LTC 256-2003
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CITY OF MIAMI BEACH
Office of the City Manager
Letter to Commission No. 2 ~ 6..--2c:Jo3
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From:
Mayor David Dermer and
Members of the City commiSSi)'on
Jorge M. Gonzalez J- I\.
City Manager 101 ~
CALEA RE.ACCRE ITATION
Date: October 28, 2003
To:
Subject:
This Letter to the Mayor and Commission is to announce that the Miami Beach Police
Department has successfully completed their re-accreditation process with the Commission
on Accreditation for Law Enforcement Agencies. I would like to thank the Accreditation
Team - Major James Mazer, Commander Hernan Cardeno, Sergeant Rick Lonergan, and
8gt. Bernie Ruderfortheirtireless efforts in leading the Miami Beach Police Department in
this arduous endeavor. I would also like to express my appreciation for the support voiced
for the Police Department during the public forum on August 25, 2003.
The CALEA assessment team was extremely impressed with the professionalism,
dedication and commitment demonstrated by the entire Miami Beach Police Department.
It was evident throughout the inspection process that striving to become a "benchmark" for
law enforcement is a meaningful component in all facets of the organization. Please
review the attached CALEA report and join me in congratulating the men and women of the
Miami Beach for this tremendous accomplishment.
JMG\D'tIb\tr
c: Donald W. De Lucca
Chief of Police
F:\POLlIADMI\$CHI\2003\L TC CALEA Re-accreditation.doc
NO. 775
P.2/38
COMMISSION ON ACCREDITATION FOR LAW ENFORC&'-fE.'"iT AGENCIES
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. Incorporated
1OIIIIll'oab1 PJ.ce, Suit;e 100 . Fairfax, V"u:uInla ~3/).2216 'l.oca1 (703) 3ll2-422lj . (BOO) 008-8737 . FAX (703) ~91-2ao/i . caJe.l~
October 27, 2003
Mr, Donald W. De L.ucca
Chief af Police
Miami Beacn Police Department
1100 Washington Avenue
MlliImi BeQch, FL. 33139
Dear Chief De Lucca:
Thia /der Is to infann you that your agency has completed a~ of the requirements as ~ candidate
I!lgenc;y, Compliance with Commission standards has been rev/ewed and verified by staff and a
team of assessors, ConsequentlY, your agency is ready far ~ reaccreditation hearing at the next
Commission Confenmce scheduleCl for Coloraclo Springs, C~lorado, November 19-22, 2003.
If you agree, staff wjll sChedule the MIami BeaCh Police Dep~rtment for a review Committee hearing
during the mornIng of November 22, 2003. At the hearing, staff will prese." t fj/e documents, an oral
8Ummlilry of events, and generally, raspond to questIons from Commissioners. You andlor other
mllmbers of your agency are invited to attend the hfll'lrlng ant;! assIst with the presentation. While
the CommiSSion does not require an agency representative's presence at the hearing, it invites theIr
pilrt/cjptltion when they are avajlaJ:l/e. If for any reason thj;Js~ datel;! are not acceptalJfe, we will
l'8Sd1edule your Committee review at the next meeting,
Contingent upon the racommenclation of the cammltfae, fomiar presentatIon for reaccreditation to
the filII Commission will occur at the Awards Banquet, Saturi;lay evening, November 22,2003,
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S8118~J important items have been fOlWarded to YQuraccred!tatlon manager for response. They
Inclucte itn Invitation to participate in the Resourca Center, Inr.annation verification for your
accreditation certificate, and a form to reserve 8e~ts for your ;agency at the Awarcls Banquet. ThIs
Information should be ratumed as soon as possible. .
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Please let your Program Manager know If yoU or other agency members are planning to attend the
Colorado Springs Conference, You may contact Wendi Jonos at axtension 34 with any questions
regarding regIstration. .
We loa/< fOMrd to hearing from you soon,
Sincerely,
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"ACCREDITA.TION RECOGNIZES PROFESSIONAI. EXCELLENCE"
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ASSESSMENT TEAM'S FINAL REPORT
MIAMI BEACH POLrCE DEPARTMENT
PAGE 1
TO:
Law Enforcement AccreditatIon Program
Commission on Accreditation for Law Enforcement Agencies, Inc.
(CALEAcro)
FROM:
Major W. David Munday, Assessment Team Leader
DATE:
September 5, 2003
SUBJECT: On-site Assessment Report for the MiamI Beach Police Department
A: . Date. of the On-Site Asa88ament:
August 23 - 27, 2003
B. Assessment Team:
1.
Team Leader:
2.
Team Member:
3,
Team Member:
W. David Munday
Major, North Carolina Sta~/3 Highway Patrol
4702 Mail Service Center
Archdale aLlUding
Raleigh, NC 27el99-4702
(919)733-5282
wmundav@ncshD.or~
Marlin Price
Chief, SOl,Jth/ake Department of Public Safety
667 North Carroll Avenue
South lake, TX 76092
(817)481-2538
mpriceialcLsouthlake.tx. us
Ricardo H. Anderson
Sergeant, United States Capitol Police
119 D Street, N.E., Room 102
Washington, DC 20510
Ricusp@hotmail.co~
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. ASSESSMENT TEAM'S FINAL REPORT
MiamI Beach Police Dapartmsi1t
PAGE: .2
('oIC.775 P.4/28
~ CAlEA Proaram Manaaer and T..YD9 of On-~ite:
Karen B. Shepard, Program Manager ;
First Re-Accreditation - 0 Size Agency. 41/1 Ectition StanctarcJs
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.12: Aaencv Profile:
An island city of just 7,1 square miles that separates aiscayne Bay from the radiant
blue waters of the Atlantic, Miami Beach is seen as tHe trend-setting arts and
entertainment Mecca, and a shopping curtural woncter by visitors, world travelers,
celebrities and locals alike. Miami Beach is not only ~ tourist and entertainment
wonder, but it is also a vibrant residential community where people live, work, and play.
The city has always been a tourist-friendly vacation hot spot: but the city is diversifying
Its activities, enhancing its urbanism, enlarging its tou'rism base, and c1eye/oping the
entertainment sector.
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Miami Beach hotels host over 4.7 million visitors per tear. A total of 7.5 million
overnight visitors to Greater Miami visit South Beach ~nd the Art Deco District annually.
An additional 8 million day trips are made to the beach annually by residents of the
sUrrQunding region. Tourism is the largest contributot to the Miami Beach economy,
with pver $975 million in direct tourism spending on h:bler, fOod, and beverage alone.
The Miami Beach Police Department is a ful/-service jaw enforcement agency,
empleYing 373 swam and 143 non-sworn individuals. I-eacting the agency is Chief
Donald W. De Lucca, Who is a 23-year veteran with the Miami Beach Police
Department. Under his command is A$sistant Chief,f.nthony Marten, Operations
Bureau consisting of the Criminal 'nvest/gations Unit ~nd the Patrol Division. Assistant
Chief Raymond Maninez directs the Administrative BI-/reau, which is made up of the
Support Services Division ana the Technical Servicell Division.
The organizational structure of the department consi~ts of five DivisionS-Patrol,
Criminal Investigations, Technical Services, Support Services, and Special Services.
Each. division incluaes various districts, sections, and units that are grouped by function
as determined by the Chief of Police to best serve the citizens of the city.
i: ADenCY DemoqraDhics:
The $ervice and population data of the region, according to the latest census figures,
reflects a Caucasian population of about 24%, African American 1 B%, Hispanic 54%,
and other 4%. The percentage breakdown for the Mi~mj Beach Police Department of
current sworn positions reflects that 52% (1 B8) are Caucasian, 9% (33) African
American, 37% (147) Hispanic Officers and 2% (4) qher. The department employs
females at a rate of 12% (46), which ;s consistent with the national average,
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. ASSESSMENT TEAM'S FINAL REPORT
Miami Beach Police Department
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NO. 7,5 P.5/38,
Improvements have been made in the number of minority officers over the past three
years moving the department from 50% to 54% minority representation. rile
dep~rtme"t has recantly hired 11 new officers during this assessment period which,
was !comprised of nine Hispanic males. one Slack femare, one White female, and one
White male officer. !
F. CAlEA ADencv Annual R9DOrt:
Each accredited or recognized agency submits an a<:crec1itation Annual Report to
CAL.EA on the first and second anniversary of their a,bcreditecf status. The annual
report is a statement by the agency outlining their compliance stCltus and significant
events for the previous year. This section reviews cqmpliance and/or non-compliance
issues reported by the agency. :
The Miami Beach Police Department underwent an Jrganizational change during 2001
with a new chief executive officer. A new IClbor cont~ct was introduced with no impact
on standard compliance. A total of 16 lawSLlits were ,filed against the department cluring
the 2001 Annual Report in relation to 10 for the 2002' Report. The majority of the suits
are related to civil rights violation with onry two pending resolution at this time.
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The agency properly receives and documents all citi~en complaints. The Internal
Affairs Unit is responsible for receiving, processing, ~upervising, and contrOlling the
investigation of complaints made against the depf;1rtment. The agency recognizes that
positive discipline requires foreSight and planning rather than merely reaction.
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An analysis of the 2000 grievance,s filed by departm~ntal employees revealed a pattern
regarding forced overtime, which was handled and r~cognized by the department.
During 2001, no identifying problems or employee di$satisfactlon was observed. The
majority of the grievances were minor issues that were resolved in a timely manner and
aCCOrding to union contract specifications, A total of 9 grievances were filed during
2001, which was a significant decrease form the preVious year.
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The Miami Beach Police Department is, t he only law ~nforcement agency in the country
that:recognizes professional accreditation by providi~g a $50,00 premium pay
supplement per pay period to every sworn officer cOTtingent upon maintaining
accreditation compliance from the National and Stat, level.
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The Agency Annual Report demonstrates that the d~partment is committed to
complying With the highest professional standards adopted by the Commission on
Accreditation for Law Enforcement Agencies,
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NO. 775 P.EY'38
. ASSESSMENT TEAM'S FINAL REPORT
Miami Bel1ch Poiics Department
PAGE: 4
.G..: Pre-aaseS8ment PJannilJQ;,
A mock onsite was conducted for the Miami Beach Pplice Department on April 12-14,
2003. The mock onsite proved to bo a cor:tributing f~ctoi to the success of the actual
onsite mandated by CALEA. i
J:b On-site Assessment Summary:
1. Offsite standards review
Prior to the actual ollsite, calls and emails were generated to the tasm members
In order to discuss chapter assignments and preparation. Chapter assignments were
baseC/ on assessor interest, I~w enforcement background, and prior ons;te experience.
The offsite review was conducted during the first two weeks in August 2003, with each
assessor receiving files that had been previously ass~nad. Thera were a total of 90
standards sUbmitted for review. The fifes were thoroughly reviewed and returned to the
agency with individual notes concerning adclitional dopumentation or clarificqtion. The
offsite review indicated that the files were in good op~rational order and prepared the
asse:;sment team for the actual onsite visit to the ag~ncy.
2. Assessor and Aaencv orientation
Commander Hernan Cartleno and mem/Jers of the accreditation unit met the
asse$Sment team at the Miami International Airport upon their arrival and transported
them to the South Beach Marriott. Major James Mazf'lr with the Technical Services
Division along With Commander Cardena, Sergeant ~ichard Lonergan, and Sergeant
Bernie Ruder from the Professional Standards Unit met the assessment team and
disc4ssed the schedule of events and actual agenda prior to the on-site. Before
departing. Commander Cardeno provided the assessment team with a departmental
unmarked vehicle for transportation.
Before retiring for the evening, the assessment team conducted a training session
disc4ssing assessor responsibilities and assignments. The goal of the assessment
team was to provide the agency with a complete and thorough review and to document
and record all relevant information associated with th~ on-site.
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3. Aaency tours and displays
Assessor Price conducted a ride-along with Officer Vince Tuzeo from the SOllth District
on Se;lturday night after the assessment team meetin~. Assessor Price found Officer
Tuzeo to be very familiar with the accreditation proce$s. DUring the ride-along, Officer
Tuzeo and Assessor Price responcled to routine calls !for service associated with a
Saturday night in South Miami Beach. Assessor Pric, was impressed with the officer's
job knowledge and enthusiasm about his duties as a fv1iami Beach Police Officer.
. ASSeSSMeNT TEAM'S FINAL REPORT
Miami Beach Police Department
PAGE: 5
NO.7,~ ~.7/28
On Sunday, August 24, 2003 Ihe assessment team was escorted from the hotel to the
Miami Beach Police Department and was provided with an agency tour of the fClcility,
Prior to the tour, Captain Angel Vazquez and Sergeant Howard Zeifman guidect the
assessment team to the static display in front of polic'.e HeadqLlarters. The display
consisted of a fully marked and operational patrol vehicle, crime scene van, motorc~'cle,
al/~terrajn vehicle, unmarkect vehicle, and the prisoner transport van. All of the
equipment was impressively displayed and met all of the associated observable
standards.
The assessment team then met Major Patricia Schneider from Intemal Affairs who
provided the assessment team with an overview of how complaints are received and
proCl!ssed within the department. From there the teClm met once again with Captain
Vazquez and Sergeant Ziefman for a tour of the Property Management Unit. Evidence
Technician Pawel Put discussed the process for handling property and evidence.
Through the team's observations, it was quickly aCknowledged that the department
maintained strict measures for the receipt, handling, aecurity, and disposition of
property and evidence.
Mr, John Babcock and Captain Charles Garabedian discussed the Records Section's
duties and responsibilities. Privacy and security precautions are in place and are in
accordance with policy and Florida State law. The agency specificalfy identifies juvenile
criminal and identification records and adult criminal records to prevent unauthorized
access and release. ;
The jSpecial Response Team's duties were provided .by Lieutenant Eddy Yero. Their
prlmpry function ;s to serve as the Miami Beach Po/iqe Department's tactical unit for
serving high-risk arrest and search warrants, Members train monthly to hone their skills
in a variety of tactical scenarios and they have at their disposal numerous specialized
weapons and devices. Detention Officer Wayne Smith gave the assessment team a
taurof the department's holding facility and answere~ all standard related questions
thorf;>ugh/y. ;
After a quick break, the team met with Chief Don De Lucca and Assistant Chiefs
Marten and Martinez. Chief De Lucca welcomec/ the assessment team and offered his
fLJIJ $UPport and cooperation during the on~sjte, I
The ,assessment team was then introduced to the Public Safety Communications Unit
Manager Cara Tuzeo. The unit is a full 911 Public Safety Answering Point for the
citizens of Miami Beach. Communications Supervisqr Deborah Berg provided the team
with an overview of the standard operating procedur~s used by the communications
personnel during routine and emergency situations. Captain Richard Pelosi
8ccomp2mled the assessment team during the tour and answered all standard related
que~tions and concerns about the communications physical plant.
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The !assessment team was then escorted to the Criminal Investigations Division where
they'met Major Charles Press anQ Lieutenant Vinnie Campbell. This section consists of
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. ASSeSSMENT TEAM'S FINAL R::?CRT
""'ami Beach Police Dep'irtmeflt
PAGe: B
the Criminal Investigations Unit and the Strategic Investigations Unit. Each unit is
broken down into numerous specialized investigative and support entities, Specialized
units track gang activity, work with area schools, investigate auto theft, analyze crime
patt~rns and investigate narcotics trafficking. The Crimes Against Persons Section is
resppnsible for investigating aU robberies, assaults, r~pes and murders that occur in the
City of Miami Beach. Ms. Lydia Shows damonstrated the Automated Fingerprint
Identification System (AFIS) program and answered assessor questions rerated to
crime scene investigative procedures.
The team was then taken to the Support Services Division where they met Major Tom
Weschler and Captain Danny Reid. This section provides a variety of specialized
services within the department. Its operation deals with personnel issues, financial
issues, asset management, maintenance functions and court related services.
Next on the tour was the Firearms Range Office l.mclt;r the direction of Sergeant Jim
Mahle. This section holds the responsibility for condl,lcting all firearms training ;:ind
ensuring Swom officers maintain a high degree of skill With both firearms and non-lethal
weapons. Sergeant Mahle ;s also a certified armorer:and provides firearm repair and
maintenance as well.
This concluded the agency tour and the aSSessment team convened to the assessor
workroom and began onsite standard review, Asses!!;or Price attended Sunday evening
roll call with the Patrol Unit.
4. Onsne standards review
The assessor work area was a spacious and comfort~b'e conference room located near
the Accreditation Management Section offices, Commander Carcleno issued the
assessment team with onsite review manuals. which provided relevant information
about the department. He further described the mecManics of how the department's
accreditation files were set up and maintained.
The assessment team reviewed onsite"related files an Sunday afternoon, The agency
was able to provide evidence of compliance for files that were returned for lack of
documentation or for clarification without hesitation. The assessment team retired for
the evening at 6:00 PM and discussed the clay's events aver dinner.
The ~ssessment te~m arrived at 8:30 AM on Monday; August 25, 2003 to continLle file
reView. Assessor Munday called Program Manager Karen Shepard and provided a
progress report concerning the om;ite. The assessment team met with Chief De Lucca
and the Command Staff for refreshments and a photqgraph session. After the break
the team resumed their file review responsibilities throughout the day. Once again, the
8gen~ was very helpful and quickry responded to any request made by the
assessment team.
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. ASSESSMENT TEAM'S FiNAL REPORT
Miami Beach Police Department
PAGE: 7
NO. 775 P. 9/38.
On Tuesday, August 26,2003 the agency conducted panel reviews for the entire clay.
The asseSSment team elected to work late and contimued their review of the agency's
files,and followed-up with all previously retumecl files: SS\/sral interviews were
con4ucted with agency personnel and accreditation staff members in corroborating
COmpliance through documentation and discussion.
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On Wednesday, August 27, 2003, the assessment t~am arrived at the Police
Department at 8:00 AM and concluded their onsite standard review of the files and
prepared for the exit interview. I
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On Tuesday, August 26, 2003, the assessment team conducted interactive compliance
discl,Issions with numerous departmental personnel. lOUring the diSCussions, the team
examined agency compliance with several standards~ Without exception. every
presenter came prepared and well versed on his or hpr topic of discussion. The
perspnnel were accompanied on most occasions wit? their section directors or
supervisors during the presentations. :
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Sergeant Rick Gullage provided a comprehensive re~iew of the agency's approach to
juvenile crimes. He discusseQ the Gang Resistance f:lnd Education Programs along
with intervention teChniques used by officers prior to making an arrest involving a
juve/IJile. Ms. June Nejman describeo the Crime AnalYsis function and offered her
valuable insight in preparing weekly crime analysis reports for fielo personnel.
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Panel standards review
Ms, Lydia Shows from the Criminal Investigations Unit spoke about the Crime Scene
Unit's responsibilities and objectives in securing and ~nalyzjng crime scenes. Detective
Rob ;I-anier adclressed the assessment panel concelTling criminal investigations and
how investigators work closely with patrol officers to dolve crimes that occur within the
city, 'Sergeant Jim Hyde illustrated the procedures for investigating economic crimes
and how officers seize and secure computer related ~quipment.
Ms. Saiclh PoWX' was extremely knowledgeable abouti domestic violence Issues and how
the Miami Beach Police Department works closely wifh the community to offer support
and gl.lid~nce to victims of such crimes. Serge",nt Jim Harley showcased the Junior
Police Academy ano oescribed how the program provioed kids with a structured
atmosphere and offered an incentive to stay on the rirht track with their lives.
Deteptlve Bobby Hernandez discussed his role as th~ agency's Public Information
Officilr. Detective Hernandez had created and maint~ined an "AccrecHtation File
Manu~J. to assist him in gathering relevant information to assist the Accreditation
Section. Sergeant Lisa Newlano's topic from the Support Services O;vis;on covered the
type~ of off-duty employment in which agency personnel could engage,
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OffiCf:9r Gregory Strong frorn the Patrol Division's Traffic Unit proudly informed the panel
of the agency's commitment to traffic management a,.,o control. He also describect the
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. ASSESSMENTTE,o,.M'S FINAL RepORT
Miami Beach Police iJepart.ment
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issues facing the Miami Beach Police Department with aggressive teenage drivers.
Sergeant Gary Kluger, assignect to the Patrol Division, providect an overview of the
agency's use of special-purpose vehicles s'.lch as bioycles anct all-terrain vehicles.
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Lieutenant Larry Hanl<off cfefinect the purpose of the ~eld force team and c1jscussed
their operational procedures with the paner. The Liewtenant stressed the importance of
training for this particular team in their efforts to prepare for the upComing Free Trads of
America Meeting scheduled for Miami in fall, 2003. Captain Brian Slim an, assigned to
the Patrol Division, reviowed the Mjami Beach Police Department's written plan for
handling and coordinating special events.
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Lieutenant Eddy Yero adequately demonstrated the Special Response Team's duties
and responsibilities as they relate to Chapter 46 (Unysual Occurrences), Sergeant
Jamas Mahle with the Support Services Division c1esMbed the procedures used in
selecting and maintaining weapons used by the c1ep~rtment al1cl how officers qualify
and train with such weapons. Liel.!tenant Lou Fata, ~ss;gned to Strategic
Investigations, offerecl the panel insightful informatio~ regarding the specific policies
and procedures used while investigating vice, d11.l9, ~nd organized crime cases.
Sergeant Rick Clemments discussed the directives governing access to hOlding
facilities and the types and levels of training associat~d with these positions.
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Otricer Azim Alkareem made an effective "'ncl energdtic presentation cfescribing the
Police Athletic League (PAL). Through his genuine irterest of the program, Officer
Alkareem recapped the events associated with the PAL program and its successful
curriculum for the youth in the community. Captain John DiCenso presented
information pertaining to Terrorism Planning and how the agency is preparing through
risk assessments and training. ,
Sergeant Priscila Grandage is the driving force behintl the agency's Marine Patrol Unit.
She discussed the unique cha/fenges facing this unit and the responsibilities associated
with the cruise /ine industry within their area of jurisdietion. Captain Angel Vazquez
demonstrated how the department's alternate power ~ource works in the event of a
power loss or dis/1.lption of services, Commander Bob Frame from the Support
Services Division gave an overview of the recrt.litme~t program and incentives used by
the agency and described the selection process for 'lilli-time sworn personnel.
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Major Patricia Schneider from the Internal Affairs SeJtion described to the panel the
proc,adures used to initiate intemal investigations anJ'how t/1e Early Warning System
aids in identifying potential problems or issues. Lieuf.enrmt Kelfy Reid described how
the agency updates records of employees fol/owing their participation in training
programs and the requirements needed for instructori's providing the training.
Mr. ~ohn Babcock from the Technical Services DivisiDn reported the procedures used
for cplfecfing and submitting crime data to the Uniform Crime Report (UCR) and the
case numbering system used by the department. MEiI. Tasha WhittinhClm from the
Communications Section described the procedures for obtaining and recording relevant
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/'JO.775 F.ll/38.
, ASSESSMENT TEAM'S FINAL REPORT
Miami Beach Police Decartment
FAGE: 9 .
information of each request for criminal and non-criminal service or activity. She also
djsc~ssed the procedures for radio communications within the department.
Sergeant Larry Bomstein concluded the panel interviews in his discussion of the
agency's computerized mobile data system and the procedures for its use, He
indicated that the department was pleased with the progress made toward the a-ticket
program and was looking toward the future in technology development.
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Kev activities
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On Sunday, August 24. 2003, the assessment team had the opportunity to meet and
speak with Chief Don De Lucca and his command st.aff pertaining to the onsite activities
and schedule of events. The assessment tei1m quickly noticed that
ChiEtf De Lucca took this review of his agency very s~riously and stressed his support
and assistance during the onsite, Chief De Lucca di$cussed the importance of
community involvement and how the department ha~ changed dramatically throughout
the years due to the increase in the tourism industry.1
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Chief De Lucca also described the agency's participation in a series of training
processes with the Franklin Covey Foundation, The agency has undergone training for
all executive and supervisory personnel in the leade~hjp and integrity development
program "The Seven Habits of Highly Effective Law iFnforcement Professionals', The
Executive level training was followecl by training desisned to build a more cohesive,
high..performance team of executives to guide the agency. The agency has also
devt;!loped a new organizational philosophy to includ'F a vision, mission, and values
stat~ment, as well as an organizational code of cond.uct,
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AccQrding to Chief De Lucca, the goal of the Miami ~each Police Department
leadership is to become a "benchmark" police department through the continued
development of its people, systems, ancl processes. :
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On Tuesday, August 26, 2003, Assessor Munday att~nded the weekly command staff
meeting with all of the senior leaders of the department. Assessor Munday gave an
overview of the onsite process thus far and thanked all in attendance for their
cooperation and support.
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Officer BObby Jenkins, President of the local Fraternbr Order of Police, William Nichols
LocIge #8, met with the assessment team oyer dinner on Tuesday evening. The Miami
8eEtch Fraternal Order of Police has close to 500 members, including active and retired
law ~nforcement professionals. They are committedito improving the WOrking
conctitions of law enforcement officers and the safety of those they serve through
education, legislation, information, community involvement, and employee
reprc;lsentation. In 2001 the Fraternal Order of Police succeSSfully negotiated with the
City of Miami Beach for a three-year collective bargaining agreement. The agreement
includes an "Accreditation Pay Supplement", which acknowledges the hard work of the
men and women of the Miami Beach Police Department in achieving and maintaining
. ASSESSMENT TEAM'S FINAL REPORT
MiamI Beach Polies Pe~~er1l
PAGE: 10
NO. 775 P.12/38
accreditation status from the Commission on Accreditation for Law Enforcemerit
Agencies (CALEA) and the State Commission for Florida Law Enforcement
Accreditation, Inc.
This inspection of the Miami Beach Police Department was considered a dual onsite, in
that the State Commission for Florida Law Enforcement Accreditation was conducting
their review along with the assessment team ass;gne~ by CALEA. The process proved
to be Successful with no disruptions or conflicts experienced by either team. Sergeant
James Wright served as t~;e State Commission for FlorIda Law Enforcement
Accreditation assessor. i
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7. Public information
The Miami Beach PO/ice Department contacted several newspapers such as The Miami
Herald and The Sun Post prior to the onsHe to solicit public comments from residents.
The advertising proved to be very successful in that the assessment team received 38
telephone calls. A total of 17 letters of correspondence was either mailed to the
Department, or directly to CALEA during the onsite. Approximately 75 people came to
the Public Hearing and 35 of those electec( to speak on behalf of the department.
Comments from the pUblic hearing are discusseQ in ~ect;on (0) of this report. The
Accr~itation Section posted flyers throughout the Pqlice Department and other
Government builclings announcing the CALEA onsite~and providing the dates and times
for the public hearing and telephone call-in session. i
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At 1 :00 PM on Monday, August 25, 2003, the telephohe lines were opened and
monitored until 5:00 PM. The assessment team received a total of 38 telephone calls.
The majority of the calls were to speak fClvorably abo\.lt Chief De Lucca and the Miami
Beach Police Department. A synopsis of the respon~es from the telephone call-in
session can be found in Section (0) of this report.
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At approleimately 6:00 PM on Monday evening, the a~sessment team met with the
ACCreditation staff and discussed the process for the scheQuled public hearing. At 6:45
PM the assessment team was escorted to the Miami Beach City Hall, Commissioners
Chambers for the public hearing session. The meeti~g was cCllled to order at 7:00 PM,
anQ the team leader read the prepared statement det~iling the process of the meeting.
Approximately 75 people were in attendance includin~ government officials,
representatives of the clergy, citizens and members of the Miami Beach Police
Department.
Chief De Lucca ensured that the enUre command staff from the department was
available at the meeting to respond to any questions pr concems brought forwarcl by
the speakers. A total of 35 people elected to speak at the hearing prOViding the
asse$sment team with sincere accolades about the Miami Beach Police Department.
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, ASseSSMENT TEAM'S :=INAL REPORT
Mi.ml Beach Police Deoartment
PAGJ:: 11 '
B. Team/aoencv conflicts
m.ns P.13/3S'
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There were no conflicts between the asseSSl;lsnt te~m or the agency during the ensite.
All discussions were conducted in a professionq! anq bUsiness~like manner between the
team leader and the accreditation manager. .
9, Exit interview
On Wednesday, August 27, 2003 the assessment te~m met with Chief De I-ucca, the
accreditation team and both Assistant Chiefs of the gepartment to discuss the findings
of the onsite. Team leader MLlnday opened the disc~sBion by thanking all of the men
and women of the department for their flllf support e1uring the ensite. Assessor
Anderson and Price provided an oveNiew of their inq;vidual Chapter assignments and
diScl.lssed their findings during the onsite, The appli,d discretion and file maintenance
Issues were discussed with the Chief along with the steps taken to resolve the issues.
Chief De Lucca was very responsive and inclic~ted the changes would be macle without
question to gain compliance to the applicable standard, The exit interview conclLlded
ancl the assessment teOlm wrapped up their work and departed for Miami International
Airport.
1: Table: Standards Summary:
TOTAL!
327
o
o
76
o
8
33
444
. J. F!f~ Maintenance: .
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This section reports on the condition of the agency's fries presented to verify proof of
compliance with accreditation standards, This includes organizing and marking files for
review, clerical issues, the adequacy, correctness, a~d currency of proofs useC/ for
compliance. Generally, this section indicates preparation OInd understanding of the
accreclitation process. This section does not inelicate~ complicmce with standards or
report on agency practices. :
The assessment team found the files in excellent CO~dition with only minor omissions.
The condition, style, and structure of the files made them user friendly and easy to
. ASSESSMENT TE.4M'S FINAl- REPORT
" Miami Besch Police Department
PAGE:; 12
NO. 775 P.14/38
follow and comprehend. It was obvious that CI great deal of time and effort had gone
into ,the preparation and management of tl1e existing. fifes.
A total of 23 files were returned during the course of the onsite by the assessment
team. The majority of the fires racked Some sort of dbcl..jmentation that provided
additional proof of compliance. All files in question were corrected by the agency and
returned for compliance verification. .
K. Perfonnance Activiti9S:
The 'accreditation process has 48 time~ensitive issu~s that require some type of
agency action within specific time frames. Included ~re reports, analYsis, reviews,
inspections ranging in a time frame from weekly to P~riodicaHy, or once in three years.
The$e activities are important to agency operCltions, public safety, and liability concerns.
This section reports on, summarizes the quality of the reports, and describes impact on
the agency.
The on-site assessment team thoroughly evaluate" ~/I time-sensitive standards
required of the agency and found the majority to be ;1;1 excellent condition.
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It is a stated objective of the Miami Beach Police Department to enforce the laws in a
fair qnd impartial manner, recognizing both the statLItory and judicial limitations of police
authority, while protecting the rights of all persons. Gnforcement actions including
vehicle stops, arrests. search and seizLlres are baseq solely on raw. departmental
policy, and articulated facts. Enforcement profiling is strictly prohibited by employees
(1.2.9b). On an annual basis, the Internal Affairs Commander prepares a report of all
bias~based profiling complaints including a review of the department's practices and
citizen concerns (1.2.9d).
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A wrJtten "Supervi$ors Report of Control of Persons" Is generated whenever a lIse-of-
force incident occurs (1.3.6). Supervisors are requir~d to respond to the scene of all
use...of.force situations and prepare a Control of Perspns report, The supervisor
evaluates the incident and relates the inform~tion vla:the chain of commancf to the
officer's Division Commander who reviews and forwards the report to the Chief for his
review and signature (1.3.7). Officers annually receive inwservice training on the
department's usa of force and less than lethal weapons proficiency (1.3.11). The
Commander of the Internal Affairs Unit provides the Chief with an annual Supervisors
Report of Control of Persons synopsis detailing all of ~he use of force incictents to
identify patterns or trends that could indicClte training reeds (1,3.13).
The Accreditation Unit has developed an impressive ~ncl unique system to ensure
CALEA related activities, reports, and correspondence are received ancf filed as
required by standard (11.4.3). By February 1 of each year. Division Commanders
submit a detailed proposal identifying goals and objectives for the next fiscal year
(11.5.1). The goals are complete with perceived actiQns, expected results, required
resoyrces to meet or achieve the goa', and identifies the process owner.
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riO. 775 P ..151'38
.
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ASSESSMENT TEAM'S FIN,o,L REPORT
MIami Beach Police Department
PAGj:; 13
The department's crime analyst is ~ssigned to the Cr;iminallnvestigations Division.
Information available for each crime is systematicallY and uniformly collected daily by
Ms. June Nejman, who analyzes the data with meticulous attention to identirl and deter
criminal activity throughout the city (15.1.1). Division' Commanders conduct and
document annual workload assessments within theirirespective divisions (16.1,2). The
nature or number of tasl<s as well as their complexity; location. and time required for
completion are addressed. The agency allocates and distnbutas employees to
organizational components in accordance with the W~rkload assessments,
Div/&ion Commanders conduct annual assessments pf their areas of responsibility
where they examine current operations, plans for fut~re operational goals and
objectives. and determine the necessary eqUipment ~eeds for each component
(17.2.2), The city has an integrated payroll purchasing and general ledger accounting
system. Monthly reports summarize data for the department's buclget by fund and cost
center (17.4.1). :
The department recognizes the importance of all grieYances filed in order to identify
areas of concern so that corrective action can be tal<fm to minimize the caLIse of such
grievances in the future (25.1.3). The SLlpport Services Commander conducts an
analysis each year of all grievances filed and makes recommendations to the Chief of
Police. Through such analysis a pattern was fdentifiEld in 2000 concerning the issue of
forced overtime. The issue was thoroughly resolved by the agency. In 2002, the
agency saw a reduction in grievances filed by personhel.
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The Miami Beaoh Police Department requires annua[, retraining in driving, defensive
tactics, legal updates, ancl forfeitures (33.5.1'. The d~partment has a computerized
employee evaluation form that supervisors can use tq documer~t observed behaviors.
All employees are evaluated on an annual basis (35.1.2). The agency has a well.
developecl early warning system which is managed by tl1l3 Internal Affairs Division. The
system reviews officers both quarterly and annually fQr exceeding an established
baseline for complaints, use of force incidents and ot~er activities (35.1.15c). The
reports are reviewed and recommendations are mad, accordingly. Documentation
revealed that officers were removed from their assigned duties pending a psychological
evaluation or additional training. I
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Ofticars complete a designated report at the conclusibn of each vehicular pursuit
describing the circumstances of the chase (41.2.2). Disciplinary action has been taken
against supervisors who failed to terminate purSuits ir/itiated by officer(s) who violated
or failed to follow policy.
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All departmental equipment designated for unusual c;rcum&tanoes ;s inspected monthly
to ensure operational readiness (46.1.6). After action reports are completed at the
conclusion of every major event (46.1.10). Numerous events occur in or neClr the South
Beach area reqUiring detailed planning and strategic vision.
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. ASSESSMENT TEAM'S FINAL REPORT
Miami Beach Police Department
PAGE: 14
NO.77S P.15/38
The department provides statistical summaries of Internal Affairs Investigations to the
public and employees via their web sits, pamphlets and official bulletins (52.1.11). The
Professional Standards Unit is responsible for condLlcting ~omprehensive and thorough
staff inspections (53.2.1).
.Iu Applied Discretion Compliance Discussion;
This section provides specific information on stanclards founq to be in compliance after
on-site "adjustments. were made. Adjustments may Include mOdifying agency policies
and directives, creating documentation, alteration of the physical plant, deficiencies in
performance activities, and "wet ink" issues, where the written directive is rew!y issued.
The agency had 2 stanctard in applied discretion.
84.1.6
The following documented inspections, inventory and audits shall be
completed (M):
a. an inspection to determine adherence to procedures used for the
control of property is conducted semi-annually by the person responsible
for the property and evidence control orhis/her designee.
The ~xlsflng policy indicated that the Property and Evidence Unit Commander shall at
least quarterly, inspect the Property and Evidence Ul1it operations and faCility to ensure
that:
1. The room is clean and orderly;
2, The property and any property containers are protected from tampering,
damage, or deterioration. i.e., guns, money, jewelry, narcotics, or dangerous
d~gs;
3. The property accountability procedures have qeen fol/owed;
4. The property has been properly and promptly disposed of per this standard
operating procedure.
The ClIrrent practice of the agency is to conduct inspections semi-annually. The policy
was modified to Include the wording semi-annually instead of quarterly. The change
was routed to every employee via an agency memor",ndum from Chief De /..ucca.
72.4.2
A written directive governs conditions !.Jr~der which an officer enters an
OCCupied cell.
The current procedures for this standard stated that tWo officers must be present when
any prisoner is removed from the holding cell for any reason. The policy failed to
provide clear instructions as to an officer's responsibility governing when an officer
enters a cell. The r:!gency policy language was amen~ed to address conditions under
which an officer can enter an occupied cell.
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. ASSESSMENT T::AM'S FINAL REPORT
Miami Beach Police Pepartment
PAGE: 15
rID. 775 P, 1"1/38
.M.: Stand:! rde Noncompliance DisclJssion:
The agency was found in compliance with all applicable standards.
N.
Waiver Concurrence/Nonoccurrence Ol8cu~alon anc:l Recommenc:lation:
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In unusual situations the Commission may grant the agency a waiver from complying
with a standard or parts of a standard. Assessors must verify all Commission approved
waivers.
There were no waivers applied for by the agency.
O. Standards Status Chanaed by AsS9$SOrs:
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This is primarily a CALEA administrative section that .lndicates changes to standards
applicable to the agency. Changes result from modifications of agency responsipilitjes
and operations, assessor reevaluation of a situation, and revisions of stanclarcls by the
Commission.
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46.1.11 A written directive establishes an Incident Cpmmand System for operations
manJ!gement and addresses the following:
a. system activation criteria;
b. C9mmand protocol;
c. written plans and procedures utilfzed;
d. training of agency personnel;
e. documented after action report;
f, documented annual training exercises: f'lnd
g. documented analysis of incidents and training effectiveness, at least every (3) years
Status changed from mandatory in compliance to N/A due to this being a new standard
and the agency is within the one~year time frame of rf1eeting this requirement.
72.5,6 If detainees are received from an outside agency, positive identification is made
of th~ person presenting the detainee for detention. ipcluding verification of the person's
authority to make the commitment.
This standard was changed from N/A to mandatory in compliance. The agency tour
revealed that officers from outside agencies may pring prisoners to the holding facility
for Driving Under the Influence testing. A log currently records pertinent information
from the person presenting the detainee that fully meets the standard.
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OCT. 27. 2003 12:45P~ CALER
. ASSESSMENT TEAM'S FINAL REPORT
Milmi Beliilch Police Department
PAGE: 15
12.9 Temporary Detention
Standards 72,9.1 through 72.9.7 were changed by th~ assessment team from
mandatory in compliance to N/A by function. Subch~pter 72.9 (Temporary Detention)
applies to agencies that have no holding cells per S9 but may detain or hold persons for
a period not to exceecj two hours in a room, space, or area for the purpose of
processing, questioning, or testing. The Miami Seaeh police Depat1ment has ho/cling
facilities and provides continuous control and superviFlion of prisoners and/or suspects.
74,1.1 Information regarding each item of legal proc~ss, civil andlor criminal, is
recorded, and includes the fol/owing elements: :
1'10.775 P.18/38
a, date and time received;
b. type of legal process, civil or criminal:
c. nature of document;
d. source of document; !
e. name of plaintiff/complainant or name of defe~dantlrespondent;
f. officer assigned for service; .
g. date of assignment;
h. court docl<et number;
i. date service due.
This standard was changed from N/A to manclatory in compliance. Documentation in
the files demonstrated that the agency performs this f.unction as it relates to criminal
proceeclings. i
14,2,2 Execution of orders for civil arrest or writs reqyiring the seizure of real property is
performed by a sworn law enforcement officer. :
This standard was changed from mandatory in complIance to N/A by function. Florida
State Statute delineates and authorlzss the Sheriff off the county to serve all civil
processes. ;
.B. 20 Percent Standards: I
CALEA agencies must be in compliance with at least !80% of ~pplicable other than
mandatory (0) standards. The agency is free to choqse which standards it will meet
based on their unique situation. This section administratively clarifies the standards for
the agency, assessors, and CALEA Commissioners. I
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The agency was in compliance with 91.5% of applicable other-than-mandatory (0)
standards.
The following eight standards were placed in the 20 p~rcent category by the agency
t>efo~ the assessment began:
OCT. 27. 2003 12:4SPM CALEA
. ASSESSMENT TEAM'S FIN,A.L REPORT
Miami Beach Police Department
PAGE: 17
NO.ns P.1S,'38
16.2.1 Annual review of specialized assignments.
33.8,1 Training requirements for all personnel assigned career development activities.
44.1.2 Review and comment of other juvenile justice:agencies in the development of
policies and procedures relating to juveniles. ;
45,1.1 The agency's crime prevention function,
45.2.1 The agency's community involvement function.
45.2.2 Quarterly report describing the community involvement function.
45.2,3 Procedure for transmitting relevant informatior,1 for quarterly report.
45.2.4 A survey of citizen Clttitudes and opinions every three years.
The agency elected to place the following Q standard~ in the 20 percent category during
the assessment. .
Q.
Public Information Activities:
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Public notice and input are a cornerstone of c1emocrapy and CALEA accreditation. This
section reports on the community's opportllnity to comment on their law enforcement
agency and to bring matters to the attention of the Commission that otherwise may be
overlpoked. i
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The public information hearing began promptly at 7:09 PM on Monday, August 25,
2003. The hearing was held in the City Commission yhampers, City Hall, 1700
Convention Center Drive, Miami Beach, Florida. TheiPlIPlic was invited to offer
comments on the departments performance. Employees of the department were also
enco~raged to attend.
1.
Public Infonnation Session
The Commission Chambers was filled with citizens, 9pvemment officials, police officers,
memt:lers of the clergy, business and civic leaders. Approximately 35 people from the
audiEtnce elected to speak at the hearing, with the maJority praising the department with
comments like, .We have the best police clep;utment in the country"; to "The Miami
Beach police Department has continuously demonstr~tacl their commitment to provide
the highest quality of service to the citiz;ens." The mar described as Mr. Miami Beach,
Mict1~el Aller, Tourism and Convention Director, stat~d he has worked closely with the
Miami Beach Police Department and has been extremely impressed with the
professionalism displayed by all of the officers.
Mr. Daniel Fisher, a resident of Miami aeach voiced his dissatisfaction over the way he
was treated by officers of the marine patrol wtlan they towed his boat. Mr. Fisher stated
he did not receive the treatment he deserved and W~$ not provided with a clear
explanation of the events that occurred, Major Patricia Snyder, Internal Affairs Director,
met with Mr, Fisher after the hearing to follow up with :the matter.
Mr. Bruce Reich, President of the Homeowner's Association, stated that the residents
were very happy with their police department and fully supported their efforts to become
OCT.27.2003 12:45PM CALE~
~IO.?75 P.20/38
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ASSESSMENT TEAM'S FINAL REPORT
Miami Beach Police DepClrtment
PAGE: 18
re-accredited. Vice-Mayor Mattie HerrerEl indicated that the officers of the Miami Beach
Porice Department are sensitive to the different cultLlr~1 groLlps that reside in the city
and that she is extremely happy with the department's progress,
Mr. Harold Rosen, former Mayor of Mi~mi Beach gave an inspiring presentation using
tile acronym, V-I-G-O-R, Visible, Intelligent, Geographically versed, Organized, and
Responsive to the needs of the citizens. Rabbi Donald Bixon informed the assessment
team that the Miami Beach Police Department quickly responds to calls for service and
that Chief De Lucca has been sensitive and responsive to the needs of the Jewish
community as a result of post-Septomber 11, 2001.
Mr. Morris Sunshine, a retired university professor, stated he has Ijved in Miami Beach
since 1991 and that he is the President of the Citizen13 Police Academy. He advised he
has the highest respect for the men and women of th~ Miami Beach Police Department
but has concern over the off-duty employment of police officers. He indicated his
apprehension over the perception of officers wOrking .'or nightclubs as off-clLlty
assignments.
Chief De Lucca concluded the pu~lic hearing by than~ing all of those who attended and
ensured that all of the concerns that were voiced WOLlld be handled appropriately.
Chief De Lucca also recognized the Accreditation Staff for their hard work and
commitment towards the department's re-accreditation efforts.
2. Teleohone Contacts
A toll-free telephone line was opened at 1 :00 PM on ry1onday, August 25, 2003, A total
of 38 telephone calls were received by the assessment team. Mr. Neil Hoffson, 1881
Washington Street, Miami Beach advised the assessment team that he reported to the
policf! department dispatch at approximately 11 :30 PM on Sunday, August 24, 2003 a
mugging and that an officer failed to respond to the syene. Mr, Hoffson stated he made
the c~1I from a callLlJar telephone at the intersection of 19t11 and James Street. He
indicated that he waited 30 minutes for the officer before he len the scene. This
information was documented and given to Major Jam~s Ma:z:er for fLlrther investigation.
Major Mazer discovered that the call was received by;dispatch at 1 :00 AM reporting a
simple battery. All of the units at the time were assigl;led to higher priority calls and the
disPEltcher notified the district sergeant of the held call for service, When an officer was
finally able to respond, the complainant could not be found.
Officer E. Garcia completed an Offense Incident RepQrt the following day recording the
information provided by the victim. Major Mazer also contacted the victim and offered
his assistance in resolving the matter.
Chief Bob Chetum from the Golden Beach Police Department called and advised the
assel?sment team that the Miami Beach Police Department was a progressive and
accessible agency. Resident Ron Maiko, 1458 Ocean Drive, stated that the
department has been tremendous in its dealings with issues and problems associated
OCT. 27. 2003 12:45PM CALE~
ASSES3MENT TEAM'S FINAL R~PORT
Miami Beach Police Department
PAGE: 19
NO. 775 P.21/35
with Ocean Boulevard. Mr. Bruno Perry, 1677 Collin$ Avenue, complimented the police
department for its attention to customer service. Mr. Bruno is the tour director for ~vo
local hutefs in the area.
Chief Gwen Boyd-Savage from North Miami Beach stated she has a very close working
relationship with the department and voiced her apprl3ciation of Chief De Lucca and his
management style. Mr. Tom Battles from the Justice: Department, Atlanta Office, called
to support the agency in their re-accreditation efforts,~ Ms. SUUlnne Jackowitz, 6901
Bryon Avenue, described her positive experiences with the Miami Beach Police
Department and how the department caters to the ne$ds of the citizens.
Chief Stepps from the Palm Beach Gardens Police Department expressed his
apprf3ciation for the cooperative effort displayed by thle Miami Beach Police Department
and that they deserve the recognition accreditation brings to an agenc,/. Julio Burgos,
3101 Collins Avenue, who is the Vice-.President of th, Citizens Police Academy called
and reported to the team the commitment displayed t!y all of the Miami Beach Police
Offi~rs and that he is very proud to be associated wl~h the department.
The remainder of calls were of a similar nature, complimenting the agency on their
unique approaches to problems and issues. The callrin session was closed at 5:00 PM.
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3. Corresoondence
The assessment team received 18 letters during the onsite, most of which recognized
the accomplishments of the department. A letter wa~ mailed directly to the Commission
on AlJgust 25, 2Q03 from Camilo F. Casanova, 301 174th Street, Apartment 310, Sunny
Isles Beach, Florida, Mr, Casanova writes that it is hi~ comment and opinion that the
Miami Beach Police Officers behave like they are abqve the law and provol<e people to
break the law. Mr. Casanova includes a detailed sta~ment of events that occurred
durin'g May 12, 2001 J where he was arrestee! for traffip violations that escalated into a
verbal exchange of words. Assessor Munday contac~ed Commander Cardeno and
askeQ that the allegations be investigated further.
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Another letter was received by the Commission on Al)gust 28, 2003, from an
anonymous individual c:Iescril:ling drag racing in his/h~r neighborhood and a pedestrian
fatality. The author of the letter was not satisfied with the presence of police officers to
combat the racing problem on Collins Avenue. This information was also forwarded to
Commander Cardeno for his proper disposition and r~view,
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Mr, Michael J. Nila wrote on behalf of the agency's inyolvement with the Franklin
CoveyTM training programs designed to enhance overall organizational performance. All
executive and supervisory personnel have been train~d in the leadership and integrity
development program called the 7 Habits of Highly Effective Law Enforcement
ProfElssionals. The executives also participated in a $eries of workshops at six-month
intervals designed to develop an organizational philosophy and major agency goals,
which include a vision, mission, and values statement. Mr. Nila asked that the
.OCT. 27.2003 12: 4??f1 CALER
ASSESSMENT TEAM'S FINAL REPORT
Miami Beach Police Pepartment
PAGE::: 20
NO. 775
P.22/38
assessment team factor in the aforementioned process as part of their re-accreditation
efforts.
Director Carlos Alvarez from the Miami-Dade police Department wrote that his
clep~rtment enjoys a mutually supperthle relationship'with the MIami Be<.!ch police
Department through mutual aid agreements and joint operating programs. Chief Irving
Heller fiom the North Bay Village Police Department wrote that he fully supported the
Miami Beach Police Department in their pursl.lit of relaccreditation and that his
depClrtment also enjoys an excellent wor'.<ing relatiom~hip.
Mr. I..eonard L. Abess, Jr., Chairman of the Soard foriCity National Bank took the time
to write stating that he considered the Miami Beach ~olice Department to be the finest
in the world and thanked the department for all that it does for the citizens of Miami
Beach. Dr. Herbert Weiss described the department;as a highly professional
orgarization, which strives to protect the community to the best of their ability, and that
he wished them the best in their re-accreditation efforts.
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Ms, Bertha Hundevadt, President, Citizens AcademyiAlumni Association stated in her
letter that the department has been unfailingly suppoltive in their efforts to educate the
community apout law enforcement and that their interaction has been positive and
professional. Ms. Lilian M. Lopez, President/CEO of ,the South Florida Hispanic
Chamber of Commerce wrote that the Miami Beach Police Department is composed of
a wonderful group of highly trained professionals whQ are lovecl and respected by both
the residents ancl business owners of Miami Beach, ~umerous other letters were
received recognizing the many accomplishments anc:l, solid reputation of the Miami
Beach Police Department.
4. Media Interest
A complete news release announCing the onsite assessment and public information
session was released to media sources on August 12,2003. A public service
announcement was published in the Miami Beach Sur Post during the week of
Au94st18, 2003. No media had contact with the assessment team during the onsite.
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5. Public Information Material
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The agency cfeveloped and instituted a comprehensi~e pUlJlic information plan which
resulted in notices being posted or distriIJuted in the f9110wing locations throughout the
city:
. Miami Beach Chamber of Commerce
· Miami Beach City Hall
· Miami Beach Fire Stations
· Miami 13each Police Department
· The Convention Center
. Museums
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. ASSESSMENT T.:AM'S FINAL REPORT
MIami Besch Polioe Department
PAGE: 21
~IO. '775 . -p . 2~/38-'-:--"-'
· City Attorneys Office
· City Managers Office
· All City Departments
· WFOR TV
· WTVJ TV
· WSVN TV
· WPLG TV
· WSVC TV
· 'WLTVTV
-Fratemal Order of Police Lodge # 8
R.
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Exemplary Policies/Proiects/Procedures: i
An :exemplary project is a unique or extraordinary p,rogram, practice, or procedure that
enhances some aspect of law enforcement professipnafism, or service, or impacts
positively on the community. Exemplary projects d~ not have to address specific
CAlEA accreditati;:m standards but they must meet:esta.blished guidelines with
measurable results. Exemplary projects are volunb:l'ry and the lack of exemplary
projects does not affect an agency's ability to become accredited nor suggest the
agency is somehow deficient. '
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The agency elected not to submit any exemplary policies, projects or procedures for the
aSSessment team to review during this assessment period. .
S. Quality of Law Enforcement Service: I
Basad on chapters in CALEA's standards manual, t~is section presents a
comprehensive view of the agency and indicates the quality of service provided. When
appropriate, agency and individual strengths are emphasi~ed and areas of needed
improvement discussed. :
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Chapter 1 Law Enforcement Role and Authority :
All Miami Beach Police officers must agree to abide I)y an Oath of Office and COde of
Ethics prior to assuming a sworn status. The departrrnent maintains and adheres to
direqtives governing procedures for interviews and interrogations, access to counsel,
search and seizure without a warrant; and arrest witriout a warrant. The department
also ;authorizes officers to use discretion and provide~ altematives to making arrests.
Officers may use only the minimum force necessary ~o effect lawfLJI objectives in order
to achieve safe control of a suspect. All strip searchr;ls are conducted pL./rsuant to
gUidelines established by Florida Statutes. It is a stated objective of the Miami Beach
Police Department to enforce the laws in a fair and impartial manner, recognizing both
the statutory and jUdicial limitations of police authori~, while protecting the rights of all
persons. A written Supervisors Report of Control of Persons is generated whenever a
degr~e of force is applied or a struggle occurs which results in an injL./ry to the sL./bject or
is likely to cause injury or complaint of injury. Any offi,cer who is involved in a use of
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.OCT.27.2003 12:48PM C~LEA
,. . ASSESSMENT TEAM'S FINAL REPO,'U
Miami aeach Police Department
PAGE: 22
NO.ns
P.24/38
force incident that results in death or serious injury to themselves or ethers Clre relieved
of 'My immedj.!tely for a minimum of 72 hours. This leave is without loss of payor
benefits pending the result of the investigation, No officer is allowed to make an arrest
or carry a weapon or firearm untif they have received training and have demonstrated
know/edge of the laws and departmental policies cOncerning their use, The
Commander of Internal Affairs provides the Chief wIth .In annuaf Supervisors Report of
Control of Persons synopsis detailing all use of force incidents to reveal possible
patterns or trends that could indicate specific training needs.
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ChaDter 2 Agency Jurisdiction and Mutual Aid ;
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The City of Miami Beach is an island city, The boul')daries of the city include tne
Northern, Southem, Eastern, and Western boundary. Maps prOVide clear instructions
to identify jurisclictional boundaries and are availabf$ to a/l officers. The department is
responsible for providing all law enforcement servict;!s within the city. Although the
department has jurisdiction in the city, there is conc~rrent overlapping jurisdiction with
county, state aocl federal law enforcement agencies. It is the policy of the Miami Beach
Police department to maintain current mutual aid agreements with other agencies to
insure the citizenry of Miami Beach recejve the most efficient and effective law
enforcement services POSsible and to establish and maintain liaison with federal, state
and local agencies. When a local emergency escal~tes to where it cannot be handled
by the agency alone or with the assistance of other ,gencies that have mutual aid
agreements with the department, the National Guard may be called in for assistance.
Chaeter 3 Contractual Agreements
N/A by reason of function
Chapter 11 Organization and Administration
The organizational structure of the Miami Seaeh POlibe Department consists of four
Divisions; the Patrol Division, the Criminallnvestigat!ons Division, the Technical
Services Division, and the Support Services Division.: Each Division inclucfes various
districts, sections and units which are grouped by fUl1ction as determined by the Chief
of Police to pest serve the citizens of the city. OrganIzational charts clearly define the
structure and mechanics of the agency. The departn~ents organizational structure ;s
depicted on an organizational chart indicating the ranks of employees in the chain of
command. The chart is posted in areas that arE! accE,lssible to a/l employees and is
updilted as needed. The Miami Beach Police Department estClplishes and defines the
department's policy on the span of control and unity qf command. Each employee is
accountable to only one supervisor at any given time 'and only one supervisor is in
direct command of any organizational component at any given time. The Professional
Standards Unit is responsible for the administration and management of departmental
forms and reports. Procedures exist for the development of new and revised forms. l3y
February 1$1 of each year, Division Commanders submit to the Chief of Police cletailed
proposals of goals and objectives for the next fiscal Yfilar. The goals are complete with
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perceiVed actions, expected results, required resources to meet or achieve the goal and
Identify the responsible process owner. Division Commanders periodically evaluate
progress toward the current years goals and objectives by submitting a documented
qUlirterly report. The Planning and Research Section is a component of the
Professional Standards Unit, reporting fo the Commander of the Technical Services
OMslon. The Commander ensures that Research ~nd Planning employees have dIrect
acCessibility to the Chief of Police. The annuClI strategic plan identifies long term goals
and objectives by recognizing workload ancj popl./la'iion trends data. The agency
continually focl./ses on the goals outlined in their p/i:)n to achieve the desired results.
Chapter 12 Direction
,
In the absence of the Chief of Police, the most senipr ranking officer assumes the
duties of the Chief until relieved by a higher authOrity. The Chief of Police has the
authority to designate command authority in any sih;lation as needed. Under normal
operating conditions, the highest.ranking employee present at any given incident
assumes command. Employees are requirecf to striptly obey amI execute any lawful
order issued either verbally or written, from any senIor command officer. Procedures
are in place directing employees who may receive conflicting orders or instructions.
The Patrol Division along with other divisions is encouraged to share information as
much as possible. When circumstances dictate, through roll-call training, supervisors
have the capability of sharing relevant information. The Miami Beach Police
Department has a clear mission statement. Each Division Unit District Commander
enSlJres that a Written Directive Receipt form is com:pleted to acknowledge receipt and
responsibility to review. understand and comply with the directive or Standard Operating
Procedure and is Signed by each employee,
Chapter 15 Crime Analvsis
1/1e Department's crime analyst ;s assigned to the Criminal Investigations Division.
Information avairable for each crime is systematically and uniformly collected di:lily so
that comparisons and analyses can be cond\.lcted to assist in identifying individUGlI
criminals and their methoQ of operation, The orime analyst provides a weelcly and
monthly crime summary which is dis$eminateq accordingly for strategic response. As
crime patterns or trends emerge, the crime analyst prepares a written statement and
presents through the chain of command to the chief. ' It is the policy of the department
to collect and analyze criminal activity to be used to support management and
operational functions. Operations personnel are prOVided with the information to assist
them in the development of daily operational and tactical plans. Staff personnel receive
information for the use in strategic planning as it relates to current crime trends, agency
resolirce allocation, ana crime prevention.
ChaRter 16 Allocation and Distribution of Personnel
,
The Support Services Division, Personnel Resources Unit maintains a Position
management system, which identifies the number an(1 type of each position authorized
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~IG. 77'5
in the department's budget. The system also identifies the location of each authorized
position within the organizational structure and provides the position status detailing
whether the position is filled or vacant. Each year, all Divis;on Commanders ConQuet
and document an annual workload assessment within their respective divisions. The
nature or number of tasks as wef! as their complexity, location and time required for
completion is addressed. Specia"~d units within the department inclUde the bicycla
squad, crime prevention, K-9 and marine patrol, Police resefVe officer candidates
comply with all eligibility requirements established for full time officers. Reserve
Officers wear the same uniform as full time employees and are required to attend in-
service training mandated by the department. It is the policy of the Miami Beach Police
Department to utilize the services of Public Safety Specialist who are non.sworn
employees for duties that do not require the presence of a sworn member such as
community service programs ancj minor traffic accidents. Departmental manpower
repprts specify sworn and non-sworn positions throughollt the agency.
Chapter 17 Fiscal Manaaement and Agencv.Owned Property
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The City ManClger of the City of Miami Beach has the ultimate authority and
responsibility for all fiscar matters. However, the CitY Manager has cje/egated the fiscal
management of the police department to the Chief of Police who keeps the City Manger
infonned of the status of all fiscal matters. Each year the Administrative Bureau
COl'J1mander is responsible for providing all Division Commanders with a budget
calendar and gUidelines for preparing budget reqU9l:it. The Assistant Chief of Police
con~ucts workshops with each Division Commander to consolidate a bUdget for the
Chiefs review. Division Commanders also conduct annual assessments for their area
of ~ponsibility to develop plans for operational goals and Objectives and to determine
equipment needs for each organizational componem. The City of Miami Beach
PUrc;hasing Manual establishes the guidelines for all departmental purchases. The City
also has an integrated payroll purchasing program and general ledger accounting
systl!lm, Infonnation concerning appropriations cash balances, expenditures, receipts,
and ,open purchase orders are prepared monthly. The City's Finance Director is
responsible for preparing financial statements, fund control, and coordinating financial
audits, The audits are conducted in accorcfance with Florida Statute to determine the
financial integrity of the agency. The Property and ~Yidence Unit is responsible for all
Inventory control. The Commander conducts an annual inventory of aI/-departmental
property and equipment. Procedures are in place describing the distributing of agency
owned property and the re~issuance of property wher,l needed. All stored items or
special equipment is regularly inspected for operatior\aJ readiness by the appropriate
divIsion I section supervisor. .
ChaDter 21 Classification. Duties and Responsibilities
The Director of the City Human Resources Department is responsible for ensuring that
a jOb tasks analysis is conducted and maintained for every job classification in the
dep'utment. The essential work behaviors, duties, responsibilities, and tasks that are
required for the position are included in the analysis. According to city personnel rules,
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'-
NO.77S
the Human Resources Director develops and maintains the classification plan which
covers aU city employees. The City also has a classification plan that provides an
orderly inventory and appraisal of posmons within the police department to enSLlre
equality of pay, proper pay differences between pO$itions, improved recruiting and
orqerly control of personnel changes such as transfers, promotions, demotions and
leave of absence. Job descriptions are maintained on file in the Human Resources
Department and are available to all employees. A Jbb description is provided to each
new employee hired by the department.
Chaeter 22 Comoensation. Benefits. and Conditions of Work
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The department's salary program is determined by the Mayor and City Commission of
Miami Seach, the City Manager, the City Human Resources Department and the
Collective Bargaining Units. Salary plans include a ~40.00 National Accreditation and a
$10.00 State Accreditation Bonus along with educational incentive pay. The salary plan
differentiates within and between ranks. There is al'l agreement between the City of
Miami Beach and the Fraternal Order of Police est..blishing a special assignment
allowance. Departmental employees are granted administrative leave for the purpose
of attending job related conferences and receives 13 designated holidays along with the
employee's birthday as paid holidays. Employees also receive 96 hours of sick leave
per year. which is accumulative. Pension benefits are provided for to full time
employees. It is the policy of the agency to inform employees of their compensation
and benefits paCkage I.Jpon their employment. Legal benefits are provided to full~time
sworn personnel pursuant to Florida Statutes. Additjonal benefits are provided through
the local Fraternal Order of Police Chapter. Employliles wishing to engage in secondary
employment must obtain a memorandum via the ch6lin of command to the Chief for
approval. All secondary employment must be condLlcted in accordance with City
Personnel Rules and Regulations manual and not impair their efficiency, duties and
responsibilities and conform to State law.
Chapter 24 Collective BarQaining
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The Collective Bargaining team for the City of Miami Beach is under the direction of the
City Manager. The City recognizes the Miami Beach: Fraternal Order of Police, William
Nichols Lodge #8 as the sole bargaining unit for law ~nforcement. The Communication
Workers of America (CWA) Local 3718 for non-swarm employees. The city I:Ilso
recogni2es the Miami Beach Municipal Employees Union (MBME) Local #1554 for
police utility workers and the Government Supervisor~ Association (GSAF) for Crime
Scene Supervisors. Department staff members attaQ,hed to the collective bargaining
team assists in gOod faith in accordance with Florida StaMes. Written and signed labor
agreements were reviewed by the assessment team ~Iong with a personal Interview
with Officer Sobby Jenkins, President of the William Nichols Lodge #8.
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ChQDter 25 Grievance Procedures
CI~r guidelines are provided in policy detailing the: agency's grievClnca procedures.
The purpose of the procedure is to endure fair, but formal procedures for dealing with
grievances between employees and m.magement. I When a grievance is filed, the
authorized union representative informs the Personnel Resources Unit Commander of
the grievance. The grievance is then presented before the grieving members Division
Commander who either resolves or denies the grievance. It is then presented to the
Chief of Police if not resolved. The Chief will then Elither resolve or c:1eny the grievance.
If not resolved, the grievance is presented to the City Manager's Representative labor
Relations to resolve or deny. If not reso/veq the me,mber mOlY elect arbitration. The
Chief of POlice;s responsible for the management and coordination of the grievance
precess and has included the President of the local iFOP lodge within his office. Each
year the Support Services CommOlnder conducts an annual Clnalys;s of all grievances
filed during the previous year and makes recommel1dations to the Chief of Police,
Ch,pter 26 Disciplinarv Procedures
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Departmental rules and regulations govern Miami BfIlach Police Department in regard to
code of Conduct and ~ppearance guidelines, UnifortTls are required to be clean,
Pre$sed, and serviceable when an officer reporis for. C/uty. Through observations made
by the assessment team during the onsite it was ObViOUS that the men and women of
the Miami Beach Police Depar~ment take great prictEl in their appearance and
demeanor. The department awards program idenUfies and recognizes unique
contributions of employees for specific heroic acts, devotion to duty, self-sacrifice, or
prof~ssional excellence. Awards include, Medal of ~alor, Police Chief's Blue Knight
A~rd, Officer of the Year Award, Civilian of the Morjth Award, Unit Citation, Certificate
of Appreciation, Community Service Award, and lett~r of Commendation. The Miami
Beach Police Department takes direct and immediatlil action to prevent harassment and
hostility in the workplace through strict policies and procedures. Any conduct deemed
seXijal harassment, whether committed by a supervisor or non-supervisor is specifically
prohibited. If a supervisor determines that an infraction of policy or poor work quality
are the result of lack of knowledgs, then the supervisor may request training through
the Division Commander to the TrClining Section. Counseling is also used by the
dep~rtment as a function of discipline. The degree of disciplinary action taken by the
dep~rtment is based on totality of all the factors and yircumstances associated with
each Incident. The Internal Affairs Unit is responsiblf,l for receiving, processing,
Supervising and controlling the investigation of compl~ints made against the
department. The agency recognizes that positive dis~ipline requires foresight and
planning rather than merefy reaction. Supervisors ar~ required to document ~nd record
unsatiSfactory work habits and address during the employee's performance appraisal.
If discipline results in the form of dismissal, the notice contains a statement for the
dismissal, an effective date, and a statement concerning the content of the employee's
emplpyment reCOrd relating to the dismissal. The employee will also receive an exit
Interview where all fringe and retirement benefits are discllssed.
OCT.27.2003 12:51PM CALER
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Chacter 31 Recruitment
The department's recruitment and seieet/on program has proven to be very successful.
The recruitment program in 2003 yieldea over 900 potential applicants. The
department hired 11 new officers during this assessment period, which is not reflected
in the departmental statistics, This particular group consisted of nine Hispanic Males,
one Black Female and one White Mate. Improvements have been made in the number
of minority officers over the past three years moving the department from 50% to 54%
minority representation. While the department participates in a vigorous recruitment
program, all aspects of the hiring process are contl'Qlled by the City Human Resources
Department. The agency's recruitment plan has a ((Iear and concise review annual/'!
which summarizes the department's recruitment initiatives and progress,
Chapter 32 Selection
The police officer selection process is very well doc!;Imented in departmental policies
and directives along with disqualification factors and how the agency maintains contact
with the applicant during throughout the process. Applicants are provided with a
detailed handbook describing all details of the process along with suggestions on how
to improve their performance. Departmental backgrpund investigators are trained in the
selection process and conduct thorough and complE;lte investigClfions prior to the
iitpplicant being accepted. '
Ch~Dter 33 Training and Career Devefopment
The Miami Beach Police Department places great emphasis on the training and career
development of law enforcement personnel. The department does not operate a
trairling academy, however does conduct an intensive in-service training program.
Officers are typically hired after attenc:ling the Florida Law Enforcement Training
AcaQemy although some are hired directlY from the Miami-Pade or Sroward County
Police Academies. Regardless of experience level 0111 officers are required to complete
Cl three-week orientation program fol/owed by the conventional field-training program.
The field-training program is well defined and proper1y supervised. The program follows
the San Jose model whereas recruits are evaluated ~ailY. All field-training officers are
properly trained in the instructional process and eval4lation phase of the program.
Specialized training is provided to officers entering specialized positions as well as new
supervisors prior to being aI/owed to work in their new position. Complete training
records are maintained On a database that allows off/cers to review their records at any
time, The department requires thi:lt employees attend mane/atory training. Officers are
Obligated to attend annual retraining to maintain certification, obtain updated
information concerning use of force policies, and to qualify with lethal and non-lethal
weapons.
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Chacter 34 Promotion
The department's promotional process is controlled in large part by contract agreement
and is liIdministered by the Human Resources Department. The promotional tests fOi
Sergeant and Lieutenant are announced in written form with adequate preparation time
for the candiclates. The test consists of a written and behavioral assessment of the
candidate's abilities. A promotiona/list is then distributed to al/ departmental
employees and is valid for 18 months. The Chief 0", Police appoints all promotions
ab9ve the rank of J..ieutenant. i
Chapter 35 Performance Evaluation
The Miami Beach Police Department uses performance evaluations as a.means to rate
employees and counsel them on their job performa~ce. The department has a wefl~
developed personnel evaluation system that is computerized to assist supervisors in
dooumenting behaviors of subordinates. The perform~nce eV21luation system is clearly
understood by employees with an appeal process i~ place for those that do not agree
with their individual appraisals. The Miami Beach Fplice Department has a very
effective and well-developed early warning system, y,ihich is managed by the Internal
AffQirs Division. A quarterly report is prepared by the Director of Internal Affairs
Identifying employees who exceed a generated number of complaints, use of force
Incidents or other disciplinary measures. This report is forwarded through the chain of
command to the Chief of Police. Each component of the member's chain of command
revi~ws the report and makes recommendations for ,any corrective action. Corrective
action may include training, counseling, psychol09ic~1 review, change of assignment,
8up~rvised observation or no action at all. The depcmment has allowed the
International Association of Chief's of Police, (IACP)ito review their current use of force,
earty waming system and internal affairs policies to ~nsure best practices are being
met.
Chapter ~ 1 Patrol
As with many faw enforcement agencies, the patrol clivision of the Miami Beach Folice
Department is indeed the backbone of the organizCltipn. The department recogni<?:es
traditional and nontraditional methods of patrOlling th~ streets and beaches. The
dep~rtment uses all terrain vehicles for patrolling the jbeach and dune areas of the
community. Officers LIse these distinctive and rugge(jl vehicles for high visibility and
r~picf enforcement response to the area beaches. The officers work Closely with the
City's Beach Patrol (Lifeguards) to assist beElch goer" while at the same time providing
PQlic~ presence on the beach. Another unique functifln of the patrol division is the K-9
unit c;:onsisting of ten officers who are trained in narcdtics and explosive detection. The
K~9 team also aSsists patrol officers on routine calls flpr service, The bicYcle squad is
one of Miami Beach Police Department's principal vehicles for providing community~
policing services. The bicycle officers interact more easily with residents and tourists
and ~re more approachable than officers in patrol cars. Officers on bicycles are able to
respond quicker within areas of extreme traffic conge~tion such as the entertainment
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Miami Besch Polri,;e Departmert
PAGE: 29
~IO. 775
p.31/3a--:'~
district. The Marine Patrol Squad extends the poliCe department's presence to the
Atlantic Ocean and waterways of Miami Beach. This unit is involveel in a wide array of
public safety services ranging from boating safety to felony arrests. Through the direct
efforts of the Marine Patrol personnel, Miami Beach has become one of only a few
communities with a functioning Citizen Marine Crime Watch Program. The Selective
Traffic Enforcement Program Squad targets high accident intersections and has
reduced collisions through high visibility and targeted enforcement efforts. The squad
consists primarily of officers assigned to patrol en motorcycles. While their pnmary
function is traffic enforcement, the motorcycle offic$rs also hanelle accidents, calls for
service and escorts during special events. The AcCielent Investigation Squad is
responsible for investigating an serious collisions afJd accidents involving city owned
vehicles. The squad also operates a hit and run office with personnel assigned
specifically to follow-up on these type of accidents. I Some members of the Acciqent
In~stigation Squad are certifieel Traffic Homicide lrivestigators specifically trained to
handle traffic fatalities. The Citizens Police Academy is a multifaceted education
program in which interested citizens learn about the Miami Beach Police Department
an~ how it operates. Their objective is to bring together a cross section of community
representatives for twelve weekly three~ho~r sessioilS of instl1lction and discussion of
the department's operations and poliCies that facilit~te the delivery of police services.
Thft Special Response Team is also assigned to tM Patrol Division with a primary
function to serve as the Miami Beach Police Department's tactiCal unit for serving high-
risk arrest and search warrants. The team trains mcmthly to hone their skills in a variety
of tactical scenarios and the use of numerous speci~lized weapons anel devices. In
2001 the Patrol Division responded to 126,511 calls for service. Miami Beach Police
Department's pursuit policy allows officers to pursue only when the officer reasonably
beli~ves that a violent felony has occurred or is about to occur. Only seven pl.Irsuits
hav~ occurred during this assessment period with one resulting in disciplinary action
after supervisory review.
Chacter 42 CriminallnvestiQstion
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The Criminal Investigations Division consists of the qriminal Investigations Unit ana the
Strategic Investigations Unit. Each of these units arEll broken elown into numerous
speaialized investigative and support entities. The hiShly skilled investigators and
support staff within the Division investigate many different types of crimes in Miami
Beach. Specialized Units track gangs, work with area schools, investigate auto theft,
analyze crime patterns and investigate narcotics trafficking. The Crimes Against
Persons Section is responsible for the investigation of all robberies, assaults, rapes and
murcters occurring in the City of Miami Beach. Crime~ Against Persons detectives
consistently handle high profile cases with a high degree of success. The Domestic
Violence Squad has become a leader in community awareness and victim's advocacy
in the South Florida area with its many projects and progr<lms. This section serves as a
catalyst for domestic violence crime victims .md their families to receive effective legal
and ~oclal intervention. The squad focuses on issues of domestic violence, family
vio/e~ce. dating violence, gay and lesbian same-sex battering, chilq welfare, elder
abl.lse and multi.cultural awareness. The Criminal Investigations Unit also has a Visual
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. ASSJ:SSMENT Tl=AM'S FINAL REPORT
Miami Beach Police Dapartment
PAGe: 30
Identification Systems Artist who gathers and classifies photographs of suspects. The
Crime Scene Squad is a highly technical unit that is r~sponsib/e for the processing of
crime scenes. The Property Crimes Section investigates all crimes against property
such as theft. burglary and auto theft. This section also investigates economic crimes
using specially trained detectives who investigate fraud, computer and white-collar
crime. The Auto Crimes Squad is the investigative ar,rn of the Miami Beach Porice
Deptilrtment that focuses on crimes involving automobiles. The Gang Unit works to
eliminate street gangs in Miami Beach by utilizing innpvative investigative techniqLles
and a strong police presenc>3. The Juvenile Section detectives investigate crimes by
and against juveniles in the community. The Juvenile Squad works closely with the
Florida department of Children and Families to proteqt the children. The School
Resources Officer Squad works with Miami Beach pt.(blic and private schools to develop
and administer programs aimed at developing a positive environment for the youth.
The Crime Analysis Office provides a systematic ana~YSi5 of information in order to
assist oper.ttional and administrative personnel in pia ning the development of
resources for the prevention and suppression of crim naf activities. aieling the
Investigative process. and increasing apprehensions ~nd the clearance of cases. This
section utilizes the massive amount of data collected ;daily through the operations of the
department, in addition to information available outside the department.
NO.?75
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Chaoter 43 Vice Druas and Organized Crime
The Department's Strategic Investigations Unit is res*onsible for investigations
involving prostitution, vice and narcotics activity in th~ city. The unit is housed off-site at
a covert location. All records and investigation~ han9/ed by this unit are reviewed
regularly with an monthly report prepared for the ChiEjf of Police.
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ChaDter 44 Juvenile Ooerations
Juvenile criminal investigations are handled in the Juvenile Section of Criminal
Investigations. Their files and records are maintaineq in a secure controlled access
office. The juvenile section is unique in that they havt an investigator from the Florida
Dep~rtment of Children and Families Clssigned to their office, which improves
communications and activities between agencies. Th;e section also utilizes the services
of the Christy House, a child advocacy center located: in Dade County. Several
programs such as truancy intervention and curfew enforcement are also supportecl by
this section. The agency has a long history of suppor:ting the Police Athletic League
(PAL) and has an impressive record of accomplishm~nt as a community crime
prevention program. Uncler the leadership of a full-tinl6 police officer as Executive
Director and with vital assistance from a volunteer board made up of citizens and local
law enforcement officers, PAL offers the youth of the pommunity with an array of
recreational, athletic and educational activities. Open13d in January 2001, a new 13,000
square foot state-of-the-art Police Athletic League Building was unveiled complete with
classrooms, computer Jabs, fitness center and conference rooms. This wonderful
facility was made possible by the generosity of the City of Miami Beach through
Community Development Block Grants and donations from private citizens and
OCT.27.2003 12:53PM CALEA
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Miilmi Be~ch Pollee Department
PAGE: 31
r~o. 775
P.33/38
companies, Officer Alkareem Azim was sefected in 2001 to be the Executive Director
afthe PAL program. Through his direct leader~hip aM commitment to excellence the
PAL program has continLled to be a driving force in the prevention of juvenile
delinquency in the City of Miami Beach. :
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Chapter 45 Crime Prevention and Community Invotye.om.rJ!
The department maintains an active crime watch pro~ram with 45 active groups in the
city. The agency uses an email distribution system tq send crime information to
community watch groups throughout the city. The ag,ency initiated an innovative
program after noticing a rise in sexual battery cases. ; The unit-printed posters with
safety tips for young women and were posted in highlY visible areas in nightclubs and
bars. Bookmarkers With the same theme were also qistributed throughout the city.
ChsDter 46 Unusual Occurrences and Special Opeiations
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Due to its location and attractiveness to tourist, the Miami Beach Police Department
has had a great deal of experience in developing resl?onse plans and event planning.
The agency updates its hurricane plan eClch year anq has recently developed a terrorist
response plan, which includes a detailed risf< assessrtJent of critical infrastructures
within the city. The department is also one of the first to train their officers in weapons
of mass destruction and to equip them with the nece&sary protective gear. Numerous
special events regularly occur in the South Seach area that require substantial
preplanning for operations. After action reports are c,?mpleted after every event to
allow, for improvement of future response plans. In p~eparation for the upcoming Free
Trade of the Americas Conference in Miami this Nov~mber, the department is working
to train and equip five mobile field force teams and is !anticipating over-flow from
demonstrators attending the event in MiOlmi. The deFiartment maintains a part time
Special Weapons and Tactics team that trains togeth~r at least once per month.
Equipment for specialized operations ana emergenci~s is available and checked
monthly for operational readiness. Hostage negotiatqrs train at least semi~annually with
the SWAT team. .
ChaRter 51 Criminal Intelligence
The Strategic Investigations Unit is responsible for de~eloping all intelligence
Information for the department. The information is collected for criminal investigative
pLlrposes only and is maintained in a secure location. I Information is reviewed and
purg~d annually for relevance. '
ChaRter 52 Internal Affairs
The Internal Affairs Vnit is accountable for investigating complaints against the agency.
They may refer complaints of an appropriate nature tQ other divisions or elements for
investigation. Policy requires Division Commanders to complete assigned internal
Investigations within 30 days. The Chief of Police may grant extensions. Miami Beach
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Police Department written directives supporting this s,tandard was clearly written and
delineates procedures and requirements when notifiil'!g t/1e Chief of complaints against
agency personnel. Written directives and Fraternal Order of Police regulations address
the conditions under which an officer must submit to fin examination or testing during
the investigation. The agency maintains records of alf complaints against its
employees. The Intemal Affairs faCility offers seve",' layers of security to inc/ucle key
and proximity card access by officers and employees. The department offers statistical
summaries of internal investigations to the public anq employees via their web site,
community bulletins and departmental pamphlets. i
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Cha~ter 53 Inspection Service~ I
Division Commanders are responsible for conctucting/tormal and informal line
inspections. Informal inspections ate conducted clail~, formal inspections are
conducted at least semi-annually. Detailed procedur,s for inspections are identifiea
thro~gh written directives and are accompanied by th~ appropriate forms and repor!s
needed. The Professional Standards Unit is responsIble for conQucting staff
inspections for the department. The staff inspections have been identified by the
department as an integral part of the quality control ptocess. The inspections ensure
compliance with all departmental policies and procecl res through periodic audits and
inspections of each component of the department. i
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Chaater 54 Public Information !
The Miami Beach Police Department requires an ann~al meeting with media
representatives to discuss changes in policy and procedures. The agency meets with
the local medIa in a series of luncheons to discuss changes and recommendations to
departmental policies and procedures associatecl wit'" media relations. The Media
Relations Office is responsible for coordinating the flow of information between the
Polic!' Department and the media. It also provides intemal services to the department
by responding to the scene of newsworthy incidents ~nd coordinating tha interaction
between the media and departmental personnel. Pu~lic Information Bobby Hemandez
main~ains an accreditation tile within his office that prlPvides important documentation to
the Accreditation Manager throughout the assessme~t period.
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Chapter 55 VictimlWitness Assistance '
A comprehensive written directive and Florida Statute provide for the rights of victims
and witnesses of crimes. Pamphlets are availsple fOfLvictims and witnesses in English.
Spanish and Creole and are made available to the puplic. Analyses are conducted
detailing statistics related to domestic violence cases. The analyses provide an
overview of the victim/witness program to assist in the development of goals and
Objectives. The agency has access to numerous community-based services along with
their (:ontact numbers. .
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OCT.27.2003 12:54PM CALEA
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. ASSi:iSSMENT TEAM'S FINAL REPORT
Miami Beach Police Department
PAGE: 33
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NO.77S P.35/38
Chapter 61 Traffic .
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A core function for the Miami Beach Police Department is the safety of pUblic streets
and tlighwilYS for its citizens and visitors. Given the r,lature of the Miami Beach traffic,
which swells with a lively nightlife, entertClinment activities and demonstrations, the
department has accepted the challenges and responeed with innovative tactics and
programs. Bike patrols, all terrain vehicles, electric powered vehicles and foot patrols
are employed for quick response to trOlffic ralated problems. The Miami BeClch Police
Department monitors traffic statistical data and deve/pps comprehensive analysis for
traffic related matters, The agency's traffic enforcement plan is centered on the
Selective Enforcement Program (STEP). The STEP squad enforces traffic laws and
patrols problem areas identified ;n the analysis. Cra~h statistics, complaints anc.f
SUlVetys guide the agancy in targeting specific areCls for enforcement. The department
mai~tains a clearly written and detailed policy for the luse of speed measuring devices.
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Chapter 71 Prisoner Transportation I
Miami Beach Police Department transports prisoners! in ., two-compartment transport
van or modified caged scout car, Prisoner transports: to the county's holding facility are
conducted by non-sworn employees of the agency. Tl1ese employees receive
extensive correctional officer training and are prohibited from interrupting a transport to
the County facility. The agency transport vehicles ar$ divided into two compartments.
However, under most conditions juveniles and femal~ prisoners are transported
separately in a caged police unit, A city resolution supporting an agreement with the
county to provide transportation services for sick, injured or disabled prisoners.
Chapter 72 Holdina Facilitv !
Training and certificati~n for employees assigned to tle holding facility are provided by
the Florida Commission on Criminal Justice Standar~~ ana Training (Correctional
Officers). The three-week course ensures that stand~rd requirements and intent are
exce",ded Py the agency's practice and policy. The a~ency's holding facility appeared
neat, clean, provided adequate lighting, fresh air, an't access. to bathroom fj;lcilitie$.
Prisoners are not held in excess of eight hours. The f'gency tour revealed that officers
from outside agencies bring prisoners to the holding f/=lcllity for alcohol breath testing,
The ~gency amended their policy to provide instruct;qns to officers when entering an
occupied cell for any reason. .
Chapter 73 Court Security
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The Miami Beach Police Departmel1t has no court sefurity responsibilities; therefore, all
seven standards in this chapter are N/A by function. I
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OCT. 27. 2003 12:55PM CALEA
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ASSESSMENT TEA~,l'S FINAL REPORT
Miami Beach Police Department
PAGE: 34
NO. TIS
P.36/::'S
Chapter 74 Leaal Process
Gene!rally, the standards relating to the civil process are not applicable to this ag~ncy.
In a limited capacity, the Miami Beach Police Department may serve civil protection
orders as a function of its victim/witness process. Written documentation supporting
criminal warrants and arrests demonstrated the agency's compliance with applicable
stanasrds associated with this chapter. The agency has developed impressive written
procedures dealing with asset forfeiture situations. I
Chapter 81 Communications
The Miami Beach Police Department's communication function has developed several
redundant safety features and procedures to enSllrea secure and uninterrupted
communications system. A thorough and comprehefl!~ive communications resource
book provides employees with access to infonnation and guidelines to support officers
in the field. The Public Safety Communications Unit maintains a manual of directives
for operators to follow. The agency tests the police facility generators on a weekly
basis. Only authorized personnel are allowed acces~ into the communications center,
Communication employees are trained l!lnd certified in emergency medical dispatch and
handle over 170,00 police ancj fire calls annually. Th.8 Public Safety Communications
Unittakes part in an initiative with the Miami~Dade Community College's
Telecommunications Academy. This academy is an eight-week course designed to
develop the knowledge and skills needed to become a police, fire or Emergency
Medical Technician dispatcher. During the agency ta~r the assessment team viewed
the ~Iecommunicators at their respective stations and observed the callback
proc~dures used by the agency and how misdirected calls are handled. The Traffic
Signal Intervention System was installed and prov;de~ dispatchers with remote control
of selected traffic signals within the city. This system: is connected to the Miami-Dade
central traffic signal control system and allows variou~ pre-defined groups of traffic
Signals to be forced to display a green signal in one qirection for an extended period of
time to decrease the response time for emergency vahicles.
Chapter 82 Records
During the agency tour, the assessors observed tough security measures employed for
the protection of records. Procedures for the release of agency records are addressed
in FlOrida Statute and in comprehensive agency policy. Comparisons are made
between computer aided dispatch report printouts an~ actual submitted reports to
ens~re accuracy. The agency's information technolo~y function provides annual audits
of the computer system for verifications. A case numbering system utilizes the
computer aided dispatch case reports to establish a lmique number for every case. An
automated master name index allows the agency to easily cross-reference other
documents or information in the agency's system anq serves as an exceptional
resource for accessing information found in the recarps system,
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OCT.27.2003 12:55PM CALER
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, .. ASSESSMENT TEAl.l'S FiNAl. REPORT
Miami Beach Polica Deportment
PAGE: 35
t'IC.775
P.37:'3S' '
Chapter 83 Collection and Preservation of Evidence
The agency's procedures and guidelines for the collection and preservation of evidence
are thorough and are developed to ensure crime scene protection and integrity.
Assessors observed the procedures used by crime scane investigators during the
agency tour and during the panel discussion. The Crime Scene Squad is a highly
technical unit that is responsible for the processing of crime scenes for the Miami
Beach Police Department Through the collection of evidence, photography and
sketching I all facets of a crime are documented in orc;ler to provide a solid framework for
the reconstruction of the crime and the prosecution of the perpetrators. Computer
equipment is seized by qualified investigators and turned over to the United States
Secret Service or the Florida Department of Law l:nforcement for evidence processing.
The transfer of phYSical evidence is documented on a property receipt and processed
according to policy. All evidence submitted to an olrtflide laboratory is processed
through the Miami-Dade County Police Department flpr analysis or testing.
Chal;lter 84 Property and Evidence Control
The Miami Beach Police Property Room is secure and staffed ~4 hours a day.
Pro~dures are in place requiring immodiate deposit pf property coming into the
possession af the department. The facility is secure With limited access to property
room staff only. Everyone who enters the property room for any reason completes a
log. 'Property and evidence are purged according to policy ;.md within the parameters of
the standard. All property records are computerized $Iong with paper copies to allow
for release signatures and dates. Inspections of the Property and Evidence functicn
are conducted by the command staff to ensure compliance and accountability. External
audits are also conducted by the City of Miami Beach with recommendations forwarded
to the Chief of Police for review and proper disposition.
T. Summary and Recomm8ndations:
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The assessment team was extremelY impressed with.the prOfessional attitude and
commitment displayed pv the entire Miami Beach Police Department. It is the
philosophy of the Miami Beach Police Department to pecome a "benchmark"
organization focusing on four fundamental components of being principle-centered,
mission driven organization that is contlnuollsly learning and account~bility based. The
Miami Beach Police Department is an organization th~t executes on its highest priorities
and continuously sets strategic relevant goals and remains focused on those goals to
the point of execution. The values of professionalism, honor and commitment
characterize the employees of the Miami Beach Polic~ Department.
At the conclusion of this onsite, the assessment team found the Miami Beach Police
Department to be in compliance with all applicable standards. Members of the team
are in agreement that the agency should be recommended for re-accreditation by the
Commission.
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OCT.27.20B3 12:56PM CRLEA
I! .., ~ ASSESSMENT TEAM'S FINAL REPORT
MilImi Beec:tl Police Department
PAGE: 36
Respectfully Submitted,
W~~.
W. D2fvid M~nday ~
Team Lead~r
i'10.775
P.38/38
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