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City of Miami Beach, Florida
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Optimization Models
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Final Report
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March 1, 2006
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MAXIMUS
HELPING GOVERNMENT SERVE THE PEOPLE
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 1
FINAL REPORT MARCH 1, 2006
Miami Beach Police Department
Operational Staffing Optimization Models
EXECUTIVE SUMMARY
MAXIMUS is pleased to present this evaluation of current operational staffing and
deployment within the Miami Beach Police Department. In this report, we present our
analysis of the current staffing and assignments of the Police Department, including
patrol, investigations, and special detail assignments. We evaluate the impact of current
staffing procedures and policies as well as other policies that impact availability for
service and work performance.
We provide many different observations and recommendations throughout this report.
Some of the more critical observations and recommendations include the following
points:
• The Miami Beach Police Department should strive to enhance its patrol response
staffing and scheduling to meet the following standards
o District officers should handle 80% - 90% of the calls for service
workload in their assigned district.
o District officers should average no more than 50% - 60% of their available
time on calls for service during off -peak times.
o District officer should average no more than 70% - 80% of their time on
calls for service during peak CFS hours as long as the 70% - 80% time
commitment is no longer than four hours in duration.
• MAXIMUS recommends that the city continue to use a four day, ten hour
schedule but with the following alterations.
o The shift times should be as follows:
• Midnight — 2100 hours — 0700 hours
• Day — 0630 hours —1630 hours
• Evening — 1600 hours — 0200 hours
o An overlay shift should be added to the South District on Thursday,
Friday, Saturday and Sunday beginning at 2000 hours and ending at 0600
hours.
• Minimum staffing should be left to the discretion of the District Captain in
consultation with the shifts lieutenants. Factors that should be taken into account
include officer safety considerations, the availability of other departmental
resources, and workload demand.
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 2
FINAL REPORT MARCH 1, 2006
• The city should consider re- instituting a leave buy -back program. Under the
current procedures, officers must use or lose leave time beyond that which they
can accrue. In order not to lose the leave time, officers will use it. This creates
conditions that sometimes result in staffing shortages that have to be filled by
officers on overtime. During the study period, the city paid patrol officers for
some 26,900 hours at time and one -half for "manpower shortages" and for some
1,150 hours, at double time, for "forced patrol overtime." Leave policies
involving this recommendation might include vacation leave, sick leave, and
emergency vacation.
• The department's current leave use policy requires personnel to call in at least 24
hours in advance of an absence for vacation, floating holidays or religious
holidays. Based on studies of other similar agencies policies, MAXIMUS
consultants recommend that the department should seek to change this provision
so that time off for vacation, floating holidays, and religious holidays must be
requested 14 days in advance.
• Additional limitations should be placed on leave requests during the department's
busiest season. The analysis above demonstrated that the average calls per
service per week during the defined "winter" season (December through May)
averaged about 16% higher than during fall and summer. A limitation might take
the form of reducing the number of people that can be off for each work units by
season.
• The Miami Beach Police Department's current policy states that seniority shall be
the sole determinant governing many of the policies of the Department. Although
seniority traditionally has been given great significance in law enforcement
agencies, if used as the sole determinant factor, it can create issues. For example,
agencies that utilize strictly seniority for shift bidding, frequently find that the
majority of less experienced officers end up on the highest crime shifts.We
recommend a revision to the current policy to state that seniority is only one of
several factors taken into account rather than being the sole determinant factor
governing Department policy.
• In order to maximize high quality service to the public by providing adequate
staffing, to minimize the potential impact of fatigue from substantial overtime and
to improve targeted show up rates, we recommend that:
o The total number of hours an officer works per seven day period should be
restricted so that, once an officer works 64 hours in the seven -day work
period, the officer can work no additional "off- duty" hours. An officer
may exceed 64 hours in order to complete the officer's on -duty schedule
or to work overtime assignments. Currently, MBPD officers work 4 ten
hours shifts. Sixty four hours would allow them to work the equivalent of
MAXIMUS
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FINAL REPORT MARCH 1, 2006
their normal shift and allow for up to 8 hours per day on their three days
off, assuming no overtime.
o No off -duty work can be performed in the six hours directly preceding an
officer's shift starting time.
o During a seven day work week, as soon as an officer exceeds 64 hours of
work — regardless of the sources (on -duty, overtime, court time, or off -
duty) — the officer can work no additional off -duty jobs.
o The city should consider regulations that permit police officers from other
agencies to work off -duty in Miami Beach, under the same rules as for
Miami Beach officers. This would include that the officer be accounted
for through the Miami Beach dispatch system and that the officer supply a
portable radio that can communicate directly with the dispatch center.
• The city and the department should adopt a more strategic approach to traffic
enforcement by establishing a traffic collision analysis function. This function
might be placed either in the police department or in the public works department.
By using the information that would result from such an analysis function — such
as the violations that lead to traffic collisions, frequent collision time periods and
frequent crash locations -- traffic enforcement components can be more
strategically assigned to use various tools to modify motorist behavior. Such
focused enforcement may well be more effective in reducing collisions than more
traditional traffic assignment procedures.
• Miami Beach should install a monitored camera and enhanced lighting system to
monitor the beach and serve as a crime prevention tool.
• The city and the police department should continuously monitor beach front
safety. Consideration should be given to a second, overlapping shift to expand
beach coverage from 5:00 pm to 1:00 am. The possibility of hiring security
officers to augment patrol should be considered. The existing private security
contract might be expanded to accomplish this.
• Without the ability to demonstrate verifiable results for the level of effort
expended for Redevelopment Area (RDA) policing, it is difficult to document the
value of the RDA policing efforts. With a total budget of some $5 million, it is
important that the MBPD justify the expense. The Miami Beach Police
Department should adopt a formal problem oriented policing methodology to
identify and track the work of the personnel assigned to the RDAs. the first key
element will be for the city to reconfigure its geographic information file so that
activity in the RDA areas can be isolated from work outside the area. because the
city still wishes to focus on South Pointe, even though it no longer an "official"
RDA and because the city center is still a formal RDA, the department needs to be
able to track activity that occurs in the RDA in order to determine the impact of
its community policing activities on the areas.
MAXIMUS
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FINAL REPORT MARCH 1, 2006
• Rather than add sworn personnel to Property Crimes, Economic Crimes and Auto
Crimes the department should add PSS positions as Investigative Aides. These
civilians should be trained to support investigators by making telephone calls,
checking computer files and conducting analysis to discover patterns crimes and
repeat offenders. By shifting substantial portions of the office work that is now
performed by sworn officers to civilians, detectives can be freed to work the
streets and track down and interview witnesses and suspects.
• Detectives should be scheduled to work five 8.5 hours days with substantial
weekend and evening coverage so that investigations can be pursued while
evidence is still fresh and witnesses and victims still are readily available for
interviews. The department needs to assess the frequency with which detectives
are called out and how long it takes them to respond. Victims should not have to
wait at a crime scene for a substantial time waiting for a detective. Especially on
weekends, the department may need to staff investigations on a 24 hour basis.
• The Miami Beach Police Department should consider reorganization of the
Chiefs Office, Patrol Division, and Support Services Division in order to assist
with overall implementation of this report.
• The Miami Beach Police Department should consider using private security to fill
various positions, such as finger printing citizens, issuing parking tickets to
violators of handicap parking, guarding prisoners who are hospitalized and
providing assistance on site to protect the integrity of crime scenes. This would
allow officers to concentrate their efforts on duties that only sworn officers could
do. This program could also reduce overtime hours by sworn officers on the job.
MAXIMUS
HELPING GOVEIVMAI ENT WIMP7nIE PEOPLI
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 5
FINAL REPORT MARCH 1, 2006
Miami Beach Police Department
Operational Staffing Optimization Models
1. INTRODUCTION
The City of Miami Beach retained MAXIMUS to conduct a staffing and deployment
analysis of the Miami Beach Police Department, and we are pleased to submit this final
report of our analysis.
The scope of this project is defined in the City's original request for proposals, to include
the following:
"The goal for this contract is for the consultant to provide relevant and realistic
recommendations on how to most effectively utilize Miami Beach Police Department
resources, while maintaining and improving police services. The consultant will work
closely with a committee to be comprised of representatives from command staff, rank
and file, the Fraternal Order of Police, the Office of Budget and Performance
Improvement, and Labor Relations to explore concerns, develop and test solutions. The
consultant should develop practical and affordable solutions that are fair, impartial,
humane and efficient and ensure that priority is given to the service delivered by the City
to its residents and businesses. The terms of the contract are subject to negotiation, and
City desires that Respondents recommend best practices for incorporation into the
program. The scope of services will include the following:
• Conducting management and operational reviews of relevant Department policies
and procedures;
• Review the current operating environment including:
• arrests, calls for service, requests for police personnel to work in an off -duty
capacity at various commercial establishments, a significant number of major
events and traffic control at road construction sites;
• current schedules; and regular and overtime staffing levels;
• the frequency of patrol overtime, and off -duty and secondary employment.
• Identify best practices of other police depaitments around the Country and discuss
methods used successfully as well as pitfalls that they have encountered in
implementing specific policies and practices relative to identified concerns.
• Recommend policies regarding appropriate levels and conditions for use of patrol
overtime, off -duty, and secondary employment.
• Implement or calibrate a police staffing optimization model for the City that
incorporates recommended policies and is able to respond to changing operating
conditions in the future and utilize the model with existing conditions to:
• Develop schedules for assigning required staffing most productively and
equitably;
• Determine the number of field patrol officers and supervisors required to enable
the Department to: respond to emergency and non - emergency demands of citizens
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 6
FINAL REPORT MARCH 1, 2006
in a timely manner, conduct prevention and other proactive patrol tasks
effectively including community- oriented policing and problem solving; conduct
all other patrol tasks effectively, including traffic control and special missions
work; allow officers to meet all administrative requirements satisfactorily,
including report writing, training, court obligations; ensure the safety of the public
and the police officers;
• Design a plan for deploying the required number of patrol officers and supervisors
most cost effectively, by shift and patrol area, in response to geographic incidence
of crime, demands for non -crime services, and policing approach selected by the
Department; and
• Assess the impact on proposed changes including police community relations,
cost impacts, other support requirements ".
MAXIMUS is pleased to present this evaluation of current operational staffing and
deployment within the Miami Beach Police Department as defined by the project scope.
This report consists of fourteen sections, as follows:
1. Introduction
2. District Patrol Response (includes Bicycle / Beat Unit)
3. Patrol Supervisors (Sergeants)
4. Traffic / Motors / Accident Investigation
5. ATV — Beach Patrol
6. Marine Patrol
7. RDA
8. Crime Suppression
9. Crime Prevention
10. School Resources
11. Strategic Investigations
12. Criminal Investigation
13. Organizational Review
14. Layers of Security
The core of this report is the staffing analysis, embodied in sections two through twelve.
Within each of those sections we provide the following information:
1. Overview. This is a brief description of the area being covered and some
general principles of staffing the function.
2. Target Staffing Criteria and Rationale for Miami Beach. These will be
presented in the form of flexible ranges in the nature of guidelines. For each,
we discuss the reasons for the suggested targets, including experiences of other
jurisdictions.
3. Analysis of Current Miami Beach Conditions. In this part of the discussion,
we will include quantitative descriptions of staffing and various barrier and
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 7
FINAL REPORT MARCH 1, 2006
obstacles that the project team may have found that impede MBPD from
matching the target criteria.
4. Optimal Models for Miami Beach. In this section we will present our
recommendations for alternative models, where appropriate, that optimize
staffing in the MBPD.
5. Implementation Issues and Final Recommendations. As appropriate, our
suggestions for how the City may wish to proceed with implementation of the
recommendations included within the respective section.
The target criteria listed below result from our analysis of the current work being
performed by the Miami Beach Police Department, our interviews with stakeholders both
within the department and outside the department, and a review of staffing practices from
across the country. Some targets are based on the time needed to deal with workload that
is generated from the public such as calls for police service and reports of crimes. Other
standards are based on the need for a police department to engage in proactive and
discretionary activities designed to prevent and control crime, violence, and disorder in
the community. In some instances of discretionary policing it is difficult to judge when
the staff assigned matches the need. For example, at what point have enough personnel
resources been devoted to anti -drug efforts? Often the answers are based more on
professional judgment and public perception than on quantifiable data.
Many departments similar in size to Miami Beach use special units to supplement patrol
response officers. Such units are designed to patrol in special purpose vehicles such as
ATV and bicycles or to perform specialized functions such as traffic control, enforcement
and accident investigation and conduct anti -crime operations. Frequently the work of
special units is discretionary. They focus on available targets of opportunity or seek to
control problem behavior. They may react to some problems such as driving while
intoxicated or a pattern of street robberies but seek to act proactively through crime
prevention activities or through working in schools.
Most often the work performed by such units is generated not by citizen requests but
when members of the unit initiate contact. For example, although the public may call
about a general traffic problem, the work of traffic officers is usually recorded when they
make a stop based on their observation of a traffic violation or of behavior that indicates
impaired driving. The discussion below includes a description of some of the key
operational elements for such units.
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 8
FINAL REPORT MARCH 1, 2006
2. PATROL
OVERVIEW
Examination of patrol staffing involved focusing attention on two primary sources of
patrol work: calls for service and self initiated activity.
• Calls for Service (CFS) — Calls for service are those episodes which the public
initiates when they request police service by making a telephone call (either
emergency or non emergency), stopping an officer on the street, appearing at a
police station, or by some other means.
• Self Initiated Activity (SI) — Self initiated tasks occur when individual officers, on
their own initiative, stop and check on vehicles (either because of suspicious
circumstances or because of traffic or license violations), stop pedestrians, check
on buildings, follow -up earlier incidents, write reports and perform other discrete
tasks. Generally speaking, self initiated work is composed of those episodes the
officer starts. Self initiated activities may include tasks that officers perform at
certain times during their shift such as school zone patrol or traffic enforcement.
Both sources of work are important to patrol operations. However, a police agency can
have less impact on when calls for service take place than on the timing of self initiated
activity. A call for service begins when a citizen makes a request for service usually with
the expectation that the police will respond immediately to that request. Although it is
possible to manage this workload somewhat — separating urgent calls for immediate
priority from non - urgent calls for delayed response —the times that calls originate cannot
be controlled by the police.
Self initiated activity is, to a large extent, discretionary. Officers can initiate encounters
when they have time to do so, and when there are targets of opportunity. Much of this
activity can be deferred to times when calls for service workload are lighter. However,
self initiated activity does depend on legitimate opportunities being available and such
times often coincide with high calls for service times. Car stops and checks of suspicious
activities frequently result from peak times of human movement and interaction.
Having sufficient time available for self initiated activity is important if a department
wants to work to proactively solve crime, violence, and disorder problems through
community policing. The best self initiated police work involves not only car stops and
pedestrian checks, but also time for officers to work with residents and businesses to
solve the problems underlying crime, violence, and disorder. Time spent in this regard,
when appropriately directed, can have the benefit of reducing calls for service as the
conditions causing the problems residents call about are improved.
Measuring Workload and Time Consumed
When examining MBPD's patrol workload, MAXIMUS used the following guidelines to
measure how much time is currently consumed:
MAXIMUS
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• Calls for service time consumed is measured beginning from the time that an
officer begins to travel to the specific location identified by a calling citizen.
• For self initiated work, time consumed begins when the officer notifies
communications that the officer has initiated an event on the officers own
volition.
• In both cases, the ending point is when the officer lets the dispatch center know
that the officer has cleared, or completed, the activity and is ready to handle
another assignment, if needed.
MAXIMUS reviewed a database of Miami Beach dispatch activity for a year's period
from June 1, 2004 through May 31, 2005. This database recorded 198,691 dispatch
events. It included 122,419 dispatches that resulted from a citizen call for service (CFS)
and 76,272 activities initiated by departmental personnel (SI).
A complete analysis of patrol workload requires being able to measure the total amount
of patrol officer time, and therefore requires records that show how much time each
officer spent on each call. The total time consumed by an event includes not only the
primary unit assigned but also the time committed by backup units. The Miami Beach
data base, includes, at MAXIMUS' request, a separate record for each unit on each call
so that a more accurate measurement could be made of the total time consumed on these
events.
The following methodology was used to calculate the average amount of time consumed
for the average week:
The total time by each unit on each citizen initiated call for service responded to by
Miami Beach officers was averaged by day of the week and hour of the day to
generate a matrix showing for each hour long time block the average hours of time
spent on calls for service.
As a result of this procedure a matrix that estimates the average time consumed on citizen
calls for service over the course of the average week was constructed. It shows the
following average time consumption, in hours:
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 10
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CITY WIDE
AVERAGE HOURS CONSUMED BY CALLS FOR SERVICE - ALL
UNITS
HOUR MON TUE WED THU FRI SAT SUN
0000 14.4 12.4 12.3 11.6 13.3 19.1 14.9
0100 12.2 11.8 9.6 10.4 11.6 17.6 23.7
0200 12.4 11.0 8.3 9.5 10.6 17.4 21.1
0300 13.0 10.7 8.3 10.0 10.7 19.2 22.7
0400 12.6 9.5 8.4 8.9 9.3 20.5 21.4
0500 11.7 8.2 7.7 8.3 8.7 21.0 19.9
0600 10.3 7.8 6.8 6.6 7.6 16.4 16.7
0700 11.8 8.3 7.4 6.2 7.7 12.5 12.4
0800 13.6 9.8 10.7 8.6 9.8 10.5 11.6
0900 15.6 12.5 13.0 10.9 11.4 11.0 12.6
1000 15.3 13.6 13.6 12.3 10.8 12.3 13.4
1100 14.8 14.1 14.1 13.3 11.8 13.5 15.0
1200 16.7 14.5 13.3 13.0 12.9 14.3 16.5
1300 17.1 13.4 13.5 13.9 14.6 14.4 17.0
1400 16.3 14.0 13.7 14.0 15.9 14.3 16.6
1500 14.6 14.7 15.3 14.6 16.3 14.6 14.6
1600 13.8 14.7 16.5 15.6 17.1 15.1 15.3
1700 15.6 14.0 15.7 16.8 19.0 17.9 16.2
1800 15.0 14.2 15.3 15.4 17.6 18.0 16.2
1900 14.3 13.8 14.9 14.9 16.5 17.7 17.1
2000 13.2 13.1 13.8 13.4 17.1 18.4 14.9
2100 12.5 12.5 13.3 11.7 16.2 18.5 14.6
2200 12.8 10.6 12.4 11.7 16.2 19.1 14.2
2300 12.5 10.8 11.2 11.7 17.1 19.6 14.4
Total hrs = 2298.5
Each time block can be interpreted as the amount of personnel hours needed to handle
calls for service only during that time on that day. For example: the 12.5 figure on
Monday night from 2300 hours until midnight means that on the average, over the course
of the year, 121/2 hours are consumed by calls for service during that period. Therefore, if
officers did nothing but respond to calls for service, 121/2 hours of officer time will be
needed to handle the CFS workload from 2300 until midnight on Mondays.
Many police departments will have busy periods during week day afternoons and also
typically from 2200 through 0100 hours on Saturday night until Sunday morning. Miami
Beach has a very different call for service profile because of the 5:00 a.m. closing time of
its bars and clubs. Its peak period is from about 0100 until 0600 on Saturday and Sunday
mornings.
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 11
1 ? FINAL REPORT MARCH 1, 2006
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The City of Miami Beach is divided into three patrol districts - South, Middle, and North.
Each district has a somewhat different calls for service pattern. The calls for service
matrix for the South District follows.
SOUTH DISTRICT
AVERAGE HOURS CONSUMED BY CALLS FOR SERVICE
HOUR MON TUE WED THU FRI SAT SUN
0000 7.3 5.8 5.9 5.6 6.7 10.1 7.7
0100 6.3 6.1 4.8 4.7 6.0 9.1 12.7
0200 6.5 5.3 4.1 4.5 5.7 9.6 12.1
0300 6.7 6.0 3.9 5.4 5.7 11.5 14.8
0400 7.2 5.3 4.4 5.2 5.2 12.4 14.6
0500 7.3 4.3 4 4 5.2 5.4 13.3 13.6
0600 5.6 4.3 3.5 3.9 4.7 10.2 10.4
0700 5.7 4.2 3.0 2.6 3.5 7.1 7.2
0800 5.8 4.7 4.0 3.5 3.7 5.3 5.8
0900 6.7 6.0 5.1 4.1 4.0 5.4 6.4
1000 6.4 6.9 6.3 5.1 4.1 6.2 6.4
1100 6.7 7.2 6.6 6.0 4.7 6.5 7.5
1200 6.9 6.9 6.3 5.0 5.7 6.8 8.4
1300 7.6 6.6 6.0 5.5 6.6 7.1 8.7
1400 7.4 6.7 5.6 5.1 7.6 7.2 8.5
1500 6.7 6.7 6.6 5.9 7.6 7.8 6.6
1600 6.7 6.9 7.3 7.3 8.2 8.2 7.7
1700 6.6 5.8 7.0 8.0 9.2 8.9 8.1
1800 7.3 5.8 6.8 6.9 8.6 9.0 7.8
1900 6.7 5.7 7.0 6.6 7.7 8.9 8.5
2000 5.5 5.4 6.2 5.9 8.3 9.5 7.0
2100 5.4 5.3 6.2 4.9 7.3 9.6 6.8
, 2200 6.0 5.0 5.5 4.4 7.0 9.5 7.1
2300 6.1 5.2 4.9 5.3 8.2 10.0 7.2
t ''' Total hrs = 1123.7
Peaks periods in the South reflect the South Beach night activity characterized from a
police perspective by large crowds and frequent disorder. The peak periods are on
N Saturday and Sunday mornings from 0100 until 0700.
The pattern in the Middle District is somewhat different. The Middle District matrix is
" shown below.
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 12
FINAL REPORT MARCH 1, 2006
MIDDLE DISTRICT
AVERAGE HOURS CONSUMED BYCALLS FOR SERVICE
HOUR MON TUE WED THU FRI SAT SUN
0000 4.0 2.9 2.9 3.2 3.2 4.5 3.8
0100 3.2 2.2 2.2 3.1 2.6 4.8 6.0
0200 2.9 2.1 1.9 2.9 2.5 4.1 5.1
0300 3.6 1.9 2.4 2.2 2.6 4.2 4.4
0400 2.9 2.3 2.5 1.6 2.2 4.7 4.1
0500 2.2 2.5 2.2 1.6 1.7 4.2 3.7
0600 2.4 2.3 1.8 1.4 1.6 3.0 4.3
0700 3.2 2.5 2.4 1.8 2.0 2.3 3.3
0800 4.3 3.2 3.7 2.5 2.6 2.0 3.5
0900 5.0 4.1 4.6 3.5 3.5 2.7 3.5
1000 5.2 3.9 4.0 3.8 3.3 3.0 3.9
1100 4.8 3.8 4.3 4.3 3.8 3.2 4.1
1200 6.2 4.4 4.0 4.5 4.3 3.4 4.6
1300 6.2 4.1 4.4 4.7 4.9 3.8 5.3
1400 5.6 4.2 5.0 4.8 4.9 3.8 5.3
1500 4.6 4.4 5.1 5.0 4.8 3.6 4.6
1600 4.0 4.6 4.9 4.4 5.0 3.5 4.0
1700 5.0 4.3 4.2 4.9 5.0 5.0 3.6
1800 3.8 4.3 4.2 4.7 4.7 4.7 3.4
1900 3.5 4.0 4.1 4.3 4.9 4.7 4.2
2000 3.3 3.8 3.7 3.7 4.3 4.8 3.3
2100 3.1 3.2 3.3 3.7 4.4 4.9 3.6
2200 2.9 2.9 3.1 4.0 4.5 5.2 3.2
2300 2.5 2.9 3.0 3.4 4.3 5.0 3.8
Total hrs = 622.4
Although, there is significant activity early Sunday morning, peak activity is on Monday
from 1200 until 1500.
The North District has its own pattern as well. The North District matrix is shown in the
next chart.
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 13
' ' FINAL REPORT MARCH 1, 2006
4
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NORTH DISTRICT
AVERAGE HOURS CONSUMED BY CALLS FOR SERVICE
HOUR MON TUE WED THU FRI SAT SUN
0000 2.9 3.3 3.3 2.9 3.3 4.3 3.2
0100 2.5 3.0 2.4 2.5 2.9 3.7 4.8
0200 2.7 3.1 2.2 2.2 2.3 3.6 3.8
0300 2.5 2.6 1.9 2.4 2.4 3.2 3.4
0400 2.4 1.8 1.3 2.2 1.8 3.0 2.6
0500 2.2 1.4 1.0 1.6 1.6 3.2 2.5
0600 2.3 1.3 1.4 1.3 1.3 3.2 2.1
0700 2.8 1.5 2.0 1.8 2.2 3.0 1.9
0800 3.5 1.8 2.9 2.5 3.5 3.1 2.3
0900 3.8 2.3 3.3 3.2 3.7 2.8 2.6
1000 3.6 2.8 3.3 3.5 3.3 3.1 3.1
1100 3.2 3.2 3.2 3.1 3.1 3.7 3.3
1200 3.5 3.1 3.0 3.4 2.8 3.9 3.3
1300 3.3 2.7 3.2 3.7 3.1 3.4 2.9
1400 3.2 31 3.2 4.0 3.4 3.2 2.8
1500 3.3 3.5 3.6 3.4 3.9 3.1 3.2
1600 3.0 3.2 4.3 3.7 3.8 3.4 3.5
1700 4.0 3.8 4.3 3.8 4.8 4.0 4.5
1800 3.9 4.1 4.0 3.7 4.3 4.1 4.9
1900 4.1 4.0 3.5 3.8 3.8 4.0 4.5
2000 4.3 3.8 3.7 3.6 4.2 4.1 4.6
2100 3.9 4.0 3.6 3.1 4.4 4.0 4.2
2200 3.7 2.8 3.7 3.2 4.6 4.4 3.8
2300 3.5 2.6 3.2 2.9 4.5 4.5 3.2
Total hrs = 534.1
In North, peak periods tend to be Friday, Saturday and Sunday evenings from 1700
through midnight and later.
The three districts vary in the total amount of time consumed by calls for service. The
average hours per week in the South District is 1,123.7 hours. In the Middle District, the
average is 622.4 hours and in the North District the average is 534.1 hours. The South
District is twice as busy as the North District.
SEASONAL VARIATIONS IN WORKLOAD
Miami Beach was described to the project team by city staff as having three time periods
during which police activity may vary. Miami Beach has been a wintertime tourist
x destination for eo le from the northern United States and Canada for man
p p many years. It has
also become an entertainment center for people from all over the world because of the
L 4
MAXIMUS
1Ii tP vG GOVFAMMENT5F9741 MT 11901
9, z
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 14
FINAL REPORT MARCH 1, 2006
reputation of South Beach. The calls for service data were averaged for each of the three
"seasons" defined by the city staff— winter: from December through May; summer from
June through September; and fall including October and November. The resulting
comparison is shown in the following graph.
MAXIMUS
IIPLPhYG GOVE.RNS(FAT.SERVE THEPiOPUI'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 16
FINAL REPORT MARCH 1, 2006
TARGET PATROL STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
There are no universally accepted standards for how much patrol time should be
consumed by calls for service. Many departments set an informal target time for the
amount of patrol officer time consumed by calls for service from 30 -40 %. Other
departments may set targets at 50% or 60 %. A common rule of thumb, established
before community policing became prevalent, was that 1/3 of the time should be spent on
calls for service, 1/3 on self initiated activity and 1/3 on uncommitted patrol time.
Few jurisdictions track closely how patrol officer time is used or set formal targets.
However, recent work in other cities by project team members working on this study
show the following target utilizations for patrol officer calls for service time:
• Kansas City MO — 35%
• Chandler AZ (rapidly growing Phoenix suburb of 150,000) — 40%
• Tallahassee FL — 67% (with target of 50 %)
• West Palm Beach FL — 43%
The target for patrol staffmg is a policy decision that is usually balanced by the work that
needs to be performed and the resources a jurisdiction has available for police services.
A target of 35% CFS time consumed requires more officers than a target of 50 %.
An important consideration is how a city wants its patrol officer time used. Local
demographics, crime and disorder problems and policing style all can have an impact on
the demands on patrol officer time. One city may view the patrol function as primarily
composed of response to citizen calls for service, self - initiated activities to deter and
discover criminal activities (through traffic stops, pedestrian checks, and building checks)
and a certain amount of administrative activity.
Another department may want its patrol officers to also be heavily involved in
community policing and problem solving activities. Such activities include spending
time getting to know the people and conditions in the beat, attending community
meetings to listen to neighborhood concerns, conduction analysis to develop plans to
address community crime and disorder problems, and being a catalyst to bring local
government operations to bear to improve the quality of life in the city's neighborhoods.
A third agency may want it patrol officers to spend some portion of their time conducting
follow -up investigations of crime that have been reported. Other agencies may use patrol
for some mixture of these activities.
Our recommendations for Miami Beach are based on experience in other agencies, our
interviews with city and police leadership and our direct observations of patrol activity.
We offer three targets for the department based on the degree to which the city wants
patrol officers involved in community policing and problem solving.
MAXIMUS
WIPING OOVFJ N 4F.AT.WRVF acre r7.UTPU '
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 17
FINAL REPORT MARCH 1, 2006
In each target we examine the use of district officers, which are those officers assigned to
patrol response duties. District officers include bicycle beat officers since they are
regularly dispatched to calls for service in the areas they patrol.
Target 1 — Patrol time is devoted primarily to calls for service response and self initiated
activity.
• District officers should handle 80% - 90% of the calls for service workload in
their assigned district.
• District officers should average no more than 50% - 60% of their available time
on calls for service during off -peak times.
• District officer should average no more than 70% - 80% of their time on calls for
service during peak CFS hours as long as the 70% - 80% time commitment is no
longer than four hours in duration.
Target 2 — Patrol time is used for CFS response, SI activity, and support for community
policing activities conducted primarily by other department personnel.
• District officers should handle 80% - 90% of the calls for service workload in
their assigned district.
• District officers should average no more than 40% - 50% of their available time
on calls for service during off -peak times.
• District officer should average no more than 70% - 80% of their time on calls for
service during peak hours as long as the 70% - 80% time commitment is no
longer than four hours in duration.
• District officers should average no more than 5% - 7.5% of their time on out -of-
district calls for service
Target 3 — Patrol time is used for CFS response, SI activity, with heavy involvement of
patrol officers in community policing and problem solving, especially during "prime
time" community policing hours from noon through 9:00 pm Monday through Thursday.
These prime time hours allow officers to attend community meetings, work with
community organizations, meet with business people, and contact other governmental
agencies.
• District officers should handle 85% - 90% of the calls for service workload in
their assigned district.
• District officers should average no more than 35% - 45% of their available time
on calls for service during community policing prime time.
• District officer should average no more than 60% - 70% of their time on calls for
service during peak hours as long as the 60% -70% time commitment is no longer
than four hours in duration.
NMA IMUS
HELPING GOVERNMAY7 SFAVl; 771EPP.OPLL'°
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 18
FINAL REPORT MARCH 1, 2006
• District officers should average no more than 3% - 5% of their time on out -of-
district calls for service
Under Target 1, the primary use of patrol officer time is for calls for service and self
initiated activity. Officers are expected to be busy with periods where they go from call
to call, especially during peak periods. When they are not responding to calls, their time
should be devoted to traffic stops, pedestrian and building checks and other actions
designed to discover and deter criminal activity. Non - obligated patrol time should be
spent at locations that have been identified as generators of frequent police activity. The
time criteria set for this target considers officer fatigue factors (hence the four hour limit
of 70 % -80% straight) and officer safety —the time committed to CFS should not be so
high as to make it difficult to get prompt help to an officer that needs it.
Target 2 provides for time to be spent not only on CFS and SI but also in support of
community policing activities maintained primarily by other departmental personnel. In
the South District, RDA officers are charged with community policing activities within
the RDA boundaries and the department is adding six Public Safety Specialist positions –
three in the North District and three in the Middle District – to implement a
Neighborhood Contact program. Patrol officers, under Target 2, would have time to
make additional household or business contacts to get to know people in their beats and
to attend some community meetings organized by the department's community policing
specialists. Consequently, this target recommends that more time be available during off -
peak CFS time for such activity. It also recommends that a target be set to keep officers
in their districts most of the time so that they become increasingly familiar with the
people and conditions in the areas they work.
The third target recommends that officers handle almost all of the work in their district so
that they have as complete a picture as possible of their district's crime and disorder
problems. There is substantial value is officers working the same areas consistently and
handling the bulk of the work in their assigned district. They become increasingly
familiar with both the conditions and people in their area and this "local" knowledge
increases their effectiveness. Consequently, the staffing model should seek to keep them
"at home" to the largest extent possible. District officers should be able to handle most
of the work in their district and to respond outside their district infrequently.
A cornerstone of good community policing is a close identity between officers and the
area in which they work. This requires working in the same beat on a consistent basis,
time to discuss beat problems with the officers that work the beat on other shifts, and an
extensive knowledge of the people, problems, and conditions of the beat.
The third target also seeks to limit the time officers spend on calls for service during
prime time community policing hours so that they will have adequate time to work with
the community, business, the schools, and other governmental agencies. RDA officers
and the new PSS positions would still perform a significant amount of community
policing activities but under this target patrol officers would have the time to become full
partners in the department's approach to community policing and problem solving.
MAXIMUS
HELPING CoWFANHF,NT SERVE' .. TILL PERPLF'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 19
FINAL REPORT MARCH 1, 2006
CURRENT PATROL STAFFING CONDITIONS IN MIAMI BEACH
The MBPD had 149 officers assigned to patrol response in April 2005. They were
distributed over the three shifts and three districts as follows:
South Middle North Bicycle Total
Officers
Midnight 26 12 14 4 56
Day 22 12 14 48
Afternoon 19 12 10 4 45
Total 67 36 38 8 149
Of the 149 patrol response officers, four bicycle officers are assigned to midnight shift
and four bicycle officers are assigned to the afternoon shift according to the April 2005
staffing information. Bicycle officers respond to calls for service when heavy traffic
makes it difficult for car -based response. They are usually assigned to discrete, small
areas where their maneuverability is most useful. Their presence in densely populated
areas also enables them to initiate enforcement activities.
Miami Beach patrol officers work four ten hour days followed by three days off There
are two hours of overlap scheduled between each shift. This time is consumed by %2 roll
call for the on- coming shift followed by an hour of directed patrol targeted at problem
locations. The shift completing its tour of duty returns to the station during the last %2
hour to complete paper work. There was no data indicating how productive this last %2
hour is.
Shift times are:
• Midnight 11:00 pm (2300 hours) to 9:00 am 0900 hours)
• Day 7:00 am (0700 hours) to 5:00 pm (1700 hours)
• Afternoon 3:00 pm (1500 hours) to 1:00 am (0100 hours)
The department creates a roster of those working for each shift for each day. These
rosters were used to develop charts that show the number of personnel hours that are
available, on the average, each day of the week and each hour of the day. Because of
vacation, illness and other leave time not all officers show up as scheduled for shift for
each day. In addition, officers take meal breaks of one hour during their shift and, when
possible, attend court during on -duty hours.
If all officers came to work and no leave were taken, each of the 149 patrol officers
would have 40 hours available each week (not counting meal breaks and court time. This
would equal 5,960 hours per week. Patrol officers from this contingent are assigned to
staff the front desk around the clock (168 hours per week), to fill in when a detention
officer in unavailable (estimated at 72 hours of patrol officer time weekly) and to staff the
MAXIMUS
11ELPIM7004TRNMENT VIZRIff TIM MINX'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 20
FINAL REPORT MARCH 1, 2006
jail van (168 hours per week.) These deductions leave a potential 5,552 hours of patrol
time each week.
Our analysis of patrol rosters shows that the number of patrol officer hours typically
worked each week is 3,928. Compared to the total 5,552 hours if every one came to
work, this would represent a "show -up rate" of 70.1%. This means, of those scheduled to
work each week, at about 30% of the time is lost due to leave time. But, this figure is a
bit misleading because the department uses a substantial amount of overtime to fill
manpower shortages in patrol.
From June 1, 2004 through May 31, 2005 the department used a total of 29,890 hours for
"manpower shortages" and 1,149 hours in forced patrol overtime. Critical manpower
shortages are usually in patrol and it is estimated that 90% of the manpower shortage
overtime is patrol generated, or about 26,900 hours. Added to the forced overtime, the
annual overtime hours for patrol are about 28,050, or about 540 hours per week.
Consequently, the hours worked each week, without overtime, is approximately 3,388
hours (3,928 hours worked from roster data minus 540 hours of overtime). This
represents a patrol show -up rate of 61.0 %. The actual show -up rate may be still lower
since patrol response vacancies are often filled by temporary reassignments of special
unit officers. The study team did not find any systematic tracking of this reassignment
practice.
A show -up rate of 61.0% is low compared to other agencies. Based on the study team's
experience, and depending on a jurisdiction's leave time accrual policies, typical rates
range from 75% to 85 %. A recent MAXIMUS study of the Chandler AZ police
department discovered a show -up rate of 82.3 %. A high show -up rate usually reflects a
young patrol force (at the low end of leave accrual rates) and may also be found in
jurisdictions where public employees do not collectively bargain over employment
conditions. Chandler has a young patrol workforce, a result of adding many officers in a
short time to handle rapid city growth.
Meal breaks and on -duty court time also have an impact on patrol officer availability. An
average of about 320 hours each week is consumed by meal breaks and 84 hours by on-
duty court related appearances. The table below shows the distribution of the average
weekly available patrol officer time, including bicycle officers, by hour of the day and
day of the week.
MAXIMUS
HELPING GOVLNIVAIENT WPM THE PIOPU °
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 21
FINAL REPORT MARCH 1, 2006
CITY WIDE PATROL OFFICER TIME AVAILABLE
ADJUSTED FOR MEAL BREAKS AND COURT TIME
HOUR MON TUE WED THU FRI SAT SUN
0000 29.2 28.5 27.9 28.7 31.0 31.2 32.4
0100 19.8 18.6 18.4 19.2 21.0 21.3 21.3
0200 19.9 18.6 18.4 19.2 20.9 21.5 22.0
0300 19.7 18.2 18.2 18.8 20.7 21.4 22.1
0400 19.4 17.8 17.9 18.5 20.5 21.4 22.1
0500 19.3 17.5 17.5 18.3 20.3 21.4 22.1
0600 17.4 15.9 15.2 16.3 17.7 20.1 20.9
0700 27.4 25.2 24.7 26.4 27.9 29.3 30.2
0800 29.1 27.1 27.8 28.1 29.0 30.1 30.1
0900 19.8 18.8 19.4 19.1 18.6 20.0 19.9
1000 20.1 18.9 19.4 19.1 18.5 20.0 19.9
1100 19.8 18.4 18.9 18.3 17.8 19.5 19.7
1200 17.6 16.6 16.6 16.6 16.7 18.2 18.8
1300 16.3 14.8 14.8 15.4 15.9 16.0 16.0
1400 15.8 14.8 15.2 15.2 15.5 15.5 14.9
1500 27.6 26.3 27.4 27.5 26.8 26.9 26.1
1600 30.6 28.6 29.5 29.7 29.4 29.6 29.0
1700 21.4 19.5 19.8 201 20.3 20.9 20.1
1800 21.2 19.3 19.7 19.8 20.2 20.8 20.0
1900 19.5 18.3 18.3 18.6 19.3 19.7 19.4
2000 18.1 17.1 17.6 18.0 18.5 18.8 18.2
2100 17.0 16.2 16.9 16.9 17.4 17.7 16.8
2200 17.0 15.5 16.4 16.2 16 4 17.1 16.2
2300 27.6 26.3 27.1 28.3 28.6 29.0 27.3
TOTAL 3523.6
This staffing pattern can then be compared against the city wide workload presented
earlier as a test of how well the current allocation of patrol officers meets the target
criteria above. This comparison combines the workload from all three of the police
districts and compares it to the total number of patrol response officers that typically
show -up. It is useful in providing a high level view of the match between personnel and
calls for service workload. These results are displayed in the next chart.
MAXIMUS
II LJ'UY: GOVFQNMRAT. THE PEON,'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 22
FINAL REPORT MARCH 1, 2006
CITYWIDE
AVERAGE PERCENT PATROL OFFICER TIME CONSUMED ON CALLS FOR
SERVICE
HOUR MON TUE WED THU FRI SAT SUN
0000 49.2% 43.6% 44.0% 40.5% 42.8% 61.4% 46.0%
0100 61.5% 63.7% 52.3% 54.0% 54.9% - 82,6% 1
0200 62.3% 59.0% 45.1% 49.6% 50.6% 111.0% 0
0300 66.0% 58.7% 45.4% 53.0% 51.6% , 11946%
0400 65.0% 53.2% 46.9% 48.1% 45.1% 95.8 Ia k96 6 % .
0500 60.7% 46.8% 43.7% 45.2% 42.7 %�01 °,,'
0600 4 4,14 59.3% 49.2% 44.7% 40.6% 43.1% � 79.9%
0700 42.9% 33.0% 30.1% 23.6% " 27.7% 42.5% 41.0%
0800 46.9% 36.2% 38.4% 30.5% 33.9% 34.8% 38.4%
0900 78.8% 66.5% 67.1% 56.9% 61.1% 55.0% 63.0%
1000 76.0% 72.0% 70.0% 64.6% 58.2% 61.6% 66.9%
1100 74.7% 76.6% 74.9% 72.9% 66.2% 69.2% 76.2%
1200 +i %p 78.0% 77.5% 78.8%
1300
1400 �'�►. -°
1500 52.7% 56.0% 55.8% 53.1% 60.6% 54.2% 55.8%
1600 45.0% 51.5% 56.0% 52.4% 58.0% 50.8% 52.6%
1700 72.9% 71.9% 79 1
1800 70.9% 73.5% 77.7% 78.1% ,.
is 14 9� ®I ° 8
1900 73.2% 75.3 %a .' � , ��
2000 73.0% 76.8% 78.3% 74.5% - .
2100 73.1% 77.0% 78.3% 68.9%
2200 75.0% 68.5% 75.2% 71.9%
2300 45.4% 40.8% 41.1% 41.4% 59.6% 67.7% 52.8%
When the entire city is considered, a number of issues emerge. First, the Target 1 criteria
specified that district officers should average no more that 70 % -80% of their time on
calls for service during peak periods and that such time commitments should persist no
longer than four hours. The shaded areas represent time periods when the workload
exceeds 80% or when workload is below 30 %. There are a substantial number of these
shaded areas which represent workload time consumptions outside the Target 1 criteria.
Secondly, there are periods that show a commitment to calls for service that are over
100 %. This means that units other than patrol are helping handle the calls for service
workload. The chart above indicated that under current conditions, patrol officers, by
themselves, are not handling all the calls for service work. Comparing the total time
needed for calls for service- 2,298.5 hours -to the patrol officer time available - 3,523.6
hours -shows that, if patrol officers were to handle all of the CFS workload, 68% of their
time would be committed to calls for service.
MAXIMUS
11RI1+7Nf: GOVER'V.NEAST SERVE: 7111 PEOPLE
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 23
FINAL REPORT MARCH 1, 2006
Other units, however, help out with the calls for service workload. The next table shows
the percent of the calls handled by each unit:
South District Units 39.7%
Middle District Units 22.5%
North District Units 20.3%
Bicycle Units 7.1%
Sergeants 2.4%
RDA 1.7%
Detective Units 1.7%
School Units 0.9%
PSS 0.7%
Beach /ATV 0.6%
Off Duty Units 0.5%
MISC 0.4%
Robbery Detail 0.3%
K9 0.3%
Lieutenants 0.3%
Motor Units 0.2%
SERT 0.2%
CST 0.2%
VAN 0.1%
Officers from the three patrol district units plus the bicycle officers account for 89.6% of
the total calls.
Bicycle officers are an important part of the calls for service response in Miami Beach.
They average about 102 hours a week on CFS response in the South District, about 22
hours in the Middle District and 32.5 hours in the North District. This represents 9.1% of
the total CFS work in the South, 3.6% in the Middle, and 6.1% in the North.
The MBPD allocates its officers based on the three districts. Consequently, it is
important to examine the match between district officers and the workload in their
assigned district. The next two tables show the time that North patrol officers (including
bicycle officers) have available and what percent of their time would be consumed if they
responded only to calls in the North District.
MAXIMUS
a3E7. 6041,RANENT.SeAYr 377E PEOPLE'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 24
FINAL REPORT MARCH 1, 2006
NORTH PATROL OFFICER TIME AVAILABLE
ADJUSTED FOR MEAL BREAKS AND COURT TIME
HOUR MON TUE WED THU FRI SAT SUN
0000 8.3 8.2 7.9 8.4 9.0 8.6 9.1
0100 5.3 5.2 5.1 5.5 6.1 5.9 5.9
0200 5.4 5.1 5.1 5.6 6.0 5.9 6.1
0300 5.4 5.0 5.1 5.4 6.0 6.0 6.2
0400 5.4 4.8 4.9 5.2 5.9 6.0 6.2
0500 5.4 4.8 4.9 5.2 5.9 6.0 6.2
0600 5.3 4.7 4.8 5.1 5.7 5.9 6.2
0700 8.4 7.6 7.5 8.2 8.6 8.9 9.1
0800 8.8 7.7 7.9 8.2 8.5 9.0 9.0
0900 6.3 5.3 5.3 5.3 5.2 5.9 5.9
1000 6.3 5.3 5.4 5.3 5.2 5.9 5.9
1100 6.2 5.1 5.4 5.2 5.3 5.9 5.9
1200 5.5 4.2 4.5 4.5 5.2 5.6 5.7
1300 5.1 3.8 4.2 4.3 4.7 4.7 4.7
1400 5.1 4.2 4.4 4.7 4.5 4.4 4.2
1500 8.7 7.9 8.0 8.1 7.8 7.6 7.5
1600 9.2 8.6 8.6 8.5 8.4 8.5 8.7
1700 6.3 5.8 5.8 5.9 5.9 6.0 6.2
1800 6.3 5.8 5.9 5.9 5.9 6.0 6.1
1900 6.0 5.7 5.7 5.7 5.8 5.7 6.0
2000 5.6 5.2 5.2 5.4 5.5 5.4 5.6
2100 5.0 4.8 4.8 4.6 5.0 4.9 5.0
2200 5.0 4.3 4.6 4.1 4.7 4.7 4.6
2300 8.1 7.5 7.8 8.1 8.1 8.1 7.9
1024.0
The next chart demonstrates the resulting time commitments that result from comparing
the current North patrol officer availability matrix against the calls for service generated
in the North District presented earlier.
MAXIMUS
HELPING GQVERN3(F.AT SERVE., THE P!OPLI'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 25
FINAL REPORT MARCH 1, 2006
NORTH DISTRICT: North District Patrol Time Consumed if all CFS work were
handled by North Patrol Officers
HOUR MON TUE WED THU FRI SAT SUN
0000 35% 40% 41% 34% 36% 49% 35%
0100 47% 59% 47% 45% 48% 63 %
0200 50% 61% 42% 39% 39% 60% 62%
0300 45% 53% 37% 45% 40% 54% 54%
0400 44% 38% 26% 42% 31% 50% 41%
0500 40% 30% 19% 30% 27% 54% 41%
0600 43% 26% 28% 24% 23% 54% 33%
0700 34% 19% 26% 22% 25% 34% 20%
0800 39% 23% 37% 30% 41% 34% 25%
0900 61% 43% 63% 61% 72% 48% 44%
1000 57% 53% 61% 66% 63% 52% 52%
1100 52% 63% 58% 59% 58% 63% 56%
1200 64% 74% 67% 76% 54% 69% 58%
1300 64% 71% 76% "` 67% 73% 62%
1400 63% 74% 72% p AI" 75% 71% 67%
1500 37% 44% 44% 42% 50% 41% 43%
1600 32% 37% 50% 43% 46% 40% 40%
1700 63% 65% 74% 65% :'', 67% 72%
1800 63% 70% 67% 64% 72% 68% ,_
1900 68% 71% 61% 66% 65% 69% 75%
2000 77% 73% 71% 68% 76% 75% °
2100 78% 74% 67%
2200 75% 64% „.`'' 79% $
2300 43% 34% 41% 36% 55% 56% 40%
With the exception of a few peak periods, if North District patrol officers were to handle
all CFS work, they would generally meet Target 1 criteria. Overall, 52% of their
available time would be consumed.
There would be a fairly consistent pattern of work below 30% time consumed under this
scenario. However, these times are at the end of the shift and during shift change in the
early morning when more officers are present.
Currently, North District patrol officers handle 72% of the time consumed by North
District CFS workload. They receive substantial assistance from Bike Units and South
and Middle District patrol units.
The next two charts show the parallel situation in the Middle District. The first chart
shows the time available from Middle District patrol officers (including bicycle officers).
IVIAXIMUS
r ✓rarcvx: eovrttOSMENT*WI Mr prom
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 26
FINAL REPORT MARCH 1, 2006
MIDDLE DISTRICT TIME AVAILABLE
ADJUSTED FOR MEAL BREAKS AND COURT TIME
HOUR MON TUE WED THU FRI SAT SUN
0000 8.2 8.6 8.3 8.8 8.9 8.6 9.0
0100 5.7 5.5 5.4 5.7 5.9 5.6 5.7
0200 5.6 5.6 5.4 5.6 5.9 5.6 5.9
0300 5.6 5.6 5.4 5.5 5.7 5.6 5.9
0400 5.5 5.5 5.4 5.5 5.7 5.5 5.8
0500 5.6 5.5 5.4 5.4 5.7 5.6 5.9
0600 5.6 5.4 5.2 5.1 5.6 5.5 5.9
0700 8.6 8.2 7.9 7.9 8.4 8.5 8.8
0800 8.6 8.3 8.4 8.1 8.6 8.8 8.9
0900 5.9 5.8 5.9 5.6 5.6 5.9 5.9
1000 6.0 5.8 5.8 5.7 5.5 5.9 5.9
1100 5.9 5.8 5.4 5.2 4.9 5.7 5.8
1200 5.5 5.4 4.9 4.5 4.3 5.2 5.6
1300 4.9 4.9 4.5 4.3 4.5 4.5 4.8
1400 4.6 4.8 4.7 4.5 4.6 4.5 4.4
1500 8.4 8.0 8.4 8.4 8.1 8.0 7.5
1600 9.6 8.8 9.0 8.9 8.8 8.8 8.3
1700 6.7 6.0 6.2 6.0 6.0 6.2 5.7
1800 6.6 5.9 6.1 6.0 6.1 6.2 5.7
1900 5.9 5.3 5.5 5.6 6.0 6.0 5.7
2000 5.7 5.0 5.2 5.3 5.6 5.6 5.3
2100 5.6 5.0 5.2 5.3 5.4 5.5 4.9
2200 5.3 5.1 5.3 5.4 5.0 5.3 4.7
2300 8.4 8.0 8.5 8.5 8.3 8.2 7.6
1045.2
The total available time is 1,045.2 hours, for the average week. The next chart compares
this time to the calls for service time to see the picture if Middle District patrol officers
were to handle all of the Middle CFS workload.
MAXIMUS
,1tu7y GOVFR .VENT starvr THEPLOPL6"
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 27
FINAL REPORT MARCH 1, 2006
MIDDLE DISTRICT: Middle District Patrol Time Consumed if all CFS work were
handled by Middle Patrol Officers
HOUR MON TUE WED THU FRI SAT SUN
0000 49% 33% 35% 36% 36% 53% 42%
0100 55% 40% 40% 55% 44 %
0200 51% 38% 35% 51% 42% 73%
0300 64% 34% 45% 39% 45% 75% 75%
0400 53% 42% 47% 29% 39% r xµ,
.' 71%
0500 40% 44% 40% 29% 30% 75% 63%
0600 42% 43% 35% 28% 29% 54% 73%
0700 37% 30% 30% 23% 24% 27% 38%
0800 49% 38% 44% 31% 30% 23% 39%
0900 70% 78% 63% 62% 45% 59%
1000 67% 68% 67% 61% 51% 66%
1100 ' 65% 79% V
77% 56% 70%
1200 , •4 *s 66%
1300
1400. ..... .... . :'• y !.. , x r
1500 54% 54% 61% 60% 59% 45% 62%
1600 42% 52% 54% 49% 57% 40% 48%
1700 74% 72% 68% % 62%
1800 57% 72% 69% 78% 78% 76% 60%
1900 58% 75% 75% 77% '.,` 78% 73%
2000 58% 77% 70% 70% 76%
2100 55% 63% 69% w
2200 54% 56% ...,,... 74% 0 : !IA., .., ‘,‘V . ° . xk
2300 30% 36% 35% 41% 52% 60% 50%
The primary problem in the Middle District would be mid -day, every day of the week.
Middle District patrol officers would also have staffing problems on Saturday night and
continuing into Sunday morning. The fairly frequent times with over 100% time
consumed indicates that those periods would require help from units other than Middle
District patrol officers. Under current conditions, Middle District patrol officers would
have difficulty meeting Target 1 criteria. Overall, 59.5% of their available time would be
consumed.
Several time blocks would fall below 30% time consumed, primarily in the early
morning. This is most prevalent on Thursday morning.
Currently, Middle District patrol officers handle 63.2% of the time consumed by Middle
District CFS workload. They receive substantial assistance from South and North
District patrol units, and from sergeants.
The next two charts show the situation if South patrol officers were to handle all of the
calls for service workload time in the South District. The first chart shows the time
available from South District patrol officers (including bicycle officers).
MAXIMUS
HELPING GOVERNMENT SWRVF, TOE PEOPLE'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 28
FINAL REPORT MARCH 1, 2006
SOUTH DISTRICT TIME AVAILABLE
ADJUSTED FOR MEAL BREAKS AND COURT TIME
HOUR MON TUE WED THU FRI SAT SUN
0000 12.7 11.8 11.7 11.6 13.1 14.0 14.3
0100 8.8 7.9 7.8 7.9 9.1 9.9 9.7
0200 8.8 7.9 7.8 8.0 9.1 10.0 10.0
0300 8.7 7.7 7.7 7.9 9.0 9.9 10.0
0400 8.5 7.4 7.6 7.9 8.9 9.9 10.0
0500 8.3 7.1 7.3 7.7 8.7 9.8 10.0
0600 6.5 5.7 5.2 6.0 6.4 8.7 8.9
0700 10.4 9.4 9.2 10.3 10.9 11.9 12.2
0800 11.6 11.1 11.5 11.8 12.0 12.3 12.2
0900 7.6 7.8 8.2 8.3 7.8 8.1 8.1
1000 7.7 7.8 8.2 8.1 7.8 8.1 8.1
1100 7.6 7.6 8.0 7.9 7.6 7.9 8.0
1200 6.6 6.9 7.2 7.6 7.2 7.4 7.5
1300 6.3 6.1 6.1 6.9 6.8 6.8 6.6
1400 6.0 5.8 6.1 6.0 6.4 6.6 6.3
1500 10.5 10.3 10.9 11.0 11.0 11.3 11.1
1600 11.9 11.2 11.8 12.3 12.2 12.4 11.9
1700 8.3 7.7 7.9 8.2 8.4 8.7 8.2
1800 8.2 7.6 7.6 7.9 8.2 8.6 8.1
1900 7.6 7.4 7.2 7.3 7.6 8.0 7.7
2000 6.8 6.9 7.2 7.3 7.3 7.8 7.3
2100 6.5 6.4 7.0 7.0 7.0 7.3 6.9
2200 6.8 6.1 6.5 6.8 6.7 7.1 7.0
2300 11.1 10.8 10.8 11.8 12.2 12.6 11.7
1454.4
South patrol officers average about 1,454 hours per week in available patrol time. The
next chart compares this time to the calls for service time consumed in the South District
to examine the extent to which South patrol officers might handle all of the South District
CFS workload.
M ►XIMUS
IIELPING GOVERNI.tras7 s rxvr mrrroru:
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 29
FINAL REPORT MARCH 1, 2006
SOUTH DISTRICT: South District Patrol Time Consumed if all CFS work were
handled by South Patrol Officers
HOUR MON TUE WED THU FRI SAT SUN
0000 57% 49% 50% 48% 51% 72% 53%
0100 72% 77% 61% 60% 66 % it
0200 74% 67% 52% 56% 63%
0300 77% 78% 51% 68% 63 /ate '_
0400 71% 59% 65% 59 % ' a.
0500 mss 60% 61% 67% 62 % , tio
0600 74% 67% 64% 73°/ :t e
0 ',!4%
0700 55% 45% 32% 25% 32% 60% 59%
0800 50% 42% 35% 30% 31% 43% 48%
0900 a'' 77% 62% 49% 51% 67% 79%
1000 " _' 76% 62% 52% 76% 79%
1100 �$ 4 75% 620/ ;
itrk
1200 t 66% 79°
1300 h 80°/
1400
1500 63% 65% 60% 54% 69% 69% 60%
1600 57% 61% 62% 59% 67% 66% 64%
1700 80% 76 °/d � �e ° y �
1800 76% .1. .. }
1900 77°!.
2000 78 ° /
2100 4 ' w • 70 °!
2200 65 % ,.
2300 54% 48% 45% 45% 67% 79% 61%
About the only times when South patrol officers would meet the target criteria is during
the shift overlap times. There are frequent time blocks over 100% time consumed. South
patrol officers would average 77.3% of their time consumed if they were assigned, under
current conditions, to handle all South calls for service workload. No time blocks would
be less than 30% time consumed.
Now, a substantial portion of the South calls for service workload is handled by bicycle
officers. They are assigned to handle calls for service work, especially during times and
in areas where it is difficult to respond via a patrol car. Bike units average about 102
hours a week on calls for service in the South District. This accounts for about 9% of the
total South District CFS workload.
Other units that make a substantial contribution to handling the South District work load
include RDA officers, sergeants, Middle District officers and detectives. Overall, South
patrol officers handle 60% of the South District CFS Workload, which coupled with bike
officers at 9 %, accounts for 69% of the total South workload.
Under current conditions, the time of district assigned patrol officers is consumed as
follows:
MAXIMUS
HWYJ'(NG GOVERNNF..YTSERVE Mr Plan?
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 30
FINAL REPORT MARCH 1, 2006
South- Middle- North-
Hours Percent Hours �: Percent
Hours
Total time 1454 1045 1024
available
In- district 676 46°o 393 381 37%
CFS
Out of 57 4% 51 5% 48 5%
district CFS
Self- 274 19% 175 17% 157 15%
initiated
activities
Other patrol 447 31% 426 41% 438 43%
time
This view is somewhat discordant with the analysis presented earlier. The response units
in each district have significant amount of `other patrol time', time not spent on calls for
service or formally recorded self - initiated activities. During this patrol time, units may
check buildings, check known hazards, and spend time in places that generate frequent
calls for service. Some of this time may be spent when officers provide informal back up
at disturbances that might escalate.
No district patrol group averages more than 50% of its time on calls for service (for South
patrol, in- district CFS and out of district CFS total 50% of the available time).
In Miami Beach, other units substantially supplement the officers assigned to respond to
calls for service. Special units assist with calls for service response and act as a ready
reserve to fill atrol vacancies. Overtime seems to be readily b ead> available to fill
p y patrol
vacancies.
To further illustrate this point the next three charts show the average time consumed on
calls for service by each district's patrol response officers.
4 X I Y U S
H PING GOV&RNWIWT 9S.RYl: 7111 PIOPLF,"
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 31
FINAL REPORT MARCH 1, 2006
ALL CFS WORK BY SOUTH UNITS
AVERAGE TIME CONSUMED
HOUR MON TUE WED THU FRI SAT SUN
0000 43.7% 35.5% 41.6% 31.5% 37.2% 46.5% 32.2%
0100 54.3% 58.6% 48.7% 32.3% 42.5% 59.1%
0200 51.2% 49.5% 40.3% 26.8% 39.6% 59.5% 78.2%
0300 56.9% 55.9% 40.8% 31.0% 43.1% 67.0% 14
0400 63.2% 53.6% 49.3% 28.1% 38.1% 65.8% 79.1%
0500 64.7% 45.8% 46.4% 28.3% 42.4% 73.0% 77.3%
0600 65.2% 54.4% 45.9% 26.5% 47.2% 65.4% 68.6%
0700 39.8% 32.0% 23.1% 10.5% 21.2% 34.5% 35.5%
0800 38.4% 29.0% 25.8% 19.4% 22.9% 25.1% 27.9%
0900 62.6% 49.8% 45.7% 39.8% 40.0% 42.5% 48.5%
1000 57.6% 51.2% 57.0% 48.7% 40.0% 48.3% 50.1%
1100 59.8% 57.6% 57.4% 55.1% 47.9% 54.3% 60.0%
1200 70 7% 65.5% 59.2% 50.9% 57.4% 64.1% 68.3%
1300 WI* 73.8% 68.6% 59.4% 64.3% 66.1% 77.8%
1400 77.1% 74.7% 62.6% 57.7% 76.3% 66.3% 76.9%
1500 40.4% 41.5% 40.9% 34.6% 43.8% 40.4% 38.7%
1600 39.4% 38.1% 38.4% 33.3% 42.6% 39.0% 46.2%
1700 58.6% 52.5% 54.5% 57.1% 69.0% 66.2% 69.9%
1800 66.5% 55.4% 53.5% 52.4% 67.0% 66.5% 65.4%
1900 66.9% 60.8% 57.5% 53.8% 69.5% 67.0% 66.7%
2000 60.1% 56.0% 52.0% 48.1% 75.7% 67.9% 59.7%
2100 56.0% 58.7% 53.0% 44.8% 67.4% 75.9% 58.5%
2200 60.9% 61.4% 54.6% 47.7% 64.6% 77.0% 61.9%
2300 37.3% 37.7% 31.6% 34.9% 42.9% 50.8% 41.6%
South district patrol officers exceed the 80% threshold only three times during the course
of the week. The time consumed by call for service falls below 30% during the morning
shift change and on early Thursday.
The middle district chart is shown below.
NAAXIMUS
HELPING: GOVERNMENT. SERVE 771E PEOPU
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 32
FINAL REPORT MARCH 1, 2006
ALL CFS WORK BY MIDDLE UNITS
AVERAGE TIME CONSUMED
HOUR MON TUE WED THU FRI SAT SUN
0000 35.2% 26.3 % 29.2% 28.7% 22:8% 38.0% 31.6%
0100 39.3% 37.7% 31.3% 53.5% 32.2% 58 5% kairj.,8%
0200 36.1% 33.2% 24.5% 50.0% 30.8% 47.2% 60.7%
0300 41.3% 27.9% 27.6% 41.2% 33.8% 51.4% 55.4%
0400 36.2% 28.0% 29.3% 30.3% 27.3% 55.6% 52.0%
0500 29.7% 29.4% 26.8% 33.2% 20.8% 50.4% 51.7%
0600 29.1% 29.1% 21.3% 30.2% 2t8% 41.3% 54.4%
0700 25.4% 20.1% 19.6% 21.6% 17.0% 21.2% 28.7%
0800 31.6% 26.8% 28.6% 27.1% 23.2% 20.4% 31.6%
0900 57.5% 50.1% 51.6% 51.3% 49.0% 37.8% 50.3%
1000 60.5% 52.1% 45.4% 46.2% 45.7% 40.9% 54.5%
1100 60.4% 52.8% 50.0% 56.0% 56.5% 45.7% 59.9%
1200 75.2% 61.3% 52.5% 63.9% 74.2% 50.5% 71.8%
1300 :2' 61.2% 59.9% 70.4% 71.9% 67.1%
1400 78.6% 60.4% 62.0% 73.7% 71.5% 70.3% • 5±
1500 38.0% 36.9% 34.6% 41.3% 39.9% 36.4% 49.1%
1600 32.6% 38.8% 28.4% 33.7% 35.3% 30.2% 37.7%
1700 56.8% 52.5% 39.5% 49.1% 54.8% 54.2% 51.9%
1800 42.8% 49.5% 42.0% 47.8% 50.6% 48.9% 48.3%
1900 44.7% 54.0% 43.1% 46.5% 51.2% 51.5% 58.5%
2000 45.1% 55.2% 37.5% 39.2% 49.6% 61.1% 53.0%
2100 44.3% 47.7% 33.3% 37.1% 50.1% 60.4% 61.7%
2200 39.1% 40.8% 35.3% 39.4% 51.6% 65.0% 54.7%
2300 24.1% 292% 21.3% 21.9% 32.2% 45.1% 35.8%
Middle district patrol officers exceed the 80% time consumed target only four times
during the average week. The amount of their time consumed by calls for service falls
below 30% 35 time during the average week. These workload low spots are at morning
and evening shift changes and during early mornings on Tuesday, Wednesday, and
Friday.
The final chart of this sequence, that for North officers, is displayed below.
MAXIMUS
IITLPING r..OVrrNHpAT .cuter THE ,I opu
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 33
FINAL REPORT MARCH 1, 2006
ALL CFS WORK BY NORTH UNITS
AVERAGE TIME CONSUMED
HOUR MON TUE WED THU FRI SAT SUN
0000 30.4% 34.1% 34.5% 29.7% 36.3% 43.2% 29.8%
0100 41.6% 45.6% 43.5% 39.5% 44.0% 60.6% 71.0%
0200 40.8% 46.0% 39.3% 32.7% 37.8% 54.8% 53.0%
0300 36.7% 41.2% 35.9% 37.0% 37.3% 47.3% 47.6%
0400 35.0% 28.7% 25.3% 34.0% 29.3% 44.7% 39.3%
0500 29.5% 24.5% 18.1% 24.8% 24.6% 48.9% 39.5%
0600 34.1% 23.2% 27.4% 19.9% 22.9 %:1 46.5% 34.0%
0700 26.7% 16.9% 25.0 % 17.6% 24.9 %': 30.1% 19.4%
0800 32.1% 19.8% 30.0% 20.4% 35.0% 30.5% 24.6%
0900 45.4% 32.7% 44.1% 35.0% 56.2% 41.0% 40.0%
1000 41.1% 36.4% 40.9% 35.5% 46.5% 41.9% 47.6%
1100 38.3% 41.0% 42.3% 32.1% 44.8% 51.9% 51.4%
1200 49.2% 49.6% 45.6% 37.9% 41.5% 58.3% 54.4%
1300 52.2% 51.1% 47.4% 43.1% 52.7% 58.7% 54.5%
1400 48.5% 47.0% 43.3% 41.6% 53.9% 54.7% 58.8%
1500 292% 28.5% 27.7% 23.3% 33.9% 31.9% 37.3%
1600 27.4% 27.5% 34.9% 31.1% 34.1% 31.9% 35.6%
1700 52.6% 49.1% 62.8% 62.0% 62.9% 56.0% 60.3%
1800 48.5% 54.9% 59.0% 61.8% 56.7% 59.6% 63.5%
1900 50.7% 52.6% 51.8% 61.6% 51.1% 60.3% 61.0%
2000 55.9% 54.8% 57.2% 60.3% 57.8% 63.9% 63.6%
2100 57.3% 59.9% 61.6% 65.0% 65.8% 72.6% 62.7%
2200 57.2% 48.0% 63.4% 75.9% 74.8% 76.7% 66.3%
2300 32.8% 26.0% 32.5% 34.7% 45.9% 44.1% 33.1%
There are no times during the week that the North officers exceed the 80% target. Their
CFS workload falls below 30% time consumed 30 times. These times include early
mornings Tuesday through Friday and during afternoon shift changes Monday through
Thursday.
The analysis in this section shows that there is a significant amount of calls for service
work in Miami Beach that is being performed by units other than those assigned to this
task. In addition, it shows that district assigned patrol response officers rarely exceed a
calls for service workload level of 80% of the available time consumed. Compared to the
target criteria, patrol response officers meet almost all of the targets, for almost all three
targets with the exception of handling 80 % -90% of the calls for service workload in their
assigned district. South units handle 60% of the CFS workload in the South, Middle
units handle 63% of the Middle CFS workload, and North units handle 72% of the North
District CFS workload.
The next section explores how the City of Miami Beach might optimize patrol staffing to
better match patrol resources to the work that needs to be performed.
MAXIMUS
HELPING GOVERNMENT SERVE., THE MINX.*
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 34
FINAL REPORT MARCH 1, 2006
OPTIMUM STAFFING MODELS FOR MIAMI BEACH
The starting point in developing optimum staffing models for patrol response in the
Miami Beach Police Department was the average weekly work load compiled from the
dispatch data June 1, 2004 through May 31, 2005. Because of differences from district to
district, the models were applied to each of the three districts.
There are numerous scheduling and days off patterns used by law enforcement agencies.
The common element in most of them is that they are designed to comply with the Fair
Labor Standards Act (FLSA) that specifies that law enforcement officers may work 171
hours in a 28 day period before becoming eligible for overtime payment.
Most shift lengths are designed around 8.5, 10, or 12 hour days with a variety of days on,
days off patterns. Each shift pattern has strengths and weaknesses. The 8.5 hour
schedule provides little overlap between shifts and officers have only two consecutive
days off. The 10 hour schedule provides for substantial overlap and allows three
consecutive days off but may require more officers than the 8.5 hour shift. The 12 hour
schedule may reduce the number of officers needed but often does not match well
workload peaks and valleys and tends to result in increased officer fatigue. This analysis
uses the following common schedules:
• Five 8.5 hour work days followed by two days off (170 hours per 28 days),
• Four 10 hour work days followed by three days off (160 hours per 28 days),
• Two 12 hour work days followed by two days off (168 hours per 28 days).
A common set of assumptions was used for each model. They included the following:
• Based on the calls for service analysis the average weekly calls for service
workload is
o 1123.7 hours in the South District,
o 622.4 hours in the Middle District, and
o 534.1 hours in the North District.
• A show -up rate of 75% is used in the models. As described earlier in this report,
with overtime, the current show -up rate is 70.1 %. Without overtime, the rate is
60.1 %. These current rates are low compared to more typical rates of 75% to
85% in similar department. In the implementation section of this report, we offer
recommendations to increase the base show -up rate so that overall the department
would have a 75% show -up rate more in keeping with industry averages. As the
show -up rate lowers more officers need to be assigned, more officers need to be
pulled from special units to fill patrol vacancies or more overtime needs to be
used. A higher rate, on the other hand, requires fewer assigned officers. As is
discussed earlier, show -up rates over 80% are more typical in departments with
young patrol forces and in jurisdictions without collective bargaining. Therefore,
a target rate of 75% for Miami Beach is a reasonable goal.
MAXIMUS
Har GOVERNMENT SERVE ITO PLOPLf
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 35
FINAL REPORT MARCH 1, 2006
• Each of the three Targets discussed earlier offered a range of time - consumed
averages for non -peak and peaks hours. To develop the optimum models a mid-
range fixed point of 60% is used. This recognizes that, because of fluctuations in
the workload, the time consumed will be higher than 60% during peak periods
and lower than 60% during off -peak periods. Over the course of the average
week, patrol response officers should be expected to devote 60% of their available
time to calls for service. This is a blend of peak and non -peak time. It also takes
into account the wide variation in workload in Miami Beach, especially in the
south District. Similar agencies lack the pronounced variations between peaks
and low points found in Miami Beach. A staffing model that seeks to match
precisely the number of officers to time - consumed targets would vary the number
of officers each hour, or used a split shift approach to strive for the best matches.
Project staff has a very broad range of experience with U.S. police forces and
could cite only one jurisdiction that used a split shift approach.
From these factors, to handle the calls for service workload at an average of 60% time
consumed the following number of patrol officers would be needed:
Optimal Staffing Needs Model Projections Current Assignment
South District 63 67
Middle District 35 36
North District 30 38
Total 128 149*
*This includes the eight bicycle officers that are assigned to shifts rather than districts.
Depending on need, they may work in any district although they most frequently work in
the South District, with secondary assignments in the North.
The iterations needed to meet the requirements of each model may alter the number of
officers required in each district. Variations in workload create circumstances that make
it impractical to alter the number of assigned officers each hour of the day. So, some
imbalances occur. There is less work that needs to be performed at some times during
the shifts than at other times. Acceptable staffing needed for peak periods may result in
officers having low levels of time consumed during other times. These may be good
times for directed patrol and increases in self - initiated activity. The results for each
staffing model are presented below.
MAXIMUS
HELPING GOVERNMENT swor THE PEOPIL
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 36
FINAL REPORT MARCH 1, 2006
TOTAL HF 1123 7 TOTAL HF 622 4 TOTAL HF 534.1
At 75% show-up, 30 hrs 37 5 At 75% show -up, 30 hrs 20 7 At 75% show -up, 30 hrs 17 8
At 60% time consumed 62 4 At 60% time consumed 34 6 At 60% time consumed 29 7
Rounded to 63 63 Rounded to 35 35 Rounded to 30 30
At 63 times 30 hours per week 1890 At 35 times 30 hours per week 1050 At 30 times 30 hours per week 900
Average time consumed would 59 5% Average time consumed would 59.3% Average time consumed would 59.3%
SHIFTS (OFFICERS SHOWING -UP) SHIFTS (OFFICERS SHOWING -UP) SHIFTS (OFFICERS SHOWING -UP)
MIDNIGH1 12 8 8 7 10 20 22 MIDNIGH1 6 5 5 5 5 8 8 MIDNIGH1 5 5 5 5 5 8 8
DAY 10 10 10 8 10 11 14 DAY 8 7 7 7 7 5 7 DAY 6 5 6 6 6 5 6
AFTERNC 10 10 10 12 12 14 12 AFTERNC 6 7 6 7 7 8 8 AFTERNC 6 6 6 6 7 8 7
M =2330 -0800 TOTAL 240 M= 2330.0800 TOTAL 139 M= 2330 -0800 TOTAL 127 1
D= 0730 -1600 HOURS= 8 1920 D= 0730 -1600 HOURS= 8 1112 D= 0730.1600 HOURS= 8 1016
A =1330 -0000 64 A= 1330 -0000 37.1 A= 1330.0000 33.9
SOUTH MIDDLE NORTH
HOUR MON TUE WED THU FRI SAT SUN HOUR MON TUE WED THU FRI SAT SUN HOUR MON TUE WED THU FRI SAT SUN
0000 60.4% 72.1% 73.3% 79 5% 66.7% 50.3% 34.8% 0000 67.2% 57.0% 57 7% 63 0% 64 7% 56.5% 47.5% 0000 57.3% 66.0% 65.3% 57.3% 65 3% 53.1% 40 2%
0100 52.8% 75.8% 59 8% 67.1% 59 8% 45.3% 57.8% 0100 52.5% 44.7% 44.0% 62 7% 52 3% 59.8% 74.4% 0100 49 7% 60.3% 48.3% 50.0% 58.3% 46.0% 60.0%
0200 54.4% 66.5% 50 8% 63.6% 57 2% 48 2% 54 9% 0200 47 8% 42.3% 37.7% 57 0% 49 7% 50.6% 64.2% 0200 54.3% 62.3% 43.0% 43.3% 46.7% 44.8% 47 7%
0300 56.0% 74.4% 49.2% 76.4% 57.2% 57.3% 67.4% 0300 59 4% 37.3% 48.0% 43.0% 51 0% 52.1% 55.0% 0300 49 0% 52.7% 38.0% 48.7% 47.3% 40.4% 42.3%
0400 59 9% 66.3% 55 4% 73 6% 52 3% 62 0% 66.4/, 0400 48 3% 466% 50 0% 31.3% 44 0% 58.3% 51 7% 0400 47 7 36.7%:i,:::' 43.7% 36.3% 371 % 31 9%
0500 60 6% 53 5% 55.2% 73.6% 53 8% 66 4% 61.7% 0500 36 9% 49 0% 43 3% 31 30/ 34 3% 51.9% 46.0% 0500 43 3% 22.E 19.1% 31 0% 31,7% 40 0% 31.7%
0600 46 9% 53.1% 43 8% 55 5% 46 8% 50 9% 47 0% 0600 392% 46.3% 36.7% ,1 ` 32 3% 36.9% 513% 0600 46 3 %' 1 h �)�yii li'tt K i " . ;t0A 40.2% 1�� � 0
0700 47 2% 52 7% 37 1% 36 7% 35 0% 35 7% 32 7% 0700 52.8% 50 0% 47.7% 36 7% 40 3% III p' ii304 41.5% 0700 56 7% it N O 39 3% 35.7% 43.3% 37 5%,,4,4,34!
0800 57 8% 46.5% 40.0% 44.0% 37.2% 47 9% 41 7% 0800 53 1% 45 2% 52.6% 36 0% 37.1% 40.0% 49 3% 0800 57.8% 35.3% 48.6% 41.4% 57.5% 61.3% 38.3%
0900 67 3% 60 0% 50.5% 51.0% 40 3% 48 9% 45 5% 0900 61 9% 57 9% 65.5% 50.0% 49 5% 53.7% 49.8% 0900 63 3% 45.3% 55.6% 53.9% 62.2% 56.3% 43.6%
1000 63 8% 69.2% 63.0% 63 1% 40 7% 56.1% 45 7% 1000 64 8% 55.2% 56.7% 54 0% 47.4% 60.7% 55 7% 1000 59.7% 55.3% 54 4% 58.1% 54.7% 61.7% 50.8%
1100 67 2% 71 7% 66.2% 74 4% 47 3% 58.8% 53.6% 1100 59 6% 53.6% 61.2% 61.2% 53 6% 64.0% 58.1% 1100 53.6% 63 7% 52.5% 51.1% 50.8% 73 7% 55.3%
1200 69 3% 69.3% 62.7% 62 3% 57 0% 62 1% 59 9% 1200 77 1% 62.9% 56.9% 64 8% 61 7% 68 7% 65 5% 1200 58.9% 62.0% 50.6% 56.9% 46.4% 77.3% 54.7%
1300 76.0% 66.2% 59.5% 68.3% 66 3% 64 4% 61 8% 1300 77.3% 58.3% 62 4% 67 1% 69.3% 75.0% 76.2% 1300 54 7% 54 0% 53.1% 61 7% 51.9% 68.3% 48.1%
1400 74 3% 67 0% 55.5% 63.8% 75.8% 65 6% 60.6% 1400 69 4% 59.3% 71.2% 68 6% 69.8% 76 3% 75 0% 1400 53 6% 61.7% 52 5% 67.2% 56 4% 63.0% 46.4%
1500 66 5% 67 3% 66.0% 73.5% 76.2% 70 9% 47 4% 1500 57 1% 62.4% 73.1% 71 4% 68.1% 72 0% 66.2% 1500 54.2% 70 0% 59.2% 56 9% 65 0% 62.7% 53.6%
1600 67 0% 68.7% 72.7 603% 68 3% 58 3% 63 8% 1600 66 9% 65.0° /u .r ° 9L1%'. 62.9 / 71.7% 43.5% 562% 1600 49 4% 52 8%o 71.7/, 60.8% 54.8% 42.5% 50.2%
1700 66.3% 58.3% 69.7% 66.9% 76.7% 63 3% 67 5% 1700 $L; 61 9% 701% 69 5% 71.7% 61 9% 44.8% 1700 66 4% 63 3% 71.4 63.3 68.1% 502% 616%
1800 72.8% 57 7% 67 7% 57 8% 71.3% 64 0% 65 3% 1800 62 8% 61.2% 70.0% 67 1% 67.1% 58 3% 42.9% 1800 65 6% 67.5% 66.7% 62.2% 61.2% 51 0% 70 0%
1900 66.7% 56 8% 69 8% 55.1% 64.0% 63.2% 70 6% 1900 57 5% 56.9% 67 8% 61 9% 69.5% 58 1% 52 1% 1900 68 1% 67.2% 58.1% 62.8% 53.8% 49.4% 63.8%
2000 55.3% 53.8% 61 8% 49 4% 69 0% 67 7% 57 9% 2000 55 0% 54.8% 61.1% 53.3% 61.0% 59 8% 41 3% 2000 71 7% 63.1% 61 9% 60.6% 60.0% 50.8% 66.0%
2100 54.2% 52 7% 62.2% 40 7% 60 4% 68.8% 56 9% 2100 50 8% 46.2% 54.4% 52 4% 62.4% 61 0% 45.2% 2100 64.4% 65 8% 59 4% 51 7% 62.9% 49.6% 59 5%
2200 59.7% 50.2% 547% 36.5% 58.3% 67.7% 589% 2200 47.5% 40.7% 52.2% 57.1% 64.8% 65.2% 396% 2200 62.2% 45.8% 61 1% 53.6% 65.2% 54.6% 53.8%
2300 60.7% 51.5% 48 7% 44.0% 68 2% 71 7% 59.7% 2300 41.7% 41 7% 49.4% 49 0% 61.7% 61 9% 47.5% 2300 57 5% 43.1% 53.3% 48.1% 63.8% 56.7% 45.7%
MODEL USING 8.5 HOUR SHIFTS WITH FIVE DAYS ON DUTY FOLLOWED BY TWO DAYS OFF DUTY
MAXIMUS
HELPING GOVERNMENT SERVE TUE PEOPLE
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 37
FINAL REPORT MARCH 1, 2006
The preceding model uses a shift length of 8 %2 hours so that there is time for a roll call /briefing before the on- coming shift goes onto
the street. It allows up to seven different days off patterns so that a different number of officers can be scheduled for each day of the
week to match workload variations. Over the three districts, there are only two times that the time consumed exceeds 80 %- -these
areas are shaded. There are 12 times when workload falls below 30 %. The assigned patrol officers are able to handle 100% of the
workload in all three districts. The total number of officers needed would be 135 compared to the current 149 assigned. This exceeds
the 60% target number of 128 because of the need to "fit" personnel resources to workload variations.
MMAXIMUS
HELPING GOVERNMENT SERVE THE PEOPLE.
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 38
FINAL REPORT MARCH 1, 2006
TOTAL HF 1123.7 TOTAL HF 622.4 TOTAL HF 534.1
At 75% show -up, 30 hrs 37 45722 At 75% show -up, 30 hrs 20 745 At 75% show -up, 30 hrs 17.80222
At 60% time consumed 62.4287 At 60% time consumed 34.575 At 60% hme consumed 29.67037
Rounded 63 Rounded 35 Rounded 30
Times 30 hours per week 1890 times 30 hours per week 1050 times 30 hours per week 900
Avg time consumed would = 59 5% Avg time consumed would = 59.3% Avg time consumed would = 59.3%
MIDNIGH1 8 6 7 10 15 17 8 MIDNIGH1 5 5 5 5 6 6 5 MIDNIGH1 5 4 4 4 5 5 5
DAY 10 10 9 8 9 10 12 DAY 7 6 7 7 7 7 6 DAY 5 5 5 5 5 5 5
AFTERNC 9 9 9 9 11 12 12 AFTERNC 6 5 6 6 6 6 6 AFTERNC 5 5 6 5 6 6 6
OVERLAY 2 2 2 2 OVERLAY 0 0 0 0 OVERLAY 0 0 0 0
M2100-0700 TOTAL 210 M2100-0700 TOTAL 125 M2100-0700 TOTAL 106
D0630 -1630 HOURS= 10 2100 00630 -1630 HOURS= 10 1250 D0630 -1630 HOURS= 10 1060
M1600 -0200 70 M1600-0200 42 M1600 -0200 36
OVER LAY 2000 -0600
SOUTH MIDDLE NORTH
HOUR MON TUE WED THU FRI SAT SUN HOUR MON TUE WED THU FRI SAT SUN HOUR MON TUE WED THU FRI SAT SUN
0000 310% 319% 311% 34.8% 313% 36 0% 0000 363%1 ,, gotsimmilk 37.6% 31.7% 0000 ' :1 33 0% 36.3% , : 36.3% 38.6% a °
0100 20,4 317% 319% < 9+ 324% 41 0% 0100 , t L. w * 39.9% 491% 0100 OAS. 302 %.? 32.4% 33.5% 43.6%
0200 65.3% 66.5% 67 8% 63.6% 47.6% 56 7% 63.6% 0200 57.3% 42.3% 37.7% 57 0% 49.7% 67.5% 0200 54.3% 62.3% 53.8% 54.2° % 58.3% 71 7% 76.3%
0300 67.2% 74.4% 65.6% 76.4% 47.6% 67.4% 78.1% 0300 71 3% 37.3% 48.0% 43.0% 51.0% 69.4% 73.3% 0300 49 0% 52 7% 47.5% 60 8% 59.2% 64.7% 67 7%
0400 71.8% 66.3% 73.9% 73.6% 43.6% 72.9% 76.8% 0400 58.0% 46.0% 50.0% 31.3% 44 0% 77.8% 68.9% 0400 47 7% 36.7% 32.1% 54.6% 45.4% 59.3% 51 0%
0500 72.74 533% 73.6% 73.6% 44.9% 78.1% 71 5°4 0500 44 3% 410% 413% % 31 3% 343% 69.24 61.44 0500 43.356 ." r 38 8% 39.6% 64.0% 50 7%
0600 70.44 53.1% 58.34 55.54 46.8/ 67.91' 60.9 0600 470 433% 3676 701 32.34 49.24 711 0600 46.3% > 0` 33.8% 31.3 32.9% 64.3% 41.3%
0700 56.71' 42.2% 33 0°% 32.1% 38.9 71.3% 60.0% 0700 45.2 41.7 % 34 0 % 24.8% 32.4 55.3% 0700 56.7%5V s 39.34 337% 43.36 60.058 37 04
0800 57 8% 46.54 44.4% 44.04 41.34 52.71' 48 6% 0800 617% 528% 52.6% 36 0% 371 4 ; 28.6% 573% 0800 69 3% 35.34 58.3% 49 74 610% 613% 46.04
0900 67 3% 60.0% 56.158 51.0% 44.8% 53.8% 531 % 0900 70 7% 67.5% 65.558 50 0% 49.5% 38.3% 58.1% 0900 76 0% 45.3% 66.7% 64 7% 74.7% 56.3% 52.3%
1000 63.8% 69.258 70.0% 63.1% 45.2% 617% 53.3% 1000 740% 64.4% 56.7% 540% 47.4% 43.3% 65.058 1000 717% 55.3% 65.3% 69 7% 65.7% 61 7% 610
1100 67.2% 71.7% 73.5% 744 52.6% 647% 62.5% 1100 68 1% 62.5% 6t2% 61.2% 53.6% 45.7% 67.858 1100 64 3% 63.7% 63.058 613% 61.058 73.7% 66.3%
1200 69.3% 69.3% 69.6% 62.3% 63.3% 68.3% 69.958 1200 73.3% 56.9% 64.8 61.758 49.058 76 458 1200 70 758 62.058, 60.7 68.358 55.7% 77 316 65 7%
1300 76.0% 66.258 66.1% 68.3% 73.7% 70.8 72.1% 1300 68.1% 62.4% 67.1% 69.3% 53.6% 1300 65.7% 54.0°% 63.7% 74 058 62.3% 68.3% 57.7%
1400 74.3°% 671% 617% 618% a' ^ 722°% 70.7% 1400 713% 612% 712°% 681% 618% 543% , 1400 643°% 617% 610°% 673% 610% 55 7°%
1500 66.5% 67.34 73.36 73.54 781% 533% 1500 65.24 72.8/ 711% 71A% 68.1% 514°% 77.2% 1500 65.04 70.058 71.04 68.3°4 78.0% 62.7% 64.358
1600 74.4% 76.3% 4 7A5% % 681°% 618% 1600 66.9% .,, • 733% 58.1% 66 9% 1600 513% 613% 713°% 73 0% 619°% 56.7% 581%
1700 717% 64.8°% 77.4% 719°% 67 5% 1700 ,, ' 703% ,,, ; « ' , 59 7% 1700 79 7°% 730% /0 71.4% 76 0% 79.4% 661% 742°%
1800 641% 75.24 771°% 77.7°4 74.7% 653% 1800 62.84 70.06 78.3°6 78.34 77.858 572% 1800 787% +. 66.7% 74.7% 71.4% 68.1%
1900 741% 631°% 77.6% 715% 618°% 731% 701% 1900 57 5% 79 7% 671% 72.2°% 773°% 69.4°% 1900 ':; ' " j ,} " 58.1% 733% 628% 638% 74.4%
2000 615% 59.8% 68.7% 53.9% 63.7% 677°% 49.6% 2000 55.0% 76.7°% 61.1% 62.2% 71.1°% 79.7% 55.0°% 2000 x'fi,. :.„,' 75.7% 61.9% 72.7% 70.0% 67.8% 76.9%
2100 41 7% 43.9% 49.7% 30.558 35.4% 42.8% 38.0% 2100 35.9°% 43.1% 38.4°% 43.1% 48.558 54.358 42.558 2100 51.6% 56.4% 44.658 44.3% 51.8°% 46.758 490%
2200 351% 33.4°% 342% 4E#.�' 30.6°% 32.1% 2200 , s 28:5% . 36.4% 37.8% 43.5% .. 2200 37.3% 306% 36.7% 35.7% 41.5% 397% 342%
2300 35.758 34.358 304 %$5211,* , , 1 32.458 32.6% 2300 21.24(t 31.258 36.0% 41.3% 34.5% 2300 34.5% A 32.058 32.0% 40.6% 41.2% *$
w
MODEL USING FOUR TEN HOUR DAYS FOLLOWED BY THREE DAYS OFF
The four -ten shift provides 30 hours of coverage for the 24 hour day allowing for up to six hours of double coverage. The model
above has Y2 overlap between shifts for roll call/briefings and then five hours of overlap coverage from 2100 hours until 0200. Also in
the South District an overlay shift is used Thursday through Sunday from 2000 -0600. This structure generally solves the current
staffing problems after midnight but by shifting resources to cover that period, other times have fewer personnel resources. Over the
three districts, there are 29 time blocks over 80% time consumed but none of them are longer than three hours in duration. There are
40 time blocks with time consumed under 30 %. This model requires a total of 148 officers. one less than currently assigned.
MA IMUS
HELPING GOVERNMENT SERVE THE PEOPLE •
x < , m M , , s?s a rz4 04 e . -4� "sa r im , :;-:,-,'''7:-'7-. +aF a , �., „. a; v r.... a ,_< e Y'; # , ,L. Z
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 39
FINAL REPORT MARCH 1, 2006
TOTAL HF 1123.7 TOTAL HF 622.4 TOTAL HF 534 1
At 75% show -up, 30 hrs 37 5 At 75% show -up, 30 hrs 20.7 At 75% show -up, 30 hrs 17 8
At 60% time consumed 62.4 At 60% time consumed 34.6 At 60% time consumed 29 7
Rounded 63 Rounded 35 Rounded 30
Rounded times 30 hours per week = 1890 Rounded times 30 hours per week = 1050 Rounded times 30 hours per week = 900
Average time consumed = 59.5% Average time consumed = 59.3% Average time consumed = 59 3%
MIDNIGH1 15 15 15 15 15 15 15 MIDNIGH1 6 6 6 6 6 6 6 MIDNIGH1 6 6 6 6 6 6 6
DAY 10 10 10 10 10 10 10 DAY 7 7 7 7 7 7 7 DAY 6 6 6 6 6 6 6
M1900 -0700 TOTAL 175 M1900 -0700 TOTAL 91 M1900 -0700 TOTAL 84
00700 -1900 HOURS= 12 2100 D0700 -1900 HOURS= 12 1092 00700 -1900 HOURS= 12 1008
70 36.4 33.6
SOUTH MIDDLE NORTH
HOUR MON TUE WED THU FRI SAT SUN HOUR MON TUE WED THU FRI SAT SUN HOUR MON TUE WED THU FRI SAT SUN
0000 48 3% 38.4% 39.1% 37.1% 44.4% 67 1% 51.1% 0000 672% 47.5% 48 1% 52 5% 539% 75 3% 63.3% 0000 47.8% 55.0% 54.4% 47 8% 54.4% 708% 53.6%
0100 42.2% 40.4% 31.9% 31.3% 39.9% 60.4% 0100 52.5% 37.2% 36 7% 522% 43 6% 79.7% = 0100 41A% 50.3% 40.3% 41.7% 48.6% 61.4%
0200 436% 35.4/0 27.1% 29.7% 38.1% 64.2% 0200 47.8% 35.3% 31.4% 47.5% 414% 67.5% 0200 45.3% 519% 35.8% 361% 389% 59.7% 63.6%
0300 44.8% 39.7% 26.2% 35.7% 311% 76.3% 0300 514% 31.1% 40.0% 35.8% 42.5% 614% 73.3% 0300 40.8% 419% 31.7% 40.6% 39.4% 519% 56.4%
0400 479% 35.3% 29.6% 34.3% 34.9% 0400 48.3% 38.3% 41.7% 26.1% 36.7% 77.8% 68.9% 0400 39.7% 30.6% 21.4% 36.4% 30.3% 49.4% 42.5%
0500 48 4% 28.6% 29.4% 34.3% 35.9% 0500 36.9% 40.8% 36.1% 26.1% 28.6% 612% 61.4% 0500 36.1% 23.9% 16.8% 25.8% 26.4% 533% 422%
0600 37.6% 28.3% 213% 26.9% 31 2% 67.9% 690% 0600 312% 38.6% 30.6% 23.9% 26.9% 49.2% 71 1% 0600 38.6% 20.8% 226% 20.8% 21.9% 53.6% 34 4%
0700 56.7% 42.2% 29.7% 25.7% 35.0% 71 3% 72.0% 0700 45.2% 35 7% 34.0% 26.2% 28.8% 32.4% 47 4% 0700 47.2% 24.2% 328% 29.7% 311% 510% 30 8%
0800 57.8% 46.5% 401% 35.2% 37 2% 52 7% 58.3% 0800 60 7% 45.2% 52 6% 36 0% 371 % 28.6% 49.3% 0800 57.8% 29.4% 48.6% 41 4% 57 5% 51.1% 38.3%
0900 67 3% 610% 50 5% 40 8% 413% 53 8% 617% 0900 717% 57.9% 65 5% 50 0% 49 5% 38.3% 49.8% 0900 613% 37 8% 516% 53.9% 622% 46.9% 43.6%
1000 618% 69.2% 630% 50.5% 407% 61.7% 64.0% 1000 74.0% 512% 517% 54.0% 47.4% 43.3% 55.7% 1000 517% 461% 54.4% 581% 54.7% 514% 50.8%
1100 67.2% 71.7% 66.2% 59.5% 47.3% 64.7% 75.0% 1100 68.1% 53.6% 61.2% 61.2% 531% 45.7% 58.1% 1100 531% 531% 52.5% 51.1% 518% 61.4% 513%
1200 69 3% 69.3% 62 7% 418% 57 0% 68 3% 1200 62.9% 56.9% 64.8% 61.7% 49.0% 65.5% 1200 58 9% 51.7% 50.6% 56.9% 46 4% 64.4% 54.7%
1300 760% 66.2% 59.5% 54.7% 66.3% 70.8% 1300 513% 62.4% 67.1% 613% 53.6% 76.2% 1300 54 7% 45.0% 53.1% 61 7% 51 9% 56.9% 48.1%
1400 74 3% 67 0% 55.5% 51.0% 75.8% 72.2% 1400 79.3% 513% 71.2% 68.6% 69 8% 54.5% 75.0% 1400 53.6% 51.4% 525% 672% 56.4% 52.5% 414%
1500 66 5% 67 3% 660% 58.8% 762% 78.0% 66.3% 1500 612% 62.4% 711% 71 4% 68.1% 51 4% 66.2% 1500 542% 58.3% 59.2% 56 9% 65 0% 52.2% 531%
1600 67 0% 68.7% 72.7% 72.8% 76.5% 1600 57.4% 65.0% 701% 62 9% 71 7% 49 8% 57 4% 1600 49.4% 52 8% 71 7% 60 8% 619% 517% 58.6%
1700 66 3% 58.3% 69.7% t', • 1700 70 7% 61 9% 60 2% 69.5% 71 7% 70 7% 51.2% 1700 66.4% 63.3% 71.4% 613% 79.4% 66 9% 74 2%
1800 728% 577% 677% 69.3% 78.3% 1800 518% 61.2% 610% 67 1% 67.1% 66.7% 49.0% 1800 656% 675% 617% 62.2% 714% 68.1%
1900 44 4% 37 9% 461% 44.1% 512% 510% 56.4% 1900 57 5% 66.4% 67 8% 72.2% 77.5% 69.4% 1900 681 % 67.2% 511% 62 8% 62.8% 65 8% 74.4%
2000 319% 35 9% 412% 391% 55.2% 612% 413% 2000 55 0% 63 9% 61.1% 62.2% 71 1% 717% 55.0% 2000 71 7% 611% 61 9% 60 6% 70 0% 67 8% 76.9%
2100 36 1% 35 1% 41 4% 32 6% 48 3% 64 2% 45.6% 2100 50 8% 519% 54.4% 61.1% 721% 60.31/4 2100 6A4% 65.8% 59 4% 51 7% 73.3% 66.1% 69 4%
2200 39.8% 33 4% 36 4% 29.2% 46.7% 632% 471 % 2200 47 5% 47.5% 52.2% 66.7% 75.6% 52.8% 2200 62.2% 45 8% 61 1% 53 6% 761% 72 8% 62.8%
2300 40.4% 34 3% 32.4% 35 2% 54 6% 66 9% 47 8% 2300 41.7% 416% 49 4% 57 2% 71 9% 63 3% 2300 57 5% 43.1% 53.3% 48.1% 74.4% 75 6% 53.3%
MODEL USING TWO 12 HOUR SHIFTS FOLLOWED BY TWO DAYS OFF
To keep the 12 hour shift within FLSA limits requires that officers work 14 shifts in the 28 day period for a total of 168 hours. To
avoid fatigue a two day on, two off sequence is used. However, this sequence requires that each shift have the same number of
MAXIMUS
HELPING GOVERNMEM'SERVE THE PEOPLE.
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 40
FINAL REPORT MARCH 1, 2006
officers each day. Consequently the shift cannot take into account variations by day. The length of the shift makes adjustments to
match variations in workload impossible, Having enough officers on the shift to match the busiest periods means that officers will not
be very busy during periods of lower average workload. There is no overlap available here so some departments have split reporting
times so that they retain some coverage during shift changes. This model would require 137 officers, 12 less than are currently
assigned, and would result in 29 time blocks over 80% including a five hour streak early Sunday morning in the South District. There
would be 32 blocks with an average time consumed under 30% with this schedule.
MAXIMUS
MIXING GOVERNMENT SERVE THE PEOPLE'
. +5 .t. ua ..ta T r m : , . , . , ,; 74°Y A a T 4 r
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 41
' FINAL REPORT MARCH 1, 2006
The tables below summarize the three staffing models.
Patrol Officers Needed; "Optimal" Models
>1 District Assignment Projections 8.5 Hour 10 Hour 12 Hour
South District 67 63 64 70 70
Middle District 36 35 37 42 33
North District 38 30 34 36 34
Total 149* 128 135 148 137
*Includes bicycle officers.
Average Time Consumed by CFS: "Optimal" Models
District 8.5 Hour 10 Hour 12 Hour
F, South District 58.5% 53.8% 53.5%
b Middle District 56.0% 49.8% 57.0%
'' North District 52.6% 50.4% 53.0%
High /Low Average CFS Time Consumed Blocks "Optimal" Models
Schedule 8.5 Hour 10 Hour 12 Hour
80% Time Consumed or Higher 2 29 29
F 30% Time Consumed or Lower 12 40 32
"?.' Each of the three models provides sufficient resources for the assigned patrol officers to
handle all of their district's calls for service workload thereby minimizing the need for
out -of- district response. Some out -of- district response will still occur since the models
are based on averages. At some times calls for service response will require help from
units other than those assigned to district response.
". There are trade -offs among the three schedules among the number of officers needed, the
average time consumed, and the "extremes" when workload is projected to average 80%
or greater and 30% or lower.
Of the three models, the 10 hour model produced the lowest overall time consumed
averages but require the greatest number of officers. To produce the same overall district
time consumed averages with the 8.5 hour and 12 hour models, the same number of
officers per district would be needed as with the 10 hour model.
Only in the South District, with 12 hour shifts, is there a period when officers average
'; more than 70 % -80% of their time on calls for service for longer than four hours.
However, without significant additions of officers, none of these models provides for the
department to consistently meet the target criteria for off -peak time CFS time, especially
during "prime time' community policing Monday through Thursday from noon to 9:00
pm. Target 2 sought community policing time at no more than 40 % -50% CFS time
x during off -peak periods and Target 3 sought no more than 35 % -45% CFS time during
off -peak periods. Each model shows average time consumed figures generally averaging
1
'A: MUS
HELPING GOVERNMENT SERVE THE PWNZ'
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 42
FINAL REPORT MARCH 1, 2006
60% or higher. Getting to the Target staffing percents would therefore require an
addition of at least 10 to 15% more officers during those time periods in order to meet the
CFS workload demand and provide patrol based community policing services during
community policing "prime time ".
The city and department are continuing to implement community policing through the
use of RDA units and PSS personnel. Three PSS positions are being added in the Middle
District and three are being added in the North District. Their specific role is to
substantially increase the number of community contacts. In addition, RDA officers in
the City Center / Convention Center RDA will continue their community policing
emphasis. Although the South Pointe Area is no longer an RDA, officers assigned to the
area will still use a community policing approach in the area. The use of the dedicated
community policing PSS personnel and RDA officers will enable the department to
maintain a community policing approach as the city and department decide whether to
make the patrol force a fully integrated part of the community policing approach.
IMPLEMENTATION AND RECOMMENDATIONS
Staffing and Scheduling
Recommendation:
The Miami Beach Police Department should strive to enhance its patrol response staffing
and scheduling to meet "Target 1," which seeks to have patrol time devoted primarily to
calls for service response and self initiated activity. Target 2 and Target 3 envision
increases in the amount of community policing activity performed by patrol officers. The
city has added six PSS positions and is continuing to dedicate police resources to the
RDAs in support of community policing. The city needs to carefully study the results of
these initiatives before determining whether to devote additional resources to patrol
response so that sufficient time for patrol community policing activity becomes available.
Recommendation:
The standards set for Target 1 are as follows:
• District officers should handle 80% - 90% of the calls for service workload in
their assigned district.
• District officers should average no more than 50% - 60% of their available time
on calls for service during off -peak times.
• District officer should average no more than 70% - 80% of their time on calls for
service during peak CFS hours as long as the 70% - 80% time commitment is no
longer than four hours in duration.
MAXIMUS
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FINAL REPORT MARCH 1, 2006
All three staffing patterns will meet these criteria. Because of the long shift lengths
which generate officer fatigue especially given community time and because it offers no
substantial advantage over the other two schedules, the 12 hour schedule is not
recommended.
Although the 10 hour model — with 148 officers — would provide the lowest overall
z:T average time consumed by calls for service, the 8.5 hour model — with 135 officers — best
matches the workload by having only two time blocks where average calls for service
would be 80% or more of the available officer time and 12 time blocks averaging at or
below 30% of the available time. In contrast, the 10 hour schedule would result in 29
time blocks with an average calls for service time consumption at or above 80% and 40
time blocks at or below 30 %.
In this instance the primary advantage of the 4 day per week, 10 hours per day schedule is
1 {'
to provide employees with an additional day off thereby, theoretically, reducing officer
fatigue and enhancing the quality of officers' non -work life. This schedule may also be a
recruiting tool. Although, the 4 -10 is not as efficient as the 8.5 hour model, it would
require the least amount of change and still matches up reasonably well against the
workload. For these reasons, MAXIMUS recommends that the city continue to use a
four day, ten hour schedule but with the following alterations.
• The shift times should be as follows:
o Midnight — 2100 hours — 0700 hours
o Day — 0630 hours — 1630 hours
o Evening — 1600 hours — 0200 hours
• An overlay shift should be added to the South District on Thursday, Friday,
Saturday and Sunday beginning at 2000 hours and ending at 0600 hours.
to This schedule provides an overlap of five hours between 2100 hours and 0200 hours
when workload is quite heavy. It still provides time for a 30 minute briefing at the start
of each shift. It will require that patrol supervisors manage their shifts carefully so that
officers complete paperwork throughout the shift rather than returning from the field
early to headquarters because they know the on- coming shift has a substantial overlap
and can cover calls in the field under current scheduling practice.
The department will need to monitor court time payments under this new schedule. It
was reported to the study team that midnight officers at times attend court on duty since
their current shift does not end until 0900 hours. (Day shift officers currently report at
0700 hours therefore overlapping midnight officers by two hours.) There may be some
increase in court time payments as a result.
NMIMUS
HELPING GOVERNMENT SPEW THE PEOPLE
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 44
FINAL REPORT MARCH 1, 2006
Minimum Staffing
The department and the union have long subscribed to the premise that a 1990 study of
the department by the International Association of Chief of Police defined what should be
"minimum staffing" in terms of the number of officers that should be assigned per shift
for the patrol response function. There is no such recommendation on "minimum staffing
in the report.
Several standards are discussed in the report. On page 140, "operational labor" is
discussed:
Operational labor is the total amount of criminal, noncriminal, and traffic
labor. These three types of labor represent the demand placed on officers
by the community in the form of calls for service. Operational labor,
when expressed as a percent of total labor, should never exceed 30% on
any of the three work periods, for first response units.
No justification or support is provided for the 30% "standard ". The IACP report
continues on page 140 to discuss "uncommitted time ":
"Uncommitted time" is necessary for proactive police activity, and
requires special attention when determining patrol staffing requirements.
Uncommitted patrol time is an essential element in law enforcement
because it affects;
• Timely response to priority calls for service;
• Time officers have to initiate contact with suspicious persons and
events;
• Time officers have to initiate contact in a public service fashion;
• Ability of offices to respond to multiple priority calls
simultaneously; and,
• Ability to assign multiple officers to single priority calls.
According to this definition, uncommitted time would seem to include officer
initiated activity described in this MAXIMUS report. Also on page 140, the
IACP report describes targets for uncommitted time:
For a jurisdiction the size of Miami Beach, 35% uncommitted patrol time
on both day and afternoon workperiods, and 45% on the night workperiod
is normally recommended as a minimum. Because of the geographic
location of Miami Beach, and the high incidence of criminal behavior in
the general area (Dade County /South Florida), the minimum uncommitted
time being recommended in this report will be increase to 40% on both
day and afternoon workperiods, and to 50% for the night workperiod. The
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 45
FINAL REPORT MARCH 1, 2006
night workperiod always needs more uncommitted patrol time because
facilities and public areas normally open in the daylight hours are closed
at night, and as a result need more attention and scrutiny.
Conditions have changed in Miami Beach significantly since 1990 and this study. Calls
for service workload has increased and additional resources are more readily available.
The only other portion of the IACP report that used the word "minimum" is in a chart (p.
150) that recommends "zone patrol staffing levels." The chart is reproduced
substantively as follows:
SCHEDULED DEPLOYMENT BY DAY OF THE WEEK
DAYS (29 OFFICERS)
M T W TH F S S
Patrol Officers 16 16 18 17 20 14 15
Minimum
AFTERNOONS (52 OFFICERS)
M T W TH F S S
Patrol Officers 20 20 22 26 33 33 30
Minimum
NIGHTS (49 OFFICERS)
M T W TH F S S
Patrol Officers 21 19 21 25 30 32 28
Minimum
The purpose of this chart in the IACP study is to show recommendations for deployment
by day of the week of the total number of officers that would be assigned to each shift. It
does not take into account expected absences and the consequent number of officers
"showing up." It takes the 130 officers then assigned to patrol and reallocates them.
Although the word "minimum" does appear in the chart, no numbers are aligned with the
label and there is no discussion of minimum staffing adjacent to the chart or in the
recommendations that appear later. The IACP report does not recommend a level of
minimum staffing which would require hiring officers on overtime to maintain.
Recommendation:
Minimum staffing should be left to the discretion of the District Captain in consultation
with the shifts lieutenants. Factors that should be taken into account include officer
safety considerations, the availability of other depai tmental resources, and workload
demand.
Improving the Show -Up Rate
The staffing recommendations include an expectation that the department and the city
make changes to bring the show -up rate to 75 %. (The current show -up rate is 70.1%
MAX MUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 46
FINAL REPORT MARCH 1, 2006
which includes using overtime to fill patrol vacancies. Without overtime the show -up
rate is 61 %.) The department and city need to take several initiatives to increase
incentives for officers to come to work when scheduled rather than use annual or sick
leave.
Recommendation:
The city should consider re- instituting a leave buy -back program. Under the current
procedures, officers must use or lose leave time beyond that which they can accrue. In
order not to lose the leave time, officers will use it. This creates conditions that
sometimes result in staffing shortages that have to be filled by officers on overtime.
During the study period, the city paid patrol officers for some 26,900 hours at time and
one -half for "manpower shortages" and for some 1,150 hours, at double time, for "forced
patrol overtime." Leave policies involving this recommendation might include vacation
leave, sick leave, and emergency vacation.
The purpose of the program should be to provide an incentive for officers to use less
leave time and to increase the "show -up rate" thereby decreasing the need for overtime
for "manpower shortages." A buy back program should be instituted on a dollar for
dollar basis. Given that manpower shortage overtime in paid at 1 %2 time, each hour that
is now spent on manpower shortages because of the use of leave time that is converted to
a buy -back program will save the city 50 %. Similarly, converting forced over time to a
buy back will save the city from having to double an officer's pay for those hours.
The prior pilot sick leave buy back program set maximum amounts of accrued sick time
that could be sold back depending on the frequency of sick leave use in the year. More
incidents of sick time use resulted in a reduced number of hours that could be sold back.
A reconstituted program should allow sell back of the same number of hours regardless
of the prior use of leave time and should be designed so that payment to officers is made
in early December. Payment in December would provide a convenient way for
employees to help meet holiday expenses.
A buy back program should be closely monitored to determine if it reduces overtime
because of manpower shortages that are a result of sick leave or vacation leave usage. If
it fails to have a significant impact on manpower shortage overtime use, it should be
discontinued.
Recommendation:
The department's current leave use policy requires personnel to call in at least 24 hours in
advance of an absence for vacation, floating holidays or religious holidays. Based on
studies of other similar agencies policies, MAXIMUS consultants recommend that the
depai I vent should seek to change this provision so that time off for vacation, floating
holidays, and religious holidays must be requested 14 days in advance.
MAXIMUS
HELPING GOVEVINME.AT.,FERVF: TIM" Mint '
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 47
FINAL REPORT MARCH 1, 2006
Current MBPD policy allows employees to report their absenteeism one hour after the
start of their shift if it is not a previously requested leave. MAXIMUS consultants
recommend that the City of Miami Beach Police Department employees be required to
call -in at least thirty (30) minutes prior to the beginning of their shift if they will be
absent. It is not unreasonable to expect employees to notify a supervisor that they will be
absent prior to the start of a shift. A survey of other departments in regards to their
absentee notification policy ranges from one hour to several hours prior to start of shift
notification. Police Department supervisors can better deploy and reassign staff in the
event of an employee absence with more advanced notice.
Furthermore, specific language should be added to limit the number of people that can be
off on planned leave from any one squad so that workload expectations can be taken into
account. Such leave limitations should be posted for each work unit when new shifts are
bid. Too often, those scheduling patrol operations have to use overtime to cover
absences.
Additional limitations should be placed on leave requests during the department's busiest
season. The analysis above demonstrated that the average calls per service per week
during the defined "winter" season (December through May) averaged about 16% higher
than during fall and summer. A limitation might take the form of reducing the number of
people that can be off for each work units by season.
The department should also seek to schedule training days /times at the start of each shift
bid period. By maintaining a longer range training calendar, adjustments can be made in
how many people can be off at any given time from each work -unit.
These measures would provide supervisors with advance time to adjust scheduling to be
able to maintain minimum staffing without requiring substantive last minute overtime. It
would assist the department in improving its current level of show -up rate within the
agency.
Call Clustering
The 1990 IACP report noticed that "Too many units respond to calls where they are not
needed. They stay too long and talk on occasions." MAXIMUS staff noted a similar
problem in that patrol response on occasions includes units not dispatched to a call that
do not return immediately to call response "ready mode."
Recommendation:
Field supervisors need to carefully monitor the number of units responding to calls for
service. They need to send units not needed back to their beats and to call response ready
mode.
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HELPING COVFRNMENT cRRvrn,r.pu,Ns
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 48
FINAL REPORT MARCH 1, 2006
Off-Duty Employment
The chart below shows all Miami Beach officers off -duty work for the average week.
ALL OFF DUTY WORK
HOUR MON TUE WED THU FRI SAT SUN
0000 12.8 6.5 6.1 7.0 7.0 15.7 11.2
0100 14.4 8.6 7.3 8.6 10.2 19.5 15.6
0200 13.8 8.4 7.1 8.5 9.8 18.4 15.1
0300 12.0 8.1 6.7 8.2 9.5 17.2 14.7
0400 9.9 6.9 5.7 7.0 8.4 16.4 14.2
0500 5.1 3.6 3.5 3.8 5.7 8.9 9.0
0600 3.1 3.5 3.6 3.1 3.5 3.3 3.7
0700 5.4 6.2 6.5 5.6 5.7 4.9 3.9
0800 9.4 10.9 10.6 9.4 10.9 7.2 5.4
0900 11.6 13.9 13.4 12.9 13.8 8.2 6.5
1000 12.0 14.3 13.9 13.2 14.4 8.7 6.9
1100 13.3 15.6 15.4 14.6 16.2 10.2 7.1
1200 13.5 15.5 15.3 14.5 17.1 11.2 8.1
1300 13.9 15.5 15.4 14.3 16.8 12.4 9.8
1400 13.6 15.0 14.8 13.8 16.7 12.3 10.6
1500 12.4 12.8 12.3 11.5 14.2 12.2 13.3
1600 11.2 10.4 10.2 10.1 14.1 12.8 14.1
1700 11.4 9.6 11.2 12.7 18.8 17.7 20.3
1800 12.6 11.2 12.9 14.7 23.7 20.3 22.3
1900 13.7 11.9 13.5 15.7 26.1 22.4 22.5
2000 13.3 11.3 12.9 15.8 26.4 22.3 22.1
2100 12.8 11.2 12.2 14.1 27.0 21.9 23.1
2200 11.9 10.7 11.9 12.4 24.3 20.9 20.8
2300 8.5 8.3 9.0 8.9 16.9 12.4 14.2
TOTAL OFF DUTY 2040.9
Peak periods are on Friday, Saturday and Sunday evenings in the hours leading up to
midnight. Because the hours worked off -duty equal the number of officers working, the
table provides a gauge of how many additional officers are working in Miami Beach at
any given time. The total hours per week - 2,040.9 - compares to a total average calls
for service time consumed of 2,280.2 hours for the entire city. Miami Beach officers
spend almost as much time each week working off duty jobs as they do responding to
calls for service.
Of the 15,887 recorded off duty jobs, 81% were attributed to 10 client types. They are as
follows:
NMAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 49
FINAL REPORT MARCH 1, 2006
Rank CLIENT TYPE COUNT
1 NIGHT CLUB 3336
2 OTHER 1952
3 MERCHANDISER 1417
4 SPECIAL EVENT 1254
5 CONSTRUCTION 1023
6 BUSINESS 1010
7 RESTAURANT 809
8 CONVENTION /SHOW 771
9 `Blank" 769
10 PRIVATE 481
One benefit to the level of off -duty work is that the city has increased law enforcement
officer presence that is privately subsidized. However, when combined with the large
amount of overtime work and regular on -duty work, officer fatigue may be a substantial
problem.
Overtime Assignments
During the study period, an average of about 2940.9 hours per week was consumed for
overtime assignments. Approximately 59% of this time was spent on the following ten
categories:
Total Hours /
Rank DESCRIPTION Year
1 MANPOWER SHORTAGE 29890
2 MEMORIAL DAY 2005 - CITY MANAGER 13644
CC /QUALITY OF LIFE ENFORCEMENT
3 DETAIL 9761
SP /QUALITY OF LIFE ENFORCEMENT
4 DETAIL 8194
5 SPRING BREAK 2005 6853
6 ADMINISTRATIVE /STAFF DUTIES 4999
7 County - Traffic 4554
8 BURGLARY DETAIL - PATROL DIV. 4488
9 MTV AWARDS - CONTINGENCY 4335
10 HURRICANE FRANCES 2004 - FEMA 3524
Overtime work varies because much is consumed by special events. Memorial Day,
Spring Break, MTV Awards, and Hurricane Frances 2004 all took place within limited
time periods. Still, on -duty work and overtime and off -duty work combine into a
substantial amount of time for police employees to be working in a police role and
environment.
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 50
FINAL REPORT MARCH 1, 2006
Fatigue
Chronic fatigue can cause many debilitating and even dangerous effects in police
officers. An officer's physical health, alertness, and decision - making ability — especially
in difficult or dangerous situations can all be impaired by fatigue. If an officer becomes
irritable as a result of chronic fatigue, he /she may become inappropriately confrontational
and employ unnecessary force in unwarranted situations. Further, these same problems
often lead to difficulties in the officer's personal life creating strains on family relations.
It is not only the police officers themselves and their families who suffer the negative
consequences of fatigue. The public is also affected. Due to the adverse effects on
fatigue on alertness and motor responses, the incidence of traffic accidents involving
officers who are suffering from fatigue (most notably those working night shifts) is
higher than for officers who are working "normal" schedules and who are getting
adequate rest. In addition, the irritability and impairment of judgment and attitude
associated with fatigued officers may lead to inappropriate responses, such as
unnecessarily confrontational behavior and the inappropriate use of force by officer
toward persons they encounter during their workday. In short, the net result of
widespread officer fatigue within a department is often ineffective policing, which may
expose the public to a lower degree of police protection.
Added to all of the other negative consequences of police fatigue are the adverse financial
effects that it may have on the department and the City of Miami Beach. For example,
fatigue is a factor in many officer- involved motor vehicle accidents. Such accidents can
be very costly to the department, and involve not only damage to, and repair or
replacement of, police vehicles, but may also cause lost time due to injuries or the cost of
training replacements for officers killed or crippled in these incidents. In addition,
liability claims by individuals who have suffered property damage or personal injury in
officer - fatigue- related accidents can result in substantial judgments or settlements.
Moreover, officer fatigue also affects the costs associated with job turnover and financial
liability due to civil suits. The greater incidence of health problems associated with
chronic fatigue also results in higher costs for the department due to absenteeism and
increased health insurance premiums.
Police fatigue studies have resulted in several suggestions for reducing its severity and
effects. Police departments can reduce the impact of fatigue and sleep deprivation on
their personnel by altering shift times, setting limits on the number of hours that an
officer may work during any 24 -hour period, monitoring or managing extra duty
assignments and second jobs, and soliciting the cooperation of the courts in devising
court schedules that place less of a burden on night shift officers.
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 51
FINAL REPORT MARCH 1, 2006
Recommendation:
The current City of Miami Beach policy allows officers to work a cumulative total of 72
hours during any work week excluding overtime or court time. Thus, an officer may
work up to 32 hours off duty within the seven day work week. In addition additional,
unlimited time may be spent on overtime or court time.
A survey of other similar police departments shows that 72 hours may be excessive.
Clearwater, Florida and Leon County, Florida both allow a total of 80 hours per monthly
work period, equivalent to 20 hours of off duty per week. Lakewood Police Department
in Colorado allows a total of 64 off duty hours per monthly work period — which equals
to16 hours of off duty hours per week. Dade County, Florida only permits 80 hours per
pay period (including overtime). The City of Miami limits off duty to 30 hours a week.
In Colorado, the Denver Police Department, limits the total on duty and off duty hours to
64 hours per week, including overtime and court time. The Sarasota, FL Police
Department does not allow their officers to work more than 14 hours per day, regardless
of whether it is on or off duty work.
In order to maximize high quality service to the public by providing adequate staffing, to
minimize the potential impact of fatigue from substantial overtime and to improve
targeted show up rates, we recommend that:
• The total number of hours an officer works per seven day period should be
restricted so that, once an officer works 64 hours in the seven -day work period,
the officer can work no additional "off- duty" hours. An officer may exceed 64
hours in order to complete the officer's on -duty schedule or to work overtime
assignments. Currently, MBPD officers work 4 ten hours shifts. Sixty four hours
would allow them to work the equivalent of their normal shift and allow for up to
8 hours per day on their three days off, assuming no overtime.
• No off -duty work can be performed in the six hours directly preceding an
officer's shift starting time.
• During a seven day work week, as soon as an officer exceeds 64 hours of work —
regardless of the sources (on -duty, overtime, court time, or off -duty) — the officer
can work no additional off -duty jobs.
For example, if an officer began the seven day cycle with an eight hour off -duty job, then
worked a regular shift of four days during which he also worked ten hours of over time,
the officer would be able to work only six more hours of off -duty work during that
period. (8 hours of off duty plus 40 hours regular shift time plus 10 hours of over time
equals 58 hours leaving 6 hours available before the 64 hour limit is reached.
Off duty employment not only provides the potential for an economic benefit to the
employee but, in the case of sworn personnel working certain functions, may prevent
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 52
FINAL REPORT MARCH 1, 2006
criminal or other deviant behavior by virtue of the employee's presence. However, the
employees' job responsibilities with the City of Miami Beach Police Department take
precedence over secondary employment and should be limited if MBPD staffing suffers.
Recommendation:
The Miami Beach Police Department's current policy states that seniority shall be the
sole determinant governing many of the policies of the Department. Although seniority
traditionally has been given great significance in law enforcement agencies, if used as the
sole determinant factor, it can create issues. For example, agencies that utilize strictly
seniority for shift bidding, frequently find that the majority of less experienced officers
end up on the highest crime shifts.
Different departments recognize that years of service need to be acknowledged and
rewarded, yet find creative ways to accomplish a balance. For example, Broomfield
County, Colorado allows their sworn officers to bid by seniority at each shift change. It
allows them to only have two of the same shifts consecutively and everyone is required to
work a day shift once every three cycles. This helps spread the senior officers'
experience throughout the shifts, yet still gives priority to seniority.
In order for the Department to function efficiently, while providing adequate and
appropriate service for the community, MAXIMUS consultants recommend the
Department take into account a number of additional factors that might impact the ability
of the Department to meet its mission and serve to the community. MAXIMUS
consultants recommend a revision to the current policy to state that seniority is only one
of several factors taken into account rather than being the sole determinant factor
governing Department policy.
Recommendation:
Research conducted by project staff shows that meal breaks have an impact on patrol
officer availability — about 320 hours each week are consumed by meal breaks. The
Miami Beach Police Department's current practice is to allow one hour for the meal
break. A formal policy should be implemented that specifies 30 minutes for the
maximum meal time allotment.
Recommendation:
It was reported to the study team that under the current conditions the MBPD cannot fill
all of the off -duty job requests. The city should consider regulations that permit police
officers from other agencies to work off -duty in Miami Beach, under the same rules as
for Miami Beach officers. This would include that the officer be accounted for through
the Miami Beach dispatch system and that the officer supply a portable radio that can
communicate directly with the dispatch center.
MAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 53
FINAL REPORT MARCH 1, 2006
In addition, the city should consider additional standards and requirements for all private
security personnel working in Miami Beach. This may include requirements that the
department be notified of who is working where when. It may also include a requirement
that some means of direct communication with the city be established by telephone or
radio. Currently the city has on -going contracts with private security. This is further
explained at the end of the report under the section titled - Layers of Security.
IVIAXIMUS
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 54
FINAL REPORT MARCH 1, 2006
3. PATROL SUPERVISORS
Overview
Effective patrol supervision requires that sergeants observe and guide the work of their
subordinates. They also need time to plan and direct their officers' time when they are
not responding to calls for service to have an impact on crime and disorder. They also
need time to review the reports written by their subordinates and to handle a certain
amount of administrative tasks. Although they should observe their officers when the
officers are handling calls for service, if they participate as a call responder they lose the
ability to supervise and observe.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
• Patrol supervisors should spend less than 10 % -12% of their time on calls for
service response as either a primary or back -up unit.
This criterion recognizes that, at times, the closest available sworn police officer,
regardless or rank, may need to respond. It may be for an emergency call, for which
there is no closer unit and time is of the essence, or to back up another officer who needs
immediate help.
This target will reserve sufficient time for sergeants to accomplish their primary
supervisory mission.
Analysis of Current Miami Beach Conditions
The Miami Beach Police Department assigns a total of 24 sergeants to patrol response,
each in charge of a squad of officers. On each of the three shifts, four sergeants are
assigned to the South District, two to the Middle District, and two to the North District.
Daily expected staffing for each shift is for two South District sergeants to be present
along with one Middle and one North District sergeant. Patrol response sergeants report
' hour before the start of each shift to compile briefing materials and leave % hour prior
to the end of the shift to compensate for reporting early.
Analysis of CAD data shows that Sergeants respond to calls most frequently from 0200
through 0500. This period accounts for 20% of their responses. Three call types —
disturbances, suspicious, and alarms — account for 52% of their call responses.
Call response accounts for approximately 8.6% of the time South sergeants have
available, 9.9% of Middle District time and 5.1% of their available time in the North.
OPTIMAL MODELS FOR MIAMI BEACH
Under current conditions, patrol sergeant staffing meets optimal staffing criteria.
MAXIMUS
HELPING GOVERNMENT SERVE THE PEON,=
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 55
FINAL REPORT MARCH 1, 2006
IMPLEMENTATION AND RECOMMENDATIONS
Recommendation:
The department should designate one sergeant scheduled for each shift as the "briefing
sergeant" to take care of preparing the briefing and distributing the necessary paperwork
such as subpoenas. This should normally be one of the two South District sergeants. The
other shift sergeants should begin and work at the same time as the rest of the shift. If
only one South District sergeant is working then the "briefing sergeant' should be from
either the Middle or North District so that there is always a South sergeant available at
the end of the shift to deal with reports and other matters that need immediate attention.
Under the current practice, with all sergeants reporting 1 /2 hour before the shift and
leaving 1 /2 hour before the end of the shift, officers coming in from the field do not have
their shift supervisors to review and sign off on their reports or to consult about actions
taken during the shift.
MAXIMUS
I LPING GOVFRWE.MT SRRV' THE PEOPLE'-
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 56
FINAL REPORT MARCH 1, 2006
4. TRAFFIC /MOTOR SQUAD /ACCIDENT INVESTIGATION
UNIT
OVERVIEW
Traffic unit large operations have l discretionary elements. The work of traffic officers is
p g rY
usually recorded when they make a stop based on their observation of a traffic violation
or of behavior that is otherwise suspicious. They will make traffic stops based on
indications of impaired driving. They act as call responders when they are dispatched to
accidents, when they are the closest unit to an emergency call or when they are needed to
provide another officer with immediate help.
In some jurisdictions, the primary role of a traffic unit is collision prevention. Under this
model traffic collision reports are analyzed to discern locations with high numbers of
traffic collisions and the drivers' behavior that resulted in those collisions. Enforcement
actions are then directed at problem driving behavior under the theory that frequent and
prolonged enforcement campaigns can result in behavioral modification hence reducing
collisions. In some instances, suggestions for road modifications may also result.
Another approach views a traffic unit as a contributor to order maintenance and crime
prevention. Traffics stops are aimed at encouraging people to observe traffic laws with
the hope that this may improve their observation of other law as well. Traffic officers
conduct stops that comply with legal requirements to generate opportunities to identify
people and conduct searches. This may lead to the discovery of wanted persons and of
drugs or other illicit material that may result in an arrest.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
• In Miami Beach there should be two motor squads of adequate size to provide
seven day a week coverage. One squad should work from 11:00 am to 9:00 p.m.
The second squad should work from 9:00 pm to 7:00 am. Highest levels of
coverage should be Thursday to Sunday. Shift times should be adjustable so that
sobriety check points can be run at least once a week.
• Consideration should be given to increasing the number of collisions investigated
by PSS personnel so that 70% of the collisions are investigated by PSS.
Collisions involving death or serious injury, major property damage or criminal
charges should be investigated by sworn personnel.
The primary focus of the motor officers should be to decrease the level of impaired
driving and to enforce motor vehicle laws during the hours of peak bar and club
operations. Their duty hours should reflect this focus.
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PSS traffic collision investigation will decrease the workload of patrol officers and allow
them to focus more on order maintenance, directed patrol, crime prevention, and
community policing. The use of civilian collision investigators is well established around
the country, especially in Southern California. Necessary elements to make this project
succeed will include extensive PSS collision investigation and courtroom presentation
training.
Analysis of Current Miami Beach Conditions
Current MBPD assignments include:
• One sergeant and five officer positions are allocated to one motor squad.
• An additional sergeant and four positions are assigned to motor cycles but they
are usually assigned to call response activities and only perform traffic
enforcement duty when they have time between call response duties.
• One sergeant and three officer positions are allocated to accident investigation.
However, these specialists are frequently used to fill patrol officer vacancies for call
response. The rosters examined show that the traffic units are not able to operate as
specialist with the daily frequency that the target criteria suggest. The optimal staffing
models for patrol response, if implemented, could result in substantially increased time
for those assigned to the traffic unit to pursue their primary mission.
During the study period, June 1, 2004 through May 31, 2005, an average of some 361
hours per week of CFS time was consumed by dispatches regarding accidents. This
represent about 16% of the total time consumed.
Of the 12,601 accident related dispatches, 341, or 13% were handled by PSS units. An
increase in collision call handling by PSS personnel to meet the target criteria could
reduce the time spent of CFS by patrol officers by 10% or more.
The following chart shows the number of accident dispatches by day of the week:
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Accident Dispatches by Day
2500
2000
1500
y
1000 _
500
0
• -
Mon Tue Wed Thu Fri Sat Sun
D Seriesl 1764 1706 1596 1630 1915 2071 1919
The peak day was Saturday followed by Sunday and Friday. This data strongly indicates
a need for motor units and accident investigators to be scheduled on weekend.
The next chart shows for each of the three weekend days the hour of the day that accident
calls were dispatched.
Accident Dispatches - Weekend
250
200
150 --+— FRI
s
z ---vs— SAT
100,
r, 4 ' $ 1 f SUN
50 „ kj .�; ,,
•
.,
0 , 4
1 3 5 7 9 11 13 15 17 19 21 23
Hour
This data shows, although Friday at 1700 hours is the highest accident dispatch hour, a
substantial number of accidents calls take place late night and just after midnight on
Saturday and Sunday. These data indicate a need for motors and accident investigation
units on the midnight shift on weekends.
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Optimal Models for Miami Beach
To provide for seven day a week coverage and to be able to cover varying hours the
depai tinent would need two traffic motor units, neither which has primary call for service
response responsibility. In addition a collision investigation unit composed of a
supervisor, officers and PSS positions, with duty hours corresponding to the most
frequent days and times for traffic collisions would provide the depai tiuent with a
capability to free -up patrol officers and motor officers from many accident
investigations..
IMPLEMENTATION AND RECOMMENDATIONS
Recommendation:
The city and the department should adopt a more strategic approach to traffic
enforcement by establishing a traffic collision analysis function. This function might be
placed either in the police department or in the public works department. By using the
information that would result from such an analysis function — such as the violations that
lead to traffic collisions, frequent collision time periods and frequent crash locations --
traffic enforcement components can be more strategically assigned to use various tools to
modify motorist behavior. Such focused enforcement may well be more effective in
reducing collisions than more traditional traffic assignment procedures.
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5. ATV - BEACH PATROL
OVERVIEW
All Terrain Vehicles (ATV) are utilized to patrol the beaches of Miami Beach, as well as
the adjacent parks, parking lots, or where there is a need for police presence on terrain not
suitable for conventional police patrol cars. They respond to calls for service on the
beach and are assigned to the Patrol Division.
Many other Florida police departments utilize beach patrol as an enforcement and crime
prevention tool. Examples include Miami, Clearwater, and Pompano Beach.
In the early 1980's there were four officers assigned to day and afternoon duties on
Miami Beach.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
The ATV Unit is a discretionary unit. ATV presence, it is hoped, acts as a deterrent.
They can also initiate contact when they observe behavior that is contrary to beach rules
and laws, especially in the area of quality of life crimes.
Based upon assigned responsibilities and other jurisdictions, a range of staffing targets
can be established to provide adequate coverage on the city's beaches. A six month
evaluation should be conducted to help track the need for further resources. Additional
sworn officers or the utilization of private security could be added to beach patrol to
obtain optimal coverage. This would give Miami Beach PD more presence on the beach
and in the community. Should additional resources be implemented, a re- assessment after
an additional six months will provide a more complete measurement of the impact these
resources have on the beach crime rate.
ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
Currently, in Miami Beach one police officer works four days a week, from 7:00 am to
5:00 pm. The beach is closed to the public from the hours of 12:00 midnight to 5:00 am.
However, this is very difficult to enforce, since marked police units do not normally go
on the beach at night, unless an unusual circumstance or emergency has occurred. Many
club patrons like to walk on the beach in the hours between midnight and 5:00 am,
especially after the clubs close at 5:00 am. The dim lighting and isolation, as pointed out
by crime statistics, make many people vulnerable.
Per the MAXIMUS Consultant's request for information regarding crimes on the Beach,
the following information covers the period January 1 through August 1, 2005. The data
was obtained from the MBPD Records Department, Printrak LRMS. The data was
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compiled in a report currently in the beta phase of testing by Information Technology and
are represents a sample of UCR statistics.
The search criteria used was reported crime with the address "Beach ", Citywide, for the
above timeframe. The retrieved data was reviewed to extract any addresses that did not fit
the search criteria e.g. Miami Beach Dr., etc. *. The report is broken down by crime type.
Forcible Rape 2
Robbery 11
Aggravated Assault 4
Burglary 2
Pick - pocketing 5*
Purse Snatch 1
Theft from Vehicle 3
Bicycle Theft 3
Theft Other 244
Auto Theft 1*
Arson 1
Simple Assault 8
Fraud/Swindling 3
Intimidation 3
Non - Forcible Sex 2
Vandalism 4*
Non UCR Reportable 67
(e.g. Injury, investigation)
Total Primary Offenses 365
A query was then made of the MBPD Printrak System that the rest of the Department has
access to. This report provided 355 reported crimes for the same timeframe. After
reviewing the retrieved data (removing e.g. Miami Beach Dr., etc.), the remaining data
was sorted in a spreadsheet to get the breakdown of reported crime by District.
North District 21
Middle District 40
South District 289
Total 350
Lastly, the crime analyst ran a Calls for Service (all calls, not just reported crime) report
in the MBPD Main Menu CAD Program. There were a total of 1,669 Calls for Service to
the Beach, Citywide. This is again, after the retrieved data was reviewed for items that
did not fit the search criteria.
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OPTIMAL MODELS FOR MIAMI BEACH
Citizen police academy graduates and volunteers or private security can be used as
additional resources by the Miami Beach Police Department for service on the beach
during the day.
This ATV Unit should be staffed to provide beach presence by units scheduled daily
partly based on when crimes are reported and partly based on hours of beach operation
and peak usage. Some consideration should also be given to using civilians as adjunct
staff during daylight hours.
IMPLEMENTATION AND RECOMMENDATIONS
Recommendation:
Many cities around the United States are experimenting with the use of cameras and high
intensity lighting. Miami Beach should install a monitored camera and enhanced lighting
system, similar to the one used by the Chicago Police Department, to monitor the beach
and serve as a crime prevention tool.
In March of 2001, the IACP delivered the results of a survey involving approximately
651 local police agencies. Eight percent said they were already utilizing surveillance
cameras and half of the remaining 20% said that they would be utilizing cameras in the
near future. October of 2004, the ADT and Security magazine conducted a survey which
showed that 74% of respondents felt highly or somewhat reassured by having
surveillance cameras in public places. The survey showed that 72% felt reassured by
having them in and around private property.
For more than 30 years, the private and commercial sector has embraced the use of video
surveillance technology (CCTV — Closed Circuit Television surveillance) to protect
privacy and property as well as other forms of crime. Up to 75% in a recent nationwide
survey utilize some type of surveillance camera.
During the last decade, internationally, video surveillance cameras have been utilized
extensively by law enforcement agencies to enhance public security. The U.K has over
800 local public video surveillance programs in operation. They use the surveillance
cameras not only as a crime deterrent but also to prevent terrorism. CCTV surveillance is
cited as a major reason for declining crime rates in the towns such as Berwick,
Northampton and also in Glasgow, Scotland (with documented decrease between 57 — 69
percent). Britain has more than 4 million cameras in use - creating some of the most
watched streets in the world.
The events of 9 -11, raised public concerns about security and have made the video
surveillance industry more acceptable to the general public. The first documented
instances of public video surveillance by American police department actually began
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back in the cities of Hoboken, New Jersey (1966) and Mount Vernon, New York, (1971).
In comparison to the technological advances today, the early systems were quite archaic.
Capabilities: Powerful new advances in video technology have extended the cameras
range and law enforcement surveillance applications since they were initially utilized
back in 1966. Current, crystal clear, wireless digital streaming models have powerful
zoom lenses which can see up to 3 to 4 city blocks away. They can tilt and pan to offer
360 degree coverage. They are also able to gather sharp, clear images in extremely low
light several blocks away. New digital video technology requires less labor intensive
monitoring. Digital video surveillance cameras can link computer data processing power
with sensor or motion detectors to filter out unrelated activities. Newer versions are
extremely easy to move and require little time to set up or take down. Certain cameras
can be equipped with gun -shot detection technology to help officers respond more
quickly to shots fired calls. Some cameras come equipped with a highly reflective,
bulletproof shield, and flashing blue lights. They can be monitored from a local pod or
office, or can be monitored from a centralized station depending on the system utilized.
Utilization/benefits: Agencies are utilizing the surveillance systems to reduce violence
and crime rate; as a crime deterrent and a reducer of calls for service; to promote safety,
create greater security for consumers — to encourage them to return to areas. Economic
savings — surveillance cameras can help meet the security needs of the public at an
affordable cost when money for additional police officers is not available. It is used to
identify and apprehend criminals much faster. It is a tool that is utilized in addition to the
patrol officers to help their effectiveness. Cameras are useful as an investigative
assistant tool. They gather evidence, and are an extremely credible and reliable. There
are commonly considered to be the "perfect witness" in court. Generally the data
suggests that video surveillance is successful in reducing and preventing crimes. It is
considered a useful tool in the prosecution of individuals caught in the act of committing
a crime. There are also public law enforcement cost savings. They have been invaluable
in refuting claims of officer misconduct during tapings of contacts and arrests.
Staffinyi/Monitorine: Agencies vary greatly in the staffing and monitoring procedures.
Certain agencies require only police officers monitor the cameras while others utilize
volunteer community involved citizens or security officers. Retired police officers as
well as reserve officers are also being used to keep costs at a minimal. Many agencies
prefer to have active monitoring 24 hours a day. Others may only have them actively
monitored for 12 — 13 hours due to manpower constraints, Agencies also differ in their
policy in regards to the length of time they retain the tapes unless they are processed as
evidence Agencies vary from 24 48 hours to retaining the tapes for several months.
Sample cities utilizinz video surveillance procrams:
Pico Rivera, CA installed 52 small digital video cameras in parks, shopping
centers and in other public places in the small town. The cost was $50,000. Their
primary purpose is to use the cameras as a weapon against graffiti and tagging -
focusing on areas prone to vandalism. They hope to drastically affect the cost the
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city paid on clean up from graffiti and tagging last year (Approximately
$500,000.)
Virginia Beach began its program in 1993 when 5 remote cameras were installed
along the beachfront. The project was heavily supported by citizen advisory
groups and businesses. In 1994 and additional 5 cameras were added. The beach
consists of 42 blocks of which 27 are covered by cameras. There system
including operation and maintenance is paid for through drug asset forfeiture
funds and city contingency funds. The system is actively monitored 13 hours a
day on average. It has been used to monitor narcotics investigations, track and
apprehend suspects and monitor vehicular and pedestrian foot traffic.
West Palm Beach, FL was testing out cameras at the end of 2005 n some of their
most violent neighborhoods. Their plan — to make West Palm Beach the most
closely monitored city in south Florida with this innovative police tool.
Chicago and its operation disruption program claim that this illustrates that no
other police department has embraced technology as much as the Chicago PD.
They currently have more than 2000 cameras in place. They believe that the street
corner cameras act as a force - multiplier — each camera is the eyes of four to five
officers. This allows them to have more eyes, and more ears, in more places,
leading to more arrests of those caught red handed. They say it has actually freed
more officers for patrol. As a tool to make communities safer Chicago noticed a
76% reduction in calls for service relating to narcotics, and a 17% reduction in
serious crime and "quality of life" criminal incidents fell 46% in the first seven
months of installing cameras in specific areas.
Additionally Boston, Cincinnati, New Haven, Portland, Grand Rapids,
Anchorage, are a few other cities that have utilized surveillance cameras
successfully in the last few years. It is the age of virtual police patrolling.
Ideas for resources: With the 1994 Violent Crime Control and Law Enforcement Act,
which authorized federal funding for state and local law enforcement prevention
programs, also came about the establishment of Regional law Enforcement Technology
Center to provide information on technology for public safety purposes, along with
guidelines and standards for use — including interest in new surveillance technology.
Many agencies have applied for and utilized Federal grant money for initial start up costs.
Others have created a partnership with local businesses or communities.
Chicago utilized both Federal funds and asset forfeiture and seized drug monies. L.A.
worked with local businesses and a motion picture association to raise money for their
program. Revere, MA obtained a Homeland security grant and supplemented it with
community policing dollars. They are working to tie in with the Boston harbor and the
state police.
Strategic locations: The use of cameras by the Miami Beach Police Department appears
to have extremely wide possibilities and may be an optimal tool for MBPD if resources
for manpower, especially at the beach after dark, are limited.
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Cameras strategically placed in the city of Miami Beach including the malls, the beach
and downtown areas would be beneficial to the police department for monitoring
incidents of crime. In high crime areas throughout the major cities listed above, the
residents have been very supportive of the use of cameras, especially the business
community.
Camera Implementation Issues: A strategic plan for utilizing the video surveillance
equipment would be worth looking into. The following are a listing of key components
when implementing a security camera surveillance system:
1) Development of policy and procedure that will address the "accountability,
processing, storage and release of evidence" obtained by surveillance cameras.
The policy must be in place prior to implementation of the program.
2) The training that camera - monitors must receive before they can use the
equipment. Background checks if you are using non -sworn officers may be time
consuming.
3) Funding for future upkeep and/or upgrades to technology.
4) Educational training and buy in by the community. Policy must be reassuring to
the citizens concerning respect for their privacy. This is especially important due
to the concerns continually being brought to the media by the ACLU that video
surveillance conflicts with the First, Fourth - Katz vs. United States 389 U.S. 347
(1967) and United States vs. Knotts 368 U.S. 276, 281 -82 (1983), and Fifth
Amendments to the U.S. constitution and the rights they protect. In the opinion of
most legal scholars, the continuous use of video surveillance if it is in public areas
does not present significant legal obstacles. In fact, under current interpretations
case law, continuous video surveillance is analogous to a mechanical police
officer.
5) Training on the penalties, both administrative and criminal, that a camera monitor
faces if he /she breaks the law.
6) A carefully designed plan laying out the focus and steps to be utilized to
effectively use this tool, and how you will analysis the data to monitor
effectiveness. i.e. - Will you put up signs and announce where all the cameras
will go or will they be utilized on a more discrete level to monitor criminal
activity — drug deals, gang activity — tagging etc.
(See also the 2004 Journal of Technology Law and Policy Journal of Technology Law
and Policy. December 2004, 9 J. Tech. L & Pol'y 143, 20923 words. Article: Electronic
visual surveillance and the reasonable expectation of privacy, max Guirguis) — resource
on guidelines for electronic surveillance cameras and equipment. Charleston, S. C. has
also spent extensive time in addressing policy issues.
Recommendation:
The city and the police department should continuously monitor beach front safety.
Consideration should be given to a second, overlapping shift to expand beach coverage
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from 5:00 pm to 1:00 am. The possibility of hiring security officers to augment patrol
should be considered. The existing private security contract might be expanded to
accomplish this.
Implementation Issues
The Miami Beach command staff will have to determine the proper allocation of
personnel. By policy, Miami Beach officers normally do not drive their vehicles on the
beach. The information provided by the consultants point out that many police
departments are supplementing their work force by the use of cameras and private
security. Private security officers cost less than sworn personnel, making them a viable
option in certain circumstances. The use of private security may be a point of contention
by the police union, but from a practical standpoint, it may be both cost effective and
efficient for the City of Miami Beach. Specifics regarding the use of private security are
discussed at the end of the report in the section entitled Layers of Security.
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6. MARINE PATROL
OVERVIEW
It is the policy of the Miami Beach Police Department to patrol the waterways and
coastal waters of the City of Miami Beach and to protect the lives and property of those
utilizing these waters. The Marine Patrol Squad also includes an Underwater Recovery
Team (URT) which will assist in various underwater operations.
The functions of Marine Patrol in Miami Beach include:
• Enforce applicable regulatory laws, statutes and ordinances relating to boating
and marine safety.
• Enforce all criminal laws, statutes and ordinances. Assist in investigations of
crimes related to vessels (i.e.: theft, fraud, etc.).
• Protect the lives and property of residents and visitors utilizing the marinas,
waterways and coastal waters of the city.
• Investigate boating accidents.
• Coordinate vessel movement, supervise mooring, and regulate marine traffic.
• Investigate hazards to navigation, immediately reporting hazards to the
appropriate government.
• Assist in preparation and implementation of Natural Hazard Emergency Plans in
the areas of, but not limited to: Distribution of hurricane materials and
information; Monitoring and reporting of tidal and flooding information;
Acquisition of applicable hurricane supplies; Evacuation; and, Training.
Special duties of the unit include:
• Assist City departments in performing functions that relate to the area of marine
responsibility.
• Assist other governmental agencies requesting assistance including U.S. Coast
Guard, U.S. Customs, and the Drug Enforcement Agency, such as Operation Blue
Lightning.
• Assist other police agency marine patrol units when requested.
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• Serve as liaison between the Department and other local, state and federal
agencies having marine interests.
The Marine Patrol covers 66 miles of waterfront property. This area requires five to six
hours driving time by boat. There is nine miles of ocean front property. Six tour boats
are out on the water in Miami Beach.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
Additional officers for the marine patrol unit would be optimal. Marine patrol not only
has an enforcement function but also increases residents and visitors perceptions of safety
and security. Both boat and beach users will be positively influenced by marine patrol
visibility.
ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
At the time of the study, the marine patrol was staffed with one sergeant and two officers.
They work from 9:00 am to 7:00 pm, with no more than two individuals on duty at one
time. Even with different days off, this scheduling system does not provide consistent
seven day a week coverage.
OPTIMAL MODELS FOR MIAMI BEACH
Marine patrol should provide at least one two officer boat ten hours per day seven days a
week. The hours should be adjusted seasonally. When staffmg is available for a second
boat the daily coverage time should be expanded by three hours so that some overlap is
available. Many citizens in the islands have favorable comments about the Miami Beach
marine patrol.
The new anchoring and mooring ordinance will soon come into play for deployment.
More responsibilities will be forced on the Miami Beach Marine Patrol. Homeland
Security issues are also involved in the smuggling of drugs and contraband. The
Underwater Recovery Team also has the responsibility to inspect drug vessels for devices
attached to the vessels' underside to conceal illegal contraband or explosives.
Additional staffing levels could cover the hours of 9:00 am to 10:00 pm which will allow
coverage seven days a week. If necessary, day officers can respond to a situation or
operation at night on an on -call basis. Two additional officers were recently authorized
by the City of Miami Beach for marine patrol and will help staffing.
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IMPLEMENTATION AND RECOMMENDATIONS
Recommendation:
A more thorough system of tracking calls for service by the Marine Patrol should be
implemented by the Miami Beach Police Department. Much of their work is not being
logged. Several marine patrols across the country utilize some form of documentation
system to track their work, including the Seattle and San Francisco Marine Patrols. As of
January 1, 2006 more comprehensive data is being captured. It is being entered into the
Miami Beach Police Department CAD system.
Several new data elements are being developed by the MBPD marine patrol to better
track their calls. Since this information has just begun to be captured, the marine patrol's
activity should be assessed, using the new information, six months.
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Recommendation:
The Marine Patrol Unit should consider how private security and citizen volunteers might
be used for routine tasks to free up the officers time for more investigative and pro- active
activities and extend coverage.
Implementation Issue
The unit should be allocated a computer that is connected to the network to assist in data
capture and in operations. Communication between the marine patrol division and the
rest of the MBPD would also be enhanced. Wireless network connectivity throughout the
City of Miami Beach, and/or potential computer network capabilities at the Marine Patrol
marina will have to be evaluated. Funding for the installation of network connectivity
and data security will be primary concerns in the implementation of this
recommendation.
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7. REDEVELOPMENT AREA POLICING
OVERVIEW
The City of Miami Beach has two redevelopment areas that receive specially funded
police attention —South Pointe and the City Center /Historic Convention Village area.
These areas are to be policed according to community policing concepts which include
the assignment of police officers to permanent areas of responsibility or beats. The
officers assigned to these areas are expected to form partnerships with residents and
businesses to jointly solve crime and disorder problems and share ownership of the
solution strategies. Problem solving initiatives should be designed to address specific
issues in the redevelopment areas. Assigned officers are charged with maintaining a
highly visible police presence and addressing the quality of life issues within the RDA
boundaries. They are supposed to facilitate eradication of graffiti and enhanced
sanitation and street cleaning services.
Each RDA is assigned a Community Policing Problem Solving Team that has flexible
scheduling and that is charged with varying its tactics to address a variety of problems.
Tactics are to include walking beats, bicycle patrol, ATV patrol, and undercover tactical
operations. Members of the team should receive training that will help them specialize in
RDA problems including handling homeless people, enforcement of noise complaints,
quality of life problems, youth gangs, street level narcotics, and traffic enforcement. The
RDAs are allocated overtime funds to establish specific problem focused task forces.
Officers assigned to the RDAs should partner with City Code Enforcement to address
those properties, businesses, and structures that fall outside of the traditional law
enforcement response. In addition, the RDA units strive to partner with park rangers and
private security personnel to provide security and enhanced visible uniform presence and
to supplement the sworn officers.
RDA funding has also been used to create storefront police mini- stations in the South
Pointe RDA. The mini- station is designed to provide the South Pointe RDA with a
community policing presence and have officers funded from both the RDA and General
Fund utilize the building for meetings, completion of paperwork, and to have a
convenient location for residents and visitors to address police issues.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
Because of their dedicated funding and the City's desire to focus police attention of the
two RDAs, the units assigned to them should focus on specific problem solving efforts
within the RDA. They should utilize a formal problem oriented policing methodology to
document how their time is consumed and to demonstrate the value that is received for
the substantial sums spent on their operations.
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Without the ability to demonstrate verifiable results for the level of effort expended, it is
difficult to document the value of the RDA policing efforts. With a total budget of some
$5 million it is important that the MBPD justify the expense.
Analysis of Current Miami Beach Conditions
Current staff assignments include:
• One sergeant, eight officers and two PSS positions are assigned to the City Center
RDA.
• One sergeant, five officers and two PSS positions are assigned to the South Point
RDA.
• A crime analyst is shared between the two RDAs.
With the FY06 budget the South Point Area will no longer be a formal RDA. There will
remain some funding dedicated to community policing activities in the South Pointe area.
The department has no way to accurately document changes in the crime and disorder
conditions in the RDAs. The RDA boundaries do not match beat boundaries and the
city's geographic database has not been structured so that RDA specific activity can be
retrieved. RDA officers do respond to some calls for service activity but without
examining the address of every call, there is no way to determine how much of the calls
for service workload they do perform in their areas.
At this point, without formal documentation of problem solving efforts, and without the
ability to monitor changes in calls for service, it is difficult to judge the level of effort and
the results obtained on the crime and disorder problems in the RDAs. Without
knowledge about the level of effort and results in the RDAs, it is very difficult to know
whether the number of officers currently assigned is optimum. Consequently, whether
policing expenses in the South Pointe area might be lowered and officers reassigned can
not be presently determined based on objective criteria.
Optimal Models for Miami Beach
Without a system to measure the results of the RDA units' efforts in the RDAs, an
optimal staffing model cannot be specified. Whether there are enough officers assigned
cannot be determined without knowledge of their impact on the size and scope of the
crime, disorder and security problems specific to the RDAs.
The lack of a measurement system also prevents an analysis of the level of effort
expended by patrol officers in the RDAs. The RDA units are not designed as primary
calls for service responders, but their efforts should have an impact on the calls for
service that are generated from the RDAs. If they are successful in their problem solving
efforts, then response by patrol officers to RDA calls should decrease.
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IMPLEMENTATION AND RECOMMENDATIONS
Recommendation:
The Miami Beach Police Department should adopt a formal problem oriented policing
methodology to identify and track the work of the personnel assigned to the RDAs. The
first key element will be for the city to reconfigure its geographic information file so that
activity in the RDA areas can be isolated from work outside the area. Because the city
still wishes to focus on South Pointe, even though it no longer an "official" RDA and
because the City Center is still a formal RDA, the department needs to be able to track
activity that occurs in the RDA in order to determine the impact of its community
policing activities on the areas.
All RDA personnel should under go formal problem oriented policing training. One
model that has worked well in other departments is the SARA model. It is composed of
four elements: Scanning, Analysis, Response, and Assessment.
During the scanning phase, officers and the RDA analyst should look for incidents that
might seem to be isolated but which when viewed together help to define crime and
disorder problems. Sources of information for this effort typically include calls for
service, crime and incident reports, citizen contacts, and officers' field observations.
Based on their experience in the area over the last two years, RDA personnel probably
already have a good candidate list of problems.
After the problems have been identified, the problem should be thoroughly analyzed.
Key information should be developed about the offenders, the victims, and the locations
that serve to define the problem. What is happening, when it occurs, and its impact all
need to be detailed as part of the analysis phase.
The key to crafting the problem response is the analysis. Officers should be encouraged
to propose solutions that include police response, involvement of other governmental
agencies, the private sector, area residents and other people that frequent the area. The
factors in successful response are often the creativity of the officers involved and a search
both within the department and in other departments for successful approaches that may
have been implemented to deal with similar issues.
The final step is assessment of the results of the response. The department needs to
carefully measure the impacts of its efforts. Was the problem "solved ", was it reduced
significantly, is there less harm resulting, or has another agency assumed the burden of
dealing with it?
Each problem solving effort needs to be documented so that successes can be replicated
and less successful efforts result in better subsequent response designs. These problem
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solving efforts enable the department to measure the impact of its efforts in the RDA by
providing detailed accounts of specific initiatives identified and the result obtained.
The department should consult the Center for Problem Oriented Policing, a U.S.
Department of Justice, Community Oriented Policing Services sponsored website at
www.popcenter.org to gain further information. Areas that should be considered to
measure for each problem solving episode that the department undertakes should include
the following:
Scanning:
• Are recurring problems of concern to the public and the police identified?
• Are the consequences of the problem for the community and the police identified?
• Are those problems prioritized?
• Are broad goals developed for solving the problem?
• Does the project team confirm that the problems exist?
• Does the project team determine how frequently the problem occurs and how long
has it been taking place?
• Does the problem selected for closer examination reflect the knowledge gained
through the above steps?
Analysis:
• Are the events and conditions that precede and accompany the problem identified
and understood?
• Is relevant data that needs to be collected identified ?.
• Is research conduct to determine what is known about the problem type?
• Has there been an inventory of how the problem is currently being addressed
along with the strengths and limitations of the current response?
• Has the scope of the problem been narrowed as specifically as possible?
• Have a variety of resources that may be of assistance in developing a deeper
understanding of the problem been identified ?.
• Has a working hypothesis about why the problem is occurring been developed?
Response:
• Has there been an open brainstorming for new interventions?
• Has there been a search for what other communities with similar problems have
done?
• Is there documentation that indicates how a choice was made among the
alternative interventions?
• Has a response plan been outline which identifies responsible parties?
• Are the specific objectives for the response plan clearly stated ?.
• Are the planned activities carried out with the level of effort and resources
required to have an impact on the problem?
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Assessment:
• Was the plan was implemented as planned. Are modifications documented and
recorded?
• Were pre- and post- response qualitative and quantitative data collected?
• Were broad goals and specific objectives attained?
• Were any new strategies identified that were needed to augment the original plan?
• Is there an ongoing assessment to ensure continued effectiveness?
An especially critical component of this problem oriented policing process is to measure
the overall impact of problem solving in the designated RDA's. Crime rates, calls for
service, hot spots, and citizen satisfaction all should be compared and contrasted before
the formal problem solving process is implemented and after it has been in operation for
a year.
It will also be important to consider the level of effort in terms of personnel hours and
resources consumed that is required for each problem solving project. The depaitnient
can then compare its use of dedicated problems solving personnel and resources against
other efforts designed to deal with crime and disorder problems to determine how it can
achieve the best results.
The City has requested that MAXIMUS provide some guidance regarding potential
performance measures for policing in the RDAs. While the scope of this project focuses
on the assignment of police personnel, we are pleased to be able to provide some
additional guidance regarding how the City might develop a performance measurement
system for evaluating RDA activity. Some readily achievable, relevant performance
measures that the City might apply to the RDAs include:
1. Performance against the plans established using the SARA model described
above. As part of developing a SARA plan, the City should consider its overall
goals in having the RDAs and the role that policing plays within the broader
context. The assessment element of the SARA model provides the vehicle for the
broader evaluation.
2. Changes, over time, in calls for service. The City should modify its reporting
systems to provide the ability to capture quickly all calls for service coming from
within the redevelopment areas. It should establish a specific basepoint, and then
monitor the volume of calls in a regular basis to track changes in the volume.
3. Changes, over time, in the character of the calls for service. As part of the
SARA planning, the department should establish some specific goals for changes
in the nature of the calls for service, with an emphasis in achieving significant
declines in violent crime and significant property crime. At the time that the
department establishes the basepoint for calls in service, it should also establish a
basepoint for the character of calls and then track changes over time.
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4. Time commitment, relative to changes in calls for service and the character
of calls. The City should track the time commitment of officers assigned
specifically to the redevelopment areas, as well as time commitments for officers
responding to calls or conducting self - directed activity in those areas. This time
commitment should then be compared against time commitments throughout the
City, relative to calls and call character, to determine whether the specific
deployment of personnel to the areas is having the desired effect.
5. Customer perception. The City should regularly measure the perception of
residents and businesses within the development areas, to determine if the
specialized assignments results in a noticeably better customer perception (to be
expected from the focused police efforts) than for the City as a whole.
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8. CRIME SUPPRESSION TEAM
OVERVIEW
As crime and disorder problems are analyzed and patterns discovered, the department
should have the capacity to direct resources to concentrate on such problems without
stripping patrol of resources or by adding to officer fatigue through the frequent use of
overtime assignments. Resources should be adequate to address a problem consistently
each day, if needed. In additional, resources should be adequate to deal with two
different problems at the same time, perhaps in different districts.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
• Staffing should be sufficient to allow for one supervisor and a squad of officers be
available seven days a week for 10 hours of coverage daily or to allow two
simultaneous operations to be conducted independently with each staffed by a
sergeant and enough officers to meet officer safety considerations.
• The department should have two crime suppression teams.
Some anti -crime operations require a consistent, daily focus for an extended period of
time. Without everyday operations, suspects may learn when it is "safe." Some
operations may need only a short duration but there may be problems in more than one
location at the same time. Two squads, that can work together or that can work
independently, will satisfy these requirements.
Analysis of Current Miami Beach Conditions
• There are positions allocated to staff two crime suppression units each with one
sergeant and four officers.
Optimal Models for Miami Beach
By maintaining two teams as suggested in the target criteria, the department will have
sufficient staff to conduct prolonged operations by combining the two squads or to
conduct smaller simultaneous operations.
IMPLEMENTATION AND RECOMMENDATIONS
None.
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9. CRIME PREVENTION
OVERVIEW
To combat crime effectively, an agency must establish an aggressive crime prevention
program. While all law enforcement agencies devote some time to crime prevention, the
majority are predominantly reactive, choosing to concentrate on response to calls,
following -up investigations and arrests. Most agencies can do much more to prevent
crime. Crime prevention has become a cooperative, police - community effort. Intensive
public involvement, working individually and in groups, is the critical element in
preventing many types of crimes, particularly burglary, robbery, and rape, three of the
most prevalent major crimes with which the police and community must cope.
The crime prevention unit must have strong working relationships with the department's
crime analysis, patrol, community relations, and public information functions. The
Department should also continually evaluate departmental crime prevention efforts.
The Crime Prevention function should include, but is not limited to, the following:
Prioritize specific targets and upon citizen request, those crime prevention programs that
are shown to have an impact on crime experienced by community citizens. Information
used to determine what programs are effective shall be based on:
• Information received by Crime Prevention employees
• Citizen contact
• Research
• Other law enforcement agencies
• Interpretation of crime data submitted by the Department Crime Analyst
• Targeting programs by crime type and geographic area in the basis of an
analysis of local crime data
• Targeting programs to address community perceptions or misperceptions of
crime
• Conduct regular meetings regarding crime prevention and pertinent
information with community groups and / or neighborhood associations.
• Conduct crime prevention seminars, lectures and other activities so designated
or assigned by the Chief of Police.
• Evaluate the effectiveness of crime prevention programs every two (2) years.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
The Crime Prevention Program is aimed at providing safety and security for the public,
their businesses, households, and possessions by concentrating on activities appropriate
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for the prevention of crime in their homes, at businesses, and on the street. Those
activities will include, but not be limited to, the following:
• Citizen awareness.
• Inspections of premises and recommendations concerning physical security.
• Dissemination of information concerning crime prevention techniques.
• Active solicitation of persons / groups interested in crime prevention.
• Coordination of activities of persons / groups involved in the program.
ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
The crime prevention unit has been responsible for the following statistical data from
March 2004 to March 2005:
• Over 400 Arrests that have dealt with a combination of quality of life issues
(112 Graffiti arrests, 239 quality of life arrests, and 50 felony arrests).
♦ As a result of the graffiti investigation, 6 active graffiti groups
were identified. The arrests of the members of these groups have
led to a 90% reduction in the reported cases of graffiti/vandalism
in the North District.
• Attended 48 Homeowner Association Meetings throughout the City of Miami
Beach (often changing their schedules to accommodate the time frame of the
meeting).
• Addressed 375 Community Enhancement Forms (submitted by Patrol
Officers).
• Conducted 91 Home /Business Security Surveys and/or Site Plan Reviews.
• The NRO' s have contacted the victim(s), via phone, of every
residential or business burglary and offered a security survey.
• Implemented a program that addresses issues of trespassing on private
property. The Trespass Program deals with a signed letter from the owner of
the property, payment for a sign that identifies the City of Miami Beach as an
agent for the property, and subsequent distribution of the sign after completion
of all necessary paperwork. To date, the crime prevention unit has distributed
75 "No Trespass Signs" to various businesses throughout the City.
• Initiated an investigation that, with the cooperation of the Criminal
Investigations Unit, ended with the arrest of several individuals involved in an
organized "theft ring" at Btu-dines. The arrest resulted in the return of
$480,000 worth of merchandise.
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The statistical data alone would represent success but it does not, by itself,
indicate the true impact that the crime prevention unit has had on the community.
The crime prevention unit was also involved in the following individual events:
• United several city departments in an effort to create a safer community (i.e.
Neighborhood Services, Sanitation, Public Works, Code Enforcement, and the
Parks Department). As a result of increased cooperation among the various
depaitments, the NRO' s were able to participate in 40 weekly Outreach
missions with Neighborhood Services.
• Held "Special Event" crime prevention meetings for the following events:
Spring Break 2004, and the Holiday Crime Prevention Meeting 2004.
• Organized the Crime Prevention Fair 2005.
• Assisted with the Orange Ribbon Event 2004.
• Creation and implementation of an email system that can be used to email the
33 recognized Homeowners /Business Owners groups throughout the City of
Miami Beach.
• Assisted with the annual Miami Beach Toy giveaway.
• Assisted with the 2004 PAL Car Seat giveaway.
• Maintained an updated "hot board" for the Patrol Division (Roll Call Room)
that identified areas of concern and recent crime trends.
• Assisting the victims of Hurricane Charley.
• Continuously deploying S.M.A.R.T. Trailers throughout various locations in
the City upon the requests of the administration, the public, and other officers.
• City wide Bicycle lock and registration effort.
DNA Project: The Crime Prevention Unit, in conjunction with the Police Athletic
League, is currently in the process of implementing a DNA Life Print program
that would be available to every elementary and middle school child in Miami
Beach by April 2005. The program will attempt to reach out to approximately
7000 children at a cost of $35,000.00 dollars (all money received was donated).
OPTIMAL MODELS FOR MIAMI BEACH
Crime Prevention Unit staffing should be sufficient to meet the public demand for crime
prevention presentations, site surveys and to organize and maintain neighborhood/block
watch organizations.
The size of a crime prevention unit is essentially discretionary. Work demands are
usually a function of crime prevention marketing efforts rather than independent citizen
requests. Additionally, the vibrancy of neighborhood/block watch organizations is tied to
departmental efforts to organize the community and to maintain the life of such
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organizations. Neighborhood/block watch meetings are usually most effective and well
received when police attendance is by the officers that regularly patrol the neighborhood.
Many departments such as Arlington, Texas and Lakewood, Colorado have successfully
used civilians for substantial portions of crime prevention units. Miami Beach currently
has one civilian in the unit. The Department is currently attempting to have her job
reclassified to a higher level.
IMPLEMENTATION AND RECOMMENDATIONS
Recommendation: Many other police depai tinents utilize volunteers and graduates of
citizen police academies to make crime prevention presentations. The Miami Beach
Police Department should explore the use of civilians to augment the work of crime
prevention officers.
Recommendation: Miami Beach Police Department should also consider adding a
civilian member of the crime prevention unit whose main function would be to work with
businesses and neighborhood groups in the entertainment district.
Implementation Issues
The civilian employees who augment the work of crime prevention will need additional
training in their area of expertise. MAXIMUS consultants recommend periodic ride -a-
longs to supplement the training program. Crime prevention schools are available in
many parts of the country and should be utilized as a resource.
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10. SCHOOL RESOURCES
OVERVIEW
School resource officers carry out a variety of functions. They serve to link the school to
the police department so that school problems can be more effectively dealt with before
they escalate. They provide a positive role model for students. They can establish
relationships with students that provide the Department with information that will help to
solve crimes involving juveniles. And, they may get information that may be used to
head off conflict between students outside of the school. These functions usually require
a full time presence in a high school but many jurisdictions, depending on the nature of
their middle schools have found that one officer can split time between two middle
schools. In some instances, one middle school may have sufficient problems to justify
the assignment of a full time school resource officer. Community policing also
recommends partnerships with school officials and students.
In Miami Beach, the Schools are responsible for providing for this program.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
Miami Beach Police Depai tinent currently has school liaison officers in South Pointe,
Feinberg Fischer, North Beach and Biscayne public elementary schools. Each
elementary school has a retired police officer as the school liaison officer. Three of these
officers are retired from the Miami Beach Police Department. They are at the schools
when they are in session and do not work when the schools are not in session.
Nautilus Middle School and Miami Beach High School are the two public schools which
have full time Miami Dade Public School Police Officers assigned to them.
There are two Catholic schools, St. Patrick's and St. Joseph's and two Jewish schools,
Hebrew Academy and Lehman, which have grades one thru twelve. There are currently
no Miami Beach school liaison officers in these private schools.
In other police agencies, school resource staffing allows for one officer to be assigned to
each high school in the city and to achieve a ratio of one officer to two middle schools.
ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
The four school liaison officers are retired and do not make arrests. They nominally
would help in traffic direction, problem - solving and dealing with issues in the elementary
schools that are presented.
OPTIMAL MODELS FOR MIAMI BEACH
An optimal model would be for the Schools to retain retired Miami Beach school officers
for Nautilus Middle School and Miami Beach High School. More and more departments
are aware of the value of these officers since D.A.R.E. has been eliminated in many
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schools nationwide and more law enforcement resources are being put in the elementary
and middle school levels.
IMPLEMENTATION AND RECOMMENDATIONS
Recommendation: Retired police officers are an advantage to the community since
health benefits are not normally paid. The benefit of additional retired school resource
officers would foster a more community - oriented working relationship between the
teachers and students of the two schools and the Miami Beach Police Department. This,
in turn, will generate a more trusting relationship and an increased level of
communication between the community and the Police Department. The Miami Beach
schools may wish to consider the benefits of hiring of additional retired police officers.
In conversations with the Miami Beach School Resource Officers, they stated that patrol
officers are rarely called to their respective schools. The only time the patrol officers
direct traffic is if a school crossing guard is sick or unavailable. Patrol officers do also
work radar near the schools as assigned.
Implementation Issue
Allocating funds for the hiring of two additional retired police officers as school liaisons
at Nautilus Middle School and Miami Beach High School is the responsibility of the
Schools. Volunteer work by retired police personnel may assist in the implementation of
this recommendation.
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11. STRATEGIC INVESTIGATIONS
OVERVIEW
The Strategic Investigations Unit provides quality police service to the community by
conducting investigations into narcotics, vice and organized crime activity occurring in
Miami Beach. Members of the unit meet with citizens in the community and assist with
identifying the neighborhood problems as they relate to the responsibilities of the unit.
The unit takes an active role in resolving these problems by aggressive enforcement and
interaction with the Uniformed Patrol division, Criminal Investigations Division and
other City Departments and governmental agencies.
The Strategic Investigations unit is responsible for the review and investigation of all
narcotics, money laundering, prostitution, vice and organized crime activity. It also
conducts sensitive investigations at the direction of the Chief of Police, Assistant Chief of
Police or the Criminal Investigation division Commander. Additionally, the unit conducts
intelligence- gathering activities and works closely with other agencies regarding cases of
mutual interest. The unit actively networks, monitors or participates in local, state and
federal terrorism task forces. The unit also has detectives detached to various multi -
agency task forces in South Florida. The unit conducts pre - licensing screening of
nightclub establishments in conjunction with the City's licensing department. The
Strategic Investigations Unit investigates violations by local establishments of the
Nuisance Abatement Ordinance. The Unit coordinates confiscations of properties and
cash assets derived from the illegal sale of narcotics.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
There is no specific standard for staffing this function, and the City should employ a
flexible standard. Staffing this function is highly variable and can depend upon size,
demographics, and crime characteristics of any given community.
Miami Beach is a community of over 95,000 persons and a site attracting visitors and
tourists that can bring the number of persons visiting the city to well over half a million
during weekends or special events. As the major tourist attraction in South Florida, it
attracts many large -scale narcotics traffickers to its jurisdiction as is evidenced by
seizures and arrests by other agencies in this city. Residential areas have many high end
and middle class buildings mixed in with section eight housing and poorer families with
many drug dealers selling from the lower priced apai tinents, affecting the quality of life
throughout the city. The success of Miami Beach as a tourist center has also resulted in
the large growth of street prostitution as a problem confronting the citizens of the city.
SIU is tasked with meeting those challenges.
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ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
The Day Shift (Organized Crime /Intel /Terrorism) previously had four detectives and a
supervisor, now only three detectives. The squad handles a large number of requests for
intelligence on special events, which limits what proactive details they can handle.
The Afternoons Shift (Street Enforcement Section) previously had two full squads. As a
result of attrition, it currently has only one squad with one sergeant. With only 6 officers
assigned, the squad can expect only to cover four days and probably with only four
officers on duty (vacation time, leave time) which precludes any large -scale narcotics
operation. With only one sergeant to supervise the six detectives in undercover
operations, supervisor is stretched to complete his duties.
Attrition in this unit as been as follows:
• Between January through July 2004 SIU lost manpower due to injuries, special
details, and military leave totaling 690 hours.
• Between January through July 2005 SIU lost manpower due to injuries, special
details, and military leave totaling 1899 hours.
•
On average for 2004 there were a total of 24 detectives and supervisors assigned to SIU.
There are presently for 2005 (due to attrition) a total of 18 supervisors and detectives
actively assigned to SIU.
The following represents the staffing of this unit as it stands at the time of the site visits:
Unit Command
1 Captain
1 Lieutenant
1 Administrative Aide I
Day Shift(Organized Crime/Intel/Terrorism)
1 Sergeant
3 Detectives
This squad works Monday through Friday 7 am -5 pm). It is responsible for: organized
crime; special event intelligence; terrorism intelligence; public corruption cases;
confiscation officer for the Department; and other cases at direction of Chief
Afternoons (Street Enforcement Section)
1 Sergeant
6 Detectives
This squad works Wednesday through Saturday, 5 pm — 3 am. It is responsible for the
investigation of complaints of narcotic activity and prostitution, one detective is assigned
as tech officer, but most of the equipment is either obsolete or unserviceable
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Task Forces
South Florida Money Laundering Strike Force (2 detectives)
HIDTA Group (1 detective)
SEANET (1 sergeant, 2 detectives)
Miscellaneous
Military Leave 1- detective
Injured Service Connected 1- detective (expected to be out at least six months /possible
disability retirement pending)
The unit has a current total of eighteen active sworn personnel and two sworn personnel
on inactive status. By comparison, in February 2003, the unit had a total of twenty -seven
active sworn personnel, including supervisors and detectives
The SIU assignments and cases include:
• Complaints of street narcotics
• Complaints of street prostitution
• Assist other law enforcement agencies (DEA, Customs, US Postal, etc)
• Underage drinking
• Bar /nightclub violations (narcotics /vice)
• Terrorism intelligence
• Special event intelligence
• Public corruption cases (at direction of Chief)
• Organized crime investigations
• Assist other Units within the depaitinent (undercover burglary and robbery
investigations)
• Supplement Patrol with manpower during critical events (hurricanes, Memorial Day,
New Years, and other large events)
• Liaison with City legal on Confiscation/forfeiture matters (departmental confiscation
officer)
As of June 27, 2005 the SIU has made:
• 929 arrests including,
• 365 narcotics,
• 382 prostitution/vice,
• 66 sale of alcoholic beverage to underage persons, including 21 nightclub personnel
• Responded/investigated 253 narcotics /vice complaints from residents
• Seizures and confiscations to include:
o 851 grams of crystal methamphetamine,
o 6 Gallons of GHB;
o 223 tablets of MDMA (ECSTACY);
o 517 crack cocaine rocks; 976 grams of cocaine powder,
o 5171 grams of marijuana;
o $237,663 in U.S. currency.
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The following table compares this year's work activity to totals from other years:
'2000 22001 2002 2003 _ 2004 Ativ
ante 534 655 926 929 1007 663
i ° 96 155 3 _..,_.._ 365 467 303
I3 ? 354 360
P 3 382 377 217
U 51 155 66 30 4
G r3r ITT ' -, 236 279 166 253 283 142
$S T y° x 4 74,856 149,566 90,344 237663 $185284 $61,835
5620 5560 421 ROCKS 517 ROCKS 864 rocks - 192rocks
a- 29270 1534G 646G 9760 1455 gm 254gms.
*„ 29LBS 5LBS 1930G 51710 14,127 gm 1850gms
7150PILLS 80,000PILL 3904PILLS 223PILLS 1455 Rills 123pills
?' 911VIALS 53KILOS ' .._..__ 3643oz. 00
2 ?
90LBS 6GALLONS 66oz. 852gms
METH ? 2 2040 8510 211gms 519gms
HEROIN ? ? 1 KILO ? 26 GMS. 00
$ SEIZED _. N/A N/A N/A N/A $1,555,652 $35,700
WITH StANET,. 46 kilos
The Underage Drinking Grant active in F/Y 2004/2005 has existed since September
2001. From its inception, the initiatives have yielded two hundred and seventeen arrests
of nightclub employees and other businesses for the sale of alcohol to persons under the
age of twenty -one, of which 66 were in 2003.
The prostitution Mapping Program has been effective since August of 2000. Department
wide there were 480 prostitution related arrests, of which 458 were in the prostitution
mapping zone. Since the programs inception, 89 prostitutes have been placed on the
mapping program, including 17 prostitutes in 2003. Numerous other Law Enforcement
Agencies (including Miami -Dade and Miami) have initiated prostitution mapping
programs and utilized the Miami Beach format to start their initiatives.
OPTIMAL MODELS FOR MIAMI BEACH
Staffing should be sufficient to allow one major investigation to occur (aimed at mid-
level trafficking for a period of several months) and, simultaneously, on -going street level
investigations such as inside bars and clubs.
The depai talent needs adequate resources to conduct at least two investigations at the
same time. Such investigations might at time intersect such as when a street level drug
investigation leads to the opportunity to deal with an offender who is a significant
supplier to Miami Beach dealers and users. Investigation of an organized prostitution
ring may lead to drug trafficking or to robberies. Optimal models for staffing are
dependent upon the crime characteristics of the community. Drug and prostitution
investigations can be complicated, time intensive, and lengthy. As a result, the
occurrence of these types of crimes may have an impact on the optimal staffing level for
the Miami Beach police department.
A !AXIMUS
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IMPLEMENTATION AND RECOMMENDATIONS
Recommendations
Many police departments throughout the United States including the FBI are utilizing
civilian criminal intelligence analysts and investigative aides. Civilians and volunteers
have been used successfully to perform investigative tasks such as surveillance, financial
analysis, follow -up on cases, and assisting in cold case investigations. .
The use of non -sworn personnel should be considered to supplement staffing in Strategic
Investigations. If this strategy is implemented, it show be assessed annually to assess its
ongoing effectiveness.
Implementation Issues
Recruitment of qualified individuals and training are important factors of this program.
Training must be provided which will insure competence in these particular skills.
Implementation of this program will need to be negotiated with union representatives at
contract renewal as sworn officer now perform the majority of these tasks.
MAXIMUS
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12. CRIMINAL INVESTIGATIONS UNIT
OVERVIEW
The Miami Beach Police Department's Criminal Investigations Unit is headed by a
captain and is composed of three units, each headed by a lieutenant — the Violent Crimes,
Afternoon section, the Violent Crimes Section, and the Property Crime Section.
As described on the department's web site, Violent Crimes detectives are responsible for
the investigation of all robberies, assaults, rapes and murders occurring in the City of
Miami Beach. Specialized offices within the section handle specific types of violent
crimes against person investigations including, homicide, domestic violence, robbery
aggravated assaults and batteries.
The Department's Domestic Violence office strives to be a leader in community
awareness and victim's advocacy in South Florida area and not only investigations
reported domestic violence crimes but also provides services to domestic violence
victims, victims of crime, and their children, such as:
• criminal justice support and advocacy
• information and referrals
• emergency transportation
• emergency food vouchers
• Counseling services specializing in trauma resolution and community
activism.
The Property Crimes Squad investigates thefts, burglaries, and criminal mischief, all of a
felony nature. According to the website, property crimes detectives are assigned to
districts with responsibility for geographic areas. This is designed to enhance detectives'
knowledge of community problems in their assigned districts through increased
interaction with citizens and businesses. The hope for result is that detectives will
recognize crime trends as they develop and, therefore, be able to intervene more quickly.
The Pawn Shop Squad helps the police department comply with state statues relating to
the regulation of pawn shop activity. The squad monitors pawn shop activities in the city
and strives to locate stolen property. The squad enforces laws relating to pawned
activates.
The Economic Crime Squad investigates fraud, and computer (Internet) related crimes.
This squad also investigates white collar crimes including embezzlement, credit card
fraud, and identity theft.
The Auto Theft Squad investigates all crimes involving vehicle, motorcycle, scooters,
and construction equipment (with engines) within the city. The unit investigates stolen,
recovered, and re- VIN -ed vehicles. This unit also works closely with other squads within
MAXIMUS
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the Criminal Investigation Division when vehicles are involved and / or stolen during the
commission of another crime.
The Crime Scene Unit of the Miami Beach Police Department is responsible for the
processing of crime scenes, including major crimes (i.e., homicide, sexual battery,
kidnapping). Through the collection of evidence, photography and sketching, unit
members strive to document all facets of a crime to assist in its reconstruction so that
perpetrators can be arrested and solid cases can be presented to the prosecutor.
Special Victims detectives investigate crimes by and against juveniles in Miami Beach.
The cases they handle range from sexual assaults, child and elderly abuse to missing
persons and bicycle thefts. This squad is also responsible for surveillance, monthly
residential checks and monthly neighborhood notifications regarding sexual predators.
TARGET STAFFING CRITERIA AND RATIONALE FOR MIAMI BEACH
Staffing for investigations should, similar to patrol, match workload to personnel
resources. While the patrol model defines workload in terms of calls for services, self
initiated activity and patrolling time, investigative workload is composed of conducting
"thorough" investigations of crimes reported to the police. A thorough investigation may
result in an arrest. It may not. A thorough investigation occurs when all leads are
exhausted and further effort appears to be counter productive. Consequently it may not
result in an arrest being made, warrants being issued or the case being otherwise
"solved."
Some cases have no useful evidence and are of a minor nature. These usually warrant
little or no investigative effort unless more evidence comes to light at some future point.
A department with few serious crimes may chose to spend time on such cases but
departments with the level of reported crime similar to Miami Beach usually chose to
dedicate investigative effort to more serious crimes with higher chances of solution.
Therefore, the target criminal investigation staffing criteria for the Miami Beach Police
Department is that enough investigative personnel should be assigned such that all
reported crimes deemed worth following up are investigated thoroughly.
ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
MAXIMUS worked with the staff of the Criminal Investigation Unit to develop measures
of investigative workload and of the time each detective has available annually to
dedicate to investigations. Investigative workload depends on examining the average
number of crime reports that merit a formal follow -up investigation, as discussed above.
Miami Beach, like comparable agencies, uses a screening process to set aside initial
reports that provide virtually no "solvability" factors, or, investigative leads. Other cases
with leads such as suspect names, suspect descriptions, license plate numbers, precise
property descriptions and/or distinctive modus operandi will undergo investigation. Each
MAXIMUS
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FINAL REPORT MARCH 1, 2006
investigative unit projected, based on sampling its case load, the average portion of
incoming cases that will be set aside and the portion that will merit a follow -up
investigation. Because of the severity of some offenses, some types of cases always
receive a follow -up investigation.
C.I.U. personnel also examined case loads to measure the average time needed to conduct
a thorough investigation as defined above. The average time needed depends on the type
of crime and the level of solvability factors present in the initial report. Average times
were calculated for instances where the case involved only victim "contact ", and for
cases that were "uncomplicated ", "complicated ", or "typical ". Calculations were then
made to determine what proportion of each crime type fell into the "contact only ",
"uncomplicated ", "complicated ", or "typical" designation. The results of these
measurements are displayed in Appendix 1 later in this section.
The volume of cases reported in 2004, the last complete year of work load available
during the time of the study, was used to calculate the time needed for investigations.
The department did provide case volume through the first six months of 2005. If these
figures were doubled to project 2005 workload to project further into 2006, many
investigative units would expect to see an increase in case load from 2004. But the
examination of calls for service volume by season shows substantially more calls in the
first half of the year than in the last half. Consequently, 2004 workload was used for the
analysis although investigative workload variation is discussed in the optimal staffing
section below.
Once measures are developed for investigative work load, the number of working hours
an investigator has annually has to be determined. This set of calculation must take into
account vacation time, sick time, training, and other absences. It must also take into
account work time that is not spent directly on case investigations.
Each detective has a base number of works hours per year of 2080 (52 weeks times 40
hours per week). The MBPD's Criminal Investigations Unit calculates average absences
per detective as follows:
• 136 annual vacation hours
• 37.9 Divisional average annual sick usage
• 30.2 Divisional average annual compensatory leave usage
• 93.46 Divisional average annual training leave
This totals approximately 298 hours of average absence time leaving 1,782 hours
available per investigator. However, not all of this time is available for case
investigation. Currently, detectives work four, ten hours days. A review of the daily
activities of the detectives within C.I.U. shows the following per 10 hour day:
• Roll Call Briefing consumes 30 minutes - 5%
• Absent exigent circumstances investigators have a one hour meal break - 10%
MAXIMUS
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• Meetings with Supervisors and Crime Analyst 30 minutes each day - 5%
• Court attendance, Pre - Files, Depositions (approx. 100 hrs. annually) - 5%
averaged to about 30 minutes daily.
These activities, combined, account for an average of 25% of a detective's time, leaving
1,337 hours available, on the average, annually (75% of 1,782 hours).
The following series of tables summarizes the information from the tables in Appendix 1
of this section. It shows for each MBPD investigative unit the total hours needed per
year to investigate each type of case and the number of investigators needed per
crime /activity type. The amount of time consumed on arrests is shown separately since
not all investigations result in an arrest. The time needed per arrest averages 3.5 hours
and included time needed for document preparation, processing, transportation, etc.
The first table shows the workload and staffing summary for the Violent Crimes —
Dayshift squad. The investigative time available by this unit was reduced by an
additional 10% since members average one hour per day handling telephone calls from
the public and from other departmental personnel. Other units are not subject to this
same work. Consequently, the investigative hours per detective for this unit are 1,159
annually.
Hours Needed # of Investigators
VIOLENT CRIMES - DAYSHIFT per Year Needed Based on 1159
Available Hours per Year
Crime Type
Homicide /Attempts 642 0.55
Assault/Battery 1998 1.72
Shooting Investigation 436 0.38
Sex Offences 346 0.30
Robbery 369 0.32
Death Investigations 983 0.85
General Investigations 745 0.64
Subtotal 5,519 4.76
Arrest Processing* 403 0.35
Total 5,922 5.11
Current Staffing 6
NIAXIMUS
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FINAL REPORT MARCH 1, 2006
DOMESTIC VIOLENCE/ AFTERNOON Hours Needed # of Investigators
VIOLENT CRIME UNIT per Year Needed Based on 1337
Available Hours per Year
Crime Type
Domestic Violence 1,911 1.43
Sex Offenses 89 0.07
Death Investigations 136 0.10
General Investigations 343 0.26
Subtotal 2,479 1.85
Arrest Processing* 150 0.11
Total 2,629 1.97
Current Staffing 2
Hours Needed # of Investigators
ROBBERY UNIT per Year Needed Based on 1337
Available Hours per Year
Crime Type
Robbery 5490 4.11
Assault/Battery 681 0.51
General Investigations 476 0.36
Subtotal 6,647 4.97
Arrest Processing* 605 0.45
Total 7,261 5.43
Current Staffing 6
MAX_MUS
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FINAL REPORT MARCH 1, 2006
SPECIAL VICTIMS UNIT Hours Needed # of Investigators
per Year Needed Based on 1337
Available Hours per Year
Crime Type
Missing Persons 1,237 0.93
Sex Offenses /Juvenile 303 0.23
Bicycle Thefts 1,010 0.76
General Investigations 785 0.59
Sex Offender /Predator Checks (hrs /Month) 360 0.27
Subtotal 3,695 2.76
Arrest Processing* 88 0.07
Total 3,783 2.83
Current Staffing 4
Hours Needed # of Investigators
PROPERTY SECTION per Year Needed Based on 1337
Available Hours per Year
Crime Type
Burglary 8,746 6.54
Theft 2007 1.50
Criminal Mischief 15 0.01
Arson 496 0.37
Pawn (Inspections) 288 0.22
Subtotal 11,552 8.64
Arrest Processing* 655 0.49
Total 12,207 9.13
Current Staffing 7
MAXIMUS
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FINAL REPORT MARCH 1, 2006
Hours Needed # of Investigators
ECONOMIC CRIMES per Year Needed Based on 1337
Available Hours per Year
Crime Type
Fraud 2,218 1.66
Financial Theft 1,076 0.80
General Investigations 998 0.75
Subtotal 4,292 3.21
Arrest Processing* 478 0.36
Total 4,770 3.57
Current Staffing 3
Hours Needed # of Investigators
AUTO CRIMES per Year Needed Based on 1337
Available Hours per Year
Activity Type
Auto Theft Trend Investigation 4,500 3.37
Subtotal 4,500 3.37
Arrest Processing* 70 0.05
Total 4,570 3.42
Current Staffing 3
The detectives of the Auto Theft Unit conduct proactive investigations of auto theft
patterns, or trends, rather than of individual crime reports. The unit focuses on organized
groups targeting a specific vehicle type, vehicle part or area of the city. These
investigations are conducted as a team rather than by the individual detectives, in
contrast to other investigative units. The workload for this unit averages 10 trend
investigations per year, each requiring 450 hours for a thorough investigation.
MAXIMUS
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FINAL REPORT MARCH 1, 2006
OPTIMAL MODELS FOR MIAMI BEACH
The following table shows for each unit the staff positions needed according to the
model, the current staffing, the recommended optimal staff and the change that would
result from implementing optimal staffing over the current staffmg.
Needed Staff Current Staffing Recommended Change
per Model Optimal Staffing
Violent Crimes - 5.11 6 6 0
Dayshift
Domestic 1.97 2 2 0
Violence /
Afternoon
Violent Crime
Unit
Robbery Unit 5.43 6 6 0
Special Victims 2.83 4 3 -1
Unit
Property Section 9.13 7 10 +3
Economic 3.57 3 4 +1
Crimes
Auto Crimes 3.42 3 4 +1
Reassigning one detective position from the Special Victims Unit would result in a need
to add four new positions to the Criminal Investigations Unit.
The level of staffing shown in the chart above is based on caseload work from 2004.
MAXIMUS staff came across nothing that indicated that investigative priorities are
scheduled to change or that the level of crimes to be investigated is undergoing
significant transformation. However, a number of the investigative units projected
substantial changes in the number of incoming crimes reports based on the first half of
2005. Most were projecting increases although some significant decreases were also
projected. Projections were achieved by doubling the figures through the first six months
of 2005.
In the section of patrol workload, seasonal variations in calls for service were explored.
The first part of the year — January through May — showed significantly higher levels of
workload than the rest of the year. Consequently, doubling the figures from the first six
months is likely to lead to faulty projection for the entire year. The department should
consider modifying the figures in this section if the 2005 final case figures substantially
deviated from the 2004 figures.
The model above does build in some flexibility for increased workload since staffing
fractions are usually rounded up to the next whole position.
MAXIMUS
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FINAL REPORT MARCH 1, 2006
IMPLEMENTATION AND RECOMMENDATIONS
Recommendation:
The Special Victims Unit is charged with investigating crimes by and against juveniles in
Miami Beach. Rather than reassign the position that seems not to be supported by the
case load, the position should be charged with working closely with the School Resources
Unit to develop information about juvenile offenders, victims, gangs, and youth problems
that are centered in the schools. .
Recommendation:
Rather than add sworn personnel to Property Crimes, Economic Crimes and Auto Crimes
the department should add PSS positions as Investigative Aides. These civilians should
be trained to support investigators by making telephone calls, checking computer files
and conducting analysis to discover patterns crimes and repeat offenders. By shifting
substantial portions of the office work that is now performed by sworn officers to
civilians, detectives can be freed to work the streets and track down and interview
witnesses and suspects.
Recommendation:
Detectives currently work four ten hour days. Almost all investigators, other than a few
Robbery Squad detectives work dayshift with either Friday, Saturday, Sunday off or
Saturday, Sunday, Monday off. Calls for service and crime reports are at their peak on
weekends. This staffing pattern results in cases often sitting for several days before
receiving detective attention. Delays in contacting victims were noted by members of the
project Steering Committee. Detectives should be scheduled to work five 8.5 hours days
with substantial weekend and evening coverage so that investigations can be pursued
while evidence is still fresh and witnesses and victims still are readily available for
interviews.
The department needs to assess the frequency with which detectives are called out and
how long it takes them to respond. Victims should not have to wait at a crime scene for a
substantial time waiting for a detective. Especially on weekends, the department may
need to staff investigations on a 24 hour basis.
Changing the work schedule from squads working a four ten shift may also free up
supervisory positions. Ratios of one supervisor to three or four detectives are frequent
through out the Criminal Investigations Unit. Detectives are senior level personnel,
usually self starters and without the same need for direct supervision that less
experienced personnel may require. Some reallocation would be possible with a five day,
8.5 hour schedule.
MAXIMUS
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Recommendation:
The department should ensure that crime victims are contacted within 48 hours from the
time the crime was reported. This may require changes in case processing and
assignment procedures. It may also require staffmg alterations. An important aspect of
community satisfaction is that crime victims have prompt contact with the department
after a crime has been reported.
Recommendation:
As part of this project, MAXIMUS is scheduled to provide training so that the
department understands the basis for the models used. CIU personnel should use the
information contained in this report to perform an annual assessment of investigative
staffing so that adjustments can be made as the investigative workload changes.
MAXIMUS
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13. ORGANIZATIONAL STRUCTURE
The structure of the Miami Beach Police Department is fairly typical of police organizations its
size. Several units including the Legal Advisor Office, the Special Projects Coordinator, the
Internal Affairs Unit, the Police Athletic League and the Fraternal Order of Police report directly
to the Chief of Police. In addition the Operations Bureau Assistant Chief of Police and the
Administration Bureau Assistant Chief of Police report directly to the Chief.
Recommendation:
The department should consider having the Police Athletic League report to the Patrol Division's
Executive Officer (who reports to the Patrol Administrative Major), along with the
Neighborhood Resource Squad and the Crime Prevention Squad. This grouping logically
include key units involved in crime prevention and community outreach, two key purposes of a
Police Athletic League.
Current Organization for Chief Office
Special
CHIEF of POLICE Assistant
° Special Project
Coordinator
Internal Affairs Unit
Legal Advisor
Office
Police Athletic League
Fraternal Order of Police
Operations Bureau Administration Bureau
Assistant Chief of ?; Assistant Chief of
Police Police
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Proposed Organization for the Chief's Office
Special
CHIEF of POLICE Assistant
�p�yyri�i y Special Project
Coordinator
Internal Affairs Unit
Legal Advisor
,A, F- a , • .:. 4 z4 4444 Office
s
Fraternal Order of Police n
Operations Bureau Administration Bureau >'
Assistant Chief of Assistant Chief of
Police Police j.
Recommendation:
The current patrol division organizational chart, show below, has a Patrol Division Chief with a
Patrol Division Major and an Administrative Major reporting to him. The Patrol Division Chief
position is staffed by a major working as a lead executive. The patrol division organization
should be changed to be headed by a major. The Administrative Major should be converted to a
Captain's position. The resulting span of control for the patrol division major will then be five
captains, well within accepted organizational design standards.
Each district is headed by a captain and each shift (platoon) in the district has a lieutenant
assigned. There are then a total of nine lieutenants essentially performing watch commander
duties. Recently the district captains have starting working shifts so that they can view the city
around the clock. With a captain, up to three lieutenants, and four or more sergeants substantial
management and supervisory personnel are readily available.
Patrol management is often a combination of time — shifts — and geography — districts. By
creating a lieutenant watch commander position that is staffed in coordination with the Captains
the number of lieutenants can be reduced by two. Two lieutenants would be scheduled for each
shift and work opposing schedules. A seventh lieutenant position would serve as a relief watch
commander to fill in when one of the other lieutenants is on vacation or when the captain is not
on the shift. The watch commanders as a group would then report to the Administrative Captain
to ensure continuous coverage.
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FINAL REPORT MARCH 1, 2006
Current Patrol Division Staffing
PATROL DIVISION Administrative
CHIEF Major
Executive Officer
Lieutenant
Patrol Division 1 Field Support
Major !i 4,
Captain ,
I I
Special ' Tactical Support Hostage
South District Operations Operations Operations Negotiation Team
Captain Lieutenant Lieutenant Lieutenant Lieutenant
I I — Motor
— SWAT _ RDA
— Honor
Squad Team City Center Guard
First Platoon Second Platoon Third Platoon I
Lieutenant Lieutenant Lieutenant
_ AW Marine RDA Crisis
�c? Squad Patrol South Pointe Intervention
Middle District Team Lieutenant
Captain
— K -9 Field For Crime School Liaison
Unit Teams Suppression Officer Unit
Teams
First Platoon Second Platoon Third Platoon I Terrorism School
Lieutenant Lieutenant Lieutenant Bicycle
Emergency
Squad y — Crossing Guard
Management Office
North Distnot d ATV _ Special
Captain Unit Events
I I
First Platoon Second Platoon Third Platoon
Lieutenant Lieutenant Lieutenant
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FINAL REPORT MARCH 1, 2006
Proposed Patrol Division Organization
PATROL DIVISION 2 Administrative t?
MAJOR Captain
Executive Officer Welch
Lieutenant Commanders
Lieutenants
South District F ield Support
Captain Captain
Firs: Platoon Second Platoon Third Platoon 1 Special Tactical Support Hostage
I Operations Operations Operations Negotiation Teem
Lieutenant Lieutenant Lieutenant Lieutenant
I I I I
Md Captan lnct quad Tea CityCenter Guard
AIU Marine RDA Crisis
Squad Petrol South Pointe Intervention
_
First Platoon Second Platoon Third Platoon Teem Lieutenant
_ K -9 Field Force Crime School Liaison
Unit Teems 7I Suppression Officer Unit
Teams
North District
Captain
Squale— - Terrorism I School
Squad le — Crossing Guard
Management Office
I 1
First Platoon Second Platoon Third Platoon
-1 ATV Specie
Unit Events
Recommendation:
The Support Services Division is commanded by a major with three sub - units; Personnel
Management, Resource Management, and the Property and Evidence Unit. Each of these units is
commanded by a captain. Both the Personnel Management Unit and the Resource Management
should be headed by a civilian professional trained in the primary operations of those units. The
Property and Evidence Unit should continue to be commanded by a captain but with the Fleet
Management office "traded" to the Resource Management Unit for the Training Section.
1 M 1AUS
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-a a,
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�fr
"£ Current Support Division Organization
SUPPORT
SERVICES DIVISION
{ MAJOR
Personnel Resource Property
Management Management and Evidence
s^a Unit Unit Unit
Captain Captain Captain
tghth.4 ht.turt.,-:4;44awttA;Azt thigtottrittAtIcthAtemmati ik4.41;4,....ti, 44,
Background Fleet Property
Investigation Off -Duty
9 Management and Evidence
Section Section Office Section
Supervisor
Personnel Payroll Vehicle
Section Section Research — Property
Office and Evidence
Office
— Court Liaison Training
Section Section Quartermaster
Office
ky:
x=:
Range
and Firearms
Office
ts�y
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FINAL REPORT MARCH 1, 2006
Proposed Support Services Organization
SUPPORT
SERVICES DIVISION
MAJOR
Personnel Resource
Management Management Property and Evidence
Unit Manager Unit Unit Captain
Manager
Background Off -Duty Property
— Investigation — Section Training Section and Evidence
Section Section
Supervisor
Personnel _ Payroll Range and
Section Section
Firearms Property
Office and Evidence
Office
_ Court Liaison Fleet
Section — Management Quartermaster
Office Office
Vehicle
Research
Office
MAXI US
HELP/NG GOVERNMENT SERVETF(Y, !TONE`
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 105 FINAL REPORT MARCH 1, 2006
14. LAYERS OF SECURITY AND THE MIAMI BEACH POLICE
DEPARTMENT
OVERVIEW
The Miami Beach Police Department is under pressure to perform, to keep crime rates low, and
to do it all with ever fewer resources. Fortunately, there is a solution. This difficult mandate can
be accomplished by forming supportive partnerships with private security providers and the use
of cameras.
Police in today's environment typically spend less than 20 percent of their time on crime-related
matters. In California, according to the NCPA, the rule of thumb is that a police officer costs
$100,000 a year, taking into account salary, benefits and overhead expenses like squad cars.
Faced with rising calls for service, this is very expensive labor to use for transporting prisoners,
court security, traffic control and serving summonses. The real trend in the future will be
contracting out the functions of public police that do not involve crimes or emergencies.
ANALYSIS OF CURRENT MIAMI BEACH CONDITIONS
The City of Miami Beach currently uses private security in a number of the areas in which the
literature of the field and actual experience of other police agencies indicates is beneficial.
In May, 2005, the City awarded Internal Intelligence Service (IIS) a 2 year contract for security
services. This contract is for unarmed uniformed security services which provides for safety
services and traffic direction at twenty-two (22) separate posts throughout the City of Miami
Beach.
Each security officer attends a 40 hours training class by the company. This class is specifically
geared toward the City of Miami Beach contract. Each guard is certified as S/O in the State of
Florida and holds a certificate. A combined background check is conducted by the security
company prior to employment and an extensive criminal records check is conducted by the
company.
The guards provide roving security at each post: some on foot, some on bicycle and some at
fixed posts. These guards provide directions, information, and whatever help necessary to
citizens and visitors to the below listed Miami Beach facilities. Each guard is equipped with a
Nextel telephone and IIS has a fully operated communications center in their office located at
1130 Washington Ave. Miami Beach. This communication center is staffed with supervisory
personal on a 24 hour basis. The guards have been instructed in report writing and are required
to write a written report (IIS-Report) on any significant event or when police or fire are needed at
their location.
Guards assigned to the parking garages have been trained in traffic control and on a regular basis
direct the control of traffic for entry and exit to these parking garages.
7
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FINAL REPORT MARCH 1, 2006
Each of the guards answers to a roving IIS supervisor who is designated as a sergeant. There is
an IIS supervisor /sergeant on duty 24 hrs /7 days a week. The supervisors answer directly to IIS
Captain.
The Security Contract Administrator for this contract spent 30 years in law enforcement prior to
transitioning into the private security realm. It is not uncommon to find retired police officers
working for such companies that have extensive law enforcement and supervisory backgrounds.
The Security Contract Administrator is responsible to ensure that the security company follows
the contract as written and addresses any problems either the security company or the City has
involving contractual needs. He also attends all civic group meetings involving security, does
security evaluations and makes recommendations when security is requested by CMB
Department Directors.
The following two charts demonstrate the current posts, including both the Police Department
Division and the Parking Division, that are covered by IIS in its contract with the City of Miami
Beach. They list the estimated hours per year at each location and the estimated cost per year.
POLICE DEPARTMENT DIVISION
Estimated Estimated
Location hours per Cost Duties and responsibilities
year per year
Miami Beach 4,420 $ 52,907.40 Roving security @ City Hall / Security during
City Hall city meeting and special events -When open to
Public.
Boardwalk 11,648 $ 139,426.56 Roving security- bicycle patrol.
32 hrs / 7 -days. Morning and afternoon shifts
Beach walk 7,280 $ 87,141.60 Roving security- bicycle patrol.
20 hrs / 7- days.Morning and afternoon shifts
Flamingo Park 5,824 $ 69,713.28 Roving security- bicycle patrol.
16 hrs / 7 -days. Afternoon and midnight shifts
Lincoln Road 21,840 $ 261,424.80 Roving security- bicycle patrol.
60 hrs / 7 days. Day and afternoon shifts
Alaska 3,640 $ 43,570.80 Fixed post.
Baywalk 10 hrs / 7 -days. Morning and afternoon shifts
Alaska Parcell 5,824 $ 69,713.28 Roving security- bicycle patrol.
16 hrs / 7 -days. Afternoon shift
South Point 11,648 $ 139,426.56 Roving security- bicycle patrol
Park .32 hrs / 7 -days. Afternoon shift
Alton - Golf 2,912 $ 34,856.64 After hours security
Course . 8 hrs / 7 days a week. Midnight shift
North Shore 2,912 $ 34,856.64 After hours security.
Rec. 8 hrs / 7 days a week. Midnight shift
Bass Museum 1,820 $ 21,785.40 Museum security
6 days a week / some weekend, .during
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exhibits
Sanitation 288 $ 3,447.36 Monthly .Citizens dump site
dump
Misc.Police 1000 $ 11,970.00 When needed / Parking lot security / traffic
Details control during holiday and special events
N/S guard gate 8,736 $ 104,569.92 Community Guard Gate
Documents entry onto the island.
Estimated 89,792.00 $ 1,074,810.24
Totals
PARKING DIVISION
Estimated Estimated
Location hours per Cost Duties and responsibilities
year per year
7 Street 22,776 $ 272,628.72 Roving- ramp security / Man garage office /
garage Traffic control when needed - -- 24/ 7
12 Street 7,956 $ 95,233.32 Roving ramp security / Traffic control when
garage needed 24/ 7
13 Street 10,972 $ 131,334.84 Roving ramp security / Traffic control when
garage needed - - -- 24/ 7
16 Street 13,312 $ 159,344.64 Roving ramp security / Traffic control when
garage needed - - -- 24/ 7
17 Street 17,784 $ 212,874.48 Roving- ramp security / Man garage office /
garage Traffic control when needed - -- 24/ 7
42 Street 8,736 $ 104,569.92 Roving ramp security / Traffic control when
garage needed - - -- 24/ 7
Coin Room 1,040 $ 12,448.80 Provide security during transfer of monies from
parking meters/ secure entry & exit to coin
room. 4 hrs /5days a week
P -Lot 3,000 $ 35,910.00 Controls entry and exit into Lot /exclusive
(Convention parking for Convention Center when needed.
Ctr.)
Estimated 85,576 $1,024,344.72
Totals
The following chart lists the actual posts, but also shows a breakdown of estimated yearly hours,
and a cost per hour breakdown for the security officer. It provides a listing of the primary duties
at each post.
Post
Parking Annual Annual Cost Duties
Department Hours
1 7 Street 24/7 22,776 $ 11.97 hr. a) Provide Internal Security for
garage $ 272,628.00 garage.
b) Conduct vehicle Inventory and
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FINAL REPORT MARCH 1, 2006
Post Parking Hours Annual Cost Duties
Department Hours
log
c) Traffic control during peek hrs.
d) Maintain garage office.
2 12 Street 24/7 7,956 $ 11.97 hr. a) Provide Internal Security for
garage $ 95,233.32 garage.
b) Traffic control during peek hrs.
3 13 Street 24/7 10,972 $ 11.97 hr. a) Provide Internal Security for
garage $ 131,334.84 garage.
b) Conduct vehicle Inventory and
log.
c) Traffic control during peek hrs.
d) Maintain garage office.
4 16 Street 24/7 13,312 $ 11.97 hr. a) Provide Internal Security for
garage $ 159,344.64 garage.
b) Conduct vehicle Inventory and
log.
c) Traffic control during peek hrs.
5 17 Street 24/7 17,784 $ 11.97 hr. a) Provide Internal Security for
garage $ 212,874.48 garage.
b) Conduct vehicle Inventory and
log.
c) Traffic control during peek hrs.
d) Maintain garage office.
6 42 Street 24/7 8,736 $ 11.97 hr. a) Provide Internal Security for
garage $ 104,569.92 garage.
b) Traffic control during peek hrs.
7 CMB Coin 6a -2p 2,080 $ 11.97 hr. a) Security in Coin Room during
Room M -F $ 24,897.60 delivery and pickup.
Post Police Hours Annual Cost Duties
Department Hours
8 Miami Beach 8a- 4,186 $ 11.97 hr a) City Hall security
City Hall 10:30p $ 50,106.42 b) Addresses Quality of life issues.
M -Sat. c) Assists with patrons and visitors
concerns.
9 Sanitation — Monthly 288 $ 11.97 hr a) Maintains security of dump site.
Dump site weekends $ 3,447.36 24hrs 1 weekend of every month.
10 Normandy 24/7 8,736 $ 11.97 hr a) Maintains guard gate,
Shores Guard $ 104,569.92 documenting all in coming vehicles
Gate to the Normandy Shores
community. Reports suspicious
activity to PD.
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MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE - 109 -
FINAL REPORT MARCH 1, 2006
Post Police Annual
Hours Cost Duties
Department Hours
11 Alaska 5am -9am 3,640 $ 11.97 hr a) Roving Security —water front
, Baywalk 6p -Mid $ 43, 570.80 property
7 -days b) Addresses Quality of life issues
c) Assists with citizen and tourists
concerns
12 Mia. Beach 7:30p- 3,822 $ 11.97 hr. a) Roving security of Golf Club
Golf Club 6am $ 45,749.34 after hours.
7 days b) Enforces no trespassing.
13 CMB 5a -9a 11,648 $ 11.97 hr.. a) Roving security of boardwalk
Boardwalk 5p -lam $ 139,426.56 b) Enforces /warns of City
7 -days ordinances violations
c) Addresses Quality of life issues
,' d) Assists with citizen and tourists
y concerns
14 CMB — 5a -lam 4,368 $ 11.97 hr. a) Roving security of beachwalk
Beachwalk 7 -days $ 52,284.96 b) Enforces /warns of City
ordinances violations
r c) Addresses Quality of life issues
d) Assists with citizen and tourists
concerns
15 CMB- 6p -6am 5,824 $ 11.97 hr. a) Roving security of Flamingo
Flamingo 7 -days $ 69,713.28 Park
Park b) Enforces /warns of City
i
ordinances violations
i' c) Addresses Quality of life issues.
d) Assists with citizen and tourists
concerns
ifi 16 North Shore 10p -6 am 2,912 $ 11.97 hr. a) Roving security after hours.
Youth Center 7 days $ 34,856.64 b) Enforces no trespassing.
c) Addresses Quality of life issues.
4 17 Lincoln Road 6a -2am 17,368 $ 11.97 hr. a) Roving security of Lincoln Road
rc Mall 7 -days $ 207,894.96 Mall.
b) Enforces /warns of City
ordinances violations.
c) Addresses Quality of life issues.
d) Assists with citizen and tourists
concerns
18 South Pointe 10a -2am $ 11.97 hr. a) Roving security of South Pointe
Park 7 -days 11,648 $ 139,426.56 Park up to 6 Street.
b) Enforces /warns of City
ordinances violations.
k c) Addresses Quality of life issues.
,
d) Assists with citizen and tourists
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Post Police Hours Annual Cost Duties
Department Hours
concerns.
19 Alaska Parcel 4p -Mid 5,824 $ 11.97 hr. a) Roving security of Alaska
7 -days $ 69,713.28 Parcel.
b) Enforces /warns of City
ordinances violations.
c) Addresses Quality of life issues.
d) Assists with citizen and tourists
concerns
20 Bass Museum 9a -5p 7,176 $ 11.97 hr. a) Maintains security for Art
6 -days $ 85,896.72 Museum. During regular hours and
special events.
b) Assists with patrons and visitors
concerns.
* ** Security 9a -5pm 2,080 $ 20.00 hr. a) Liaison between City dept's and
Administrator 5 -days $ 41,600.00 security vendor.
b) Enforces compliance of
Contract.
c) Checks and approves all
invoices for payment on a weekly
basis.
d) Completes guard inspection on
routine basis.
e) Meets with civic organizations
affected by security vendor
f) Provides monthly statistical
reports on issues addressed by
security vendor.
g) On -call when needed.
h) handles /investigates all
complaints of security nature.
Miscellaneous Information from IIS
• All guards are in uniform. A good percentage are on bicycle patrol.
• Hours on most posts vary in need and are documented as approximate.
• Guards write Company Incidents Reports on all issues of concern.
• Guards enforce / warn all violators of city ordinance violations. If compliance isn't
obtained the police department is notified.
• Special attention is given to Quality of life issues such as the homeless, vagrants,
drinking in public and misdemeanor ordinance violations.
• Guards have been specially trained in Quality of life issues and CMB Customer Service
initiatives.
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OPTIMAL MODELS FOR MIAMI BEACH
According to the National Institute of Justice, police departments in 18 states currently use or
plan to use private security guards to fill support roles. The well known firm of Wackenhut
provides security for six major public transit systems around the country; transports prisoners for
Anne Arundel County, Maryland; provides booking and security for the Dade County, Florida
Juvenile Assessment Center; and provides security for court houses in 40 states. Other
public /private partnerships exist coast to coast. Here are a few, as cited in Operation
Cooperation and private- public partnerships which are available on the International Association
of Chief's of Police website:
• APPL — Area Police/Private Security Liaison between the New York Police
Department and private security firms
• LEPSCNF — Law Enforcement and Private Security Council of Northeast Florida,
initiated by the sheriff of St. Johns County, Florida
• Austin Metro High Tech Foundation — a partnership to combat high technology theft
• Operation Partnership— a privately funded training program conducted by the Federal
Law Enforcement Training Center
• CCD — Center City District is a business improvement district that combines a police
substation with a private security operation and a sanitation firm (their motto is "Clean
and Safe ")
• LEAPS — North Texas Regional Law Enforcement and Private Security Program
• VAPPSA — Virginia Police and Private Security Alliance
Just as corporations outsource many services to enable them to concentrate on core
competencies, the use of private firms by law enforcement agencies frees them to concentrate
their efforts on duties that only trained police officers can and should do.
Using private security on site at businesses, sporting venues and malls is no new trend. But other
duties can be outsourced that do not require the authority to make arrests or use deadly force.
Such tasks can include traffic direction, guarding prisoners, crime scene assistance, prisoner
transport, processing reports, accident investigation and more.
For example, the Lakewood, Colorado Police Department utilizes civilian police volunteers, who
are graduates of the Citizen Police Academy, to serve as a voluntary surveillance unit regarding
specific crimes such as graffiti. Civilian investigative technicians do follow -up, question victims
and suspects, prepare affidavits and literally do everything except physically arresting a suspect.
Lakewood also relies on civilian employees for their telephone reporting unit, which writes
police reports.
Such moves to privatization are substantiated by the numbers. The National Center for Policy
Analysis (NCPA) reports that private security guards outnumber public law enforcement officers
by three to one nationally, and four to one in California. And the trend isn't confined to the US.
In Canada, the UK and Australia, there are roughly twice as many private guards as public
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police. In the Lakewood example, the cost of an off -duty police agent is $37 per hour, including
vehicle. Many crime scenes take an average of two days to process. Since 24 -hour protection is
required, it makes complete economic sense to utilize private security at $29 per hour for this
assignment, a savings of nearly 22 %.
To take advantage of the many benefits a public /private partnership can provide, especially in
terms of pairing law enforcement with a private security provider to save public monies, keep in
mind the following recommendations issued by the Independent Policy Report:
1.) Services that have the potential to be priced should be considered candidates for
private provision or user charges.
2.) Consideration should be given to privatizing tasks that do not require the full range of
skills of public police officers. Not only would savings be obtained, but also police
officers would become more available for performing the tasks only they can
perform.
3.) Services such as response to alarms could be provided privately. In any case, the
owners of alarms should pay for the services they demand. Salt Lake City and Las
Vegas have model verified alarm programs.
4.) Private security can be effective in a distinct geographic area. Therefore, apartment
complexes, among others, ought to be encouraged to consider private policing.
Competition among apartment complexes to provide safer environments ought to be
encouraged. In fact, requiring or encouraging publication of apartments' safety
experience might be desirable to permit renters to make informed choices.
5.) Miami Beach would probably be well served by facilitating an expansion of private
security. Any relatively low -skill or specialized high -skill services that are currently
provided publicly could be considered as candidates for transfer to private security.
6.) Monitoring contractor compliance and performance must not be so costly as to
eliminate the savings from privatization.
7.) The Florida legislatures should consider whether the current legal status and
regulations pertaining to private security are appropriate in view of the expanded role
expected from private security. Specifically, emergency vehicle status and expanded
powers of arrest ought to be examined.
8.) Problem- oriented policing is a method that offers the prospect of improved
police /private partnerships in dealing with specific crime problems.
9.) Miami Beach should be encouraged to expand the use of community policing,
because the approach offers hope for improving police performance and the
community's sense of participation. Like privatization, community policing helps
society better determine the use of its scarce police resources. Further, it brings the
police "back" to constituents. Successful community policing satisfies the desires of
the community.
Recommendation
Our observations of the current contract indicate that the City is already heavily committed to the
use of private security to augment services that might otherwise require police resources. We do
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believe, though, that the City can extend its use of private security to fulfill other obligations,
such as finger printing citizens, issuing parking tickets to violators of handicap parking, guarding
prisoners who are hospitalized and providing assistance on site to protect the integrity of crime
scenes. This would allow officers to concentrate their efforts on duties that only sworn officers
could do. This program could also reduce overtime hours by sworn officers on the job.
We recommend that the City begin now to enumerate the services mentioned above and to
investigate other potential areas in expectation of either a contract extension or new bid for
private services at the expiration of the current IIS contract.
If a joint partnership between private security and MBPD such as the one with IIS is created,
establishing effective communication between the Miami Beach Police Department and the
private security firm would be paramount. It could be enhanced by appointing a public /private
liaison within the police department. A public /private committee should be formed that would
hold regularly scheduled formal meetings to deal with issues between the Miami Beach Police
Depaituient and private security firms. This would include discussions of such issues as roll call
training at the academy and at in- service levels, fax notification of crime trends, use of resources,
use of equipment, and sharing of criminal intelligence. It would be essential that the security
officers /supervisors should have a means to communicate directly with the police department.
Implementation::
The MBPD should create a strategic initiative to develop "layers of security" and develop
communications between and roles of responsibility for each layer. The first and primary layer
will be composed of sworn on -duty personnel.
The second layer, akin to a ready reserve, is composed of the substantial number of officers
working in the city in an off duty capacity. The strategic security plan should seek to integrate
them into the on -going operations of the department with the expectation that their first priority,
even when working for a private employer, is criminal activity near them.
A third layer is composed of the department's civilian personnel, the PSS positions that are in the
field. A fourth layer is composed of the private security personnel hired by the city and now
managed by the police department. The department needs to fully define their roles and
responsibilities in conjunction with the other layers.
A final layer is the substantial number of other private security that exists throughout the city.
Club security personnel, hotel security guards and residential security all should be brought into
the security plan.
This initiative represents a method for the city to promote a cost effective safe and secure
environment for Miami Beach's diverse community and visitors.
Implementation Issues
If any reticence remains as to initiating a law enforcement/private security partnership, the
benefits demand it be set aside. Public law enforcement entities stand to gain much more
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efficient use of funds and personnel, in addition to extending their reach and effectiveness.
Properly defined and managed, a partnership with private enterprise can make the job of police
officers more effective and efficient, and the results reported to voters more positive in the long
run. Our citizenry insists that law enforcement agencies continue to work smart. Privatization
would be a benefit to the Miami Beach Police Depaitment.
This concept would need to be negotiated with union representatives at contract time as sworn
officers now perform some positions that can be filled by outsourcing.
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FINAL REPORT MARCH 1, 2006
APPENDIX 1:
RECOMMENDATIONS REGARDING POLICY REVISIONS
This appendix includes various text revisions to existing Miami Beach Police Department
Policies and Procedures relating to the recommendations included in this report.
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FINAL REPORT MARCH 1, 2006
OFF DUTY and SECONDARY EMPLOYMENT
SOP #011 POLICY
Policy currently reads: B. Hourly Work Limits: Employees shall not work more than a
cumulative total of seventy -two (72) hours during any work week, excluding overtime or court
time, without written approval in advance from the Chief of Police, or designee. Requests for
exemption shall be submitted in writing through the chain of command via the Off Duty Office.
Recommendation: Employees shall not work more than a cumulative total of sixty four ( 64)
seventy-two (72) hours during any work week, excluding overtime or court time, without written
approval in advance from the Chief of Police, or designee. Once an officer has reached the 64
hour limit they can work no additional off -duty jobs. Requests for exemption shall be
submitted in writing through the chain of command via the Off Duty Office.
S.O.P. #011
XIII Secondary Employment B. reads: Any employee wishing to engage in secondary
employment must submit a memorandum request, along with the completed Miami -Dade
Outside Employment Statement form ( See Form 11 -A), via the chain of command, to the Chief
of Police, before engaging in such employment. The memorandum will contain the following
information:"
Recommendation:
Section B. could read: Any employee wishing to engage in secondary employment must
submit a memorandum annually requesting, along with the completed Miami -Dade Outside
Employment Statement form ( See Form 11 -A), via the chain of command, to the Chief of
Police, before engaging in such employment. The memorandum will contain the following
information: A statement that his /her on -duty work performance is satisfactory and has been
verified by his /her supervisor.
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FINAL REPORT MARCH 1, 2006
S.O.P. #011 OFF DUTY AND SECONDARY EMPLOYMENT
I. Employee Duties and Responsibilities
1. Policy Currently reads: Employees performing off duty employment must ensure
that off duty employment activity never impairs their ability to perform their assigned
duties as employees of the MBPD. Individual employees shall ensure that they
personally observe reasonable and adequate rest periods.
Recommendation:
1. Could read: Employee's first responsibility shall be to their on duty employment
for the City of MBPD. Employees performing off duty employment must ensure that
off duty employment activity never impairs their ability to perform their assigned duties
as employees of the MBPD. Individual employees may not work during the 6 hours
prior to the start of their assigned on duty shift.
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FINAL REPORT MARCH 1, 2006
SENIORITY
S.O.P. #061
Policy currently reads: The Department recognizes that seniority is an important part of an
employee's employment. Therefore, this policy is established in order to provide members with
the Department's policy on seniority. Police Department seniority shall be the sole determinant
governing the policies of the Depaitinent.
Recommendation: The Department recognizes that seniority is an important part of an
employee's employment. Therefore, this policy is established in order to provide members with
the Department's policy on seniority. Police Department seniority may be a factor shall j ih
in governing the policies of the Department and in their deployment.
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FINAL REPORT MARCH 1, 2006
PATROL FUNCTIONS AND RESPONSIBILITIES
S.O.P. # 117 V. Routine District Patrol
Policy currently reads: M. Meals and Breaks:
1. Patrol officers, time and circumstances permitting, may take one (1) meal break
during a tour of active duty.
2. Patrol officers will take the signal "12" and "11" via the police radio and will
advise of the signal and exact address over the radio prior to entering the restaurant,
coffee shop, etc. [81.2.5,a]
3. Patrol officers will refrain from taking signals "12" during the first or last hour of
their tour of active duty.
4. Patrol officers will take their signal "12" in their zone or assigned area only, if
possible. Supervisors may grant exceptions.
5. Patrol officers will receive approval from their immediate supervisor for any
deviations from the above rules prior to taking any signal.
The MBPD current practice is to allow no longer than a 60 minute maximum meal break unless
the officer is directed back into service by PSCU as needed.
Recommendation:
M. Meals and Breaks could read:
1. Patrol officers, time and circumstances permitting, may take one (1) meal break
during a tour of active duty.
2. Patrol officers will take the signal "12" and "11" via the police radio and will
advise of the signal and exact address over the radio prior to entering the restaurant,
coffee shop, etc. [81.2.5,a]
3. Patrol officers will refrain from taking signals "12" during the first or last hour of
their tour of active duty.
4. Patrol officers will take their signal "12" in their zone or assigned area only, if
possible. Supervisors may grant exceptions.
5. Patrol officers will receive approval from their immediate supervisor for any
deviations from the above rules prior to taking any signal.
6. A patrol officer may take up to a 30 minute maximum meal break unless the
patrol officer is directed back into service by PSCU as necessary.
7. Other personnel working either ten or eight hour shifts should limit meal
breaks to 30 minutes.
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FINAL REPORT MARCH 1, 2006
CALL -IN POLICIES AND PROCEDURES
Work Rules, Currently Read:
These Rules are to be followed by you and, in addition, sets forth some of your responsibilities to
the City. The Rules cover all types of absences from work, the reporting of those absences, rest
periods, lunch hours, etc. You will still be required to comply with the Personnel Rules, Human
Resources Department directives, City Manager directives, and Departmental directives. All
directives will be posted on the bulletin board and it will be your responsibility to update these
Rules accordingly.
1. Time off for Vacation, Floating Holidays, and Religious Holidays must be requested in
writing to the Division Supervisor or his /her designated representative at least 24 hours in
advance of such absence. A form is provided for these requests. The request shall be
granted at a time suitable to the Division Supervisor and convenient to his/her work
schedule, as far as practicable. Time off under this provision with less than 24 hours
notice may be used for up to three instances per pay period year for emergencies.
Policy Could Read:
1. Time off for Vacation, Floating Holidays, and Religious Holidays must be requested in
writing to the Division Supervisor or his /her designated representative at least 14 days
24- hettr-s in advance of such absence, or except when special circumstances exist. A
form is provided for these requests. The request shall be granted at a time suitable to the
Division Supervisor and convenient to his/her work schedule, as far as practicable. Time
off under this provision with less than 14 days 34 - hours notice may be used for up to
three instances per pay period year for emergencies.
Policy Currently Reads:
2. All absences from duty not previously arranged for are to be reported as soon as possible,
but in no case later than one hour after the usual time of beginning work each day that
such absence occurs. After one hour the employee is AWOL for the entire day, unless
there is proof that such absence could not be reported within that time. If the cause of the
absence is such that it may be expected to be of considerable duration, it shall be reported
as specified the first day, together with the approximate length of time such absence is
expected to continue.
Policy Could Read:
2. All absences from duty not previously arranged for are to be reported as soon as possible,
but in no case later than 30 minutes prior to the beginning of their shift °=° h our a f
• . ... . . • :...:; • , .... If it is not
reported 30 minutes prior to the beginning of the shift, "ftcr ho r the employee
is AWOL for the entire day, unless there is proof that such absence could not be
reported within that time. If the cause of the absence is such that it may be expected to be
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of considerable duration, it shall be reported as specified the first day together with the
approximate length of time such absence is expected to continue.
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FINAL REPORT MARCH 1, 2006
APPENDIX 2:
CIU STAFFING CHARTS
The following charts provide detailed information regarding the Miami Beach Police Department's CIU staffing and work volume.
MAXIMUS
HELPING GOVERNMENT SERVE THE PEOPLE
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 123
FINAL REPORT MARCH 1, 2006
VIOLENT CRIMES -- DAYSHIFT
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) and Percent # of Assignments Hours
of Cases by Complexity 2004 Needed
per
Crime Type Contact Only Uncomplicated Complicated Typical Case Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Homicide /Attempts 30.00 30 110.0 20 45 50 Assigned 12 642
Investigated 12
Assault/Battery 1.00 73 5.5 8 25.0 7 12.50 12 Assigned 452 1998
Investigated 452
Shooting Investigation 23.5 20 65.5 30 38.5 50 Assigned 10 436
Investigated 10
Sex Offenses 7.25 35 25.0 10 11.00 55 Assigned 32 346
Investigated 32
Robbery 5.75 10 25.25 7 12.50 83 Assigned 29 369
Investigated 29
Death Investigations 4.0 15 25.5 23 10.00 48 Assigned 87 983
Investigated 75
General Investigations 5.5 20 29.75 20 11.25 60 Assigned 54 745
Investigated 54
SubTotal Received 676 5,519
Investigated 664
Arrest Processing* Arrests 115 403
Total 5,922
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting, Document
Preparation, etc.). The current arrest rate is 17.3% of cases investigated. In 2004, 664 cases were investigated. This assumes an additional 403 hours
were consumed by arrests.
MU
MAXI5►
IIELPINO GOVERNMENT SERVE TIM PEOPLE.
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 124
FINAL REPORT MARCH 1, 2006
DOMESTIC VIOLENCE/ AFTERNOON VIOLENT CRIME UNIT
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) # of Hours
and Percent of Cases by Complexity Assignments Needed
2004 per
Activity Type Contact Only Uncomplicated Complicated Typical Case Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Domestic Violence 1.00 16 5.25 25 18.5 16 8.5 43 Assigned 236 1,911
Investigated 236
Sex Offences 7.25 35 25.0 10 11.0 55 Assigned 8 89
Investigated 8
Death Investigations 4.0 30 25.0 10 10.0 60 Assigned 14 136
Investigated 14
General Investigations 6.0 20 17.5 20 9.5 60 Assigned 33 343
Investigated 33
SubTotal Received 291 2,479
Investigated 291
Arrest Processing* Arrests 43 150
Total 2,629
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting,
Document Preparation, etc.). The current arrest rate is 14.7% of cases investigated. In 2004, 291 cases were investigated. This assumes an
additional 88 hours were consumed by arrests.
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HELPING GOVERNMENT SERE THE PEOPLE*
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 125
FINAL REPORT MARCH 1, 2006
ROBBERY UNIT
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) # of Hours
and Percent of Cases by Complexity Assignments Needed
2004 per
Crime Type Contact Only Uncomplicated Complicated Typical Case Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Robbery 1.00 1.5 5.75 8 22.50 26 12.5 63.5 Assigned 385 5490
Investigated 376
Assault/Battery 1.00 20 4.0 15 18.75 15 5.75 50 Assigned 105 681
Investigated 105
General Investigations 1.00 24 5.5 20 29.75 20 11.25 36 Assigned 42 476
Investigated 42
SubTotal Received 532 6,647
Investigated 523
Arrest Processing* Arrests 173 605
Total 7,261
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting,
Document Preparation, etc.). The current arrest rate is 33.0% of cases investigated. In 2004, 523 cases were investigated. This assumes an
additional 605hours were consumed by arrests.
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NEIIA:V OOVER MEatS PVE ME PEOPLE.
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 126
FINAL REPORT MARCH 1, 2006
SPECIAL VICTIMS UNIT
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) and Percent # of Hours
of Cases by Complexity Assignments Needed
2004 per
Activity Type Contact Only Uncomplicated Complicated Typical Case Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Missing Persons 1.00 16 2.5 14 15.0 10 7.5 60 Assigned 190 1,237
Investigated 190
Sex Offences /Juvenile 11.5 10 25.5 20 16.5 70 Assigned 17 303
Investigated 17
Bicycle Thefts 1.00 1.5 3.5 35 10.5 10 5.25 53.5 Assigned 198 1,010
Investigated 198
General Investigations 2.00 20 4.0 20 15.75 20 10.00 40 Assigned 94 785
Investigated 94
Sex Offender/Predator 30.00 100 12 months 360
Checks (hrs/Month)
SubTotal Received 499 3,695
Investigated
499
Arrest Processing* Arrests 25 88
Total 3,783
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting,
Document Preparation, etc.). The current arrest rate is 5.0% of cases investigated. In 2004, 499 cases were investigated. This assumes an
additional 88 hours were consumed by arrests.
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HELPING GOVERNMENT SERVE THE PEOPLE•
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 127
FINAL REPORT MARCH 1, 2006
PROPERTY SECTION
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) and Percent # of Hours
of Cases by Complexity Assignments Needed
2004 per
Crime Type Contact Only Uncomplicated Complicated Typical Case Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Burglary 1.00 27 4.50 8 19.50 14 7.25 36 Assigned 1465 8,746
Investigated
1245
Theft 1.00 27 3.50 4 12.5 2 6.00 7 Assigned 1858 2007
Investigated 743
Criminal Mischief 1.50 3 Assigned 327 15
Investigated 10
Arson 5.25 18 90.00 27 10.50 55 Assigned 16 496
Investigated 16
Pawn (Inspections) 4.00 100 # of 288
inspections72
not included in
total below
SubTotal Received 3666 11,552
Investigated
2014
Arrest Processing* Arrests 187 655
Total 12,207
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting,
Document Preparation, etc.). The current arrest rate is 9.3% of cases investigated. In 2004, 2014 cases were investigated. This assumes an
additional 655 hours were consumed by arrests.
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HEZFING GOVERNMENT SERVE THE PEOPLE.
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 128
FINAL REPORT MARCH 1, 2006
ECONOMIC CRIMES
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) # of Hours
and Percent of Cases by Complexity Assignments Needed
C ontact Only Uncomplicated Complicated Typical Case 2004 per
Crime Type Y p p yp Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Fraud 2.00 62 10.50 4.5 44.50 6 30.75 26 Assigned 135 2,218
Investigated 133
Financial Theft 2.00 48 8.25 1 25.00 2 11.50 9 Assigned 417 1,076
Investigated 251
General Investigations 2.00 88 11.50 2 32.00 3 23.25 7 Assign 218 998
Investigated 218
SubTotal Received 770 4,292
Investigated 602
Arrest Processing* Arrests 136 478
Total 4,770
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting, Document
Preparation, etc.). The current arrest rate is 22.7% of cases investigated. In 2004, 602 cases were investigated. This assumes an additional 478 hours
were consumed by arrests.
MAXIM US
1US
HELPING GOVERNMENT SERVE THE PEOPLE•
MIAMI BEACH POLICE DEPARTMENT: OPERATIONAL STAFFING OPTIMIZATION REPORT PAGE 129
FINAL REPORT MARCH 1, 2006
AUTO CRIMES
Time Needed to Investigate Cases (rounded to nearest 1/4 hour) # of Hours
and Percent of Cases by Complexity Assignments Needed
2004 per
Activity Type Contact Only Uncomplicated Complicated Typical Case Year
Case Case
Time % of Time % of Time % of Time % of
Spent Cases Spent Cases Spent Cases Spent Cases
Auto Theft Trend 450 100 Assigned 10 4,500
Investigation Investigated 1 0
SubTotal 10 4,500
Arrest Processing* Arrests 20 70
Total 4,570
* Based on an estimated 3.5 hours consumed per case closed by arrest/closed with warrant obtained (Interviewing, Processing, Transporting, Document
Preparation, etc.). The current arrest estimate is 20 per year. This assumes an additional 70 hours were consumed by arrests.
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HELPING GOVERWERTSERVE7HEMOM`