LTC 322-2009 Updated: Calea Flagship AgencyQFFICE OF THE CIN MANAGER
NO. LTC # 322-2009 LETTER TO COMMISSION
TO: Mayor Matti Herrera Bower and Members of the City Commission
FROM Jorge M. Gonzalez: City Manager
o,arE November 23, 2009 ~ 1 i /
1 L_ _
SUBJECT. UPDATED: CALEA FLAGSHIP AGENCY
This Letter to the City Commission is to announce on November 21; 2009 at the CALEA
Convention in Salt Lake City, Utah, the Miami Beach Police Department officially met the
vigorous requirements and was approved for re-accredited status. The Commission on
Accreditation for Law Enforcement Agencies (CALEA} also designated the MBPD as a
CALEA FLAGSHIP AGENCY. With this distinction, the Miami Beach Police Department
joined a small (less than ten percent) but elite number of law enforcement agencies from
around the country (including the Florida Department of Law Enforcement- FDLE} to attain
this prestigious recognition.
As part of the Re-Accreditation/Flagship process, the Chief and his Accreditation Team were
required to attend a hearing before a committee of CALEA Commissioners. At the hearing:
the Departments on-site assessment report was reviewed and discussed with multiple
questions about the agency presented. The Chief and his team responded to all inquiries
made in a manner that solidified the Department's status for Accreditation and Flagship
status.
As a Flagship Agency, the Miami Beach Police Department is being recognized for
continually demonstrating excellence in commitment to the CALEA Accreditation process
and a willingness to share with others information on its accreditation success. A prime
example of the MBPD's efforts to contribute to the success of other law enforcement
agencies is the many segments of the MBPD's standard operating procedures that were
distributed at the MBPD Booth during the CALEA conference.
Please join me in congratulating the Miami Beach Police Department on this tremendous
accomplishment. ~-'
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CUA4'VI ISSION ON ACCREDITATIOJQ FOR Lr~bti E'NP'ORCI<',ti'iH;vT AGENCIES o-, ~'~',+„"}~3 :,,~
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10302 F..awr. t']ace, Suite 100 • Fairf~y Yuginia 22030.221u • Locs~t (703) 3uL 4'1'lfi • (R00) S6R37u7 • FAX (70a) 591-2206 • catea'8acalexorrr
November 21, 2009
Mr. Carlcs Noriega
Chiel of Pollee
Miami Reach Police Ueoartmert
1100 Washington Avenue
Ntiami Beach, FL 33139
Dear Chief Norieya
Congratulations!
It is a privilege to advise you that your agency has met the reeuirernents of a highly regarded
and broadly recognized body of law enforcement standards, and was accredited for a fourth time by
the Commission on Accreditation for Law Enforcement Agencies, Inc,, on November 21, 2009.
Your agency/s reaccreditation represents the satisfactory comp[e?ion of a continuous process
o` thorough agency wide self-evaluation, concluded by an exacting outside review by a team o`
independent assessors.
It else represents your agency's ongoing acr:eotance of the obligation to continue the quest for
professional excellence by working toward fulfillment of any remaining applicable other-than-
mandatory standards vrith which you chose not to comply during this reaccreditation activity, and any
future siahdards promulgated by the Commission that may be applicable to your department. --
Accreditation of the PAiami Beach Police Department is for three years. During the period of
accreditation; your initial award date of December 2 will serve as the anniversary date for submission
of yearly reports verifying your agency's continuing compliance with the standards under which you
became reaccredite:i.
On behalf of the Commission on Accreditation for Lava Enforcement Agencies, Inc., we
commend you and the Miami Beach Police Department for demonstrating commitment to
professional law enfior~cement in policy and practice. Again, congratuations.
~~ nn Sincerely,
Irouis M. Dekmar Ivester Daughtry. lut
Chair Executive Director
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City of Miami Beach, Florida Police Deoarfinent
Assessrent Reporl
August 2009
Table of Contents
Section Paye
q Agency Name. CEO, AM 1
B Assessment Dafes 1
C Assessment Team 1
p Program Manager 1
Type of Assessment
E Community and Agency Profile 2
Community Profile 2
Agency Profile 2
Demographics 3
Future Issues 3
CEO Biography 4
F Public Information Activifies 4
Public Information Session 4
Telephone Contacts 5
Correspondence fi
-Media Interest - - 6
Public Information fvlaterial 6
Community Outreach Contacts 7
G Essential Services 7
Chapters 1-17 8
Bias Based Profiling 8
Use of Force 9
Chapters 21-35 10
Grievances 10
Discipline 10
Recruitment 11
Selection 12
Training 12
Promotions 13
C'napiers 41-61 I
1~l i
Crime Statistics and Calls for Service 15
Vehicle Pursuits 15
Critical Incidents, Special Operations 17
and Homeland Security
Internal Affairs 17
Chapters 70-84 18
Evidence and Property 19
H
Appiied Discretion i
20 I
i
I Noncompliance Discussion 20
i
J LD Percent Standards 20 ~
K Future PFrrformance!Revietiv Issues 20
L Standards Summary Table 20
M Summary 21
N Recommendation 22
A. Aaencv, Agency CEO and AM
Miami Beach, F•.orida Police Department
1100 Washinyton Avenue
Miami Beach, Florida 33139
Carlos ~oriega
Chief of Police
Captain Richard UVeissman
Accreditation Manager
B. Dates of the On-Site Assessment
August 22-25, 2009
C. Assessment Team
Team Leader: Hassan Aden
Captain
Alexandra Police Department
2003 Mill Road
Alexandria, VirSinia 22314
703-838-6360. 1274
Z. Assessor. Mr. James C.1ti'achuta
Accreditation Manager - -
Iowa Departmen of Public Safety
215 East 7th Street
Des Ntoines, IA 50319
(515) 725-6184
D. CALEA Program Manager and Tvne of Assessment
Karen Shepard
Fourth re-accreditation, D size (504 personnel}, 5t'' Edition
Law Enforcement Accreditation. The agency's authorized strength is 381 sworn
and 145 non-sworn (526). The agency utili~.es CACE-L software program.
ASSESSMENT REPORT
MIAPAI BEACH POLICE DEPARTMF..NT
PAGEl
E Community and Agency Profile
1. Community Profile:
The City of Miami Beacir is a barrier island surrounded by the Atlantic
Ocean to the east and Biscayne Bay to the west. With South Beach, the
Art Deco District, beautiful beaches, vibrant nightlife, cultural arts assets,
and quality residential community, Miami Beach is often referred to as the
engine that powers the economy of South Florida. The successful
redevelopment and revitalization of Miarni Beach during the last two
decades has sexed as a key catalyst for the further revitalization of
neighborhoods and commercial districts throughout the region. It is home
to approximately 87,000 residents.
The City of Miami Beach is governed by a City Commission/City Manager
type government. The Ciiy Commission consists of six elected
Commissioners and an elected Mayer. Commissioners are elected for a
term of four years with a limit of two terms. Terms are staggered so that
half the members of the Commissior: are elected every two years. The
Mayor is elected every two years. The Comm`ssion appoints the CiN
Manager, a^rho oversees the City Administration and the City Attorney who
oversees the Office of the City Attorney.
2. Agency Profile:
Chief Carlos Noriega supervises a staff of 504 employees assigned to four
divisions which are comprised of both sworn and ron-sworn personnel.
The Patrol Division is the mosl visible component of the tvliami Beach
Police Department and issupported by the Crimina Investigations
Division, the Support Services Division and the Technical Services
Division.
The agency is a full service agency with numerous specialized units to
effectively serve the patrol districts, beaches and v/atorways within ttie
City's jurisdiction. Officers conduct patrol functions in bicycles, patrol cars,
all-terrain vehicles, boats and 5egway Special Transport vehicles-
3. Demographics:
Of the three hundred antl seventy sworn law enforcement personnel
currently serving in this agency, one hundred and eighty-five (56%) are
Hispanic, one hundred and seven (33%) are Caucasian, thirty-four (10%)
are African-American, and two {1°ro) are classified as Ofher.
ASSESSMENT REPORT
MIAMI BEACH POLICE DEPARTMENT
PAGE
The agency's tots! sworn complement of officers includes a total of forty-
irvo females l11%;. Of this number seventeen are Hispanic, sixteen are
Caucasian, eight are African American and one is classified as Other.
The demographic composition of the service area and population are represented in the
following table:
Demographics Report
Service Population '~P.vailable Current Current "rrior Prior I
i Workforce Sworn Fem21n Assess ment Assess+ nent ~
pYCers Swom Sworn Femaie
Adiami aeach MJami Dade Officers Utricers Swnm
Officers
Caucasian
_-
- 69.331 86 1,766,384 72 107 33 Iii 38 :58
~ 41 20 44
African-
- 1,9Ei/ 3 467,025 2U 34 10
~ 8 1A 42 11 8 18
' Amrrican _ _ , __ _
Hix'~anm'-~
- 41,921 52 ;x,45_/,5U1 G1 'I A5 56
- _17 41
~ 179 ~/ 10 3R
0~tie' 8,952 11 199,888 8 2 1 i 1 2 3 i I 2
II?or' 80,250 10C 2,373,^<97 100 328 100 42 100 X382 106 45_ _ 100
•The Hispanic population is not further identified as African-American, Caucasian or
Other. The percentage is an overall percentage.
4. Future Issues:
On August 24, 2009, Team Leader Hassan Aden interviewed Chief Carlos
Noriega and Assistant Chief Raymond PAartinez to discuss the most
significant challenges the agency faces in the future.
Chief Noriega stated that the biggest challenge the agency faces is fiscal.
There has been a continued decline in local funding frcm diminishing
property values which have already ted to, and may further result in future
reductions in the workforce. The Miami Beach Police Depafinent (MBPD)
has already eliminated thirty-three positions. The agency has managed to
maintain low crime rates, despite the redu^tion in force, through innovative
and community-based problem solving activities.
Chief Noriega expressed concern about employee morale stemming from
ongoing employee contract negotiations which will seek employee givo-
backs and pension reforms. His administration has a strong and positive
relationship with the employee groups engaged in the contract
negotiations.
The economic downturn has aiso made staying current with technology
designed to increase agency efficiency very difficult. Chief Noriega has
ASSESSivIENT REPORT
MIAMI BEACH POLICE DEPARTMENT
PAGE 4
made technology a priority and has found alternative funding sources such
as grants moneys appropriated for local stimulus activities. The agency
will be transitioning to a ne~a Records Management System (RMSI and
wiB begin wrtiny reports electronically in fneir in-vehicle computers.
These iwo upgrades will increase the agency's crime analysis function as
well as provide near-real time data for depiaying resouroes.
5. CEO Biography
Chief Carlos Noriega is a 25 year veteran of the t`4iami Beach Police
Department. He has served in a command capaci±y in virtually every area
of the department including Assistant Chief of Yne Administrative Bureau,
Division Chief of the Patrol Division, RAajor of the Patrol Division, Major of
the Technical Services Division, Captain of the Property and Evidence
Unit, and South District Patrol Commander. As a Sergeant and
Lieutenant, Chief Noriega also served in the Criminal Investigations,
Strategic investigations, and Iniemai Affairs Units.
Chief Noriega earned a h~lasters Degree in Criminal Justice from Florida
International University, and a Bachelors Degree in Criminal Justice from
Saint Thomas University. He is a graduate of the FBI National Academy,
session 211.
F. Public Information Activities:
Public notice and input are a cornerstone of democracy and CALEA accreditation. This
sectior, reports on the community's opportunity to comment on their law enforcement
agency and to bring matters to the attention of the Commission that otherwise may be
overlooked.
1. Pubtic Information Session
The public information session was held at 6:00 p.m. on August 24, 2009
in the Commissioners' Chambers of the Miami Beach City Hall building.
Team Leader Hassan Aden introduced the assessors and opened the
meeting vriih a prepared information statement.
Thirty four persons signed up to speak and presented formal statements
to assessors. All presentaSons were affirmative and echoed the posftive
partnership between the Miami Beach Police Department anc the
community it serves. The speakers were from diverse backgrounds and
included residents, community activists, business owners and police
chiefs from neighboring jurisdictions.
ASSESSMENT REPORT
MIAMI BEACH POLICE DEPARTNIENT
PAGE 5
Notable speakers included Chief John Timoney of the City of Miami Police
Department and current President of the Police Executive Research.
Fon~m (PERF), Mr. Sieve Stowe, Executive Director of the Miami Heat
Basketball team and Dr. Larry Capp: Executive Director of the Miami-
Dade County Office of Community Advocacy. AID of the speakers were
extremely complimentary and recommended that CALEA strongly
consider reaccreditiny the City of AAiami Beach Police Department.
2. Telephone Contacts
The Miami Beach Police Department advertised and made available a
public call in line for the assessment. Assessors staffed this telephone
line from 1:00 p.m. to 3:00 p. m. on Monday, August 24, 2009. The
assessment team received eleven telephone calls.
It should be noted that the MBPD highly publicized the: call in session as
well as the public hearing through a public sen~ice announcement which
was sent out to major newspapers and television stations. The Miami
Herald Ne~,vspaper printed an article stating that if people had complaints
against the N16PD, CALEA was accepting them through the caa in line,
which they printed, and in person ai the public hearing. Chief Noriega
contacted the newspaper to express his displeasure with the way they
interpreted the accreditation process and related activities. Several of the
callers opened the phone conversations by asking if they had reached the
complaint line.
Several of the callers expressed concern about the service they received
by the MBPD, others complained that MBPD officers did not take enough
time to explain the ongoing police action. All of the concerns were brought
to the agency, vdhich promptly followed up with the callers and resolved
the issues.
The majority of the callers supported the agency and praised the level of
service they provide under sometimes extremely difficult circumstances.
This sentiment was echoed by Gerald Bailey, the Director of the Florida
Department of Law Enforcement (FDLE.} Director Bailey called in and
stated that the MBPD was an outstanding agency and that FDLE staN
always enjoy full cooperation, information sharing and professional and
courteous interactions with A~1BPD staff.
The Miami-Dade State's Attorney, Katherine Fernandez Rundle, called in
and stated that the MBPD is a high caliber police agency with thorough
and comprehensive protocols. She was very complimentary of the quality
of work the MBPD produces and sends to her office for prosecution.
ASSESSMENT REPORT
PAIAMI BEACH POLICE DEPAR"f~,4ENT
PAGE 6
3. Correspondence
Team Leader t iassan Ader. received numerous letters supporting the
MBPD's efforts to become reaccredited. The letters were received from
members of the Ciry's political leadership, prorninent business
associations, civic associations and peiice departments in the region.
The CALEA assessment team received several a-mails complaining about
poor police service. These e-rnails seemed to be prompted by the Miami
Herald article soliciting complaints about the tv16PD.
Chief Noriega immediately assigned staff to respond to the negative
emaiis and ensured that a prompt and thorough follow-up be completed.
This assessment team w+as briefed on the circumstances surrounding
each a-mail and provided with the deans of the resolution.
The assessment tears observed fhe manner and seriousness with which
the MBPD responded to the e-mails, furthering its opinion that the MBPD
takes citizens concerns seriously and handles them thoroughly and
promptly.
4. Media Interest
There was no direct media interest regarding the Miami Beach Police
Department on-site assessment. The Miami Beach Police Department's
website highlighted information regarding the pubiic call in session with
the date, times and ftre telephone number. The public iniorrnation
session, including the date, time and location, was also published and
posted on their website.
The MBPD highly publicized the call in session as well as the public
hearing through a public service announcement which was sent out to
major newspapers and television stations. The M,~ami Herald Newspaper
printed an article stat;ng that if people had complaints against the MBPD,
CALEA was accepting them through the Cali in line, which they printed,
and the public hearing. The article appears to have contributed to some of
the negative comments and a-mails received by the assessment team.
5. Pubiic Information Material
The agency's public information plan was comprehensive. Not only was
the assessment well publicized in the community and the media, but i` was
ASSESSMENT REPORT
MIAPAI 3EACH POLICE DEPARTMENT
PAGE 7
also posted in various stations and offices maintained by the department
throughout the City. The assessment team noted the number of persons
that contacted CALEA wishing to offier comment and participate in this
process.
6. Community Outreach Contacts
Team Leader Hassan Aden interviewred Dr. Larry Capp, Executive
Director of the Office of Community Advocacy for Niiami-Dade County. Dr.
Capp highlighted the positive relationship between the community and the
N1BPD as well as the thought, planning anti concern that the MBPD
undertakes when special events occur in South Beach and other areas of
the City. These special events bring in up to 300,O0U people and need
meticulous planning and consideration in order to strike a balance
between 'the residents' needs and those of the visitors and involved
businesses. Dr. Capp stated that then are many complexities involved in
planning for these events and that "the N+IBPD does ii brilliantly.
Team Leader Aden also interviewed Mrs. Faye Goldin, a Niiami Beach,
resident, ~vho was extremely compiemertary of the MBPD. Nlrs. Goldin
stated that the MBPD is a caring, community-focused, well trained and
compassionate police agency. She stated that Chief Noriega and his staff
are incredibly responsive to the needs Of the community and that the
partnerships they have built are founded on mutual respect and trust.
G. Essential Services
Law Enforcement Role, Responsibilities, and Relationships-and Organization,
Management, and Administration. (Chapters 1-17)
Organizational policies and procedures are properly prepared, reviewed and
implemented by the Miami Beach Police Department. There ~roere no noted issues of
significance relative to these responsibilities. The agency provided an organizational
chart that was clear and unambiguous as to the chain of command for each
organizationai component and the overall structure of the department.
Those policies affecting the cbservance of compliance with Constitutional Law and
responsibilities, such as search and sei?ure, and arrest procedures were in compliance
with all standards and state and federal law. All information reviewed indicated that
Niiami Beach, police officers follow these policies and practice sound judgment in the
application of discretion and enforcement.
The agency functions under state law regarding mutual aid agreements and
memorandums of understanding. The MBPD has strong partnerships ovith other police
ASSESSIvIENT REPORT
rvdAMl BEACH POLICE DEPARTR~EN ~~
PAGE K
departments and government agencies that operate in the Miami-Dade Gouniy area.
The agency was able to provide an exhaustive list of all the agreements currently in
place outlining procedures for sharing of resources and specialized units in mutual aid
conditions.
It is clear that this agency is fluid in its ability to quickly adapt to the expressed needs of
ifs business and residential communities through strong comrrrunity partnerships
established thm!~gh their very successful Neighborhood Resource Officer program,
community surveys, and countless other efforts. The agency prepares and updates
annually a comprehensive multi-year plan that was detailed and `.ocus~d on relevant
and upcoming chalienees. This plan outlines a varier] of objectives and needs that the
agency will focus on during the time period identified by the plan.
Crime analysis data is extracted from. incident reports, supplemental reports, arres*.
reports, agency teletypes, corrections inmate release lists, intelligence reports and
citizen surveys. The analysis factors evaluate the frequency of the types of crimes,
geographic distribution of crimes: Temporal distrioution of crimes, available victim or
target descriptors, physical evidence information and any modus operandi factors that
are available.
Ttre agency completes staffing assessment studies using monthly reports.
Biased Based Profiling
The agency's policies relative to bias-based profiling are clear in tha'. race or ethnicity
cannot he the sole factor in determining the existence of probable cause for an arrestor
custody of an individual. The agency has a solid and mufti-pronged program in place to
identify and prevent bias-based profiling in law enforcement contacts. The program is
proven successful as evidenced by the extremely few complaints received: only three
during the assessment period, two being unfounded and the third evas still under
investigation at the time of the analysis. The success can be attributed to the annual
training on bias-based profiling, traffic stops, procedures, Supervisors' Report of Control
of Persons (Use of Force incidents), per incident administrative review of all uses of
force. The various annual analyses of bias indicators, such as bias-based complaints,
uses of force, pursuits, and analyses of pro Iles associated with confiscations also help
to keep the agency well-trained and in compliance with applicable policy.
The Internal Affairs Unit capbures statistics regarding complaints relative to bias-based
profiling. This office also reviews any complaints of bias-based profiling, and is
responsible for conducting an annual review of the agency's practices, including citizen
concerns.
The chart below reflects the agency's recorded complaints over the past three calendar
years.
ASSESSMENT REPORT
M!A1111 BEACH POLICE DEPARTA~IENT
PAGE 4
Biased Based Policing Complaints
Complaints 2006 2007 2008
from: _ _ _ _
Traffic contacts 0 1 _U_
Field contacts 0 1 ~
~ _
__ 1
Asset Forfeiture
- 0 0
.-._ J. 0
-- - -
Use of Force
The agency policies relative to use of force include detailed definitions of the continuum
of force, lethal force, less lethal weapon use and serious physical injury. Training and
after-deployment medical attention are also addressed.
A'. uses of force are reported in a standardized format in the Supervisor's Report of
Control of Persons and administratively reviewed and evaluated by three levels of
supervision. This review focuses on reasonable use of force evaluation and compliance
with law and establishes policies.
The MBPD Issues the Sig Sauer P226 and/or P239 .40 caliber semi-automatic
handguns, An optional patrol rifle program is in place for those officers wishing to
participate. The MBPD also issues aerosol deterrent spray (ADS), Taser electronic
control devices, and expandable batons.
The chart that follows reflects the agencies recorded use of force incidents for 2006,
2007 and 2008. Il indicates that their ac.~tivities have remained relatively stable over the
time period evaluated by this assessment.
Use of Force
i 2006
~ 2007 02 08
1
Firea_rm 5 0
ECW _ 123 102 79
Baton 3 1' 8
C 56
O 48 42
_
_Weaponiess _ I 256 279 _253 _
Total Types of Force 500 481 _382 -
~
257
Total Use of Force
Arrests` 253 218
- ~
Complaints 276 175_ _ _ 92
Total ,Agency Custodial 12,887
Hnest .. -- ~ _ 13,935 12,740
-_-. _I
ASSESSMEN? REPORT
MIAMI BEACH POLfCE DcPARTMEVT
PAGE '.0
There were no incidents reviewed or information discoverer: that would indicate there
are any issues evith the agency's use of force policies and practices. The agency issues
Tasers to its officers. These less lethal weapons are worn on the utility pelt of the
officers at all times while cn duty. During daily briefings, each officer is required to
ensure that their assigned Taser is working properly.
Personnel Structure and Process (Chapters 21 -35)
The City of PAiami Beach Code establishes the varitten classification plan for all City
employees. There are procedures for review and reclassification recuesls if an
employee helieves that their position is improperly classified due to a change in
responsibility or function. Job task analyses are complete and vdell structured to give
guidance for employees and prospective employees. The agency has a collective
bargaining t:ontract with :he Fraternal Order of Police (F.O.P.}and several civilian
bargaining units. The agency has policies and procedures in place to ensure good faith
bargaining and representative agency involvement in the process. The president of the
F.O.P. chapter tha*, represents P~1BPD officers was highly complementary of the
Department's leadership and management philosophies.
Grievances
Grievances filed by agency personnel have consistently decreased over the past three
years. The MBPD has clear and unambiguous policies on the grievance procedures
and overall process. The agency had only four reportable grieva-~ces during the fast
calendar year. This trend is a reflection on the management style professed by Chief
Noriega and his command stafr. In just two years, the agency has reduced grievances
by a remarkable 73%.
Formal Grievances
G irevances -2006 2007 _ 2008
Number 15 9 ~ 4
Discipline
The agency assigns administrative investigations to line level supervisors as well as
staff from the Internal Affairs Unit. There are specific matrixes used to ensure that
discipline is progressive and fair in its application throughout the agency. The agency
uses an award committee that submtts accepted recommendations to the Chief of
Police to recognize outstanding performance from their employees.
Team Leader Aden attended a roll call in which Chief Noriega recognized officers and
administrative staff for outstanding performance. tt was easily apparent that the agency
ASSESSMENT REPORT
MIAMI BEACH POLICE. DEPARTMENT
PAGE li
rewards their employees through commendations for good performance. Assessors
observed officers proudly wearing multiple awards on their duly uniforms.
Personnel Actions
- _
~ ~ 2006 2007 _
~ 7008
~- _--
Sus >ension 3 _ - 4 ~
_ 3
~_
Demotion 0 0 1
Resign In Lieu of 2 1 4
Termination _ _
i 0
Tj ermination ~ 1 1 _._
_
Other 0
_ U __
- 0 -- -
_
Total 6 _ 5 9 _
~ommendaf~ons 95 101 _ 106
The total number of complaints received from inlemal and external sources and
ivies±igated by the agency has decreased sharply in the last two years. This reduction
in complaints against acenry personnel coincides with the appointment of Chief Norieya
and thz implementation of his policies and methodology in the manner with which his
staff interacts with the community and polices itself.
Complaints and Internal Affairs Investigations
internal and External 2006 2007 2008
Cili~en Com taint 83 65 Z6
Sustained _ 5 4 _ 0
Not Sustained _ 15 8 7
Unfounded __ ~ 39 28 8
Exonerated 24 25 11
The Miami Beach Police Department does not track whether the source of a
complaint is internal or external-the chart has been amended to reflect all
complaints for the assessment period.
Recruitment
The agency has a recruiting function that is a joint effort of the City Human Resources
Department and the N~BPD Personnel Section. They have a current staff that reflects
the available workforce, and a recruitment plan in place to maintain that status. The
City of Nliami Beach is an equal opportunity employer and strives to ensure that it
reflects the values as well as the makeup of its community. It is apparent by the
makeup of their workforce that they are adequately reflecting the makeup and needs of
their community, by hiring and training personnel from all racial and ethnic populations
represented in their community.
ASSESSMENT REPORT
MIAMI BEACH POLICE DEPARTMENT
PACE ! 2
Selection
Ttre MBPD has a selection process in partnership with the City's Human Resources
Department. They have explicit and detailed instructions fior applicants and select
personnel based on evenly and fairly structured requirements. The background
investigation process is thorough and complete covering all aspects of the applicants'
prior work experience, social contacts, and {ife experiences. Medical and psychological
testing is conducted by licensed practitioners, and the integrity of the testing and results
is closely maintained. They adhere to recognized Equal Employment Opportunity
(EEO) practices in all p"aces of the application and hiring process. Once an applicant
applies for a position v~ith the agency, they are kept informed of their progress in writirg
after each aspect of the process is completed. Once an ernployee is hired, they must
complete aone-year probationary pericd; during which they receive progress
evaluations at least quarterly.
Training
The MBPD takes pride in having a highly trained and efficient workforce. Ttie Chief of
Police encourages and offers high-level training opportunities to agency employees.
The agency is committed to all types of training including mandatory re-training of
employees displaying deficient skills in critical areas as well as those that may be
under-performing. Employees who fail to attend mandated remedial training could be
disciplined. All training records are updated regularly and kept in a master training file
for each employee.
In-service training is conducted by the Training Unit using certified agen;.y staff as
instruc`.ors. The training function at the MBPD is intact and highly effective. The
agency maintains a firing range in its Headquarers building.
Sworn Officer Selection Activity in the Past Three Years
ASSESSMENT REPORT
N11Atv11 BEACH POLICE DEPARTMENT
PAGE 13
Upon completion of a police academy and selection for employment at NIBPD, new
recruits must successfuay complete a formal, well-designed field training program that
exposes recruits to all shifts and likely crime incidents they will encounter when certified
and on th0ir own.
Promotions
The City of Miami Beach Human Resources Department conducts ail promotional
examinations for the MBPD. They use a combination of written tests, oral interviews,
and assessment centers. Ail aspects of the process are ir: writing and furnished to
applicants for the promotional process. Promotional testing materials are generated by
a consulting firm utilizing job related functions as identified in the applicable position
class specification. Once the written and assessment center testinc process is
completed, the agency CEO receives a t;ertified list of the candidates for the available
position(s). The Chief may then select a candidate from the list to fill the position. After
promotion, employees must serve cone-year probation period. Promotional grievance
procedures are clearly articulated out in applicable collective bargaining agreements.
Sworn Officer Promotions
_ PROMOTIONS-2006-2008
'
-
-
_
20
06_
~ 2007 ~ 2008
_
_
~~ GENDER /RACE TES TED
Caucasian/Male 0
I
1
35 ~ _ _
~ ~ D
_~
.-
CaucGsian/Female j _0_ i ---
5 - --
0
~ African-American/Male ~ 0 j 12 0_
~
_ African- ~ 0 2 0
I
Amercan/Female
~
_
_
His aniGrMale 0 53 j 0
His anp is/Female _ 0 2 0
GENDER/ RACE ELIGIBLE
AFTER _TE_STING
Caucasian/Male 0 20
~ ' 0
--
' CaucasianlFemale 0___ 0~ C
African-American/A4ale _ 0
~ 4 0
African- 0 0 ~ 0
American/Female _
_ _ _ ___
Hispanic/tvlale _
0 _ 29 0
Hispanic/Female 0 0 0
GENDER`RACE
PP.Of~~r~TED _
Ca~n~as',an+'P:1aie I - 1 _ 12 ~ _ 0_
ASSESSMENT REPORT
N11AP~+}I t3EACH POLICE DEPARTMENT
PAGE t
~- --
CaurasianlFemale
~ fl 0 _r
- 0
-- -
-
African-AmencanlMaie ~ -
0 r
_ 1
~- ~
0
African- 0 ` 0 ~ 0
Americar,r'Female _
~ __ ____
? _
_
_ Hispanic/Male _
F 0
0 ~ 1~4 _
~ 0
Q
-~
emale I_
Hispanicf __ J ~ __ _
In the prcmotional testing conducted in 2007. 10y applications were received. Nine of .
those applications went submitted by women (8%). None of the women that tested
were eligible to continu in the process based or'. their scores in conjunction with the
established requirements to advance fog further consideration. The AAiami Beach Police
Department contracts ~^rilh a consulting firm for all promotional testing. The consulting
firm provides professional and rigorous test~.ng pracfices to ensure that the best
candidatrs are selected to continue in the process to be ultimately considered for
promotion.
Law Enforcement Operations and Operations Support (Chapters 41-61)
The agency provides 24-hour patrol coverage through three shifts. The MBPD patrol
function is livided into districts ensuring geographic accountability to district
commanders. Each district operates three shifts covering days and evenings and
rnidnights. Patrol o`ficers display a deep sense of pride and professionalism in the
manner in which they carry themselves and interac# with the public.
The needs of each MBPD patrol district are identified through partnerships with
homeowners and business associations, as tivell as other groups, #o identify unique
comn:uni#y needs. The Neighborhood Resource Officers program has been largely
successful in establishing these partnerships #hrouyh effective communication and easy
accessibility.
During aride-along ir, the North Beach distric# by assessor Wachuta, a resident pulled
up next to the patrol cruiser and thanked Officer Fagen for the visible patrol in that
particular neighborhood. She made complimentary remarks about the i~ABPD and Rs
increased patrol presence in the area and the resulting positive effect on crime and
quality of life.
Preliminary investigations are handled by the patrol officers. Investigators are on call
24-hours a day and frequently attend roll calls. The Strategic Investigations Division
supervisors maintain intelligence files that are secured and separated from other
records. The MBPD embraces regional and Federal partnerships and assigns officers
to several focal and Federal task forces. The many :~enefrts of such assignments
include valuable intelligence information and asset fofieitures.
ASSESSMENT REPORT
MIAN91 6EACH POLICE DEPARTMENT
PAGE 1>
At the static display assessors were able to vie~,v a range of vehicles the agency utilizes
for traffic and other enforcement efforts. The MBPD utilizes motorcycles, marked and
unmarked vehicles, boats, All-Terrain vehicles, Segway Personal Transport vehicles,
bicycles and foot patrols to conduct their patrol activities.
The agency has a robust traffic enforcement function and has the option of issuing
warnings. MBPD officers are given the appropriate amount of discretion. in these
matters.
006
Warnings and Citations 2
Traffic
-
_
_
RacelSex ! Warnings ~ Citations T Total ~
-OTAL ~ 1,250 47_739 ~ 48,989
arnings and Citations 2007
Traffic W
_
RacelSex 1Namines~Citation~s ~Tota~
TOTAL. ~~_ 650 ; 52,976 1
E 53,62
- -
Traffic Warnin sand Citations 2008
RacelSex VUamin s Citations Tota
TCTA~158 49,3889 49,539 ~
Crime Statistics and Calls For Service
The MBPD uses advanced software and highly skilled crime analysts to provide data to
operational units. These units use the data to prioritize areas in need of additional
police resources and then deploy those resources in order to impact emerging and
existing crime trends, patterns and series. The N16PD uses regular command
information sharing meetings to ensure that commanders are pro-active and
accountable for crime and disorder in their areas of responsibility. The MBPD uses its
established relationship with the Miami area media to disseminate information to the
public on matters of personal safety or issues of compelling public interest
Part 1 Crime Statistics_
-
- T 2006 I 200.7 ~ 2008
_
Murder 4
- 4 6
_
Forcible Ra~
-i 81 58 50
_
Robbery 432 448 405
_
:ated Assault
Adc~rav
~ 598 562 529
_
Bur tar 1,372 f 1,354 ! 1,279
Larceny-Theft , 5,357 o,6U7
' 6,144
Motor Vehicle Theft
~
- 853
- 844 _ 792
Arson
_ 6 1L 16 _
ASS-SSMENT REPORT
MIAMI BEACH POLICE DEPARTMENT
PAGE :6
The R46PD is a service oriented police agency with a high sensiiivi`y to community
needs and expectations. The Chief of Police has made community partnerships a
priority for the agency. Patrol and specialty units are provided accurate and timely
information regarding crimes and disorder in the communities they serve as well as
information about trends and patterns of crime relating to small geographic areas. The
agency has moved towarc: a location based policing model so that the appropriate
resources can quickly be deployed address crime hotspots and accurately deal with
problem addresses that generate high calls for service. This approach has been well
received by the community and iias galvanized the police and the comm:mitt' as
partners in solving problems.
Calls for service have remained relatively stable over the first rivo years of this
assessment period. the third year saw a dramatic drop in calls for service of 8.7%.
This is largely due to the efrective and highly focused problem-solving activities by
MPBD staff assigned to patrcl and support functions. The agencys focus on location-
based policing is impacting thc: repeat call for service locations and he':ping to diminish
the call volume.
Calks For Service
2005_ 2007 ~ 2008
~ 144,74348,882 135,834
Vehicle Pursuits
Pursuit analysis in the fv16PD is taken seriously and is a very thorough process. The
analyses include a wide variety of statistical information to substantiate their findings
and facilitate training.
Over the past three years, the number of pursuits has increased, while the number of
accidents has decreased from 2007 to 2008 by 50%. All of the pursuits were for felony
offenses. Over the past three calendar years, the MBPD has been involved 13 vehicle
pursuits. Of these, six (46 :/a; resulted in accidents, and none resulted in injuries.
Restrictive and thorough pursuit policies ensure that vehicle pursuits are based on
serious offenses and monitored by supervisors. The breakdown of pursuits and related
issues are reported in the chart below.
Vehicle Pursuits
PURSUITS _ 2000 2007 2008
Total Pursuits _ 2 _ `~ _ 6__
Termnated by 1 2 T- 4
agency __~_ _ _
ASSESSMENT REPORT
MIAR41 BEACH POLICE f)EPARTMENT
PAGE 17
rPotic}~Complian~ 22 __5 0
Po!iry Non- 0 0 -~ ~ 0
compliant _ ,.-~. _
Accidents 0 4 2
Injuries: CNficer C 0 0
_ :Sus ep .cts ~0 0 __ 0
:Third Party 0__ _ ~ __ _0
Traffic o`feose 0 0 0
Felory, _ ~ ~_ 2 ~ - 5 --6
Misdemeanor 0 0 0
Critical Incidents, Special Operafions and Homeland Security
The MBPD is accustomed fo planning for and dealing with critical incidents and special
events. The agency is responsible for planning and staffing many highly attended
special events as vaell as adjusting to the extreme infilux of visitors during the Tvlemorial
Day celebrations. Tho MBPD also has to plan and prepare for hurricane responses,
and other pre-planned large events such as VIP or dignitary visits. The agency has a
comprehensive se: of directives that provide guidance for the preparation and response
procedures including acall-back process to assemble personnel in unplanmd
emergencies.
The agency conducts Incident Command System training and exercises to increase the
effectiveness of staff and to team from the after-action reports. The agency provided an
opportunity for the assessors to view the equipment used in special operations and
homeland security initiatives. The vehicles and equipment dedicated to these critical
functions is technologically current and Quell-maintained.
The Special Weapons and Tactics Team (SWAT} is equipped with cutting edge and
well-maintained tactical equipment and weapon systems. The MBPD SWAT team
trains and deploys with other SWAT units in South Florida. These deployments are
seamless and well executed. The assessment team had the opportunity to interact with
Lieutenant Yero, the 416PD SWAT commander. Lieutenant Yero was clearly dedicated
to the officers who serve on the SWAT team and displayed a comforting level of
knowledge in the critical missions he and his staff are faced with.
Internal Affairs
The MBPD's operates an Internal Affairs lJnit that manages its disciplinary system. 'T'he
unit has the responsibility to address internal affairs complaints as well as public
complaints. Policy defines how and by whom different types of complaints are
investigated. Policy mandates that investigations be completed wit`~in a specified
timeframe with consideration for time extensions based on the nature and complexity oY
ASSESS0.~IENT REPORT
MlAftfll BEACH POLICE DEPARTMENT
PAGE 1~3
the investigations. The investigators must keep the complainants updated nn the
progress of the investigations as ovell as periodic status reports to the Chief of Police.
The MBPD policy on the irrlake process for complaints is intact. Every complaint
against employees is recorded, investigated, and administratively reviewed. Citizens
are provided information on how to file complaints, and are notified of final dispositions.
Employees are advised in writing of any complants and subsequent investigation
against ahem. Internal affairs files and records are physically secured in the unit's office.
Access to the office is strictly controlled and all files and computer records are either
physically locked and/or password protected. The Internal Affairs Unit is located off-site
and is appropriately alarmed.
Team Leader Aden closely reviewed the Internal Affairs Unit while conducting the on-
site. Team Leader Aden was impressed with the function and methodology of the
internal affairs process vdifhin the MBPD. 1 earn Leader Aden came away vaith the
impression that the agency treats its employees fairly anti with dignity during the
arduous process of internal investigations and that the ayency appropriately screens
and trains personnel assigned to the unit to ensure competen;;y and accuracy in their
work product.
Detainee and Cour# Related Activities; Auxiliary and Technical Services (Chapters
70-84)
Officers in the MBPD understand the importance of searching arrestees prior to
transporting them in their vehicles. The agency uses partition equipped patrol vehicles
as well as a prisoner transport van to transport prisoners to the appropriate facility. The
agency has corr:prehensive policies and procedures regarding prisoner transports. The
agency operates a holding facility in the headquarters building. The course of action in
case of a prisoner escape is outlined by clear and comprehensive procedures. There
have been no escapes during this assessment period.
The department operates a holding facility wherein detainees are housed for a
predefined period of time. The MBPD holding facility is extremely secure and monitored
through use of cutting edge technology and ofd fashioned visual supervision by officers
twenty-four hours a day. The ayency has progressive rules and regulations in place to
ensure the safety of detainees and officers assigned to this duty.
Highly trained communicators operating out of a new state of the art, multi-discipline,
communications center, handle the agency communications function. They are
equipped with 800 MHz trunked radio units capable of direct communication with all
local and state agencies. The radio system is well designed and is operated on a UPS
and automatica!Iy tested backup generator system. Team Leader Aden was given a
four by Captain Bornstein who introduced him tc ManaSer Clarise Ferguson,
Communications Operators Maddy Jimenez and Martha Nino and Supervisor Yasmen
Killen. Captain Bornstein expertly explained the purpose and function of each pesiiion
ASSESSt\4ENT REPORT
PAIAivII B_ACH POLICE DEPARTMENT
PAGE 19
as well as the Communications Systems and capabilities. The staff that Team Leader
Aden interacted with were very well versed in the operation of the center and tfie needs
of the region for comrnunications interoperability.
The agency is in the process of transitioning to a new Records Management System
(RMS) which will incorporate an ele~ronic report ~ririting function. The new RMS is a
customizable system that will lead to an efficient (low of information in an almost
papedess environment. The security procedures surrounding these records systems
are well designed and ensure the security of all information contained within the
systems, while allowing access to all personnel that need to use the systems for
information storage and rririeval.
Evidence and Property
The MBPD evidence and property unit is located within the headquarters building and is
staffed 24-hours a day. The agency has clear and sensible policies and procedures
that yovem the storage of existing and incoming evidence. The staff assigned to the
Property Urit has done a superb job of keeping evidence and property well organi~.ed
and easy to retrieve. Team Leader Aden asked one of ine property clerks to
demonstrate the properly retrieval process by asking for a spec'rfic piece of property i
randomly selected from their records-the employee took the form and returned within a i
minute with the appropriate piece of property. The facility was clean and reflected the
kind of pride taken by the employees manayiny this critical agency function.
In addition to excellent policies that govern all propertry and evidence matters, the
MBPD does an outstanding job of fraininy its officers in the procedures for receiving all
in-custody and evidentiary property. The property is packaged properly and placed ,
under the control of the Property Unit in a timely manner. This unit has procedures for
handling sensitive items, including bid-hazardous material and other potentially
dangerous items. The Property Unit collects property from the temporary property
storage lockers on a daily basis and logs the evidence and property into the agency i
computer system. The status and location of all property is recorded using computer
sofhvare. Property Unit personnel are the only MBPD staff members that have access i
to the secured property rooms and loy all visitors to the area. The refrigerators that are
used for evidence are on a back-up system in case of a power outage. Property Unit
policies cover procedures to secure money, drugs and firearms in separate secured
areas within the propery room. ~
The required inspections, audits and unannounced inspections are properly conducted I
and documented and occurred as specified by CALEA standards. Final dispositions of
property that is no longer needed are accomplished in the six-month timeframe.
The MBPD has Crime Scene Investiyators on duty 24-hours a day, seven days a week.
The Crime Scene Investigations Unit provides agency personnel outstanding instruction
regarding the latest and most effective evidence coflectior, methods. Crime Scene
ASSESSMENT REPORT
AAIAPIII BEACH POLICE DEPART~4ENT
PAGE 20
reaorts are concise and well wrilten. MBPU personnel are remarkably skilled in crime
scene investigation. Disposition of property is governed by state la~v and written
directives.
H Applied Discretion Compliance Discussion:
This section provides s~acific information on standards found to be in compliance aaer
on-site "adjustments" were made. Adjustments may include modifying agency policies
and directives, creating documen`.ation, alteration of the physical plant, deficiencies in
performance activities, and "wet ink" Issues, where the written directive is rre+uly issued.
This section does rot apply
I Standards Noncompliance Discussion:
This section does not apply.
J. 20 Percent Standards
CALEA agencies must be in compliance with at least 80% o` applicable other than
mandatory (O) standards. The agency is free to choose which s"andards it will meet
based on their unique situation. This section adminisfrativelyelarifies these standards
for the agency, assessors, and CALEA Commissioners.
The agency was in compliance with 97% of applicable other-than-mandatory (O)
standards.
K. Future Performance /Review Issues:
This section does not apply.
L Table: Standards Summary:
TOTAL
Mandatory (M) Compliance 346
(M) Noncompliance 0
Waiver 0
(O) Other-Than-Mandatory Compliance 70
(O) Elect 20%
Not Applicable 45
TOTAL {Equals Number of Published Standards) 463
ASSESSMENT REPORT
MIAMI BEACH POLICE DEPARTIv1ENT
PAGE 21
M. Summary
The Miami Beach Police Department significantly improved the cuality of it s `files and
proofs of compliance from the previous assessment. Duriny this assessm ent, there
were no standards in Applied Discretior. status and four file maintenance issues that
involved additional existing proofs of compliance. These proofs were quickly obtained
and added tc the files during the assessment. This was an improvement f rom the
agency's last on-site assessment when there were multiple applied discret ion standards
and numerous file maintenance issues. All agency fifes overe found to be well organized
and easy for the assessors to review.
All annul reports were filed in a timely manner and appeared complete w ith reouired
information. Additionally, all time sensitive reports were completed on tim e ar.d
submitted in accordance with applicable standards and agency policy. Th ere were no
areas of concern or problems to report. The assessment team determine d the agency
was in compliance with all applicable standards and that they are meeting the intent of
the CALEA standards.
Based on the overall feedback received by assessors daring this on-site a ssessment,
the agency is well-respected in the community it serves. Amy issues or co ncerns that
were raised by citizens during the on-site ~roere quickly resolved by the ag ency and the
resolution was reported to the assessors. All agency personnel expresse d an interest in
the community and appeared genuine in their desire to promote a posRive and
professional image to those they serve.
The Miami Beach Police Department is a full service la~v enforcement age ncy that is
highly regarded among law enforcement agencies in the State of Florida. Chief Carlcs
Norieya is committed to providing outstanding service to the communities that his
agency serves as well as providing support to any agency that requests it .
Biased based profiling complaints are virtually non-existent as the agency has awell-
developed training program to educate off+cers on their responsibilities in this area.
Additionally, grievances filed by employees have dropped from fifteen to f our since
2006.
The spirit of cooperation between the various units we encountered was genuine and
indicative of the commitment to fight crime and disorder as well as increa sing the quality
of life for the citizens, visitors and businesses of Miami Beach.
During the public hearing it was abundantly clear that the communit y supports the
efforts of the Miami Beach Police Department and that it is included in i ts strategies to
address crime and disorder. The par~nership befi~veen the agency and the community
was impressive and highly commendable.
ASSESSMENT REPORT
MIAMI BEACH POLICE DEPARTMENT
PAGE 22
N. Recommendation
Based on the assessment team's observations, intervietivs and ride-alongs, i# is clear
that this is awell-managed agency that treats its members with dignity and respect and
manages by inclusion rather than exclusion. The assessment team's opinion of the
Miami Beach Police Department was unanimous in tha` i# is a healthy, world class law
enforcement agency. The commitment to the accreditation process was explicit by the
agency leadership and strongly supported by City Manager and the elected political
leadership.
It is the recommendation or the assessment team that the Miami Beach Police
Department be considered for reaccreditation at the next comrrission meeting. It is
understood that the findings of the assessment team may be modified or rejected and
that the Commission will make the final accreditation decision.
Respectfully,
Hassan Aden
Team Leader