources required to have an impact on the problem? i lr'�. S liF:1.1'!'� %� %�1'A.h ".tl':.T .l F.KI'i: ]I!.'. "Pt /ll•lf: ' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 75 FINAL REPORT MARCH 1, 2006 Was the plan was implemented as planned. Are modifications documented and recorded? m Were pre- and post - response qualitative and quantitative data collected? 'Were broad goals and specific objectives attained.? a Were any new strategies identified that were needed to augment the original plan' V. is there an ongoing assessment to ensure continued efr:ectiveness? An especially critical component of this problem oriented holicinu process is to measure the overall impact o'f'proble n solving, in t11(:; desigriatrcd RDA's. Crime rates calls for service, hot spots, and citizen satisfaction all should be connparecl and contrasted before the formal problem solving process is implemented and after it has been in operation for a veal. It will also be important to consider the level of effort in terms of personnel hours and resources consumed that is required for each problem soivilh- project. Tire department can then compare its use of decfieated proble solving pe and resources against other efforts designed to deal with crime and disorder problems to determine how it can achieve the best results. The City has requested that MAXIMUS provide some guidance regarding potential lre, r viivaiicc measures iOr pOiiCmg in the Rl,AS. vv ttlle tilB sco Oi thrS Project iOCUfieS on the assignment of police personnel, we are. pleased to be able to provide some additional guidance. re <,ardm <_ how the City might develop a pe.forn2anCe measurement system for evaluating RDA activity. Some readily achievable relevant performance measures that the City might apply to the RDAs include: 1. 1 against the plans established asin- the SARA model described above. As part of developing a SARA plan, the. City should consider its overall goals in having the RDAs and the role that policing plays within the broader context. The assessment element of the SAPA model provides the vehicle for the broader evaluation. '. Changes, over time, in calls for service. The C' - should modify its reporting, systems to provide the ability to capture quickly all calls for service corrung from within the redevelopment areas. It should establish a specific basepoinnt and then monitor the volume of calls in a regular basis to track changes in the volume. 3. Changes, over time., ir, the character of the calls for service. As part of the SARA planning, the department should establish some specific goals for Shan «es in the nature of the calls for service, with an emphasis ' achievingr significant declines in violent crime and significant property crime.. At the time that the department establishes the basepoint for calls in service it should also establish a basepoint for the character of calls and then track changes over time. us�.Nr�•a crnm'evder .e'Fa�;:r re „'rerr• _!r, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 76 FINAL'REPORT MAR 1 , 2006 4. Time commitment, relative to changes in calls for service-and the character of calls. The City should track the time commitment of officers assiLmed specifically to the redevelopment areas. as well as time commitments for officers responding to calls or conducting self- directed activity in those areas. This time commitment should then be compared against time commitments throughout the City, relative to calls and call character to determine whether the specific deployment of personnel to the areas is having the desired effect. 5. Customer perception. The City should regularly measure the perception of residents and businesses within the development areas to deternine if the specialized assignments results in a noticeably better customer perception (to be expected from the focused police efforts) than.for the City as a whole. "ITA S urr_ru:r.. ant. xxe as•: rsrxvt; rn.. runr:_r, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 77 FINAL R EPORT MARCH 1, 2006 S. CRIME SUPPRESSION TEAM OVERVIEW A.s crime and disorder problems are analyzed and patterns discovered the department should have the capacity to direct resources to concentrate on such problems without stripping patrol of resources or by adding to officer fatigue through the frequent use of overtime assignments. Resources should be adequate to address a problem consistently each day, if needed. In additional, resources should be adequate to deal with two different problems at the same time perhaps in different districts. T ARGET STAFFING CRITERIA AND RA TIONALE FOR MIAMI BEACH Staffing should be sufficient to 1110w for one supervisoir and a squad of officers he. available seven days a weer: for 10 hours of coverage claily or to allow two simultaneous operations to be conducted independently with each staffed by a sergeant and enough officers to meet officer safe,A considerations. The department should have two crime suppression teams. Some anti -crime operations require a consistent, daily focus for an extended period of time. Without everyday operations suspects ma }r learn when it is "safe." Some operations may need only a short duration but there may Inc problems in more than onto. location at the same time. Two squads, that can wort: toLethcr or that can work independently will satisfy thcse r:quirements. Anaiysis or Current Miami Beach Conditio ,ns m There are positions allocated to staff two crime suppression units each with one sergeant and four officers. Optimal Models for Miami Beach D- v ITlaintamrnL' two teams as suLacst °d In the Larget crlwr a thi: department vlill haVC sufficient staff to conduct prolonged operations by combining the two squads or to conduct smaller simultaneous operations. I MPLEMENTATION , AND R ECOMMENDATIONS None. MAXIMUS erre•r +r, auvr,euwsr,- s;:nvrt rr�r rsnrtt: c MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL'STAFFING OPTIMIZATION REPORT PAGE 78 MARCH 1, 2006 FINAL REPORT 3, CRIME PREVEI�TI ®N OVEP.VIEV1( To combat crime effectively, an agency must establish an aggressive cringe prevention program. V" all law enforcement agencies devote some time to crime prevention, the majority are predominantly reactive choosmL to concentrate on response to calls_. follow ing-up investigations and arrests. Most agencies can do much more to prevent crime. Crime prevention has become a cooperative, police- conm effort. Intensive. public involvement, working individually and in groups is the critical element ern preventinLT many types of crimes, particularly burglary robbery and rape three of the most prevalent major crimes with which the police and communin7 must cope. The crime prevention unit must leave strong! working relationships with the department's crime analysis patrol comtnunity relations, and public information functions. The Department should also continually evaluate departmental crime prevention efforts. The Crime Prevention function should include but is not limited to, the follovlin Prioritize specific targets and upon citizen request those crime prevention programs that are shown to have an impact on crime experienced by communit</ citizens. Information used to determine what programs are effective shall be based on: Information received by Crime Prevention employees a Citizen contact E Research Other law enforcement agencies v interpretation ofcrime data submitted by the Department Crime Analyst Targeting programs by crime type and geographic area in the basis of an analysis o f. local crime data Targetin <T pro to address commmunit\l perceptions or misperceptions of Conduct regular meetings regarding crime prevention and pertinent information with communit>t groups and or neighborhood associations. Conduct crime prevention seminars, lectures and other activities so designated or assigned by the Chief of Police. Evaluate the effectiveness of crime prevention programs every two (3) years. T ARGET STAFFING CRITERIA AND PA-k IONALE FOP, MIAMI BE ACH The Crime Prevention Program is aimed at prov iding safety and securin for the public. their businesses households, and possessions by concentrating on activities appropriate � I M M IAMI PEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPOT T PAGE 7S FINAL REPORT MARCH i . 2006 for the prevention of crime in their homes at businesses, and on the street. Those activities will include, but not be limited to the followin�(z: a Citizen awareness. lnspections of premises and recommendations concerning physical security Dissemination of information concerning crime prevention techniques. Activee solicitation of persons,/ groups interested in crime prevention. Coordination of activities of persons / groups involved in the program: ANALYSIS OF CURRENT MIAMI B EACH CONDITIONS The crime prevention unit has been responsible for t1l following statistical data from iviarch 2004 to March 2005: Over 400 Arrests that have dealt with a combination of duality of life issues (Ill Graffiti arrests, ?3p quality oflife arrests and -50 felony arrests). o As a. result of the graffiti investigation, 6 active LTraffiti groups were identified. The arrests of the members of these groups have led to a 90'%, reduction in the reported cases of graffiti /vandalism in the North District. a Auencied 48 Homeowner Association ivieetings throughout the Cirn ofiviiami Beach (often chananng them SChed IleS to accommodate the time frame of the mect.ng Addressed 375 Community Enhancement Forms (submitted by Patrol Officers). Conducted 91 Home/Business Security Surveys and /or Site Plan Reviews. 4° The NRO's have contacted the victim(s), via phone of every residential or business burglary and offered a security survey. E Implemented a program that addresses issues of trespassing, on private propern %. Trle 2 1 deals with a. SiL`TICd letter from the owner of the property, payment for a sign that identifies the City of Miami Beach as an a gent for the property and subsequent distribution of the sign after completion of all necessary paperwork. To date, the crime prevention unit has distributed 7-5 "No Trespass Sins" to various businesses throughout the City. Initiated an investigation that with the cooperation of the Criminal Investigations Unit, ended with the arrest of several individuals involved in an organized `theft ring" at Burdines. The arrest resulted in the return of $480,000 worth of merchandise. IVI AXIM U rrrrruc rxn•exn'eu ;.e'.SU11nre rr ;urt.r-° MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 80 FINAL REPORT MARCH 1, 2006 The statistical data alone would represent success but it does not. by itself indicate the true impact that the crime prevention unit has had on the community. The crime prevention unit Nvas also involved in the following individual events: United several city departments in an effort to create a safer conununit , (i.e. Neighborhood Services, Sanitation, Public Works, Code Enforcement and the Parks Department). As a result of increased cooperation among the various departments the NRO's were able to participate in 40 weekly Outreach missions with Neighborhood Services. Held "Special Event" crime prevention meetings for the following events: SP7 - ino Break 2004, and the Holiday Crinu Preverrti.on Meetin 2004. a Organized the Crinme Prevention Fair 2005. Assisted with the Oram,e Ribbon Event 2004. Creation and implementation of an email system that can be used to email the 33 recoanized Homeowners /Business Owners groups throughout the City of Miami Beach. Assisted with the annual Miami. Beach Top giveaway. Assisted with the 2004 PAL Car Seat giveaway. Maintained an updated "hot board" for the Patrol Division (Roll Call Room) that identified areas of concern and recent crime trends. Assisting the victims of Hurricane Charley. k Continuously deploying S.M.A.R.T. Trailers throughout various locations in the Cin, upon the requests of the administration the public.. and other officers. e City wide Bicycle loci: and registration effort. DNA Project The Crime. Prevention Unit, in conjunction with the Police Athletic League. is currently in the process of implementing a DNA Life Print program that would be available to every elementary and middle school child in Miami Beach by April 2005. The program will attempt to reach out to approximately 7000 cimiidren at a cost or s ; 0'vv.U'v dollars (all money receivec, was donaced). OPTIMAL MODELS FOR [MIAMI 3EACIH Crime Prevention Unit staffing should be sufficient to meet the public demand for crime prevention presentations, site surveys and to organize and maintain neighborhood /block watch organizations. The size of a crime prevention unit is essentially discretionary. 'Worl, demands are usually a function of crime prevention markctin<_r efforts rather than independent citizen requests. Additionally the vibrancy of neighborhood /block watch or«aniza.tions is tied to departmental efforts to organize the con and to maintain the life of such arcrtnr. ravxr „v.a +ttn•rsex= ;:; meror -:_r. ^ MIAMI BEACH POLICE. DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 81 FINAL REPORT MARCH 1, 2006 organizations. Neighborhood /block watch meetings are usually most effective and well rcceived when police attendance is by the officers that regularly patrol the neighborhood. Manv demrtments Stich �i- Arl_in(_rton Texas a.nd T,al_ewnnrl (';ninracln limir c, r, .Pecfi,lly used civilians for substantial portions of crime prevention units. Miami Beach currently has one civilian in the unit. The Department is currently attempting to have her job reclassi f-5ed to a higher level. IMPLEMENT ATION AND t` RECOMMENDATIONS Recommendation: Many other police departments utilize volunteers and graduates of citizen police academies to make crime prevention presentations. The Miami Beach Police Deparnuent should explore. the. use of civilians to augment the work of crime prevention officers. Recommendation: Miami Beach Police Department should also consider adding: a civilian member of the crime prevention unit whose main function would be to work with businesses and neiLhborhood groups in the entertainment district. Irr►nlementation Issues The civilian employees who augment the work of crime prevention will need additional trainin<.r in their area of expertise. iviAXIMUS consuitants recommend periodic ricie -a- longs to supplement the training program. Crime prevention schools are available in mangy- parts of the count and should be utilized as .I resource. MAXI MUS MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 62 FINAL REPORT MARCH 1, 2006 0. SCHOOL RESOURCES OVERVIEW School resource officers carry out a variety of functions. They serve to lint: the school to the police department so that school problems can be more effectively dealt with before they escalate. The }7 provide a positive role model for students. They can establish relationships with students that provide the Department with information that will help to solve crimes involving juveniles. And, they may get infornation that may be used to head off conflict between students outside of the school. These functions usually require a full time presence in a high school but many jurisdictions, depending on the nature of their middle schools have found that one officer can split time between two middle schools. In some instances, one middle school ma -y have sufficient problems to justify the assignment of a full time school resource officer. Community policing also recommends partnerships with school officials and students. In Miami Beach, the Schools are responsible for providing for this program. T ARGET STAFFING CRITERIA AND RATIONALE FOR [MIAMI B E A CH Miami Beach Police Department currently has school liaison officers in South Pointe Feinberg Fischer, North Beach and Biscayne public elementary schools. Each elementary school has a retired police officer as the school liaison officer. Three of these officers are retired from the Miami Beach Police Department. Thee are at the schools when they are in session and do not wort: when the schools are not in session. Nautilus lViiddle School and Miami Beach High School are the two public schools which have full time Miami Dade Public School Police Officers assigned to them. There are two Catholic schools, St. Patrick's and St. Joseph's and two Jewish schools. Hebrew Academy and Lehman, which have grades one thi twelve. There are currently no Miami Beach school liaison officers in these private schools. In other police agencies, school resource staffing allows for one officer to be assigned to ea "':_ Illf i_ schoo 2t_ �._ �L Gc11'. i a rz J; ANALYSIS OF C URRENT MIAMI BEACH CONDITIONS The four school liaison officers are retired and do not male arrests. Thev nominally would help in traffic direction, problem - solving and dealing with issues iu time elementary schools that are presented. OP TIMAL MODELS FOR MIAMI BEACH fi.n optimal model v be for the Schools to retain retired Miami Beach school officers for Nautilus Middle School and Miami Beach High School. More and more departments are aware of the value of these officers since D.A.F..E. has been eliminated in manv �. xs!_ec:r. covsxaam;,;1 sF.avE MF pffWa - MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE E3 FINAL REPORT MARCHI, 2006 schools nationwide and more law enforcement resources are iDeing put in the elementary and middle school levels. 6nnoL cn.Ek r,T�n ��nee L cr�nnnnnca�n�: Y-.aYC Y �—�..- H IV £l [ VfF ryYV1..i .. V VIYY IbI i� fV YJ.^c 1 1VYV �D Recommendation: Retired police officers are an advantage to community since health benefits are not normally paid. The benefit of additional retired school resource officers would foster a more community- oriented working relationship between the teachers and students of the two schools and the Miami Beach Police Department. This, in turn, will generate a more trusting relationship and an increased level of conzm'unication between the community and the Police Department. The Miami Beach schools may wish to consider the benefits of hiring of additional retired police officers. In conversations with the Miami Beach School Resource Officers, they stated that patrol officers are rarely called to their respective schools. The only time the patrol officers direct traffic is if a school crossing guard is sick or unavailable. Patrol officers do also work radar near the schools as assigned. Implementation Issue . Allocating funds for the hiring of two additional retired police officers as school liaisons at Nautilus 1 \4iddle School and Miami beach HILh School is the responsibility of the Schools. Volunteer -work by retired police personnel may assist in the implementation o this recommendation. MAXIM H €IIPP.G COVER,vmi... "ll .RVL THE PrloflLe: MIAMI BEACH POLICE DEPARTMENT :'OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE S4 FINAL REPORT MARC 1 , 11. STRATEGIC INVESTIGATION'S OVERVIEW The Strategic Investigations Unit provides quality/ police service to the comm>unity by conducting investigations into narcotics vice and organized crime activity occurring, in Miami Beach. Members of the unit meet with citizens in the community and assist with identifying the neighborhood problems as they relate to the responsibilities of the unit. The unit takes an active role in resolving(T these problems by aggressive enforcement and interaction with the Uniformed Patrol division, Criminal Investigations Division and other City Departments and governmental agencies. The Strategic Investigations unit is responsible for the review and investigation of all narcotics. money laundering prostitution vice and organized crime activit -v. It also conducts sensitive investigations at the direction of the Chief of Police, Assistant Chief of Police or the Criminal Investigation division Commander. Additionally the unit conducts intelligence- gathering activities and works closely with other agencies regarding cases of mutual interest. The unit actively networks monitors or participates in local, state and federal terrorism task forces. The unit also has detectives detached to various multi - agency task forces in South Florida. The unit conducts pre - licensing screening of nightclub establishments m conjunction with the City's licensing department. The Strategic Investigations Unit investigates violations by local establishments of the Nuisance Abatement Ordinance. The Unit coordinates confiscations of properties and cash assets derived from the illegal sale of narcotics. TARGET ST AFFING C RITERIA AND RATIONALE FOR MIAMI BEACH There is no specific standard for staffing this function and the City should employ a flexible standard. Staffing this function is highly variable and can depend upon size, demographics. and crime characteristics of any given community. Miami Beach is a community of over 9,000 persons and a site attracting visitors and tour t "'.: car biro ih;_ ;iunnbe. Or'�e ? "SOriE \'rSitlnS' th ° ^,11 % tC \\/ 1� ^. 1':�l.f 2 ni'll, r dur'mL weekends or special events. As the major tourist attraction in South Florida, it attracts many large -scale narcotics traffickers to its jurisdiction as is evidenced by, seizures and arrests by other" agencies in this city. Residential areas have many high end and middle class buildings mixed in with section eight housing and poorer families with many drug dealers selling from the lower priced apartments, affecting the quality of life throughout the city. The success of Miami Beach as a tourist center has also resulted in the large growth of street prostitution as a problem confronting; the citizens of the city. SIU is tasked with meeting those challenges. tr rr.ra :'e anvt:K.verrs: srxvrd nnr rsorr_r.: , MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT GAGE 85 FINAL REPORT MARCH 1, 2006 ANALYSIS OF CURRENT M IAMI BEACH C ONDITIONS The Da }F Shift (Organized Crime /lntel /Ten prism) previously had four detectives and a :i i.rli�riivr. ilv��� vuf � uiF �.� uC.LGl.ii v„j, i, tll. Jll uci.l! llall U1GJ A 1[l :.`.- 1111111Uv1 Vi 1 Gil ltGSt� lOI intelligence on special events, which limits what proactivee details they can handle. The Afternoons Shift (Street Enforcement Section) previously had two full squads. As a result of attrition, it currently has only one squad with one sergeant. With only 6 officers assigned the squad can expect only to cover four days and probably with only four officers on duty (vacation time, leave time) which precludes any larg =e -scale narcotics operation. With only one serucant to supervise the six detectives in undercover operations, supervisor is stretched to complete his duties. Attrition in this unit as been as lbllows: E Between January through July 2004 SIU lost manpower due to injuries, special details, and military leave totaling 690 hours. o Between ,January through July 2005 SIU lost manpower due to injuries, special details, and military leave totaling 1899 hours. On average for 2004 there were a total of 24 detectives and supervisors assigned to SIU. There are presently for 200 (due,to attrition) a total of 18 supervisors and detectives actively assigned to STU. The following, represents the staff_ng of this unit as it stands at the time of the site visits: Emit Command I Captain 1 Lieutenant I Administrative Aide I Day Shift(Organized Crime/Intel /Terrorism) I Sergeant Detectives This squad works Monday through Friday 7 am -5 pm). It is responsible for: or crime; special event intelligence; terrorism intelligence; public corruption cases; confiscation officer for the Department; and other cases at direction of Chief A- fternoons (Street Enforcement Section) I Sergeant 6 Detectives This squad works Wednesday through Saturday � pm — am. It is responsible for the. investigation of complaints of narcotic activity and prostitution one detective is assigned as tech officer, but most oil' the equipment is either obsolete or unserviceable TS I 11f �, HEl PP,O [:[IYERY'. +IF.1;'SF.Rt%F MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 86 FINAL REPORT MARCH 1, 2006 Task Forces South Florida Money Laundering Strike Force. (2 detectives) HIDTA Group -(1 detective) SEANET (1 sergeant," detectives) Miscellaneous Military Leave 1- detective Injured Service Connected 1- detective (expected to be out at least six months /possible disability retirement pending) The unit has a cur total of el'ahtem active sworn personnel and two swon on inactive status. By comparison, in February 2003, the unit had a total of twenty -seven active sworn personnel. including supervisors and detectives The SIU assiamnents and cases include: • Complaints of street narcotics • Complaints of street prostitution • Assist other law enforcement agencies (DEA, Customs US Postal. etc) • Underage drinlang Bar /nightclub violations (narcotics /vice) • Terrorism intelligence • Special event intelligence • Public corruption cases (at direction of Chief) • Organized crime investigations • Assist other Units within the department (undercover burglary and robbery investigations) • Supplement Patrol with manpower during critical events (hurricanes, Memorial Day, New Tears, and other lame events) F Liaison Nvith City legal on Confiscation/forfeiture matters (departmental confiscation officer) As of June 27, 2005 the SIU has made: all ly ili�.i Lil.Iln 365 narcotics. 382 prostitution /vice, 66 sale of alcoholic beverage to underage persons. including 21 nightclub personnel Responded /mvesugated 253 narcotics /vice complaints from residents a Seizures and confiscations to include: o 851 grams of crystal methamphetamme, c 6 Gallons of GHB: c 323 tablets of MDMA (ECSTACN, o -517 crack cocaine rocks; 976 grams of cocaine powder, o 5171 grams of marijuana: o 8237.663 in U.S. cun HU,P[(' f; 60l F.H.Y1A..;".S'AR"L Tl£I: l'!:!£t•;_!: IVIIAIVII BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 67 FINAL REPORT MARCH 1, 2006 The ['ollowlnL table compares this year`s worl: actIvItY to totals from other years: 1 2o0cy 2001 j.2002 200' , 1 2004: TOTAL I 53Z 92 929 1001 F J 354 3�,o 365 467 1 303 1 PROST.:39 96 13; 217 1 1 C, 30 ,UNDERAGE "C OM P LAI NTS 2 j . 1 66 "5� 2C3 ... ......... . ..... ........ ... . ...... . . . ...... - 1!Z-SEIZF_D 1 74,85-5 - 1, 835 2,7,663 �,185.2 CRACK 1 5526 �56r, 421 ROCKS' 517 POC 864 rocks 1 9 -rocks 6456 I 976G 1455 am 254arris. POWDER 2`927 1 '1 534G MARIJ.*. 2 9 L5 3 5LBS 1930G " 5171G 14,127 am 185 0 a r Tis MDMA 71 SOPILLS I 80,000PILLS 3904PILLS I 223PILLS 1 1455 Dills 12 3D i I is AETAMINE 911 VIALS I 53KILOS ? 1 364: oz. 00 90LBS 1 6GALLONS 1 : 66oz. 852gms . ..... .. ... .......... .. .... .... . ME T. H i 1 204G 1 851 G 1 211 ams 1 5l y a rm, HEROIN ? 1 KILO 26 GMS. 00 S SEIZED 1141.4 N/A. I N/A I N/A 1,5 56,652i 335,700 WITH'SEANEli j i 46 kilos The Underage Drinking Grant active in FY 2004/2005 has existed since September 200 From its JncePtion, the initiatives have - yielded two hundred and seventeen arrests of nightclub employees and other businesses for the sale of alcohol to persons under the age of twenty -one, of which 66 were in 2003. The prostitution N✓appl Program has been effective since August of 2000. Department wide there were 480 prostitution related arrests. of which 458 were in the prost mapping zone. Since the programs inception, 89 prostitutes nave been placed on the mapping program, including 17 prostitutes in 2003. Numerous other Law Enforcement Agencies (Includim- Miami-Dade and have initiated prostitution mapping; pro-rams and utilized the Miami Beach format to start their initiatives. L, OPTIMAL MODELS FOR MIAMI BEACH StaffinL should be sufficient to allow one major investigation to occur (aimed at mid- level traffick fbi a period of several montn's) and, simultaneously, On-L street love] investiLTations such as inside bars and clubs. The department needs adequate resources to conduct at least two i mv-sligations at the time. inv est i gations same e. Such i vest miaht at time intersect such as when a street level druL investigation leads, to the opportunity to deal with an offender who is a significant supplier to ]VIlan Beach dealers and users. Investigation of an organized prostitution ring ng may lead to drUL1, 11 Or to robberies. Optimal models for staffirl- are dependent upon the crime characteristics of the community. Drug and prostitution investigations can be complicated, time. intensive, vc, and lengthy. As a result., the occurrence of these. types of crimes may have an impact on the optimal staffinL love! for the Miami Beach police department. U S, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 86 FINAL REPORT MARCH 1, 2006 I MPLEMENTATION AND RE COMMENDATIONS Recommendations Many police departments throughout the united States including the FBI are utilizing civilian criminal intelligence analysts and investigative aides. Civilians and volunteers have been used successfully to perform investigative tasks such as surveillance, financial analysis follow -up on cases and assisting in cold case investigations. . The use of non -sworn personnel should be considered to supplement staffmg in Strategic Investigations. If.this strategy is implemented, it show be assessed annually to assess its ongoing effectiveness. Implementation Issues Recruitment of qualified individuals and training are important factors of this program. Training must be provided which will insure competence in these particular skills. Implementation of this program will need to be negotiated with union representatives at contract renewal as sworn officer now perform the majority of these tasks. 1 �� jI LU rr: r.rrsc cuv:;r..v. +re u,' 5,F rrr= rrur:..r -. MIAMI BEACH POLICE DEPARTMENT: OPEP.ATIONAL STAFFING OPTIMIZATION REPORT PAGE S8 FINAL REPORT MARCH 1, 2006 12. CRIMINAL INVESTIGATIONS UNIT OVERVIEW The lvlianii Beach Police Department's Criminal Investigations Unit is headed by a captain and is composed of three units, each headed by a lieutenant — the Violent Crimes, Afternoon section the Violent Crimes Section, and the Property Crime Section. As described on the department's web site Violent Crimes detectives are responsible for the investigation ofall robberies, assaults, rapes and murders occurring in the City of Miami Beach. Specialized offices within the section handle specific types of violent crimes against person investigations including, homicide, domestic violence robbelv aggravated assaults and batteries. Tile Department's Domestic Violence office strives to be a leader in community awareness and victim's advocacy in South Florida area and not only investigations reported domestic violence crimes but also provides services to domestic violence "rictims, victims of crime, and their children, such as: criminal justice support and advocacy information and referrals emergency transpor tation emergency food voucher, Counseling services specializing in irauma resolution and community activism. The Property Crimes Squad investigates thefts. burglaries, and criminal mischief. all of a felon\ nature. According; to the website, property crimes detectives are assigned to districts with responsibility for geographic areas. This is designed to enhance detectives' knowledge of community problems in their assigned districts through increased interaction with citizens and businesses. The hope for result is that detectives will recognize crime trends as they develop and, therefore. be able to intervenc more quickly. The Pawn Shop Squad helps the police department comply with state statues relatin <(2 to the regulation of pawn shop activity. The squad monitors pawn shop activities in tine cm; and strives to locate stolen property. The squad enforces laws relating to pawned activates. The Economic Crime Squad investigates fraud. and computer (Internet) related crimes. This squad also investivates white collar crimes including embezzlement credit card fraud, and identity theft. The Auto Theft Squad investigates all crimes imol� vehicle. motorcycle, scooters'• and construction equipment (with engines) within the city. The unit investiea.tes stolen_ recovered, and re- VTN -ed vehicles. This unit also works closely- with other squads within _ r. rrFa.rtr:r cove :evkrsaassrzvertrFr:'nr=o.t- MIAMI BEACH POLICE DEPARTMENT:'OPERATIONAL STAFFING OPTIMIZATION REPORT MARL P A G E 1 2006 FINAL REPORT the Criminal Investigation Division when vehicles are involved and / or stolen during. the commission of another crime. The Crime Scene Unit of the Miami Beach Police Department is responsible for the processing, of crime scenes including major crimes (i.e., homicide, sexual batter kidnapping). Throu the collection of evidence photography and slcetchina, unit members strive to document all facets of a crime to assist in its reconstruction so that perpetrators can be arrested and solid cases can be presented to the prosecutor. Special victims detectives investigate crimes by and against juveniles in Miami Beach. The cases they handle range from sexual assaults, child and elderly abuse to missing persons and bicycle thefts. This squad is also responsible for sun eillance monthly residential check and monthly nei <ghborhood notifications regarding sexual predators. TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI B EACH StaffmgJ for investigations should similar to patrol, match workload to personnel resources. While the patrol model defines workload in terms of calls for services, self initiated activity and patrolling time, investigative workload is composed of conducting -thorough" investigations of crimes reported to the police. A thorough investigation may result in an arrest. It may not. A thorough investigation occurs when all.leads are exhausted and further effort appears to be counter productive. Consequently it may not result in an arrest being made. warrants being issued or the case being otherwise solved." Some.cases have no useful evidence and are of a minor nature. These usually warrant little or no investigative effort unless more evidence comes to light at some future point. A department with fey, serious crimes may chose to spend time on such cases but departments with the level of reported crime. s' 'lar to Miami Beach usually chose to dedicate investigative effort to more serious crimes with higher chances of solution. Therefore the target criminal investigation staffing, criteria for the Miami Beach Police Department is that enough investigative personnel should be assigned such that all reported crimes deemed worth following up are investigated thoroughly. ANALYSIS OF CURRENT MI AMI BEACH CONDITIONS MA�IhIUS worked with the staff of the Crin nal Investigation Unit to develop measures of investigative workload and of the time each detective has available annually to dedicate to investigations. Investigative workload depends on examining the average number of crime reports that merit a formal follow -up investigation, as discussed above. IN/liana Beach like comparable agencies: uses a screening process to set aside initial reports that provide virtuall� no "solvability' factors.. or, in��estigative leads. Other cases Nvith leads such as suspect names, suspect descriptions. license plate numbers precise prof descriptions and /or distinctive modus operandi will undergo investigation. Each _ I 1-1%XI ) S !!Ff,!'!.: C: (.r " "\ \'= fth'AfF.'f. ^ .'.S:':H 1':. ill: J'1'.!)i•l.t' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 91 FINAL REPORT MARCH 1, 2006 investigative unit projected based on sampling its case. ioad., the average portion of incoming cases that will be set aside and the portion that will merit afollow -up investigation. Because of the sever r-l! of some offenses, some types of cases alwa.vs receive a follow -up investigation. C.1. U. personnel also examined case loads to measure the average time needed to conduct a thorough investigation as defined above. Tile average time needed depends on the type: of crime and the level of solvability factors present in the initial report. Average times were calculated for instances where the case involved only victim `contact", and for cases that were "uncomplicated ", "Complicated", or "typical". Calculations were then made to deternime, what proportion of each crime type fell into the "contact only'', "uncomplicated `'complicated ", or "typical' designation. The results of these measurements are displayed in Appendix 1 later in this section. The volume of cases reported in 2004, the last complete year of work load available d.urinL the time of the study, was used to calculate the time needed for investigations. The department did provide case volume through the first six months of 200. if these figures were doubled to project 2005 workload to project further into 2006, many investigative units would expect to see an increase in case load from 2004. But: the examination of calls for service volume by season shows substantially more calls in the first half of the year than in the last: half. Consequently, 2004 workload was used for the analysis although investigative workload variation is discussed in the optimal staffing secti<'ni below. ` Once measures are developed for investigative work Toad, the number of wori:ing hours an investigator has annually has to be determined. This set of caiculation must take into account vacation time, sick time, training, and other absences. It must also take into account wort: time that is not spent directly on case investigations. Each detective has a base number of works hours per year of 2080 (52 weeks times 40 hours per week). The 1WPD's Criminal Investigrations Unit calculates average absences per detective as follows: W 136 annual vacation hours C 37.9 Divisional average annual sick usage e 30.2 Divisional average annual compensatory leave usage 0 93.46 Divisional average annual training leave This totals approximately 298 flours of average absence time leavin- 1,782 hours available per investigator. However not all of this time is available for case investigation. Currently, detectives wort: four, ten hours days. A review of the daily activities of the detectives within C.I.U. shows the following per 10 hour day: 0 Roll Call Briefing consumes 30 minutes m Absent exigent circumstances investigators have e one hour meal break. - 10% MII Iffl, /'1 ": (; ( :(l 1 'E'ktrAff,: \7'.SF.k4'r I'Hi:. F•1.Ylf't. f" MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 92 FINAL REPORT MARCH 1 2006 • Meetinus with Supervisors and Crime Analyst 30 minutes each day - 0 X0 • Court attendance, Pre- Files Depositions (approx. 100 lrrs. annually) averaged to about 30 minutes daily. These activities combined account for an average of 25 ° i <, of a detective's time leaving 1,337 hours available, on the average am (75% of 1,782 hours). The following series of tables summarizes the information from the tables in Appendix 1 of this section. It shows for each 1vIBPD investigative unit the total hours needed per year to investigate each type of case and the number of investigators needed per ci type. The amount of time consumed on arrests is shown separately since not all investisations result in an arrest. The time needed per arrest averages 3.5 hours and included time needed for document preparation processing transportation etc. The first table shows the workload and staffing summary for the N Crimes — Dayshift squad. The investigative time available by this unit was reduced by an additional 10% since members average one hour per day handling telephone calls from the public and from other departmental persormel. Other units are not subject to this same work. Consequently the investigative hours per detective for this unit are 1,159 annually. Hours Needed of Investigators VIOLENT CRIMES - DAYSHIFT Needed Based on 1159 per Year Available Hours per Year Crime Type Homicide /Attempts 642 0.55 Assault/Battery 1998 1.72 Shooting Investigation 436 0.38 Sex Offences 346 0.30 Robbery 369 0.32 ueatn investigations 983 U.85 General Investigations 745 0.64 Subtotal 5,519 4.76 Arrest Processing "' 403 0.35 Total 5,922 5.11 Current Staffing 6 A1 M 1.1 S ;; rti. rs:: r, enr;::R >veua:: .crevr r ue rror:. s M IAMI BEACH POLICE DEPAP.TMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 93 FINAL REPORT MARCH 1, 2006 I I DOMESTIC VIOLENCE/AFTERNOON , ��� , # or Investigators VIOLENT CRIME UNIT v iler Year c � Needed Based on 1337 Available Hours per Year Crime Type I Domestic Violence 1, 11 1.4: Sex Offenses 89 0.07 Death Investigations 136 0.10 General Investigations 343 0.26 Subtotal 2,479 1.85 Arrest Processing" 150 0.11 � Total 2,629 1.97 Current Staffing 2 p Hours Needed # of Investigators ROBBERY UNIT Hours YGdI Needed Base on 1337 Available Hours per Year Crime Type I Robbery 5490 4.11 1 Assault/Battery 681 G 5 1 General Investigations 476 0.36 Subtotal 6,647 4.97 Arrest Processing* 605 0 45 Total 7,261 5.43 Current Staffing 6 MAXI I US rs' ;.rcrr, cnvtwrur;:r,sruvt:'>'rrir: rnrt.r:" MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 94 FINAL REPORT MARCH 1, 2006 SPECIAL VICTIMS UNIT Hours Needed # of Investigators per Year Needed Based on 1337 Available Hours per Year Crime Type Missing Persons 1,237 0.93 Sex Offenses /Juvenile 1 303 0.23 Bicycle Thefts 1,010 0.76 General Investigations 785 0.59 Se; Offender /Predator Checks (hrs /Month) 360 0.27 Subtotal 3,695 2.76 Arrest Processing* 88 0.07 Total 3,783 2.83 Current Staffing 4 Hours Needed # of Investigators PROPERTY SECTION per Year Needed Based on 1337 Available Hours per Year Crime Type Burglary 8,746 6.54 Theft 2007 1.50 Criminal Mischief 15 0.01 Arson { 496 { 0.37 Pawn (Inspections) 288 0.22 Subtotal 11,552 8.64 Arrest Processing* 655 0.49 Total 12,2 0 7 9.13 Current Staffing 7 `, AX 1 INA U S" MIAMI BEACH POLICE D=-PAP.TMeNT: OPERATIONAL STAFFING OPTIMIZATION R EPOP.T PAGE Q5 FINAL REPORT MARCH 1, 2006 I of Investigators C^h@.IhN/i4f'- rEai�a�c ( HOu7s Deeded o�.... y I :_er:,ecovevir�. V.f�liViLd per Y ear ivccu�u uaacu Giii i;3vI Available Hours per Year Crime Type l Fraud 2,218' 66 Financial Theft 1,076 0.80 General Investigations 998 0.75 Subtotal 4,252 3.21 Arrest Processing* 478 0.36 Total 4,770 3.57 Current Staffing 3 Hours Needed # of Investigators ALTO CRIMES Hours Year Needed Based on 1337 Available Hours per Year Activity Type Auto Theft Trend Investigation 4,500 3.37 Subtotal 4,500 3.37 Arrest Processing 70 0.05 Total 4,570 3.421 Current Staffing 3 The detectives of the Auto Theft Unit conducl proactive investigations of auto theft patterns, or trends, rather than of individual crime reports. The unit focuses on or«anized < =roups targeting a specific vehicle type, vehicle part or area of the ci.t�l. These investigations are conducted as a team rather than by the individual detectives, contrast to other investigative units. The workload for this unit averages 10 trend investigations per year, each requiring 450 hours for a thorough investigation. NIAX Y TS MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 96 FINAL REPORT MARCH 1, 2006 OPTIMAL MODELS FOR M IAMI B EACH The following table shows for each unit the staff positions needed according, to the model. the current staffing the recommended optimal staff and the change that would result from implementing optimal staffing over the current staffing. F ed Staff Current Staffing Recommended, Change Model O timal Staffin Violent Crimes — .11 6 6 U Da shift Domestic 1.97 2 2 0 Violence / Afternoon Violent Crime Unit Robber Unit 5.43 6 6 4 Special Victims 2.53 4 3 -1 Unit +3 Property Section 9.13 7 10 Economic 3.57 3 4 +1 Crimes 4 i +1 Auto Crimes 3.42 3 Reassianin one detective position from the Special Victims Unit would result in a need to add four new positions to the Criminal Investigations Unit. The level of staffing= shown in the chart above is based on caseload work from 2004. MAXIMUS staff came across nothing that indicated that investigative priorities are scheduled to change or that the level of crimes to be investigated is undergoing significant transformation. However. a number of the investigative units projected substantial changes in the number of incoming cruses reports based on the first half of 200. Most were projecting increases although some significant decreases were also :. ". L - proievied. rrOiectiOT15 Y�ere ao111eveiu UullU111ii� �itc il��uiw �lu'�ilt��ii �ii� Li1��� Si�� iliVii of 2005. In the section of patrol workload, seasonal variations in calls for service were explored. The first part of the year — January through May — showed significantly hig =leer levels x workload than the rest of the year. Consequently, doubling, the figures from the fast six months is likely to lead to fault- projection for the entire year. The'department should consider modifying the figures in this section if the 2005 final case figures substantially deviated from the 2004 figures. The model abode does build in some flexibility for increased workload since staffmg fi are usually rounded up to the next whole position. � 1 S MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 97 FINAL REPORT MARCH 1, 2006 1MPLcrdI= NfTAT1ON AN:; RECOMMENDATIONS Recommendation: The Special Victims Unit is charged with investiu,atmL crimes by and against juveniles in Miami Beach. Rather than reassign the position that seems not to be supported by the case road the position should be charged with working closely with the School Resources Unit to develop information about . juvenile offenders, victims, gangs, and youth problems that are centered in the schools. Recommendation: Rather than add sworn personnel to Property Crimes, Economic Crimes and Auto Crimes the department should add PSS positions as Investigative Aides. These civilians should be trained to support investigators by making telephone calls, checking computer files, and conducting analysis to discover patterns crimes and repeat offenders. By shifting substantial portions, of the office work that is now performed by sworn officers to civilians, detectives can be freed to work the streets and track down and interview witnesses and suspects. Recommendation: Detectives currently work four tcn hour days. Almost all investigators, other than a Robbery Squad detectives_ work dayshift with either Friday, Saturday, Sunday off or Saturday, Sunday, Monday off. Calls for service and crime reports are at their peak on weekends. This staffing pattern results in cases often sitting for several days before receiving detective attention. Delays in contacting victims were noted by members of the project Steering Committee. Detectives should be scheduled to work.five 8.5 * hours days with substantial weekend and evening coverage so that investigations can be pursued while evidence is still fresh and witnesses and victims still are readily available for interviews. The department needs to assess the frequency with which detectives are called out and how long it takes them to respond. Victims should not have to wait at a crime scene for a substantial time waiting for a detective. Especially on weekends, the department may need to staff investigations on a 24 hour basis. Changing the work schedule from squads working a four ten shift may also free up supervisory_ positions. Ratios of one supervisor to'three or four detectives are frequent through out the Criminal Investigations unit. Detectives are senior level personnel, usually self starters and without the same need for direct supervision that Iess experienced personnel_ nzav require. Some reallocation would be possible with a five day, 8.5 hour schedule. MAXIMUS IlFJ.!'tN(- Cf)VBF:'1.41ft::.SFJt V!_ TtlF." P!'nl'L7: ' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 98 FINAL REPORT MARCH 1, 2006 Recommendation: The department should ensure that crime victims are contacted within 45 hours from the time the crime was reported. This may require changes in case processing and assigmnent procedures. It may also require staffing alterations. An important aspect of conmlunity satisfaction is that crime victims have, prompt contact with the department after a crime has been reported. Recommendation: As part of this project MAXINIUS is scheduled to provide trammi g so that the department understands the basis for the models used. CIU personnel should use the inforniation contained in this report to perform an armual assessment of investigative staffing so that adjustments can be made.as the investigative workload chanties. SERE THE PEOPLE" M IAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 99 - FINAL R EPORT MARCH I, 2006 The structure of the 1\41ami Beach. Police Department is fairly typical of police or its s; C. C, I - units - Includin_'Lira i-'- I Au , isor 0/ ice lne Special Trk l VV111111a.1V1. Lie Internal Affairs Unit, the Police Athletic League and the Fraternal Order of Police report directly 1:0 the Chief of Police. In addition the Operations Bureau Assistant Chief of Police and the Administration Bureau .Assistant Chief of Police report directly to the Chief. Recommendation: Tile department should consider ha.vino the Police Athletic League report to the Patrol Divisions Executive Officer (who reports to the Patrol Administrative Major), along/ with the Neighborhood Resource Squad and the Crime Prevention Squad. This urouping lo�,icahy include key units involved in crime prevention and community outreach two key purposes of a Police Athletic League. Current 0j'-ajjj7ationji)r Chic Special CHIEF of POLICE Assisam L_ Internal Affairs Unit l i j Coordmatnr I � I � � Legal Agwsor I Of five Police Atnietic League Fraiernal Order of Police I Operations Bureau Administration Bureau Assistant Chief of Assistant Chief of Police Police I �A MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 100 - FINAL REPORT MARCH 1 , 2006 Proposed arbani,ation for the Chief's Office SZZ CHIEF of POLICE Assistant sza�.M�,�u s� w:..�; -�:. Special Project Coordinator Internal Affairs Unit Legal Advisor Office . Fraternal Order of Police Operations Bureau Administration Bureau Assistant Chief of Assistant Chief of Police Police Recommendation: The current patrol division organizational chart show below, has a Patrol Division Chief with a Patrol Division Major and an Administrative Major reporting to him. The Patrol Division Chief position is staffed by a major working as a lead executive. The patrol division organization should be changed to beheaded by a major. The Administrative Major should be converted to a Captain's position. The resulting span of control for the patrol division major will then be five captains, well within accepted organizational design standards. Each district is headed by a captain and each shift (platoon in the district has a lieutenant assl «lied. i it a; iL r, a Jtu, ii .1 it uw11ant , 1-S011 L i li I j 116111 1.1` yr ut is n i:ulia'ilu'e. duties. Recently the district captains have starting working shifts so that they can view the city around the clock. With a captain, up to three lieutenants, and four or more sergeants substantial management and supervisor,f1 personnel are readily available. Patrol manaacment is often a combination of time — shifts — and geography — districts. By creating a lieutenant watch commander position that is staffed in coordination with the Captains the number of lieutenants can be reduced by two. Two lieutenants would be scheduled for each shift and work opposing schedules. A seventh lieutenant position would serve as a relief watch commander to fill in when one of the other lieutenants is on vacation or when the captain is not on the shift. The watch commanders as a group would then report to the Admizustrative Captain to ensure continuous coverage. I NAU lif: f.Pi::G (:[i1'ERNME -1 .SERVE ME pf olli1. MIAMI BEACH P OLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE -101 - FINAL REPORT MARCH 1, 2006 Cul*rentPatrol Division Stuf fim � PATROL DIVISION Ill Adminlslrative CHIEF Lla I I Patrol Divlalon Fiold Su Mnlol - Plmn Cepinln $p <clal s pnOlt 1 UnnrnllOnS Operolp RN N[ %IOliali SO/rth Dist /lf.. I C1llaral1011s Captain f Ueirfrartenl i I �rgUle»nnt , II Llalllnn Llaulannn'r /' �1 ill RD �MO ==rtz. Sauad n I.000tananl Ueulanant Lieutenant I AIU M ono RD' s Squatl Patrol SoNh Pointe Inirnvenuon beam Uenlanar,l. Middlo DisMCt - �— Captain Cnm_ I eld -orra I Scho01 Llzlson I Unif Team; Suporesslon I I-F K-9 j seams �` officer Uni', l Girsl Plaloon I � Second Plaloon Thi I latoon LIOnI an! Llellfe0anl Lleulenant ( Bioyre �! �I quad — _ rnencp P✓lanag� men'. 1 H LL���� i I NortilDistric'. ==-Z' Events First Platmn I I Sewnd Platoon I Third Platoon Uetnenam Lieutenan, I Uemenan; I MAXIMU MIAMI BEACH.POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 102 - FINAL REPORT MARCH 1 , 2006 Proposed Patrol Division ©r,,ani;ation PATROL DIVISION Apmlmsuairy MAJOR caPlpn I omc wa1D, Spuln Disvicl Fieltl �' Sup p l . Ca Ptain aptain 1 I, S cla' I; 9 pPO n_ , I7DSea P-1 Plalpon [ =S.- T'nird P1.1— Gp�llons Operas one O I Ne I ah Team L 1 Lleutenan. L e L eul I Midtlle Distnc; MotoA: RD< �n — Captain Squetl Coy Cent AIU Id RDF O Squad Palfol Soulh I—Im 1 First Platoon Secpntl Platoon I Third Platoon Te L Id Ford Sup SSlon Scno Llatson Ofln Unit I � Tea OHlcer Uni; '- Nonn DislnD! Ca Dla n T error sn Scnoo - - f bicycle cmeraenc I Gross no Guam Firs'. Plaloor. j Second Platoon Tmrd Platoo:: AT' =n,! Recommendation: The Support Services Division is commanded by a major with three sub - units; Personnel Management. Resource Management^ and the Property and Evidence Unit. Each of these units is commanded by a captain. Both the Personnel Management Unit and the Resource Management should be headed by a civilian professional trained in the primary operations of those units. The Propert} and Evidence 'Unlit should continue to be commanded bN1r a captain but with the Fleet lviana�femeni oiiice "naaec ro tilt t:esourut ivlanautmien� unii zor tii- i raming_� �ect,on. rlriS MIAMI BE ACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 103 - FiNAL REPORT MARCH i, 2006 Curr•ent. Support Division Orguni„ ation SUPPORT � 51'a V IIiGS ✓I V iSIV Iv MAJOP. Personnel Resource Property Management Management and Evidence Unit Unit Unit Captain Captain Captain Background Fleet Property investigation Off-Duty Managemeht and = vidence Section Section Office Section Supervisor Personnel Payroll Vehicle Section Section Research =Efvidence Office and Court Liaison I Training --- -� Section I Section I Quartermaster i Office Range and Firearms Office AIXrt _ 71 H! fill: [i CPYF'P_41.4et 1'.SFRV'L71 /:i MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE -104 - FINAL REPORT MARCH 1, 2006 Proposed Support Services Orgcruization SUPPORT SERVICES DIVISION MAJOR E ce ent Personnel Property and Evidence Management Unit Captain Unit Manager er Background P Off -Duty roperty Training Section and Evidence Investigation Section Section Section Supervisor Personnel Payroll Range and Section Section Firearms Property Office and Evidence Office Fleet Court Liaison Management Section Quartermaster Office Office Vehicle Research Office N A A 1 S II U ME P WIT' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 105 - FINAL REPORT MARCH i, 2006 14. LAYERS OF SECURETY AND THE MIAM[ BEACH POLICE DEPARTMENT ` v��RviEiry The Miami Beach Police Department is under pressure to perform, to keep crime rates low, and to do it all with ever fe wer resources. Fortunately there is a solution. This difficult mandate can be accomplished by forming supportive partnerships with private security providers and the use of cameras. Police in today's environment t},pically spend less than 20 percent of their time on crime - related matters. In California, according to the NCPA, the rule of thumb is that a police officer costs S 100,000 a year, taking into account salary, benefits and overhead expenses tike squad cars. Faced with rising calls for service. this is very expensive. labor to use for transporting prisoners. court security, traffic control and serving summonses. The real trend in the future will be contracting out the functions of public police that do not involve crimes or emergencies. ANALYSIS OF CURRENT M IAMI BEACH CO NDITIONS The City of Miami Beach currently uses private security in a number of the areas in which the literature of the field and actual experience of other police agencies indicates is beneficial. In i\hav, 200 the Cite awarded Internal Intelligence Service (IIS) a ? year contract for security services. This contract is-for unarmed uniformed security services Nvhich provides for safety services and traffic direction at twenty- two (??; separate posts throughout the Cin, of IViianu Beach. Each security officer attends a 40 hours training class by the company. This class is specifically geared toward the City of Miami Beach contract. Each guard is certified as S/O in the State of Florida and holds a certificate. A combined backgroUri check is conducted by the securlry company prior to employmen, and an extensive criminal records cheep: is conducted by the company. The guards provide roving security at each post some on foot, some on bicycle and some at fixed posts. These guards provide directions., information and whatever help necessary to citizens and visitors to the below listed Miami Beach facilities. Each guard is equipped with a Nextel telephone and IIS has a fully operated communications center in their office located at 113Q \Vashington Ave. A /iami Beach. This communi „ation center is staffed with supe visory personal on a 24 hour basis. The guards have been instructed in report writing and are required to write a written report (IIS - Report) on any si«nificaw event or when police or fire are needed at their location. Guards assicaned to the parking garages have been trained in traffic contr and on a regular basis direct the control of traffic for entry and exit to these parking garages. C: /rP:x.Nafrit. ?SERVE-: Jill; MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT MARCH I , 2006 FINAL REPORT Each of the guards answers to a roving IIS supervisor who is designated as a sergeant. There is an IIS supervisor /serg eant on daft 34 hrs /7 days a week. The supervisors answer directly to IIS Captain. The Security Contract Administrator for this contract spent 30 years in law enforcement prior to transitioning into the private security realm. It is not uncommon to.find retired police officers workinii for such companies that have extensive law enforcement and supervisory backgrounds. The Security Contract Administrator is responsible to ensure that the security company follows the contract as writtcn and addresses any problems either the security company or the City has involvinL, contractual needs. He also attends all civic group meetings involving securit}r does security evaluations and makes recommendations when security is requested by CMB Department Directors. . The following two charts demonstrate the current posts, including both the Police Department Division and the Parking Division, that are covered by IIS In its contract with the City of Miami Beach. They list the estimated hours per year at each location-and the estimated cost per year. POLICE DEPART DDIISI ©N Estimated Estimated. Location hours.per Cost Duties and responsibilities year per year Miami Beach 4 S 52,907.40 Roving security (a! CinrHall Security during Cite Hall cite meeting and special events - When open to Public. Boardwalk 11 S 139,426.56 Roving security- bicycle patrol. 32 hrs / 7 -days. Morning and afternoon shifts Beach wall: 7.280 S 57,141.60 Roving security- bicycle patrol. 20 hrs / 7- days.Morning and afternoon shifts Flamingo Park 5,824 S 69,713.28 I Roving security- bicycle patrol. 1 16 hrs /7-days. Afternoon and midnight shifts Lincoln Road 21,840 S 261,434.80 I Roving security- bicycle.patrol. (1 c '7 r q 7c v � ft rno sh'ftl, Fi. In_ ...' ... Dfl ?� 3. Alaska 3 S 43.570.50 Fixed post. ask allc 10 hrs / 7 -days. Morning and afternoon shifts B Alaska Parcell 5,524 S 69 ,713-28 Roving security- bicycle patrol. 16 hrs /7-days. Afternoon shift South Point. 11,648 S 139,426.56 Roy ina security- bicycle patrol Park 33 hrs / 7 -days. Afternoon shift Alton - Golf 2.912 S 34.556.64 After hours security Course 8 hrs / 7 days a week. Midnight shift North Shore 2.913 S 34.556.64 After hours security. Rec. 8 hrs /7 days a week. 1\41dnight shift Bass Museum 1.830 S ? 1,785.40 Museum security 6,days a week / some weekend_ .during MIAMI 'BEACH POLICE DEPARTMENT: OPE RATIONAL STAFFING OPTIMIZATION REPORT PAGE - 107 - FiNAL REPORT MARCH 1, 2006 exhibits Sanitation 288 S 3. 447.36 Monthly .Citizens dump site dump 1 1\41sc.P017ce, 1000 $ 1 1.970.()0 'hen needed ' Parking lot securi ;traffic Details control during, holidav and special events N/S Guard gate 8,736 104,569.92 Community Guard Gate Documents entry onto the island. Estimated 89,792.00 S L(174,f, ,10.7,4 Totals I PARKING DIVISION Estimated Estimated Location hours per Cost Duties and resDOUsihilities year per year 7 "' Street 22,776 272,628.72 Roving- ramp security / Man Qarage office / <Tarag)e ! I Traffic control when needed. - -- 24/ 7 12' Street 7,956 S 95,233.32 Roving ramp security- / Traffic control when Lrara(,e needed-- - - -24/ 7 13 " Street 10,972 131,334.84 Roving ramp security l Traffic control A4hen garage needed - - -- 24/ 7 16�" Street 13,312 S 159,344.64 Roving ramp securit} / Traffic control when needed - - -- 24/ 7 17` Street 17,784 S 212.874.48 Roving,- ramp security i Man garage office i araL =e Traffic control when needed - -- 24/ 7 42 ° `' Street 8,736 S I04.569.92 Roving ramp securit l i Traffic control when ;ara «e needed - - -- 24/ 7 Coin Room . 1,040 S 12,448.80 Provide security during transfer of in from parkimg meters / secure entry exit to coin room. 4 hrs /5days a. week P -Lot 3 000 S 35,910.00 Controls entnf and exit into Lot /exclusive (Convention parking for Convention Center when needed. Ctr.) Estimated 85,576 S1.024,344.72 Totals The following chart lists the actual posts., but also shows a breakdown of estimated yearly hours, and a cost per hour breakdown for the security officer. It provides a listing of the primary duties at each post. Yost Parkin s Annual De artment , Hours I hours I Cost Duties 1 7 Street 24/7 22,776 S 11.97 hr. a) Provide Internal Security for garage S 272,628.00 garage. b) Conduct vehicle Inventory and US' Ilff.Pf ! G' /)Vr 2M1'A4 M1 SFH1,;:7Ii., l._t�1'i.!' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 108 - FINAL REPORT MARCH 1 , 2006 Parl inQ Annual Post Department Hours Hours Cost Duties log c) Traffic control during peel: hrs. d) Maintain garage office. 2 12`' Street 24%7 7,966 S 11.97 hr. a) Provide Internal Security for garage S 96,233.32 garage. bj Traffic control during peel. hrs. 3 13 "' Street 24/7 10,972 S 11.97 hr. a) Provide Internal Security for garage S 131,334.84 garage. b) Conduct vehicle Inventory and log. c) Traffic control during peek hrs. d) Maintain garage office. 4 16" Street 24/7 li,3 L S 11 lit. a) Provide Internal Security for garage S 169,344.64 garage._ b) Conduct vehicle Inventory and C) Traffic control during peek hrs.. _ 6 " 17" Street 24/7 17,784 S 11.97 hr. a) Provide Internal Security for garage S 212,874.48 garage. V b) Conduct vehicle Inventory and log. c) Traffic control during . peel: hrs. d) Maintain garage office. 6 42"" Street 241/7 8,736 S 11.97 hr. a) Provide Internal_ Securing for garage S 104,669.92 garage. b) Traffic control during peck, hrs. 7 CMB Coin 6a -2p 2,080 S 11. 97 lu a) Security in Coin Room during Room M - S 24.897.60 d.elivery and p ick - up. Police r Annual Department Hours 8 Miami Beach 8a- 4,186 11.97 hr i) Cite Hall security City Hall 10:30p S 60,106.42 b) Addresses Quality of life issues. M -Sat. c) Assists - with patrons and visitors concerns. 9 Sanitation — Monthly 288 S 1 L9 7 lu a) Maintains security of dump site. Dump site weekends S 3.447.36 241irs 1'` weekend of every month. 10 Norniandv 241/7 8 S 11.97 lu a) Maintains guard «ate_ Shores Guard. S 1014,669.92 docunnenting all in coming vehicles Gate to the Normand- Shores conunumn -. Reports suspicious activity to PD. � N US MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 109 - FINAL REPORT MARCH 1, 2006 Police 1 Annual I Post e artment I Hours i o urs I Cost I Duties 1 l Alaska I Sam -gam 3,640 S 11.97 hr ' a) Roving Securin, — water front Baywalk 6p - Mic) - S 43. 570.80 property 7 -days b) Addresses Qualm of life issues c) Assists with citizen and tourists concerns 12 Mia. Beach 7:30p- 3,822 S 11.97 hr. a) Roving security of Golf Cluh Golf Club 6am� S 45,749.34 after hours. 7 days b) Enforces no tres assinh. ' 1 13 CMB 5a -9a 11,648 S 1 1.97 hr.. a) Roving security ofboardwall< Boardwalk 5p -lam S 139,426.56 b) Enforces /warns of City 7 -days ordinances violations C) 11 ddresses Quality of life issues d) Assists NA th citizen and tourists concerns 14 CMB — 5a -lam 4,368 S 1 1.97 hr. a) Roving security of beachwali Beachwalk 7 -days S 52,284.96 b) Enforces /warns of City i ordinances violations c) Addresses Quality of life issues d) Assists with citizen and tourists concerns 15 ChIB- 6p -6arn x,824 S; 1 1.97 1,1. a) P.ovim security of Fian "1121 «o Flamingo 7 -days j S 69,713.28 Park C Park I i � b) Erforcesiwarns or City I ordinances violations c) Addresses Quality of life issues. d) Assists with citizen and tourists ) concerns i 16 North Shore 1 On -6 am 1 2,9 12 S 1 1 1.97 hr. a) Roving security after hours. Youth Center 7 days S 34,856.64 b) Enforces no trespassing: c) Addresses Quality of life issues. 17 Lincoln Road �_6a -2am 17368 $ 11.97 hr. a) Roving security of Lincoln Road I'J:all 7 -days S> 207,894.96 ]fall. ) b) Enforces /warns of City j ordinances violations. c Addresses } Qualit5f of.life issues. d) Assists with citizen and tourists concerns 18 South Pointe 1 Oa -tam S 11.97 hr. a) Roving security of South Pointe � Park 7 -days 1 1,648 S 139 Park, up to 6`" Street. b) - Enforces /warns of City ordinances violations. c) Addresses Qualin; of life issues. d) :yssists with citizen and tourists mf A-�L/X I T1*11 U, t3 MIAMI BEACH POLICE DEPARTMENT; OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE -110 - FINAL REPORT MARCH 1, 2006 Post P )hours olice Annual Cost Duties Ike artment )hours concerns. 19 Alaska Parcel 4p -Mid x,824 S 11.97 hr. a) Roving securit -/ of Alaska 7-days S 69 Parcel. b) Enforces /warns of City ordinances violations. c) Addresses Quality of life issues. d) Assists with citizen and tourists concerns 20 Bass Museum 9a -5p 7,176 I 78 hr. um a) Maintains securit, for Art 6 -days Muse. DurinE-T regular hours and special events. b) Assists with patrons and visitors concerns. Secuni t� 9a -5p m 2.080 S 20.00 hr. a) Liaison between City dept's and <� Administrator -days S41,600.00 security vendor. b) Enforces compliance of Contract c) Checks and approves all invoices for payment on a weekly basis. d) Completes guard inspection on routine basis: e) Meets with civic organizations affected by security vendor f) Provides monthly statistical reports on issues addressed by security vendor. g) On -call when needed. h) handles/investigates all complaints of security nature. Miscellaneous Informatiov from LIS • All guards are in uniform. A ;rood percentage are on bicycle patrol. • rlours on most posts vary in need and are documented as approximate. Guards write Company Incidents Reports on all issues of concern, • Guards enforce ! wane all violators of cite/ ordinance violations. If compliance isn't obtained the police department is notified. • Special attention -is given to Qualin< of life issues such as the homeless vagrants, drinking in public and misdemeanor ordinance violations. • Guards have been specially trained in Quality of life issues and CMLB Customer Service initiatives. SAS .!IL, I'll r, ( ;1IVfY.t,1fh1N7 S'F.£1T l /1:: 11 111'l.I: ` MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 1 � � - FINAL REPORT MARCH 1, 2006 According to the National Institute of :Justice. police den_ artments in 18 states currently use or. plan to use privatee securini guards to fill support roles. The well known firm of Wackenhut provides securit�� for six major public transit systems around the country; transports prisoners for Anne Arundel County, Maryland; provides booking and security for the Dade County Florida Juvenile Assessment Center; and provides security for court houses in 40 states. Other public /private partnerships exist coast to coast. Here arc a few, as cited ii; ()J)e7-(jti0i7 Cooi)ercaion and private - public partnerships wlhicl; are available on the lntermtional Association of Chiefs of Police website: - APPL — Area Police /Private Security Liaison between the New Fork Police Department and private security firms - LEPSCNF — Law Enforcement and Private Security Council of Northeast Florida. initiated by the sheriff of St. ,Johns Count Florida Austin Metro High Tech Foundation — a partnership to combat high technology theft • Operation Partnership — a privately funded training program conducted by the Federal Law Enforcement Training Center • CCD — Center City District is a business improvement district that combines a police . substation with a private security operation and a sanitation firm (their motto is "Clear; and Safe ") T yP A PC — TNTnrth Tcxas Regional L Viz, En fnrcen;ent and Pr , ✓atc. Sc ry P' cnri VAPPSA — Vii-mia Police and Private Secu ty Alliance Just. as corporations outsource many services to enable them to concentrate on -ore competencies. the use of private firms by law enforcement agencies frees them to concentrate their efforts on duties that only trained police officers can and should do. Using private security on site at businesses sporting venues and malls is no new trend. But other duties can be outsourced that do not require the a- uthorm to make arrests or use deadly force. Such tasks can include traffic direction, awarding prisoners, crime scene assistance, prisoner transport, processing reports, accident investi_ ration and more. For example, the Lakewood, Colorado Police Department utilizes civilian police volunteers, who are graduates of the Citizen Police Academy, to serve as a voluntary surveillance unit regardijlg specific crones such as graffiti. Civilian investigative technicians do follow -up, question victims and suspects, prepare affidavits and literally do everything except physically arresting a- suspect. Lakewood also relies on civilian employees for their telephone reporting unit, which writes police reports. Such moves to privatization are substantiated by the numbers. The National Center for Policy Analysis (NCPA) reports that private security guards outnumber public lacy% enforcement officers b�- three to one nationally, and four to one in California. And the trend isn't confined to the US. In Canada, the UK. and Australia, there are roughly twice as many private guards as public NELAL'lC, GOVFRYWF. �7SF,RU'F. TItT. AlilP71:' I MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE-112- FINAL REPORT MARCH 1, 2006 police. In the Lakewood example, the cost of an off -duty police agent is $37 per hour, includinLy vehicle. Many cringe scenes take an average of two days to process. Since 24 -hour protection is required it makes complete economic sense to utilize private securit</ at X29 per hour for this assignment a savings of nearly 22 %. To take advantage of the many benefits a public /private partnership can provide, especially in terns of pairings laA! enforcement with a private secunt} provider to save public monies, keep in mind the following recommendations issued by the Independent Policy Report: 1.) Services that have the potential to be priced should be considered candidates for private provision or user charges. 2.) Consideration should be given to privatizing tasks that do not require the full range of skills of public police officers. Not only would savings be obtained, but also police officers would become more available for performing the tasks only they can perform. rnis could be provided privately. In any case, the 3.) Services such as response to ala owners of alarms should pay for the services they demand. Salt Lake City and Las Veaas have model verified alarm programs. 4.) Private security can be effective in a distinct geographic area. Therefore, apartment complexes, among others, ought to be encouraged to consider private policing. Competition among apartment complexes to provide safer environments ought to be encouraged. In fact. requiting or encouraging publication of apartments' safety_ experience might be desirable to permit renters to make informed choices. 5.) Miami Beach would probably be well served by facilitating an expansion of private security. Any relativel -\ low- -skill or Specialized sere ices that are currently provided publicly could be considered as candidates for transfer to private security -. 6.) Monitoring contractor compliance and performance must not be so costly as to eliminate the savings from privatization. 7.) The Florida legislatures should consider whether r the current legal status and regulations pertaining to private security are appropriate in view of the expanded role expected from private security. Specifically. emergency vehicle status and expanded powers of arrest ought to be examined. b.) Problem - oriented policing is a method that offers the prospect of improved ponceiprivate parnierships in deaiing with specific crime problems. 9.) Miami Beach should be encouraged to expand the use of community policin,_, because the approach offers hope for improving police performance and the conunumty "s sense of participation. Likee privatization. community policing helps society! better determine the use of its scarce police resources. Further it brines the police "back" to constituents. Successful conmaunity policing satisfies the desires of the cominunit}-. Recommendation Our observations of the current contract indicate that the City- is already heavily conunitted to the use of private security to augment services that might otherwise require police resources. We do 7W. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 113 - FINAL REPORT MARCH I, 2006 believe, though, that the City can extend its use of private security to fulfill other obligations, .such i as finger printing citizens, issuing parking tickets to violators of handicap parking, guarding prisoners who are hospitalized and providing assistance on site to protect the integrity of crime scenes. This would allow officers to concentrate their efforts on duties that oniv sworn officers could do. This program could also reduce overtime hours by sworn officers on�the job. We recommend that the City begin now to enumerate the services mentioned above and to investigate other potential areas in expectation of either a contract extension'or new bid for private services at the expiration of the current 115S contract. 11' a joint partnership between private security and MBPD such as the one with IIS is created, establishing effective communication between the Miami Beach Police Department and the private security firm would be paramount. It could be enhanced by appointing a public /private Iiaison within the police department. A public /private committee should be formed that WOUld hold regularly scheduled formal meetings to deal -,with issues between the Miami Beach Police Department and private security firms. This would include discussions of such issues as roll call training at the academv and at in- service levels, tax notification of crime trends use of resources. use of equipment, and sharing of criminal intelligence. It would be essential that the se=71t v officers /supervisors should have a means to communicate directly with the police department. Implementation:: Ilie VIE PD should create a strategic initiative to develop "layers of security" and develop communications between and roles of responsibility for: each layer. The first and primary laver will be composed of sworn on. -duty personnel. The second layer, akin to a ready reserve, is composed of the substantial number of officers working in the city in an off duty capacity. The strategic security plan should seek to irate <7rate them into the on -going operations of the department with the expectation that their first priority, even when working for a private employer, is criminal activity near them. A third layer is composed of the department's civilian personnel, the PSS positions that are in the field. A fourth layer is composed of the private seeurit� personnel hired by the city and now managed by the police department. The department needs to fully define their roles and responsibilities in conjunction with the other layers. A final layer is the substantial number of other- private security that exists throughout the city. Club security personnel, hotel security guards and residential security all .should be brought into the security! plan. This initiative represents a method for the city to promote a cost effective safe and secure environment for Miami Beach's diverse community and visitors. tmT)iementation issues If any reticence remains as to initiating a law enforcement / private. security partnership, the benefits demand n be set aside. Public law enforcement entities stand to gain much more. T TS MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 114 - FINAL REPORT MARCH 1, 2006 efficient use of funds and personnel in addition to extending their reach and effectiveness. Proper]- defined and managed, a partnership with,prnvate enterprise, can malce'the job of police officers more effective and efficient, and the results reported to voters more_positive in the lone -run. Our citizenry insists that law enforcement agencies continue to work smart. Privatization . would be a,benefit to the Miami Beach Police Department. This concept would need to be, negotiated with union representatives at contract time as sworn officers now perform some positions that can be filled by outsourcing. A MIAMI BEACH POLICE DEPARTMENT:, OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 1 FINAL REPORT MARCH 1. 2006 APPENDIX. 1: R,E�:0IV1MEN1)A "IOK REGARDING PO LICY R EVISIONS This appendix includes. various text revisions to existing Beach Police Department Policies and Procedures relating to the recommendations included_ in this report. MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 116 FINAL REPORT MARCH 1, 2006 OFF DUTY and SECON -IDA Y EMPLOYMENT SOP #01.1 POLICY Policv currently reads: B. Hourly Wort: Limits: Employees shall not wort: more than a cumulative total of sevent�T -two (72) hours during any work week, excluding overtime or court time without written approval in advance from the Chief of Police, or designee. Requests for exemption shall be submitted in writing through the chain of command via the Off Dury Office. Recommendation: Employees shall not work more than a cumulative total of sixty four ( 64) ev enty r we -(7-2 hours during any work weer:, excludmi g overtime or court time without written approval in advance from the Chief of Police, or designee. Once an officer has reached the 64 hour limit they can work no additional off -du jobs. Requests for exemption shall be submitted in writing through the chain of command via the Off Dun Office. S.O.P. #011 XIll Secondar. Employment B. rea ds: Any employee wishing to engage in secondary employment must submit a memorandum request, alonC7 with the completed Miami -Dade Outside Employment Statement form ( See Form 1 I -A), via the chain of command, to the Chief of Police, before engaging in such employment. The memorandum will contain the following information:" Recommendation: Section B. could read: Any employee wishing to engage in secondary employment must submit a memorandum annualh requesting, along with the completed Miami -Dade Outside Employment Statement form ( See Form 1 I -A), via the chain of command, to the Chief of Police, before engaging in such employment. The memorandum will contain the folloV Tii7g information: A statement that his /her on -duty work performance is satisfactory and has been verified by his /her supervisor. slf 1�T7� r.csscl. nu: Peca•cr • MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 1 17 FINAL REPORT MARCH 1, 2006 S -0-F. #011 OFF DITTY A--ND SECONT;3. R-Y EMPLOYMENT [. Emplo�Iee. Ituties and >E�esponsihiiiti�c 1. Polic17 Currently reads: Employees perforrrung off duty employment must ensure that off duty employment activity never impairs their ability to perform their assigned duties as employees of the MBPD. individual employees shall ensure that they personally observe reasonable and adequate rest periods. Recommendation: 1. Could read: Emplovee's first responsibility shall he to their on duty employn►cnt for the Citv of MBPD. Employees performing Off duty! employment must ensure that off duty employment activity never impairs their abilit} to perform their assigned duties as employees of the MBPD Individual employees may.not work during the 6 hours Prior to the start of their on duty shift IAl)X%- I M 11G1.?It1 CrIV RVYFAT.m.t:S T111 "PF1]PIs, MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT MARCH PAGE 1 I FINAL REPORT SENIORITY S.O.P. #061 PoliciT currently reads: The Deparnment recognizes that seniority is an important part of an employee's employment. Therefore this policy is established in order to provide members with the Department's policy on seniority. Police Department seniority shall be the sole determinant governing the policies of the Department. Recommendatioir The Department recognizes that seniority is an important part of an employee "s employment. Therefore, this policy is established in order to provide members with the Department's policy on seniority. Police Department seniority may be a actor Department and in their deployment in governing the policies of the (riYr;N,YA4F:'�',SFF.VI TH! MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 119 FINAL REPORT MARCH 1 , 2006 PATROL FUNC T)'ONS AND RESPONSIBILITIES S.C.P. # 117 V. Routine District Patr Poliev currently reads:11. Meais and Breaks: L Patrol officers, time and circumstances permitting may take one (1) meal break; during a tour of active duty. 2. Patrol officers will take the sip�nal "12" and "11" via the police radio and will advise of the signal and exact address over the radio prior to entering the restaurant,_ coffee shop, etc. 181.2.5,a] 3. Patrol officers will refrain from taking signals "12" durin« the first or last hour of their tout of active duty. 4. Patrol officers will take their signal ` °12" in their zone or assi-ned arc�i only_ if' possible. Supervisors may grant exceptions. 5. Patrol officers will receive approval from their immediate supervisor for anv deviations from the above rules prior to takim-, any signal. The MBPD current practice is to allow no longer than a 60 minute maximum meal break unless the officer is directed back. into service by PSCU as needed. Flecommendation: M Jl' eal; and B7C akS c tuid read: 1. Patrol officers, time and circumstances perinittin may take one (1 ) meal break during a tour of active duty. 2. Patrol officers will take the sip >nal "l?" and "11" via the police radio and will advise of the signal and exact address over the radio prior to entering, the restaurant, coffee shop, etc. 181.2.5,al 3. Patrol officers will refrain from takinL signals "1 during the first or last hour of their tour of active duty. 4. Patrol officers will take their signal "12" in their zone or assigned area only, if' possible. Supervisors may g exceptions. S. Patrol officers will receive approval from their immediate sup_ ervisor for any deviations from the above rules prior to taking any signal. 6. A Patrol Officer rnav take uT) to a 30 minute maximun meat breal� uniees the patrol officer is directed bacl; into service by PSCU as necessarv. 7. Other Personnel working either test or eight hour sirifte shouid limit meal breaks to 30 minutes. 1 N" , A t 1, I�L I t It 6 1 PINC G4 A RJA4E.tT.YER1"i:. rY3F; PE'OYl.F.' MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 120 FINAL REPORT MARCH 1, 2006 CALL-L CALL-LN POLICIES AND PROC>EDUI ES Work Rules. Currenth Read: These Rules are to be followed by you and, in addition, sets forth some of your responsibilities to the Cite. The Rules cover all types of absences from wort the reporting of those absences, rest periods, lunch hours, etc. You will still be required to comply with the Personnel Rules, Human Resources Department directives City Manager directives, and Departmental, directives. All directives will be posted on the bulletin board and it will be your responsibility to update these Pules accordingly. 1. Time off for Vacation, Floating Holidays, and Religious Holidays must be requested in writing to the Division Supervisor or his /her designated representative at least 24 hours in. advance of such absence. A form is provided for these requests. The request shall be granted at a time suitable to the Division Supervisor and convenient to his /her work schedule, as far as practicable. Time off under this provision with less than 24 hours notice may be used for up to three, instances per pay period vear for emergencies. Poliev Could Read 1. Time off for Vacation Floating Holidays and Religious Holidays must be requested in writini� to the Division Supervisor or his /her designated representative at least 14 days in advance of such absence, ot except when special circumstances exist. A form is provided for these requests. The request shall be granted at a tinge suitable to the Division Supervisor and convenient to his /her .work schedule, as far as practicable. Time off under this provision with less than 14 days 9 F: e notice may be used for up to threee instances per pay period vear for emergencies. Poliev Currenth Reads ?. All absences from duty not previously arranged for are to be reported as soon as possible., but in no case later than one hour after the usual time of beginning work each day that such absence occurs. After one hour the employee is AuJOL for the entire day, unless there.is proof that such absence could not be reported within that time. If the cause of the absence is such that it may be expected to be of considerable duration, it shall be reported as specified the first day. together with the approximate length of time such absence is expected to continue. Poliev Could Read 2. All absences from duty not previously arranged for are to be reported as soon as possible, but in no case later than 30 minutes prior to the beginning of their shift ,. If it is not reported 30 minutes prior to the be- inning of the shift. .'_._,v: � oiie the employee is AWOL for the entire day, unless there is proof that such absence could not be z reported vnthir, that time. If the. cause of the absence is such that it may be expected to be MAA -S • Il �:l.l':;: f: (�IIi "r'KY1 }f};'.SFA'l::. 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