Miami Police Department Officer Onboarding Analysis

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November 2015

Miami Police Department

Officer Onboarding Analysis

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1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 MANAGEMENTPARTNERS.COM 2107 NORTH FIRST STREET, SUITE 470 • SAN JOSE, CALIFORNIA 95131 • 408 437 5400 • FAX 408 453 6191

3152RED HILL AVENUE,SUITE 210•COSTA MESA,CALIFORNIA 92626•9492221082•FAX 4084536191 November 11, 2015

Mr. Daniel J. Alfonso City Manager

City of Miami

3500 Pan American Drive Miami, Florida 33133 Dear Mr. Alfonso:

Management Partners is pleased to transmit this report on the officer onboarding process of the Miami Police Department.

The report shows that the Miami Police Department has a high-quality police recruit training program that comports with industry best practices. There is a short-term strategic imperative to achieve authorized sworn strength expeditiously, which can be achieved by temporarily increasing Police Academy capacity for the next two years, and synchronizing field training and recruitment to the increased academy output.

We have identified 13 recommendations to make temporary and permanent improvements to address the City’s short-term needs to onboard more than 500 new police officers over the next five years and further refine the quality of the process.

We stand ready to assist in the implementation of these recommendations. Sincerely,

Gerald E. Newfarmer President and CEO

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Table of Contents Management Partners

Tables

Table 1. Number of Planned DROP Retirements and Eligibility per Year ... 5 Table 2. Officer Onboarding Demand 2016 to 2020 ... 5 Table 3. Recruitment Pool Targets for 2016 to 2020 ... 6

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Executive Summary Management Partners

Executive Summary

The City of Miami Police Department must onboard as many as 521 new officers in the period of 2016 through 2020 to reach authorized sworn position strength. Of that total, 391 positions will become available in 2016 and 2017 alone. Miami’s leaders want to ensure that the positions are filled as quickly as practical and that the length of time it takes to put an officer on the street is as short as practical. To that end, the City engaged Management Partners to analyze the onboarding procedures and recommend ways to improve or shorten the process.

Onboarding a police officer consists of three phases: • Recruitment and selection,

• Police academy training, and • Field training.

Each of these phases was examined in detail and compared with industry best practices. Our analysis indicates that the Miami Police Department uses a high-quality process that compares favorably to best practices. The first phase, recruitment and selection, averages four months in duration. Some individuals take less than four months and some take more. This report makes a number of recommendations for improving the recruitment and selection process that could result in reducing the average duration by three to four weeks.

Police academy training takes six months to complete, followed by a six-month program of field training. Shortening the duration of either of these phases would have a negative impact on quality. The result would mean that officers who are under-trained compared to current

department standards and industry best practices would be placed on the street. Management Partners believes Miami should not sacrifice quality of preparation to improve the speed of onboarding.

However, a three to four week reduction in a process that takes 16

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Executive Summary Management Partners

that the important issue that must be addressed is not the process duration but the process throughput capacity.

Each police academy class can have as many as 27 participants, which would produce 324 graduates over the two-year period (based on twelve academy classes). There is capacity for 64 simultaneous field training slots, which allows for about 256 officers over the same time period (after completing the police academy).

The primary concern facing the Miami Police Department is the need to onboard 391 officers in the next two years. The throughput capacity of each phase of onboarding cannot meet the bulge in demand that begins in 2016 and continues through 2017. This shortfall in throughput capacity means that the Miami Police Department would not reach authorized sworn strength until the end of 2019. This means that the recently authorized additional 60 sworn positions will not be realized for nearly three years if no changes are made to the current process.

The Miami Police Department must be repositioned from focusing on a shorter onboarding process (which would negatively impact quality) to focusing on ways to temporarily increase the throughput capacity of each of the three phases of the onboarding process. Once the large number of vacancies due to Deferred Retirement Option Program (DROP) and non-DROP retirements have been filled the department can go back to the current level of throughput to maintain the authorized sworn position strength.

The key to reaching sworn strength quicker is to develop a plan to increase the throughput capacity of the police academy by January 1, 2016 and then synchronize the throughput capacity of field training, and recruitment and selection to the increased academy capacity.

This report identifies the parameters of the capacity shortfalls and recommends approaches to improving throughput capacity.

Implementing these recommendations would allow the Miami Police Department to reach authorized sworn strength by the end of 2018.

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Methodology Management Partners

Methodology

The initial step in the analysis involved interviewing key staff of the Police and Human Resources Departments with responsibility for the recruitment and selection phase of the officer onboarding process. The interviews documented the tasks, work flow, cycle times and capacity of the various steps in the recruitment and selection process. The outcome of the interviews was a workflow process map that was verified for

accuracy by the people involved in the process. This gave the

Management Partners team detailed understanding of the recruitment and selection phase of the onboarding process.

The project team then analyzed the process to determine how it could be improved for increased and faster throughput without compromising the quality of outcomes. We sought answers to such questions as: Are steps being performed sequentially that could be performed simultaneously? Or, are there tasks that could be simplified or eliminated? The project team also looked for opportunities to apply technology to reduce the number of labor hours needed to perform tasks.

Management Partners’ project team analyzed the Police Department’s protocols and curriculum for the police academy and field training for academy graduates and compared them to best industry practices. This gave us insight into the quality of training provided prior to an officer being assigned to street duty on her/his own. The team also learned the cycle times and capacities for academy training and field training for academy graduates.

Miami’s project liaison team supplied data for sworn position vacancies and personnel turnover experience and projections. We also learned that the Miami City Commission had approved adding 60 new officer

positions to the sworn authorized strength of the department beginning in the new fiscal year.

Information from the interviews, research and analysis allowed us to project officer onboarding demand, compare the demand to throughput capacity, identify bottlenecks, and recommend strategies for

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Analysis Outcomes Management Partners

Analysis Outcomes

Onboarding refers to the progression through which an applicant is screened and selected, and then acquires the necessary knowledge, skills, and behaviors to become an effective law enforcement officer. The City of Miami onboarding process for new police officers consists of three

phases:

• Recruitment and selection, • Police academy training, and • Field training.

Each of these phases has capacity restrictions and cycle times that affect the number of officers that can be processed and the amount of time it takes to complete onboarding.

Onboarding Demand

The demand analysis begins with the current number of sworn vacancies. Information provided by the Police Department indicates there were 114 sworn vacant positions at the time of the analysis.

Projected sworn position turnover by year is a demand driver for onboarding officers. Turnover is composed both of retirements and non-retirement separations from service.

Miami police officers may choose to participate in the Deferred

Retirement Option Program (DROP). Under this program, an officer may retire from the department and then return for a contractually specified maximum number of years. The officer is then obliged to retire from the force permanently. The Police Department provided the following information regarding DROP retirements and eligibility for retirement over the next five years, as shown in Table 1.

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Table 1. Number of Planned DROP Retirements and Eligibility per Year

Year DROP Retirements Eligible to Retire

2016 51 37

2017 126 29

2018 36 34

2019 17 n/a

2020 17 n/a

The department reported that during the previous five years non-DROP separations from service averaged 20 per year. It is reasonable to factor that recent historical experience into an onboarding demand projection for the years 2019-20.

The final element in quantifying onboarding demand is any increase in the number of officers authorized by the City Commission. Staff has indicated that after discussions of alternatives, the Commission has approved 60 additional sworn officers beginning in the new fiscal year. Because of all of these factors, over the next five years the Miami Police Department must hire and train 521 officers to reach authorized sworn strength.

Table 2 summarizes the onboarding demand by year for the period from 2016 to 2020. We have assumed only 20 additional separations per year, although Table 1 shows this could be higher.

Table 2. Officer Onboarding Demand 2016 to 2020

Year Vacancy Current Retirements DROP

Estimated Additional Separations

New Authorized

Positions Demand Total

2016 114 51 20 60 245 2017 0 126 20 0 146 2018 0 36 20 0 56 2019 0 17 20 0 37 2020 0 17 20 0 37 Total 114 247 100 60 521

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Table 2 shows that 391 of the 521 total open positions will occur in 2016 and 2017 before projected demand reverts to normal levels. This incipient two-year bulge in demand is in excess of the throughput capacity of each of the three phases of onboarding.

Throughput Capacity

The ability to meet demand and eventually reach authorized sworn strength is a function of personnel turnover, newly authorized officer positions, and the capacity to process applicants through the three phases of onboarding. This section analyzes the throughput capacity of each of the three phases.

Recruitment and Selection Throughput

Historically, the hiring rate from the pool of applicants is between 7% and 9%. Academy capacity is the demand driver for the recruitment pool. Current academy capacity is seven classes of 27 per class, for a total capacity of 189 per year. Table 3 shows the target applicant pool that must be produced to fill the current academy capacity for the next three years and then the more normal applicant pool for 2019 and 2020, based on current and projected vacancies (see Table 2).

Table 3. Recruitment Pool Targets for 2016 to 2020

Year Academy Capacity/ Hiring Target 7% Target Pool 9% Target Pool 2016 189 2,700 2,100 2017 189 2,700 2,100 2018 135 1,929 1,500 2019 37 528 411 2020 37 528 411

Throughput capacity in the recruitment and selection phase of the process is not an issue in and of itself, so long as academy capacity

remains stable. The most recent recruitment effort produced a list of 1,800 names for the Police Department to initiate the selection process. As indicated by Table 2, this most recent experience would have to be increased by 50% to match academy capacity. The department reports that the selection efforts have consistently fulfilled academy capacity

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If academy capacity were to be increased, requiring a larger applicant pool, then there would need to be an increase in human resource staff to process applications for a selection list and a matching increase in Police Department selection staff to carry out the investigation and selection protocols. These increases would be temporary until the recruitment and selection demand returns to more normal level beginning in 2019.

The Human Resources (HR) Department initiates the recruitment process and processes applications in accordance with the hiring criteria

established by the Police Department. HR reports that it typically takes one month from beginning the recruitment to presenting a final list of candidates to the Police Department. It would appear highly likely that City staff could be trained and temporarily reassigned to HR to assist in recruitment should that be necessary to meet a temporary increase in academy capacity.

Recommendation 1. Increase Human Resources Department staff temporarily to process officer applications if academy capacity is increased.

There are currently 20 officers assigned as investigators in the Police Department’s Recruitment and Selection unit. The department reports that historically this level of staffing has been sufficient to meet their needs. However, it is likely that over the short-term, given the number of new hires needed, that this could become a bottleneck. One approach to providing a temporary increase in investigative resources would be to use retired police officers until recruitment demand returns to a more typical level in 2019.

Recommendation 2. Increase the number of investigators in the recruitment and selection unit temporarily to match any increase in police academy capacity.

Police Academy Throughput

As mentioned previously, Police Department staff report that the current capacity of the academy is 27 applicants per class and that the academy can initiate up to seven classes per year. Police Department staff report that the failure rate at the academy is “very low” due, in large part, to the thoroughness of the recruitment and selection process.

Given the six-month duration of the academy and assuming the first class begins January 2, 2016 and a new class begins the first day of each

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graduate five classes in 2016 and two classes in early 2017 for a total of 189 graduates toward the 391 demand level. In 2017 the academy can graduate an additional 135 cadets bringing the two year throughput to 324. This will leave the department with 67 remaining vacant sworn positions at the end of 2017.

When added to the projected 2018 demand of 56 separations the 2018 throughput requirement is 123 positions, which is within the academy’s current capacity. Because of the time it takes to get people through the academy, the Police Department would not be able to reach authorized sworn strength until the end of 2018 at current capacity.

The police academy capacity of seven classes of 27 cadets in a year represents a bottleneck to achieving authorized strength. As the analysis indicates, the department would still be short of authorized strength by 67 positions at the beginning of 2018 and would not reach authorized sworn strength until the end of the year. Thus, even though the

Commission authorized 60 additional positions in the new fiscal year the impact would not be realized for three years.

In order to eliminate or reduce the academy bottleneck, academy capacity would have to increase by approximately 21% to produce 391 graduates over the next two years. However, because the unusually high demand lasts only two years, the increase could be temporary until demand returns to more normal levels in 2018. The potential obstacles to a temporary increase in academy capacity are:

• Physical facilities need to be considered. This may be able to be addressed by a short-term lease of space and facilities such as classrooms and private gymnasia.

• Additional academy staff would need to be available. This may be able to be addressed by the use of retired police officers as a temporary pool of talent.

• The expanded academy capacity would have to be matched with a concomitant increase in field training officers (otherwise the bottleneck is simply shifted from the academy to field training). This potential problem might also be addressed by using retired police officers as a temporary pool of talent.

Recommendation 3. Develop a contingency plan for temporary expansion of police academy capacity.

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Field Training Throughput

The field training protocol of the Miami Police Department runs for six months. During the first four months of field training the newly

graduated officer is assigned to a field training officer (FTOs) for one-on-one training, assessment, and mentoring. During the final two months of field training the officer rides alone and is supervised by the field training sergeant. During the field training phase of onboarding, the officer is an asset contributing to reaching authorized sworn strength. The

department reports that field training failure rates are very low. Until recently the Police Department had 42 certified field training

officers. The department has recently increased the number of FTOs to 64 to provide for a greater number of trainees. However, analysis indicates that 108 FTOs are needed to match academy capacity.

Assuming that the academy initiates a recruit class of 27 on January 2, 2016 and initiates another class of 27 each succeeding month through July, 27 officers per month will be available to begin field training each month beginning in July. Since field training is four months in duration and requires one FTO per officer it will take 108 FTOs to keep pace with the academy graduation pipeline. This level of FTOs will be required through 2017 until the department can return to more normal level in mid-2018.

Unless the number of FTOs can be increased to match academy capacity, it would not be efficient to operate the academy at its current capacity. At the current level of FTO staffing after the first two academy classes graduate, a majority of each succeeding class would experience a 30 to 60 day hiatus between graduating and commencing field training.

If academy capacity is increased from its current level the number of FTOs will also have to be increased to match the increased academy capacity.

Recommendation 4. Increase the number of field training officers to match current or increased academy capacity.

In essence, the throughput capacities of the academy and field training must be synchronized to sustain a smoothly flowing pipeline of officers. Too few FTOs will result in gaps between graduating and beginning field training.

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Process Cycle Time

The recruitment and selection phase takes an average of four months, although some applicants will complete this phase in two months and some will take as long as six months. The police academy phase of the onboarding process lasts six months. It takes an additional six months for an officer to complete field training, although the last two months are spent riding solo under the supervision of a field training sergeant. Upon completion of the field training phase officers receive their first direct assignment.

In total, the process cycle time for onboarding police officers takes an average of 16 months, although there is variation in the recruitment and selection phase. Cycle times for the police academy and field training are fixed by department policy.

Management Partners reviewed the curriculum of the academy and determined that it comports in every respect to best industry practices. Content and duration of the academy should remain as currently configured.

Management Partners also reviewed the field training protocols used by the Miami Police Department. The protocols meet the test of best industry practices and we were not able to pinpoint any modifications that would shorten the duration or improve the quality of the field training regimen currently in use. The conclusion is that a six-month field training program is and should be a continuing phase of the onboarding process.

Given the four-month recruitment and selection cycle time and the six-month academy, it takes ten six-months to put an officer on the street. The long cycle time for onboarding a police officer indicates that the Police Department should establish a protocol for initiating the onboarding process at least 12 months prior to expected vacancies. To do this the department must project retirement eligibility each year for the

succeeding five-year period and use historical experience to develop a factor for how many retirement eligible officers take retirement in their first year of eligibility. The department should also track, analyze and apply historical non-retirement separations from service to project future non-retirement turnover. In other words, department commanders must be aware of and plan for position vacancy vulnerability at least 12 months into the future in order to consistently maintain authorized sworn

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Recommendation 5. Implement a protocol for

determining position vacancy vulnerability at least 12 months into the future.

If the Police Department is going to consistently operate at authorized sworn strength, appropriate budgeting practices must be in place.

Separations from service usually occur throughout the year. Best practice in developing an annual budget for personnel cost is to use a formula to estimate position vacancy savings and reduce the gross personnel cost by that amount. Police academy selectees are in pay status when they begin the academy and thus the cost of the academy must be recognized and included in the final personnel cost appropriation.

It was not in our scope of work to analyze the budgeting practices of the department. However, if appropriate budget development that allows for beginning the onboarding process in anticipation of demand beyond the incipient budget cycle is not present, the department will be inhibited from consistently maintaining authorized sworn strength.

Recommendation 6. Assure that annual budget policy supports maintaining authorized sworn strength.

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Recruitment and Selection Process Improvements Management Partners

Recruitment and Selection Process Improvements

Management Partners’ project team members analyzed the tasks, cycle times, and outcomes of each step in the recruitment and selection phase of officer onboarding. A detailed process map was developed based on interviews with the Miami staff actually performing the work. The

process map was reviewed and verified by Miami staff and is included in this report as Attachment B.

The recruitment element of onboarding is directed and administered by the Human Resources (HR) Department. The selection aspects of the process are directed and administered by the Police Department.

Recruitment Process

HR and the Police Department work together to establish the position description, skill sets profile, and hiring criteria for Police recruits. HR is responsible for advertising, processing and screening applications, and generating a list of eligible applicants.

HR staff report they use NEOGOV, a web-based software, to process employment applications. The forms are available electronically on the City of Miami web site.

Analysis of process steps currently embedded in the selection process of the Police Department indicates that the overall process could be made more efficient by including police staff in the application process. Police Department staff members report that 7% to 9% of eligible

applicants successfully pass the selection screening process. This leads to a conclusion that the application process should be modified where possible to include the screening criteria that are most likely to result in disqualification. Doing so would allow applicants to make a better informed decision about whether to apply or to self-select out of the recruitment process.

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contact with the PAT requirements is when they report for their orientation session with the Police Department’s investigator. At the orientation session they are shown a video of the PAT requirements. Given the very high filter effect of the PAT, it would benefit both

applicants and the Police Department if the application process included more information about the PAT.

We understand that the PAT video is available for viewing on the City website, but is not part of the mandatory application process. Since applicants can complete an electronic application, it would be beneficial to include mandatory viewing of the PAT video in the process. The applicant package also contains a description of PAT requirements. Emphasizing PAT information in the application process could have two beneficial outcomes. First, applicants would be better informed about the demands and would be better positioned to train to PAT standards. Second, applicants who conclude they are not up to the physical demands of the process could self-select out of applying, thus saving themselves and City staff time and effort.

Recommendation 7. Increase the visibility of

information describing and depicting the physical agility test.

Since between 91% and 93% of eligible applicants do not successfully pass the screening criteria, it would improve process efficiency to move the questions and information that are most likely to result in disqualification from the orientation interview to the application process. The Police Department and HR should work together to determine the items that result in the highest frequency of disqualifications and then redesign the application forms to include these questions or information. Since the HR staff already uses NEOGOV software to screen applicants for eligibility, these additional screens could be added so that eligibility parameters are tested earlier rather than later. This would result in labor savings for Police Department investigators at orientation sessions.

Recommendation 8. Redesign the application to include questions and information that result in the highest frequency of disqualification.

These modifications to the application should result in saved labor hours for Police Department investigators. As will be seen in the next section of the report, such labor hour savings could be put to better use.

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Selection Process

The Recruitment and Selection Unit of the Police Department directs and administers the process of screening the eligible applicants list for

meeting the hiring criteria. The unit is commanded by a lieutenant and includes three sergeants and 22 investigators, 20 of which are permanent assignments.

Information Management

The screening process begins upon receipt of the eligible applicant list from HR. The Recruitment and Selection Unit prints each application and creates a paper file for each eligible applicant. Throughout the screening process all hard copy materials are placed into each applicant’s file folder. The screening process would benefit from automation; the department should migrate to a paperless process. The NEOGOV software that is already used for the application process may be able to accommodate the steps involved in the screening process and certification list. Staff pointed out that the City of Miami uses Oracle software that might be able to be adapted to serve this need as well. Police Department staff should meet with the City’s information technology staff to develop a plan for migrating all aspects of the screening process to an electronic system.

Recommendation 9. Migrate the screening process to a paperless electronic system.

Physical Agility Test

The Police Department uses the same PAT criteria as many federal agencies, including the United States Department of Justice. The test standards are both age- and gender-specific.

Applicants who are not screened out during the orientation process are scheduled to take the PAT. Currently, an applicant is allowed three opportunities to pass the test. As noted earlier, between 39% and 40% of applicants fail at this stage in the process. Applicants failing the initial PAT are scheduled for a second attempt two week later. Applicants failing the second attempt are scheduled for the third and final attempt in another two weeks.

The department reports that it first went to a three-attempt system as part of a consent decree. The consent decree predates the adoption of the age-

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A three-attempt system can add an additional four weeks to the selection cycle time and bears examination as to the results it produces. The Police Department should examine the PAT results from the past five years to determine the percentage of applicants that take the second and third PATs and still fail. If the data indicate that offering a second and third attempt to pass the PAT does not produce a significant volume of passing results, then the department should eliminate the additional attempts.

Recommendation 10. Evaluate the effectiveness of the three-attempt system for the physical agility test. If analysis indicates low effectiveness, implement a one-attempt system.

Since the department uses age- and gender-specific PAT criteria, a single- attempt system is not likely to have a disparate effect on the applicant pool. In addition, if the department adopts the recommendation to embed physical agility test information in the application process, applicants can be better prepared for the PAT and can “train up” to meet the standards.

Psychological Testing

The screening/selection process involves two psychological tests. The first test, Part A, is administered to those applicants that pass the physical agility test. Experience indicates that 32% of applicants are disqualified by the Part A psychological test.

The department reports a high level of satisfaction with the vendor that administers the test. Once the test is administered the results are

provided to the department the next day. However, the department reports that it can take up to one month to schedule the test by the

vendor, due to the fact that the department has contracted for 35 slots per week for the test. While this has not been a problem to date, we anticipate that with the high volume of onboarding needed during the next two years, the Part A test throughput must be increased.

The department should work with the vendor to establish a higher number of testing appointments that will prevent a bottleneck. For example, providing 70 slots per week will reduce the cycle time for the Part A psychological test by 50%. As indicated earlier, this need is temporary, and can return to the current level once the large number of open positions has been filled.

Recommendation 11. Contract for additional appointment slots for psychological test Part A to increase capacity.

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Final Background Checks

Final background checks are initiated for those applicants that have passed the physical agility test, psychology test Part A, a polygraph test and psychological test Part B. Final background checks are carried out by investigators assigned to the Police Department Recruitment and

Selection Unit. Final background checks include the following topics: • Employment history,

• Reference checks,

• Employment with a previous law enforcement agency, • Credit history,

• Educational background, • Moral character, and • Neighborhood canvass.

Investigators interviewed for this project noted that final background checks are labor-intensive and can be of protracted duration. While this element of the onboarding process has not proven to be a bottleneck in the past, the demand level for the next three years will significantly exceed historical experience. Due to the labor-intensive nature of this work and potential for protracted duration, a temporary increase in the number of investigators assigned to carry out background investigations will be necessary. The number of additional investigators should match the throughput capacity of the academy.

Recommendation 12. Increase the number of

investigators for final background checks to match the throughput capacity of the academy.

Since this will be a temporary increase in staff, the department should analyze the potential for using retired police officers for this duty. Using retired officers will avoid the necessity of reassigning sworn personnel from direct service duties.

During the process-mapping activity an investigator suggested that civilian staff be used to schedule final background check interviews and make reminder calls to interviewees prior to the scheduled date. It is likely that this procedure would reduce the number of return trips that an investigator must make to complete the final background check.

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Conclusion Management Partners

Conclusion

The Miami Police Department must onboard about 391 officers in the next two years and as many as 521 officers by the end of 2020 to reach and maintain authorized sworn strength. Analysis establishes that the current configuration of the onboarding process would result in reaching authorized sworn strength by the end of 2018 – three years out.

The department has a high-quality onboarding process that should remain in place to ensure that officers are well-prepared to provide service to the public. The strategy for reaching authorized sworn strength quicker than 2019 is to increase the throughput capacity of the police academy and then synchronize the throughput capacity of the

recruitment and selection, and field training phases of onboarding to the increased academy capacity.

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Attachment A – List of Recommendations Management Partners

Attachment A – List of Recommendations

Recommendation 1. Increase Human Resources Department staff temporarily to process officer applications if academy capacity is increased.

Recommendation 2. Increase the number of investigators in the recruitment and selection unit temporarily to match any increase in police academy capacity.

Recommendation 3. Develop a contingency plan for temporary expansion of police academy capacity.

Recommendation 4. Increase the number of field training officers to match current or increased academy capacity.

Recommendation 5. Implement a protocol for determining position vacancy vulnerability at least 12 months into the future.

Recommendation 6. Assure that annual budget policy supports maintaining authorized sworn strength.

Recommendation 7. Increase the visibility of information describing and depicting the physical agility test.

Recommendation 8. Redesign the application to include questions and information that result in the highest frequency of disqualification.

Recommendation 9. Migrate the screening process to a paperless electronic system.

Recommendation 10. Evaluate the effectiveness of the three-attempt system for the physical agility test. If analysis indicates low effectiveness, implement a one-attempt system.

Recommendation 11. Contract for additional appointment slots for psychological test Part A to increase capacity.

Recommendation 12. Increase the number of investigators for final background checks to match the throughput capacity of the academy.

Recommendation 13. Develop a protocol for civilian staff to schedule final background check interviews and make reminder calls prior to the interview.

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Attachment B – Officer Onboarding Process Map Management Partners

Attachment B – Officer Onboarding Process Map

City of Miami Police Recruitment Process

Police Recruitment Unit

Human Resources De partme nt Applicant Advertise for Recruitment Openings Review Applications as they Come In Screen Applications for Appropriate Documentation iincluding F-Bat) Does Applicantion

pass Screening? Yes Add to “Eligible List” of Applications

Generate a “Eligible Register” of Candidates No Send letter of ineligibility Forward List of Certified/Referred Applicants Police Recruitment Unit

Sort List of Certified/ Referred Applications and Randomize (using a random number generator) Print Applications from Neo Gov

Create Individual File for Each

Applicant

Distribute Hard Files to Investigators

Run Preliminary Background Check on each Applicant (SCIHS, NCIC, CCIS, Local, Traffic, ATMS)

Can Applicant Continue? Applicant is Informed of Disqualification at Orientation No

Verify that Certified Letters are Received and Verify Applicant

Attendance Begin Applicant Orientation Yes 1 Can Applicant Continue After Orientation? Release Applicant at Interview No

1 Activities that occur during orientation include: - Advising those who will not move forward - Video

- Physical agility information and test date - Review various acknowledgements for signature - Notarize documents signed by applicants - One-on-one interviews with Investigators

Continue on Page 2

1 of 4

Send Packets to Applicants by certified mail two weeks prior to orientation, including: orientation letter, two questionnaires, physical agility standards form and waiver form

2

1 week 2 to 3 weeks

30 minutes 3 weeks 4 hours

Investigators Conduct

One-on-One Interviews with Applicants

Process Cycle Time Average = 4 months

Applicant orientation continues on page 2

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City of Miami Police Recruitment Process

Human Resources De partme nt Applicant Does Applicant Continue After Orientation?

Check that File is Complete with Notarized Waiver

Form

Yes Provide Applicant with Date and Time of Physical Agility Test

Schedule Applicant for Psychological Evaluation Test A Prior

to Leaving Test Site Does the Applicant Pass Physical Agility Test? Send Letter of Disqualification and add to Applicant Record No Yes Is Applicant Deemed Suitable after Psychological Evaluation Test A? Send Letter of Disqualification and add to Applicant Record No Coordinator Sends Results of Psychological Evaluation A to the Investigator Yes Can Investigator Approve Applicant to Proceed? Send Letter of Disqualification and add to Applicant Record No Coordinator Calls Applicant to Schedule Polygraph Exam Applicant Takes Polygraph Exam (2 Attempts) Yes Applicant Takes Psychological Evaluation Test A Applicant Takes

Physical Agility Test (3 attempts allowed) Page 2 of 4 Continued from Page 1 Continue on Page 3

(Dates and Times are pre-established, 3 attempts, 1 week apart)

3

Release Applicant at Interview

No

Part of Orientation Process that begins in page 1

2 weeks

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City of Miami Police Recruitment Process

Human Resources De partme nt Applicant Does Investigator Disqualify Applicant Based on Omissions? Police Psychologist Administers Polygraph Send Letter of Disqualification and add to Applicant Record Yes Investigator Completes Background Checks 4 No Does Background Check Qualify Applicant? Send Letter of Disqualification Letter to Applicant No

Complete File and Prepare for Review and Signatures up Chain of Command

Yes _{Approved for Hire?}Is Applicant

Send Letter of Disqualification to Applicant No Coordinator Contacts Applicant by Phone to Come in and Sign Conditional Letter of

Employment

Yes

Page 3 of 4

4 Process Includes completion of:_{- Three neighborhood checks}

- Up to five reference checks - Employment checks

- Checks with other Police departments, juvenile records, sexual offender, credit report, Special Investigations Continued

from Page 2 Continue on

Page 4

Applicant Signs Conditional Letter

of Employment Polygraph Results

are Forward to the Investigator

1 week 4 weeks 2 days

Coordinator Receives Signed Form (files one in Background Folder and Forwards one to

Police Chief)

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City of Miami Police Recruitment Process

Human Resource

s De

partment

/Office of

Equal Opportunity and Diversity Programs

(EODP ) Applicant Coordinator Schedules Psychological Evaluation B and Medical Exam (Both on

same day) Is Applicant Deemed Suitable after Psychological Test B? Send Letter of Disqualification to Applicant No Coordinator Files Results in Applicant Folder Yes Is Applicant Deemed based on Medical Examination?

Sergeant Codes Certified List (Hire and Disqualification Codes added) at City Office EODP

Send Letter of Disqualification to

Applicant

No

Police Health Services Unit and Human Resources Complete

Medical Clearance

Yes

Office of EODP Sends Certified List

to Records

Coordinator Prepares Cleared for

Hire Letter with Applicant Start Date

Applicant Begins Academy or Post