HIALEAH POLICE DEPARTMENT

ORGANIZATIONAL ASSESSMENT

Findings and Recommendations

March 2022

Prepared by: Jorge Colina Group

Table of Contents
Background and Introduction ...................................................................................................................... 4
Methodology............................................................................................................................................. 4
Policy Review: ....................................................................................................................................... 4
Interviews: ............................................................................................................................................ 4
Case Review: ......................................................................................................................................... 4
Survey of Sworn Personnel: .................................................................................................................. 5
Findings and Recommendations Overview................................................................................................... 5
Section 1: Patrol ........................................................................................................................................... 7
Staffing Findings ........................................................................................................................................ 7
Policy Findings ........................................................................................................................................... 9
Section 1: Patrol Recommendations....................................................................................................... 11
Section 2: Training ...................................................................................................................................... 14
Section 2: Training Recommendations .................................................................................................. 16
Section 3: Criminal Investigation Division ................................................................................................ 18
Section 3: CID Recommendations .......................................................................................................... 19
Section 4: Victim Advocates ...................................................................................................................... 24
Section 4: Victim Advocate Recommendations ...................................................................................... 24
Section 5: Crime Scene Unit ...................................................................................................................... 26
Section 5: Crime Scene Processing and Forensic Analysis Recommendations ...................................... 27
Section 6: Special Investigation Section (SIS) ............................................................................................ 30
Section 6: SIS Recommendations............................................................................................................ 30
Section 7: Business Management ............................................................................................................. 31
Section 7: Business Management Recommendations ............................................................................ 31
Section 8: Professional Compliance Bureau ............................................................................................. 32
Section 8: Professional Compliance Bureau Recommendations ............................................................ 32
Section 9: Crime Analysis .......................................................................................................................... 33
Section 9: Crime Analysis Recommendations ......................................................................................... 33
Section 10: Safety and Wellness ............................................................................................................... 35
Section 10: Safety and Wellness Recommendations .............................................................................. 35
Section 11: Recruitment, Selection, and Retention ................................................................................. 41
Section 11: Recruitment, Selection, and Retention Recommendations................................................ 42
Section 12: Dispatch/911 .......................................................................................................................... 44

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 Section 12: Dispatch/911 Recommendations ........................................................................................ 45
Summary and Conclusion........................................................................................................................... 47
Appendix A: Document Review List ........................................................................................................... 48
Appendix B: 30 x 30 Initiative .................................................................................................................... 50
Appendix C: Austin Police Department Discipline Matrix .......................................................................... 52
Appendix D: Roanoke County Critical Incident Stress Management Policy .............................................. 53
Appendix E: Miami Police Department 24-Hour Report ............................................................................ 58
Appendix F: Hialeah PD Organizational Assessment Survey Results ......................................................... 85

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Background and Introduction

The Hialeah Police Department is the second largest municipality in Miami-Dade County and the sixth
largest in the state of Florida. It is a full-service police department consisting of more than 400 sworn
and civilian personnel.

The police chief reports to a strong mayor, who is responsible for implementing the policies and
ordinances approved by the seven-member governing council. The mayor oversees the day-to-day
government operations and appoints the heads of various departments.

The Hialeah Police Department is currently the 75th largest law enforcement agency in the country,
budgeted for over 320 sworn and 121 non-sworn members and provides police services to the 6th
largest city in the state of Florida. 1

The Chief of Police (currently Acting Chief Jorge Fuente) manages the department with the assistance of
his Deputy Chief of Police (unfilled at the moment) and three Majors responsible for the following three
divisions: Uniform Patrol, Criminal Investigations, and Administration. Additionally, the department
oversees the city’s 911 - Public Safety Access Point (PSAP) center, which also serves the Fire
Department.

Methodology

Policy Review: The Jorge Colina Group (JCG) assessment team reviewed the Hialeah Police Department
written standard operating procedures (SOP) and General Orders that outline the duties and
responsibilities of the Hialeah PD patrol officers, investigators, supervisors, and commanders. The team
also reviewed Hialeah PD’s sample intelligence reports, organizational charts, sample crime reports,
clearance data, and patrols/calls for service response data. 2

Interviews: The JCG assessment team conducted site visits at the Hialeah PD in December 2021 and
February 2022, where more than 40 Hialeah PD personnel, including: members of the executive
command staff; majors, lieutenants, sergeants; and detectives from the Crimes Persons Section, the
Crimes Property Section and the Special Investigations Section; patrol officers, FTOs, and supervisors;
crime analysts; personnel who process computer and cell phone forensics; victim advocates; business
and finance personnel; and dispatchers and 911 call takers were interviewed during numerous days.
The JCG assessment team generally found that these personnel were forthcoming, open to new ideas,
talented, and clearly committed to doing what is best for the community.

Case Review: During the site visits, the assessment team reviewed case files in order to gather data
that can help to identify and understand any obstacles to case clearances. The case files were evaluated
using metrics that have been found to be associated with case clearances, including the identification

1
According to the Personnel Summary 2021-2022 Police Department Budget
2 See Appendix A for full list of policies reviewed

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and cooperation of witnesses, the collection and examination of physical evidence, case file organization
and documentation, and indications that cases are carefully reviewed by supervisors. 3

Survey of Sworn Personnel: The assessment team developed and disseminated a survey to all 275
sworn personnel to ensure that everyone wishing to provide feedback and suggestions was able to do
so. The survey addressed perceptions of fairness, equity, wellness, training, and leadership. We
received a total of 160 responses (58% response rate) to the 15 survey questions – the results of which
are documented within Appendix F of this report.

Findings and Recommendations Overview

CULTURE

Personnel are clearly suffering from the culture of fear implemented by the previous administration.
Initially, this assessment was met with mistrust and suspicion. For many years there have been
consequences for speaking one’s mind, which has left personnel on unsure footing. They have endured
years of understaffing, mandatory overtime, and insufficient days off to recoup and recover. That has
been coupled with a lack of appreciation for hard work and a plethora of punishment that was
oftentimes unjustified. This has resulted in a department that is in need of comprehensive safety and
wellness services in order to function effectively. (See Section 10: Safety and Wellness for
recommendations)

STAFFING

The Hialeah PD rank and file are stretched thin. The authorized number of sworn personnel is 320,
according to the 2021-22 budget, but the current staffing shows only 273 sworn, which leaves a huge
gap that impacts every unit within the department. As a result, nearly everyone is forced to work
overtime and days off are few and far between. (See Section 1: Patrol Staffing for analysis and
recommendations.) According to the latest municipal police department staffing report published by
FDLE in 2020, of the 253 police departments in the State of Florida the Hialeah Police Department ranks
dead last at 1.13 officer per 1000 residents. This is well below the state average for municipal police
departments of 2.36 officers per 1000, excluding schools and ports. 4

Staff reported that during the previous administration they felt overworked, underappreciated, and
frustrated with the lack of autonomy that would enable them to do their jobs effectively and efficiently.
The level of micromanagement they’ve experienced during the previous chief's tenure has resulted in a
“head down, push forward, hope that no one notices me” mentality. Input, feedback, and new ideas
were neither solicited, nor welcome. As a result, the department stagnated while neighboring agencies

3Wellford, Charles and James Cronin, Clearing Up Homicide Clearance Rates, National Institute of Justice Journal (April 2000),
https://www.ncjrs.gov/pdffiles1/jr000243b.pdf. See also the full report for a more comprehensive look at this study: An
Analysis of Variables Affecting the Clearance of Homicides: A Multistate Study (October 1999),
http://www.jrsa.org/pubs/reports/homicides_report.pdf.

4The 2020 FDLE Police Department Staffing Report can be found here:
https://www.fdle.state.fl.us/CJSTC/Publications/CJAP/Statewide-Ratios.aspx#2020ratios

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progressed with new policies, equipment, and procedures, thereby causing high performing Hialeah
staff who felt constrained and dissatisfied at HPD to leave to other agencies. A mass personnel exodus
was noted by staff in nearly all units/departments.

Since the interim administration took over, morale has improved. On our second site visit to HPD during
the week of February 10th (the first visit took place the week of December 6th, 2021), we found a rank
and file that appeared more confident and positive about the future of the department, unlike the first
meeting where many of the personnel we interviewed seemed to be suffering from very low morale.
Some of the interviewees during the first site visit even broke down and cried during our sessions.
Conversely, during our second site visit sessions many communicated how encouraged they had become
under the interim chief's leadership expressing that the department's culture of fear and intimidation
was changing to one of support and appreciation. Though the department is still experiencing a staffing
shortage that results in forced overtime and heavy workloads, there is hope that new leadership will
make changes to attract and retain highly qualified personnel to join the department, which will provide
some relief.

THE PATH FORWARD

The Hialeah Police Department is staffed by a dedicated team of patrol officers, supervisors, support
staff, detectives, commanders, and executive team. The site visits, survey results, and more than 40
interviews conducted revealed a spirit of resiliency and dedication to the profession.

Staff explicitly noted that they are already seeing changes since the interim chief took over and they are
optimistic that the positive changes will continue. While Acting Chief George Fuente served as a
command staff member under the previous administration, the rank and file does not appear to view
him as being associated with the previous “regime of terror,” therefore, he seemingly has been able to
earn the trust of current staff, who are pleased with his actions and the messages he’s been
communicating. 5 It has been many years since staff felt supported and the majority of interviewees and
survey respondents noted the immediate improvement within the work environment. (For additional
information concerning opinions and attitudes toward the former administration and the interim
administration, please see Appendix 5: Hialeah PD Survey Results.)

In addition, Hialeah PD employees have suffered for years in an environment in which they have not felt
safe and supported. Every move was scrutinized, so everyone was afraid to voice new thoughts or
ideas. As time passes, and employees feel comfortable expressing themselves again, the agency will
benefit from staff input. The group of people who have remained with the department despite the
challenges outlined within this report have done so because they are committed to public safety and
protecting the community. They have a lot to offer and deserve to receive additional training consistent
with best practices and receive the support of the administration.

New leadership, whether it be the acting chief or another candidate, should share the results of this
report and announce a strategic plan for implementing the recommendations outlined herein. Based on
our interviews, such a plan would be readily accepted by this dedicated group of professionals, who are
eager to focus on new beginnings and continue to serve the City of Hialeah and its residents.

5
See Appendix F for Hialeah PD Survey Responses

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Section 1: Patrol

Staffing Findings
Though there are many issues that must be addressed, the most important issue is staffing. Studies
have shown that people do not function effectively without proper sleep and nutrition – mistakes are
made, corners are cut, and policies are overlooked when people go into “survival” mode. 6 It is
guaranteed that sooner or later mistakes will happen when people are working a 12-hour shift, forced to
stay six hours overtime, and then coming in a few hours later for their next 12-hour shift without having
enjoyed sufficient time to rest.
The interviews, call data, and policy review revealed three key issues that are negatively impacting the
patrol staff:
(1) There are six sectors that vary in size, geography, population, and calls for service – yet, they are
all staffed the same.
(2) Due to this staffing model coupled with overall staffing levels well below the budgeted amount,
the shifts are perpetually under-staffed, which results in personnel forced to work overtime,
give up scheduled days off, skip vacation days, etc., which leads to exhaustion and low morale.
(3) Due to the less than desirable working conditions, the department has been experiencing a
retention problem, which then contributes to the understaffing.
This vicious circle has been unaddressed for “as long as I can remember” according to the majority of
individuals interviewed. “Understaffed since I don’t know when” was a common refrain. As a result,
patrol officers are consistently overworked, and this has bled into other units as well, who are called in
to backfill when officers use sick time.
The JCG assessment team conducted a review of calls for service using the department's Computer
Aided Dispatch (CAD) data from the full 2021 fiscal year to determine if a new staffing allocation model
that is data driven could alleviate the need for forced overtime.

6 https://nij.ojp.gov/topics/articles/impact-sleep-deprivation-police-performance

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Our analysis of the CAD Data for fiscal year 2021 revealed the following:
Sector 1: Described as a unique sector, City Hall and the courthouse reside in this sector. It is “known to
have problematic areas.” At total 61,286 calls for service in FY2021, this sector ranks third in staffing
needs.
Sector 2: Hialeah PD Headquarters are located within this sector, which contains single family homes
and warehouses that lend themselves to burglaries and crimes of opportunity. Of the six sectors, this
one received the largest number of calls at 68,411 for FY2021, with the second shift (afternoon shift
from 1500-0100) receiving the highest call volume.
Sector 3: Abutting the 49 Street commercial corridor and known for traffic accidents, retail theft calls
this sector consists of homes, motels and trailer parks and similar to other sectors throughout the city,
warehouses– this sector came in second place, with total number of calls for service at 63,741.

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Sector 4: This section, described as the most affluent, enjoys a combination of residential, commercial,
and industrial calls and ranks fifth in calls for service with a total of 48,246 calls in FY2021. (Only Sector
6 had less calls.)
Sector 5: Home to a plethora of single and multi-family sub communities, including senior citizen living
facilities, this is a high-density sector of the city. This sector is nearly tied with Sector 4 with 48,504
service calls in FY2021.
Sector 6: CAD data shows that this sector received 6,242 calls, which is only 9% as much as the total
calls received in Sector 2 (68,411), which had the largest call volume in the city.

Time HP1 HP2 HP3 HP4 HP5 HP6 Total

12:00 AM          2,824          2,819          2,862         2,274         2,373            411            13,563
1:00 AM          2,233          2,471          2,480         1,981         2,008            356            11,529
2:00 AM          1,924          1,864          2,028         1,300         1,646            270              9,032
3:00 AM          1,744          1,916          1,798         1,132         1,405            185              8,180
4:00 AM          1,598          1,699          1,605         1,087         1,239            157              7,385
5:00 AM          1,477          1,854          1,503            914         1,344            178              7,270
6:00 AM          1,949          1,912          1,742            985         1,448            187              8,223
7:00 AM          1,968          1,851          1,673         1,032         1,668            154              8,346
8:00 AM          2,740          2,376          2,442         1,853         1,902            219            11,532
9:00 AM          3,019          3,089          2,878         2,267         2,235            209            13,697
10:00 AM          3,055          3,210          2,935         2,287         2,274            215            13,976
11:00 AM          3,123          2,868          2,723         1,912         2,196            276            13,098
12:00 PM          3,218          3,222          2,799         2,210         2,028            214            13,691
1:00 PM          3,126          3,087          2,936         2,239         2,038            205            13,631
2:00 PM          2,811          3,387          2,821         2,365         1,978            202            13,564
3:00 PM          2,962          4,576          3,284         2,589         2,385            205            16,001
4:00 PM          2,731          3,588          3,707         2,627         2,487            347            15,487
5:00 PM          2,863          3,276          3,348         2,811         2,514            311            15,123
6:00 PM          2,575          3,412          3,435         2,654         2,428            263            14,767
7:00 PM          2,589          3,026          3,308         2,491         2,157            255            13,826
8:00 PM          2,274          2,541          2,364         2,051         1,743            211            11,184
9:00 PM          2,209          2,562          2,479         1,751         1,615            279            10,895
10:00 PM          2,835          3,779          2,927         2,646         2,258            415            14,860
11:00 PM          3,439          4,026          3,664         2,788         3,135            518            17,570
Total Calls       61,286       68,411       63,741      48,246      48,504         6,242         296,430

Policy Findings
QUOTAS: Contributing to this under-staffed and over-worked environment are policies that are punitive
in nature. For example, though there is no stated “quota” for traffic citations, officers are “reminded” of
the importance of issuing tickets should their numbers fall lower than the “monthly goal,” which is

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tracked via a monthly stat sheet. (Multiple interviewees also referenced the three tickets per day
unofficial quota.)
The emphasis should be on community outreach, not traffic citations. 7 In addition to the unofficial
quota, officers were penalized for the following actions:
 Issuing warnings for moving violations (everything must be a ticket)
 Stopping for coffee on duty (multiple examples of punishment were provided)
 Going over allotted time for meal break (documented cases include one officer with no prior
issues who clocked back in two minutes past the hour).
 Idling in one location for too long (which removes an officer’s ability to engage in discussions
with community members without fear of reprimand).

In each of these cases, the overly strict policies stymie the officer’s ability to build trust with community
members. Educating drivers on traffic violations by issuing warnings instead of citations (if not a habitual
offender) can create goodwill between police and the public they serve. Stopping to grab coffee at the
local bakery or Starbucks allows officers to get to know the people in their neighborhoods and engage in
meaningful conversations. Parking the patrol car to play a basketball game with local teens at a
neighborhood park gives youth the opportunity to see an officer in a different light and opens the door
to building a relationship. (Again, when shifts are staffed appropriately based on call volume for that
specific sector, it will also allow more time for officers to engage in such proactive policing activities.)
If permitted, such actions not only humanize the officer, but also build up trust and create a climate of
confidence that could result in information sharing when crimes occur. The snowball effect here is all
positive - the relationship between the officer and the public improves, more crimes are solved, more
criminals are removed from the street, and overall public safety is enhanced. Additionally, the officers
feel empowered to make decisions, are happier, and retention rates increase.
PAPERWORK: Another issue negativing impacting efficiency and productivity is the reliance on paper
(hard copy) documentation that causes unnecessary busywork for both officers and supervisors.
Officers are required to complete a Word-based document for each stop, which then must be printed
and signed when they return to the department. 8 Supervisors reported spending hours reviewing and
signing these documents.
Documentation is important, but this is an outdated process that can easily be improved by
implementing a more efficient mode of capturing data.
DISCIPLINE: In addition to the aforementioned factors, the department has suffered a high turnover
rate the past several years due to uneven treatment and blatant favoritism. For example, while some
officers were harshly penalized for minor policy violations (e.g., clocking in two minutes past the
allocated break time); others received no punishment for more severe violations (accidentally failing to

7 See Implementing a Comprehensive Performance Management Approach in Community Policing Organizations:

https://cops.usdoj.gov/RIC/Publications/cops-p331-pub.pdf for case studies on how community policing and procedural justice
effectively address community concerns.
8 Three months after the first site visit the JCG returned for another round of interviews. During this second site visit we

learned that many of the quotas had been removed, but that the Motors Unit continued to push for a quota. In fact, that unit
has not changed much even though the previous administration is gone. That should be further investigated by the new Chief
once confirmed.

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clock back in until two hours past the break time). The discipline was also too harsh – the option to
issue warnings and written reprimands was taken away.

VEHICLES: Under current policy, only officers who live in the city are automatically assigned a take-home
vehicle. Personnel who take on collateral duties (e.g., serve as FTO or join SWAT) can also qualify for
take-home vehicles.
While having a take-home car is a perk that could attract additional officers to Hialeah, it would help if
the cars themselves were in better condition. They were described as: old, embarrassing, depressing,
cheap, and riddled with functional issues. Additionally, pool vehicles have 100,000 miles on them.
Bottom line, better vehicles are needed all around.
PURSUIT POLICY: The previous administration installed GPS on all the patrol cars and implemented a
speeding policy. According to interviewees the policy was established in order to “micromanage” and
“ding officers.” It bled into the agency’s “chase policy” – which is interpreted by many as “if you see a
child get abducted, you cannot chase the perpetrator without punishment.” In fact, we were given a
real-life example of a female officer who called for back-up because her life was in danger, and nobody
wanted to speed to the scene to help her because they feared discipline. A sergeant sped to her
location, saved her life, and was written up. 9
RESPONSE POLICY: Due to understaffing, the current response policy calls for officers to clear the call
within 30-45 minutes. If you cannot do so, you must call the supervisor and explain why more time is
needed. The constant pressure to clear the call may lead to mistakes, overlooked evidence, poor
customer service to community members, or worse.

Section 1: Patrol Recommendations

The assessment revealed that Patrol is understaffed for several reasons:

(1) Staffing allocation:

a. Though there are six districts that differ in size and geography, each one is staffed with
the same number of patrol officers. (SEE STAFFING ALLOCATION SECTION BELOW)
b. Sector 2 is 1.5 times another sector, sector 6 is small – two k-9 assigned to it and now if
you need them it takes them forever to respond b/c it’s so far away.
c. All shifts staffed the same despite workload, time of day, size of sector, etc.
(2) Inefficient Policies
a. Though there is no stated “quota” for traffic citations, officers are “reminded” of the
importance of issuing tickets should their numbers fall lower than the “monthly goal,”
which is tracked via a monthly stat sheet.
b. The reliance on “paper” documentation also causes unnecessary busywork for officers,
who must complete a Word-based document for each stop, which then must be printed
and signed when they return to the department. Documentation is important, but this
is an outdated process that can easily be improved.
(3) High turnover:
a. Due to the aforementioned culture, a large percentage of pre-existing staff members
have left the PD to join nearby police departments.

9
This was a story told to us by an interviewee. We have not validated the veracity of the statement; however, the
fact is that these types of stories exist and influence how officers behave, whether they are completely true or not.

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 b. New recruits have been using the department as a steppingstone because it is easier to
get a job there (due to the staffing needs and recruitment process). They then use their
Hialeah PD experience to transfer to a new department that pays more, has better
benefits and equipment, including a liberal take-home car program, or has a better
culture.
Therefore, to improve efficiency and effectiveness, the following policies and practices are
recommended:

Recommendation #1: The results of our staffing analysis indicate that sectors 2 and 3 are the busiest
areas in the city, with the second shift (1500-0100) the busiest shift across all sectors. (See "Shift
Staffing Study” graph, above.)
The variance in call volumes across the shifts and sectors demonstrate that shift staffing should be
adjusted to reflect the needs of the specific neighborhoods within each section, instead of using a one-
size-fits-all staffing approach.
For example, the Sector 4 midnight shift receives half of the amount of calls the Sector 2 afternoon shift
receives and, therefore, should be staffed accordingly. Allocating resources based on need will result in
less overtime, better response times, and improved service to the community because officers will not
feel rushed to jump to the next call.
Reallocating staff based on call volume can also positively impact overall agency functioning. When
patrol officers feel better-rested because they are no longer regularly forced into working overtime, and
are able to enjoy regularly scheduled days off to rest and recharge, retention will increase. Increased
retention will lead to a more experienced workforce and will reduce the need to pull detectives back
from the CID unit to backfill patrol shifts.
Based on the total calls for service in FY 2021, Sector 2 is the busiest with a total of 68,411 calls. This
sector, therefore, should enjoy the largest number of resources. The rest of the sectors should be
staffed using Sector 2 as the baseline (100%), which would result in the following staffing allocations:

- Sector 1 = 89%
- Sector 2 = 100%
- Sector 3 = 93%
- Sector 4 = 70%
- Sector 5 = 71%
- Sector 6 = 9%

Recommendation #2: Improve public safety, community/police relationships, and internal morale by:

(1) Modifying existing policies to allow officers time (e.g., coffee breaks) and discretion (i.e., traffic
enforcement warnings) to invest in relationship building.
(2) Outlining appropriate proactive policing activities in policy, and
(3) Using Roll Call to train officers on the new policy so they are aware that initiative is not only
allowed, but also encouraged.

Recommendation #3: To streamline the process and eliminate redundancies, create an electronic
worksheet form, with dropdown options for elements such as Make/Model of car, citation number, etc.
that can be completed on the MDT and submitted electronically. This will result in time saved not only

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for the officer completing the report, but the supervisor who must read and sign all hard copy reports at
the end of the day. This small step will result in a significant efficiency improvement.

Recommendation #4: To ensure that all violations are treated the same and that discipline is
administered in a fair and impartial manner, a discipline matrix policy should be developed. The matrix
shall provide guidance on the appropriate types of discipline to be administered based upon the specific
violation as well as factors associated with the individual (e.g., first violation or third occurrence). See
Appendix C for a model policy.

Recommendation #5: It would also boost recruitment efforts if a take-home car became a standard
perk for ALL personnel, and not just those who live in the city.

Recommendation #6: Explore the feasibility of updating the patrol vehicles using a “police package.”
While this is initially more expensive, in the long run it is a cost savings because the cars are specialized
designed for the express purpose of policing tasks and responsibilities.

Recommendation #7: Review the pursuit policy and compare against national best practices to
determine if it is too restrictive and/or if the verbiage needs to be modified. Train officers on the new
SOPs (modified policy) to ensure officers properly prioritize their response, such as to save a fellow
officer or a crime victim, without fear of being disciplined if the speed limit is exceeded in a careful and
prudent manner when the circumstances justify it.

Recommendation #8: Revisit the response policy after re-allocating staffing for each of the sectors to
determine if the 30-45 minutes limit per call can be extended to ensure proper evidence is collected and
the community members feel satisfied with the police response.

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Section 2: Training
Findings: Besides maintaining the FDLE mandatory training compliance, it appears as the main focus of
the Training Section is two-fold: 1) Conduct the yearly in-service/qualification training for current sworn
personnel, 2) Provide transition training to newly graduated police academy recruits prior to assigning
them to FTO training. This includes the following:

Yearly In-Service Training 10:

All sworn personnel receive the following in-service training that takes place between January and June
of each year:
• Yearly firearm qualifications (Use of Force policy review)
• De-escalation (shoot/don't shoot)
• High risk traffic stops
• Active Shooter
• Taser refresher
• Building search

New Recruit Transition Training – Post Police Academy:

Once officers graduate from the police academy and return to the department they are introduced to
specific departmental policies. The following topics are covered, and the training takes approximately 4-
5 weeks prior to FTO assignment.
• FDLE firearms qualification & Use of Force policy review (this is a repeat of the firearms
qualifications that the recruit undergoes while at the police academy)
• Taser training and qualification
• Pepper Spray training
• ASP training (telescoping batons)
• Traffic Stops scenarios
• Additional Defensive Tactics
• If recruits transition between the months of January and June they will participate/observe
certain elements of the in-service training described above.

According to interviewees and policy review, Hialeah PD does not offer much training beyond what is
required by the state. While staff does have the ability to obtain permission/funding to attend training
opportunities offered outside of the department, the process for requesting such training, outlined
below, is cumbersome, inefficient, and results in many missed opportunities.

Outside Training Requests: Training Section may alert the respective department's sections of upcoming
external training through an email notification to the sections' commanders, or staff may identify
external courses on their own. The individual employee must submit a training request form that
outlines the training being requested and the justification for receiving the training. The request is
reviewed and approved through the employee's chain of command up to the Division Major. If

During our second site visit we were advised that Interim Chief Fuente has authorized a 3-hour block on EAP and Officer
10

Wellness.

14 | P a g e
approved, the request will then go to the Training Section where a cost analysis is performed and
recorded on the request, that is then submitted to the COP for review and approval. If approved, it then
proceeds to the Mayor for final approval. This process is not electronic and, due to the many steps and
required authorized approvals, it takes a long time to get the final approval. Because of that time delay
the employees often miss the training opportunity, even IF it is finally approved.

Equipment: The in-door firearms range needs to be redone as the mechanical targets in most of the
shooting lanes are not working. Additionally, the ventilation system in the range is not functioning
adequately and there hasn't been an air quality test in at least 8 years. 11

FTO Program: Currently there are 20 Field Training Officers (FTOs), including two assigned to K-9. Of the
20 FTOs only two have attended a formal FTO course. This was attributed by some to the high attrition
rate in the FTO cadre due to transfers into CID, as well as FTOs leaving to work for other departments. 12
However, other interviewees assigned as FTOs indicated that they’d never been offered formal training.
FTOs get a 5% salary incentive and receive take-home car privileges. However, there is no set criteria for
selecting personnel to serve as FTOs. According to interviewees, the former chief made the selections
and would inform the Field Training Supervisor (FTS) as to who would be the next FTOs. The FTS, who
has served in that position for more than a decade, was not consulted, nor were other supervisors. 13

This, of course, has resulted in uneven quality of FTOs. One interviewee indicated that not only has he
not been to an FTO school, but he has no interest in such training because “you’re not taught to be an
FTO, it’s based on your experience.” He also indicated that FTO training would be “useless.” This specific
individual was recruited to be an FTO after being at the department for three years. When asked what
his qualifications were, he indicated he’d been at the department the required length of time to serve as
an FTO. No other requirements exist.

According to the Field Training Supervisor, Probationary Police Officers (PPOs) are evaluated by their
FTOs daily, weekly, and at the end of each training phase. Each training phase is 4 weeks in length
before the PPO moves on to the next trainer. There are 3 full month training phases plus a two-week
"silent phase," which is the final phase before the PPO is released for solo assignment if all phases are
successfully completed. The silent phase consists of the PPO handling every function of his or her duties
with little to no assistance from the FTO, who is usually dressed in civilian clothing and is there to
monitor and observe the PPOs performance during this phase.

When asked about the PPO evaluations, one FTO said they are given books to record their progress, but
those books are “trash,” and no one actually reviews them. (The assessment team confirmed that the
FTO evaluations are completed in hard copies.) We also learned that there are no regularly scheduled
meetings for FTOs to share insights, receive informal training and feedback, or discuss concerns
associated with PPOs.

11 The assessment team was advised that a request for these repairs, including the ventilation system had been submitted and
received Council approval. Repairs will take approximately 2-3 months to complete once the company begins work.
12 There are five FTOs scheduled to attend a formal FTO course in March at Miami Dade College School of Justice.
13 While general orders directing the function of the FTO program exists, no one indicated that they had reviewed or adhered to

them in many years.

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While there is a formal evaluation and rating for PPOs there is none for the FTOs, nor a rating structure
for evaluating their performance. It was also noted that FTOs can serve indefinitely - no qualifications,
training requirements, or yearly evaluations are required.

Section 2: Training Recommendations

Recommendation #9: The Training Section could become vastly more valuable to the agency if it took a
more proactive role in designing and delivering training beyond the yearly in-service qualifications. We
recommend tasking a member with researching, identifying, and implementing/developing training that
will be of value to agency personnel. It is important that personnel are abiding by current best practices
and are aware of emerging issues in technology and policing techniques.

Recommendation #10: In support of the previous recommendation, design a staff retreat or leadership
training for department senior staff personnel so they can strategize and provide input on the types of
training that would be most valuable.

Recommendation #11: Consider appointing a new Training Section Commander – one who has the
experience and knowledge to lead a more proactive Training Section. Qualifications should include, at
the bare minimum: (1) command level experience and (2) demonstrated interest and knowledge of
current trainings aside from mandated FDLE certifications. 14

Recommendation #12: We recommend transitioning to an electronic training records management

system that not only tracks individual officer's training history, but also the training request process so
that it becomes timelier and more efficient.

Recommendation #13: We recommend investing in FTO evaluation software - such as LEFTA Systems 15 -
to evaluate both FTO performance and PPO experience. This will ensure all trainees receive quality
instructions during their probationary period and any low performing FTOs are weeded out.

Recommendation #14: Create qualification and selection criteria for officers interested in serving as
FTOs. The process for selecting FTOs should include a vetting component that involves the Field Training
Supervisors. The LEFTA system can also assist with this function, as it includes Use of Force tracking,
Training Records Management, Profiling, etc. to ensure only high-quality candidates are selected.

Recommendation #15: Additional Field Training Supervisors are needed in order to properly interact with
and supervise the FTOs. (There appears to be an adequate number of FTOs to handle the current
workload.)

Recommendation #16: It is strongly recommended that K-9 officers not be used as FTOs as it presents a
high liability exposer to the agency. Additionally, it is recommended that the FTO policy be updated to
disallow FTO performing their duties in civilian clothes during "silent phase" as this has the potential to
result in confusion of the person's authority and incur unnecessary liability to the agency.

14
The current commander was not very clear on how many recruits are currently in the police academy, what the FDLE training
and certification tracking portal is called (ATMS), or what type of firearms simulator the department had just purchased. It is
expected that a commander of any section would have intimate knowledge of the details surrounding their area of command.
15 More information can be found here: https://leftasystems.org/products/fto-software-lefta/

16 | P a g e
Recommendation #17: It is equally strongly recommended that each FTO receive formal training on the
functions of an FTO.

Recommendation #18: As the Training Section hopefully becomes more proactive in the training
responsibilities for the department, the department may want to consider assigning more staff to the
Section so as not to overwhelm the current unit members with implementing these recommendations.

17 | P a g e
Section 3: Criminal Investigation Division

Findings: The Criminal Investigation Division (CID) comprises homicide, robbery, traffic homicides, and
the special victims unit. The assessment team conducted interviews with representatives from each of
these units.
The homicide unit is sufficiently staffed and has a near-perfect clearance rate. (There are only 4-5
whodunits per year in Hialeah.) The detectives receive basic investigation training, the Miami-Dade
homicide course, and the Miami-Dade Medical Examiner’s Death Training Investigation Course. Most
outside training requests are also approved, such as the basic interview and interrogation training
through FDLE.
With regard to crime scene preservation, it seems to depend on the patrol officer or sergeant in charge.
The practice of signing-in to record all personnel at the scene, however, has “faded away.” As for case
files, no formal organization is dictated. This means there are no investigative checklists and everyone
structures their files differently. It would be difficult for a supervisor to review case progress given this
unstructured method and there’s a chance steps could be missed.
When asked about qualifications to become a detective within the CID, the answer, again, was “depends
on who you know” within the previous administration. There are no established criteria or standardized
processes for application or selection for a position within any of the investigative units.
The interviews also revealed the following concerning issues:
• The department handles its own officer involved shooting (OIS) investigations
o Those involved in an OIS were not necessarily mandated to desk duty during the
investigation during the former administration. (The unwritten policy was “it depends
on who you know.”)
• The department recently implemented a body worn camera policy and detectives wear them
for victim interviews, sometimes in hospitals.
• The Special Victims Unit, considered the highest volume callout unit, is drastically understaffed.
There are between five and eight (depending on who you ask) detectives in the unit responsible
for investigating:
o Domestic violence
 Violence against any family member (not just spouses)
 Aggravated assault up to murder
 Violence between any two people who have a child in common
o Special Victims
 Sex crimes against children
o Human trafficking
 Prostitution
 Solicitation
 Work with a task force
o Crimes against children
o Elderly abuse and neglect
o Missing persons
o ICAC (Internet Crimes Against Children)
• There are no mandatory check-ins with EAP providers, despite the traumatic nature of the cases
the SVU detectives investigate. Such check-ins are especially vital for detectives assigned to

18 | P a g e
 child pornography investigations. Hialeah has ONE investigator who is responsible for
investigating all ICAC cases and has a current backlog of 80 cases.
• Investigators do not have department issued cell phones. Instead, victims and witnesses are
given the number for the Unit to call, though that line is not monitored. Therefore, both victims
and witnesses must leave a voicemail and hope the detective checks it in a timely manner. This
could lead to a number of negative outcomes, including: missed opportunities to receive crime
tips, resentment of family members looking for information, degradation of evidence due to
not receiving messages in time, lack of victim/witness communication because do not feel the
investigator cares enough to provide an accessible number.

Section 3: CID Recommendations

Recommendation #19: Establish a formal detective selection process. Detectives should be selected
into any investigative unit pursuant to a rigorous, formal process, using a set of established qualification
criteria that are consistently applied to all candidates. The process should be stated in written policy and
consistently applied to all candidates to ensure transparency, maintain quality, and avoid accusations of
favoritism. Criteria for selection to detective should be clearly stated in written policy and should
include factors such as:
• Years of experience
• No prior disciplinary issues or excessive use of sick leave
• Demonstrated written and oral communication skills
• Demonstrated computer skills
• A good performance record
• Ability to work flexible hours and be on call
• Willingness to be a team player and assist others
• Recommendations from supervisors
• Other criteria as determined by agency leaders.

Recommendation #20: Implement or offer access to trauma-informed victim interviewing for all CID
detectives. It is well documented that the effects of trauma can influence the behavior and memory of
the victim. Without properly understanding the impact of trauma on the brain, investigators may not
recognize that a lack of focus, multiple versions of a story, uncertain timelines, etc. are not lies but are
due to the trauma endured.
• See OVCTTAC for free resources and cost-free trainings available online:
https://www.ovcttac.gov/taskforceguide/eguide/5-building-strong-cases/53-victim-interview-
preparation/
Recommendation #21: Consider equipping all CID detectives with laptops, tablets, smartphones, or
other devices that enable them to perform tasks while in the field. This helps them perform their jobs
more efficiently and reduces the amount of time traveling from the field to the office. It also ensures
that vital information from victims or witnesses reaches the investigator in a timely manner. At the very
least, consider providing detectives with a cell phone stipend so they are willing to provide victims and
potential witnesses with a direct way to reach them. Someone with vital case information, who finally
finds the nerve to make a call to the investigator, may decide not to share the tip when reaching an
impersonal voicemail box at the station. It is possible that evidence has been lost due to the fact that
there is no way to reach an investigator in real time.

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Recommendation #22: Investigative unit policies should include directions on proper case
documentation, standardized file organization, and required reporting. At a minimum, all investigative
unit case files should be standardized and include the following completed documents:

• Case file index

• Investigative plan
• Case checklist form
• Initial incident report
• 24-hour report
• 5-day supplemental report
• 10-day supplemental report
• 30-day supplemental report
• Supervisor case review sheets (completed by detective’s supervisor)
• Autopsy report and other communications/reports from the medical examiner’s office
• Copies of submissions for forensic tests
• Forensic test results
• Witness statements
• A log of contacts with the prosecutor’s office
• Intelligence reports
• Any other forms or reports required by the department
• Documentation of all other investigative tasks completed

The goal is uniformity of files so that any investigator could pick up a case file and (a) immediately find
specific information, (b) determine what has been accomplished, and (c) know what needs to be done
next.

Recommendation #23: The CID Manual should include a standard case checklist form. The checklist
should include basic investigative tasks that are applicable to most CID investigations, and detectives
should be required to note on the form whether they completed each task, the date it was completed,
and the reason for not completing any unfinished tasks.

Recommendation #24: Agency policies and procedures should specify that at a homicide scene, there
should be only one entry point for all personnel, and that each person who enters the scene must check
in with the patrol officer who is keeping the crime scene log. Police agencies should develop a standard
crime scene log and require its use at all major crime scene.

• This requirement should be mandated by written policies, and the procedure for creating and
maintaining the log should be outlined in the Homicide Unit Manual.

• The log should document who entered and exited the crime scene, the times they did so, and
their roles at the scene.

• The use of the crime scene log should be incorporated into training provided to patrol units, the
homicide unit, other investigative units, crime scene technicians, and other personnel who
frequently respond to crime scenes.

Recommendation #25: All persons who enter a homicide scene should be required to submit a
supplemental report detailing their actions at the scene. This requirement should be mandated by

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written policies and procedures. Supplemental reports should be maintained within the homicide case
file.

Recommendation #26: To ensure that homicide crime scenes are consistently and thoroughly secured
and managed, homicide unit detectives should develop a standardized worksheet for patrol officers to
use when responding to all homicide scenes.

• The worksheet should include a checklist of all tasks that must be completed, notes regarding
any essential information gathered (e.g., witnesses identified, evidence collected, etc.), and
space to record information about the people, conditions, and circumstances at the scene.

• Officers would be responsible for submitting the worksheet to the Homicide detective before
leaving the scene.

• The BJA best practices guide provides samples of similar worksheets used by police departments
in Sacramento County and San Diego. 16

Recommendation #27: Patrol officers should receive comprehensive formal training on their roles and
responsibilities at a homicide scene, including how to properly secure, manage, and preserve the scene.
Training topics should include:

• Crime scene processing and management, including securing and preserving a scene,
maintaining a crime scene log, locating any surveillance cameras and evidence at the scene,
conducting initial witness canvasses, and other aspects of initial case investigation and crime
scene management.

• Managing witnesses and victims’ family members, including how to identify and separate
potential witnesses at the scene, how to respond to possible confrontations with members of
the public at a crime scene, and protocols for transporting witnesses to and from the crime
scene. It is important that patrol officers know how to protect a crime scene and handle
witnesses without isolating the community, as this is crucial for maintaining positive police-
community relationships and may lead to better cooperation from potential witnesses. 17

• How to best contribute to a homicide investigation, including what to look for at a homicide
scene, what the investigative units need from patrol officers, and how patrol officers can
provide assistance throughout an investigation. The JCG assessment team recommends using
Roll Call for investigators to provide ongoing training on what they need from patrol officers at
crime scenes.

Recommendation #28: Provide opportunities for patrol officers and investigators in other units to be
temporarily detailed to the CID to assist with investigations. This strategy gives personnel outside the
Homicide Unit an opportunity to gain homicide investigation experience, and it also allows members of
the unit to evaluate whether the person may someday be a good candidate for the Homicide Unit. BJA’s
guide on best practices for homicide investigations provides several examples of agencies that have
used temporary details on homicide investigations:

16Carter, David L. (2013), Homicide Process Mapping: Best Practices for Increasing Homicide Clearances. Which can be found
here: (PDF) Homicide Process Mapping: Best Practices for Increasing Homicide Clearances (researchgate.net)
17 Ibid.

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• The San Diego Police Department has a “Homicide Relief” program, through which detectives in
other units are placed on an on-call list to assist in a homicide investigation when the homicide unit
is short on personnel. The detailed detective works with a homicide detective through the duration
of the case. 18
• In San Diego and Denver, whenever there is a drug- or gang-related homicide, an investigator from
the appropriate drug or gang unit is assigned to the homicide investigation team on the case for up
to 72 hours, depending on the status of the case and the facts. 19 Or if it appears that a homicide is
related to a previous nonfatal shooting, it could be useful for the District Detective Unit (DDU)
detective who investigated the earlier shooting to assist homicide detectives in the investigation.
• In another example, the Baltimore County Police Department assigns the initial responding patrol
officer at a homicide scene to the homicide investigation team for the first 48-72 hours of the
investigation. The officer often is able to provide local knowledge that can assist homicide
detectives, and the assignment can help give insight into whether the officer would make a good
homicide detective.20

Recommendation #29: Promote the importance of frequent, ongoing coordination between

investigative unit detectives and patrol units, including:

• Encouraging detectives to routinely attend patrol unit roll calls to share information about
incidents and investigations.

• Requiring investigative unit detectives to follow up with the patrol officers who submit a
supplemental report for the case. This sharing of information could prove useful for the
investigators, because patrol officers are “eyes and ears on the street” each day.

Recommendation #30: Increase staffing and support services for the detectives and supervisor in the
Special Victims Unit. There are seasoned detectives staffing that unit, who are clearly dedicated and
good at their work. They will burn out if their caseload continues to remain as high as it is.
• Additionally, there should be, at minimum, at least one additional ICAC investigator so they
can support each other and allow the other to decompress when needed. It is not healthy or
sustainable for one person to investigate online child victimization, including child sexual
abuse images.
• Once the Safety and Wellness programming has been established (See Section 10: Safety
and Wellness for recommendations), ensure the investigators within this unit are fully
briefed on available wellness services and EAP resources – and are encouraged to utilize
them.
Recommendation #31: Body Worn Cameras (BWCs) can serve as a useful accountability tool for patrol
officers. However, a BWC policy must allow for discretion in certain situations, for both officers and
investigators, so as not to lose important evidence. Some witnesses and community members may be
hesitant to come forward with information if they know their statements will be recorded. They may
fear retaliation, worry about their own privacy, or not feel comfortable sharing sensitive information on

18
Ibid. (Note: The examples in this recommendation are from BJA’s guide, which was published in 2013. It is not
known whether these practices are still ongoing.)
19
Ibid.
20 Ibid.

22 | P a g e
camera. This hesitancy can undermine community policing efforts and make it more difficult for officers
to collect important information.
• With regard to crime victims, there are significant privacy concerns so we recommend obtaining
consent prior to recording any interviews with victims. 21 Crime victims should give or deny their
consent in writing and/or on camera so it is appropriately documented.
• There is also the option to turn around the camera and record audio-only for victims or
witnesses who do not wish to be on camera.
Recommendation #32: Officer involved shooting investigations are complex, time-sensitive, and require
an enormous amount of documentation. Often, politics will play a role as well, given the amount of
media attention on OIS incidents. For these reasons, and in order to ensure the community members
know the investigation is thorough and unbiased, we recommend that another agency (e.g., FDLE)
conduct any OIS investigation. 22
Recommendation #33: A return-to-work protocol should be established for those involved in any
administrative OIS investigation. This policy should include administrative leave and/or administrative
duty pending the investigation outcome; actions that could be taken according to the findings (e.g.,
written reprimand, fines, additional retraining, reassignment, or termination); and a return-to-work plan
that includes both physical and emotional readiness assessments. 23

21 For more recommendations on BWC policies see Miller, Lindsay, Jessica Toliver, and Police Executive Research Forum. 2014.
Implementing a Body-Worn Camera Program: Recommendations and Lessons Learned. Washington, DC: Office of Community
Oriented Policing Services. This document can be found here:
https://www.policeforum.org/assets/docs/Free_Online_Documents/Technology/implementing%20a%20body-
worn%20camera%20program.pdf
22 JCG had notified the interim chief of our concerns following our first site visit. We’ve been told that this recommendation has

already been implemented and the FDLE will now investigate any OIS incidents.
23 For additional steps and considerations, see “Officer Involved Shootings Investigative Protocols: A Guide for Law Enforcement

Leaders," found here: https://www.theiacp.org/sites/default/files/2018-08/OIS_IP_Trifold_Web.pdf

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Section 4: Victim Advocates

Findings: Currently, the Hialeah PD employs two victim advocates, whose job it is to offer support to
crime victims and their family members. This support takes many forms – emotional support for a victim
of a traumatic crime, assistance in finding resources or filling out crime victim-related forms, and/or
accompanying victims to criminal justice proceedings.

The victim advocates at Hialeah PD proactively identify those who may need their assistance by
accessing the reporting system each morning and filtering out domestic battery, fraud, identify theft,
robbery, burglary, and aggravated assault victims. Using the results, they reach out to those they’ve
identified as qualifying for their assistance.

The victim advocates are not typically called to the scene to assist victims or grieving relatives, though
other agencies use advocates in this manner. Our interviews revealed that many patrol officers at
Hialeah PD are not aware of the victim advocates’ roles and many duties, and think their only
responsibility is for assisting domestic violence victims – referred to as “uncooperative victims” by many
detectives.

Some officers also inappropriately use the advocates as babysitters – requesting, for example, they care
for a child whose parent is being interviewed. The proper protocol is for the officer to call Florida
Department of Children and Families (DCF) when that happens. This can result in a safety issue so it’s
important that officers and investigators are educated on the proper SOPs.

The officers and investigators would benefit from collaborating more with the victim advocates.
Ultimately, knowing the capabilities of the victim advocates, and leveraging their ability to bond with
victims and potential witnesses, could improve the outcomes of investigations.

Section 4: Victim Advocate Recommendations

Recommendation #34: Invite the victim advocates to conduct a series of Roll Call briefings for patrol
officers, to include the following topics:

• Clarify their roles and responsibilities.

• Provide refreshers on DCF protocols.
• Train officers on the most effective approach to DV and sexual assault cases, e.g.,
trauma informed, offender focused, victim centered, and “start by believing.”

Recommendation #35: Encourage patrol officers and investigators to carry and share Victim Advocate
business cards with crime victims – which builds trust and rapport, which can lead to victims and their
family members sharing information when they otherwise may not have considered doing so.

Recommendation #36: Encourage detectives to call a victim advocate to the crime scene when possible.
It’s important for the officer, investigator, and advocate to work together to ensure the victim and/or
victim’s family members receive support. As a bonus, victims and witnesses are sometimes more

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comfortable sharing details with an advocate than an investigator and may provide information that
helps the investigation.

25 | P a g e
Section 5: Crime Scene Unit

STAFFING: The Crime Scene Unit, like the rest of the department, is drastically understaffed. When fully
staffed, the unit should have 12 technicians. Currently there are only six technicians and a supervisor
staffing the unit, which means unit personnel are operating on a 12-hour, two-person per shift schedule
to provide 24-hour coverage.
This is less than ideal for several reasons:
(1) If they were fully staffed (12 people) they could operate on a four 10-hour shift schedule instead
of the 12-hour shifts, which is preferable.
(2) When someone is out (e.g., Covid positive) the rest of the unit personnel must cover, resulting in
personnel sometimes working 18 hours straight.
(3) Due to these working conditions, retention is extremely low.
Eight employees have resigned from this unit in the last four years. The last technician hired lasted only
six months. Much time and energy has been invested in training these new employees, and it is
frustrating on many levels when they leave. Some go to other departments; others decide that they do
not want to work holidays, midnights, seven days a week and leave to work at McDonalds for essentially
the same pay, but with much less work.
COMPENSATION: This turnover is compounded by the fact that it is difficult to recruit in the first place,
given the compensation is extremely low compared to other nearby agencies. Crime Scene Technicians
in Hialeah are offered a starting salary of $15.95 hourly, or $31,096 annually. Here are the starting
salaries for neighboring cities:

• North Miami Beach (Lowest) $40,419.95

• North Miami $45,157.00
• Aventura $44,000.00
• Miami $45,988.38
• Miami Gardens $45,021.60
• Miami Beach $53,453.40
• Miramar $43,950.22
• Pembroke Pines $42,016.00
• Hollywood $46,507.96

On Friday January 14, 2022, Hialeah held an orientation for Crime Scene Technicians. Nine (9) applicants
attended. However, after they learned of the compensation rate, only two (2) decided to remain in the
application process. In addition to the higher salaries offered by nearby jurisdictions, some (e.g.,
Pembroke Pines) also offer perks such as take-home cars or hazard pay. It is, therefore, difficult for
Hialeah to attract candidates. 24

24It is worth noting that the entry wage was increased; however, the wages of the tenured, experienced techs have remained
the same, thus causing experienced techs to leave to other departments. Therefore, compensation should be addressed for
both new hired and experienced unit members.

26 | P a g e
TRAINING: Unit personnel have not been offered formalized training since 2008. There are no
established yearly training requirements, FDLE mandated training does not exist, and all new hires
simply receive on the job training. (When first assigned to the unit, new team members train with a
technician for three months and then they’re released to the field.)
Additionally, CSI staff are not included in new officer orientation training. This is a problem because
unless patrol officers are educated on what CSI can and cannot do, they will call them out for situations
in which they cannot be helpful. (For example, they have been called to a scene to get fingerprints off of
a broken car window in the middle of a storm – a circumstance in which any potential prints would have
been washed away by the rain.)

Finally, because their training is not current, techs have had to relearn techniques when they are
needed, which causes delays in retrieving and processing evidence. For example, several interviewees
referenced a recent crime scene in which the detective requested a footprint casting, and the tech
hadn’t done it in so long he had to call in another tech to create the mold.

EQUIPMENT & VEHICLES: In terms of tools and equipment, unit personnel are operating with the bare
minimum. They are in need of basic tools such as weighted evidence markers that will not blow away in
the wind and cameras that actually function. We were told that four of the cameras are completely
nonfunctioning and so personnel must share the ones from 2010 that do, but those are not reliable
either. For example, while attempting to take pictures at a rape crime scene, the CSI had to turn on and
off the camera to make it work, thus causing potential further distress for the victim. This is an
unacceptable and unprofessional situation.
Additionally, the CSI Unit was assigned three vehicles that do not fit their needs. These Ford Ranger
pickup trucks do not have room in the back for essential supplies and are so old (2008) that they do not
even have electric windows.
The unit also lacks a “major scenes vehicle” – i.e., a vehicle that is always equipped with supplies and
ready to respond to a major scene. Currently, whoever is at the station must deliver tools and
equipment to a major scene because their shared vehicles lack the capacity to carry all the necessary
equipment. Due to fact that the pick-up trucks have limited storage capacity, and are open to the
elements in the trunk bed, the CSIs store tools most used for common/everyday crime scenes in them
and the rest of the equipment must be stored at the station. The delay in responding to the scene with
the appropriate tools and equipment could result in loss of crucial evidence.
Last but not least, the unit’s drying cabinet hasn’t been functional in years. They are currently lining it
with craft paper in an attempt to use it. This is an actual biohazard.

Section 5: Crime Scene Processing and Forensic Analysis Recommendations

Recommendation #37: Offer competitive salaries to attract and retain qualified personnel. Crime scene
technicians are essential department employees and one of the most utilized units. They should be
compensated appropriately to include shift differential pay.

Recommendation #38: When adjusting the new hire compensation package, also adjust the rates for
tenured staff to eliminate any wage/salary gaps that could lead to a loss of experienced technicians.

27 | P a g e
Recommendation #39: Implement formalized training with annual refreshers. There is a plethora of
new tools and technology available to assist CSI with gathering and processing evidence that is crucial to
convicting persons who bring harm to the community. The unit personnel should learn about these
methods and tools, as well as receive refreshers on trajectories and castings – methods that are not
used regularly – so they are prepared when they’re needed to do it.

• It should also be noted that the first thing that is asked of a CSI during a deposition is “when was the
last time you received training.” The fact that Hialeah CSI technicians have not received formalized
training in more than a decade could put cases at risk.

Recommendation #40: Invest in a major-scenes vehicle for the unit. Everyone (detectives, community
members, CSI technicians) benefits when the CSI unit has the equipment and tools necessary to
promptly and efficiently process a scene, ensuring there is no loss of crucial evidence.
Recommendation #41: Provide an appropriate location for the CSI unit to process evidence. At a
minimum, ensure that physical evidence is stored in a secure facility, is protected from potential
contamination, and does not create a biohazard (e.g., from blood or other bodily fluids). The “Biological
Evidence Preservation Handbook,” written by members of the Technical Working Group for the National
Institute of Justice (NIJ) and the Department of Commerce’s National Institute of Standards and
Technology (NIST), provides police agencies with best practices for handling biological evidence. 25

Recommendation #42: Provide training to all officers and investigators on the recovery and processing
of physical evidence. Although crime scene processing should be conducted by trained crime scene
technicians, it is useful for other personnel who respond to crime scenes, including patrol officers and
investigators, to have a basic understanding of how to identify and recover potential evidence. Crime
scene technicians could help develop or identify existing training.

• The training could be delivered via roll-call videos, training bulletins, or in-service training.

Recommendation #43: Create a CSI call-out protocol that identifies criteria that must be met in order
for CSI to respond to a scene. This will ensure the stretched-thin CSI techs are available when needed
and not busy responding to a “just in case” call, where their services are not needed.

Recommendation #44: Identify opportunities for the CSI Unit personnel to attend conferences and
trainings to gain exposure to new tools and funding sources.

• For example, the BJA Justice Assistance Grant (JAG) allows agencies to purchase equipment and
technology for forensic crime scene processing. The grant can be used to purchase an ANDE
Rapid DNA machine, a Brasstrax NIBIN machine, or a FARO 3D scanning system. This technology
can have a dramatic impact on clearance rates and can contribute to higher levels of
prosecutions.
• Alternate light source (ALS) tools, Superglue chambers (cyanoacrylate), chemical developers,
and/or AccuTrans (liquid casting compound) can also be purchased through grant funding to
support the collection and examination of latent prints.

25National Institute of Health and National Institute of Standards and Technology, The Biological Evidence Preservation
Handbook. 2013. http://dx.doi.org/10.6028/NIST.IR.7928.

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Recommendations #45: In order to ensure the unit can meet the investigative needs of the
department, conduct an inventory of the tools and equipment available to the crime scene technicians
and compare against the essential list of items for crime scene personnel developed by the National
Institute for Justice (NIJ), which includes 26:

o Bindle paper.
o Biohazard bags.
o Bodily fluid collection kit (sterile swabs, distilled water, — optional presumptive tests,
and sterile packaging that allows the swabs to air dry).
o Cameras (plus memory cards, back up battery, remote flash, tripod and remote cord).
o Dividers (to block the media from viewing dead bodies).
o DNA vacuum.
o Evidence seals/tape.
o Flashlight(s) with extra batteries. (Portable lights would be even better).
o Footwear casting materials.
o Graph paper and pencils, small ruler or straight edge.
o Latent print kit.
o Measuring devices (e.g., measuring wheel, tape measures of varying lengths).
o Multifunction utility tool.
o Notebook.
o Paper bags (various sizes).
o Permanent markers.
o Personal protective equipment (e.g., gloves, booties, hair covering, overalls and mask).
o Placards. (Heavy duty placards, to be specific. The ones currently used by the Crime
Scene Unit are so light they blow with the wind).
o Plastic re-sealable bags (various sizes).
o Scales for photography.
o Spray paint, chalk, etc.
o Superglue chamber.
o Syringe/knife tubes.
o Tweezers(disposable).

These are basic tools and equipment necessary to process crime scenes, much of which is inexpensive
and can be purchased at a hardware store.

26
See the National Institute of Justice (NIJ) recommendations for equipment needed for crime scene investigations.
Found here: https://nij.ojp.gov/topics/articles/equipment-needed-crime-scene-investigation

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Section 6: Special Investigation Section (SIS)

FINDING: The JCG team conducted multiple interviews, which revealed inconsistent policies and
protocols for seized evidence.
The process for money seized during a narcotics investigation changed from impounding it in the
property section (the legal, appropriate SOP), to storing it in a “SIS sting safe” in the (former) chief’s
office – per his specific direction.
We learned that many were aware and uncomfortable with what was happening, but personnel were
penalized (e.g., demotion, removal from unit) for attempting to report the inconsistencies. Therefore,
the remaining unit members operated within a culture of fear.
Like the other investigative units, there is no written protocol for recruiting or selecting unit members.
Instead, members were hand-selected by the unit commander or the previous chief. Despite the
stressful nature of their work, there are no wellness services offered, or required, for detectives who
conduct undercover sting operations.

Section 6: SIS Recommendations

Recommendations #46: Abide by the recommendations outlined at the conclusion of the current
investigation that we understand is being conducted by the FDLE.

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Section 7: Business Management
Findings: The business manager is responsible for planning and preparing budgets. He provides
suggestions for how to allocate funds, when requested. He requested strategy and planning meetings
with the previous chief, but those never occurred. Therefore, he looked at historical spending and
prepared a draft budget based on the previous year’s line-item expenditures and presented to the city
council for approval.
Neither the business manager, nor anyone else at the department, has sat down to review spending by
unit. No one has ever developed a long-term strategic budgeting plan either. The budget has always
been based on historical spending data for the agency as a whole.

Section 7: Business Management Recommendations

Recommendation #47: The business manager should analyze overtime expenditures by division/unit to
determine the staffing needs of each unit.
Recommendation #48: The incoming chief should implement an annual budget workshop with the
business manager and majors to review priorities and needs, and then create a budget that is responsive
to them.
• This group should then meet quarterly to track charges such as
o Overtime
o Purchases
o Supplies/Equipment
• The quarterly meetings should be used to review the charges, identify any red flags,
discuss justifications for any needed budget changes

Recommendation #49: Hire additional unit members:

• An Assistant Business Manager to assist with invoicing and budget planning
• A grant writer to identify free federal resources to supplement the city financing

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Section 8: Professional Compliance Bureau

Findings: The unit is staffed with two sergeants, five detectives, a secretary (also referred to as the IA
Pro administrator) and a court reporter. According to interviewees staffing is sufficient, especially now
that they’ve implemented a Body-Worn Cameras (BWC) program. Now they can review the BWC
footage instead of pulling in multiple officers to verify a complaint. Also, the use of BWCs has resulted in
fewer citizen complaints.
Unit staff members are responsive to complaints submitted via any means – letters, telephone, walk-ins,
online, or anonymous complaints. They will also conduct audits if requested – for example, they were
asked to audit GPS to see if officers were taking their lunch breaks outside of the city. However, they do
not conduct random audits.
The investigators in this unit are just fact finders – they do not recommend discipline. That has solely
been up to the chief in the past. With record to record keeping, prior to February 2020 the filing system
consisted of an index card containing the following information: officer, case, accusations, and the case
disposition.
In February 2021 the agency implemented the IAPro case management system. However, it took five
months to successfully integrate it with their human resources services system. Now there is a
functioning dashboard; however, the unit commanders do not have access to it, per the
request/decision of the previous chief. There is one clerk who is responsible for entering into the
system all public records requests, request for discipline, and categorizing and issuing of cases.

Section 8: Professional Compliance Bureau Recommendations

Recommendation #50: Expand IAPro access to supervisors so that it can be used as an Early Intervention
System (EIS) for the entire agency, as well as a case management system for the PCB unit. If leveraged
to its potential, an EIS can automatically track a range of factors that may be indicators of problematic
behavior, such as uses of force by an officer, citizen complaints against the officer, any lawsuits citing
the officer, excessive use of sick leave, disciplinary actions against the officer, and issues cited in the
officer’s performance evaluations. An EIS may track as few as a half-dozen indicators or as many as 20
or more indicators. 27
Recommendation #51: Hire an additional clerk to assist with data entry so the IAPro case management
system can be fully functional.
Recommendation #52: Train all PCB unit members and agency supervisors on the purpose, capabilities,
and use of the IAPro system. It is important that everyone understands that the purpose of an EIS is to
provide early detection of relatively minor issues with an officer’s performance, so supervisors can
determine whether there is a need for counseling or retraining of the officer, in order to prevent minor
issues from escalating to the level of significant misconduct.

27
See Civil Rights Investigations of Local Police: Lessons Learned. Police Executive Research Forum (2013). Pp.
16-18. Which can be found here:
https://www.policeforum.org/assets/docs/Critical_Issues_Series/civil%20rights%20investigations%20of%20local%
20police%20-%20lessons%20learned%202013.pdf

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Section 9: Crime Analysis
The prevalence of technology can make investigations more complex. However, technology also can be
used as a tool to prevent or solve crimes. 28 Therefore it is important for Hialeah PD to invest in their
crime analysis capabilities. Putting the mechanisms in place to better understand connections between
crimes, suspects, victims, witnesses, locations, etc. could strengthen the investigative process.

The current crime analyst is a civilian who originally began her employment with Hialeah PD ten years
ago in records and data entry, and also served for four years as an administrative assistant. Three years
ago she applied for the crime analyst position when the prior analyst left. She is highly motivated and,
despite receiving no formalized training, has learned how to produce useful reports for investigators by
networking with crime analysts at neighboring agencies and conducting her own research.
The crime analyst produces the following reports for investigators:
• Weekly Crime Map Reports: Pulls data from the report management system and sends to
command staff, lieutenants, and sergeants
• Vehicle Theft List: Sent every three or four days to command staff, CRT, K-9 and auto theft
detectives
• Weekly Inmate Releases: Sent to all sworn officers
The analyst sits on the second floor, close to robbery detectives, and feels that she is well utilized and
part of the team. She provides investigative support as requested, such as network analysis, and has
several fake media accounts she uses to follow individuals when she is not working on other tasks. It is
worth noting that the analyst indicated during the interview that she seldom receives feedback from
command staff and supervisors concerning the reports that she produces and provides them. Thus, their
use and effectiveness is not known.

Section 9: Crime Analysis Recommendations

Recommendation #53: Prioritize expanding the department’s crime analysis capabilities by providing
training opportunities for the current analyst.

Recommendation #54: Consider hiring a second, trained crime analyst to create a unit capable of
providing the investigative units with up-to-date, comprehensive information. Having at least two
analysts would also allow them to bounce ideas off of each other and divide responsibilities by sector,
units, or city areas.

Recommendation #55: Invest in the tools and technology necessary for conducting crime analysis,
social network analysis, and other up-to-date analytical functions. The analyst(s) should receive formal
training on how to use these tools and how to capture information in an actionable product for
investigators. Suggested tools include:

• ZetX: Software that automatically inputs the latitude and longitude of cell phone pings.
• Clearview: Facial recognition software that also provides the individual’s social media account.

28
Carter, David L. (2013), Homicide Process Mapping: Best Practices for Increasing Homicide Clearances. Which can be found
here: (PDF) Homicide Process Mapping: Best Practices for Increasing Homicide Clearances (researchgate.net)

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 • Link Analysis Software: Automated data analysis that examines relationships among people,
places and things and produces a visual to identify connections.
• Mapping Software: Provides grids and times incidents occurred (she currently does it
manually).

Recommendation #56: The crime analyst should consider producing and distributing to all agency
personnel the following products:

• Daily crime report, which summarizes the crimes that occurred each day (e.g., date, time,
location, and a brief description for each incident). (See Appendix E for a sample report
produced by the Miami Police Department.)
• Crime analysis reports that identify crime trends and crime “hot spots.”

Recommendation #57: Explore federal grants for funding to implement these recommendations. For
example, agencies have received Smart Policing Initiative (SPI) grant funding to train and provide
guidelines to the Crime Analyst Detail. There are grants that would allow Hialeah PD to bring in doctoral
candidate students to work within the department, as a research partner, to develop a training
curriculum, provide data analytics, and develop theories and models to assist in the reduction of crime.

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Section 10: Safety and Wellness
Findings: This assessment revealed that there is an overall lack of resources available to support agency
personnel. In general, safety and wellness programming is recommended for preventative purposes and
to proactively identify and treat issues before they become serious and disruptive. In the case of
Hialeah PD, the situation has already become dire due to understaffing, low morale, and lack of support
from (previous) management. Many interviewees expressed feelings of burnout and lack of motivation
because hard work is not recognized or appreciated. There are also no programs in place to support
officers who witness traumatic events such as officer-involved shootings, severe car accidents, infant
deaths, etc.
There is a “Chaplains” unit on paper, which reads: The Hialeah Police Department’s Volunteer Chaplains
Unit was established to provide aid and comfort to those in need and to provide a calm and thoughtful
presence in times of stress, hardship and grief. However, it became evident through interviews that the
Chaplain is used only for saying prayers at the beginning and end of a ceremony. The chaplain is not
used for wellness purpose – e.g., emotional support. A true Chaplains program would require them to
provide support by attending debriefs, conducting ride-alongs, and keeping regular office hours at the
department so that personnel can seek counsel.
When a commander was asked about the existence of another common resource for agencies -- an Early
Intervention System (EIS) – he spoke about an operational plan for an active shooter response, which
indicates a complete lack of awareness of the purpose and utility of an EIS. An EIS is a useful tool, when
properly implemented, to identify concerning behavior or operational issues and rectify them before
they get worse and result in harm to the officer or others.
Nobody interviewed was aware of any existing Employee Assistance Program (EAP), nor what services
an EAP would offer. One interviewee was at the scene of an officer involved shooting and there was
zero follow-up. No trauma counseling offered, no debrief of the incident, no recommendation to seek
EAP counseling. Another interviewee had trouble breathing and went to the doctor, thinking it was
heart related. Tests revealed it was stress related. However, there are no programs offered at the
agency to help him, or others, address stress caused by the job and/or engage in activities that would
result in staff performing better.
There is one Hialeah PD employee who was referenced as the “unofficial counselor.” Between our first
and second site visits she became the formal liaison to the City EAP. The new Acting Chief recognizes
the importance of wellness and has authorized her to incorporate three hours of wellness training as
part of the 44 hours of mandatory in-service training. This is an excellent first step.

Section 10: Safety and Wellness Recommendations

What we found, consistently, is that there is a need and a desire for holistic wellness programming for
both sworn and civilian staff members. Investing in wellness programming will result in HPD employees
that are healthier physically and mentally, and as a result, more effective in their roles.

Recommendation #58: Draft a Safety and Wellness Policy. Hialeah PD should develop a comprehensive
wellness policy that clearly defines the vision, goals, and expectations for department personnel. For
example, the Evesham (NJ) Police Department Wellness Program Policy states:

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 Purpose: The law enforcement profession places many
stressors on the human body, on an officer’s mental well-
being, and on their emotional stability through the physical
tasks they are required to perform, irregular shifts the
officers are required to work, and the stress they face with
respect to trauma they experience. While the challenge to
maintain a healthy physical, mental, and emotional
wellbeing can be complicated for most people in the
workforce, the challenge in the law enforcement profession NYPD Employee
is vastly more difficult. The Evesham Police Department
strives to create an environment that addresses their Assistance Unit
member’s physical, mental, and emotional wellbeing. It is
the intention of this agency to promote and to provide The NYPD Employee Assistance
access to programs and resources that will provide for, and Unit (EAU), for example, has
lead our agency towards having a healthy, mentally, and adopted the strategy of placing a
emotionally fit membership. variety of pamphlets and
informational materials at 150
police facilities throughout the city
Recommendation #59: Share details about available services. During that provides officers with a menu
the three-hour in service training that has been implemented specific of resources within the NYPD and
information about the EAP should be provided (i.e., what the program with external organizations. They
is, what services are provided, who may use the program’s services, also personalize their outreach by
putting the names of individual
how many sessions are available, how to access services, and the
Employee Assistance Unit
associated confidentiality policy). Additionally, this information should
counselors on the materials, so
be communicated to all department employees frequently and via
people know who they can talk to.
multiple methods (i.e., not just posters and generic blast emails). At a
They determined that officers are
minimum, this updated and specific EAP information should be: more likely to call and ask for help if
they can ask for a person by name.
o provided to all new hires in person (with an opportunity
Additionally, they put Employee
to ask questions),
Assistance Unit contact information
o posted in a visible area of police headquarters,
on plastic key tags for all of their
o discussed at roll calls by supervisors
department vehicles. The NYPD has
o described in detailed fliers placed in employees’ 9,500 vehicles, so the EAU
mailboxes. (See text box for NYPD example) information is literally the first and
the last thing that officers have in
Recommendation #60: Write a directive with clear guidance to
their hands when they go out on
implement critical incident debriefings. Hialeah PD should create a
patrol. These strategies have helped
written directive governing critical incident debriefings, based on input them normalizing EAU support and
from staff on which types of incidents require a debrief, who should resource utilization.1
attend, who can request a debrief, and how soon after an incident a
debrief should be held. The Evesham Police Department Critical
Incident Response Policy provides a good example of what should be
covered:

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 o Immediate Response Following Critical Incidents:
 During any period where it is reasonable to believe that involved personnel may
experience physical, cognitive, emotional, and/or behavioral reactions to a
critical incident, the department shall provide personnel with the proper mental
health resources.
 Where possible, the supervisor shall briefly meet with the involved personnel to:
• Ask supportive questions concerning the critical incident;
• Discuss any standard investigation that will occur concerning the
incident; and
• Advise the involved personnel that they may seek legal counsel if
necessary.
 At all times, when at the scene of an incident, the supervisor should interact with
all involved personnel in a manner that acknowledges the potential stress caused
by the incident and refrain from passing judgment regarding the critical incident
or the reactions of individuals.
 While officer involved shooting incidents are the most commonly recognized
source of traumatic stress onset, these procedures can be adapted to any situation
involving a member that may lead to such stress. When warranted, this would
include:
• Motor vehicle accidents involving serious injury or death.
• Sudden death of a department member.
• Incident involving the death or serious injury to a child or other person.
• Any traumatic event that can overwhelm the member’s normal coping
skills.
• Any event or series of events that manifests signs of Acute Stress
Disorder.

Recommendation #61: Adopt Critical Incident Stress Management training. Hialeah PD should provide
Critical Incident Stress Management (CISM) training to first-line supervisors and command staff
personnel, so they can better understand the importance of the program. Hialeah PD also should
consider adopting this training as part of its recruit class training. The International Critical Incident
Stress Foundation (ICISF) offers a number of trainings, but also guidelines for those agencies wishing to
design their own. For example, here is an excerpt the Newark (NJ) Police Department’s CISM training
policy:

The Newark Police Department will follow the Critical Incident Stress Management protocol
endorsed by the ICISF:

1) The initial training shall be a minimum 16 hour Individual Crisis Intervention and Peer Support
Course, a 16 hour Group Crisis Intervention Course, a 16 hour Suicide Prevention, Intervention and
Postvention Course, a 16 hour course on The Changing Face of Crisis and Disaster Mental Health
Intervention.

2) Initial training is intended to provide a basic understanding of and the skills using the Critical
Incident Stress Management protocol endorsed by the ICISF, which include, but are not limited to the
following areas:
a) Developing rapport with the person being assisted.
b) Facilitating and supportive listening skills.
c) Grief and bereavement.

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 d) Nutrition and exercise.
e) Crisis identification.
f) Assessment skills.
g) Crisis intervention techniques.
h) Relationship problems.
i) Alcohol and substance abuse.
j) Depression and suicide.
k) Post critical incident syndrome.
l) Knowledge of abnormal behavior.
m) Job related problems.
n) Taking action (CISD).

Recommendation #62: Provide EAP referrals to a wider range of officers at critical incidents. Any
officer who is even peripherally involved in an OIS or critical incident should be referred to the EAP
office, not just the officers who fired their weapon or were otherwise directly involved. It is hard to
predict who will be affected at the scene of such incidents, so all officers in the immediate perimeter
should be directed to counseling resources.
Recommendation #63: Invest resources to implement a comprehensive Early Intervention System
(EIS) as soon as possible. The Chief and Command Staff should promote awareness of the system and
provide extensive training to supervisors about how the system can serve as a powerful tool, helping
supervisors to identify possible behavioral issues before they become problematic for the officer and
the agency.
Recommendation #64: Draft a comprehensive EIS Policy. The policy should address how to use the
system, expectations for use (e.g., when to make an entry, what information to include, how frequently
supervisors should review employee files), what actions should be taken when indicators of potential
problems trigger a system notification, and how an EIS can support officer safety and wellness. For
example, The Milwaukee Police Department recently revised its Early Intervention Program (EIP) to
include the following:
• Updated EIP model with an evidence-based early warning system of indicators focused on
prevention and early intervention for officer mental wellness.
• An experienced officer was assigned full time to serve as an early intervention coordinator
• Provided training to all of the sergeants and lieutenants on recognizing indicators as supervisors
• Trained all line officers to recognize early warning signs in their peers.
• Officers were educated on the expanded resources available for prevention and early
intervention (such as EAP, chaplains, peer supporter, etc.)
Recommendation #65: Train supervisors on how an EIS can help support officer wellness. The
supervisor training should educate supervisors and include:

• How to use the system,

• Expectations for use (e.g., when to make an entry, what information to include, how frequently
supervisors should review employee files),
• What actions should be taken when indicators of potential problems trigger a system
notification, and how an EIS can support officer safety and wellness. The Verona (NJ) Police
Department’s Early Intervention System Policy provides sample verbiage for first line
supervisor responsibilities.

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 o An employee’s first line supervisor is usually the first member of the department to encounter and
document specific incidents that affect an employee. It is essential for the supervisor to meet and
counsel the employee prior to the releasing any corrective action incident recorded within the
system. The success of this program relies heavily on the first line supervisor’s participation and
involvement.

o Any incident created that was put on hold by a supervisor will automatically be released after 14
days.

o Supervisors shall forward all documentation required by the Early Intervention Policy pursuant
to written directives already established: Use of Force, Internal Affairs Investigations,
Investigating and Reporting Damage to Police Vehicles, Personnel Policies and Procedures,
Vehicle Pursuit Actions, and Tardiness.

o Supervisors will have input on recommendations affecting their employees such as required
remedial training, counseling services through an Employee Assistance Program and
disciplinary action.

o Referrals to an Employee Assistance Program shall be made in accordance with the Employee
Assistance Program protocols. Personal problems may adversely affect an employee’s personal
and professional well-being and job performance. The most effective means of handling these
problems may be through this program.

Recommendation #66: Implement Regular Wellness Training. Provide ongoing training to department
employees on topics related to physical wellness (e.g., sleep, hygiene, nutrition, exercise) and offer
programs aimed at improving physical health. For example, the Delray Beach Police Department
physical wellness initiatives include a “hydration challenge,” a walking challenge, and yoga.

Recommendation #67: Consult other agency policies. There is no need to recreate the wheel when
many agencies have recently begun implementing OSW programs. For example, if the HPD decides to
implement a chaplaincy program policy, consult existing studies to identify successful models. For
example, the Topeka (KS) Police Department contains the following sections within its policy:
• A Brief History of the TPD Chaplaincy
• Code of Ethics
• Standard and Practices
• Qualifications of a Police Chaplain
• Procedures for Becoming a Police Chaplain
• Duties and Responsibilities
• Equipment
• Death Notifications
• Crisis Response
• Police Liaison
• Police Culture

Recommendation #68: Provide recruits with training on mental wellness. HPD should provide training
on mental wellness to all new recruits. This training should address strategies for managing stress,
maintaining healthy relationships, substance abuse issues, mental health issues, and identifying and
assisting other officers in crisis.

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Recommendation #69: Advertise Hotlines. Personnel should be given resources for when they are in
crisis and do not feel comfortable speaking with peers or EAP counselors. There are a number of
hotlines tailored specifically to first responders, including:

• COP2COP: 1-866-COP-2COP

• COPLINE: 1-800-COP-LINE

• CRISIS TEXT LINE: Text BLUE to 741741 or text BADGE to 741741

• Safe Call Now: (206) 459-3020 - Confidential, comprehensive, 24-hour crisis referral service
is for all public safety employees, all emergency services personnel and their family
members nationwide.

• Suicide Prevention Hotline: 1-800-273-TALK

• Talk to Me Post Tour: https://ttmpt.com/

o Online peer support program
o Completely anonymous
o Administration doesn’t know you reached out
Recommendation #70: Continue training throughout officers’ careers: Ongoing training should be
provided to department employees on topics related to mental wellness (e.g., suicide prevention,
resilience, effective communication, emotional intelligence, stress inoculation techniques, meditation,
mindfulness, etc.).

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Section 11: Recruitment, Selection, and Retention

Findings: A review of policies and practices, combined with the data gathered during the interviews
conducted, reveals that the issues of recruitment, selection, and retention are interdependent and must
be addressed at the same time to create lasting impact.
To begin, there is not only an issue with recruitment in general, but also an issue associated with
recruiting the right people. Barriers to recruitment goals include:
• Lower pay than neighboring jurisdictions (see chart below)
• No take-home cars (unless you live in the city)
• A formal and coordinated recruitment program does not exist
DEPARTMENTS Starting Pay Maximum Pay Take Home Unit Misc.
Hialeah $51,376.00 $71,812.00 Must reside in City Longevity 5% at 10yrs & 20yrs
Coral Gables PD $57,667.22 $92,407.32 Yes $2500 sign up bonus
Miami PD $51,088.00 $85,910.00 Yes Longevity $2500 after 15yrs
Miami-Dade PD $53,554.80 $95,321.20 Yes Overtime/Extra Duty pay included in Retirement
Miami Beach PD $59,787.24 $88,359.24 Yes
BSO $55,048.21 $89,485.63 Yes Longevity 5% after 12yrs & 18yrs Overtime/Extra Duty included
Hollyw ood PD $56,018.00 $86,954.00 Yes No
Davie $60,850.00 $98,603.00 Yes No
Pembroke Pines $62,767.00 Yes $10,000 signing bonus / 8 yrs drop

The Hialeah PD does not use in-person events to attract qualified candidates. Instead, ads such as these
are used to publicize job openings:
The hiring and selection process then consists of the
following:
Online application: Currently, you can download the
application online, but you cannot submit it. The
application must be physically submitted to the Human
Resource Department.

Section IV: Hiring Process for Police Department

Personnel, #1, states: “All applicants seeking
employment with the City of Hialeah Police Department
must complete a written application for employment at
the City Of Hialeah Personnel Office, located at 501
Palm Avenue, 3rd floor.” 29

This is both a huge inconvenience and potential

deterrent for potential applicants who cannot afford to take the day to drive to City Hall during
normal business hours.

29
Hialeah Police Department Personnel Selection Unit, Standard Operating Procedures, Revised 0715/2020

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Physical Requirements: All Certified Police Officer applicants must submit to a physical abilities test at a
City of Hialeah Police Department approved and authorized facility. It is the applicants’ responsibility to
obtain any and all required waivers in order to participate in the physical abilities test. Testing dates are
dependent upon the facilities availability.

Applicants must successfully complete the physical abilities test to continue in the hiring process. Copies
of the physical abilities test scores will be placed in the applicant’s file and become a part of his/her
permanent record. Applicants failing the physical abilities test may re-submit for testing at their own
expense. Applicants must submit passing scores for the physical abilities test within thirty (30) days of
the original exam date.

When asked how the department helps prepare applicants for these physical texts, the response was
they do not do so. Again, a deterrent for an applicant who can find another agency who will provide
preparation classes to ensure applicants are prepared for the physical exams. 30

Finally, a note about retention. It appears that many new hires have applied to multiple agencies and
are using Hialeah PD as a steppingstone. After the department invests in them, they leave for agencies
that pay higher salaries, offer incentives such as take-home vehicles, provide more training
opportunities, and where administration fosters a more supportive work environment.

Section 11: Recruitment, Selection, and Retention Recommendations

Recommendation #71: Create a formal, coordinated recruitment program. There are numerous
opportunities to proactively recruit candidates, including hosting a table/booth at high school job fairs,
college job fairs, and/or community job fairs. To successfully recruit candidates, the Hialeah PD booth
must be staffed by appropriate personnel (i.e., engaging, experienced, and able to speak to the many
facets of policing duties) and these personnel must have tools such as pins, brochures, and other items
to advertise the department (e.g., key chains, pens, t-shirts). Investing in a professional booth and
advertising materials will produce dividends in attracting highly qualified candidates.
Recommendation #72: Be competitive. Consider adjusting pay rates to be competitive with
neighboring jurisdictions. If take-home cars are off the table, create other incentives that will attract
high quality applicants such as signing bonuses, wellness programming, or regular training opportunities.
Recommendation #73: Modify the application process. The cumbersome in-person process must be
updated to reflect the year we are living in – 2022. Not only is it unnecessarily inconvenient, but this
outdated requirement automatically excludes potential candidates who are not within driving distance
of City Hall and/or have another full-time job that precludes them from visiting City Hall during normal
business hours. By allowing for electronic application submission, the department will attract a more
diverse group of applicants.

Recommendation #74: Develop Messaging. In addition to the “in person” requirement, which
automatically disqualifies a wide variety of candidates, the advertisements for job openings are bland

30
For example, see this video on the Indianapolis Metro Police Department’s Police Academy Readiness (PAR) Program:
https://www.youtube.com/watch?v=oGgOc6lx1TU

42 | P a g e
and do nothing to engage potential recruits. The print copy (above) and the radio copy 31 advertised on a
number of local radio stations provide the bare minimum information and offer no interesting facts that
would entice an individual to want to learn more about the position. The recruitment and selection unit
should create messaging for both print and radio advertisements that can also be used in pamphlets and
brochures at job fairs.
Recommendation #75: Promote Ethnic Diversity. Collaborate with community leaders to identify
potential recruits and attract a diverse group of people to the field. Host events at various locations in
order to reach multiple ethnic groups.

Recommendation #76: Promote Gender Diversity. The Recruitment Unit personnel should aim to
increase gender diversity within the department by implementing a recruitment strategy focused on
attracting women to the agency.
Recommendation #77: Leverage existing initiatives. In support of the previous recommendation, we
recommend joining the 30x30 initiative to gain access to the free technical assistance provided by the
co-founders and program participants. There is no need to reinvent the wheel when there is an
organization that has collected promising practices already and can offer your agency tools to
accomplish their goals to recruit more women. See Appendix B for more information on the 30x30
initiative and instructions on how to join.

Recommendation #78: New Employee Mentoring. Create a career development/new employee

mentoring program to provide recruits with training and resiliency skills at the very beginning of their
careers. The Indianapolis Metro Police Department (IMPD) assigns a mentor to each recruit during the
first week in the academy. This mentor provides career advice, general guidance, and emotional support
as needed. IMPD program SOPs dictate that mentors must meet the following qualifications:
o three years in the agency,
o no open disciplinary actions, and
o positive evaluations to qualify and become mentors. 32

31
Script for radio stations: The City of Hialeah is now hiring Police Recruits (non-certified Police Officers. Interested application
must visit www.hialeahfl.gov for application instructions. For question or concerns, contact our HR Department at 305-883-
8050.)
32 Note that the mentor is separate from the FTO.

43 | P a g e
Section 12: Dispatch/911
STAFFING: The dispatch unit is woefully understaffed. Five years ago they experienced a mass exodus of
16 call takers and have not yet recovered. The unit is budgeted for 21 call takers, but currently employs
only six.
When fully staffed, they are organized into four call taking and dispatch units, which operate on a three-
shift (8 hour) schedule. Given their current staffing levels, they have only two units, with each assigned
to a 12-hour shift (either 7 am - 7 pm, or 7 pm - 7 am).
When operating on a normal shift (8 hours), unit members would receive set days off through a bidding
process. However, now that they have only two dispatchers they are “lucky to get one day off a week.”
(Also, they haven’t been able to bid in two years).
There should be at least two floor supervisors at any given time, but right now there is just one per shift.
A supervisor should be conducting quality control, but due to staffing issues, 90% of the supervisor’s
time is spent trying to schedule and backfill shifts. One person is expected to review records, listen to
channels, respond to call-taker questions, and complete paperwork. When one is overburdened to this
extent mistakes are more likely to happen. At best, the community is not receiving the service it
deserves; at worst, residents, visitors, and first responders could potentially experience significant harm
if a critical incident is mismanaged.
Final note of concern – there is only main channel operator for the entire city. Ideally there would be at
least two main city dispatchers, with each assigned to half the city. The call volume, particularly on
afternoon shift supports a two main channel operation.
This high stress, understaffed, chaotic environment has resulted in high overtime rates, high turnover
rates, and low retention rates. One trainee recently quit after witnessing the environment (post
classroom training), while another quit after they were mobilized during the last storm and realized
she’d be required to sleep and stay there indefinitely.
TRAINING: Call takers and dispatch must go through a six-week classroom course to get state
certification. This is followed by:

• Medical, police and fire training – (ProQA) – a week for each 33

• Total 9 weeks classroom training
• Assign them on the floor to mirror and observe
o Try to do 30 days increments
o Call taker average 6 months
o Then fire dispatch – 3 months
o Police dispatch – 4-6 months

No one has been able to attend outside trainings or sign up for classes due to understaffing. Some
dispatchers will go to training on their own time – e.g., the State is offering courses free of charge on

33Some of the interviewees listed concerns with the ProQA script similar to the issues raised in this article: 911 dispatchers say
system puts police, public at risk – which can be found here:
https://www.wtae.com/article/911-dispatchers-say-system-puts-police-public-at-risk/29656745#

44 | P a g e
Zoom (online) that would benefit their staff – e.g., how to deal with stress – but due to current staffing
situation and workload many do not have time.

One dispatcher expressed dismay that even though she gives CPR advice daily, she hasn’t had the
opportunity to take a CPR refresher class in seven years.

Equipment/Software: Last year the agency replaced the Gold Elite computer-aided dispatch (CAD)
system with EnRoute. While this was intended to be an upgrade, many are unhappy with EnRoute
because:

• The software is slow – the dispatcher is faster than the computer, so it locks up all the time
• The mapping system is difficult – requires specific abbreviations for addresses that are not
user friendly – e.g., “Str. Instead of St.”
• It doesn’t integrate the GPS from the patrol cars – this is a safety issue because if they
cannot pinpoint the exact location of an officer in trouble, backup could not arrive as quickly

The phones, the radios, and the CAD system are all different and don’t talk to each other. Currently
patrol uses Harris radios with Motorola wiring. Harris doesn’t have a noise cancelling function, so the
Dispatcher must ask someone, at times up to 10 times, to repeat themselves in order to understand
them.

Emergency Priority Dispatch (EPD) is the software used for the new CAD system. Protocol requires call
takers to read through a script with a set of questions for each type of incident. Though they are
required to use the script, they haven’t been trained/recertified.

Additionally, the questions included in the script are time consuming and redundant, and often annoy
the caller. However, if they do not use the script/questions they receive a reprimand: verbal warning,
written warning, 3-5-10 days disciplinary action (progressive discipline). The script also uses proper
Spanish, when many of the community members use “Spanglish”; therefore, they do not understand the
questions and then the call taker must translate on the fly.

PSAP Location: The dispatch unit is currently located near City Hall, which is completely disconnected
from the agency. Interviewees shared that they feel isolated there because nobody stops by –
presumably because nobody knows where they are located. An additional concern with this location is
that they also do not have access to the City Hall parking garage, so they must park on the street in an
area that is not particularly safe at night.

The location is especially frustrating to unit staff because there is an empty building sitting behind
headquarters that has showers, sleeping quarters, and a gym next door. The building was intended to be
the EOC Center, but that is now in Doral, so it is used now only as a back-up and, therefore, sits empty
most days.

Section 12: Dispatch/911 Recommendations

This unit is grossly neglected and needs immediate attention - an investment now will save money in the
long run. The turnover rate is high, the salary is low, recruitment is a problem, and the existing
members of this unit are burnt out from the forced overtime and lack of days off. (One interviewee
noted that she’d never seen a check without overtime for her unit.)

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Recommendation #79: Increase salary rates to attract and retain good people. Conduct a comparison
with nearby jurisdictions to determine what is a competitive rate. By attracting and retaining people,
the shifts can become more manageable, which will help with retention of the high performing staff
already in the unit.

Recommendation #80: Prioritize hiring/appointing floor supervisors to ensure there are at least two per
shift. Scheduling, answering questions, processing paperwork and quality control cannot be the
responsibility of one person per shift.

Recommendation #81: Increase interactions between the dispatchers/call takers and the
Chief/command staff. The incoming Chief should sit in the call center to observe how it works.
Firsthand experience will increase understanding of the challenges.

Recommendation #82: Consider moving the Call Takers and Dispatchers to the empty EOC center
behind HQ. Not only would it boost morale and increase safety, but it would also streamline operations
during a crisis because command staff could easily walk over during a mobilization. Having them on the
premises would enhance overall communication. Ample, secured parking exists at this location as well.

Recommendation #83: Increase interactions between the dispatchers/call takers and patrol officers. It
is important that each has an understanding of what the other is dealing with. This can be achieved by:

• Creating riding assignments for dispatchers

• Incorporating 2-3 days in the call center for all PPOs as part of their FTO rotation

Recommendation #84: Conduct an inventory of staff training needs. Call taking and dispatch deal with
life and death situations every day – they should be appropriately trained and not forced to work out of
class due to staffing needs. (Multiple reports of call takers being forced to dispatch.)

Recommendation #85: Review the list of questions in the call-taker script protocol. Identify
modifications to eliminate both the redundancy of questions and the order of questions asked so the
call-taker can get the information to the dispatcher quicker. Right now the system populates slowly, and
the script doesn’t even ask for a person’s descriptions until question #5. This can become an officer
safety issue if those arriving at a chaotic scene have not yet received critical information due to the
script protocols.

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Summary and Conclusion

Contained within this report are 85 recommendations to improve the efficiency and effectives of the
Hialeah Police Department. The recommendations address staffing, compensation, policies, resources,
training, and tools. However, what is needed first and foremost is a new Chief of Police who leads by
example, does not show favoritism, demonstrates support for his or her staff, and manages the
department in an ethical manner.
The acting chief, Jorge Fuente, has proven himself to be a transformational leader who has gained the
respect of the Hialeah PD personnel. The JCG assessment team noted a marked improvement in overall
agency wellness when returning for the second site visit. When conducting interviews during the first
site visit, the team was met with suspicious and mistrust. However, during the second site visit the
interviewees not only opened up, but also individuals actively requested to meet with us to share their
input. It was clear that the words and actions of the acting chief had convinced personnel that the
purpose of our interviews and assessment was to ensure their needs were met so they could be
successful in their roles.
We also learned that the acting chief had implemented some of our recommendations already (e.g.,
adding a wellness component to annual training and requesting resources for the crime scene unit) and
that people felt his actions indicate he really cares. Simply by making himself visible by walking the
hallways – and engaging in informal conversations with personnel as he did – demonstrated that he is
accessible and supportive of personnel. This sentiment of support was also expressed in the survey
results, with respondents noting the following 34:
 “Chief Jorge Fuente has done a great job as interim Chief and…has also spent a great deal of
time changing the attitude of ruling with fear and the iron fist and has actually been a leader…”
 “Acting Chief Fuente has been doing an excellent job in my perspective, revamping several
policies.”
 “Internal Chief Fuente deserves a change; an outside Chief will stagnate the agency.”
 “Overall, I’m happy with the job Chief Fuente is doing and see him leading the department in
the right direction…”
The JCG assessment team believes that while much work, as outlined in the recommendations, remains
to be done, the department's rank and file remains eager and committed to serve the community. With
the guidance and support of a professional chief who leads with integrity and a supportive elected body
that demonstrates the willpower and commitment to make the necessary investments the Hialeah
Police Department can be elevated and established as a premier law enforcement agency in the State of
Florida.

34
See Appendix F for survey results.

47 | P a g e
Appendix A: Document Review List

Patrol

General Order 4.2 -

Electronic Control Dev


General Order 4.0 -

Response to Resistanc


General Order 2.30 -

Body Armor (Effective


General Order 2.16

Homeless - Transient A


General Order 2.14 -

Baker Act (Effective 03


General Order 2.09 -

Uniform and Dress Co


General Order 2.08

Bias-Based Policing (E


General Order 2.04 -

Alternatives to Arrest


General Order 17.06

- Interim Revisions Jun


General Order 12.12

- Meal Breaks (Effectiv


General Order 4.50 -

Police Involved Shooti


48 | P a g e
 General Order 4.3 -
Response to Resistanc

Recruitment, Selection, and Retention

 General Order 8.01 Police Cadet Program – Effective Date 11/6/2020

 Hialeah Police Department Personnel Selection Unit, Standard Operating Procedures, Sections I-
VII, Revised 0715/2020

49 | P a g e
Appendix B: 30 x 30 Initiative
30x30 Initiative Launches Pledge to Improve the Representation and Experiences of Women in Policing

38 policing agencies across the country have signed the 30x30 Pledge, a series of no- and low-cost
actions that policing agencies can take to improve the representation and experiences of women in all
ranks. The Pledge is the foundational effort of the 30x30 Initiative, a coalition of police leaders,
researchers, and professional organizations, founded by the Policing Project at the New York University
School of Law and the National Association of Women Law Enforcement Executives (NAWLEE), with
support from Microsoft, and in partnership with national organizations such as the Police Executive
Research Forum.

Participating agencies range from a half-dozen major metro departments including the New York City
Police Department, to mid-sized, rural, university, and state policing agencies. 30x30 aims to have 250
agencies join in its first year.

Currently, women make up only 12 percent of sworn officers and 3 percent of police leadership in the
U.S. The goal of the 30x30 Initiative is to increase the representation of women in police recruit
classes to 30% by 2030, and to ensure police policies and culture intentionally support the success of
qualified women officers throughout their career. The 30x30 Initiative aims to ensure policing agencies
are truly representative of the communities they serve. While 30x30 is focused on advancing women in
policing, these principles are applicable to all demographic diversity, not just gender.

The 30x30 Initiative’s work is based on the research-backed premise that women officers achieve better
policing outcomes for communities. Social science research suggests that women officers:
• Use less force and less excessive force
• Are named in fewer complaints and lawsuits
• Are perceived by communities as being more honest and compassionate
• See better outcomes for crime victims, especially in sexual assault cases
• Make fewer discretionary arrests, especially of non-white residents

Just, fair, and legitimate policing requires gender equity. Despite compelling research about the critical
importance of women officers and concerted efforts to improve representation, the number of women
officers and leaders has remained stagnant for decades. The 30x30 Initiative aims to identify systemic
barriers to women’s inclusion and success, and use research and evidence to dismantle these barriers
and foster equitable, inclusive workplaces.

“Like so many industries with immense power and responsibility, policing has a gender problem. Gender
inequity and lack of representation alone is reason enough to seek change – yet the work is even more
urgent when you pair it with the fact that critical community outcomes are impacted by the lack of
women in policing agencies,” said Maureen McGough, co-founder of 30x30 Initiative, Chief of Staff of
the Policing Project at the New York University School of Law, and former policing expert at the U.S.
Department of Justice. “This pledge is the first step in the ongoing work to cultivating a more inclusive
culture in policing so that qualified women of all backgrounds can serve their community as sworn
officers and leaders. Advancing women in policing will help everyone.”

50 | P a g e
“I’m deeply proud that the NYPD is among the first to sign the 30x30 pledge,” said Commissioner
Dermot Shea of the New York City Police Department. “And I hope that our promise to advance women
in policing inspires others to also give this important issue the attention it demands.”

“Research and experience tell us that having women in policing, at all ranks, makes agencies more
representative of their communities and more nimble, inclusive and effective,” said Chuck Wexler, the
Executive Director of the Police Executive Research Forum. “As PERF continues to study issues
surrounding women in police leadership, we applaud the 30x30 Initiative for its work at diversifying and
improving American policing.”

“The under-representation of women in policing is yet another issue in our current public safety crisis,”
said Dr. Tracie Keesee, co-founder and Senior Vice President of the Center for Policing Equity. “The
evidence is clear that improving gender parity in the police force will make us all safer. This work is vital
to addressing some of the significant challenges facing U.S. law enforcement today.”

“Four years ago I began training women in public parks to prove that women could pass fitness
assessments through mentoring, instead of using the test as a mechanism to weed them out,” said
retired Newark Police Chief and 30x30 co-founder Ivonne Roman. “Now, the 30x30 Initiative will create
a community of practice where similar ideas can be shared, research highlighted, and women advanced
in all ranks – because representation matters.”

For more information and resources, visit www.30x30initiative.org

51 | P a g e
Appendix C: Austin Police Department Discipline Matrix

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Appendix D: Roanoke County Critical Incident Stress Management Policy

Roanoke County Police Department

Special Order

NUMBER: 18-04

Order Authorized by:

Date: August 31, 2018

Purpose: The Roanoke County Police Department's Critical Incident Stress Management Team
was created to assist those within the department and their immediate family in coping
with the stresses created by critical events stemming from personal crisis or emergency
situations.

This team's main focus will be to attempt to prevent the furthering harmful effects
coming from the stress created during and after a critical incident by offering resources
provided to this team through specialized training. These resources include, but are not
limited to, one-on-one peer support, on scene support and or group defusing's in a
confidential environment. This team recognizes that what is shared during these
sessions is sensitive and maintains strict confidentiality in all circumstances except self-
admissions of criminal activity and threats of harm to self or others. In the end, this
team maintains the simple truth that this department's officers are its biggest asset and
top priority and ensuring that their mental fitness is a key component to continuing on
in their daily lives while at home, in the community and on duty.

Procedure:

1. Definitions

53 | P a g e
 a. Critical Incident - Any event that has emotional power to overwhelm an individual's
usual ability to cope and which may interfere with the functioning of a person's coping
skills immediately or in the future.

b. Peer Support Team- A team composed of personnel with training in Critical incident
management.

c. Peer Support Team Coordinator and Co-Coordinator- The department team members
who are designated to coordinate the CISM Team and take responsibility for the
administration of the program, to include member recruitment, assignment, selection,
and supervision of CISM Team members in the performance of their duties.

d. Peer Support Team Member- A member of the department trained in critical incident
management to recognize and understand stress reactions during and after critical
incidents.

e. Peer Support Team Liaison Officer- a Department member, preferably a military

veteran, who will be assigned to deployed personnel. That officer will be responsible for
following up with the deployed member of this Department and his/her family.

f. Debriefing- A formal critical incident stress debriefing is a confidential meeting

preferably conducted between twenty-four (24) to seventy-two (72) hours following the
incident. The debriefing will include discussions regarding involvement, thoughts and
reactions resulting from the incident. The discussion will also include typical stress
related problems that come up during and after a critical incident. The main purpose of
this debriefing will be to facilitate normal recovery from the incident.

g. Defusing- A formal critical incident stress defusing is a confidential meeting conducted

up to eight (8) hours following a critical incident. The defusing will explore the
responder’s reaction to the event and to provide information as to the possible
emotional, cognitive, physical and religious reactions to the critical event that they may
experience in the twenty-four (24) to seventy-two (72) hours following the critical
incident. Can be conducted with just peers and does not require a mental health
professional.

2. Training

a. The environment that is created during a defusing or debriefing is just as important as

the training itself. With that in mind, it will be this Department’s mission to provide
training that is the same for all CISM Team Members in order to create a safe
environment for others to receive assistance.

b. Training will be provided through VALEAP or the Virginia Law Enforcement Assistance
Program through its Critical Incident Stress Management training program provided by

54 | P a g e
 ICISF trained members or the like. Members of this team will also be trained in some
form of suicide awareness and prevention such as crisis intervention training.

c. Continual training will be provided as needed to provide team members with updates
on national team practices.

3. Call outs

a. As a police department there will be numerous times in which critical incidents take
place and a need for some form of crisis support will occur. During most critical incident
debriefings team members within the Department are not best suited to debrief their
coworkers and a request will be sent to an outside agency to provide their personnel to
debrief this Department’s members. It is also recognized that this Department's CISM
Team members may be asked to travel to another jurisdiction in order to debrief that
department's members. The time accrued during these events will be paid as overtime
when the Team Member is called in and not already scheduled for regular duty.

b. The process for an activation of the CISM Team will be as follows:

i. Notification will be made to the Team Coordinator or Co-Coordinator from an

on scene supervisor with details of the incident and the parties involved.

ii. The Team Coordinator or Co-Coordinator will determine the members to

respond out and to what location.

iii. Once on scene the Team Member will be under the direction of the supervisor
in charge of the officer/officers involved on scene.

1. At no time will a team member be considered to have supervisory

powers if on scene of the incident.

c. Involvement of the CISM Team can be initiated by a supervisor or another member of

this department using any of the following criteria but are not limited to:

i. An unusual pattern or excessive number of complaints.

ii. An unusual pattern or excessive number of use of force incidents.

iii. An unusual pattern or excessive use of sick leave.

iv. Rapid or progressive deterioration in quantity or quality of work.

55 | P a g e
 v. Risk taking behavior, both on and off duty, that poses an unacceptable danger
to the officer or others or that results in injury.

vi. Repeated or egregious instances of failure to act or overreaction in the line of

duty.

4. Personnel Early Intervention Program

a. Supervisors are the crucial element to a successful Personnel Early Warning System.
When a decline in work performance is observed or an abrupt change in any
department member and it rises to the level of any component listed above, the
supervisor will notify their immediate supervisor of the change and can make a referral
to a CISM Team Member.

i. The existence of the Personnel Early Intervention Program does not preclude
supervisors from taking any intervention efforts that they deem immediately
necessary.

5. Employee Assistance Program

i. CISM Team Members can offer one on one assistance and if deemed necessary
assist individuals with referrals to the EAP including contacting the EAP
Counselor and in some instances transport to the EAP offices.

ii. At times the CISM Team may be asked to reach out to Department member’s
families in reference to grief assistance and the like. A team member may be
assigned to work with the member’s family and conduct follow up by: assisting
with contacting outside persons and setting up appointments for family
members with the EAP or other organizations.

iii. Working in conjunction with a Department Chaplain, if available, is strongly

encouraged. The Department Chaplain will be invited to attend CISM Team
trainings and will attend if able.

6. Confidentiality Statement – A person who is a member of the Peer Support Team shall maintain
strict confidentiality in matters discussed in peer debriefings, defusing, or peer support
meetings. The members of the Peer Support Team are also employees of the Department that
are bound under certain laws to report the following incidents if divulged. The provisions of
19.2-271.4, COV shall not apply when:

a. Criminal activity is revealed.

56 | P a g e
 b. A member of the Peer Support Team reveals the content of privileged information to
prevent a threat against another person, themselves, or to public at large.

c. A member of the critical incident stress management or peer support team is a witness
or a party to a critical incident that prompted the peer support services.

d. The privileged information reveals intent to defraud or deceive the investigation into
the critical incident.

e. A member of a critical incident Stress Management or Peer Support team reveals the
content of privileged information to the employer of the emergency medical services or
public safety personnel regarding criminal acts committed or information that would
indicate that the emergency medical services or public safety personnel pose a threat to
themselves or others.

f. A member of a critical incident stress management/peer support team is not acting in

the role of a member at the time of communication.

7. Participants will be advised of the confidential nature of the meeting(s) and the exceptions to
confidentiality at the beginning of each and every meeting, debriefing, and defusing.

8. The Peer Support team is not an investigative unit of the Department. Therefore it will not be
the policy or practice of this Department to interfere with or question Peer Support Team
members, or any other participant involved in a Peer Support Team meeting, debriefing, or
defusing. Such information shall also be exempt from the Virginia Freedom of Information Act.

9. Deployment and Reintegration of Military Personnel

a. Team members may assist or be assigned to assist deployed Department employees and
their reintegration by the deployed employees Platoon or Unit Commander.

b. The process guidelines within the General Order titled Personnel Assignments shall be
followed.

End of Special Order 18-04

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Appendix E: Miami Police Department 24-Hour Report

58 | P a g e
 DAILY REPORT
CITYWIDE
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 8 4 3 9 200.0 % 125.0 % 1,400 1,475 5.4 %

26 4 0 4 4 - 400.0 % 1,206 1,026 -14.9 %

26I 0 0 0 0 - - 23 19 -17.4 %

26O 0 0 1 0 -100.0 % - 120 131 9.2 %

27, 21, 20 12 8 16 13 -18.8 % 62.5 % 2,879 3,195 11.0 %

27R 5 4 7 6 -14.3 % 50.0 % 1,442 1,391 -3.5 %

27V 10 11 13 11 -15.4 % - 3,560 3,250 -8.7 %

29 1 1 2 1 -50.0 % - 413 367 -11.1 %

29S 0 0 0 0 - - 96 64 -33.3 %

31 0 0 1 0 -100.0 % - 41 39 -4.9 %

32F 1 4 3 5 66.7 % 25.0 % 796 851 6.9 %

32L 0 0 0 1 - 100.0 % 109 129 18.3 %

32M 2 7 4 2 -50.0 % -71.4 % 1,516 1,678 10.7 %

33 0 0 0 0 - - 29 25 -13.8 %

33F, 33FJ 0 0 0 0 - - 128 174 35.9 %

43 39 54 52 -3.7 % 33.3 % 13,758 13,814 0.4 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
CITYWIDE
AS OF 11/2/2021 05:00
11 12 13 41 42 43 44 45 71 73 74 76 TOT

20 0 0 0 1 0 0 0 0 0 0 0 1 0 2

21 0 1 0 0 0 0 0 0 0 0 0 0 0 1

22 1 0 0 0 0 1 0 1 1 0 1 3 0 8

26 0 0 0 1 0 0 0 2 0 0 0 1 0 4

27 0 1 1 0 0 0 1 0 3 1 1 1 0 9

27R 0 0 0 0 3 0 0 0 0 1 1 0 0 5

27V 0 0 1 0 1 1 1 2 0 1 0 2 1 10

29 0 0 0 0 0 0 0 0 0 0 0 1 0 1

32F 0 0 1 0 0 0 0 0 0 0 0 0 0 1

32M 0 0 1 0 0 0 0 0 0 0 1 0 0 2

Total: 1 2 4 2 4 2 2 5 4 3 4 9 1 43
 Miami Police Department
CFS Response Summary Report
11/2/2021 0500
CALL SUMMARY

SOURCE PRIORITY DISPOSITION

911 504 1 1 01 531

FIELD 236 3 7 01A 25

MOBILE 42 4 155 01R 224

NON-EMRG 7 5 411 01S 9

TOTAL: 789 6 21 TOTAL: 789

7 13

8 5

9 176

TOTAL: 789

RESPONSE SUMMARY

PRIORITY (min) (Month to Date) PRIORITY (min)

Count Held Travel On Scene Count Held Travel On Scene

1 1 0.00 0.00 89.00 1 1 0.00 0.00 89.00

3 7 0.43 2.71 135.71 3 12 0.50 2.92 123.00

4 155 4.90 8.97 86.42 4 182 5.00 9.51 86.54

5 411 7.71 11.09 68.83 5 485 7.44 10.72 68.16

6 21 23.71 10.86 57.33 6 34 22.44 13.48 51.76

7 13 67.23 14.23 151.08 7 16 59.69 17.80 144.50

8 5 134.00 22.00 128.60 8 5 134.00 22.00 128.60

9 176 0.98 1.15 249.90 9 205 0.97 1.05 291.45

SHIFT (min) (Month to Date) SHIFT (min)

Count Held Travel On Scene Count Held Travel On Scene

A-Shift 331 6.27 8.75 133.34 A-Shift 343 6.06 8.49 154.40

B-Shift 292 6.90 9.00 93.41 B-Shift 310 6.52 8.59 114.59

C-Shift 166 12.37 6.94 115.11 C-Shift 287 10.51 8.44 91.82
 SIGNAL (min) (Month to Date) SIGNAL (min)

Count Held Travel On Scene Count Held Travel On Scene

22 8 9.25 26.25 110.88 22 9 9.11 24.22 108.89

25 22 16.55 8.95 53.59 25 33 14.12 8.81 50.52

26 4 8.00 12.00 159.25 26 4 8.00 12.00 159.25

27 10 5.10 18.50 113.90 27 10 5.10 18.50 113.90

27R 5 24.20 25.20 124.40 27R 6 23.33 25.67 123.33

27V 11 9.55 19.18 139.64 27V 12 10.67 17.92 138.17

29 1 0.00 0.00 78.00 29 1 0.00 0.00 78.00

32F 5 1.00 2.40 218.00 32F 5 1.00 2.40 218.00

32L 1 0.00 0.00 394.00 32L 1 0.00 0.00 394.00

32M 2 0.50 4.00 107.00 32M 4 2.50 12.50 153.75

34 129 9.71 11.48 52.60 33F 1 1.00 10.00 237.00

36 3 15.67 14.67 246.67 34 166 10.31 11.91 49.45

37 6 1.67 10.67 35.50 36 3 15.67 14.67 246.67

38 4 4.25 8.25 65.25 37 6 1.67 10.67 35.50

51 7 0.00 0.00 104.14 38 5 4.20 13.60 60.00

CRASH 80 10.83 16.41 119.20 51 7 0.00 0.00 104.14

DV 10 5.60 6.50 150.90 CRASH 86 10.80 16.66 120.88

OTHER 481 6.53 5.55 130.91 DV 11 5.36 6.91 148.55

OTHER 570 6.00 5.51 146.28

 A-Shift B-Shift C-Shift

Count Held Travel On Count Held Travel On Count Held Travel On

CENTRAL

AL 41 5.8 12.0 77.2 18 10.8 18.9 105.2 24 33.5 9.3 86.5

DT 31 2.5 8.4 148.8 40 5.4 3.2 104.7 22 11.1 4.4 158.1

ED 15 7.0 12.8 182.8 9 4.8 21.2 97.0 9 14.9 6.4 60.9

OT 26 3.8 4.0 201.1 12 2.7 7.0 72.0 7 8.3 13.0 120.0

WY 7 3.0 12.6 131.6 14 5.4 12.7 234.2 14 4.5 7.7 157.3

TOTAL: 120 4.5 9.4 138.9 93 6.1 10.0 119.3 76 17.1 7.6 120.3
NORTH

LI 20 7.3 7.0 145.4 30 8.4 5.4 79.3 10 17.0 7.2 74.5

MC 24 2.9 5.8 156.3 32 2.2 4.4 69.4 14 5.3 4.4 56.3

UE 21 8.1 11.3 139.4 9 7.1 2.9 116.7 4 3.8 2.5 19.0

TOTAL: 65 5.9 7.9 147.5 71 5.4 4.6 79.6 28 9.3 5.1 57.5
SOUTH

BR 22 15.6 6.9 55.2 13 1.4 10.2 73.1 16 13.9 8.1 71.3

CG 17 0.9 5.5 182.4 10 24.4 10.2 83.3 8 4.0 8.4 369.8

CW 24 17.0 10.4 172.5 22 4.9 14.5 65.9 8 8.9 5.9 214.3

FL 26 9.2 13.8 78.5 32 11.0 14.8 77.0 6 8.5 8.0 91.7

LV 45 2.8 8.2 116.0 36 9.6 9.5 68.1 17 6.8 8.2 80.0

TOTAL: 134 8.4 9.1 117.3 113 9.4 12.1 72.1 55 8.9 7.8 140.4
 ALL SHIFTS

Count Held Travel On Scene

CENTRAL

AL 83 14.9 12.7 86.0

DT 93 5.8 5.1 132.0

ED 33 8.5 13.4 126.2

OT 45 4.2 6.2 154.1

WY 35 4.6 10.7 182.9

TOTAL: 289 8.3 9.1 127.7

NORTH

LI 60 9.5 6.2 100.6

MC 70 3.0 4.9 96.5

UE 34 7.3 8.0 119.2

TOTAL: 164 6.3 6.0 102.7

SOUTH

BR 51 11.5 8.1 64.8

CG 35 8.3 7.5 196.9

CW 54 10.9 11.4 135.2

FL 64 10.0 13.8 79.0

LV 98 5.9 8.7 92.2

TOTAL: 302 8.9 10.0 104.6

 DAILY REPORT
NORTH
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 1 1 1 0.0% 0.0% 241 265 10.0%

26 1 0 1 1 0.0% 100.0% 363 248 31.7-%

26I 0 0 0 0 0.0% 0.0% 5 6 20.0%

26O 0 0 1 0 100.0-% 0.0% 40 44 10.0%

27, 21, 20 4 2 2 4 100.0% 100.0% 571 503 11.9-%

27R 0 1 0 0 0.0% 100.0-% 193 139 28.0-%

27V 1 3 4 1 75.0-% 66.7-% 704 565 19.7-%

29 0 1 1 0 100.0-% 100.0-% 116 77 33.6-%

29S 0 0 0 0 0.0% 0.0% 31 17 45.2-%

31 0 0 0 0 0.0% 0.0% 18 13 27.8-%

32F 1 0 2 2 0.0% 200.0% 286 269 5.9-%

32L 0 0 0 0 0.0% 0.0% 24 23 4.2-%

32M 1 1 0 1 100.0% 0.0% 383 355 7.3-%

33 0 0 0 0 0.0% 0.0% 4 5 25.0%

33F, 33FJ 0 0 0 0 0.0% 0.0% 29 32 10.3%

8 9 12 10 16.7-% 11.1% 3,008 2,561 14.9-%

INCIDENTS HIGHLIGHTED IN GREY ARE NOT INCLUDED IN THE TOTAL.

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
NORTH
AS OF 11/2/2021 05:00
13 12 11 TOT

20 1 0 0 1

21 0 0 1 1

26 1 0 0 1

27 0 1 1 2

27V 0 1 0 1

32F 0 1 0 1

32M 0 1 0 1

Total: 2 4 2 8
 DAILY REPORT
Model City
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 1 1 - 100.0 % 91 96 5.5 %

26 0 0 1 0 -100.0 % - 165 109 -33.9 %

26I 0 0 0 0 - - 2 3 50.0 %

26O 0 0 1 0 -100.0 % - 14 16 14.3 %

27, 21, 20 2 1 1 2 100.0 % 100.0 % 225 205 -8.9 %

27R 0 0 0 0 - - 58 25 -56.9 %

27V 0 1 2 0 -100.0 % -100.0 % 195 148 -24.1 %

29 0 0 1 0 -100.0 % - 41 30 -26.8 %

29S 0 0 0 0 - - 9 4 -55.6 %

31 0 0 0 0 - - 12 8 -33.3 %

32F 0 0 1 0 -100.0 % - 152 143 -5.9 %

32L 0 0 0 0 - - 10 13 30.0 %

32M 0 0 0 0 - - 180 148 -17.8 %

33 0 0 0 0 - - 3 2 -33.3 %

33F, 33FJ 0 0 0 0 - - 14 15 7.1 %

2 2 8 3 -62.5 % 50.0 % 1,171 965 -17.6 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Little Haiti
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 1 0 0 - -100.0 % 93 119 28.0 %

26 0 0 0 0 - - 129 104 -19.4 %

26I 0 0 0 0 - - 2 0 -100.0 %

26O 0 0 0 0 - - 21 16 -23.8 %

27, 21, 20 1 1 1 1 - - 202 182 -9.9 %

27R 0 0 0 0 - - 55 74 34.5 %

27V 1 0 0 1 - 100.0 % 259 250 -3.5 %

29 0 0 0 0 - - 59 38 -35.6 %

29S 0 0 0 0 - - 19 12 -36.8 %

31 0 0 0 0 - - 4 4 -

32F 1 0 1 2 100.0 % 200.0 % 117 107 -8.5 %

32L 0 0 0 0 - - 7 6 -14.3 %

32M 1 0 0 1 - 100.0 % 151 147 -2.6 %

33 0 0 0 0 - - 1 1 -

33F, 33FJ 0 0 0 0 - - 11 9 -18.2 %

4 2 2 5 150.0 % 150.0 % 1,130 1,069 -5.4 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19
 DAILY REPORT
Upper East Side
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 0 0 - - 57 50 -12.3 %

26 1 0 0 1 - 100.0 % 69 35 -49.3 %

26I 0 0 0 0 - - 1 3 200.0 %

26O 0 0 0 0 - - 5 12 140.0 %

27, 21, 20 1 0 0 1 - 100.0 % 144 116 -19.4 %

27R 0 1 0 0 - -100.0 % 80 40 -50.0 %

27V 0 2 2 0 -100.0 % -100.0 % 250 167 -33.2 %

29 0 1 0 0 - -100.0 % 16 9 -43.8 %

29S 0 0 0 0 - - 3 1 -66.7 %

31 0 0 0 0 - - 2 1 -50.0 %

32F 0 0 0 0 - - 17 19 11.8 %

32L 0 0 0 0 - - 7 4 -42.9 %

32M 0 1 0 0 - -100.0 % 52 60 15.4 %

33 0 0 0 0 - - 0 2 200.0 %

33F, 33FJ 0 0 0 0 - - 4 8 100.0 %

2 5 2 2 0.0 % -60.0 % 707 527 -25.5 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
CENTRAL
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 3 2 0 3 300.0% 50.0% 433 478 10.4%

26 2 0 1 2 100.0% 200.0% 384 334 13.0-%

26I 0 0 0 0 0.0% 0.0% 11 7 36.4-%

26O 0 0 0 0 0.0% 0.0% 30 25 16.7-%

27, 21, 20 4 2 9 4 55.6-% 100.0% 994 1,261 26.9%

27R 3 2 5 3 40.0-% 50.0% 482 627 30.1%

27V 5 7 6 6 0.0% 14.3-% 1,463 1,460 0.2-%

29 0 0 0 0 0.0% 0.0% 162 154 4.9-%

29S 0 0 0 0 0.0% 0.0% 36 30 16.7-%

31 0 0 0 0 0.0% 0.0% 11 18 63.6%

32F 0 2 0 2 200.0% 0.0% 261 316 21.1%

32L 0 0 0 1 100.0% 100.0% 48 61 27.1%

32M 0 3 1 0 100.0-% 100.0-% 620 704 13.5%

33 0 0 0 0 0.0% 0.0% 6 10 66.7%

33F, 33FJ 0 0 0 0 0.0% 0.0% 46 50 8.7%

17 18 22 21 4.5-% 16.7% 4,987 5,535 11.0%

INCIDENTS HIGHLIGHTED IN GREY ARE NOT INCLUDED IN THE TOTAL.

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
CENTRAL
AS OF 11/2/2021 05:00
45 41 43 44 42 TOT

22 1 0 0 1 1 3

26 0 0 0 2 0 2

27 3 0 1 0 0 4

27R 0 3 0 0 0 3

27V 0 1 1 2 1 5

Total: 4 4 2 5 2 17
 DAILY REPORT
Allapattah
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 0 0 - - 142 169 19.0 %

26 0 0 0 0 - - 139 159 14.4 %

26I 0 0 0 0 - - 8 4 -50.0 %

26O 0 0 0 0 - - 14 7 -50.0 %

27, 21, 20 0 1 2 0 -100.0 % -100.0 % 317 293 -7.6 %

27R 3 0 1 3 200.0 % 300.0 % 117 114 -2.6 %

27V 1 0 0 1 - 100.0 % 377 384 1.9 %

29 0 0 0 0 - - 60 66 10.0 %

29S 0 0 0 0 - - 17 12 -29.4 %

31 0 0 0 0 - - 4 5 25.0 %

32F 0 0 0 1 - 100.0 % 97 115 18.6 %

32L 0 0 0 0 - - 13 17 30.8 %

32M 0 0 0 0 - - 184 177 -3.8 %

33 0 0 0 0 - - 2 3 50.0 %

33F, 33FJ 0 0 0 0 - - 15 19 26.7 %

4 1 3 5 66.7 % 400.0 % 1,506 1,544 2.5 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Wynwood
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 1 1 0 1 - - 54 59 9.3 %

26 0 0 0 0 - - 74 50 -32.4 %

26I 0 0 0 0 - - 2 0 -100.0 %

26O 0 0 0 0 - - 3 3 -

27, 21, 20 0 0 1 0 -100.0 % - 183 243 32.8 %

27R 0 1 4 0 -100.0 % -100.0 % 166 300 80.7 %

27V 1 3 2 2 - -33.3 % 333 387 16.2 %

29 0 0 0 0 - - 22 15 -31.8 %

29S 0 0 0 0 - - 5 7 40.0 %

31 0 0 0 0 - - 2 3 50.0 %

32F 0 0 0 0 - - 31 32 3.2 %

32L 0 0 0 0 - - 2 4 100.0 %

32M 0 1 0 0 - -100.0 % 84 95 13.1 %

33 0 0 0 0 - - 2 1 -50.0 %

33F, 33FJ 0 0 0 0 - - 4 3 -25.0 %

2 6 7 3 -57.1 % -50.0 % 967 1,202 24.3 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Overtown
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 0 0 - - 42 34 -19.0 %

26 0 0 1 0 -100.0 % - 52 34 -34.6 %

26I 0 0 0 0 - - 0 0 -

26O 0 0 0 0 - - 4 5 25.0 %

27, 21, 20 1 0 0 1 - 100.0 % 102 130 27.5 %

27R 0 0 0 0 - - 9 14 55.6 %

27V 1 0 0 1 - 100.0 % 129 82 -36.4 %

29 0 0 0 0 - - 37 26 -29.7 %

29S 0 0 0 0 - - 9 2 -77.8 %

31 0 0 0 0 - - 4 4 -

32F 0 1 0 1 - - 65 63 -3.1 %

32L 0 0 0 0 - - 2 9 350.0 %

32M 0 1 0 0 - -100.0 % 136 139 2.2 %

33 0 0 0 0 - - 0 0 -

33F, 33FJ 0 0 0 0 - - 14 6 -57.1 %

2 2 1 3 200.0 % 50.0 % 605 548 -9.4 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Downtown
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 1 0 0 1 - 100.0 % 94 107 13.8 %

26 2 0 0 2 - 200.0 % 69 46 -33.3 %

26I 0 0 0 0 - - 1 1 -

26O 0 0 0 0 - - 5 5 -

27, 21, 20 0 0 5 0 -100.0 % - 235 401 70.6 %

27R 0 1 0 0 - -100.0 % 134 164 22.4 %

27V 2 4 4 2 -50.0 % -50.0 % 343 402 17.2 %

29 0 0 0 0 - - 26 28 7.7 %

29S 0 0 0 0 - - 3 8 166.7 %

31 0 0 0 0 - - 1 5 400.0 %

32F 0 1 0 0 - -100.0 % 49 80 63.3 %

32L 0 0 0 1 - 100.0 % 27 24 -11.1 %

32M 0 0 1 0 -100.0 % - 131 209 59.5 %

33 0 0 0 0 - - 2 4 100.0 %

33F, 33FJ 0 0 0 0 - - 7 17 142.9 %

5 6 10 6 -40.0 % - 1,127 1,501 33.2 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Edgewater
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 1 1 0 1 - - 101 109 7.9 %

26 0 0 0 0 - - 50 45 -10.0 %

26I 0 0 0 0 - - 0 2 200.0 %

26O 0 0 0 0 - - 4 5 25.0 %

27, 21, 20 3 1 1 3 200.0 % 200.0 % 157 194 23.6 %

27R 0 0 0 0 - - 56 35 -37.5 %

27V 0 0 0 0 - - 281 205 -27.0 %

29 0 0 0 0 - - 17 19 11.8 %

29S 0 0 0 0 - - 2 1 -50.0 %

31 0 0 0 0 - - 0 1 100.0 %

32F 0 0 0 0 - - 19 26 36.8 %

32L 0 0 0 0 - - 4 7 75.0 %

32M 0 1 0 0 - -100.0 % 85 84 -1.2 %

33 0 0 0 0 - - 0 2 200.0 %

33F, 33FJ 0 0 0 0 - - 6 5 -16.7 %

4 3 1 4 300.0 % 33.3 % 782 740 -5.4 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
SOUTH
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 4 1 2 4 100.0% 300.0% 683 700 2.5%

26 1 0 2 1 50.0-% 100.0% 452 438 3.1-%

26I 0 0 0 0 0.0% 0.0% 7 6 14.3-%

26O 0 0 0 0 0.0% 0.0% 49 60 22.4%

27, 21, 20 4 4 3 5 66.7% 25.0% 1,162 1,272 9.5%

27R 2 1 2 3 50.0% 200.0% 752 613 18.5-%

27V 4 1 2 4 100.0% 300.0% 1,339 1,156 13.7-%

29 1 0 1 1 0.0% 100.0% 123 131 6.5%

29S 0 0 0 0 0.0% 0.0% 25 17 32.0-%

31 0 0 1 0 100.0-% 0.0% 12 8 33.3-%

32F 0 2 1 1 0.0% 50.0-% 243 256 5.3%

32L 0 0 0 0 0.0% 0.0% 37 45 21.6%

32M 1 3 3 1 66.7-% 66.7-% 494 592 19.8%

33 0 0 0 0 0.0% 0.0% 19 10 47.4-%

33F, 33FJ 0 0 0 0 0.0% 0.0% 46 85 84.8%

17 12 17 20 17.6% 66.7% 5,443 5,389 1.0-%

INCIDENTS HIGHLIGHTED IN GREY ARE NOT INCLUDED IN THE TOTAL.

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
SOUTH
AS OF 11/2/2021 05:00
74 71 73 76 TOT

20 1 0 0 0 1

22 3 0 1 0 4

26 1 0 0 0 1

27 1 1 1 0 3

27R 0 1 1 0 2

27V 2 1 0 1 4

29 1 0 0 0 1

32M 0 0 1 0 1

Total: 9 3 4 1 17
 DAILY REPORT
Flagami
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 0 0 - - 212 243 14.6 %

26 0 0 0 0 - - 157 121 -22.9 %

26I 0 0 0 0 - - 1 2 100.0 %

26O 0 0 0 0 - - 10 17 70.0 %

27, 21, 20 1 1 0 1 - - 297 306 3.0 %

27R 1 1 1 1 - - 223 133 -40.4 %

27V 1 0 0 1 - 100.0 % 356 372 4.5 %

29 0 0 1 0 -100.0 % - 24 41 70.8 %

29S 0 0 0 0 - - 4 4 -

31 0 0 0 0 - - 2 4 100.0 %

32F 0 0 0 0 - - 41 55 34.1 %

32L 0 0 0 0 - - 6 10 66.7 %

32M 0 0 1 0 -100.0 % - 85 102 20.0 %

33 0 0 0 0 - - 3 2 -33.3 %

33F, 33FJ 0 0 0 0 - - 10 26 160.0 %

3 2 3 3 0.0 % 50.0 % 1,431 1,438 0.5 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Little Havana
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 1 1 2 1 -50.0 % - 202 241 19.3 %

26 0 0 0 0 - - 117 143 22.2 %

26I 0 0 0 0 - - 3 0 -100.0 %

26O 0 0 0 0 - - 15 18 20.0 %

27, 21, 20 1 1 0 1 - - 306 345 12.7 %

27R 1 0 0 1 - 100.0 % 211 168 -20.4 %

27V 0 0 2 0 -100.0 % - 374 293 -21.7 %

29 0 0 0 0 - - 57 57 -

29S 0 0 0 0 - - 10 10 -

31 0 0 1 0 -100.0 % - 2 2 -

32F 0 2 1 0 -100.0 % -100.0 % 130 116 -10.8 %

32L 0 0 0 0 - - 18 18 -

32M 1 1 1 1 - - 209 215 2.9 %

33 0 0 0 0 - - 8 3 -62.5 %

33F, 33FJ 0 0 0 0 - - 14 34 142.9 %

4 5 7 4 -42.9 % -20.0 % 1,676 1,663 -0.8 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Coral Way
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 3 0 0 3 - 300.0 % 133 109 -18.0 %

26 1 0 1 1 - 100.0 % 69 91 31.9 %

26I 0 0 0 0 - - 1 2 100.0 %

26O 0 0 0 0 - - 12 8 -33.3 %

27, 21, 20 2 0 2 2 - 200.0 % 212 179 -15.6 %

27R 0 0 0 1 - 100.0 % 142 156 9.9 %

27V 2 0 0 2 - 200.0 % 255 222 -12.9 %

29 1 0 0 1 - 100.0 % 20 17 -15.0 %

29S 0 0 0 0 - - 5 2 -60.0 %

31 0 0 0 0 - - 5 1 -80.0 %

32F 0 0 0 0 - - 27 29 7.4 %

32L 0 0 0 0 - - 2 5 150.0 %

32M 0 0 1 0 -100.0 % - 56 64 14.3 %

33 0 0 0 0 - - 2 1 -50.0 %

33F, 33FJ 0 0 0 0 - - 13 16 23.1 %

9 0 4 10 150.0 % 1,000.0 954 902 -5.5 %

%

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Coconut Grove
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 0 0 - - 47 40 -14.9 %

26 0 0 1 0 -100.0 % - 32 29 -9.4 %

26I 0 0 0 0 - - 1 0 -100.0 %

26O 0 0 0 0 - - 3 11 266.7 %

27, 21, 20 0 2 0 0 - -100.0 % 134 122 -9.0 %

27R 0 0 1 0 -100.0 % - 66 46 -30.3 %

27V 0 0 0 0 - - 138 139 0.7 %

29 0 0 0 0 - - 5 4 -20.0 %

29S 0 0 0 0 - - 2 1 -50.0 %

31 0 0 0 0 - - 2 1 -50.0 %

32F 0 0 0 1 - 100.0 % 16 21 31.3 %

32L 0 0 0 0 - - 3 4 33.3 %

32M 0 0 0 0 - - 34 49 44.1 %

33 0 0 0 0 - - 0 0 -

33F, 33FJ 0 0 0 0 - - 3 3 -

0 2 2 1 -50.0 % -50.0 % 486 470 -3.3 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
Brickell
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 0 0 0 0 - - 89 67 -24.7 %

26 0 0 0 0 - - 77 54 -29.9 %

26I 0 0 0 0 - - 1 2 100.0 %

26O 0 0 0 0 - - 9 6 -33.3 %

27, 21, 20 0 0 1 1 - 100.0 % 213 320 50.2 %

27R 0 0 0 0 - - 110 110 -

27V 1 1 0 1 - - 216 130 -39.8 %

29 0 0 0 0 - - 17 12 -29.4 %

29S 0 0 0 0 - - 4 0 -100.0 %

31 0 0 0 0 - - 1 0 -100.0 %

32F 0 0 0 0 - - 29 35 20.7 %

32L 0 0 0 0 - - 8 8 -

32M 0 2 0 0 - -100.0 % 110 162 47.3 %

33 0 0 0 0 - - 6 4 -33.3 %

33F, 33FJ 0 0 0 0 - - 6 6 -

1 3 1 2 100.0 % -33.3 % 896 916 2.2 %

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.
 DAILY REPORT
NOT GEOCODED
AS OF 11/2/2021 05:00
Daily Nov Oct Nov Oct/Nov 2020/2021 LAST 2020/2021
Percent Percent YTD Percent
Incident 2020 2021 2021 YTD
22 1 0 0 1 100.0% 100.0% 43 32 25.6-%

26 0 0 0 0 0.0% 0.0% 7 6 14.3-%

26I 0 0 0 0 0.0% 0.0% 0 0 0.0%

26O 0 0 0 0 0.0% 0.0% 1 2 100.0%

27, 21, 20 0 0 2 0 100.0-% 0.0% 152 159 4.6%

27R 0 0 0 0 0.0% 0.0% 15 12 20.0-%

27V 0 0 1 0 100.0-% 0.0% 54 69 27.8%

29 0 0 0 0 0.0% 0.0% 12 5 58.3-%

29S 0 0 0 0 0.0% 0.0% 4 0 100.0-%

32F 0 0 0 0 0.0% 0.0% 6 10 66.7%

32L 0 0 0 0 0.0% 0.0% 0 0 0.0%

32M 0 0 0 0 0.0% 0.0% 19 27 42.1%

33 0 0 0 0 0.0% 0.0% 0 0 0.0%

33F, 33FJ 0 0 0 0 0.0% 0.0% 7 7 0.0%

1 0 3 1 66.7-% 100.0% 320 329 2.8%

INCIDENTS HIGHLIGHTED IN GREY ARE NOT INCLUDED IN THE TOTAL.

THE INFORMATION IN THIS REPORT WAS GENERATED FROM THE COMPUTER AIDED DISPATCH SYSTEM. IT IS PROVIDED AS A
TOOL FOR OPERATIONIONAL PLANNING PURPOSES ONLY SUCH AS DEPICTING CRIME PATTERNS AND TRENDS. THESE NUMBERS
DO NOT REFLECT ACCURATE UNIFORM CRIME REPORTING NUMBERS (UCR) AND THEREFORE SHOULD NOT BE DISSEMINATED
OUTSIDE OF THE CITY OF MIAMI POLICE DEPARTMENT. FOR ALL CRIME STATISTICS, PLEASE REFER TO THE MOST RECENT UCR
REPORT.

THE NUMBERS REFLECTED IN THIS REPORT WERE MADE AVAILABLE FROM THE SYSTEM
AS OF 11/2/2021 6:0:19 AM.

DAILY REPORT
NOT GEOCODED
AS OF 11/2/2021 05:00
TOT

22 1 1

Total: 1 1
Appendix F: Hialeah PD Organizational Assessment Survey Results

85 | P a g e
 Hialeah PD Assessment

Ql I am satisfied with my job as a Hialeah PD employee.

Answered: 160 Skipped: O

Strongly Agree

Agree

Neutral

Disagree

Strongly
Disagree
.----
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly Agree 29.38% 47

Agree 27.50% 44

Neutral 22.50% 36

Disagree 10.00% 16

Strongly Disagree 10.63% 17

TOTAL 160

1 / 17
 Hialeah PD Assessment

Q2 Supervisors actively solicit my input and give consideration to my

suggestions.
Answered: 160 Skipped: 0

Strongly agree

Agree

Neutral

Disagree

Strongly
disagree
....---
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 18.13% 29

Agree 21.25% 34

Neutral 24.38% 39

Disagree 25.00% 40

Strongly disagree 11.25% 18

TOTAL 160

2 / 17
 Hialeah PD Assessment

Q3 Internal affairs investigations are conducted thoroughly, and produce

fair and impartial findings.
Answered: 160 Skipped: 0

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree
.----
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 15.63% 25

Agree 28.13% 45

Neither agree nor disagree 28.13% 45

Disagree 17.50% 28

Strongly disagree 10.63% 17

TOTAL 160

3 I 17
 Hialeah PD Assessment

Q4 What is your perception of the promotions process within your agency?

Answered: 160 Skipped: 0

I strongly
believe the...

I somewhat
believe the...

I have neutral
feelings abo ...

I somewhat
disagree tha...
.--------
I strongly
disagree tha...
.--------
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

I strongly believe the promotions process is fair. 9.38% 15

I somewhat believe the promotions process is fair. 20.00% 32

I have neutral feelings about the promotions process. 25.00% 40

I somewhat disagree that the promotions process is fair. 20.63% 33

I strongly disagree that the promotions process is fair. 25.00% 40

TOTAL 160

4 I 17
 Hialeah PD Assessment

Q5 Please identify which of the following formalized methods your agency

uses to conduct community outreach and engagement. Check all that
apply:
Answered: 160 Skipped: 0

None of the
above

Coffee with a
Cop (local...

National Night
Out (annual...

National Faith
and Blue...

Police Week
(annual...

Participation
in local...

Other (please
specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

None of the above 53.13% 85

Coffee with a Cop (local event) 6.25% 10

National Night Out (annual national event) 1.25% 2

National Faith and Blue Weekend (annual national event) 0.63% 1

Police Week (annual national event) 1.88% 3

Participation in local community events (e.g., Christmas tree lighting ceremonies, fourth of July celebrations, high 35.00% 56
school career fairs)

Other (please specify) 8.75% 14

Total Respondents: 160

5 / 17
 Hialeah PD Assessment

Q6 For current and former patrol officers, please list any informal
community outreach methods you are encouraged to employ to engage
and build trust with community members.
Answered: 160 Skipped: 0

• The patrol officers were not allowed to interact with the public in years past.
• None
• None. In fact, if you were seen stopped trying to engage in community policing and
speaking to residents, it was more likely you would get in trouble for not "doing your
job". It was commonplace to believe that an officer needed to be constantly moving with
no breaks to ensure they were working.
• Absolutely nothing. This administration does not believe in building trust with the
community. Patrol Officers are obligated to give tickets and make arrest instead of
community policing.
• No informal or formal outreach methods our encouraged by this agency.
• I haven't been on patrol for a long time. When I was on patrol there was no
encouragement to engage and build trust with community members.
• Any community outreach method is beneficial for both officers and the community. I
would like to see more events such as "coffee with a cop" or "cookies with a rookie" sort
of events.
• The Police Department currently has no community outreach besides giving tickets and
arrest. Returning officer's discretion could be more viable.
• Current
• Not a practice with this agency
• Previous admin, none. Present admin it’s encouraged to engage with the public and
socialize.
• None. We were told that you must always be on a signal or you will be written up
• Traffic enforcement. License, Insurance and Registration = here is your ticket! As the
policy and the station commanders state: "As members of the Hialeah Police
Department, you do not have unbridled discretion."
• We do not have any community outreach methods at this time and have not have any
for quite a while. Unfortunately, before the new elected mayor took over office in 2021,
we were not allowed to have any positive interactions with the community or do any
events for the community to come together with its police department.

6 I 17
 Hialeah PD Assessment

Q7 Safety and wellness programs assist personnel with all facets of

wellness, including financial, physical, emotional, spiritual, and mental. If
your agency were to invest in wellness programming, which of the
following services would you be interested in utilizing? (Check all that
apply)
Answered: 160 Skipped: 0

Wellness
incentives: ...

Financial
training...

Internal peer
support grou ...
---------
-------
External peer
support grou ...

Chaplaincy
program: ...
--------
Other (please
specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Wellness incentives: Rewards in the form of money, time off, extended lunch, etc. for winning challenges known to 81.25% 130
contribute to overall wellness, including hydration, Fitbit step, or other activity tracking challenges.

Financial training classes: Provides assistance with retirement planning, college savings plans, tax preparations, etc. 58.13% 93

Internal peer support group: A trained group of volunteers from within the department that provides confidential support 35.63% 57
to individuals on a range of issues, such as: marriage/divorce, death, illness/injury, parenting, PTSD, etc.

External peer support group: Same types of support, but is instead provided by a team member from another police or 26.25% 42
fire department's peer support group.

Chaplaincy program: Trained public safety chaplains provide counseling, guidance, assistance, and referral service to 31.25% 50
police personnel for personal and professional needs.

Other (please specify) 11.25% 18

Total Respondents: 160

7 I 17
 Hialeah PD Assessment

QB Roll Call is an important component of your shift. Please identify how

your agency utilizes this time: (Check all that apply)
Answered: 160 Skipped: 0

Attendance and
equipment...

Outstanding
incident...

Training videos

Briefings to
address and... ---------------

Presentations
from other u...

Informal
training by...

Other (please
specify)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Attendance and equipment inspection 63.75% 102

Outstanding incident briefings 41.25% 66

Training videos 10.63% 17

Briefings to address and explain updates policies and procedures 58.75% 94

Presentations from other unit personnel (e.g., detectives provide information on a homicide suspect) 8.13% 13

Informal training by shift supervisors (e.g., a refresher on the methods and importance of securing a crime scene) 24.38% 39

Other (please specify) 23.75% 38

Total Respondents: 160

8 / 17
 Hialeah PD Assessment

Q9 I am satisfied with the representation of women in my agency.

Answered: 160 Skipped: O

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree
.----
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 21.25% 34

Agree 30.63% 49

Neither agree nor disagree 28.75% 46

Disagree 6.88% 11

Strongly disagree 12.50% 20

TOTAL 160

9 / 17
 Hialeah PD Assessment

QlO I am satisfied with the representation of racial and ethnic minorities in

my agency.
Answered: 160 Skipped: 0

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 30.00% 48

Agree 41.25% 66

Neither agree nor disagree 19.38% 31

Disagree 3.75% 6

Strongly disagree 5.63% 9

TOTAL 160

10 / 17
 Hialeah PD Assessment

Qll Women in my agency are respected by fellow officers.

Answered: 160 Skipped: O

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 46.88% 75

Agree 33.13% 53

Neither agree nor disagree 11.25% 18

Disagree 3.75% 6

Strongly disagree 5.00% 8

TOTAL 160

11 / 17
 Hialeah PD Assessment

Q12 Racial and ethnic minorities are respected by fellow officers.

Answered: 160 Skipped: O

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 52.50% 84

Agree 35.63% 57

Neither agree nor disagree 8.75% 14

Disagree 0.63% 1

Strongly disagree 2.50% 4

TOTAL 160

12 / 17
 Hialeah PD Assessment

Q13 Women in my agency are respected by supervisors.

Answered: 160 Skipped: O

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 43.13% 69

Agree 31.87% 51

Neither agree nor disagree 15.00% 24

Disagree 4.38% 7

Strongly disagree 5.63% 9

TOTAL 160

13 / 17
 Hialeah PD Assessment

Q14 Racial and ethnic minorities in my agency are respected by

supervisors.
Answered: 160 Skipped: 0

Strongly agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

ANSWER CHOICES RESPONSES

Strongly agree 46.88% 75

Agree 37.50% 60

Neither agree nor disagree 11.25% 18

Disagree 1.25% 2

Strongly disagree 3.13% 5

TOTAL 160

14 / 17
 Hialeah PD Assessment

Q15 With regard to your next appointed chief of police, identify which traits
and characteristics are MOST important to you in a leader by ranking the
following from most (#1) to least important.
Answered: 160 Skipped: 0

Demonstrates
honesty and...

Possesses
proven ...

.------------
Is familiar
with the...

Innovative and
change-orien... .-----------

Inclusive
open to inpu... .-----------

Focused on
evidence-bas ...

Embraces
community-or...

0 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 TOTAL SCORE
Demonstrates honesty and integrity 65.63% 15.00% 5.00% 3.75% 1.25% 3.13% 6.25%
105 24 8 6 2 5 10 160 6.06

Possesses proven leadership and 9.38% 32.50% 21.25% 16.25% 10.00% 7.50% 3.13%
mentoring skills 15 52 34 26 16 12 5 160 4.80

Is familiar with the department and 10.00% 16.25% 22.50% 12.50% 17.50% 11.25% 10.00%
populations served by the agency 16 26 36 20 28 18 16 160 4.15

Innovative and change-oriented 4.38% 10.63% 23.13% 27.50% 16.88% 10.00% 7.50%
leadership style 7 17 37 44 27 16 12 160 3.98

Inclusive - open to input and 3.75% 13.13% 17.50% 25.00% 26.88% 12.50% 1.25%
feedback 6 21 28 40 43 20 2 160 3.99

Focused on evidence-based policing 3.13% 6.88% 4.38% 7.50% 13.13% 36.25% 28.75%
policing 5 11 7 12 21 58 46 160 2.56

Embraces community-oriented 3.75% 5.63% 6.25% 7.50% 14.37% 19.38% 43.13%

policing philosophy 6 9 10 12 23 31 69 160 2.46

15 / 17
 Hialeah PD Assessment

Q16 How could the overall environment within the agency be improved?
(Please focus on policies, tools, training, programs, equipment, etc. - NOT
staffing issues.)

Answered: 160 Skipped: 0

• I have been an Officer for this city for almost 20 years. In the past 10, due to the
administration, moral, respect, transparency has been lost. In order to gain the trust of
the officers, the first order of business should be to remove all persons from the past
Command staff and start fresh. With a positive mind set, moral will regain strength and
officers will perform at a higher standard. This department has amazing potentials if lead
by a group which instill positive vibes to the troops on the road.
• More training.
• higher pay - take home vehicles - more trainings - more opportunities for officers and
detectives without becoming a sergeant, i.e., sergeants assistants, (like how the MDPD
does) -better retirement - work less years, example current contract of 27 years. - higher
C.O.L.A - equipment for specialized units like CNT - specialty pay - more opportunities
for education, i.e college courses - being up to par with bigger agencies - better
equipment - mental health programs for officers and civilian employees. - expand
minimums for patrol officers - add more detectives and sergeants to the CID unit -
supplies, such as pens, notebooks, office supplies in general - better step raises - more
incentives for senior officers - change of policies that cause more harm than good to this
department and its employees.
• Having computers that don't require officers to turn on/off their computer multiple times
to gain access to the internet. #2 having better vehicles Example: cars with no rust holes
or paint fading on them. Which has been a big issue to where the Citizens of Hialeah
believe it’s embarrassing that we are riding in vehicles like that. #3 allowing officers who
live outside of city limits to have a take home vehicle. #4 Give officers the opportunity to
be able to "put in" for different types of trainings. #5 be able to have a unit who
specializes in baker acts/ individuals in crisis. #6 have every officer learn the importance
of de-escalation. #7 Have better benefits and pay. #8 Be able to compete with agencies
at our size. And recruit and retain officers.
• Establish a fair labor practice, create a unit take home program we are the only agency
of this size to not have one. A series of small things (too much to name) will make the
woman and men of this department happy. We have a great core of police officers it’s
time to make the Hialeah Police Department the best department in South Florida let get
it done.
• 1.Training. More training should be available. We should be able to workout or train in
the overlaps if no calls are holding or the next shift needs no assistance. 2. Equipment.
We need vehicles officer are diving vehicle that they are not even save to drive. In my
personal experience I have drove vehicle you could not go over 50mph going to TGK on
the PALMETTO. Some vehicle the paint is falling off and that vehicle represents the
HIALEAH POLICE DEPARTMENT.
• 1- No more worksheets (we are GPS’d in our vehicles and body cams show everything
we do. The CAD also displays our daily activity. It’s an officer safety issue how much

16 / 17
 time out of our shift our face is buried in our computer screen doing this redundant
outdated form which is used to screw us at the end of the day when they want to find dirt
on you. 2-TAKE HOME VEHICLE PROGRAM FOR ALL POLICE OFFICERS. officers
keep leaving to other agencies because of a simple reason and that is take homes. It will
help retain officers. Also will motivate officers to maintain their patrol vehicles and take
good care of them (saving the dept money in the long run on vehicle
maintenance/repairs) 3- 1 hour a day fitness training program, they talked to us about
this program last year like it was gonna happen and poof…. Nothing came of it. Most of
our police offices are extremely out of shape and obese. This is something that will make
our officers more productive if they are healthy and also make the dept look very well for
the citizens of Hialeah to know they have healthy individuals serving and protecting
them. 4-New Police Vehicles, a lot of officers are driving assigned vehicles that are so
old that is a hazard for them while performing their duties. 5-More tactical and scenario-
based training. More hands-on classes and less power points classes.
• Have the Chief from time to time receive feedback and answer questions from line
personnel and first line supervisors instead hearing issue directly from command staff
members. A lot is lost or misinterpreted through the chain of command. Some newer
equipment such as vehicles and more opportunities for voluntary training such as open
range days where officers can go train.
• MORE TRAINING BETTER EQUIPMENT newer vehicles are necessary most police are
half broken and are always constantly breaking. take home vehicle for patrol officers
more police personal
• -The department needs more training not just once a year. (Physical fitness, defensive
tactics, scenario-based training and marksmanship) -The department needs better
equipment. -Various policies need to be reviewed and overhauled. -Officers should be
sent to various training programs and obtain a multitude of certifications.
• Many opportunities within the department seem to be afforded to people based on who
they know or are friends with. If things were based on time in service or senority it would
be better received by the masses.
• equipment, change in policies, not micromanage employee's
• Nepotism and cronyism must be eliminated. Promotions and placement in specialized
units should be based on merit as opposed to who you know as has been common
practice. Experience and knowledge of the job was not considered under the previous
administration. Take home vehicles and incentives are needed.
• The overall environment of this agency will change when the focus includes employee
welfare. A more dynamic relationship by management staff and its employees will create
a stronger employer-employee bond. Strong relationships in the workplace in provide
motivation and a positive attitude that will resonate amongst all officers and therefore
increasing productivity.
• The overall environment of the agency has improved dramatically since the new
administration. We now feel as we can work without fear and we are appreciated now
compared to before with the previous Chief.

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