116-1998 LTC
~ 11' Y 0 F M I A M I B E A C H
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
http:\\ci.miami-beach.f1.us
L.T.C. No. 116-1998
LETTER TO COMMISSION
August 18, 1998
TO: Mayor Neisen O. Kasdin and
Members of the City Commission
FROM: Sergio Rodriguez
City Manager
SUBJECT: Enhancement of Police Operations
I am pleased to provide you with the following information in response to questions that I have
received from different Commissioners relative to the operations and functions of the Police
Department.
Police Department Strategic Plan
I have included for your review a copy of the Police Department Strategic Plan for 1998. The report
documents priorities for the department, and also includes the accomplishments for 1997.
(Attachment A)
Off-Duty Police Officers
The Police Department is continually striving to be more innovative with its resources, and has
formulated the following improvements in off-duty police support to the community. In the past,
residents of Miami Beach have been able to hire off-duty police officers for various reasons. In
order to provide a higher level of service to our citizens additional direction has been provided to
off-duty police officers with respect to their job duties.
. The officers who work in the entertainment districts such as Ocean Drive, Collins Avenue,
and Washington Avenue can make a valuable contribution to these "high visibility" areas.
However, officers are prohibited from working inside an establishment that sells alcohol.
Accordingly, police officers assigned to these areas have been directed to assist in traffic and
lor pedestrian control for business that sell alcoholic beverages. In this way, a certain degree
of control will be established.
· When a request is received for an off-duty police officer, it will now be routed to the District
Captain who will articulate the duties and responsibilities that he feels are appropriate to the
situation. These are reviewed by the office of the Chief of Police, and will become the
controlling criteria for employment of the off-duty officer.
I believe that these improvements will enhance our policing efforts and increase problem solving
within the Police Department.
Mounted Police Patrol
Attached is a comprehensive report that provides the history of the demise of the Mounted Patrol
Unit. This unit, although extremely popular from a public relations standpoint proved costly and not
very efficient. (Attachment B)
Police Initiatives for the North Beach Area
I have attached a synopsis of North District policing initiatives to date. (Attachment C)
Five-Year Overview of Current Crime Trends
Attached is a report on Miami Beach Part I - crime statistics (to date). (Attachment D)
Innovative Use of Resources
A new Computer Aided Dispatch Unit (CAD) and Records Management System will be installed
at the Police Department this year. The system will upgrade the current system of dispatching Police
services as well as the system for maintaining and retrieving public records.
Cost Recovery Proa:ram
Earlier this year, a Cost Recovery Program was implemented to recover the investigative costs
occurred by agencies. The program is structured so that claims are presented for all recoverable
expenses resulting from the successful prosecution of cases involving Driving Under the Influence.
Restitution is for investigative and prosecutorial expenditures only. The following items are
recoverable expenses: 1) regular time expenses; 2) overtime expenses; 3) expenses incurred due
to travel or prisoner transport in the course of an investigation; and, 4) miscellaneous expenses
supported by receipts.
I hope that this report has been helpful to you. Please contact me if you need additional information.
SR:RB:JH:jah
Attachments
c: Police Chief Richard Barreto
F:\CMGR\$ALLVUDYlMEMOISRPOLICE. WPD
ATTACHMENT A
Miami Beach Police Department
Strategic Planning and Implementation
Jauuary26, 1998
Summary Document
ATTACHMENT A
Table of Contents
Accomplishments of 1997
1. Instilling Values and Ethics Department-Wide
2. Securing National Accreditation -- Phase I
3. Implementing Community Policing -- Phase II
4. Achieving Full Staffing
5. Controlling Off Duty
6. Ensuring Fiscal Management and Responsibility
7. Increasing Automation Integration -- Phase III
8. Expanding Training -- All Levels
9. Increasing Quality Management
Department Shared Vision
1998 Strategic Directions and Priorities
1998 Action Plans
1. Enhanced Crime Enforcement
2. Broadened Community Policing
3. Comprehensive Off-Duty Management
4. Establish Performance Management
5. Automated Information Systems
6. Adequate Support Staffing
7. Encourage Vertical Communication
8. Job Enhancement Training
Evaluation
Participants
Facilitators
-2-
3
4
5-7
8
9
1 0-11
12-13
14-15
16-1 7
18
19
20
21
22
23
24
25
26
27
28-29
30
30
1997 Goal Accomplishments
1997 Goal: Instilling Values and Ethics Department-Wide
Key Accomplishments
1. Revised the Discipline Policy; described the specific functions of supervisors.
2. Revised the Conduct Policy including the standards of conduct.
3. All new employees have read and signed the Ethics Contract.
4. Ethics training has been included in the FTO Program
5. There has been positive feedback throughout the department.
Results
1. Higher expectations in the department
2. Higher sense of discipline in the department.
3. Fewer transgressions during 1997.
4. Insure pride in the Department amongst its employees.
-3-
1997 Goal Accomplishments
1997 Goal: Securing National Accreditation -- Phase I
Key Accomplishments
1. Budgeted and paid one half of the accreditation fee to start the process.
2. Procured equipment to launch the process such as locking files etc.
3. Received policies from every unit that are currently in use and are having them
formatted to Accreditation Standards.
4. Completed the analysis and priorities have been set.
5. Completed the Agency Profile Questionnaire and are awaiting the CALEA
response.
6. We are currently writing the policies and procedures in the accreditation format.
7. We have centralized the SOP writing process in order to provide uniformity
throughout the department.
Results
1. We have completed Phase I of the Accreditation Process.
2. We have paid one half of the Accreditation Fees.
3. The Mayor, City Commission and City Manager have signed off and approved the
process.
4. We have completed the Agency Profile Questionnaire and determined with
CALEA which standards apply.
5. We realize that we need to refocus our efforts to complete the project on schedule.
-4-
1997 Goal Accomplishments
1997 Goal: Implementing Community Policing -- Phase II
Key Accomplishments
1. Established a district-wide committee to direct the community policing efforts.
2. Trained 50% of department personnel and all supervisors to date in the community
policing philosophy.
3. Implemented the District Plan which is working well (dividing the city into 3
districts) which is geographically driven rather than shift driven.
4. The District plan provides greater communication with the community and greater
accountability to assigned areas.
5. Each district has specific areas of responsibility. This provides for greater
accountability for assigned officers.
6. The police have had more meetings with the community and have established
more partnerships with special interest groups such as gay and lesbian groups, the
business community etc.
7. Held 2 Citizen Police Academies, each 12 weeks in length; there has been a very
positive response from those who have attended.
8. Implemented and coordinated crime watch program city-wide, including
specialized crime watches for residential areas, elderly and business areas.
9. Implemented the SCAN Program (Security Community Assistance Network).
10. Provided testing materials for the sergeants and Lieutenant's promotional exams
that included community policing articles.
11. CID has assigned a detective to each district in the District Plan.
12. Increased faxing materials to community leaders with information on handling
problems.
13. Instituted a reward and recognition program to support community policing efforts
-- community problem-solving, developing partnerships etc.
-5-
1997 Goal Accomplishments
1997 Goal: Implementing Community Policing -- Phase II
Results (cont'd)
4. Increased job satisfaction by our officers -- our seasoned officers want to
participate in community policing.
5. Increased coverage by the Miami Herald of our officers going the extra mile for
community members and providing more personalized service.
-7-
1997 Goal Accomplishments
1997 Goal: Implementing Community Policing -- Phase II
Key Accomplishments (cont'd)
14. Officers are leaving "response cards" at businesses that they check on at night, to
inform the owner or manager that the police were there.
15. During "uncommitted time" officers are checking back in areas that had problems.
16. Instituted "park and walk time" so that all officers get out of the car and become
more familiar with their District.
17. There have been more instances of "victim follow-up time" whereby officers
contact a victim after the crime.
18. CID provides the victim with a contact person, a detective for follow up
assistance.
19. The Inter-City Task force has worked well in responding to citizen complaints --
fixing lights, fixing potholes, signs etc. It has been extended to the South End.
20. Tracking forms are being used to ensure accountability.
21. Realigned crime analysis as a supportive tool to the districts.
22. Created an anti shoplifting program.
23. Expanded bicycle and walking beat patrols.
Results
1. Increased public satisfaction -- we are more in touch with the community.
2. Improved quality of life for our residents -- more small crimes are being reported
to the department and are being addressed.
3. Increased support for community policing -- the community has donated bicycles
to the department to help us in our efforts; $6,000 was donated by S. Bell for
equipment and an additional $6,600 was donated by the Ocean Drive Association.
-6-
1997 Goal Accomplishments
1997 Goal: Achieving Full Staffing
Key Accomplishments
1. Hired 22 officers and we are now in the midst of the 5th interim hiring process.
2. Expedited the hiring process by utilizing a psychological examination in the
process for police officer.
3. Filled all civilian positions allowed in the budget.
4. Instituted "targeted recruiting" (such as community colleges) for positions with
specific job requirements.
5. Utilized a strict interview process for PSCU resulting in more qualified staff.
6. Increased retention in PSCU through listening to employees and motivating them.
7. Provided more hands-on training for certain positions (especially PSCU).
8. Valued staff, especially non-sworn employees more which has increased retention.
Results
1. Increased retention throughout the department.
2. Shortened the hiring process.
3. Reduced personnel shortages.
4. Valued and empowered staff, sworn and civilian.
-8-
1997 Goal Accomplishments
1997 Goal: Control of Off-Duty
Key Accomplishments
1. Revised permissible amount of off-duty hours and related it to on duty, total
hours, providing limitations.
2. Created and adopted new SOPs for off-duty.
3. Trained lieutenants to coordinate off-duty.
4. Enforced discipline related to off-duty assignments.
5. Revised the off-duty fee; developed a new coordination fee.
6. Coordinated reports and related them to off-duty standards.
7. Assumed responsibility of the film industry and several other industries' off-duty
coordination.
8. Created a committee to review coordination fees.
9. Assigned responsibility to inspect off-duty work to District Supervisors.
Results
1. Increased supervision, now have two sergeants assigned.
2. There has been more control of off-duty through our efforts.
3. Other strategies need to be implemented to increase our success.
4. Film industry supervision has improved.
5. District supervision of off-duty has improved.
-9-
1997 Goal Accomplishments
1997 Goal: Ensuring Fiscal Management and Responsibility
Key Accomplishments
1. Expedited the purchasing process including having better communication with the
city's purchasing agent.
2. Utilized a tickler system to expedite follow-up and implementation.
3. Utilized more grant funds by adhering better to grant deadlines.
4. Delineated budget line items more carefully to assess costs better in special areas.
5. Broke down the budget regarding overtime, court time, holidays etc. to separate
operational budget items from those outside of operations.
6. Encouraged more division input into and control of the budget.
7. Revised the court time and attendance SOPs.
8. Established a court stand-by program reducing unnecessary appearances -- saved
$20,000 from 1 court room alone.
9. Instituted a program to fund witness coordinators.
10. Assigned a sergeant to court to monitor the process.
11. Established district staffing and equalized it in order to decrease overtime; related
it to training also.
12. Changed the training schedule to decrease overtime.
13. Utilized training lieutenants in Patrol.
14. Established a cost recovery system and implemented it first in DUI cases.
15. Started to tap into state funds (Violent Crimes Council) for large investigations-
received $42,000 for the Versace investigation.
-10-
1997 Goal Accomplishments
1997 Goal: Ensuring Fiscal Management and Responsibility
Key Accomplishments (cont'd)
16. Implemented the alarm ordinance to generate additional fees and penalties.
Results
1. Decreased overtime and court time.
2. Infusion of more grant funds into the department.
3. Increased supervision of court attendance.
4. Increased training at roll calls by Lieutenants.
5. Increased cost recovery of funds due to new DUI programs.
-11-
1997 Goal Accomplishments
1997 Goal: Increasing Automation Integration -- Phase III
Key Accomplishments
1. The 3-5 year automation plan has been developed.
2. Funding for Phase II has been completed through LETF and other grants.
3. The RFP process has served us well for evaluating CAD systems for the
department -- a decision will be made soon.
4. Hired a contractor to install the bar coding system for property management, and
also purchased computers for this effort.
5. We are working well with the city's new Information Technology Department
Director.
6. The groundwork has been completed for FCIC-2 and NCIC-2000.
7. Evaluated and purchased laptops through a grant for patrol -- for reports, citations
etc.
8. Received a grant for 30-50 more laptops.
9. Developed local access to the Internet.
10. Developed an automation integration system with the pawn shops (6); integrated
the system with the Broward Sheriff s Office and the three county area; have
made plans to include FDLE in the future.
11. CIU has developed automation information sharing on gang squads with Dade
County.
12. CIU is utilizing laptops and digital cameras in the field to transmit photos to other
agencIes.
13. Juvenile Unit has increased their capabilities with CD Roms.
--
-12-
1997 Goal Accomplishments
1997 Goal: Increasing Automation Integration -- Phase III
Key Accomplishments (cont'd)
14. In the future a grant will provide us with the capacity to exchange auto theft
information via computer disk.
15. CID is currently employing imaging for photo line-ups, records etc.
16. Payroll is utilizing data entry in all units to track attendance and overtime.
17. An RFP has been issued re: the 911 phone switching which will improve tracking,
routing information and analysis.
Results
1. Increased efficiency and effectiveness throughout the department.
2. Increased desire of staff to utilize automation in their daily work.
3. Completed funding of Phase II of computerization program.
4. Completed evaluation of proposals for new CAD/RMS system.
-13-
1997 Goal Accomplishments
1997 Goal: Expanding Training -- All Levels
Key Accomplishments
1. Held strategic planning for command staff; gained input from lieutenants into the
plan.
2. Grant approval for refurbishing the training facilities.
3. Provided management training through FlU, FBI and other training institutions.
4. Increased PSCU training to include customer service and stress management while
working.
5. Trained 50% of staff, including all supervisors, in the community policing
philosophy.
6. Trained staff in phone etiquette including non sworn staff.
7. Trained Patrol in handling roadsides DUI investigations.
8. Sent staff and officers to the IACP conference in Orlando.
9. Sponsored national training conferences for chaplains, gay and lesbians etc.
10. CID developed a training matrix to target specific training to specific jobs.
11. Training department prioritized the relevance of specific training programs and
schools and developed a rationale to send staff to these programs.
12. Held domestic violence workshops for the public.
13. Presented gang resistance education in the schools and to parents.
14. Attended basic and advanced DEA courses.
15. Increased computer training throughout the department.
16. Secured $50,000 grant for the Hispanic community center for tutorial training.
-14-
1997 Goal Accomplishments
1997 Goal: Expanding Training -- All Levels
Kev Accomvlishments
... -
17. Provided a $6,000 scholarship over the Sunrise PD for attendance at
Northwestern.
18. Increased recognition of the need for good physical health for employees;
improved gym facilities; developed "out of shape" program and partnered with a
local hospital.
19. Juvenile Squad implemented DARE training in the local schools.
20. Developed a Kids at Risk Program.
21. Our strong commitment to PAL and Police Explorers program.
22. Implemented the GREAT (Gang Recognition, Education and Treatment Program)
for families who have experienced violence.
23. Developed our capacity to do professional presentations for training and
community presentations using software (Lotus, Freelance)
24. Patrol has created a mentor program to implement it.
Results
1. Department is more focused through its strategic planning process.
2. Increased community education and cooperation.
3. Increased computer literacy of staff.
4. Increased Community Policing effort through training of 50% of staff.
5. Increased youth programs with at-risk program.
-15-
1997 Goal Accomplishments
1997 Goal: Increasing Quality Management
Key Accomplishments
1. Instituted career development training for lieutenants and 40 officers.
2. Developed SOP to offer internal transfers to specialized units, giving patrol
officers preference.
3. Established a formalized interview process for all positions, both sworn and non-
sworn personnel.
4. Instituted 2 year rotations in specialized task forces.
5. Developed and distributed a weekly bulletin to communicate better with
employees.
6. Increased control and management of off-duty assignments.
7. Increased management training throughout the department.
8. Increased communication between the Chief and sergeants through special
meetings.
9. Expanded department involvement in DCC of Police and HIDT A.
10. Increase of fund raising activities of the department e.g. American Cancer Society
and Children's Diabetes, etc.
11. Increased the quality of our written work products i.e., reports etc.
12. Improved evaluations.
13. Improved the fleet -- radios etc.; improved motorcycles.
14. Instituted a weekly Majors meeting thereby increasing communication and
cooperation.
-16-
1997 Goal Accomplishments
1997 Goal: Increasing Quality Management
Key Accomplishments (cont'd)
15. Developed an agenda process to increase effectiveness of command staff
meetings.
16. Hired 2 additional detention officers which put 2 officers on the street.
17. Increased civilianization throughout the department, i.e. crime prevention and fleet
manager.
Results
1. Maintained productivity while reducing costs at the same time.
2. Increased training through career development program.
3. Increased morale with new General Order on Transfers to Specialized
Units/Assignments.
4. Put more police officers on the street through civilianization.
-17-
Department Shared Vision
Our Shared Vision is. . .
To reinforce the ethics and values of the Department
To raise the expectations of all employees
To develop mechanisms to reinforce ethics and values
To increase supervisory accountability and responsibility department-wide
To lead by examples and instill discipline at every level of the department
To reward behaviors in sync with espoused values
To be an accredited police department
To develop partnerships with the community in order to serve their needs
To demonstrate consistency in our policies and procedures
To respond to calls for service in a consistent manner
To define all of the performance measures within the agency
To implement procedures that establish accountability at all levels of the agency
To embrace and demonstrate the community policing philosophy
To develop partnerships with the community in order to serve their needs
To have the community represented in our department
To increase the public's positive perception of our department
To have a problem-solving partnership with the community
To develop new partnerships with the business community
To develop a better internal community police vision and process
To be innovative in solving crimes
To develop non-traditional approaches to crime
To promote interagency cooperation
To automate and network with law enforcement agencies and outside sources
to continue to enhance our crime analysis function
To have employees grow professionally
To provide sufficient training department-wide for sworn and non-sworn employees
To provide avenues for professional growth
To provide access to technology
To rotate personnel into special assignments and administrative positions
in order to groom future managers
To empower employees to take ownership of change
To have employees buy-in and embrace changes
To encourage employee feedback and input
To have employees recognize their individual competence
To provide employees with measurable results of their efforts
-18-
1998 Strategic Directions and Priorities
1.
Strategy:
Priorities:
Enhanced Crime Enforcement
Develop Patrol CST Squad
Establish Hotel Squad
Increase STEP Unit
Full Criminal Investigations Division Participation in District Plan
2. Strategy: Broadened Community Policing
Priorities: Phase II Community Policing Training
Evaluate and adjust District Plan
Create a Community Policing Plan
Institute Telephone Reporting
3. Strategy: Comprehensive Off-Duty Management
Priorities: Establish City-Wide Coordination
Evaluate and Scrutinize Off-Duty at Night Clubs
Increase Staffing and Assume Control
4. Strategy: Establish Performance Management
Priorities: Develop Departmental Performance Measurements
Establish Unit Goals
5. Strategy: Automated Information Systems
Priorities: Implement Phase III Automation Plan
Install Mobile Computing System
Increase Computer Training
Install Bar Coding System for Property Management
6. Strategy: Adequate Support Staffing
Priorities: Conduct Department Assessments
Develop Report Review
Increase Project Management
Hire New Accounts Person in Services
7.
Strategy:
Priorities:
Encourage Vertical Communication
Include Civilians in all Departmental Issues
Solicit Input re Strategic Plan from Employees at all Levels
Hold Quarterly Staff Brainstorm Sessions
-19-
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Evaluation
What was accomplished. . .
We re-focused, identified and formalized where we're headed.
Established the direction the department is taking.
We defined our mission and staff s view of important issues.
Developed new initiatives for 1998.
Highlighted the need to address the off-duty policy regarding night club jobs.
Realized that the dept. did accomplish goals set last year.
It provided needed communication among the staff.
Created a team plan and measured our accomplishments.
A well established set of goals for '98.
We realized how important the off-duty problem was.
Developed step by step procedures to accomplish major projects for the coming year.
Most helpful part of the planning process was...
Organizing and prioritizing our thoughts.
Review of last year's accomplishments.
Developing the strategic directions.
Reducing the ideas to tasks and timelined them.
Learning everyone's priority issues.
Discussing ideas before we did the timelines.
Discussing issues in a relaxed setting.
Establishing a priority with off duty which has been expressed in the past but with little
emphasis on our needs.
Discussion and brainstorming in formulating plans or objectives.
Deciding the priorities (5 responses); identifying elements for success.
Gathering information, evaluating and prioritizing items.
Continued, next page
-28-
Evaluation
Topics that I wish we could have discussed more are. . .
Off duty. (4 responses)
Automation. (2 responses)
Training.
Adequate support staffing for the department. (2 responses)
Performance measures
Specific foals and objectives for each Division for the coming year.
District plan.
Department needs; less time on accomplishments.
Suggestions for next steDs. . .
Quarterly progress reports.
City administration need to read plan for this year and past years.
Follow through on tasks and ensure compliance.
Revise and implement.
Review draft and add information.
More discussion and write it down.
There was not enough time to properly list action steps for the strategic direction. This
should not rushed.
Meet with subordinates.
Following up on all the initiatives, giving a clear picture to our personnel.
Additional comments. . .
Excellent, loved it, great!
I was very pleased with the day.
Thank you!
Good session.
-29-
Participants
Richard Barreto
Gregory Bellamy
Francis Conwell
Don DeLucca
Manual W. Diaz
Robert Frame
Chuck Garabedian
Nicolas Lluy
James Mazer
Anthony Pizzo
Charles Press
Steve Robbins
Jim Scarberry
Patricia Schneider
Jerry Tollefsen
Tom Weschler
Martin Zaworski
Chief
Commander
Captain
Major
Assistant Chief
Commander
Captain
Major
Captain
Captain
Captain
Major
Assistant Chief
Major
Captain
Captain
Commander
Department
Support Services
CID
Patrol
Administration
Support Services
Patrol: Dist. Commander
CID
IA
Patrol
PSCU
Technical Services
Department
Support Services
SIU
Patrol: Dist. Commander
Technical Services
Facilitators
Bob and Cynthia Vance
Strategics International Inc.
8245 SW 116 Street, Miami, Florida
305-378-1327; Fax 378-9178
Email: MiamiVance@ao1.com
Web site: http://members.ao1.com/miamivance
F:\POLl\TECHSERV\ACREDlT\WORK\WPDOCS\ROBBINS\STRA TEGI\1998 Strategic Plan Draft l.wpd
-30-
ATTACHMENT B
MIAMI BEACH POLICE DEPARTMENT
OPERATIONS BUREAU
PATROL DIVISION
W'
.e
~
TO:
FROM: Major DeLuc
Patrol Co r
DATE: February 19, 1998
SUBJECT: Mounted Patrol
As a result of the downsizing and cost saving measures adopted in the FY 92/93 Budget, the Police
Department's Mounted Patrol was eliminated on October 1, 1992. The cost savings associated with
the elimination of the Mounted Patrol was not specifically delineated in the budget. However, a
review of the unit's resources will enable us to estimate the cost of operation.
At the time the unit was disbanded, Mounted Patrol was staffed with five sworn officers (one
sergeant and four officers) and one full-time groom. Additionally, the unit required a separate
office/stable facility that was located inside South Point Park. The unit also required a myriad of
specialized equipment, including trucks and trailers (See Attached List). Maintaining the animals
required the purchase and storage of miscellaneous grooming, medical and veterinary supplies and
the services of a veterinarian.
When compared to other units with similar functions, ie.. bike, ATV and motor units, the Mounted
Patrol requires much more in terms of dedicated resources. The cost and maintenance of
motorcycles, A TV's and bicycles is nominal when compared to the cost, care and maintenance of
horses. Additionally, the Mounted Patrol requires the services of a full-time civilian groom and the
operation of a separate facility to house the animals.
The actual job performed by the Mounted Patrol officer is no different that ofa beat, bike or ATV
officer. They are all very public relations oriented and perform a valuable community policing
function. Horses are particularly effective for crowd control and display a more visible presence.
South Point Park, Lummus Park and the beaches are areas in the city that would benefit from this
type of patrol. Aside from the obvious differences between Mounted Patrol and other specialized
units, there is far more down time in the Mounted unit. Horses are only able to work an average of
6-7 hours a day. Beat, Bicycle and A TV officers work a complete 10 hour shift. In the past,
officers assigned to the unit had to fill in and assume the duties of the groom to cover days off.
This situation took officers off the street on weekends. Considering efficiency and effectiveness,
re-implementing the Mounted Patrol would be a luxury. Personnel cost alone are estimated at
$242,761.45.
ATTACHMENT B
Page 2
Mounted Patrol
Additional estimates of cost are: Vehicles, trailers
4 Horses $2500 ea.
Barn Supplies
Tact Supplies
Officer Supplies
Medical Supplies
Feed Supplies
Care/Maintenance $150 per month ea. horse
Estimated total start-up cost, including personnel:
$58,521.00
$10,000.00
$ 5,145.50
$ 4,722.00
$ 3,091.80
$ 955.00
$ 855.50
$ 7,200.00
$333,252.25
Recognizing their "public friendly image" and superior crowd control capabilities, can we support
the cost of operation? Examining the decision that eliminated the unit, I can only guess that when
we examined the unit's contribution to the patrol function, the cost could not be justified.
p--"
ATTACHMENT C
. . . . . . . . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
:::::::::::::::::::::::::::.:.:::::,:.:.:::' .................::.:::::::::::::.................,.,' :.:.:.:.:.:.:.:.:.:.:.:.:.:.;.:.:...........
....... ...i.;:;:;:iAAiiil:~::::ii!iiiiiiiiii~iieii~il~~~.:!!I:1:1:1:1:1:::;::::::::::::::::::::.:.:.:.:.:.:.:.:.:.:.:.:::.:.:.:.:.:.:.:......
:::Nbifif::oisiiiof:if:::SDiirSir:1rio:/{':::::::::::::::::::::::::::::::::::::::::.
))..).:::::::j:l:~!il~:;~~.~i~!lllil~II~li.:::;;II;I:::;:;;
::.;MIM~mg9H;;:;:DP9R~:flJ
....aHaNiti993M!o.;SditjJ699.\a~ZQs.e::::
. ............
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To:
Via:
Assistant Chief Scarberry
Major Don De Lucca \fJ .
Captain L. Alamo~
February 20, 1998
From:
Date:
Subject:
North District Policing 1997/1998
The following is a synopsis of North District policing initiatives to date:
To pursue the fulfilment of our Department's Community Policing philosophy, in March 1997, the
Patrol Division began the District Plan. The North Sub-station was reorganized and structured to
provide Offices for all N. District supervisors, including an office for the CID detective and HUD
Officer assigned to the N. District. The goal was to work closer with the community to identify and
address problems on a long and short term basis and to change the N. District community's poor
perception of the police. Additionally, our Department modified its patrol officers's work logs and
performance evaluations to facilitate the organizational change to the community policing
philosophy and began in-service Community Policing training for all personnel.
+All assignments for police servIces were reduced to one form, a newly designed "Detail
Assignment Form".
+ The implementation of a problem solving system for addressing complaints and problems in the
District. A Community Policing approach which utilizes every possible resource to address
problems on a short term and long term basis. This system includes assigning the problem a
"detail assignment number". This file number, location, complainant and all the resources to be
used to address the problem are logged on a large marker board in the N.E.S.S. Lieutenants office
until it is completely addressed and all the departments have responded. The assisting departments
include other Police Department units (ie, CID, SIU, STEP, Legal, etc), City Departments (ie.
Code Enforcement, Public Works, Sanitation, etc.), other public agencies departments (ie. Dade
County, Florida Department of Transportation, etc) and Community
ATTACHMENT C
liaisons (ie. North Beach Development Corporation, merchants associations, homeowners
associations). When each detail assignment is "closed" or completed, the complainant is called and
advised of the results. From March 1997 to December 31, 1997 there were 97 detail assignments
completed. Some are still designated for "maintenance" to prevent reoccurrence. We responded
to the communities concerns and addressed crimes and quality of life issues related to: homeless
persons, graffiti, sexual activity in public restrooms, narcotics, prostitution, abandoned vehicles,
double parking in commercial districts and commercial vehicles parked in residential areas. The
complaints of problems in the District have been substantially reduced. To date there have been only
8 detail assignments in 1998.
+ The identification and liaison with 14 homeowners associations and area representatives. A form
was created to distribute to those voicing concerns about problems, titled " Policing Services
Requested Form", which is attached to the "Detail Assignment Form" when necessary.
+Business District: The Bicycle Beat Officer coverage area was increased to include 65th Street to
67th Street on Collins Avenue.
Every business in the district is visited by the beat Officer at least once per week. Each business
has their beat officers business card with pager number and work schedule to personally address
concerns of the merchants in a timely manner.
A directory which includes emergency contact and alarm company information was completed by
the beat officers and forwarded to PSCU. It is revised every six months.
Midnight shift officers systematically check businesses in the District (as they always have done)
and now leave a notification card on the door for the proprietor to know they've been there. The
response from the businesses has been very positive.
+ The Inter-Departmental Task Force continues to meet the first Tuesday of every month at 2 P.M.
at the NESS. Personnel representing many City Departments join our personnel and do a walking
tour of a pre-selected area, documenting problems to be addressed by the respective departments.
At the following months meeting, each department member advises what action his or her
Department took to address the noted problems. Representative departments include: The City
Manager's Office, North Beach Development Corporation, Public Works, Sanitation, Parks and
Recreation, Property Management, Code Compliance and the Parking Department. Additionally,
the community's (homeowners association members and others) representatives are invited and join
the tour.
+ Increased patrol in gated communities in the N. District. Officers were directed to patrol the
district's gated communities three times per shift, noting the detail on their daily patrol activity log
and advising the dispatcher on the radio. This ensured patrolling of areas other than the
"hot" spots. Homeowners Associations presidents were advised that their the guards at the gates
should "log in" when police vehicles enter the island.
+ Uniform Patrol Narcotics Detail was conducted as part of the Departmental Narcotics
Program and will continue in 1998.
+ In March 1997, commercial vehicles parked in residential areas were addressed through a
community policing approach. Midnight shift Officers placed __ warning letters on all commercial
vehicles parked in residential areas (Normandy Isle and Biscayne Beach) advising that two weeks
later vehicles would be cited. More than 10 persons called the North Sub Station making inquiries.
Solutions to their parking problems were recommended. These included parking alternatives and
modifying the vehicles (ie. using removable magnet signs that can be removed when parked and
removing ladders from van roofs) and alternatives were sought. All 27 violators complied. This
program will be repeated in 1998.
+ Abandoned or derelict vehicles are addressed by the AOR Officer and the Motorcycle patrol
assigned Officer. In December 1997 forty-seven such vehicles were towed. In January 1998, fifty-
five such vehicles were towed.
Other initiatives in the district included:
+SIU undercover initiatives to reduce narcotics violations as part of a Departmental program.
+Patrol's Traffic Enforcement Unit details which included DUI checkpoints and directed radar speed
enforcement.
Federal Grant Funds have been utilized in the two aforementioned initiatives.
Additionally, the North District used the local media for positive articles (attached).
North Beach Crime Statistics
Six Month Report
August 1, through January 1
PART 1 CRIME 1996/1997 1997/1998 Difference
Homicide 0 0
Rape/Forcible Sex 13 16 23.08%>
Robbery 92 61 -33.70%
Aggravated Assault 115 83 -27.83%
Burglary 275 271 -1.45%>
Larceny 809 689 -14.83%>
Auto Theft 160 186 16.25%
TOTALS 1464 1306 -10.79%)
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ru,. Miami aea<<;n IV malle prvgreaa, elll vr tne ellY mUSt move aneaa
at the. same pace. ..t is time for North Beach to prosper the way other
sections of the city have. And to receive the same attention other
parts of the citv. have.
particularly those on Normandy Isle are in
danger of extinction because of the roadwork.
The SunPost urges the public to try to con-
tinue supporting these businesses in this trou-
bled time, as much as we recommend that the
public consider Nom Beach stance when
looking at candidates. Last year, while Collins
Avenue was under renovation and business-
men were complaining, the city actually sent
code enforcement to cite them for having
signs saying things to the effect of "We're Still
Open For Business." Not just a bad public
relations move, this was terrible policy for the
ci
Secondly in Nom Beach is the issue of
crime. The SunPost applauds the Miami
Beach Police Department for their stepped-
up efforts in Nom Beach. There is a clearly
visible improvement in the state of the streets
in Nom Beach, and the police have done a
good job with acquainting business operators
with their beat cops. When police advocates
discuss community policing in the city, they
should look to Nom Beach as proof that it
can work on a preny large scale. However,
o Beach remains a troubled spot, and
while the police aren't the appropriate agency
to deal with all of these, nevemeless, candi-
dates who support the efforts to increase per-
sonal security in Nom Beach have the best
interest of the whole city in mind.
Closely related to crime in Nom Beach is
the area's social service needs. Again, this is an
issue for government on other levels as well.
But Miami Beach has the resources to provide
services to a population - largely Hispanic
- that is desperately in need. As much as the
SunPost does not like to see federal govern-
ment step in and take the role parents should
play, it is absolutely necessary for local gov-
ernment or the private sector to assist in issues
of childcare, health and welfare, family plan-
ning and crisis services. Ethnically and socio-
economically, Nom Beach is much closer to
the city of Miami than to the rest of Miami
Beach. As such, its needs are many.
Among other things, there are too many
minors roaming the streets of Nom Beach,
after dark and at inappropriate times. While
enforcing the curfew is one step after a certain
hour, it has no effect on a 15 year-old girl car-
rying her 1 year-old brother down 7Ist Street
at 9 p.m. on a weekday. This falls into the cat-
egory of social services.
To date, the social service plan for Nom
Beach has called for renovations and upgrad-
ing of residential propenies. The public must
understand that this solves nothing in the big
pictUre. Displacing the poor and working
class of Nom Beach might make Nom
For the past year-and-a-halt; the SunPost
has been advocating for various issues
related to Nonh Beach. From the belief
that the Carillon redevelopment would go a
long way toward bringing North Beach back
to economic virility, to support for finding
solutions to Nonh Beach's road, streetscaping
and crime problems. All the while, Nom
beach residents and activists continued telling
the SunPost that they felt their part of town
~e bastard child of Miami Beach.
~o"w, some of the news is good. The latest
information on crime in Nom Beach is rea-
son for encouragement - the police are
doing a good job and have convinced the
SunPost of their desire to continue pursuing
the problem. Along some North Beach
~eets, there are signs of businesses taking
COOt.
However, problems remain, and the
SunPost recognizes that Nom Beach has not
been the center of attention for city commis-
sions in the past. In order for Nom Beach to
catch up to the rest of the city in quality oflife
possibilities and economic vitality, the
SunPost believes the next commission must
recognize it for what it is - a sleeping resi-
dential and business giant. As such, it is our
belief that commitment to Nom Beach revi-
talization is an important issue for the public
to consider when eventually deciding on who
to support in Election '97.
First and foremost, right-minded candi-
dates should be committed to doing every-
thing the city possibly can to make the road
renovation and streetscaping in Nom Beach
continue along unhindered and as rapidly as
possible. The disaster that is Normandy Isle
Streets at the time of this writing is indescrib-
able. It is too easy at this moment for com-
muters and residents to damage their auto-
mobiles in the trenches and potholes caused
by incomplete construction on 7Ist Street.
Traveling, for example, from the westernmost
:;: part of North Beach eastward finds COnstruc-
'" non horrendous at Rue Notre Dame, Rue
'Q' Vendome, over the bridge and approaching
~ Indian Creek Drive (at this writing). The road
g is under construction further east on 71 st
~ Streer, as well as sections of Collins Avenue
~ and some other streets.
~ Not only are drivers in danger from the
;. incomplete construction, but lanes suddenly
o merging, ending and beginning, and
~ unmarked lanes cause yet more chaos. Of
a course, much of this is out of the control of
.
is the city commission. .But as advocates for the
; Miami Beach public, the commission can still
~ take action to try to make this difficult period
~ of time pass as easily as possible. Businesses,
-... - "-
Beach eventually affluent enough to be of no
more problem, but isn't a better thing to try
to stabilize the existing population and not
force them elsewhere. Remember that when
South Beach went from dilapidated and poor-
er to more affluent, there was a period of time
when the two, disparate populations shared
the area and the result was crime and civil dis-
tress.
It's a shame that so much urban policy is
about "redevelopment, " which forces the poor
elsewhere. A certain degree is inevitable.. But
in Miami Beach, driving out those with less
money is high art.
Great cities, of which the SunPost grudg-
ingly admits New York is one, manage to
combine elements of the affluent, the poor
and the working class in one urban environ-
ment, living amongst each other. In the end,
eo-habitation is a great equalizer which, at
times, New York has shown. This is the kind
of urban goal that Miami Beach should estab-
lish and a network of social and community
services in Nom Beach is a major step in the
right direction.
Lastly, environmentally, with Nom Shore
Park, fairly easy parking and convenient
access to the ocean, Nom Beach just might
be the most eeo-friendly section of the city.
The next city commission should recognize
and encourage this, as previous governments
had in forming the park. Highrise over-devel-
opment on the waterfront is protected in part
by the Save Miami Beach charter amend-
ment, and by the overwhelming will of the
public - and any politicians in the future
who want to hang on to their jobs. There is
the question of Altos del Mar still not com-
pletely answer. It is the will of the people for
that beautiful patch of green to remain
unspoiled by development. The public has
stated this in a vote, and the commission has
done everything it can to circumvent the will
of the people and allow construction of one of
their patented residential projects there.
Voters should discover where candidates stand
on this issue, and remember that the public
has spoken once before. Altos del Mar should
be preserved as the open space that it is. It is
a key component to the natural benefits that
Nom Beach has to offer residents and visitors
in the future.
The SunPost strongly encourages the pub-
lic to take into account candidates' history
and stance on Nom Beach issues. For Miami
Beach to make progress, all of the city must
move ahead at the same pace. It is time for
North Beach to prosper the way other sec-
tions of the city have. And to receive the same
attention other parts of the city have.
BAL HARBOUR. BAY HARBOR ISLANDS. GOLDEN BEACH . INDIAN CREEK VILLAGE. MIAMI BEACH. NORTH SAY VILLAGE . SUNNY ISLES. SURFS/DE
EACH
_ COViUl'NG .,Oll... COMMlIN'l'V I
-.'J ..,,:
SUNDA
APRIL 6, 19S
..tamiHtralb 1..'-',.
maIWtiacomeback
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But don't
expect
another SoBe .
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Slowly, North Beach is
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EMODELlNG: On the heels of North Beach's renaissance. Brian Surf Hotel. During the past two yeM., cIiy offIclals have pourod
nd Tamara Kraus have recently completed renovating the Ocean $30 million Into beautifying the area.
By DEBRA FRANCO
HerakI Staff Writ..
High rise condos are sprout-
ing along the shoreline, and
lines of hungry patrons are
waiting for seats in small res-
taurants. The tourists are strag-
gling in, too, hunting for souve-
nirs in quaint shops. .
But this isn't trendy South
Beach or plush Bal Harbour.
It's North Beach, and it's been
busy lately. "North Beach is
making a comeback - slowly
but surely, said Brian Kraus,
operations director of the
freshly renovated Ocean Surf
Hotel, 7436 Ocean Ter. "It's a
different atmosphere now."
The neighborhood is experi-
encing the kind of renaissance
South Beach went through a
few years ago. Durin~ the past
,two years, citY. offiCIals have
poured $30 million into beau-
tification and improvement
projects. Sidewalks are tom up.
New condos are going up and
old hotels' are . getting refur-
bished, which translates into
patrons for the fancy restau-
rants setting up tables in that
part of town.
Residents who endured the
years of neglect welcome the
vigor that comes with the
activity, but they caution the
city against the mistakes that
brought South Beach interna-
tional fame: horrendous traffic
jams; noise and crowds.
No pertdng problem. here
"We're not looking for South
PLEASE SEE NORTH lEACH, 2D
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NEWS FEAtURE
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Beach will neveC-' be what it 'was,business owriers-aie-:baiidiIii-to~" d~li~e' Al~iDo' said:
but it is something new and excit-. make sure ~ the -neighborhood ,."'.' ". - ,i'
ing." .' ,.~ doesn't fall mtO disrepair again. Cle8l'Fup taking root ~~.~ (:~. ~ I
!hat ca!l mean elth.er sun wo~- Once a month, Alamo and at Even the children at Biscayne .
Shlpers, dmers or roWIng enthusI- . I~ one person from each of the ~ementary School. are getting
asts who flock to the area several Clty s other departments -' for Involved. Students In the' after-
times a year for competitions at example sanitation and code school prograni recently planted
the Ronald W. Shane Water- enforcement - walk through the flowers, vegetables and herbs
sports Center on Indian Creek streets .taking Dotes on every- around the sChool which has
Waterway. thing, from buildings that don't been a frequent tariet for neigh.
In the Deauville's heyday, meet code to overflowing garbage borhood vandals, said Jackie
comedy legends such as Don cans. -. ,,' Estrella-Varone assistant princi-
Rickles ~nd Buddy . Hackett ~ a recent outing, the ~up Pal pf the school's community
began theIr careers on Its stage, notIced several apartment build- education department.
and Ella Fitzgerald and Sammy ings, bus benches and sidewalk '" " .
Davis Jr. crooned to the crowds, comers someone nicknamed . B~fore! It was Just grass ~d
Brent said. When the Ramada Omes had "tagged" in blue spray litter, saId .fourth-grader SergIo
was restored, the Broadway-style paint. ' Camero, 9. ~ school looks a
theater and ballroom re-opened, .' Officers worked closely with lot better now. .. .
which serve as entertainment not the department's gang unit and The group of S 1 students
only for hotel guests but for resi-the city's graffiti task force to put recently took hom~. flower seeds.
dents as well, Brent said. a stop to Omes' antics, Alamo to plant around th~lr hOlnes .and
UIn tbe '50s and'60s Miami said. .--.,,'. apartments, she saId.
Beach was a place people were "Now the graffiti is usually ,"We're trying to empower
proud to say they were going to," cleaned up within 24 hours," he them to care about their commu-
Brent said. "But it's not a city said. "We have to work together nity," Estrella-Varone' said. "In
that had a real vision. The city to put a stop to this.", ,.' turn, what the kids learn here will
planners had no idea what they Within two weeks of the tour" improve the neighborhood."
were doing and this area just fell, police found Omes, a 14-year-old : . H-. 't d b' t
apart." '. . . boy who was already in jail' omeowners ~re ~XCI e a ~u
And South Beach's renaissance charged with burglary, Alamo the changes, whIch IS pro.ml?tmg
seemed to push North Beach fur- said. Police added 24 additional ,them to up~de the ~Ulldmgs,
ther into an abyss, said Planning charges of criminal mischief to Shockey saJd. lpose. J.mprove-
Director Dean Grandin. . . the boy's record. '. me~~ are ~ttrac~mg more yo~g
"Many people moved north To keep tabs on the area's families WIth chIldren, w~lch l!l
because the rents were more problems, such as Omes' turn att~ct mor~ servlce-on-
affordable than South Beach," unwanted artwork,AIamo keeps ented busmesses lIke ~ry-clea~-
Grandin said. "As the senior citi- a large bulletin board in hise~ and restauran!s, saId Ronme ..
zens left, they were replaced with office. Complaints are logged OD . Smger, Shockey s' pre~eces~r "
people with lower incomes. It's a the board along, with the action who now. works as a SpecIal asSI~- \
self-perpetuating cycle." taken. For example, an over- tant to CIty Manager Jose Gama
Until recently, graffiti covered grown lawn would be referred to PedI'OSa: . ',' ~
nearly every wall, sidewalk and code compliance, along with the But CIty offiCIals d~n t expect .
building in the North .Beach area, status of the complaint. !Dany renters to be <:i;lsplaced by t;,
and the neighborhood was "Disorder and quality-of-life Inflated property pnces - the
known for its drug and gang issues are factors in crime," South Beach t~en~ th~t forced
activity, said Capt. Leonard Alamo said. "More disorder _ people north, Sl1~ger saId.,. __
Alamo, North District com- vagrants, drinking in public and "I don't think we'll see droves
mander for the Miami Beach . graffiti for example - means of people driven out of the area, "
Police Department's community more crime." , she said. "The improvements
policing unit. During one of the group's last will force rents up to Some'
outing, there were fewer prob- degree, but 1 think we can find an
The upkeep lems than on any other trip, and achievable balance. Overall, it's a
City officials, residents and crime appears to be on the very livable neighborb~." ....
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NOTING PROGRESS: Bruce Lamberto, from the property management department,' Robert Thomas Of
the sanitation department and Rafael Leyva, wth the parking department, walk through the residential
section of North Beach looking for violations. Fewer and fewer violations are discovered on each sweep.
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Bue me nighe belonged eo FerIWldez and Lopez.
Both offiCctS displayed the enthusWm, comp2SSion and.
posiove' rdacionship wich the community chae
Scarberry, Alamo and Zeiffinan envisioned. There wtre,
however. ~ service c:ills.dw did nea:ssirm: a firm
hand. particularly oonfroncing known axk dcaIcn
Fernandez and Lopez IW pceviously amsted from the
same street comm. On more than one c:alI to break up
gang activity. Fernandez and Lopez. along with rilcir fd..
low officm. m2dc it abundandy dC2l' eo several groups
of misguided youth chat cheir anti-social behavior will I
not be eolerated. Make no misake about it. North ,
Beach has ia shan: of criminal activity.
AI. dinner brck. an infonnal Wt with
Fernandez and Lopez on their being on the force
W3S both refreshing and enlightening. Over his
ch<<SCburger and fries. Fcmandez
spoke of his close rdationship
with his pare.na and bow his
upbringi~ insri1Ied among
sense of lamily. Preferring a
baked potlto r.uher than fries
with his dub sandwich. Lopez. a
music major at U.M., worked for a
brie:f pc:riod in tmancial invesrmc:nr
mer graduation. Whar
broughe Lopc:z ro poiice:
work: As with Fernanda.
an opporrunity co do the:
righe dUng for the commu-
niry while entering III mir-
ing career with range co
:uivance.
Both omws make
of the inremJl pride . :hev
tele we:l/'ing a uniform, b~r
admitted thar some people
scill hold che "us llld vou" mirude eoward the police.
"Ar rimes vou're cre:uecl with respect, other rimes you're
nor." sail Fernandez. "Bue you CJII'r ler ie ger ro you:
chimed in Lopez. Both Fernandc:z and Lopez said they
understood respect for police is a cwo way screer and
must be e:uned. Both say they are deeermined ro do
their end eo improve thar perception ~ith the ~ublic.
After spending an evening with them, thiS ~e:r IS con-
!idem they'll give ie their besr effort. Let s give them
ours.
Riding Patrol
in North Beach
~~ .
~nding' eo service a1Is. Fernancb and lDpcz
would o/icn meet up at the scene. for suppon. alw:ays
concerned with bow czch other W3S doing. Wodring the
new wne system not only gives the police the advantage
of idenrifyi.ng and resolving the neighborhood's plerho-
r.l of social and crimim1 problems. it allows the officers
co build a mong camaraderie among
rhcmsdves. As the mess of the niJtht
wore 00, the snudy working reG.
tionship between officers pauolling
the north wne became more evident,
emerging in the rhythm and quality of
their police work.
From neighborhood dis-
puees, rraffic enforcement.
ongrancy. domestic violence.
incidcnrs of rrespassing and a
varicry of rowdy youth activity.
each service call this writer wit-
nessed was handled with the
fast response and profession-
Jlism any police agency
would be proud from of its
young officers. [fFernandez
md Lopez arc wmples of
rhe new young officers
working the street, residents
of Miami Bc:1ch should feel
secure in the furure of their
police department.
Bur noe wirhour hard
work and the likes of AssisQD[ Chief James Sclrberry
and Captain Lenny Alamo, who oversee the North
Beach Zone. and are proud co poine our and list their
ream's community policing accomplishments. And Sgr.
Howard uiffman, who also points oue the edges and
. advanages of assigning the same officers co th.e same
wnes. "The officers really ger co know the neighbor-
hood and the people who live mere," SClCes uiffman.
Alamo agrees as his officers assigned eo the norch zone
are forging a closer relationship co the communiry.
!
By A.C. WEIHST8H
Columnist
As this writers focus on North Beach conrinues,
whae better way ro sa: the sigha than co rid: along
with the Miami Beach Police Dcpmmene during a
rourine Friday nighr parrol. Although nor quire as
arousing or hc:aic as recenr ride-a1ongs in chaotic
South Beach, similar big ciry anri-social behavior
docs aisc and perme:lte from 63rd Smxt co 87m
Terrace, coWiid~red the ciry's new northern parrol
zone:.
My ride this windy Friday night was Officer
George Fernanda. a Puerto Rican-born 27 year-old
Universiry of Fiorida graduate who has been on the
force less than a ycu. ~My rr.llning ar the academy
was elcdlenr, n says Fernandez, "and in many situa-
tions on the street I instinctivdy revert back to whae
1 was caught.' As with many of the younger omcers
recencly hirai by the MBPD. Fernandez underscores
the importance of education and the close rdarion-
ship with his Fidd Training Officer (ITO) during
the mandatory 3 month probationary period.
fu we began our parrol in North Beach,
Fernandez made contact with Officer Carlos Lopez.
a 26 YC2l' -old native of San Francisco and Universiry
of Miami graduate who moved with his family ro
Dade Counry 15 ycus ago. Fanandez and Lopez
pmnered in the academy and graduated rogerher.
Their dose personal rdarionship continues on
patroL and when scheduling allows. they enjoy
working the smle zone:. like Fc:rlWldC'L, Lopez
lauded his academy training. ITO and immediate
· See PATROL page 24
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If Fernandez and Lopez are
examples of the new young
officers working the street,
residents of Miami Beach
should feel secure in the
future of their police
department.
ATTACHMENT D
MIAMI BEACH PART-I CRIMES TO DATE
* The 1998 figures are through July 1st, 1998.
.
"
Prepared by Stanton Berlinsky
C:\My Documents\Part-1 Crimes 93-98.doc
ATTACHMENT D