R9S - Discuss Police Staffing, Workload Analysis

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DISCUSS THE FINDINGS OF THE POLICE PROFESSIONAL PERSONNEL STAFFING AND WORKLOAD ANALYSIS.

October 29, 2025

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Discussion Items - R9 S

R9 S DISCUSS THE FINDINGS OF THE POLICE PROFESSIONAL PERSONNEL STAFFING AND WORKLOAD ANALYSIS. Applicable Area:

COMMISSION MEMORANDUM

TO:

Honorable Mayor and Members of the City Commission

FROM:

Eric Carpenter, City Manager

DATE:

October 29, 2025

TITLE:

DISCUSS THE FINDINGS OF THE POLICE PROFESSIONAL PERSONNEL STAFFING AND WORKLOAD ANALYSIS.

RECOMMENDATION

The Administration recommends that the Mayor and City Commission work alongside the Administration to evaluate the findings of the professional personnel workload analysis carried out by Matrix Consultant Group pursuant to Resolution 2024-33285 and consider a plan for implementation to be potentially included in a future budgetary process.

BACKGROUND/HISTORY

At the September 11, 2024 City Commission meeting, at the request of Mayor Steven Meiner, the Mayor and City Commission approved Resolution 2024-33285 (R7 Q) to explore the feasibility and potential benefits of hiring additional professional (civilian) personnel to assist the Police Department with desk work and enhance police visibility, directing an update and presentation at the December 11, 2024 City Commission Meeting.

As requested, the item was discussed at the December 11, 2024 City Commission Meeting where a funding allocation was approved as part of the budgetary process to complete a professional personnel workload analysis through a specialized vendor identified via an Invitation to Quote (ITQ). Nine (9) local and national robust proposals were received ranging in price from $89,000 to the ITQ limit of $100,000 and in timelines varying from three (3) to nine (9) months with a wide scale of professional expertise. After careful and objective consideration, the Administration ranked the proposal submitted by the Matrix Consulting Group as the most appropriate and aligned to conduct the necessary analysis.

ANALYSIS

Pursuant to Resolution 2024-33285, Matrix Consulting Group carried out a six-month staffing and workload analysis with the following parameters:

1. Evaluation of current administrative/desk work duties that could be performed by expert and/or trained professional staff 2. A workload analysis to include reviewing current job descriptions and duties of all personnel 3. Analysis of time allocation of sworn police officers between field operations versus administrative tasks/duties 4. Collection of data and information pertaining to the performance and impact of existing professional Police Department personnel 5. Assessment of estimated cost savings and benefits associated with reallocating certain administrative tasks and duties to professional personnel

6. Considering the potential impact on police visibility and community engagement as a result of the reallocation of administrative tasks and duties to professional personnel 7. Potential recruitment strategies, job descriptions, and necessary qualifications (training) for the hiring of professional staff to perform these administrative tasks/duties 8. Experiences of municipalities that have implemented similar initiatives 9. A final product that includes: a. The current allocation of tasks between sworn officers and professional personnel b. A comparison of the costs for hiring, training, and maintaining sworn officers versus professional personnel (considering factors such as salaries, benefits, training costs, and equipment needs); c. A workflow chart with the existing workflow highlighting the distribution of tasks between police officers and professional staff, and maximizes the use of professional personnel to ensure sworn police officers focus on field operations and community engagement d. The anticipated benefits to the community of relieving sworn police officers of certain administrative tasks and duties by hiring professional personnel (including increased visibility, response time, and community policing) e. Specific recommendations concerning the potential hiring of additional professional personnel f. The identification of various metrics for success including crime rates, response times, and community feedback

Report Findings

The synopsis of the study’s findings as delineated in the presentation (Exhibit A) and final report (Exhibit B) is summarized under the following categories:

High Level Conclusions

Career development and promotions are constrained in many functions because sworn staff are in administrative supervisory and management roles.

Many functions that are professionally staffed have not added positions as workloads have grown.

There are employee classification issues in the MBPD, where many employees are functioning differently than their assigned classification.

There are further opportunities to divert low-priority calls to PSAs.

Supervision and Management of Support Functions

Staff to Workload Considerations

Additional Opportunity for Professional Staffing

Organizational Issues

Employee Classification Issues

Support and Training Needed for Professional Staff

Public Safety Specialists

Call Diversion Potential

FISCAL IMPACT STATEMENT

The fiscal impact of implementing desired modifications to the police staffing model is yet to be determined.

CONCLUSION

The Administration recommends consideration of the findings of the professional personnel workload analysis carried out by Matrix Consultant Group for a future budget process as deemed appropriate.

Applicable Area Citywide

Is this a “Residents Right to Know” item, pursuant to City Code Section 2-17?

Is this item related to a G.O. Bond Project?

Was this Agenda Item initially requested by a lobbyist which, as defined in Code Sec. 2-481, includes a principal engaged in lobbying? No If so, specify the name of lobbyist(s) and principal(s):

Department

Police

Sponsor(s)

Mayor Steven Meiner

Co-sponsor(s)

Condensed Title

Discuss Police Professional Personnel Staffing & Workload Analysis. (Meiner) PD

Previous Action (For City Clerk Use Only)

Deferred on 9/17/2025 - R9 S

FINAL REPORT ON THE POLICE PROFESSIONAL STAFF STUDY

AU G U S T 2 0 , 2 0 2 5

MIAMI BEACH, FLORIDA

MATRIX CONSULTING GROUP

INTRODUCTION AND EXECUTIVE SUMMARY

OFFICE OF THE CHIEF

SUPPORT SERVICES DIVISION

CRIMINAL INVESTIGATIONS DIVISION

TECHNICAL SERVICES DIVISION

OPERATIONS DIVISION

ATTACHMENT A – PROFESSIONAL STAFF ROLES

ATTACHMENT B – COMPARATIVE SURVEY RESULTS

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

INTRODUCTION AND EXECUTIVE SUMMARY

The City of Miami Beach hired Matrix Consulting Group to conduct a Professional Staffing Study for its Police Department (MBPD). This document comprehensively analyzes current staffing needs for every department function in which professional staff are authorized, and recommends appropriate staffing levels based on workloads. It also evaluates additional opportunities to convert positions currently filled by sworn staff to professional classifications. Often neglected, professional staff play a vital role in both direct service delivery and support to sworn staff in their critical roles. This sole focus of the study underscores this orientation to the Miami Beach Police Department.

Matrix Consulting Group was founded over 23 years ago and has extensive experience conducting similar assessments for over 400 police departments in Florida as well as elsewhere in the United States. Our ﬁrm has assisted numerous police departments in improving workload balance, management, operations, and attaining 21 st -century Policing goals.

APPROACHES UTILIZED IN THE STUDY

Data utilized in this study was developed based on the work conducted by the project team, including:

Interviews were conducted with staff.

Collection and analysis of workload and service data.

A summary of professional staff allocation and roles is provided in this report (Attachment A).

A review of operational documents and reports, budget data, organizational structure, and key practices.

A comparative survey was conducted to support the optimal use of professional staff within a law enforcement organization. A summary of the comparative survey is provided in Attachment B of this report.

Throughout the study, the consulting team met with representatives from the Police Department to review the ﬁndings at each stage.

KEY FINDINGS AND STRATEGIC IMPROVEMENT OPPORTUNITIES

The demands and expectations placed on policing today are greater than ever. Many of these demands are best served by sworn personnel, whose training and experience are irreplaceable in providing these services. However, many support, administrative, and even ﬁeld response roles can be played by professional staff in today’s modern law enforcement organization. This study aims to provide a justiﬁed, data-driven plan for professional staﬃng in Miami Beach and options for increasing their use.

The Miami Beach Police Department demonstrates substantial strengths in utilizing professional staff to support law enforcement and deliver direct services. For example:

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

The Department has initiated an effort to utilize professional staff in ﬁeld roles to handle some traﬃc reports and responses to lower priority calls for service.

The Department has civilianized several operational support functions either completely or partially, including crime scenes, property and evidence, and other support functions.

The Department has completely civilianized administrative/ﬁnancial support functions, which report directly to the Chief of Police.

However, the Department exhibits many opportunities to build on these historical strengths to adjust staﬃng practices to be more cost-effective and tie service delivery to more appropriate employee classiﬁcations. In our analysis, these include:

While ﬁeld roles for professional staff exist, there are opportunities for signiﬁcant expansion in these roles, which would beneﬁt patrol oﬃcers’ time.

Several units, although staffed with professional personnel, have sworn supervisors or managers who can impact the technical expertise often required for oversight and also impede the career development of line staff reporting to them.

As is the case with many law enforcement organizations, professional staﬃng levels have not kept pace with the number of sworn staff they support.

The following table summarizes all the recommendations in this report. The report should be reviewed to understand the factual basis behind each recommendation and the analysis that led to it.

SUMMARY OF RECOMMENDATIONS

OFFICE OF THE CHIEF

Financial Management

Work with the City’s Human Resources Department to evaluate the existing job descriptions for the Oﬃce Associate positions. The Oﬃce Associate positions should be reclassiﬁed to a Financial Analyst I and II, as their current functions differ signiﬁcantly from their assigned classiﬁcation.

Proactively address upcoming staﬃng changes within the Financial Unit, speciﬁcally the retirement of two professional staff employees. This presents a strategic opportunity to conduct a comprehensive unit reorganization, potentially leading to the Oﬃce Associate V assuming ﬁrst-line supervisory responsibilities.

Consider the addition of an Oﬃce Associate IV or Financial Analyst to the Financial Management Unit. This new position would help mitigate the increased workload.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Legislative and Special Projects Manager

This position is classiﬁed as an Administrative Services Manager even though the duties of the position are a variety of special projects, generated from the Chief of Police, inter-governmental, and legislative. Work with the City to reclassify the position.

Train a backup employee for the Legislative and Special Projects Manager position to ensure responsiveness is maintained and legislative and special project work is kept on track in the absence of the Legislative and Special Projects Manager.

SUPPORT SERVICES DIVISION

Grants Management

Consider transferring the Grants Management position from the Support Services Division to the Oﬃce of the Chief of Police or the executive team.

Train a backup employee for the Grants Management position to ensure deadlines, compliance standards, and ﬁnancial accountability are not delayed in the absence of the Grant Manager.

Court Liaison Unit

The Court Liaison Unit oﬃce associate V position should assume ﬁrst- line supervisor responsibilities for the sergeant position, which is not required.

Increase the Court Liaison Unit Oﬃce Associate III positions from 1 to 2 to meet current workload demands.

Payroll Unit Millage
Increase the Payroll Unit's staffing by adding 1 Office Associate position, resulting in 1 Public Safety Payroll Administrator and 4 Office Associate positions. This change will reduce the unit-to-department employee ratio from 1:285 to 1:142, enhancing efficiency in key areas. mills

Property and Evidence Section

Increase the Property and Evidence Section by 1 Property and Evidence Technician II, bringing the total to 3 to assume complete ﬁrst-line supervisory duties for the sergeant positions, which are not required.

Reclassify the management position of the Property and Evidence Section from a lieutenant to a professional staff manager.

Reclassify one of the part-time positions assigned to body-worn camera redaction to a full-time evidence technician position to meet current workload demands.

Increase staﬃng in the body-worn camera redaction/public and government records requests area by 1 evidence technician to replace

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

the police oﬃcer position, for a total of 3 full-time positions and 1 part- time position.

CRIMINAL INVESTIGATIONS DIVISION

Crime Scene Unit

Increase the number of Supervisors within the Crime Scene Unit by 1 FTE professional position.

Allocate one Supervisor for the Day Shift, including Latent Print staff; allocate the second Supervisor for swings and night shifts.

Maintain the current staﬃng of 10 FTE Crime Scene Technician I in the Crime Scene Unit.

Maintain the current staﬃng of 2 FTE Crime Scene Technician II in the Crime Scene Unit.

Crime Analysis Unit

Maintain the current line-level staffing in the Crime Analysis Unit.

Hire to fill the authorized, but vacant, professional Crime Analysis Manager position.

Maintain the ability to provide crime analysts with the appropriate technological resources to provide field operations staff with adequate and timely analyses to achieve a 24-hour analytic support environment.

Victim Advocates Unit

Maintain the current staffing in the Victim Advocates Unit. Hire to fill the vacant advocate position immediately.

TECHNICAL SERVICES DIVISION

Records Management Unit

Maintain the authorized staﬃng in the Records Management Unit.

Real Time Intelligence Center

Maintain the current staﬃng of the Real Time Intelligence Center.

Seek to expand the staﬃng of the RTIC in a strategic manner to expand to 24/7 operations.

Maintain the current staﬃng of the Technical Operations Unit to provide adequate and targeted support to the efforts of the RTIC.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

OPERATIONS DIVISION

Public Safety Specialists

Establish a new Lead Public Safety Specialist position to provide dedicated supervision to Public Safety Specialist personnel in the ﬁeld.

Convert 2 of the existing 12 Public Safety Specialist FTEs to the new Lead Public Safety Specialist classiﬁcation, resulting in minor cost impacts, but no net change in total FTEs.

Increase staﬃng of Public Safety Specialists by 6, for a total of 18 FTEs allocated. Of the additional positions, 4 should be assigned to work from 0800 – 1600 and 2 to work from 1100 – 1900, with their time focused on completing responses to non-emergency calls for service.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

OFFICE OF THE CHIEF

The Oﬃce of the Chief of Police oversees the Miami Beach Police Department. Direct reports to the Oﬃce of the Chief of Police include the Public Information Oﬃce, Executive Oﬃcer, Intelligence and Security, Legislation and Special Projects, Intelligence Unit, and the Internal Affairs Units. The Oﬃce of the Chief has oversight of the Deputy Chief of Police, overseeing the Community Affairs Division, Accreditation Manager, and the Fraternal Order of Police, in addition to overseeing the Administration, which includes the Financial Management Unit and Operations Commands.

MANAGEMENT AND SUPERVISION

The Oﬃce of the Chief of Police employs both sworn and professional staff. Within the Oﬃce of the Chief of Police, there are positions staffed entirely by professional staff, which report to sworn supervisors.

1. PUBLIC INFORMATION OFFICE

The Public Information Oﬃce is under the supervision of a Police Commander, to whom both the Public Information Oﬃcer and Public Information Specialist report. The Public Information Oﬃce also includes a Communication Specialist position, which is currently vacant.

(1) PUBLIC INFORMATION SPECIALIST WORKLOAD

The Public Information Specialist is responsible for managing the department’s internal and external communications through social media, photography, and content creation, with a focus on community engagement while also contributing to internal strategic initiatives led by the Chief of Police.

PUBLIC INFORMATION SPECIALIST TASKS

Task

Social Media Management

Department Photography

Process Involved

The Public Information Specialist manages the Chief's Instagram and LinkedIn accounts, as well as the department's Twitter (X), Facebook, and Instagram. Posts are made an average of 2-3 times a week, increasing to 4 times for events or urgent information. Sprout Social is used to gather analytics, helping to determine optimal posting times and identify engaging content.

This role involves serving as the department's photographer. The specialist captures images at various events, including community events, recruitment training, and other special events throughout the city. Both cellphone and camera are used for photography.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Social Media Releases & Content Creation

Strategic Initiative Support

Internal Communications

The Public Information Specialist prepares social media releases for critical incidents. The specialist is responsible for creating layouts for social media, flyers, and door hangers. This task utilizes tools such as Canva, Dropbox, and Photoshop.

Beyond social media and marketing, the specialist works directly with the Chief of Police on strategic initiatives. For example, the specialist is working with the Chief to redesign a succession plan document.

The Public Information Specialist produces a weekly internal magazine called "Gold Standard," which is also published monthly. Updates are made throughout the week based on events attended and stories received through the internal department email.

2. FINANCIAL MANAGEMENT

The Financial Management Unit reports to the Assistant Chief of Police and is overseen by the Administrative Services Manager. The Financial Management Unit consists of a Business Manager, an Oﬃce Associate V, and an Oﬃce Associate IV. The Financial Management Unit focuses on monitoring, forecasting, and developing the departmental budget. In collaboration with the City's Budget Oﬃce, the unit manages procurement processes, fosters strong vendor relationships, and provides support to internal staff for all purchasing and travel requests.

The following sections outline tasks assigned to the professional staff. A workﬂow process chart is provided for speciﬁc assignments.

(1)

ADMINISTRATIVE SERVICES MANAGER

Task

Department Budget Development and Management

Manage P-Cards

Process Involved

Work directly with the City’s Budget Department to ensure efficiency, accuracy, and completeness of budget as well as review past trends to determine increases/decreases in budget allocation.

Manage the estimated $170 million budget, including $152 million from the General Fund.

Conduct auditing of expenditures.

Review transactions prior to the Chief’s final approval.

Oversee an estimated 15 P-Cards.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Supervise Staff

Contract Management

Approving and Reviewing Staff Work

(2)

Supervise three employees: Business Manager, Office Associate V, and an Office Associate IV.

Responsible for the City-wide security guard contract, estimated to be around $4.8 million.

Review the overtime payments/journaling prior to final approval by Chief.

Approve invoices and requisitions as processed by staff.

BUSINESS MANAGER

Task

Purchase Orders

P-Card Procurement

Vendor Relations and Contract Review

Auditing and Financial Reconciliation

Process Involved

Process purchase orders for various departmental needs.

Review purchases over $5,000 to ensure a PO is submitted.

Manage the department’s record-keeping process for all purchasing documents by retaining records on-site.

Manage P-Card responsibilities for unit and departmental staff.

Prepare, review, and post P-Card entries.

Work directly with vendors throughout the purchase and delivery process for purchases greater than $25,000.

Conduct contract review to ensure compliance with terms and regulations.

Audit the overall purchasing process to ensure accuracy and adhere to procedures.

Review all forms for accuracy prior to the finalization of the purchase.

Work with budget staff to confirm the availability of funds before an item is purchased.

Prepare financial reports.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

PURCHASE ORDER PROCESS

Purchase is $5,000 or more a PO is required.

Initiation of Purchase Request

(3)

Busniness Manager submits first approval up to the Administrative Services Manager.

Funds are allocated to the purchase if avaiable.

Business Manager makes purchase.

Purchase Order Request Processed

Business Manager reviews submitted forms related to the purchase to ensure accuracy.

Business Manager checks budget to review funds.

Administrative Services Manager reviews PO and submits it to the Chief of Police for final approval.

Chief of Police Approves purchase.

OFFICE ASSOCIATE V

Task

Travel Requests

P-Card Transaction Review and Reconciliation

Assist with Budget Projections

Assist with Overtime Journal Entries and Reporting

Process Involved

Receive submitted travel request from all departmental staff.

Work directly with the training and wellness coordinator, if required, for initial approval on staff travel.

Review travel application to ensure it contains all necessary information, such as agendas, per diem calculations, and preferred hotels and airlines

Processes bookings and reservations for travel, submitting them for supervisor review and then booking once approved.

Responsible for five command staff credit-cards, including the Chief’s.

Reconcile P-card transactions monthly, ensuring accuracy and proper documentation for all P-card expenditures.

Contribute to travel budget development and forecasting.

Process budget transfers to cover travel expenses when necessary.

Prepare, review, and post journal entries.

Assist with overtime projections each pay period as well as making corrections within the overtime spreadsheet.

Prepare financial reports.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

TRAVEL REQUEST PROCESS

Travel Requests

Address Funding Availability

(4)

Review Application and Verify Information

Receive Travel Application

Obtain Necessary Approvals

Close Out Travel and Process Reimbursements

Travel Request Processed

Make Travel Arangements

OFFICE ASSOCIATE IV

Task

Accounts Payable and Invoice Processing

Process K-9 Claims

Direct Payments and Petty Cash Reconciliation

P-Card Transaction Review and Reconciliation

Support to Staff

Process Involved

Process invoices monthly.

Work with vendors on obtaining invoices and guide them through the approval process.

Ensure POs are created, and payments are completed.

Process K-9 claims quarterly for approximately 15 dogs.

Responsible for the direct payment process.

Reconciles petty cash for both Chief’s and the Property Division, involving tracking cash transactions and ensuring balances are accurate.

Handle P-Card transactions and works through the reconciliation process for the payments, ensuring expenditures are accurately recorded and reconciled.

Act as the backup for the Business Manager, involving stepping in to assist with purchasing requests.

RECOMMENDATIONS:

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

unit reorganization, potentially leading to the Oﬃce Associate V assuming ﬁrst-line supervisory responsibilities.

Consider the addition of an Oﬃce Associate IV or Financial Analyst to the Financial Management Unit. This new position would help mitigate the increased workload.

3. INTELLIGENCE UNIT

The Intelligence Unit is comprised of one sergeant, ﬁve detectives, and one professional staff intelligence analyst. The intelligence analyst is a proactive role that involves extensive monitoring for potential threats and acting as a liaison with external agencies. The scope of the work can extend beyond the immediate department.

Key responsibilities and functions of the intelligence analyst include:

Identifying threats and analyzing criminal activity and trends.

Producing reports, speciﬁcally advisory or assessment reports.

Engaging in proactive work, such as reviewing social media for threats during summer and long weekends.

Acting as a liaison for outside departments and agencies, including county and state, and working with the SE Florida fusion center.

Documenting all investigative details, including the work and assignments of detectives.

Serving in a role that may be a 24-hour position or on-call, depending on events, with a scope that sometimes extends beyond the MBPD.

4. LEGISLATIVE AND SPECIAL PROJECTS MANAGER

The Legislative and Special Projects Manager reports directly to the Chief of Police. This title is a working one reﬂecting current duties. The classiﬁcation is Administrative Services Manager. The actual roles include the following:

Intergovernmental affairs works with City staff, the City Commission, and other governmental entities in the region.

Legislative research for State and Federal issues that could potentially impact the Department and the City.

Special projects at the request of the Chief of Police (e.g., preparation for the Department’s Strategic Plan, outcomes of traﬃc impact measures).

The classiﬁcation of Administrative Services Manager is historical and reﬂects duties no longer assigned.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

There is no trained backup employee for this position. The speciﬁc tasks assigned to the Legislative and Special Projects Manager often align with council schedules, deadlines, and community expectations. Having a trained backup will ensure responsiveness is maintained, keep legislative and special project work on track, and reduce the risk of errors.

RECOMMENDATIONS:

The Legislative and Special Projects Manager position is classiﬁed as an Administrative Services Manager even though the duties are a variety of special projects, generated from the Chief of Police, inter-governmental, and legislative. Work with the City to reclassify the position.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

SUPPORT SERVICES DIVISION

The Support Services Division is led by a major and supported by a captain, encompassing the following functions: Backgrounds, Business and Personnel Resource, Grants, Property and Evidence, Special Events, SWAT, and Training. The division includes both sworn and professional staff members. This analysis focuses solely on units staffed by professional staff members.

MANAGEMENT AND SUPERVISION

While the Support Services Division employs both sworn and professional staff, several units are staffed solely by professional staff. Sworn managers and supervisors oversee these units.

ADVANTAGES OF PROFESSIONAL STAFF EMPLOYEES

Professional staff employees hold various administrative roles within the division, possessing skills relevant to their positions. Advantages include the following:

Allocate time for sworn police oﬃcers to focus on crime prevention and reduction tasks, including community policing.

Non-sworn employees possess skills that are better suited for immediate tasks.

The expense associated with non-sworn personnel is lower than that of sworn personnel.

Promote better community relations and support police legitimacy.

While much public discussion focuses on practical ways to increase the supply of police officers to meet the demand for police services, it is also essential to consider alternative methods for managing that demand. Many, if not most, police organizations struggle to find qualified candidates to fill sworn police officer vacancies. As sworn vacancies increase, numerous organizations continue to expand the role of non-sworn employees.

Professional staff positions often lack essential employment incentives, including opportunities for career growth, diverse assignments, training, promotions, and competitive salaries. This absence of incentives may deter qualiﬁed applicants. The department can address this challenge by establishing career paths that create career ladders illustrating potential progression from entry-level to supervisory and management positions.

ADVANTAGES OF PROFESSIONAL STAFF MANAGEMENT AND SUPERVISION

While there are many advantages to staffing specific administrative positions with professional staff, as described above, promoting these employees to managerial and supervisory roles also has benefits. These advantages include the following:

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Professional staff managers and supervisors often possess specialized expertise in IT, ﬁnance, human resources, forensics, and property and evidence control, which makes them better suited to oversee roles that require this knowledge rather than law enforcement experience.

This realignment of professional staff improves the effectiveness of supervision and performance management.

Leadership from professional staff with backgrounds similar to those of employees can boost morale and is often better equipped to understand their needs and promote professional development.

Professional staff leaders are generally not subject to rotational assignments, which fosters greater leadership continuity and stability.

Professional staff leadership styles can foster a collaborative, non-paramilitary work culture that aligns more naturally with professional staff functions.

Incorporating professional staff managers and leaders can enhance operational efficiency, foster organizational growth, and allow sworn managers and supervisors to concentrate on their law enforcement responsibilities. Each section of this report explores opportunities to transition these management and supervisory roles from sworn to professional staff leadership, when suitable.

ADMINISTRATIVE STAFF

An Office Associate V and an Office Associate IV are assigned to perform various administrative tasks, including processing public records requests and providing additional administrative support. The division also has a Security Operations Manager who works at City Hall, acting as a liaison between the City and the private security company that manages vendor invoices, billing, and security contracts. The two office associate positions operate from Monday through Thursday, 8:00 a.m. to 6:00 p.m., while the Security Operations Manager works from Monday through Friday, 8:00 a.m. to 4:00 p.m.

WORKLOAD ANALYSIS

The completion times for workloads in roles such as Oﬃce Associates are often undocumented, complicating the ability to conduct a workload-based staﬃng analysis. Performance metrics, including completed work products, timely task completion, and work backlogs, frequently inﬂuence staﬃng levels. Although no national standard exists for staﬃng administrative support personnel, it is essential to exercise caution to avoid overburdening these individuals. Assigning too many tasks can lead to health issues, burnout, and high turnover rates.

Data concerning the workload for these positions was not supplied to the project team for analysis. Currently, there are no backlogs related to these roles.

GRANTS MANAGEMENT

Grants management is overseen by a Grant Manager, who works Monday through Friday, from 8:00 a.m. to 4:00 p.m.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

(1)

GRANT MANAGER WORKLOAD

The Grant Manager is responsible for obtaining and managing funding from external sources, including local, state, and federal grants. These grants support the department's operations, programs, and strategic initiatives. The table below highlights the Grant Manager’s primary tasks:

GRANT MANAGER TASKS

Task

Process Involved

Grant Research and Identification

Identify appropriate grant opportunities aligned with the department’s need such as equipment, personnel, training, technology, community programs, and crime prevention and reduction strategies. Stay current with funding cycles and grant agency priorities.

Proposal Writing and Submission

Draft compelling grant applications, including needs assessments, budgets, project descriptions, and outcomes. Coordinate with internal stakeholders to gather necessary information.

Compliance and Reporting

Ensure all funded projects comply with grant terms, conditions, and reporting requirements. Track all equipment and supplies purchased through grant funds to ensure accountability and compliance. Prepare and submit progress reports, financial reports, and final summaries to grant agencies.

Budget Management

Assist finance in tracking grant expenditures. Monitor spending to avoid overages or under-utilization of funds. Prepare for audits or monitoring visits.

Program Oversight

Ensure funded initiatives achieve intended goals and outcomes.

Collaboration

Liaison between the department and granting agencies. Partner with other city departments and outside entities on joint grant efforts.

The chart below visually represents the grant workﬂow process:

POLICE GRANT WORKFLOW PROCESS

Grant Opportunity Identification

Proposal Development

Monitoring and Reporting

Closeout and Audit

Award Management and Compliance

Submission and Approval

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

The Grant Manager oversees approximately fifteen grants each year and applies for around ten grants annually. The table below outlines grants currently active in 2024/2025:

ACTIVE GRANTS

Grant

Victims of Crime Act (VOCA)

Edward Byrne Memorial JAG - 2022

Edward Byrne Memorial JAG - 2023

Edward Byrne Memorial JAG - 2024

CPD Microgrants – Hate Crimes & Domestic Terrorism

Edward Byrne Memorial JAGC - 2023

High Visibility Enforcement

Impaired Driving Initiative

Occupant Protection and Child Passenger Safety

Armored Tactical Vehicle

Law Enforcement Technology 2024-2025

Drone Replacement Program

Line Items

Personnel/Operating/Training

$443,832.79

Equipment

$73,581.00

Handheld Narcotic ID

$66,666.00

CCTV Trailer

$64,153.00

Consulting & Programs

$152,880.00

Community Affairs Overtime

$12,951.00

Overtime

$44,515.52

Overtime

$75,000.00

Overtime

$75,000.00

Armored Vehicle

$264,836.00

Surveillance Equipment

$27,600.00

Compliant Drones

$225,000.00

Total

The table below outlines grants applied for in the 2024/2025 grant cycle:

GRANTS APPLIED FOR IN 2025/2026

Victims of Crime Act (VOCA) 2025-2026

Edward Byrne Memorial JAG - 2025

COPS Safer Outcomes

Waterways Assistance Program

Edward Byrne Memorial JAG - 2024

High Visibility Enforcement

Impaired Driving Initiative

Motorcycle Safety Campaign

Occupant Protection and Child Passenger Safety

Distracted Driving

Speed/Aggressive Driving Initiative

Total

Award

$1,526,015.31

Line Items

Awarded

Personnel

$443,832.79

$65,000

Virtual Reality Training Platform

$328,038.00

Derelict Vessels Removal

$60,000.00

$11,511.00

Overtime

$33,361.40

Overtime

$75,000

Overtime

$75,000

Overtime

$75,000

Overtime

$75,000

Overtime

$75,000

$1,241,743.19

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

The Grant Manager currently oversees twelve active grants and has submitted applications for thirteen new grants for the upcoming cycle. The Grant Manager is responsible for completing quarterly reports for seven grants and monthly reports for four. Performance measures such as completed work products, timely task completion, and work backlogs often influence staffing levels. Currently, there are no work backlogs associated with this position.

(2)

ORGANIZATIONAL PLACEMENT

Grant Managers are essential for enabling the department to access and effectively utilize supplemental funding beyond its general budget. Equally important is the position's placement within the organizational structure. While the location of this position varies depending on factors such as department size and structure, the most effective placement is within the Office of the Chief of Police or executive staff. This positioning enables a high-level grant strategy and effective interagency coordination.

The benefits of assigning a Grant Manager to the Office of the Chief of Police or the executive staff are as follows:

Maximize funding opportunities.

Strategic alignment with public safety goals.

Avoid redundancy and enhance eﬃciency.

Leverage shared intelligence and resources.

Improved crisis response.

Increase grant competitiveness.

Compliance and reporting.

There is no trained backup employee for this position. Grant management demands strict deadlines, compliance standards, and financial accountability that cannot be delayed if the Grant Manager is absent. A trained backup will ensure critical tasks continue smoothly. Implementing this redundancy will enhance internal controls and reduce the risk of errors.

RECOMMENDATIONS:

Consider transferring the Grants Management position from the Support Services Division to the Oﬃce of the Chief of Police or the executive team.

Train a backup employee for the Grants Management position to ensure deadlines, compliance standards, and ﬁnancial accountability are not delayed in the absence of the Grant Manager.

BACKGROUND UNIT

The Background Unit is part of the Personnel Resource Section within the Support Services Division. It is supervised by a sergeant and staffed by four police officers, an administrative support manager, and three part-time office associates. The following table illustrates the unit’s work schedules:

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Workdays

Sergeant

Monday through Friday

Police Oﬃcer

Monday through Friday

Administrative Support Manager

Monday through Thursday

Varied workdays (max 24 hours per week)

Oﬃce Associate V

The unit is responsible for conducting pre-employment background investigations and managing various administrative tasks related to employee hiring and onboarding. The chart below visually represents the workﬂow process for the department’s hiring procedures:

Written Exam & Physical Agility Test

Application Submission

Polygraph or Voice Stress Analysis Test

Psychological Evaluation

PRE-EMPLOYMENT BACKGROUND INVESTIGATIONS

Completing thorough pre-employment background investigations for police department employees is vital for ensuring that individuals entrusted with law enforcement authority and sensitive information are trustworthy, ethical, and capable of serving the public with integrity. Background checks help build trust by verifying that public safety employees are law-abiding and maintain high moral standards. They also protect fellow employees by identifying candidates who may not perform reliably or ethically in their duties. From a legal perspective, comprehensive investigations reduce a department’s exposure to liability and lawsuits arising from negligent hiring. Pre-employment background investigations also help police organizations comply with state and federal hiring standards while fostering a professional and disciplined workforce.

(1)

CALCULATION OF INVESTIGATOR NET AVAILABILITY

Before assessing availability and staffing needs, it is essential to review the total number of net hours available for investigators to conduct their investigations. To perform this analysis, understanding the time off taken by investigators is crucial, including vacation, sick leave, injury, military leave, or any other forms of leave, as well as the hours dedicated to on-duty court or training time and the time spent on administrative tasks.

The impact of these factors is determined by combining calculations from Miami Beach PD data with estimates based on the project team's experience and expertise. These estimates are then subtracted

Hours

8 a.m. to 4 p.m.

6 a.m. to 2 p.m.

Varied hours, ranging from 5 a.m. to 3 p.m.

Preliminary Interview

Background Investigation

Medical Examination

Final Review and Recommendation

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

from the annual base number of work hours per position. The result indicates the total net available hours for investigators and other positions while on duty, enabling them to manage their workloads and engage in various field activities.

Net availability for investigators differs from that of patrol officers. An estimate of administrative time includes tasks that fall outside the scope of case investigative hours. The table below outlines this process, detailing how each contributing factor is calculated:

FACTORS USED TO CALCULATE INVESTIGATOR NET AVAILABILITY

Work Hours Per Year

The total number of scheduled work hours for investigators, without factoring in leave, training, or anything else that takes detectives away from every day on-duty work. This factor forms the base number from which other availability factors are subtracted to calculate the total net available hours.

Base number: 2,080 scheduled work hours per year.

Total Leave Hours (subtracted from total work hours per year)

Includes all types of leave, including injuries, military leave, and FMLA—anything that would cause detectives who are normally scheduled to work on a speciﬁc day to not be on duty. As a result, this category excludes on-duty training, administrative time, and on-duty court time.

From MBPD Data: 244 hours of leave per year.

On-Duty Training Time (subtracted from total work hours per year)

The average number of hours spent per year in training completed while on duty and not on overtime.

Estimated: 40 hours of on-duty training per year

Administrative Time (subtracted from net available hours after leave, court, and training deducted)

The total number of hours per year spent completing administrative tasks while on duty, including staff meetings, returning phone calls and emails, and planning various other activities that may not be directly captured in the case hours calculations.

The number is estimated at 20% of the net hours after other deductions.

Estimated: 359 hours of administrative time per year

Total Net Available Hours

After subtracting the previous factors from the total work hours per year, the remaining hours comprise the total net available hours for investigators, the time they are available to work after accounting for all leave, on- duty training, and administrative time. Net availability can also be expressed as a percentage of the base number of work hours per year.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Calculated by subtracting the previously listed factors from the base number: 1,437 net available hours per investigator.

The following table summarizes this calculation process, displaying how each net availability factor contributes to the overall net availability of investigators:

CALCULATION OF INVESTIGATOR NET AVAILABILITY

Base Annual Work Hours

Total Leave Hours

On-Duty Training Hours

Administrative Hours

Net Available Hours Per Investigator

Investigators have approximately 1,437 net available hours per year, representing the total time they can dedicate to conducting pre-employment investigations.

(2)

PRE-EMPLOYMENT BACKGROUND CASELOAD HOURS

Not all pre-employment background investigations require the same number of investigative hours. For example, an applicant with numerous past employers will need more investigative time than one with fewer. Similarly, an applicant who has resided in multiple locations and states will require more investigative time than someone who has lived in only one. The Matrix Consulting Group developed average case hours based on dozens of studies and interviews with pre-employment background investigators. The following estimates are used to calculate staff resource needs:

PRE-EMPLOYMENT BACKGROUND INVESTIGATIVE CASE TIME ESTIMATES

Task

Processes Involved

Initial Screening

Verify employment application is complete and minimum qualifications are met. initial criminal warrants check.

Personal History Statement (PHS) and Criminal History Check

Initial review of PHS and waivers. Criminal history checks of local records, state and federal databases, arrests and convictions.

Employment Verification

Past employers contacted, dates of employment confirmed, performance discussed with past supervisors, and reasons for separation confirmed.

Education Verification

High school diploma or GED verification. If applicable, college hours or degree verified.

Driving Record Check

DMV report obtained and violations, suspensions checked.

2,080

–

244

–

359

1,437

Approximate Time

1 Hour

4 Hours

1 Hour

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Financial History/Credit Check

Credit report obtained and bankruptcies, defaults, and collections reviewed.

References Interviews

Interview applicant’s personal and professional references.

Social Media/Online Presence Review

Social media accounts, posts or affiliations of concern reviews.

Home Visit/Neighborhood Check

Verify address, interview household members, canvass neighbors, landlords.

Applicant Interview

Interview of applicant and review of PHS.

Final Report

Complete final report and create recommendations (if applicable).

Total

It is essential to note that this list is not exhaustive, and some police organizations may not fulfill all the tasks listed. Likewise, not all tasks may be included in the pre-employment investigative process for non- sworn employees. It is also important to note that the average case time estimate accounts only for investigator workload time, excluding other pre-employment background investigative processes, such as polygraph examinations or voice stress analysis (VSA), when applicable, as well as medical and psychological examinations.

(3)

INVESTIGATIVE CASELOAD WORKLOAD ANALYSIS

Pre-employment background investigations are performed by four sworn investigators and three part- time professional staff investigators. The table below illustrates the pre-employment background investigative caseload and workload hours for 2024:

INVESTIGATIVE WORKLOAD ANALYSIS: 202

# Cases

Full-time Investigators

180

Part-time Investigators

111

Total

291

As illustrated above, full-time investigators conducted 180 pre-employment background investigations, which required 4,500 workload hours. Part-time investigators completed 111 cases, requiring a total of 2,775 hours of workload.

1 Hour

6 Hours

2 Hours

4 Hours

25 Hours (If all tasks completed)

Investigative time

Workload Hours

x	25	4,500
x	25	2,775

7,275

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

(4)

BACKGROUND UNIT STAFFING NEEDS

By calculating the investigator’s net availability and the total workload hours for 2024, the Background Unit’s staffing can be determined. The table below illustrates this calculation process:

CALCULATION OF DETECTIVE INVESTIGATOR NEEDS

Total Caseload Hours

Divided by total net available hours for 1 Investigator

Number of Investigators Needed

As the table indicates, ﬁve investigators are recommended to handle the assigned workload hours. The Background Unit is staffed with four full-time investigators and three part-time investigators.

(5)

AVAILABLE WORK HOURS AND WORKLOAD CAPACITY

Part-time investigators are allowed to work a maximum of twenty-four hours each week. If this maximum is worked every week of the year, it adds up to 1,248 hours. As previously calculated, the total number of hours available for full-time investigators amounts to 1,437. Investigators in the Background Unit account for nine thousand four hundred ninety-two work hours. The following table illustrates this calculation process:

INVESTIGATOR AVAILABLE WORK HOURS

Available Hours

Full-time Investigator

1,437

Part-time Investigator

1,248

Total

Given the available hours for full-time and part-time investigators (9,492), the Backgrounds Unit can complete approximately eighty-eight additional pre-employment background investigations without increasing staff. The following table illustrates this calculation process:

AVAILABLE INVESTIGATIVE CASELOAD

Total Work Hours

Total Caseload Hours (2024)

Available Hours

Investigative Hours (1 background investigation)

Available Additional Investigative Caseload

7,275

1,437

5.06

# Investigators

Total Work Hours

x	4	=	5,748
x	3	=	3,744

9,492

7,275

2,217

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Considering the current Background Unit’s investigative caseload, the unit is adequately staffed. It can complete approximately eighty-eight additional investigations without requiring more staff.

(6)

OPPORTUNITY FOR CIVILIANIZATION

When discussing department-wide staffing needs, the evaluation of sworn versus professional staff for pre-employment background investigations should be considered. The table below illustrates the advantages and disadvantages of both:

ADVANTAGES AND DISADVANTAGES

Advantages • Law enforcement experience. • Credibility with other agencies. • Interrogation and interview skills. • Security clearance. • Authority and legal powers.

Sworn Investigator

• Cost-effective. • Specialization. • Consistent staffing. • Resource efficiency.

Professional Staff Investigator

As illustrated above, both advantages and disadvantages exist in using sworn and professional staff as pre-employment background investigators.

The department currently uses a hybrid staffing method, combining sworn officers and part-time non- sworn investigators. This approach provides a balanced and efficient way to carry out pre-employment background checks. It allows the department to deploy sworn officers strategically while benefiting from the cost savings and consistency offered by non-sworn staff. Overall, this method improves the thoroughness, efficiency, and scalability of the background investigation process.

While this hybrid approach is currently recommended, if future staffing issues arise, the following table shows the requirements for staffing the unit with solely professional staff investigators:

PROFESSIONAL STAFF INVESTIGATOR NEEDS

Caseload Hours (2024)

3 Part-time Investigators (current)

Work Hours Needed

Part-time investigators work hours

Additional Part-Time Investigators Needed

Disadvantages • Cost. • Operational strain. • Overqualification. • Burnout or misalignment.

• Limited authority. • Training gaps. • Creditability issues. • Less insight into the job.

Total Work Hours

7,275

3,744

3,531

1,248

2.8

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

As illustrated above, if the Backgrounds Unit is staffed exclusively by part-time professional investigators, three additional investigators are necessary, bringing the total to six part-time investigators. All part-time investigators should have prior experience in law enforcement investigative work.

COURT LIAISON UNIT

The Court Liaison Unit is supervised by a sergeant and staffed with one Oﬃce Associate V and one Oﬃce Associate III. The unit operates Monday through Friday, 7:00 a.m. to 3:00 p.m.

(1)

COURT LIAISON UNIT WORKLOAD

The Court Liaison Unit is responsible for tasks such as entering court subpoenas into the department's system, coordinating with officers regarding court appearances, collecting overtime slips for court- related activities, and conducting audits of complaints related to appearances and pay. The chart below visually represents the court liaison workﬂow process:

Recieve and Process Court Notifications

Notify and Coordinate with Officers

Data Reporting and Compliance

The table below outlines the various tasks completed by the Court Liaison Unit, along with the approximate average time spent on these tasks in a month:

COURT LIAISON UNIT MONTHLY TASKS

No show report

Cost recovery

Processing Audit

Receiving subpoenas from processor

Entering subpoenas

Entering overtime

Stamping and sorting slips after entry

Issuing control numbers and notiﬁcations

BRU report

Processing witness checks

Track Officer Court Appearance

Documentation

Monthly Hours

116

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Entering control numbers into police menu

Customer and oﬃcer guidance

Total Hours

As illustrated above, the Office Associate V and Office Associate III spend approximately 371 hours each month on their assigned tasks, averaging 185.5 hours per individual. It is important to note that these hours are approximate, and completion times may vary depending on several factors each week.

Six tasks completed by the Office Associate V and Office Associate III each require forty or more hours per month. The chart below visually represents these tasks:

COURT LIAISON UNIT TOP TASK COMMITMENTS

Customer/Officer Guidance

Control Number/Notification

Audit Processing

No Show Report

Overtime Entry

Subpoena Entry

As illustrated above, entering subpoenas represents the most significant time commitment each month, followed by overtime entries, customer and officer guidance, issuing control numbers and notifications, and handling no-show reports. The unit is also responsible for completing annual tasks, which include the following:

COURT LIAISON UNIT ANNUAL TASKS

Filing overtime slips

Purge old ﬁles

eSubpoena updates (every 3 months)

Metro ID issuance

Total Hours

Monthly Hours

371

116

Annual Hours

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

As illustrated above, Office Associate V and Office Associate III each spend approximately forty-one hours annually on the assigned tasks, accounting for 20.5 hours per individual. The following table presents various hourly averages:

COURT LIAISON UNIT TASK ESTIMATED AVERAGES (HOURS): 2024

No show report

Cost recovery

Processing Audit

Receiving subpoenas from processor

Entering subpoenas

Entering overtime

Stamping and sorting slips after entry

Issuing control numbers and notiﬁcations

BRU report

Processing witness checks

Entering control numbers into police menu

Customer and oﬃcer guidance

Total

As illustrated above, the Court Liaison Unit spent an average of ninety-one and a half hours each week completing assigned tasks. The table below displays the required overtime worked by the two employees:

2024 COURT LIAISON UNIT OVERTIME HOURS

Overtime Hours

Number of Employees

Overtime Hours Per Employee (average)

In 2024, 544 hours of overtime were needed to complete these tasks, averaging 272 hours per employee.

(2)

COURT LIAISON UNIT YEARLY WORKLOAD ANALYSIS

A yearly analysis can be developed using the estimated combined monthly and annual work hours. In 2024, an estimated 4,493 hours were required to complete assigned tasks. The following table illustrates this calculation process:

Monthly Avg.	Weekly Avg.	Daily Avg.
40	10	2
5	1	.2
40	10	2
5	1	.2
116	29	6
60	15	3
5	1	.2
40	10	2
5	1	.2
5	1	.2
10	2.5	.5
40	10	2
371	91.5	27.5

Hours

544

272

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

2024 COURT LIAISON WORK HOURS

Monthly Hours

(3)

Hours

Multiplied by 12 Months

Total Hours for 1 year

Other Annual Task Hours

2024 Task Completion Hours

COURT LIAISON UNIT STAFFING ANALYSIS

Before assessing availability and staffing needs, it is essential to review the total number of net hours available for employees to complete their assigned work tasks. To perform this analysis, it is crucial to understand the time off taken by employees, including vacation, sick leave, injury leave, and any other forms of leave.

In 2024, Office Associate V and Office Associate III combined for 437.75 hours of leave time, averaging 218.875 hours each. The following table illustrates this calculation process:

2024 COURT LIAISON UNIT LEAVE HOURS

Total Leave

Number of Employees

Average Leave Per Employee

The standard number of hours in an employee’s work year is 2,080. Factoring in the average 2024 leave hours per employee (218), this amounts to 1,862 hours of available work. Based on this 1,862-hour ﬁgure, a total of 3 employees are required. The following table illustrates this process:

CALCULATION OF COURT LIAISON UNIT STAFFING NEEDS

Total Workload Hours

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

As previously mentioned, the Court Liaison Unit does not track the completion time of workload. Therefore, an estimated completion time is provided. However, the 2.41 in the above analysis aligns with the 544 hours of overtime needed to complete assigned tasks in 2024, considering the current staffing of two employees.

371

4,452

4,493

Hours

436.75

218.40

4,493

1,862

2.41

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

(4)

COURT LIAISON UNIT SUPERVISION

The Court Liaison Unit’s front-line employees are professional staff members. The essential duties of the Office Associate V job classification indicate that this position involves supervising and training subordinate clerical personnel. Elevating the Office Associate V position to the unit’s first-line supervisor will allow the sergeant to be reassigned to a role where police training is the primary skill set, with a focus predominantly on law enforcement responsibilities and first-line supervision.

RECOMMENDATIONS:

The Court Liaison Unit oﬃce associate V position should assume ﬁrst-line supervisor responsibilities for the sergeant position, which is not required.

Increase the Court Liaison Unit Oﬃce Associate III positions from 1 to 2 to meet current workload demands.

SPECIAL EVENTS AND OFF-DUTY SECTION

The Special Events Section and Off-Duty Unit is led by a lieutenant, supervised by a sergeant, and staffed by a Financial Analyst II, an Office Associate V, and an Office Associate IV. The lieutenant works Monday through Thursday, while the sergeant works Tuesday through Friday from 6 a.m. to 4 p.m. The professional staff members work Monday through Friday, from 7 a.m. to 3 p.m.

The Special Events and Off-Duty Section is responsible for planning special events and organizing, as well as scheduling approved department off-duty work. The chart below visually represents the special events and off-duty assignment workﬂow process:

Special Events and Off-Duty Requests

Internal Review and Approval

Event Execution and Employment Detail

Coorindation and Communication

The following sections outline the top three tasks assigned to the professional staff each week, ranked by the time commitment required.

(1)

FINANCIAL ANALYST II

The table below illustrates the top three tasks assigned to and completed by the Financial Analyst II each week:

Operational Planning

Staffing and Scheduling

Billing and Payment Processing

Documentation and Reporting

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Task

Process Involved

Invoice

• Create and enter all off-duty invoices in Munis, and ensure accurate posting: Entering approximately 130 invoices per pay period, totaling over 3,000 annually.

• Verify associated credit card transactions in Authorize.net and submit matched entries to the revenue division.

Audit

• Reconcile each pay period against the revenue stream: Monitor and reconcile five off-duty revenue accounts, averaging $300,000 per pay period and approximately $7.8 million annually.

• Resolve discrepancies, initiate corrections, and audit accounts for outstanding balances or credits.

• Deposit checks via CH cashiers, track wire payments, maintain updated payment reports, and ensure that remittances and journal entries are submitted promptly. I also follow up on overpayments, refunds, and unresolved transactions.

Payment

• Create, submit, and monitor payments to outside agencies: Gather documentation from outside agencies, prepare and submit remittance requests to accounts payable, and track payment status.

• Follow up with agencies upon receipt of payment and maintain accurate records of all transactions to ensure completeness and accountability.

(2)

OFFICE ASSOCIATE V

The table below illustrates the top three tasks assigned to and completed by the Oﬃce Associate V each week:

Task

Process Involved

Accounts Receivable

• Oversee and manage the high-volume accounts receivable process, including invoice payments and check processing for police off duty employment services.

• Invoicing multiple accounts receivable for online credit card transaction orders, closely monitoring payment timeframes to ensure credit card holds do not expire. Capture payments and process final paperwork for payroll.

• The growing number of events across the city, often occurring simultaneously, results in time-intensive processing that must be completed before payroll closeout.

Payroll Administration

• Handle data entry for large-scale special events and permanent jobs, ensuring the accuracy of roster reports and invoices, and resolving any discrepancies with pay slips.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

• Enter a significant volume of off-duty pay slips into the Paradox Payroll system while auditing payroll data to identify and correct errors or discrepancies.

• Review and audit a large volume of pay slips, notifying coordinators of required corrections and addressing any entry errors. Investigate payment discrepancies with the Finance department to ensure accurate resolution.

Operations Management

• Manage the daily operations of the assigned office, ensuring efficiency, organization, and the seamless execution of all administrative tasks and responsibilities in compliance with department guidelines.

• Assist Office Associate IV with temporary job staffing, as well as train and supervise new staff members in the office. Assist the sergeant and lieutenant with any other aspects of the off-duty employment office.

(3)

OFFICE ASSOCIATE IV

The table below illustrates the top three tasks assigned to and completed by the Oﬃce Associate IV each week:

(4)

Task

Process Involved

Job Request

• Coordinate and staff temporary job requests received via phone and email by assigning a job number, writing up the request form, preparing the invoice, sending a payment link to the customer, assigning and coordinating staff after payment has been made, finalizing paperwork, and entering off-duty slips for payroll upon completion of the jobs.

Administrative

• Answer phone calls, transfer calls to department personnel, and assist with payroll audits.

Pay

• Enter and pay out coordinated off-duty jobs.

SPECIAL EVENTS AND OFF-DUTY SECTION WORKLOAD

The table below illustrates the total number of special events and off-duty assignments that are scheduled and planned by the section:

SPECIAL EVENTS AND OFF-DUTY ASSIGNMENTS: 2022 - 2024

Special Events

Off-Duty

3,294

Total

3,399

As illustrated above, the number of special events and off-duty assignments increased from 2022 through 2024. The following chart displays this same information visually:

2022	2023	2024
105	87	125
3,271	3,318
3,358	3,443
MATRIX CONSULTING GROUP	30

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

SPECIAL EVENTS AND OFF-DUTY ASSIGNMENTS: 2022 - 2024

3,294

105

2022

2023

Special Events

The table below illustrates various averages for 2024:

SPECIAL EVENTS AND OFF-DUTY AVERAGES: 2024

2024

Monthly Avg.

125

Special Events

Off-Duty

3,318

Total

3,443

As illustrated above, an average of 2 special events and 63 off-duty jobs were organized and scheduled each week in 2024.

(5)

SPECIAL EVENTS AND OFF-DUTY SECTION WORKLOAD ANALYSIS

The completion times for workloads in roles, such as those within the Special Events and Off-Duty Section, are often undocumented, complicating the ability to conduct a workload-based staﬃng analysis. Performance metrics, including completed work products, timely task completion, and work backlogs, frequently inﬂuence staﬃng levels.

SPECIAL EVENTS ANALYSIS

The time required to process each special event varies based on several factors, including the event's complexity. Currently, the section does not track completion times. To analyze workload, an estimated 16 hours of completion time is used. Smaller events may take less time, while larger events may take more.

As previously described, 125 special events took place in 2024. Based on the estimated 16-hour completion time for each event, a total of 2,000 workload hours were required. The following table illustrates this process:

SPECIAL EVENTS WORKLOAD CALCULATION

Total Special Events

Multiplied by 16 Hours

Total Workload Hours

3,318

3,271

125

2024

Off-Duty

Weekly Avg.

Daily Avg.

10.4	2.4	.3
276.5	63.8	9.1
286.9	66.2	9.4

125

2,000

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

OFF-DUTY EMPLOYMENT ANALYSIS

The time required to process each off-duty employment application varies based on several factors, including the complexity of the job. Currently, the section does not track completion times. To analyze workload, an estimated 3 hours of completion time is used.

As previously described, 3,318 off-duty employment applications were processed in 2024. Based on the estimated 2-hour completion time for each application, a total of 6,656 workload hours were required. The following table illustrates this process:

OFF-DUTY EMPLOYMENT WORKLOAD CALCULATION

Total Off-Duty Applications

Multiplied by 2 Hours

Total Workload Hours

Special events and off-duty employment accounted for 8,656 hours of workload in 2024.

(6)

SPECIAL EVENTS AND OFF-DUTY SECTION STAFFING NEEDS

As previously mentioned, completion times for workloads in roles such as those in the Special Events and Off-Duty Section are often undocumented, complicating the ability to conduct a workload-based staﬃng analysis. Using the estimated workload hours noted above, an analysis of staﬃng needs can be completed.

The standard number of hours in an employee’s work year is 2,080. After accounting for vacation, sick leave, training, and other absences, a ﬁgure of 1,720 hours is typically more appropriate. Using this 1,720- hour ﬁgure, a total of 5 employees is needed. The following table illustrates this calculation process:

CALCULATION OF STAFFING NEEDS

Total Workload Hours

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

As previously mentioned, the Special Events and Off-Duty unit is staffed by a Lieutenant, a Sergeant, a Financial Analyst II, an Oﬃce Associate V, and an Oﬃce Associate IV. Based on the estimated workload completion times, the Special Events and Off-Duty Section is suﬃciently staffed to meet the current workload demands.

(7)

HYBRID APPROACH TO STAFFING

The department currently employs a hybrid approach, utilizing both sworn and professional staff members to staff the Special Events and Off-Duty Section. Police officers provide essential insights into tactical planning, crowd control, and security measures, while professional staff members manage

3,328

6,656

8,656

1,720

5.03

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

logistics, obtain permits, coordinate with vendors, and communicate with event organizers. This cost- effective strategy allows for a more efficient allocation of resources.

While the lieutenant position is used to provide essential insights into tactical planning, crowd control, and security measures in special event planning, professional staff members are uniquely qualified to complete the remaining tasks assigned to the section.

As outlined in the top three tasks section, the Office Associate V manages the daily operations of the office. The sergeant position is required to supervise the off-duty assignments in the field and complete audits.

PAYROLL UNIT

The Payroll Unit is overseen by a Public Safety Payroll Administrator, who works Monday through Friday from 7:00 a.m. to 3:00 p.m. It is also staffed by an Oﬃce Associate V, who works Monday through Friday from 0630 to 1430 hours. The chart below visually represents the payroll workﬂow process:

Timekeeping and Attendance Data Collection

Payroll Processing and Submission

(1)

Data Review and Verification

Issue Resolution and Adjustments

PAYROLL UNIT WORKLOAD ANALYSIS

The Payroll Unit is responsible for completing various tasks associated with the department’s payroll. The table below highlights these tasks:

Payroll Data Entry and System Upload

Final Approval and Reconcilliation

Reporting and Record Keeping

Compliance and Audit

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

PAYROLL UNIT ASSIGNED TASKS

Task

Processes Involved

Payroll Processing

Calculate and process regular, overtime, holiday, and special duty pay. Ensure timely payroll disbursement.

Timekeeping and Attendance

Maintain and audit timekeeping systems and leave records. Track shift differentials, court time, on-call status, and special assignments.

Compliance and Regulations

Ensure compliance with labor laws, employee contracts, and internal policies. Monitor Fair Labor Standards Act compliance.

Leave Management

Track and reconcile all leave and coordinate with city human resources for long-term leave and workers’ comp.

Deductions and Benefits Coordination

Administer payroll deductions and coordinate with human resources on various pension benefits.

Reporting and Audits

Prepare regular payroll reports for command staff, finance, or city auditors. Support internal or external audits.

Budget Support

Provide payroll projections and cost analysis for budgeting and staffing purposes. Monitor and reconcile salary expenses against budgeted funds.

Liaison

Liaison between the department, city payroll, human resources, and finance. Address payroll inquiries and resolve discrepancies for employees.

The completion times for workloads in roles, such as those within the Payroll unit, are often undocumented, which complicates the ability to conduct a workload-based staﬃng analysis. Performance metrics, including completed work products, timely task completion, and work backlogs, frequently inﬂuence staﬃng levels. Although no national standard exists for staﬃng administrative support personnel, it is essential to exercise caution to avoid overburdening these individuals. Assigning too many tasks can lead to health issues, burnout, and high turnover rates.

(2)

PAYROLL UNIT STAFFING

As mentioned earlier in the section, no national standard exists for staffing administrative support personnel. Various associations provide benchmarks, such as the American Payroll Association, which recommends one payroll employee for every 100 to 150 employees, and the Government Finance Officers Association, which advises tailoring staffing to the complexity of functions and regulatory demands.

Based on the project team’s experience with past clients, many police organizations staff their payroll units according to the volume and complexity of payroll, as well as the available technology. Increasing

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

the Payroll Unit’s staﬃng by one employee will reduce the current ratio from 1:285 to 1:190. Increasing the Payroll Unit’s staﬃng by two employees will lower the ratio from 1:285 to 1:142, leading to a more eﬃcient department. The following table illustrates this calculation process:

CALCULATION OF PAYROLL UNIT TO EMPLOYEE RATIOS

Total Department Employees (on payroll)

Divided by 3 Employees

Ratio

Total Department Employees (on payroll)

Divided by 4 Employees

Ratio

Reducing the payroll unit-to-department employee ratio will enhance efficiency in key areas, collectively improving accuracy, lowering costs, and boosting service delivery. These areas include process efficiency, data accuracy and integrity, resource utilization, compliance efficiency, and enhanced communication and service delivery.

The department is in the process of adding an Office Associate III position to the unit. Adding a second position will enable the Public Safety Payroll Administrator to improve efficiency in these key areas and concentrate on auditing tasks.

RECOMMENDATION:

Increase the Payroll Unit's staffing by adding 1 Office Associate position, resulting in 1 Public Safety Payroll Administrator and 4 Office Associate positions. This change will reduce the unit-to-department employee ratio from 1:285 to 1:142, enhancing efficiency in key areas.

PROPERTY AND EVIDENCE SECTION

A lieutenant leads the Property and Evidence Section, which is responsible for the reception, processing, storage, and ﬁnal disposition of all police evidence, as well as managing the department’s ﬂeet, upkeep of the police building, quartermaster functions, and body-worn camera redaction. The following table illustrates the section’s personnel and primary work tasks:

Position	Auth. #	Primary Duties
Lieutenant	1	Provide overall leadership and management.

Supervise day to day operations.

Sergeant 1 assigned to property and evidence. 1 assigned to public records requests/body-worn camera redaction.

Police Oﬃcer Public records requests/body-worn camera redaction.

569

189.6 (1:190)

569

142.3 (1:142)

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

(1)

Position Auth. # Primary Duties

Supervise day to day operations. Assigned to property and evidence.

Property and Evidence Tech II

10 assigned to property and evidence tasks. 1 assigned to quartermaster tasks. 1 assigned to ﬂeet support tasks. 1 assigned to body-worn camera redaction. 1 vacancy.

Property and Evidence Tech I

2 assigned to public records requests/body-worn redaction.

Oﬃce Associate V (P/T)

Oﬃce Associate III (P/T)	1	1 assigned to mail delivery.
Maintenance Worker III	2	2 assigned to miscellaneous labor work and ﬂeet porters.

PROPERTY AND EVIDENCE SECTION WORKLOAD

The following table shows various workload totals for the Property and Evidence Section for 2024:

PROPERTY AND EVIDENCE SECTION WORKLOAD: 2024

Inventory Items in possession

Released Items

Processed Items

Firearms Processed

The following chart displays this same information visually:

PROPERTY AND EVIDENCE SECTION WORKLOAD: 2024

141,035

9,128

Inventory Items in possession

Released Items

The following table illustrates various workload averages in 2024:

Total

14,1035

9,128

16,021

290

16,021

290

Processed Items

Firearms Processed

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

PROPERTY AND EVIDENCE SECTION WORKLOAD AVERAGES: 2024

2024

Released Items

9,128

Processed Items

16,012

Firearms Processed

290

25,430

Total

As illustrated above, on average, the Property and Evidence Section released approximately 25 items, processed 44 items, and processed 1 ﬁrearm daily during 2024.

In 2024, the section had 10 Property and Evidence Technicians who completed various property and evidence-related tasks. On average, each technician released approximately 18 items per week (4 daily) and processed about 31 items per week (6 daily). The following table illustrates this calculation process:

PROPERTY AND EVIDENCE TECHNICIAN WEEKLY AND DAILY AVERAGES: 2024

Total Released Items

Divided by 10 Employees

Total Processed Items

Divided by 10 Employees

Intake processing involves receiving, documenting, and securely storing property or evidence that enters police custody. Property release refers to the process of returning property to its rightful owner, transferring it to another agency, or disposing of it when it is no longer needed or required. The following sections outline the approximate workload time for each of these processes.

INTAKE PROCESSING

The chart below visually represents the evidence/property intake processing workﬂow:

Collection at Scene

Initial Packaging and Labeling

Documentation and Chain of Custody Continuation

Secure Storage

Monthly Avg.	Weekly Avg.	Daily Avg.
760.7	175.5	25
1,334.3	307.9	43.9
24.2	5.6	.8
2,119.2	489	69.7

176

18 Weekly

314

31 Weekly

Submission

Intake Processing

Release or Disposition

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Property and evidence processing times can vary due to several factors, including the type of item, its condition, packaging requirements, documentation, chain of custody, department policies, and available technology.

No universally published source provides exact time estimates for processing items. While government organizations, such as the National Institute of Justice, and professional associations, like the International Association for Property and Evidence, offer general best practices, training, and materials for evidence handling, they typically do not specify time considerations.

Published audits and eﬃciency studies from agencies like the Los Angeles Police Department and the Phoenix Police Department estimate that evidence technicians handle between 20 and 50 items per shift, taking an average of 5 to 15 minutes per item. Similarly, municipal and county job postings for evidence technicians frequently outline expectations, such as processing between 100 and 300 items per week, which suggests a range of 5 to 15 minutes per item. Based on this 5 to 15-minute range, the following table illustrates processing times categorized by task:

AVERAGE PROCESSING TIMES

Task

Initial Intake and Labeling

Data Entry

Packaging and Tagging

Storage Placement and System Update

Average Total Time

PROPERTY RELEASE

The chart below visually represents the property release workﬂow process:

Eligibility Determination

Verification and Authorization

Update System Records

In-Person Release

While the previous section discussed average processing times for property and evidence, technicians are also responsible for returning property to its owners. Similar to processing times, there is no

Time Estimate (minutes)

1 - 3

1 - 2

1 - 5

2 - 5

5 - 15

Scheduling and Notification

Preparation for Release

Retention or Dispositiion of Unclaimed Property

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

universally published source that provides exact time estimates for releasing items. The same audits and eﬃciency studies cited in the previous section estimate that it takes an average of 25 to 50 minutes for each release to be completed. Based on this 25 to 50-minute range, the following table illustrates property release times categorized by task:

AVERAGE PROPERTY RELEASE TIMES

Task

Time Estimate (minutes) 5 - 10

Verify Authorization

(2)

Contact Owner

Prepare For Release

Owner Identification

Sign-Off Documentation

Release Item

Final Logging

Average Total Time

PROPERTY AND EVIDENCE WORKLOAD ANALYSIS

The Property and Evidence Section does not track completion times for its workload. Consequently, the average processing and property release times discussed in the previous two sections will be analyzed. In 2024, the section processed 16,302 pieces of property and evidence, returning 9,128 items to their owners. Based on the larger average time ﬁgures, a total of 11,682 hours were needed to process and release items. The following table illustrates this calculation process:

CALCULATION OF PROPERTY AND EVIDENCE WORKLOAD TIME: 2024

Total Processed Items

Average Processing Time Per Item

Total Process Time

Total Released Items

Average Release Time Per Item

Total Release Time

Total Process Time

Total Release Time

Total Workload Time

(3)

PROPERTY AND EVIDENCE TECHNICIAN STAFFING ANALYSIS

Before assessing availability and staffing needs, it is essential to review the total number of net hours available for employees to complete their assigned work tasks. The standard number of hours in an

2 - 5

5 - 10

3 - 5

2 - 5

5 - 10

25 - 50

16,302

244,530

9,128

456,400

244,530

456,400

700,930 minutes

(11,682 hours)

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

employee’s work year is 2,080. After accounting for vacation, sick leave, training, and other absences, a ﬁgure of 1,720 hours is typically more appropriate. Using this 1,720-hour ﬁgure, a total of 7 technicians are needed. The following table illustrates this calculation process:

CALCULATION OF TECHNICIAN STAFFING NEEDS

Total Workload Hours

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

As mentioned, the Property and Evidence Section has 10 technicians responsible for completing various property and evidence-related tasks. The workload analysis does not include other responsibilities such as storage and organization, evidence retention and disposition, chain of custody control, audits, inventory, and maintenance of equipment and facilities.

(4)

PUBLIC RECORDS REQUESTS/BODY-WORN CAMERA REDACTION WORKLOAD

As mentioned earlier, the Property and Evidence Section handles public records requests related to body- worn camera video and redaction. A sergeant oversees this function, which is staffed by one police oﬃcer, one Property and Evidence Technician I, and two part-time Oﬃce Associates V. The chart below visually represents a typical workﬂow process for police public records requests involving body-worn camera redaction:

Locate and Retrieve Relevant Video

Intake and Clarification

Compile and Format For Release

Correspond with Requester

The table below shows the total number of public records requests and government requests for body- worn camera footage over the past three years:

PUBLIC RECORDS/GOVERNMENT REQUESTS: 2022 - 2024

2022

Public Records Requests

429

Government Requests

3,470

Total

3,899

11,682

1,720

6.79

Review and Redact Sensitive Information

Conduct Legal or Supervisory Review

2023	2024	3 Year Avg.
442	386	419
3,586	4,284	3,780
4,028	4,670	4,199
MATRIX CONSULTING GROUP	40

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

As shown above, an average of 419 public records requests and 3,780 government requests were processed each year from 2022 to 2024. The following chart visually illustrates the totals:

PUBLIC RECORDS/GOVERNMENT REQUESTS: 2022 - 2024

3,586

3,470

429

442

2022

2023

Public Records Req uests

While government requests increased from 2022 to 2024, public records requests slightly declined. The table below displays various averages for 2024:

PUBLIC RECORDS/GOVERNMENT REQUEST AVERAGES: 2024

2024

Public Records Requests

386

Government Requests

4,284

Total

4,670

As illustrated above, approximately 90 requests were processed each week in 2024, which translates to approximately 13 requests daily.

(5)

REQUESTS/BODY-WORN CAMERA REDACTION WORKLOAD ANALYSIS

No universally published source provides exact time estimates for video redaction. According to the United States Department of Justice, video redaction typically requires a frame-by-frame review; at thirty frames per second, a ﬁve-minute video necessitates redacting nine thousand frames. Video redaction is a labor-intensive process, and it is estimated that redacting one hour of video can take two to four hours or more, depending on the complexity of the scene and the tools used. A published audit and eﬃciency study from the Seattle Police Department cited the need for two full-time employees to manage approximately ﬁve hundred video-heavy public records requests annually.

The Property and Evidence Section does not track the completion times of workloads related to body- worn camera redactions or requests for government body-worn camera footage. While the section provided the total number of public records requests processed, it could not specify how many required video redaction. The following analysis presents redaction times based on assumed video lengths of one hour, two hours, and three hours, utilizing two- and three-hour completion times:

4,284

386

2024

Gov ernment Requests

Monthly Avg.	Weekly Avg.	Daily Avg.
32.2	7.4	1.1
357	82.4	11.7
389.2	89.8	12.8
MATRIX CONSULTING GROUP	41

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

CALCULATION OF BWC VIDEO REDACTION WORKLOAD TIME: 2024

Total Public Records Requests

Multiplied By 1 Hour Redaction Time

Total Redaction Time

Total Public Records Requests

Multiplied By 2 Hour Redaction Time

Total Redaction Time

Total Public Records Requests

Multiplied by 3 Hour Redaction Time

Total Redaction Time

As illustrated above, using a one-hour redaction time requires 386 hours, a two-hour redaction time requires 772 hours, and a three-hour redaction time requires 1,158 hours.

Although government requests generally do not require body-worn camera redaction, fulﬁlling these requests still consumes staff time. The time dedicated to each request is not documented. For analytical purposes, one hour of workload is assumed for both public records and government requests. Based on this one-hour estimate, a total of 4,670 hours of processing time were necessary in 2024. The following table illustrates this calculation process:

CALCULATION OF REQUESTS WORKLOAD TIME: 2024

Total Government Requests

Total Public Records Requests

By considering the total video redaction workload time and the processing requests workload time, we can calculate staﬃng needs. The standard work year for an employee consists of 2,080 hours. After factoring in vacation, sick leave, training, and other absences, a more accurate ﬁgure is typically 1,720 hours. Using this 1,720-hour estimate, the following tables show the staﬃng needs related to the three different body-worn camera redaction times:

CALCULATION OF STAFFING NEEDS: 1-HOUR REDACTION TIME

Total Redaction Time

Total Request Processing Time

Total Workload Hours

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

386

772

386

1,158

4,284

386

4,670 Hours

386

4,670

5,056

1,720

2.93

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

CALCULATION OF STAFFING NEEDS: 2-HOUR REDACTION TIME

Total Redaction Time

Total Request Processing Time

Total Workload Hours

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

CALCULATION OF STAFFING NEEDS: 3-HOUR REDACTION TIME

Total Redaction Time

Total Request Processing Time

Total Workload Hours

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

As illustrated above, factoring in a 1-hour video redaction time requires three employees. Considering 2- hour and 3-hour video redaction times, three full-time employees and one part-time employee are needed. The Property and Evidence Section is staffed with one police oﬃcer, one technician, and two part-time Oﬃce Associates V, who are assigned to manage this workload. Reclassifying one part-time Oﬃce Associate V position to full-time will assist with workload demands.

(6)

PROPERTY AND EVIDENCE SECTION SUPERVISION

All front-line employees assigned to the Property and Evidence Section, except for the currently assigned police oﬃcer, are professional staff members. As mentioned, the section has two Property and Evidence Technicians II supervising the front-line staff. Additionally, the essential duties of the Property and Evidence Technician II job classiﬁcation state that this position involves supervising subordinate personnel. Increasing the number of Technician II positions in the section will allow the two sergeant positions to be reassigned to a role where police training is the primary skill set, with a focus predominantly on law enforcement responsibilities and first-line supervision.

SUPERVISORY SPAN OF CONTROL

Ensuring adequate supervision in police departments is crucial for their operational effectiveness. Supervisors' staﬃng requirements can be evaluated using the span of control ratio, which reﬂects the number of employees they oversee. This ratio has a signiﬁcant impact on the performance and ability of ﬁrst-line supervisors to fulﬁll their various duties effectively. Factors such as job functions, available technology, supervisor capabilities, and staff skills contribute to this ratio.

772

4,670

5,442

1,720

3.16

1,158

4,670

5,828

1,720

3.38

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

A ﬁrst-line supervisor is recommended to have a span of control of no more than seven employees. Using this 7:1 ratio, 3 Property and Evidence Technicians II are required. The following table illustrates this calculation process:

CALCULATION OF FIRST-LINE SUPERVISORY STAFFING NEEDS

Total Number of Employees

Divided by 7

Total Number of Supervisors Needed

(7)

PROPERTY AND EVIDENCE SECTION MANAGEMENT

As noted earlier, the Property and Evidence Section is overseen by a lieutenant. Appointing a professional staff manager with skills more closely aligned to these responsibilities will enable the lieutenant to transition into a role primarily focused on police training, emphasizing law enforcement duties and middle management. Reassigning this role to a professional staff manager will increase employment incentives for professional staff and establish a career ladder that illustrates potential progression from entry-level to supervisory and management positions.

RECOMMENDATIONS:

Reclassify the management position of the Property and Evidence Section from a lieutenant to a professional staff manager.

Reclassify one of the part-time positions assigned to body-worn camera redaction to a full-time evidence technician position to meet current workload demands.

Increase staﬃng in the body-worn camera redaction/public and government records requests area by 1 evidence technician to replace the police oﬃcer position, for a total of 3 full-time positions and 1 part- time position.

2.86

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

CRIMINAL INVESTIGATIONS DIVISION

The Criminal Investigations Division is led by a Major, who is directly supported by a Captain in the chain of command. The following sections outline, evaluate, and summarize staﬃng and organizational recommendations for the three main units with professional staff: the Crime Scene Unit, the Crime Analysis Unit, and the Victim Services Unit.

THE CRIME SCENE UNIT

The Miami Beach Police Department’s Crime Scene Unit (CSU) is a professional staff-led team within the Criminal Investigations Division that operates around the clock. The CSU secures and documents crime scenes, collects and preserves physical evidence, and maintains a clear chain of custody. They utilize advanced techniques such as photography, 3D scanning, ﬁngerprint development, impression casting, and gunshot residue testing. CSU staff prepare detailed reports and may testify in court to support investigations. Their work provides essential forensic support to detectives, enhancing case integrity.

The CSU is led by one professional staff manager, who is supported directly by twelve Crime Scene Technicians and one contracted Senior Latent Print Examiner. The twelve Crime Scene Technicians include ten CS Tech I’s and two CS Tech II’s. The ten CS Tech I’s form the Crime Scene Team, while the two CS Tech II’s and the contracted Senior Latent Print Examiner comprise the Latent Print Team. These two teams will be discussed separately below, following a review of Unit oversight and supervision.

(1)

CRIME SCENE UNIT OVERSIGHT AND SUPERVISION

Currently, the Crime Scene Unit (CSU) at the Miami Beach Police Department is led by a single supervisor—a unit manager responsible for overseeing all personnel, operations, and administrative duties. This manager ensures the quality and consistency of scene processing, maintains evidence protocols, supervises scheduling and training, and acts as the main liaison to detectives, command staff, and outside agencies. Since the CSU operates 24/7, this sole role must manage coverage and response across all shifts, often without direct supervision during off-hours.

Having two supervisory positions within a 24/7 Crime Scene Unit is crucial to guarantee ongoing oversight, quality control, and operational eﬃciency during every shift. Since crime scenes can happen anytime—including nights, weekends, and holidays—dual supervision allows the department to assign one supervisor to each major shift (e.g., day and night). This setup facilitates real-time decision-making, proper scene management, and immediate support for investigators. It also helps ensure that evidence handling, documentation, and chain-of-custody protocols are consistently followed, no matter the hour. Furthermore, having two supervisors balances the workload, boosts accountability, and provides supervisory presence for training, performance reviews, and complex or high-proﬁle scenes.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

(2)

THE CRIME SCENE TEAM

The Crime Scene Unit at the Miami Beach Police Department is staffed by ten Crime Scene Technician I positions, who are responsible for the documentation, collection, and preservation of evidence at crime scenes throughout the city. These professional personnel play a critical role in the investigative process, often being among the ﬁrst responders to major incidents to ensure physical evidence is secured and processed according to professional and legal standards. The unit operates on a 4/10 schedule, with three primary overlapping shifts: day shift (0600 to 1600), afternoon shift (1400 to 2400), and midnight shift (2200 to 0800). This overlapping structure is designed to ensure continuous coverage while allowing for some buffer between shift transitions. Additionally, the department has allocated a swing shift between the afternoon and midnight hours, but this post is currently vacant, potentially creating a gap in coverage during high-call volume evening hours.

In evaluating the staﬃng needs of the Crime Scene Unit, it is essential to consider both the unit’s workload and the operational requirement to maintain 24/7 coverage. Ensuring consistent availability for evidence processing across all hours supports timely investigations and minimizes delays in forensic response.

The following table summarizes the workload of the crime scene unit in 2024 1 .

Crime Scene Unit workload data was provided as a random sampling of one day per month for each of the 12 months in calendar year 2024. This sample was then extrapolated by project staff to estimate total annual workload for 2024, assuming sampled days were representative of typical operational activity.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

CRIME SCENE TECHNICIAN I WORKLOAD – 2024

Process

Photos (Card)

Photos (Disk)

Evidence Processing (Findings)

Footwear Impressions

DNA Kit

GSR

MVAC

Cellphone

SEAL

Warrant Debrief

Search Warrant

ALS

Total 2024	Avg. Wkld	Total Hours
2,849	1.00	2,849.0
428	1.33	569.2
1,415	0.66	933.9
712	1.00	712.0
93	2.50	232.5
745	4.00	2,980.0
31	2.00	62.0
214	3.00	642.0
124	2.00	248.0
60	2.00	120.0
62	2.50	155.0
31	2.50	77.5
31	2.00	62.0
Total:	9,643.1

Evidence Processing (Null)

The table above calculates a total of 9,643 workload hours related to the crime scene team processes in 2024. Below, we utilize this number to make direct staﬃng recommendations.

The base number of hours in an employee’s work year is 2,080. However, when considering vacation, sick leave, training, and other absences, a total of 1,720 hours is typically more accurate for professional staff. The table below illustrates the staﬃng calculation process:

CALCULATION OF CRIME SCENE TECHNICIAN I STAFFING NEEDS

Total Workload Hours (2024)

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

As a result, there should be a total of six FTE authorized for the crime scene functions within the Crime Scene Unit. However, as mentioned before, there is also the need to consider the 24/7 coverage of crime scene technicians when developing a staﬃng recommendation.

While the workload generated by the Crime Scene Unit requires the equivalent of six full-time Crime Scene Technician I positions, additional staﬃng is necessary to support the operational need for 24/7 coverage. Crime scene response isn’t limited to regular business hours; serious incidents such as

9,643

1,720

5.6

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

homicides, assaults, and other violent crimes can happen at any time. To ensure evidence is preserved quickly and investigations are not delayed, trained technicians must be available around the clock.

A minimum staﬃng model that offers continuous coverage across three shifts, including weekends and holidays, requires more than just the number of positions dictated by workload volume. Taking into account days off, leave, training, and the overlapping shifts, ten FTEs is a reasonable baseline to maintain uninterrupted service while preventing burnout and excessive overtime. Without suﬃcient staﬃng, the department risks delays in critical evidence collection, greater reliance on call-outs, and a potential decline in service quality. Therefore, adding four FTEs to the workload-based estimate of six is necessary to fulﬁll the 24/7 operational requirement and to ensure the Crime Scene Unit's reliability and responsiveness.

(3)

THE LATENT PRINTS TEAM

The Latent Prints team at the Miami Beach Police Department operates as a specialized function within the broader Crime Scene Unit. It is staffed by two full-time Crime Scene Technician II positions who are responsible for the examination, comparison, and identiﬁcation of latent ﬁngerprint evidence collected from crime scenes. These personnel perform critical forensic work that supports investigations ranging from property crimes to violent offenses by linking suspects to physical evidence through ﬁngerprint analysis. The unit is further supplemented by a contracted Senior Latent Print expert who provides up to 30 hours of support per week, adding advanced technical expertise and review capacity.

The Latent Prints team operates exclusively during the day shift, reﬂecting both the nature of the analytical work and the need for coordination with detectives, prosecutors, and other forensic staff during standard business hours. While not a 24/7 operation, the team plays a vital role in the timely processing of ﬁngerprint evidence and helps reduce backlogs through both in-house expertise and contracted support. This structure allows the department to maintain consistent output and quality assurance in its latent print comparisons while leveraging specialized external resources to supplement internal capacity.

The following table summarizes the Latent Print workload of the Latent Prints team in 2024:

CRIME SCENE TECHNICIAN II WORKLOAD – 2024

Process

Total 2024

Latent Prints (Cards)

Latent Prints (Eliminations)

The table above calculates a total of 2,272 workload hours related to the latent prints team processes in 2024. Below, we utilize this number to make direct staﬃng recommendations.

Again, a NAWH of 1,720 hours is utilized for this analysis. The table below illustrates the staﬃng calculation process:

Avg Wkld.

Total Hours

3,291	0.66	2,172.06
304	0.33	100.32
Total	2,272.38
MATRIX CONSULTING GROUP	48

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

CALCULATION OF CRIME SCENE TECHNICIAN II STAFFING NEEDS

Total Workload Hours (2024)

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

As a result, the staﬃng of the Latent Prints team should be maintained with two FTE Crime Scene Technician IIs assigned.

RECOMMENDATIONS:

Increase the number of Supervisors within the Crime Scene Unit by 1 FTE professional position.

Allocate one Supervisor for the Day Shift, including Latent Print staff; allocate the second Supervisor for swings and night shifts.

Maintain the current staﬃng of 10 FTE Crime Scene Technician I in the Crime Scene Unit.

Maintain the current staﬃng of 2 FTE Crime Scene Technician II in the Crime Scene Unit.

THE CRIME ANALYSIS UNIT

As a key hub for intelligence, the Miami Beach Police Department's Crime Analysis Unit (CAU) turns raw data into actionable insights that inform the department’s tactical, strategic, and operational decisions. The unit is led by a professional staff manager and staffed by four certified crime analysts, each covering one of the city’s four patrol zones. The CAU’s main goal is to reduce crime and improve public safety by identifying patterns, emerging trends, repeat offenders, and geographic hotspots. Their work includes providing investigative support, analyzing financial and communication data, creating predictive crime maps, linking cases, and monitoring social networks.

(1)

CRIME ANALYSIS UNIT OVERSIGHT AND SUPERVISION

Having one professional staff manager oversee four crime analysts within the CAU is a feasible structure given the unit’s size and scope. With each analyst assigned to a speciﬁc geographic zone, their work is specialized and self-directed, allowing for a clear division of responsibilities. The manager’s role focuses on providing strategic oversight, ensuring analytical consistency, prioritizing workload, and serving as a liaison to command staff and external partners. This span of control is manageable because the unit’s workﬂow is well-deﬁned, and the tasks are primarily analytical rather than operational. As long as the workload remains stable and the unit maintains clear communication channels, a single manager can effectively coordinate efforts, maintain quality control, and support department-wide intelligence needs.

The CAU manager reports to sworn personnel in the chain of command. This can create challenges related to career development and job satisfaction for professional staff, potentially imposing a ceiling on upward mobility, as professional staff may be ineligible for supervisory roles solely due to their non-sworn status. Over time, this can lead to frustration, reduced morale, and diﬃculty retaining highly skilled

2,272

1,720

1.3

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analysts. Establishing professional staff leadership roles beyond the manager position within the crime analysis hierarchy can help address these issues by aligning oversight with technical expertise and supporting long-term career growth for professional staff.

(2)

CRIME ANALYSIS UNIT WORKLOAD

Each crime analyst in the Miami Beach Police Department’s Crime Analysis Unit (CAU) is assigned to one of the city’s four patrol zones. This setup allows for focused expertise and tailored support to meet the unique crime trends and enforcement needs of each zone. By being assigned to a speciﬁc zone, analysts can build a deeper understanding of local patterns, repeat offenders, and environmental risk factors - all key elements highlighted in Santos and Santos' work on effective crime analysis integration within police operations (Santos & Santos, 2019) 2 .

A typical day for a crime analyst in the CAU involves a wide range of analytical tasks that support both short-term enforcement and long-term strategy. These tasks can include:

Tactical Analysis: Identifying crime patterns, series, and repeat offenders to support immediate enforcement or investigative action.

Strategic Analysis: Examining long-term trends to inform resource deployment, beat design, and community engagement efforts.

Administrative Analysis: Producing reports and dashboards for command staff, grant applications, and public communications.

Intelligence Analysis: Linking suspects, locations, and behaviors using phone, ﬁnancial, and network data—often in collaboration with outside agencies.

Predictive Analysis: Forecasting likely future crime locations or times using temporal, spatial, and environmental indicators.

Problem Analysis: Supporting problem-oriented policing initiatives by identifying root causes and recommending targeted interventions.

As outlined in relevant literature, crime analysts must be embedded into daily police operations to maximize their impact. This includes not just generating reports, but actively participating in decision- making processes, brieﬁngs, and proactive planning. The workload of CAU analysts reﬂects this integration, requiring a balance of real-time responsiveness, data interpretation, and strategic foresight to help oﬃcers and leadership make informed, data-driven decisions.

HANDLING THE 24/7 WORKLOAD OF THE CRIME ANALYSIS UNIT

Crime Analysts in the Crime Analysis Unit are provided with take-home laptops to ensure they can effectively respond to requests for information and support outside of their scheduled work hours. This policy is critical in supporting the unit’s ability to access crime databases, mapping software, and

2 Santos, R. G., & Santos, R. B. (2019). A four‑phase process for translating research into police practice. Police Practice and Research, 20(6), 583–599. https://doi.org/10.1080/15614263.2019.1657629

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communication platforms remotely, particularly during off-hours and critical incidents. Maintaining this capability not only enhances the unit’s responsiveness and eﬃciency during time-sensitive situations but also supports timely delivery of actionable intelligence to patrol oﬃcers and investigators. Continuing to provide and maintain this equipment helps reinforce expectations around after-hours support and reﬂects the professional support infrastructure needed in a 24/7 policing environment.

RECOMMENDATIONS:

Maintain the current line-level staffing in the Crime Analysis Unit.

Hire to fill the authorized, but vacant, professional Crime Analysis Manager position.

VICTIM SERVICES UNIT

The Victim Services Unit at the Miami Beach Police Department provides essential support services to victims of violent and traumatic crimes, including domestic violence, sexual assault, homicide, aggravated assault, and robbery. Staffed by trained and certiﬁed advocates, the unit operates during weekday hours and offers 24/7 on-call coverage to respond to crises. Advocates assist victims by providing emotional support, crisis counseling, court accompaniment, and referrals for shelter, legal aid, food assistance, and victim compensation.

They work closely with detectives, prosecutors, hospitals, and social service agencies to ensure a coordinated response. Additionally, they help victims understand their rights, prepare protective injunctions, and navigate the criminal justice process with conﬁdence and clarity. By offering compassionate, professional, and timely support, the Victim Services Unit plays a vital role in helping survivors feel empowered, protected, and connected to the resources they need to begin recovery.

(1)

VICTIM SERVICES UNIT MANAGER

As the leader of the Miami Beach Police Department's Victim Services Unit, the VSU Manager oversees the unit's daily operations and ensures high-quality care for victims. They supervise all victim advocates, manage the unit's day-to-day activities, and provide key leadership.

Core responsibilities of the position include:

Program Oversight: Managing the delivery of victim services to ensure consistency, responsiveness, and compliance with legal and professional standards.

Case Management Review: Reviewing intake forms, case documentation, and service delivery logs to maintain accurate records and support eﬃcient workﬂows.

Training & Supervision: Providing guidance, support, and professional development opportunities for advocates.

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Interagency Coordination: Serving as the main liaison between the police department and external partners (e.g., State Attorney’s Oﬃce, shelters, hospitals, and victim compensation programs).

Policy Development: Updating procedures and protocols based on best practices and legal mandates.

Crisis Response Coordination: Overseeing the unit’s 24/7 on-call operations and ensuring proper staﬃng and preparedness for major incidents.

Ultimately, the manager ensures that victims receive timely, compassionate, and effective support while also strengthening the department’s capacity to respond to violent crimes through a trauma-informed, victim-centered approach.

For the Victim Services Unit Manager, a 1:5 span of control ratio is practical. It enables effective oversight while still offering personalized guidance and support for each advocate. Since victim services are sensitive and specialized, a smaller team allows the manager to closely monitor casework, provide regular supervision, and ensure trauma-informed practices. This ratio also supports quality assurance through timely reviews of documentation, coordination of on-call schedules, and personalized professional development. Additionally, the manageable team size allows the manager to stay actively involved in interagency collaboration and case planning without becoming overwhelmed by administrative tasks. Overall, a 1:5 ratio strikes a balance between accountability and responsiveness, ensuring both advocates and the victims they serve receive the support they need.

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VICTIM ADVOCATES

The Victim Services Unit at the Miami Beach Police Department is currently staffed with four of the ﬁve authorized advocate positions ﬁlled, ensuring robust coverage and support for victims of serious crimes. This staﬃng level allows the unit to maintain weekday in-person services and 24/7 on-call availability while ensuring manageable caseloads among team members. With just one vacancy, the team remains agile and responsive, though the missing position does concentrate duties on remaining staff— particularly affecting shift coordination and case distribution. Despite this, the current conﬁguration sustains high-quality service delivery, as the manager can work closely with each advocate to ensure compliance, offer timely guidance, and maintain interagency relationships. Filling the remaining position would enhance scheduling ﬂexibility and further reduce after-hours burden, but even now the unit operates effectively with skilled advocates-in-place.

VICTIM ADVOCATES WORKLOAD

The following table summarizes the caseload experienced by the MBPD Victim Services Unit by month in calendar year 2024. These cases are multiplied by an average case workload of eight hours to calculate the total hours of workload in 2024.

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VICTIM ADVOCATE WORKLOAD BY MONTH – 2024

Month

# Cases

January

February

March

April

May

June

July

August

September

October

November

December

Total

The table above shows that the 1,076 cases that victim advocates worked in calendar year 2024 account for a total of 8,608 workload hours to be handled. The section below utilizes this workload number to make a direct staﬃng recommendation for the Victim Services Unit.

CALCULATION OF VICTIM ADVOCATE STAFFING NEEDS

Total Workload Hours (2024)

Divided by Total Net Available Hours for 1 Employee

Total Number of Employees Needed

The findings indicate that the staffing level required is 5.00 FTE in the Victim Services Unit. Authorized staffing, excluding the Manager position, is five FTE. As a result, staffing in the Victim Services Unit should be maintained.

RECOMMENDATION:

Maintain the current staﬃng in the Victim Services Unit. Hire to ﬁll the vacant advocate position immediately.

# Hrs.

736

112

896

107

856

100

800

106

848

576

752

672

704

616

520

632

1,076

8,608

1,720

5.00

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TECHNICAL SERVICES DIVISION

The Technical Services Division (TSD) of the Miami Beach Police Department 3 operates within the Administrative Bureau and provides essential support to the department’s operational and administrative functions. It encompasses the Information Resources Unit, responsible for maintaining CAD/RMS systems and internal IT infrastructure; and the Records Unit, which handles records management, public records requests, and archival of reports and digital evidence. Further, the division houses the Technical Operations Unit and Real Time Intelligence Center. Collectively, these units ensure that MBPD operates eﬃciently, transparently, and with technological innovation in support of its public safety mission.

The following sections outline overviews and analyses for the assigned units within the scope of work: the Records Management Unit, the Technical Operations Unit, and the Real Time Intelligence Center.

RECORDS MANAGEMENT UNIT

The Records Management Unit consists of one FTE Records Manager, one FTE Records Supervisor, one Police Records Technician, seven (1 current vacancy) Office Assistant IIIs, and one Office Assistant IV. The unit is responsible for maintaining accurate law enforcement records related to all functions concerning MBPD.

(1)

RECORDS MANAGEMENT UNIT SUPERVISION

The Records Manager and Records Supervisor are responsible for the oversight of the unit as a whole. The list below includes, but is not limited to, the roles and responsibilities assigned to the Records Manager and Supervisor regarding records functions:

RECORDS MANAGER

Develops policies and long-term records management strategies

Ensures compliance with state/federal records laws and CJIS standards

Manages budget, staﬃng levels, and resource allocation

Acts as liaison with legal, courts, and outside agencies

Analyzes unit performance and implements improvements

Oversees supervisors and manages high-level personnel issues

The TSD is led by a Major who is directly supported by a Captain. Currently, these personnel have no administrative support within the division, something that is present in all other divisions throughout the organization. The current trends in American policing will see the TSD grow in coming years, and, as a result, it will be integral to provide these leadership positions with administrative support that mirrors the reminder of the organization.

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RECORDS SUPERVISOR

Oversees daily operations and staff task assignments

Ensures accuracy and legal compliance of records

Trains new staff and updates team on policy changes

Processes or oversees public records and subpoena requests

Manages schedules, coverage, and basic personnel issues

Prepares performance and productivity reports

The Records Manager and Supervisor positions are integral to the overall success of the Records Management Unit and should be maintained at all times.

(2)

RECORDS WORKLOAD

Records personnel provided the MCG project team with data related to the various task types associated with their workload and counts of how many times each task was completed in a given year. The table below displays the primary task types handled by Records personnel, along with the number of times each task was completed in the provided year (2024).

2024 RECORDS WORKLOAD METRIC

Phone calls received

5,000

Front counter activity

10,000

IDs created

150

Merged OIRs

21,922

Citations Processed

3,000

Expunged/Sealed

218

Background requests received

115

Avg. Duration (Min.)	Total Duration (Min.)	Total Workload (Hrs.)
10.0	50,000.0	833.33
10.0	100,000.0	1,666.67
15.0	2,250.0	37.50
30.0	657,660.0	10,961.00
10.0	30,000.0	500.00
35.0	7,630.0	127.17
35.0	4,025.0	67.08
Total Hours (2024):	14,192.75

Workload Metric

The unit managed over 14,192 hours of work in 2024, with the largest share arising from margining OIRs. These ﬁgures highlight the Records Management Unit’s substantial and varied responsibilities, emphasizing the necessity for adequate staﬃng and operational eﬃciency to handle the volume and complexity of tasks throughout the year.

To develop the annual work hours value into a staffing recommendation, that value is divided by the average net yearly work hours of a professional staff employee. A professional staff employee's average net annual work hours are determined by accounting for vacation, sick leave, training, and other

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absences. In the experience of the MCG project team, this value is 1,720 net annual work hours. The table below outlines the staffing calculation.

RECORDS PERSONNEL STAFFING CALCULATIONS

Total Records Workload Hours

Divided by Total Net Available Hours (1 FTE)

Total Number of FTE Needed

The calculation above summarizes the need for 9 FTE authorized personnel to handle the non- supervisory-based workload of the Records Management Unit. As a result, the currently authorized 9 FTEs should be maintained.

RECOMMENDATION:

Maintain the authorized staﬃng in the Records Management Unit.

TECHNICAL OPERATIONS UNIT

At the Miami Beach Police Department, the Technical Operations Unit (TSU) plays a crucial role in keeping the Real-Time Intelligence Center (RTIC) running smoothly. TSU handles the technology that makes the RTIC work, including setting up and maintaining over 850 cameras, license plate readers, and marine radar systems. These systems give the RTIC real-time data and video, which is key to its mission of improving situational awareness and proactive policing. The TSU also runs the department’s drone program, using drones to gather aerial intelligence during critical incidents and integrating them into RTIC operations. On top of that, TSU makes sure RTIC analysts have secure access to data, real-time analytics, and reliable IT infrastructure. Further, the Technical Operations Unit is responsible for the deployment and functionality of MBPD’s Mobile Command Unit in mission critical calls for service.

With this technical and operational support, the TSU helps the RTIC be a highly responsive and effective hub for intelligence, crime prevention, and coordinated response.

The section below summarizes the remaining functionalities of the RTIC and how the members of the Technical Operations Unit are integral to the overall success of the RTIC.

REAL-TIME INTELLIGENCE CENTER

At the Miami Beach Police Department, the Real Time Intelligence Center (RTIC) is a cutting-edge command hub that combines live data and analytics for swift, informed law enforcement responses. This hub went live in late 2024 within MBPD headquarters, integrating around 850 ﬁxed cameras with over 1,600 video feeds, 30 license plate readers, a maritime radar network, social media threat-monitoring tools, and real-time drone control. The RTIC is staffed by analysts and trained oﬃcers, providing continuous surveillance and situational awareness. When an incident occurs, data from multiple sources streams directly into the RTIC, where analysts can detect anomalies, validate threats, and direct responses in real time.

14,192.75

1,720

8.25

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The Miami Beach Police Department’s RTIC drone program is built around Skydio’s “Drone as a First Responder” initiative 4 , using rooftop-deployed X10 drones that provide live aerial support faster than patrol vehicles. These drones can be launched remotely from the RTIC, allowing autonomous operation across the city. Equipped with high-speed ﬂight capabilities, thermal and night vision, and advanced obstacle avoidance, the drones stream real-time video directly to oﬃcers and analysts. They often arrive on scene ﬁrst for priority incidents, offering aerial views that help locate suspects, assess scene safety, and direct oﬃcer response. This integration enhances situational awareness and improves the speed and precision of police operations.

The RTIC is currently staffed with six RTIC specialists (three of whom are currently vacant) and supplemented with light-duty sworn oﬃcers for direct support. Currently, the RTIC operates five days a week in a swing shift configuration, staffed from 1100 to 2100 hours; however, the goal of a fully functional RTIC is to deploy these capabilities 24 hours a day, seven days a week. The following section outlines the needs of MBPD to accomplish this goal.

(1)

IMPLEMENTING A 24/7 RTIC DEPLOYMENT

To effectively staff a Real-Time Intelligence Center (RTIC) on a 24/7 basis, MBPD must align deployment levels with call volume trends, ﬁeld activity intensity, and the complexity of available technology (e.g., the number of surveillance feeds, drones, and license plate readers). While the speciﬁc staﬃng formula should reﬂect agency size and operational tempo, a scalable best-practice model is typically built around three 8-hour shifts with overlapping coverage during peak demand hours.

Below is a recommended deployment model for a mid-sized city RTIC that supports a robust surveillance network and real-time coordination with patrol:

4 It should be noted that these drone operations are not the sole drone operations within MBPD. Other drone pilots and resources are found in patrol operations, traﬃc reconstruction, and investigations, to name a few.

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RTIC 24/7 STAFFING MODEL – GENERAL GUIDELINES

(2)

Start Time

Shift

Day Shift

0700

Evening Shift

1500

Night Shift

2300

RATIONALE AND CONSIDERATIONS BY SHIFT

The following excerpts outline the rationale and considerations by shift for optimal deployment of the RTIC in the future.

DAY SHIFT (0700–1500)

This shift handles the administrative load, coordination with detectives and command staff, and morning crime reviews. Surveillance activity is also high due to school zones, public spaces, and commuter volume. At least three staff members (supervisor and two analysts) are recommended, plus one technician to support system diagnostics and video retrieval requests.

EVENING SHIFT (1500–2300)

Typically, the busiest for both calls for service and crowd density (e.g., nightlife, rush hour), this shift requires similar staﬃng levels as the day shift, with the addition of drone operator capability if UAVs are deployed for ﬁrst response. One analyst should be dedicated to live-monitoring high-crime areas, while the other focuses on data entry, BOLO generation, or investigative support.

NIGHT SHIFT (2300–0700)

This shift often sees fewer calls but heightened severity (DUIs, assaults, thefts). While demand is lower, a lead analyst should be present to triage incidents and prepare overnight bulletins. A technician may be on-call or shared via IT during this window unless the system is particularly drone- or video-intensive. For agencies using drones for after-dark surveillance or thermal imaging, a certiﬁed operator should be embedded or on standby.

End Time

Minimum Staﬃng

1 supervisor 2 analysts 1 tech operator

1500

1 supervisor 2 analysts 1 tech operator

2300

1 lead analyst 1 analyst 1 tech operator (on-call)

0700

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(3)

TOTAL STAFFING RECOMMENDATIONS

The following table summarizes the total staﬃng recommendations needed to accomplish the 24/7 staﬃng model for the RTIC at MBPD:

TOTAL STAFFING RECOMMENDATION BY POSITION TYPE

Position Type

# FTE Needed

RTIC Manager

Supervisors/Shift Leads

RTIC Analysts

Technical Systems Operators

This model can scale up for large jurisdictions with multiple camera grids or down for smaller agencies by consolidating functions (e.g., dual-role analyst-technicians) or using on-call capacity. For cities like Miami Beach, where the RTIC supports a dense urban environment and drone deployments, maintaining robust staﬃng during afternoon and evening hours is particularly crucial for ensuring the delivery of real- time, actionable intelligence to the ﬁeld.

RECOMMENDATIONS:

Maintain the current staﬃng of the Real Time Intelligence Center.

Seek to expand the staﬃng of the RTIC in a strategic manner to expand to 24/7 operations.

Maintain the current staﬃng of the Technical Operations Unit to provide adequate and targeted support to the efforts of the RTIC.

Position Responsibilities

• Day Shift • Administrative oversight • Budgeting and personnel

• Shift-by-shift oversight • Training • Reporting (if necessary)

• Monitors data • Identiﬁes threats • Supports real-time police response.

6-9

• Maintains RTIC software, surveillance feeds, and data systems.

2-3

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OPERATIONS DIVISION

The following provides analysis of current public safety specialist (PSS) program, current scope and workload, as well as opportunities to expand their use in call diversion strategies.

OVERVIEW OF THE CURRENT PROGRAM

The Miami Beach Police Department currently allocated 12 full-time equivalent positions (FTEs) as public safety specialists (PSS), a civilian role working in operations. Of the 12 FTEs, all are ﬁlled.

The public safety specialist position is designed to assist sworn personnel with workloads, including both completing responses to events and handling administrative duties, that do not require sworn personnel to handle, but would otherwise default to sworn personnel.

(1)

CURRENT ASSIGNMENTS

PSS staff have a variety of different roles and shifts, and can be tasked with specialized roles, such as handling desk duty at a station, traﬃc mitigation, and handling calls for service. They are currently assigned as follows:

CURRENT PUBLIC SAFETY SPECIALIST (PSS) ASSIGNMENTS

FTE	Assignment	Description
2	RDA	Assigned to the redevelopment agency (RDA) area
Works the desk at the substation	1	NESS
9	Field	Traﬃc mitigation support, non- emergency call response

The NESS and RDA roles are relatively ﬁxed in the sense that they are assigned to a speciﬁc duty. As a result, this analysis will focus primary on the role of the 9 PSS assigned to ﬁeld duties.

Working from 1400 to 2200, the positions were allocated within the last few years to handle traﬃc mitigation duty, in which they control traﬃc as a ﬁxed assignment from 1530-1900, accounting for nearly half of their entire shift length. This duty is only needed on weekdays, hence their workdays being Monday through Friday. Previously to the addition of the 9 PSS positions, sworn police oﬃcers would handle this duty, resulting in as many as 28 hours daily (over 7,000 annually) of sworn availability being taken up by

Shift

1100 – 1900, Mon-Fri / Tue-Sat

0600 – 1400, Mon-Fri

1400 – 2200, Mon-Fri

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the duty, reducing their ability to handle other call-related workloads and to be proactive in the ﬁeld. As a result, the PSS positions were added to alleviate the sworn personnel.

However, this also means that the time of PSS personnel assigned to the ﬁeld is largely taken up by this duty, during which they cannot fulﬁll other roles in which they are permitted to handle, such as responding to non-emergency calls for service in the ﬁeld. Out of their shift from 1400 – 2200, only 1400 – 1530 and 1900 – 2200 are available to perform other functions. And, given that the tail ends are realistically not as available due to brieﬁng and returning to the station after adding gas, only about 3 of 8 hours can generally be spent on other duties, with the bulk of that occurring during the early evening hours.

(2)

SUPERVISION OF PUBLIC SAFETY SPECIALISTS

Public safety specialists report to the sergeants assigned to each zone on a daily basis, who are responsible for supervising them. Formally, however, the PSS program is led by a patrol captain, who manages the program in an administrative capacity. Assigned sergeants complete the PSS’ performance evaluations, but they may not be the sergeant that they work with on a daily basis. The evaluations are then approved up the chain of command through the rank of major.

Ultimately, the day-to-day supervision is disconnected from the administrative supervision. Especially given that the sergeants supervising the PSS in the ﬁeld do not report to the captain managing the program, the performance evaluations of PSS personnel are inherently completed by a manager that does not work with them in the ﬁeld.

Furthermore, sergeants supervising the PSS, who may only have two PSS direct reports and 6-10 oﬃcers, are primarily tasked with sworn supervision in the ﬁeld, and have signiﬁcant administrative duties in reviewing resorts outside of ﬁrst-line supervision in support of police oﬃcers. As a result, their ability to provide direct supervision to the PSS personnel is relatively limited, particularly involving their traﬃc mitigation duties, which is thus largely not directly supervised.

To improve the quality of supervision for PSS staff as the program continues to grow, it is critical to join effective day-to-day ﬁeld supervision of the program with its administrative supervision (i.e., the person conducting their performance evaluations and making other administrative decisions). This requires a dedicated supervisor who can work with the PSS staff in the ﬁeld. One complicating factor is that the PSS staff share some overlapping roles with police oﬃcers, in that they respond to calls for service in the ﬁeld. Sergeants can assign and call off personnel – whether sworn or civilian – from handling calls for service, thus presenting an inherent overlap in ﬁeld supervision decisions.

As a result, the dedicated supervisors for PSS staff should be established as leads, whereby they function as the ‘oﬃcer (PSS)-in-charge’, but are not equal in command hierarchy to a patrol sergeant. The vast majority of the supervisory interactions of PSS staff in the ﬁeld would be with their lead PSS supervisor, but sergeants would retain the ability to manage ﬁeld operations as they do today. This presents a medium between two imperfect situations for supervising PSS staff – one where they have split ﬁeld and administrative supervision, and one where, if a PSS lead functioned as a civilian sergeant, their

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supervision would create parallel command structures in the ﬁeld. Instead, establishing two PSS as leads can mitigate these issues and retain a joined administrative and ﬁeld supervision of PSS staff.

Operational decisions regarding PSS deployment – particularly in response to calls for service – should remain under the authority of the zone sergeants.

The lead public safety specialist position would require a new classiﬁcation and increased pay as an incentive, resulting in minor cost impacts. However, given that the positions would function as leads, and thus not signiﬁcantly detract from their capacity to handle workloads, the change would not require new FTEs to be added. Instead, two of the existing PSS positions could be converted to the new lead classiﬁcation.

Recommendations:

Establish a new Lead Public Safety Specialist position to provide dedicated supervision to Public Safety Specialist personnel in the ﬁeld.

Convert 2 of the existing 12 Public Safety Specialist FTEs to the new Lead Public Safety Specialist classiﬁcation, resulting in minor cost impacts, but no net change in total FTEs.

(3)

CURRENT PSS CALL FOR SERVICE RESPONSES

The project team evaluated the current extent of call diversion to public safety specialists by analyzing the department’s computer-aided dispatch data, ﬁltering incidents to those where a unit ID matched a public safety specialist.

It should be noted that the PSS program is new, and not all positions were ﬁlled during the year of data used (2024). Moreover, traﬃc control takes up about half of the current public safety specialists assigned to the ﬁeld on afternoon shift. As a result, time to respond to calls is limited. Nonetheless, PSS responded to over 1,300 calls for service (CFS) in 2024, diverting them from sworn response. At an average handling time (elapsed time from dispatch to the call being cleared), this represents a substantial amount of workload.

The following chart visualizes the most common call types that were diverted, as well as the hours in which they were most likely to occur:

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MOST COMMON CALL TYPES HANDLED BY MBPD PUBLIC SAFETY SPECIALISTS (2024)

Incident Type	# CFS	HT
17-TRAFFIC CRASH	500	96.9
27-LARCENY	186	91.6
18-HIT AND RUN	139	90.5
22-STOLEN VEHICLE	83	87.3
26-BURGLARY	73 119.2
14-INVESTIGATION	60
28-C MISCF/GRAFFITI	59 101.3
20-TRAFFIC DETAIL	40	60.1
34-DISTURBANCE	36	48.7
26A-VEHICLE BURG	33	94.9
All Other Types	148	61.1
Total	1,357	88.2

12a

55.8

It should be noted that the call frequency statistics use the time stamp for call creation, rather than the time stamp that the call was responded to. This may explain the number of calls show as a PSS response during hours in which they do not work.

EVALUATION OF OPPORTUNITIES TO EXPAND CALL DIVERSION

This chapter examines the feasibility of expanding current approaches to call diversion through public safety specialist position using existing MBPD policy frameworks and maximizing the effectiveness of the program through augmented deployment and staﬃng.

(1)

FRAMEWORK FOR CALL DIVERSION

Reducing patrol workload through an array of different approaches can free patrol oﬃcers’ time to focus on the types of activities that most beneﬁt from their skillsets, such as proactive policing, responding to emergency calls for service, and engaging with the community.

The following pair of diagrams demonstrates this illustratively, placing civilian call response (e.g., through public safety specialists) as part of an array of different approaches, including telephone and online reporting, as well as mental health specialist response:

4a 8a 12p 4p 8p

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Before Implementing Call Diversion Approaches

After Implementing Call Diversion Approaches

Without alternative response approaches, patrol workload becomes overburdened with calls for service that do not require sworn oﬃcer skillsets to handle, reducing their ability to be proactive.

Instead, increasing the percentages of calls diverted to other means can increase level of service provided to the public by freeing patrol oﬃcers up to be more proactive, more engaged, and have more time to focus on the activities that beneﬁt most from their skillsets and training.

(2)

COMPARATIVE DATA ON CALL DIVERSION PROGRAMS

To inform the call diversion analysis, the project team used comparative data from other agencies that deploy civilian responders (equivalent to MBPD’s PSS personnel) to handle calls for service in the ﬁeld. In each of these agencies, CAD data has been analyzed using the same methodology to provide for a more level analysis. While agencies can have vastly different approaches to categorizing calls, many of the types of calls relevant to this analysis are similarly deﬁned between agencies, with differences mainly relating to severity if the call category has subtypes (e.g., minor and major injury accidents). To further

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provide for a level analysis, agencies have been selected from the same state, given that call categories may be closely tied to penal/criminal code numbering systems.

Nonetheless, some aggregation of call types is needed to group calls under the same broad categories. For instance, a CAD database may have a call type for “Missing Juvenile” but not “Runaway Juvenile”, while others have distinct call types for both. The following table summarizes the results of this comparative analysis, showing the percentage of calls that are diverted to PSS-equivalent personnel in each agency by type of call:

% OF CALLS HANDLED BY CIVILIAN RESPONDERS DURING THEIR ON-DUTY HOURS

Rancho Cordova

Fremont

50%

Traﬃc Hazard

25%

Theft

20%

Accident (Non-Inj.)

65%

Theft From Vehicle

66%

Auto Theft

65%

Recovered Stolen

70%

Lost/Found Property

56%

Graﬃti

15%

Vandalism

50%

Runaway/Missing

60%

Burglary-Residential

74%

Burglary-Comm.

Mountain View

Roseville West Sac. Max

11%	-	50%	-	50%
41%	39%	35%	53%	53%
22%	14%	42%	-	42%
41%	56%	46%	66%	66%
45%	42%	55%	62%	66%
44%	35%	58%	21%	65%
18%	47%	67%	50%	70%
-	80%	-	50%	80%
20%	37%	47%	49%	49%
25%	40%	48%	37%	50%
38%	39%	52%	50%	60%
60%	39%	60%	50%	74%
15%	33%	49%	63%	63%
27%	70%	-	82%

Type

Fraud

82%

Parking Complaint

-	21%	Grand Theft
16%	15%	Accident (Min. Inj.)
-	12%	Property Pickup
% of All CFS	20%	11%
31%	30%	59%	59%
12%	47%	-	47%
-	93%	-	93%
10%	29%	12%	29%
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On average, the agencies included in the comparison diverted 16% of their calls for service, up to a max of 29%. This is particularly impressive given that the PSS-equivalent call handlers are not on duty for all 24 hours of the day. Furthermore, for the hours that they are on duty, factors such as deployed staﬃng being less than the number needed to handle all calls of the types they are able to handle, as well as short-term bursts of these calls requiring sworn oﬃcers to handle them, underscore the point that many of the percentages do not represent the maximum potential, but rather the minimum.

From this analysis, it is clear that there are prevailing practices and signiﬁcant precedents for a wide range of calls to be handled by civilian responders as an alternative. This includes many calls involving the report of crimes, such as burglaries (past tense/’cold’ only), fraud, and theft incidents; as well as a number of process-oriented workloads such as events involving lost/found property or recovered stolen property.

The common traits among the selected call types principally include the following:

Lack of on scene suspects/perpetrators; consequently, low risk involved.

Lack of two conﬂicting parties (such as in a domestic incident).

Arrests do not need to be made in responding to the call.

These criteria, along with the call types highlighted in the comparative research, align well with MBPD’s own policies and procedures, which give relatively similar descriptions for the types of calls for service that public safety specialists are permitted to handle.

(3)

POTENTIAL TO EXPAND PSS CALL DIVERSION

The project team analyzed MBPD computer-aided dispatch (CAD) data covering a period of one year (calendar year 2024) to examine the potential for expanded call diversion through public safety specialists. Incidents were examined that meet the following criteria:

Filtered to community-generated calls for service only. If the incident was self-initiated (source listed as radio/oﬃcer-generated), it was excluded.

At least one sworn unit must have responded to the event.

The call type must correspond to the incident types included in the comparative research, meet the criteria outlined previously, and be aligned with existing MBPD policy for the scope of public safety specialist activities.

The incident must have occurred within the time period studied (calendar year 2024).

Occur within daytime and evening hours, within a call create time stamp within existing work hours of ﬁeld and RDA public safety specialists (1100-2200) or three hours before (i.e., 0800 – 2200).

The percentage of divertible calls is estimated based on the comparative research, as well as the experience of the project team. The following table presents the results of this analysis:

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TOTAL CALLS AND ESTIMATED DIVERSION

17-TRAFFIC CRASH

20-TRAFFIC DETAIL

27-LARCENY

26-BURGLARY

22-STOLEN VEHICLE

28-CRIMINAL MISCHIEF/GRAFFITI

26A-VEHICLE BURGLARY

54-FRAUD

22R-STOLEN VEHICLE RECOVERED

36R-MISSING PERSON RECOVERY

13T-TRANSPORT REQUEST

PUBLICASST-PUBLIC ASST

# CFS

% Divertible

2,516

55%

575

75%

1,501

75%

469

65%

403

65%

377

75%

241

75%

65%

80%

70%

50%

40%

6,286

–

Cold Reports

Assistance

Total

The ﬁgures include only community-generated calls for service that occur from 0800 – 2200. This takes the current PSS work hours (all ﬁeld and RDA shifts) of 1100 – 2200 and expands it earlier to by three hours, as these are day shift hours that are safer for civilians to work. These hours also feature a higher rate of occurrence for many of the call types that PSS personnel would be able to handle.

(4)

ESTIMATING PSS WORKLOAD UNDER AN EXPANDED PROGRAM

The workload involved in handling a call for service can be estimated by taking the time from the call being dispatched to the primary unit clearing from the call. This is referred to as call handling time, which represents the actual amount of time that a unit was utilized and spent committed to handling the call. Using the average handling time for each type of call for service examined, we can develop a picture of the potential workload, in total number of hours, that can be diverted from sworn response. The following table displays these calculations:

POTENTIAL TO DIVERT WORKLOAD TO PUBLIC SAFETY SPECIALISTS

17-TRAFFIC CRASH

20-TRAFFIC DETAIL

27-LARCENY

Cold Reports

26-BURGLARY

22-STOLEN VEHICLE

% Divertible # Diverted Hours Diverted

# CFS

2,516	55%	1,384	2,583
575	75%	431	420
1,501	75%	1,126	1,920
469	65%	305	654
403	65%	262	450

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

26A-VEHICLE BURGLARY

54-FRAUD

Assistance

22R-STOLEN VEHICLE RECOVERED

36R-MISSING PERSON RECOVERY

13T-TRANSPORT REQUEST

PUBLICASST-PUBLIC ASST

% Divertible # Diverted Hours Diverted

# CFS

377	75%	283	457
241	75%	181	362
86	65%	56	100
66	80%	53	122
36	70%	25	61
10	50%	5	16
6	40%	2	4
6,286	–	4,113	7,149

Incident Type 28-CRIMINAL MISCHIEF/GRAFFITI

Total

In total, of the 6,286 ‘eligible’ call for service types that occur from 0800 – 2200 (PSS current hours extended three hours earlier), an estimated 4,113 can be diverted, representing 7,149 hours of workload.

This represents approximately 9% of all community-generated calls for service handled by the Miami Beach Police Department, based on the limited CAD analysis conducted by the project team in support of the PSS analysis, as well as past comprehensive CAD analysis conducted by the project team for the Miami Beach Police Department (2018, 2021 studies).

It is important to note that these estimates likely undercount the workload diverted per call, given that the handling time does not include any associated time spent writing a report in relation to the call for as it is typically not recorded in CAD data a result, the total workload diverted may be at least +30% greater 5 than the ﬁgure demonstrated in the table.

Reducing patrol oﬃcer workload at this level of magnitude would markedly increase their ability to be proactive and engage with the community, as well as work towards addressing service level inadequacies and inequities across all patrol areas. In isolation – without considering the effect of other recommendations, such as staﬃng level changes – diverting around 9% of all calls for service would signiﬁcantly increase patrol proactive time, particularly during the daytime hours when oﬃcers are often the busiest.

STAFFING NEEDS TO EXPAND CALL DIVERSION

Having identiﬁed the potential to expand the program, the analysis must examine the resources needed to divert that many calls to public safety specialists.

This analysis must consider how such a program would be staffed and deployed, as it is not feasible for civilian call responders to operate on a 24-hour basis. Consequently, the hourly distribution of PSS-eligible calls is also relevant to this analysis. Given that the 9 ﬁeld public safety specialists are currently assigned to handle traﬃc mitigation duties, additional staff would be required to realize this potential outside of

The “+30% workload” estimate assumes that 45 minutes are needed to write a report in one-in-three calls for service, which aligned with past ﬁgures used by the project team in working with the Miami Beach Police Department.

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those hours. As the CAD data shows, the hours prior to when the ﬁeld PSS staff currently arrive on duty, as well as the hours in which they are handling traﬃc control duties, feature the highest levels of activity for the types of non-emergency calls that they would be able to handle.

This is demonstrated in the following chart, which provides a visualization of the hours in which calls for service that PSS can handle occur most frequently. The size of each circle is proportional to the number of divertible calls by category that occur each hour:

DISTRIBUTION OF PUBLIC SAFETY SPECIALIST-ELIGIBLE CALLS FOR SERVICE

Note: For visualization purposes, the chart encompasses a 24-hour period, whereas the feasibility analysis includes only calls that PSS could potentially be on duty for.

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It is evident from this analysis that the work hours of public safety specialists encompass the majority of occurrences for the selected incident types, as well as many of the busiest hours for sworn patrol oﬃcers in general. However, it is clear that many of the highest-activity hours for divertible calls are just before the PSS staff arrive on duty, as well as during the hours they are assigned to traﬃc control duty.

To maximize call diversion potential, any additional PSS personnel should work slightly earlier hours. The addition of the recommended Lead Public Safety Specialist classiﬁcation facilities this, as it is not necessary to match the PSS work hours to a speciﬁc patrol shift (currently the afternoon shift). Given the notable uptick in divertible calls after 0700, and a decrease after around 1900 (when the existing PSS return from traﬃc control duty), a start time of around 0800 can be used to best capture the divertible call workload.

The number of PSS staff that would be needed to divert calls can be calculated during two overlapping periods: An 8-hour shift from 0800 – 1600, as well as additional resources operating on a delayed shift beginning at 1100 and ending at 1900 in order to cover covering the gap during which the existing public safety specialists are handling traﬃc control duties. This analysis is developed from several assumptions and calculation factors:

The Divertible calls for service ﬁgure is inclusive of only incidents occurring from 0800 – 1900 and thus differ from the earlier ﬁgures. The same percentages of divertible calls by category are retained.

Total workload hours are calculated as a combination of handling time (the time elapsed from a unit being dispatched to clearing from the call) recorded in CAD data, as well as using an estimated report writing workload of 45 minutes for every one in three calls for service.

Net available hours are estimated to factor in leave, training time, and administrative time, by deducting these factors from a base of 2,080 work hours per year for each full-time equivalent position.

The utilization target assumes that calls for service are not lined up in queue for the PSS to handle, resulting in gaps/breaks between calls of varying length. This analysis assumes that 75% of net available time (i.e., after already deducting for administrative time) is spent handling calls for service.

A turnover factor of 5% assumes that in any given year, 5% of PSS employees will separate from the agency, and that a position will become vacant, be in the process of being ﬁlled, a hire being made, and the probationary employee gaining full status over a period of one year. To account for this, an additional staﬃng need of 5% is added on, although this does not materially affect the calculations given the low volume of positions.

The following table presents the results of these calculations, demonstrating the additional staﬃng needed to divert signiﬁcantly more non-emergency calls for service to civilian response:

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CALCULATION OF STAFFING NEEDS UNDER PSS EXPANSION

# CFS Diverted (from 0800-1900)

Workload Minutes Per CFS

Total Workload Hours

Utilization Target

Hours to Staff

Net Available Hours Per PSS

Turnover Factor

Additional PSS FTEs Required

In total, 6 additional public safety specialist positions are needed to expand the alternative response program and divert signiﬁcantly more calls for service, freeing up sworn patrol oﬃcers to be more proactive in the ﬁeld and maintain effective response times.

No changes to the policies and procedures guiding the work of public safety specialists are required to enact these changes, as the incident types identiﬁed in this analysis align with the scope of their work. This expansion is also intended to be complimentary and underscored by the PSS supervision recommendation, which gives staff dedicated supervisors in the ﬁeld in the form of lead public safety specialists.

Recommendation:

3,675

104.4

6,397

70%

9,139

1,600

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ATTACHMENT A – PROFESSIONAL STAFF ROLES

PURPOSE

The following descriptive proﬁle outlines the organization, structure, and staﬃng of sections within the Miami Beach Police Department (MBPD) that are staffed by professional staff members and fall within the scope of the study. The information contained in the proﬁle was developed through interviews conducted within MBPD and a review of various documents provided by the department. It is important to note that this proﬁle does not encompass all of the positions in the Department, only those roles ﬁlled by professional staff.

It is important to note that the primary objective of this proﬁle is to review and conﬁrm our current understanding of the department’s organization, professional member staﬃng, and functionality. Consequently, no analysis or ﬁndings are contained in this document. Instead, the document focuses on outlining the following items:

The organizational structure of each area of the Police Department for the functional areas in our scope of work.

High-level descriptions of the main functions and work areas of each MBPD work unit staffed with professional members.

The authorized (budgeted) and actual (currently ﬁlled) number of positions by rank or classiﬁcation assigned to each unit.

The roles, objectives, and responsibilities of each unit.

This document served as a foundation for our analysis by outlining assumptions about the department's professional member staﬃng and current organizational characteristics.

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OFFICE OF THE CHIEF

The Oﬃce of the Chief is staffed with professional staff employees in Financial Management, Community Affairs, and the Public Information Oﬃce.

ORGANIZATIONAL STRUCTURE

The following chart outlines the organization of the professional staff employees within the Oﬃce of the Chief:

Office of the Chief

Financial Management

Community Affairs

STAFFING AND UNIT DESCRIPTIONS

The tables below outline the Oﬃce of the Chief’s professional staff employees and key responsibilities. The “Curr.” column represents the number of currently ﬁlled positions, while the “Auth.” column indicates the number of authorized budgeted positions.

Unit Curr. Auth. Position

OFFICE OF THE CHIEF

Financial Management	1	1 Administrative Services Manager
1	1 Business Manager
1	1 Oﬃce Associate V
1	1 Oﬃce Associate IV

Public Information Office

Roles and Responsibilities

• The Administrative Services Manager (ASM) supervises the Business Manager. The ASM is responsible for the departments multi-million-dollar budget and works with the City’s budget department on budget develop, and monitoring, forecasting, and reviewing budgetary actions. The ASM collaborates and reviews work completed by the Oﬃce Associates, including reconciling the overtime budget and making journal entries bi-weekly. • The ASM oversees the department’s P- Cards, auditing expenditures, and has the

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Unit Curr. Auth. Position Roles and Responsibilities

ﬁnal approval authority before information goes to the Chief for review. Additional responsibilities of the ASM include working on various reports, including annual reports, state reports, and Asset Forfeiture reports. The division is responsible for departmental contracts including the $4.8 million City-wide security guard contract. The Business Manager reports to the division’s supervisor and managers the two Oﬃce Associate positions. The manager oversees procurement, including processing purchase orders (POs), and P- Card transactions up to $5,000. Manage vendor relationships for purchases and deliveries, review contracts, and handle larger purchases requiring a PO. Additional responsibilities include auditing the purchasing process, collaborating with City purchasing for amounts over $25,000, coordinating the with the budget division to allocate funds, and managing record retention. The Oﬃce Associate V manages the comprehensive process of all staff travel requests, from initial submission to ﬁnal booking and reconciliations, handling an average of four to ﬁve travel requests weekly, many of which involve multiple staff members. The Oﬃce Associate V performs essential ﬁnancial duties including travel budget development, forecasting, and processing budget transfers when necessary. In addition, the Oﬃce Associate V handles administrative tasks such as P-card review and reconciliation and reimbursements for staff. Additional contributions include working on the Overtime journal entry, budget projections, and ﬁnancial data entry.

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Unit Curr. Auth. Position Roles and Responsibilities

• The Oﬃce Associate IV is responsible for accounts payable, including processing invoices, working with vendors for approvals and payments, and reviewing purchase orders. They also handle direct payments, reconcile petty cash quarterly for the Chief’s Oﬃce and Property Unit, process K-9 claims quarterly, log credit card transactions, and manage the money collection revenue (MCR). • The Oﬃce Associate IV acts as the back up to the Business Manager.

Community Affairs	1	1 Commander
1	1 Sergeant
3	4 Neighborhood Resource Oﬃcers
3	3 School Liaison Oﬃcers
11	14 School Crossing Guards

• The Sergeant reports to the division’s commander and oversees the Neighborhood Resource Oﬃcers (NROs), School Liaison Oﬃcers (SLOs), School Crossing Guards, and Civilian Volunteer Program (CVPs). • Neighborhood Resource Oﬃcers primary responsibility is crime prevention through direct engagement with the community, businesses, and HOAs. NROs routinely work with the City’s Community Affairs team and Area Patrol Captains to ensure proper event assignments and information sharing. • School Liaison Oﬃcers (SLOs) are responsible for student engagement across ﬁve Miami Beach schools. SLOs handle student issues, participate in programs like D.A.R.E., and attend school events. During the summer, SLOs will supplement patrol, complete training, and take personal vacation. • School Crossing Guards are part-time, work between 7:30 a.m.- 9:30 a.m. and 1:30 p.m. – 3:30pm. • Civilian Volunteer Program (CVPs) consists of uniformed volunteers, who are graduates of the 12-week Citizen Police Academy. The CVPs serving as extra "eyes/ears on the streets" by observing

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Unit	Curr.	Auth.	Position
Public Information Oﬃce	1	1 Commander

1 Police Oﬃcer – PIO

1 Public Information Specialist

1 Public Information Oﬃcer 1 Communication Specialist

Roles and Responsibilities

and reporting incidents (rather than responding to calls), assisting at special events, and completing de-escalation training.

• The Public Information Specialist oversees the department’s internal and external communications through social media, photography, and content creation. The specialist manages ﬁve social media accounts including the Chief’s Instagram and LinkedIn. On average, two to three social media posts are made weekly. • Serves as the department’s photographer, documenting community events, recruitment efforts, and special city and department events. • Responsible for internal communications including designing and publishing the weekly “Gold Standard” magazine. • The Public Information Specialist works on departmental marketing and material design for external distribution. • The Public Information Oﬃcer serves as a liaison between the department and the public. The Public Information Oﬃcer develops and implements communication strategies. This position was recently ﬁlled and the current employee remains in the training phase. • The Communication Specialist supports internal and external communication strategies including managing the full production of podcast episodes, creating scripts and storyboards for various media projects as well as the recording and voiceovers for video projects. Additionally, the specialist updates digital content, ensuring consistency in branding and messaging across all platforms. The specialist also provides clerical support to the Oﬃce of the Chief.

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Unit	Curr.	Auth.	Position
Intelligence Unit	1	1 Sergeant

5 Detective

1 Intelligence Analyst

Sworn	11	12
Professional	22	26
Total Staff	33	38

Roles and Responsibilities

• The Intelligence Analyst reports to the segreant and is primarily responsible for identifying threats, analyzing criminal activity and trends, and producing advisory and assessment reports. As a proactive role, the analyst conducts in- depth analyze of multiple systems including social media. The analyst serves as the liaison with external agencies like the Southeast Florid fusion center and other external agencies (County, State, Federal, etc.) Additional responsibilities include documenting investigative details and providing ﬁndings to detectives.

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CRIMINAL INVESTIGATIONS DIVISION

The Criminal Investigations Division houses professional staff in the Crime Analysis Unit, the Crime Scene Unit, and the Victim Advocacy Unit. The Division is overseen by a sworn major who a sworn captain directly supports.

ORGANIZATIONAL STRUCTURE

The following chart outlines the organization of the professional staff within the Criminal Investigations Division:

Criminal Investigations Division

Crime Analysis Unit

Crime Scene Unit

Crime Analysts

Crime Scene Team

Latent Prints Team

STAFFING AND UNIT DESCRIPTIONS

The tables below outline the Criminal Investigation Division’s professional personnel and key responsibilities. The “Curr.” column represents the number of currently ﬁlled positions, while the “Auth.” column indicates the number of authorized budgeted positions.

Unit Curr. Auth. Position

CRIMINAL INVESTIGATIONS DIVISION

Administration	1	1 Major
1	1 Captain

Victim Advocacy Unit

Victim Advocates

Roles and Responsibilities

Major oversees the Division as a whole, including administrative, budgeting, and logistical planning.

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Unit	Curr.	Auth.	Position
Crime Analysis Unit	1	1 Lieutenant

1 Manager

4 Crime Analysts

Roles and Responsibilities

Captain is responsible for the general oversight of the Division and oversees unit supervisors within the Division.

Lieutenant is responsible for the oversight of the unit as a whole. The manager is responsible for the oversight of all crime analytics throughout the entirety of the agency. The manager oversees the dissemination of reports to both internal (command staff) and external (city council members, etc.) stakeholders. Crime analysts are assigned to 1 of 4 police zones throughout Miami Beach. Crime analysts are responsible for the conduction of analytical reporting practices and the dissemination of this information. Crime analysts work daytime shift hours; however, are responsible for some on-call responsibilities if needed.

Crime Scene Unit 1 Lieutenant •

1 Manager

Crime Scene

10 CS Tech I

Latent Prints

2 CS Tech II

1 Sr. Latent Ex.

Lieutenant oversees the crime scene unit as a whole. Manager is responsible for the oversight of all crime scene personnel, training, and administration. Crime scene unit technicians are responsible for the conduction of all crime scene-related activity, testing, and analyses for the MBPD with the exception of ﬁrearms and DNA evidence processing. The Crime Scene Unit is a 24/7 operation, working 4/10 hour shifts. Latent print unit is responsible for the evaluation and analysis of latent prints at crime scenes throughout Miami Beach. CS Technician IIs are assigned to this function and they are supported by an external, part- time (30-hr) employee (Sr. Latent Print Examiner).

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Unit Curr. Auth. Position Roles and Responsibilities

Latent Prints section works the day shift, including the external senior examiner.

Victim Advocates 1 VA Supervisor • Supervisor is responsible for the oversight of the unit as a whole, including training, budgeting, and personnel oversight. Victim advocates provide their services to victims of all crimes and work hand in hand with investigators of these speciﬁc crimes. Victim Advocates work one of two shifts (0600 – 1600 and 1300 – 2300), with alternating Saturdays. Advocates rotate an on- call schedule as well (two weeks of every month).

5 Victim Adv.

Intelligence Unit	1	1 Sergeant
5	5 Detective
1	1 Intelligence Analyst
Sworn	4	4
Professional	24	25
Total Staff	28	29
•	The Intelligence Analyst reports to the segreant and is primarily responsible for identifying threats, analyzing criminal activity and trends, and producing advisory and assessment reports. As a proactive role, the analyst conducts in-depth analyze of multiple systems including social media. The analyst serves as the liaison with external agencies like the Southeast Florid fusion center and other external agencies (County, State, Federal, etc.) Additional responsibilities include documenting investigative details and providing ﬁndings to detectives.
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SUPPORT SERVICES DIVISION

The Support Services Division is led by a Major, who is supported by a Captain and comprises Backgrounds, Business and Personnel Resources, Grants, Property and Evidence, Special Events, SWAT, and Training. Sworn and professional staff members staff the Division.

ORGANIZATIONAL STRUCTURE

The following chart outlines the organization of the units staffed with professional staff members in the Support Services Division:

Support Services Division

Administration

Special Events and Off-Duty Section

Personnel Resource Section

Business Resource Section

Court Liaison Unit

Background Unit

Payroll

STAFFING AND UNIT DESCRIPTIONS

The tables below outline the responsibilities of the Support Services Division units, which are staffed with professional staff members. The “Curr.” column represents the number of currently ﬁlled positions, while the “Auth.” column indicates the number of authorized budgeted positions.

Unit Curr. Auth. Position

SUPPORT SERVICES DIVISION

Administration	1	1 Major
1	1 Captain
1	1 Oﬃce Associate V

Property and Evidence Section

Roles and Responsibilities

Major provides overall leadership, management, and administration of the division.

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Unit

Background Unit

Curr. Auth.

Position

1 Oﬃce Associate IV

1 Security Ops. Manager

1 Sergeant

4 Police Oﬃcer

1 Admin. Support Manager

1.5

1.5 Oﬃce Associate V (P/T)

Roles and Responsibilities

• Captain assists with overall leadership, management, and administration of the division. • Oﬃce Associate V completes various administrative tasks such as completing public records requests, and other administrative support. Work schedule: Monday through Thursday, 0800 – 1800 hours. • Oﬃce Associate IV completes various administrative tasks such as completing public records requests, and other administrative support. Work schedule: Tuesday through Friday, 0800 – 1800 hours. • Security Operations Manager works at City Hall and is the city liaison with the City and private security company, coordinates vendor invoices, billing, and security contract. Work schedule: Monday through Friday, 0800 – 1600 hours.

Sergeant supervises day to day operations, evaluates employees and employee work product. Work schedule: Monday through Friday, 0800 – 1600 hours. • Police Oﬃcers complete pre-employment background investigations. Work schedule: Monday through Friday, 0800 – 1600 hours. • Administrative Support Manager completes human resource paperwork, applicant pre-screening, new employee onboarding, and manages department vacancies. Work schedule: Monday through Friday, 0600 – 1400 hours. • Oﬃce Associate Vs are part-time employees (maximum 24 hours per week) who complete pre-employment background investigations. Work schedule: (1) Monday through Wednesday, 0500 to 1300 hours (2)

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Unit Curr. Auth. Position Roles and Responsibilities

Tuesday through Thursday, 0700 to 1500 hours (3) Wednesday through Friday, 0500 to 1300 hours.

Grants Management 1 Grant Manager • Grants Manager researches and manages department grants. Work schedule: Monday through Friday, 0800 to 1600 hours.

Court Liaison Unit 1 Sergeant • Sergeant supervises day to day operations, evaluates employees and employee work product. Oﬃce Associate V enters court subpoenas into department system, coordinates with oﬃcers for court appearances, collect overtime slips for court, and complete audits for appearance and pay. Oﬃce Associate III enters court subpoenas into department system, coordinates with oﬃcers for court appearances, collect overtime slips for court, and complete audits for appearance and pay. Unit work schedule: Monday through Friday, 0700 hours to 1500 hours.

1 Oﬃce Associate V

1 Oﬃce Associate III

Property and Evidence Unit	1	1 Lieutenant
2	2 Sergeant
1	1 Police Oﬃcer
2	2 Property & Evidence Tech II
13	14 Property & Evidence Tech I
1	1 Oﬃce Associate V (P/T)
.5	.5 Oﬃce Associate III (P/T)
2	2 Maintenance Worker III

Lieutenant provides overall leadership and management. Work schedule: Monday through Thursday, 0600 to 1600 hours. Sergeants supervise day to day operations, evaluates employees and employee work product. Work schedule: (1) Tuesday through Friday, 0600 to 1600 hours (2) Tuesday through Friday, 0700 to 1700 hours. Police Oﬃcer completes body-worn camera redaction related to public records requests. Work schedule: Tuesday through Friday, 0700 to 1700 hours.

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MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Unit Curr. Auth. Position Roles and Responsibilities

Property & Evidence Technician IIs supervise day to day operations, evaluate employees and employee work product and complete various property and evidence tasks. Work schedule: (1) Tuesday through Friday, 0500 to 1500 hours (2) Monday through Thursday, 0500 to 1500 hours. 10 Property & Evidence Technician Is complete various property and evidence tasks. Work schedule: Varied days off and hours ranging from 0700 to 2300 hours. 1 Property & Evidence Technician I completes vehicle ﬂeet support duties. Work schedule: Monday through Friday, 0700 to 1500 hours. 1 Property & Evidence Technician I completes quartermaster duties. Work schedule: Monday through Thursday, 0600 to 1600 hours. 1 Property & Evidence Technician I completes BWC redaction related to public records requests. Work schedule: Monday through Friday, 0700 to 1500 hours. Oﬃce Associate V completed BWC video camera review. Work schedule: Tuesday through Thursday, 0500 to 1300 hours (maximum 25 hours each week). Oﬃce Associate III completes mail delivery. Work schedule: Monday through Friday, 0800 to 1345 hours. Maintenance Worker IIIs complete miscellaneous labor work and are ﬂeet porters. Work schedule: Monday through Friday, either 0700 to 1500 or 0730 to 1600 hours.

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

Unit	Curr. Auth.	Position
Special Events Section - Off Duty Unit	1	1 Lieutenant
1	1 Sergeant
1	1 Financial Analyst II
1	1 Oﬃce Associate V
1	1 Oﬃce Associate IV

Roles and Responsibilities

Payroll Unit 1 Public Safety Pay Admin. •

1 Oﬃce Associate V

Sworn	14	14
Professional	32	33
Total Staff	46	47
*	Part-time employees are counted as .5.

Lieutenant provides overall leadership and management, and completes special event planning. Work schedule: Monday through Thursday, 0600 to 1600 hours. Sergeants supervise day to day operations, evaluates employees and employee work product, and completes special event planning and secondary employment management. Work schedule: Tuesday through Friday, 0600 to 1600 hours. Financial Analyst II is liaison with city ﬁnance, and completes ﬁnancial paperwork for special event and secondary employment billing. Oﬃce Associate V completes various administrative tasks and billing associated with special events and is backup for Oﬃce Associate IV tasks. Oﬃce Associate IV completes various administrative tasks associated with off assignments and is backup for Oﬃce Associate V tasks. Professional Staff work schedule: Monday through Friday, 0700 to 1500 hours.

Public Safety Pay Administrator supervises the Oﬃce Associate V, and completes various tasks such as payroll completion, auditing, and maintenance. Work schedule: Monday through Friday, 0700 to 1500 hours. Oﬃce Associate V completes various tasks such as payroll completion, auditing, and maintenance. Work schedule: Monday through Friday, 0630 to 1430 hours.

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TECHNICAL SERVICES DIVISION

The Technical Services Division is overseen by a sworn major who a sworn captain directly supports. Professional staff are utilized in the Records Management Unit and the Technical Operations Unit, which houses Technical Operations and the Real-Time Intelligence Center (RTIC).

ORGANIZATIONAL STRUCTURE

The following chart outlines the organization of the professional staff within the Technical Services Division:

Technical Services Division

Records Management Unit

Technical Services

Records Services

Technical Operations

Real Time Intelligence Center (RTIC)

STAFFING AND UNIT DESCRIPTIONS

The tables below outline the Technical Services Division’s professional personnel and key responsibilities. The “Curr.” column represents the number of currently ﬁlled positions, while the “Auth.” column indicates the number of authorized budgeted positions.

Unit Curr. Auth. Position

TECHNICAL SERVICES DIVISION

Administration 1 1 1 Major 1 Captain

Roles and Responsibilities

• Major oversees the Division as a whole, including administrative, budgeting, and logistical planning.

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Unit Curr. Auth. Position Roles and Responsibilities

• Captain is responsible for the general oversight of the Division and oversees unit supervisors within the Division.

RECORDS

Records Management Unit 1 Manager • Manager is responsible for the oversight of the unit as a whole; including, but not limited to, scheduling, reporting, oversight, and quality assurance. • Records Supervisor serves as an intermediate supervising capacity and is the primary FTE responsible for quality assurance. • Police Records Technician is a classiﬁed position that is being removed through attrition that works in the same capacity of OAIIIs. • PRT and OAIII positions are assigned to either data entry or customer service functions dependent upon specialization(s). • OAIV position is a step position that serves as an ad hoc ﬂoor supervisor.

1 Records Sup.

1 Pol. Rec. Tech.

7 Off. Asst. III

1 Off. Asst. IV

TECHNICAL SERVICES

Technical Operations	1	1 Manager
2	2 Police Information Specialists
RTIC	3	6 RTIC Specialist

• The Technical Operations Manager is responsible for supervising contracts that install CCTV, drones, infrastructure responsible for supporting that. LPRs, etc., as well as oversight of the two Police Information Specialists that staff the unit. • Police Information Specialists are responsible for the maintenance of peripherals and sensors relating to cameras (e.g., CCTV, drones, LPRs) that are utilized by RTIC personnel.

RTIC Specialists are utilized to staff the RTIC to provide real-time intelligence to ﬁeld personnel of MBPD. RTIC Specialists are speciﬁcally trained in tactics regarding the suspicion of crime,

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Unit Curr. Auth. Position Roles and Responsibilities

Sworn	2	2
Civilian	14	18
Total Staff	16	20

deploying resources to track suspected offenders, as well as the utilization of drone equipment (pilot program) to assist ﬁeld personnel in apprehending offenders throughout Miami Beach. RTIC Specialists speciﬁcally focus on Priority 1 and Priority 2 calls for service (i.e., emergency or ‘in progress’ calls for service). RTIC specialists are currently deployed 5 days per week from 1100 to 2100. RTIC specialists report to a sworn Lieutenant in the chain of command.

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ATTACHMENT B – COMPARATIVE SURVEY

INTRODUCTION

As part of the scope of work, a comparative survey was conducted targeting law enforcement agencies similar in size, service population, and operational complexity to the Miami Beach Police Department. The purpose of this survey was to examine how peer agencies across the country are utilizing professional (non-sworn) staff within their organizational structures. This effort focused on identifying emerging trends, staﬃng models, and best practices related to the deployment of civilian personnel in key operational, technical, and support roles. By capturing data from comparable departments, the survey provides meaningful context for evaluating Miami Beach’s current use of professional staff and offers insight into potential opportunities for enhancing eﬃciency, expanding civilianization, and aligning resources with evolving public safety needs.

Once a list of comparable agencies was established by MCG staff, information on current practices of several relevant topics were collected from these respective agencies. The sections below outline these different topics.

The agencies that were included in outreach efforts for this comparative survey are as follows:

Melbourne PD Coral Springs PD Fort Myers PD West Palm Beach PD

It should be noted that responses have been compiled by MCG staff, but are largely verbatim accounts of what was received from the responding agencies. If there was no response for a section from a responding agency, they were eliminated from the table and/or section in this summary report.

OVERVIEW OF RESPONDING AGENCIES

The following table provides a summary of the population and department size of the surveyed agencies:

Coral Gables PD Fort Lauderdale PD Miami Gardens PD Doral PD

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RESPONDING COMPARATIVE AGENCIES

Population	Sq. Mi.	Pop/mi 2
Melbourne	83,376	50.0	1,668.5
Coral Gables	49,130	37.2	1,320.7
Coral Springs	133,519	24.0	5,563.3
Fort Lauderdale	184,255	36.3	5,075.9
Fort Myers	91,086	39.8	2,288.6
Miami Gardens	109,131	20.0	5,456.6
West Palm Beach	112,782	58.2	1,937.8
Doral	79,359	15.1	5,262.5

Agency

The table above shows key demographic and geographic data for a group of peer agencies comparable to the Miami Beach Police Department. These jurisdictions were chosen based on similarities in urban density, service needs, and agency scope. Populations range from about 49,000 to 184,000, with land areas from 15 to 58 square miles. Notably, population density varies signiﬁcantly across the group, with Coral Springs (5,563.3 residents per square mile), Miami Gardens (5,456.6), and Doral (5,262.5) being the most densely populated.

Conversely, Coral Gables and Melbourne have lower population densities of 1,320.7 and 1,668.5, respectively. These comparison metrics provide a basis for benchmarking Miami Beach’s staﬃng strategies, especially regarding its use of professional personnel. Understanding how agencies in similarly dense urban settings assign civilian staff offers valuable insights into operational models that could improve eﬃciency and free sworn oﬃcers from non-enforcement duties. This context informs recommendations rooted in real-world practices from jurisdictions facing similar service and deployment challenges.

SUMMARY OF KEY FINDINGS

The following summarizes the key ﬁndings of the comparative survey:

MBPD aligns with the practices of comparative agencies for the deployment of their professional staff for a majority of unit types and functionalities.

All comparative agencies deploy a Public Safety Answering Point (PSAP), all of which are sworn with mostly professional staff.

MBPD exhibits strong results in the deployment of professional staff in alternative response practices (e.g., mental health and homelessness programs), aligning with best practices and proving to be a leader in the area.

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SURVEY FINDINGS

The ﬁndings of the comparative survey are provided on a topic-by-topic basis. As mentioned previously, a majority of data and ﬁndings have been provided directly to project staff by representatives of these agencies; however, some data has been supplemented by open-data searches on these respective agencies.

PROFESSIONAL STAFF FIELD RESPONSE

The implementation of professional staff as ﬁeld responders in police departments is increasingly recognized as an effective strategy to enhance service delivery, improve resource allocation, and modernize the public safety response model. Scholarly research supports the notion that professional staff ﬁeld responders (often referred to as community service oﬃcers, alternative response specialists, or civilian investigators) can handle a range of non-emergency, low-priority, and quality-of-life calls more eﬃciently than sworn oﬃcers (Rojek et al., 2010 6 ; Deuchar & Donnelly, 2019 7 ). By reallocating certain duties traditionally assigned to police oﬃcers, departments can reduce response times for serious incidents, improve overall operational eﬃciency, and strengthen community trust by aligning the response with the nature of the call. Professional staff ﬁeld responders are also less costly to employ and train, making them a ﬁscally sustainable option in an era where agencies face increasing demands but limited resources.

This evolution in staﬃng reﬂects a broader shift toward differentiated response models, where appropriate personnel are matched to the situation. The ﬁndings below summarize the ﬁndings relating to the deployment, or lack thereof, of professional staff in the ﬁeld.

Rojek, J., Alpert, G. P., & Smith, H. P. (2010). The utilization of research by the police. Police Practice and Research, 11(5), 368–382. 7 Deuchar, R., & Donnelly, L. (2019). Civilianizing policing: Can the use of civilian staff support community policing? Policing and Society, 29(5), 512–525.

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PROFESSIONAL STAFF FIELD RESPONDERS

Agency

Coral Springs PD

Fort Lauderdale PD

Fort Myers PD

Miami Beach PD

Coral Gables PD

Miami Gardens

Melbourne PD

West Palm Beach PD

Our comparison survey found that nearly all peer agencies now use professional staff ﬁeld responders in their police departments. Out of the eight agencies we examined, seven conﬁrmed they have professional staff handling ﬁeld-based tasks like responding to non-emergency calls, investigating property crimes and traﬃc incidents, and addressing quality-of-life issues. This widespread adoption demonstrates a growing understanding that civilian personnel can effectively support sworn operations without compromising public safety. The only agency without conﬁrmed use of this model was the West Palm Beach Police Department; however, further investigation may be necessary.

These ﬁndings highlight the broader trend of incorporating civilian ﬁeld responders into daily operations and suggest that the Miami Beach Police Department is keeping up with current practices. They also provide a useful benchmark for evaluating the current and potential roles of professional staff within the MBPD’s ﬁeld response model, especially as departments nationwide try to optimize resources, reduce unnecessary oﬃcer deployment, and improve community responsiveness.

ALTERNATIVE REPORTING PRACTICES

Alternative reporting practices (such as online and telephone reporting) allow police departments to handle certain non-emergency incidents without dispatching sworn oﬃcers. These systems are typically used for reports of theft without suspect information, lost property, minor vandalism, and similar low- priority events. Online platforms guide users through a step-by-step process to submit reports, while telephone reporting is often handled by trained civilian personnel.

These methods offer several beneﬁts. They improve convenience for the public by enabling reports to be ﬁled at any time and from any location. More importantly, they allow agencies to reallocate sworn oﬃcers to higher-priority calls, enhancing overall operational eﬃciency. By diverting routine reports from the ﬁeld, departments can reduce oﬃcer workload, minimize response delays, and lower operational costs.

Adopting alternative reporting also supports modern policing strategies by leveraging technology to expand service delivery. It reﬂects a resourceful use of personnel, especially for departments seeking to

Professional Staff Field Response

√

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MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

manage growing demands with limited staﬃng, while maintaining community accessibility and service quality.

The ﬁndings below summarize whether or not these comparative agencies utilize any of these mechanisms:

ALTERNATIVE REPORTING PRACTICES

Agency

Coral Springs PD

Fort Lauderdale PD

Fort Myers PD

Miami Beach PD

Coral Gables PD

Miami Gardens

Melbourne PD

West Palm Beach PD

The survey of peer agencies revealed that telephone and online reporting systems are widely implemented across comparable police departments. All eight agencies included in the review currently offer telephone reporting as a means for the public to report non-emergency incidents, indicating a strong regional trend toward accessible alternative reporting options. Additionally, seven of the eight agencies provide some form of online reporting—either through structured digital forms, email submissions, or tip-based platforms—further demonstrating a commitment to modernizing public interaction and streamlining service delivery.

Miami Beach Police Department is consistent with this trend, offering both telephone and online reporting options. This alignment with regional best practices highlights the department’s efforts to enhance accessibility and manage non-urgent calls more eﬃciently. These systems enable departments to reduce the burden on sworn staff, reallocate ﬁeld resources to higher-priority calls, and maintain responsiveness in a cost-effective manner. The survey ﬁndings reinforce that alternative reporting practices are not only feasible but increasingly expected components of contemporary policing models.

DISPATCH AND COMMUNICATIONS

A Public Safety Answering Point (PSAP) is a call center responsible for answering 9-1-1 calls and dispatching emergency services such as police, ﬁre, and EMS. PSAPs are typically staffed by trained dispatchers or telecommunicators who triage incoming calls, determine their priority, and coordinate response efforts by communicating with ﬁeld personnel. Some PSAPs are housed within police departments, while others may be centralized at the county or regional level.

Telephone Reporting

Online Reporting

√

√ (Email)

√

√ (Form)

√

√ (Form - Tips)

√

√ (Form)

√

√ (Form -Tips)

√

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When evaluating professional staﬃng within a police agency, it is important to determine whether the agency operates its own PSAP because it signiﬁcantly impacts the scope and scale of professional staﬃng needs. Agencies with an internal PSAP must allocate professional staff, often including dispatchers, supervisors, and technical support personnel, to manage 24/7 operations. These functions are critical, high-stress roles that require careful staﬃng, training, and supervision. Identifying the presence of a PSAP enables evaluators to accurately assess workload, operational responsibilities, and the overall organizational demand for non-sworn personnel required to support public safety communications and emergency response.

The following table summarizes the ﬁndings on the presence, or lack thereof, a PSAP within these comparative agencies:

PRESENCE OF A PSAP

Agency

Coral Springs PD

Fort Lauderdale PD

Fort Myers PD

Miami Beach PD

Coral Gables PD

Miami Gardens

Melbourne PD

West Palm Beach PD

All eight peer agencies included in the survey operate their own Public Safety Answering Point (PSAP), indicating that each maintains internal responsibility for answering 9-1-1 calls and dispatching emergency services. This uniform presence of PSAPs across comparable departments reﬂects the operational complexity and communication demands typically associated with full-service municipal police agencies.

ALTERNATIVE RESPONSE

Police agencies across the country are increasingly incorporating mental health and homeless resource personnel into their operations as a means to more effectively respond to individuals experiencing behavioral crises or housing instability. These roles, often ﬁlled by social workers, mental health clinicians, or specially trained oﬃcers, provide an alternative to traditional enforcement responses, offering services rooted in de-escalation, care coordination, and long-term stabilization. Research supports the effectiveness of these models: studies have shown that co-responder and crisis intervention

PSAP

√

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teams (CIT) can reduce repeat calls for service, decrease arrests among individuals with mental illness, and improve linkage to services (Watson et al., 2019 8 ; Compton et al., 2014 9 ).

Similarly, homeless outreach units embedded within police departments help bridge the gap between law enforcement and social services, reducing the criminalization of homelessness and promoting voluntary compliance through trust-building efforts. These personnel enhance departmental capacity by addressing complex social issues more holistically, while also relieving patrol oﬃcers from non-criminal responsibilities that are better suited to trained professionals.

The sections below summarize ﬁndings relating to the deployment of these types of resources within the comparative agencies. Data have been gathered either directly from the responding agency or through supplemental open-data research conducted by project staff.

MENTAL HEALTH RESPONDERS

The following table summarizes ﬁndings related to the presence of mental health professionals within these agencies:

Watson, A. C., Compton, M. T., & Pope, L. G. (2019). Crisis response services for people with mental illnesses: A review of the literature. Administration and Policy in Mental Health and Mental Health Services Research, 46(2), 163– 172. 9 Compton, M. T., Bakeman, R., Broussard, B., Hankerson Dyson, D., Husbands, L., Krishan, S., ... & Watson, A. C. (2014). The police-based crisis intervention team (CIT) model: Effects on oﬃcers’ knowledge, attitudes, and skills. Psychiatric Services, 65(4), 517–522.

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MENTAL HEALTH PROFESSIONALS AND RESOURCES

Mental Health Response

Agency

Coral Springs PD

Yes

Fort Lauderdale PD

Yes

Fort Myers PD

Yes

Miami Beach PD

Yes

Coral Gables PD

Unclear / Likely No

Miami Gardens PD

Unclear / Likely No

Melbourne PD

Yes

West Palm Beach PD

The comparative review of mental health response models among peer agencies reveals that the majority have integrated some form of behavioral health support into their operations, either through in- house professionals or co-responder programs. Six of the eight agencies clearly maintain a mental health component, demonstrating a strong regional trend toward collaborative or embedded models of crisis response. Departments like Fort Lauderdale PD and Fort Myers PD partner with behavioral health professionals through co-responder programs, while others, such as West Palm Beach PD and Melbourne PD, operate specialized teams that deploy social workers or mental health experts alongside oﬃcers.

Miami Beach PD aligns with this model through its internal homeless and neighborhood resource oﬃcers, reﬂecting an internal approach to behavioral health and outreach. By contrast, Coral Gables PD and Miami Gardens PD appear to lack a formalized or publicly documented mental health response component, though further investigation may be needed to conﬁrm this absence.

These ﬁndings reinforce the growing expectation for police departments to incorporate behavioral health expertise into their service models, which should be factored into evaluations of staﬃng structure, ﬁeld deployment, and civilian professional roles.

Notes

Operates a Behavioral health Assistance Program and CIT with Broward County mental health professionals.

Has an in-house police psychologist since 2019 and co-responder program with licensed behavioral health therapists.

Participates in Lee County HOT co-responder teams with behavioral health professionals.

Yes - internal homeless resources oﬃcers in Operations Division.

No publicly available info on in-house or co-responder MH programs; presence of behavioral health liaison unspeciﬁed.

Website shows basic info; no mention of mental health staff or co-responder units.

Runs a Mobile Response Team pairing oﬃcers with mental health/social workers.

Joined COAST: Crisis Outreach & Support Team with healthcare/mental health experts responding alongside oﬃcers.

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HOMELESSNESS LIAISON PERSONNEL

The following table summarizes ﬁndings relating to the presence, or lack thereof, of homelessness services staff within responding agencies.

HOMELESSNESS LIAISON PERSONNEL

Homelessness Oﬃcer/Liaison

Agency

Coral Springs PD

Unclear

Fort Lauderdale PD

Yes

Fort Myers PD

Unclear

Miami Beach PD

Yes

Coral Gables PD

Unclear / Likely No

Miami Gardens PD

Unclear / Likely No

Melbourne PD

Unclear

West Palm Beach PD

Yes

The comparative review of homelessness-focused personnel in peer police agencies shows mixed implementation levels. Out of the eight agencies examined, three—Miami Beach PD, Fort Lauderdale PD, and West Palm Beach PD—clearly have designated homelessness oﬃcers or outreach liaisons. These staff members act as vital links between the police department and vulnerable populations, aiming to decrease reliance on enforcement through coordinating services, referrals, and voluntary compliance efforts. For the other ﬁve agencies, there is either no public record or only limited info about dedicated homelessness roles. While the lack of online references doesn't necessarily mean such positions don't exist, it suggests homelessness response might not be oﬃcially organized or may involve external or regional partnerships instead of embedded staff.

These results highlight different levels of investment in homelessness-speciﬁc outreach among police departments and emphasize the importance of formalizing these roles. Dedicated homelessness liaisons are increasingly viewed as effective tools for tackling complex social issues while alleviating the burden on patrol and enforcement resources.

STAFFING PRACTICES OF KEY SUPPORT UNITS

As part of the comparative survey conducted for the Miami Beach Police Department, participating agencies were asked to indicate the staﬃng composition of key departmental functions; speciﬁcally, whether each function is primarily staffed by civilian or sworn personnel. Additionally, agencies were asked to clarify whether any civilian-staffed units are supervised by sworn personnel. This question

Notes

No explicit evidence of a formal homelessness liaison on department site.

As part of large departmental structure (in- house mental health, likely also homeless outreach).

No speciﬁc public reference found.

Has internal homeless & neighborhood resource oﬃcers.

No publicly documented program.

No public information available.

No evidence in public domain.

Employs a "Homeless Outreach Oﬃcer" per Police Partners info.

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aimed to assess the degree of civilianization across peer agencies and to identify patterns in supervisory structures for functions that do not require sworn authority. Understanding how comparable departments structure their personnel provides valuable context for evaluating Miami Beach’s current use of professional staff and offers insight into opportunities for expanding civilian roles while ensuring appropriate oversight and operational effectiveness. The ﬁndings from this section contribute to broader discussions about resource allocation, workforce optimization, and the evolving role of non-sworn personnel in modern policing.

The following table summarizes the ﬁndings relating to the staﬃng practices of these key support units 10 :

STAFFING PRACTICES OF KEY SUPPORT UNITS

Many core support functions like Records, Crime Scene Investigation, Forensics, and Human Resources are mainly staffed by civilians, showing high civilianization. Units such as Information Technology, Crime Analysis, and Fleet Services also lean heavily civilian.

Conversely, operational units like Range, Training, and Detention are mostly staffed by sworn personnel due to their high-liability nature. Functions like Recruiting vary, with some agencies using mostly sworn

Responses were not received or publicly found for every function across all departments included in the survey. As a result, variations in totals and percentages may occur within the ﬁndings due to incomplete or unavailable data for certain units.

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staff and others more civilians. Strategic Planning and Public Relations exhibit a trend toward civilian staﬃng, but this trend is mixed in some agencies.

Sworn oversight is most common in Detention, Training, and Range units—these often require sworn expertise. Administrative units, such as Records and Human Resources, are typically managed by civilians. Mixed supervisory models exist for Crime Scene, Forensics, and Public Relations.

While many agencies civilianize support roles, some still rely on sworn oversight, especially in operational units requiring sworn experience. When sworn oﬃcers oversee civilian-staffed units, it may limit career advancement opportunities for civilians, creating a ceiling for promotions and negatively affecting morale. This misalignment can lead to underused expertise and ineﬃciencies. For a sustainable workforce, tying supervisory roles to skills rather than sworn status is critical to professional growth.

11%	-	50%	-	50%
41%	39%	35%	53%	53%
22%	14%	42%	-	42%
41%	56%	46%	66%	66%
45%	42%	55%	62%	66%
44%	35%	58%	21%	65%
18%	47%	67%	50%	70%
-	80%	-	50%	80%
20%	37%	47%	49%	49%
25%	40%	48%	37%	50%
38%	39%	52%	50%	60%
60%	39%	60%	50%	74%
15%	33%	49%	63%	63%
27%	70%	-	82%

11%	-	50%	-	50%
41%	39%	35%	53%	53%
22%	14%	42%	-	42%
41%	56%	46%	66%	66%
45%	42%	55%	62%	66%
44%	35%	58%	21%	65%
18%	47%	67%	50%	70%
-	80%	-	50%	80%
20%	37%	47%	49%	49%
25%	40%	48%	37%	50%
38%	39%	52%	50%	60%
60%	39%	60%	50%	74%
15%	33%	49%	63%	63%
27%	70%	-	82%

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Detailed Information

COMMISSION MEMORANDUM

TITLE:

DISCUSS THE FINDINGS OF THE POLICE PROFESSIONAL PERSONNEL STAFFING AND WORKLOAD ANALYSIS.

RECOMMENDATION

BACKGROUND/HISTORY

ANALYSIS

FISCAL IMPACT STATEMENT

CONCLUSION

FINAL REPORT ON THE POLICE PROFESSIONAL STAFF STUDY

AU G U S T 2 0 , 2 0 2 5

MIAMI BEACH, FLORIDA

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TABLE OF CONTENTS

INTRODUCTION AND EXECUTIVE SUMMARY

OFFICE OF THE CHIEF

SUPPORT SERVICES DIVISION

CRIMINAL INVESTIGATIONS DIVISION

TECHNICAL SERVICES DIVISION

OPERATIONS DIVISION

ATTACHMENT A – PROFESSIONAL STAFF ROLES

ATTACHMENT B – COMPARATIVE SURVEY RESULTS

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INTRODUCTION AND EXECUTIVE SUMMARY

APPROACHES UTILIZED IN THE STUDY

KEY FINDINGS AND STRATEGIC IMPROVEMENT OPPORTUNITIES

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SUMMARY OF RECOMMENDATIONS

OFFICE OF THE CHIEF

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

SUPPORT SERVICES DIVISION

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

CRIMINAL INVESTIGATIONS DIVISION

TECHNICAL SERVICES DIVISION

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OPERATIONS DIVISION

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OFFICE OF THE CHIEF

MANAGEMENT AND SUPERVISION

1. PUBLIC INFORMATION OFFICE

(1) PUBLIC INFORMATION SPECIALIST WORKLOAD

PUBLIC INFORMATION SPECIALIST TASKS

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2. FINANCIAL MANAGEMENT

ADMINISTRATIVE SERVICES MANAGER

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MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

BUSINESS MANAGER

MATRIX CONSULTING GROUP

MIAMI BEACH POLICE DEPARTMENT PROFESSIONAL STAFF STUDY

PURCHASE ORDER PROCESS

OFFICE ASSOCIATE V

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TRAVEL REQUEST PROCESS

OFFICE ASSOCIATE IV

RECOMMENDATIONS:

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3. INTELLIGENCE UNIT

4. LEGISLATIVE AND SPECIAL PROJECTS MANAGER

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RECOMMENDATIONS:

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SUPPORT SERVICES DIVISION

MANAGEMENT AND SUPERVISION

ADVANTAGES OF PROFESSIONAL STAFF EMPLOYEES

ADVANTAGES OF PROFESSIONAL STAFF MANAGEMENT AND SUPERVISION

MATRIX CONSULTING GROUP

11%	-	50%	-	50%
41%	39%	35%	53%	53%
22%	14%	42%	-	42%
41%	56%	46%	66%	66%
45%	42%	55%	62%	66%
44%	35%	58%	21%	65%
18%	47%	67%	50%	70%
-	80%	-	50%	80%
20%	37%	47%	49%	49%
25%	40%	48%	37%	50%
38%	39%	52%	50%	60%
60%	39%	60%	50%	74%
15%	33%	49%	63%	63%
27%	70%	-	82%