Miami Police Department Departmental Orders PDF

MIAMI POLICE DEPARTMENT DEPARTMENTAL ORDERS Jorge R. Colina Chief of Police  QIit\! nf J4ffiami EMILIO T. GONZALEZ, Ph.D....

MIAMI POLICE DEPARTMENT DEPARTMENTAL ORDERS Jorge R. Colina Chief of Police  QIit\! nf J4ffiami EMILIO T. GONZALEZ, Ph.D. City Manager MIAMI POLICE DEPARTMENT DEPARTMENTAL ORDERS FOREWORD The purpose of the City of Miami Police Departmental Orders is to provide policy and procedural guidelines for members in the performance of their duties. All sworn and civilian employees are able to access the departmental orders via the Miami Police Department Intranet. In addition, all employees can download an eBook version of the departmental orders. The new eBook provides access from any mobile device, immediate search, highlighting, notetaking, and read aloud capabilities. All employees of the Miami Police Department shall become familiar with these orders and will be governed by them. - -. Jorge R. Colina, Chief of Police City of Miami Police Department Date: February 27, 2018 MIAMI POLICE DEPARTMENT/P.O. BOX 016777 I Miami, Florida 33101 I (305) 603-6100 E-Mail Address: [email protected]  TABLE OF CONTENTS COVER PAGE 1 FOREWORD 2 TABLE OF CONTENTS 3 DEPARTMENTAL ORDER 1: OFFICE OF THE CHIEF 1.1 DEPARTMENTAL ORDERS 1.2 DEPARTMENTAL MISSION 1.3 RESERVED 1.4 RESERVED 1.5 COLLECTIVE BARGAINING 1.6 STAFF DUTY OFFICER 1.7 DIRECTIVE SYSTEM 1.8 CORRESPONDENCE 1.9 POLICE LEGAL ADVISOR 1.10 DEPARTMENTAL ADMINISTRATIVE FILING SYSTEM 1.11 RULES AND REGULATIONS 1.12 POLICE FUNERALS 1.13 CIVILIAN FUNERALS DEATH BENEFITS ASSISTANCE 1.14 LIMITATIONS ON ASSOCIATIONS (CITY MANAGER) 1.15 VIDEO RECORDING OF POLICE ACTIVITY 1.16 PROFESSIONAL COMPLIANCE SECTION 1.17 LESBIAN, GAY, BI-SEXUAL, TRANSGENDER DISCRIMINATION PREVENTION DEPARTMENTAL ORDER 2: INTERNAL AFFAIRS SECTION 2.1 INTERNAL AFFAIRS SECTION 2.2 INTERNAL INVESTIGATIONS 2.3 CODE OF ETHICS 2.4 POLICE STANDARDS CERTIFICATION AND DECERTIFICATION 2.5 INCIDENT TRACKING SYSTEM DEPARTMENTAL ORDER 3: SPECIAL INVESTIGATIONS SECTION 3.1 SPECIAL INVESTIGATIONS SECTION 3.2 INTELLIGENCE AND TERRORISM UNIT 3.3 NARCOTICS UNIT 3.4 JOINT INTERDICTION UNIT 3.5 RESERVED DEPARTMENTAL ORDER 4: COMMUNICATIONS SECTION 4.1 TELEPHONE COMMUNICATIONS 4.2 RADIO COMMUNICATIONS 4.3 24 HOUR INCIDENTLOG 4.4 DISPATCH PROCEDURES 4.5 RESERVED 4.6 BODY WORN CAMERA 4.7 RESERVED 4.8 CLOSED CIRCUIT TELEVISION (CCTV) 4.9 MOBILE AND FIXED LICENSE PLATE READER (LPR) 4.10 VALIDATIONS AND 24 HOUR DESK DEPARTMENTAL ORDER 5: SUPPORT SERVICES SECTION 5.1 RESERVED 5.2 BUILDING MAINTENANCE 5.3 RECORDS UNIT 5.4 COURT PROCEDURES 5.5 STRATEGIC PLANNING AND PERFORMANCE UNIT 5.6 ADMINISTRATIVE REPORTS 5.7 RED LIGHT CAMERA ENFORCEMENT DEPARTMENTAL ORDER 6: PERSONNEL RESOURCE MANAGEMENT SECTION 6.1 PERSONNEL AND PAYROLL 6.2 PERSONNEL, EVALUATIONS, COMMENDATIONS AND REPRIMANDS 6.3 HEALTH SERVICES DETAIL 6.4 HEALTH HAZARDS 6.5 ANNUAL RANDOM SUBSTANCE ABUSE EXAMINATION PROGRAM 6.6 COMPREHENSIVE PSYCHOLOGICAL SERVICES PROGRAM 6.7 ANNUAL PHYSICAL EXAMINATION PROGRAM 6.8 SWORN PERSONNEL PROMOTIONS 6.9 MILITARY LEAVE 6.10 HARASSMENT (INCLUDING SEXUAL HARASSMENT) 6.11 EEO/DISCRIMINATION 6.12 RECRUITMENT AND SELECTION 6.13 RESERVED 6.14 BATON PR-24 (TRAININGUNIT) 6.15 DEPARTMENTAL STAFFING DETAIL 6.16 GRIEVANCE PROCEDURES 6.17 RESERVED 6.18 RESERVED 6.19 RESERVED 6.20 BODY ARMOR 6.21 USE OF FORCE AND ADMINISTRATIVE PROCEDURES 6.22 DEPARTMENTAL DISCIPLINARY REVIEW BOARD 6.23 RESERVED DEPARTMENTAL ORDER 7: COMMUNITY RELATIONS SECTION 7.1 COMMUNITY RELATIONS SECTION 7.2 POLICE RESERVE AND AUXILIARY VOLUNTEER OFFICER DETAIL 7.3 TOURS OF THE POLICE FACILITY 7.4 POLICE ATHLETIC LEAGUE 7.5 CITIZENS ON PATROL 7.6 CITIZENS POLICE ACADEMY 7.7 POLICE EXPLORERS 7.8 CITIZEN VOLUNTEER PROGRAM 7.9 SCHOOL RESOURCE OFFICER 7.10 PUBLIC INFORMATION OFFICE 7.11 AWARDS 7.12 SOCIAL MEDIA UNIT: USE OF DEPARTMENTAL SOCIAL MEDIAPLATFORMS DEPARTMENTAL ORDER 8: BUSINESS MANAGEMENT SECTION 8.1 BUDGET 8.2 ACCOUNTING 8.3 FORFEITURE 8.4 LAW ENFORCEMENT TRUST FUND 8.5 INVESTIGATIVE FUNDS 8.6 ALARM ORDINANCE UNIT 8.7 CELLULAR TELEPHONE MANAGEMENT 8.8 CELLULAR TELEPHONE USAGE 8.9 GRANTS COORDINATOR 8.10 TRAVEL ON CITY BUSINESS 8.11 RESERVED 8.12 RENTAL VEHICLE EXCHANGE POLICY 8.13 PETTY CASH FUNDS POLICY DEPARTMENTAL ORDER 9: CRIMINAL INVESTIGATIONS SECTION 9.1 HOMICIDE UNIT 9.2 SPECIAL VICTIMS UNIT 9.3 CRIMINAL INVESTIGATION PROCEDURES 9.4 DOMESTIC VIOLENCE UNIT 9.5 SEARCH AND ARREST WARRANTS 9.6 VICTIMS’ RIGHTS 9.7 RESERVED 9.8 RESERVED 9.9 RESERVED 9.10 CRIME SCENE PROCEDURES 9.11 RESERVED 9.12 CONFIDENTIAL INFORMANTS 9.13 GENERAL INVESTIGATIONS UNIT 9.14 ROBBERY UNIT 9.15 ASSAULT UNIT 9.16 EYEWITNESS IDENTIFICATION/SHOW UPS 9.17 PHOTOGRAPH VIEWING SYSTEM 9.18 SQUATTER DETAIL DEPARTMENTAL ORDER 10: OFFICE OF EMERGENCY MANAGEMENT AND HOMELAND SECURITY 10.1 EMERGENCY MOBILIZATION 10.2 AIRCRAFT CRASHES 10.3 HURRICANE AND SEVERE WEATHER 10.4 CIVIL DISORDER 10.5 FIRE 10.6 POLICE BUILDING EVACUATION 10.7 DISTURBANCES AT CONFINEMENT FACILITIES 10.8 INCIDENT COMMAND SYSTEM 10.9 LOCAL SUPPORT SERVICES DEPARTMENTAL ORDER 11: PATROL 11.1 PATROL 11.2 PATROL NET SERVICE AREA 11.3 PERIMETERS 11.4 STATION SECURITY 11.5 PRISONER INTERVIEW AREAS 11.6 F.T.O PROGRAM 11.7 VEHICLE PURSUIT DRIVING AND POLICE VEHICLE OPERATION POLICY 11.8 REPORTING PROCEDURES 11.9 DEALING WITH FOREIGN NATIONALS 11.10 HOMELESS 11.11 CRISIS INTERVENTION TEAM 11.12 FLORIDA MENTAL HEALTH ACT (BAKER ACT) 11.13 SUBSTANCE ABUSE SERVICES (MARCHMAN SERVICES ACT) 11.14 UNDOCUMENTED PERSONS (ILLEGALALIENS) 11.15 PARKING ENFORCEMENT 11.16 ARREST PROCEDURES 11.17 PERSONNEL ASSIGNMENT PROCEDURES 11.18 LIMITED ENGLISH PROFICIENCY (LEP) 11.19 VEHICLE IMPOUNDMENT PROGRAM DETAIL 11.20 PUBLIC SERVICE AIDES 11.21 COMMUNICATING WITH THE DEAF OR HARD OF HEARING 11.22 FOOT PURSUIT 11.23 DETENTION OFFICERS 11.24 RAPID RESPONSE TO AN ACTIVE SHOOTER 11.25 JUVENILE PROCEDURES DEPARTMENTAL ORDER 12: SPECIALIZED OPERATIONS SECTION 12.1 SPECIAL EVENTS 12.2 TRAFFIC ENFORCEMENT 12.3 CANINE 12.4 CRASH INVESTIGATIONS 12.5 TRAFFIC HOMICIDE INVESTIGATION 12.6 SPECIAL THREAT RESPONSE UNIT 12.7 MARINE PATROL 12.8 MOUNTED PATROL 12.9 SCHOOL CROSSING GUARD DETAIL 12.10 WRECKER DETAIL 12.11 AVIATION 12.12 RESERVED 12.13 POLICE VEHICLE CRASH INVESTIGATION/ACCIDENT REVIEW BOARD (ARB) 12.14 SPEED ENFORCEMENT 12.15 UNDER 21 IMPAIRED DRIVING ENFORCEMENT 12.16 IMPAIRED DRIVER ARREST AND PROCESSING 12.17 MANUAL TRAFFIC CONTROL 12.18 SEATBELT ENFORCEMENT DATA COLLECTION 12.19 DIRECTED TRAFFIC ENFORCEMENTSTANDARD 12.20 TRAFFIC ENGINEERING AND ROADWAY HAZARDS 12.21 STAGED CRASH DETAIL 12.22 BOMBS, BOMB THREATS, EXPLOSIVES, AND HAZARDOUS MATERIALS EMERGENCIES DEPARTMENTAL ORDER 13: INFORMATION TECHNOLOGY SUPPORT SECTION 13.1 COMPSTAT SUPPORT UNIT 13.2 COMPUTER SUPPORT UNIT 13.3 COMPUTER USE POLICY 13.4 SOCIAL MEDIA/SOCIAL NETWORKING DEPARTMENTAL ORDER 14: PROPERTY & EVIDENCE MANANGEMENT SECTION 14.1 UNIFORM, EQUIPMENT, ANDDRESS 14.2 FLEET LIAISON 14.3 PROPERTY UNIT 14.4 IMPOUNDING VEHICLES/VESSELS DEPARTMENTAL ORDER 15: TRAINING AND PERSONNEL DEVELOPMENT SECTION 15.1 TRAINING 15.2 FIREARMS PROCEDURES 15.3 SCENARIO BASED TRAINING 15.4 BIAS BASED PROFILING 15.5 RESERVED 15.6 EXPANDABLE BATON 15.7 OC SPRAY 15.8 ELECTRONIC CONTROL DEVICES 15.9 LEG RESTRAINT 15.10 DOJ AGREEMENT AND STANDARDS TRAINING 15.11 EXCITED DELIRIUM DEPARTMENTAL ORDER 16: INVESTIGATIVE SUPPORT SECTION 16.1 INVESTIGATIVE INTELLIGENCE SUPPORT UNIT 16.2 CRIME SCENE INVESTIGATION UNIT 16.3 TACTICAL INVESTIGATIONS UNIT 16.4 VICTIMS ADVOCATE SERVICES Office of the Chief Departmental Order 1 Chapter 1 DEPARTMENTAL ORDERS Section 1.1 Policy 1.2 Organization 1.3 Responsibilities 1.4 Procedures 1.1 POLICY: It is the policy of the Miami Police Department to provide Departmental Orders (D.O.), written directives as to policy and procedures, to each employee of the organization. These Departmental Orders are promulgated in order that all employees are given the most current, efficient procedures and policies, including amended written directives and procedures, when necessary, to coincide with the terms of ratified labor agreements, which will provide a clear understanding of the constraints and expectations in the performance of their duties. In addition, the Miami Police Department is committed to ensuring that the Departmental Orders be reviewed routinely as to their relevance and currency, and that they give quick, accurate reference of how the Miami Police Department should operate. As such, Departmental Orders supersede individual organizational element’s Standard Operating Procedures. 1.1.1 It is the duty and responsibility of all employees to familiarize themselves with the Departmental Orders and govern themselves accordingly. 1.2 ORGANIZATION: The Miami Police Departmental Orders are promulgated under the direction and authority of the Chief of Police. 1.3 RESPONSIBILITIES: All employees within the organization must comply with these orders, unless overruled by a commanding officer, based upon the urgency of the task or assignment. When a departure is necessary, the commanding officer shall notify his section commander at once through established channels. 1.3.1 This Departmental Order will outline specific procedures for the development, revising, updating, purging and indexing orders. The following is a list of which elements are responsible for this review. Departmental Order 1 Professional Compliance Section Departmental Order 2 Internal Affairs Division Departmental Order 3 Special Investigations Section Departmental Order 4 Communications Section Departmental Order 5 Support Services Section Departmental Order 6 Personnel Resource Management Section Departmental Order 7 Community Relations Section Departmental Order 8 Business Management Section Departmental Order 9 Criminal Investigations Section Departmental Order 10 Field Operations Division Departmental Order 11 Patrol Section 02/15  Departmental Order 1 Chapter 1 Departmental Order 12 Specialized Operations Section Departmental Order 13 Information Technology Support Section Departmental Order 14 Property Section Departmental Order 15 Training & Personnel Development Section Departmental Order 16 Tactical Operations Section 1.4 PROCEDURES: Revisions of the Departmental Orders are made through publication in either the Official Bulletin or during the annual review process. All D.O. creation or revisions will be well researched to ensure they do not conflict with any law or other policies. Any creation or revision affecting another organizational entity must be coordinated with the entity’s commander. To insure that the Miami Police Departmental Orders are continuously updated with the most current information, the following procedures will be followed: Definitions: 1.4.1 Outline: Each chapter will incorporate the title of the order, the responsible section and be comprised of: a policy statement, an organization statement, a responsibility statement, procedures, and any additional categories in that order. 1.4.1.1 Policy: A broad declaration of agency principles, intent, goals and mission. Policy statements may be characterized by such words as "may" or "should" and usually do not establish fixed rules or set procedures for conduct of a particular activity, but rather provide a framework for development of procedures. 1.4.1.2 Organization: This written directive should specify each organizational element and any additional reporting function, whether there is a liaison function or a matrix design, etc. 1.4.1.3 Responsibilities: A written declarative outline of the responsibility of the function including the function's accountability to the overall mission/goals. This may be a section’s or a unit's responsibility. 1.4.1.4 Procedure(s): A written directive that is a guide for carrying out agency activities. A procedure may be made mandatory in tone through the use of "shall" versus "should" or "must" rather than "may". Procedures sometimes allow some latitude and discretion in carrying out an activity where appropriate. 1.4.1.5 Additional Categories: Additional categories may follow the procedures when necessary to add clarity to the Order. 1.4.2 Format: The format of a Departmental Order may be copied from the link posted on departmental computers. A. Set the font size at 11 and the font type at Arial. B. Set the “justify” function by clicking on the appropriate icon. C. Use the “Page Setup” function and make the following settings: 1. Under the “Margins” tab, check “Mirror Margins” and set the margins as follows: Top margin 1.0" Bottom margin 1.0" Left margin 1.0" 02/15  Departmental Order 1 Chapter 1 Right margin 1.0" Header position 0.5" Footer position 0.5" 2. Under the “Layout” tab, check “Different First Page”. D. Click on “View” on the top tool bar, then click on “Headers and Footers” on the pull down menu. A dialog box with several icons will appear on the document. A box labeled “Header” will appear at the top of the document. Set a right tab at the right margin in the “Header” box and type the following: Departmental Order # Chapter # E. Switch to the “Footer” box by clicking on the first icon in the dialog box on the screen. At the left margin in the “Footer” box, type in the date the document is typed/revised. NOTE: The footer will not appear on the first page. It must be entered on the first page by doing the following: after typing the document, return to the first page. Click on “View” on the top tool bar, then click on “Headers and Footers” on the pull down menu. A dialog box with several icons will appear on the document. Click on the first icon. A box labeled “First Page Footer” will appear at the bottom of the document. Type in the desired information. 1.4.2.1 Making Revisions: Any new wording will be underlined and any deleted wording will be struck out (a line placed through the word or words). Example: Underline new words and strike out those you want deleted. The purpose of this is to provide a log of the changes being made. To underline, click on the underline icon and type your changes. To strikethrough a word or phrase, highlight the word or phrase you want to strikethrough and click on Format, then Font, then check on Strikethrough. 1.4.3 Annual Review: Every division will be responsible for ensuring that the annual review process of the Departmental Orders is conducted by August 15 of each year. Section commanders will be responsible for reviewing their Departmental Order to ensure that they are current and updated. If the Departmental Order is current, and there are no recommended changes, the section commander must write a memorandum to the Professional Compliance Section (PCS) indicating that their Departmental Order is current and that no changes are needed. If there are recommended changes, the Departmental Order Review Process will be implemented. 1.4.3.1 The Departmental Review Process Consists of: A. The unit commander makes the recommended changes in the Departmental Order, and forwards a completed Departmental Order package to the Professional Compliance Section through channels to ensure compliance with the Commission on Accreditation for Law Enforcement Agencies (C.A.L.E.A.) Standards. The C.A.L.E.A. Standards Manual is posted on the Miami Police Department’s Intranet. B. The Professional Compliance Section reviews the recommended changes to ensure changes are in compliance with accreditation standards. If the recommended changes conflict with accreditation standards the Professional Compliance Section returns the package to the originating unit, for corrections and re-submission to the Professional Compliance Section. 02/15  Departmental Order 1 Chapter 1 C. If the recommended changes meet accreditation standards, the Professional Compliance Section will review for grammatical and other structural compliance and then deliver the approved package to the Policy Review Committee (P.R.C.) coordinator for scheduling P.R.C. review. D. The P.R.C. coordinator will notify the unit commander requesting P.R.C. review to prepare to present the item to P.R.C. If approved by the Committee, the P.R.C. chairman will forward the recommended changes to the Chief of Police for his final approval or disapproval. If the recommended changes are not approved by the P.R.C., the recommended changes will be returned to the originating unit for corrections and the process begins again. E. If the Chief of Police disapproves the package, it is returned to the Policy Review Committee chairperson, who returns it to the originating unit with the recommended changes by the Chief of Police and the process begins again. F. If the Chief of Police approves the P.R.C. recommendations, the Chief of Police sends the package to the Police legal advisor, who forwards it to the Civilian Investigative Panel (C.I.P.). G. Upon the passage of 30 days from the date submitted to the C.I.P., the office of the Chief of Police shall forward the entire package to the P.R.C. chairperson. The P.R.C. chairperson will prepare a P.R.C. receipt memorandum and it will be attached to the approved D.O. package. The D.O. package must contain the P.R.C. recommendation memo signed by the Chief of Police and acknowledgement of receipt from the C.I.P. The P.R.C. Chairperson will deliver the completed package to the Professional Compliance Section through channels for final reproduction and distribution preparation for electronic publishing. Changes to the D.O. that are brought about due to changes in Florida Statues, local government legislation, labor contracts, city administrative policies and or dealing with public safety matters will not be subject to the 30 day hold for C.I.P. review and can clear immediately. The Professional Compliance Section then forwards the revised Departmental Order to the Information Technology Support Section for posting on the Intranet. The Professional Compliance Section will also place a notice in the Official Bulletin of new or revised D.O. H. The Professional Compliance Section will return to the P.R.C. Chairperson a memorandum containing the dates of final editing, O.B. announcement; and M.P.D. Intranet electronic distribution. I. In the event the C.I.P. recommends changes to the D.O. revision, the Chief of Police may, at his discretion, implement said recommendations. 02/15  Departmental Order 1 Chapter 1 The PCS reviews the UNIT MAKES CHANGES recommended changes to The unit commander makes changes in the ensure changes are in Departmental Order and forwards a completed D.O. compliance with Start package to the PCS through channels to ensure accreditation standards. compliance with C.A.L.E.A. Standards. Changes meet accreditation standards forwarded to PCS for Changes returned to originating unit for review and editing and process begins again. grammatical Revisions needed compliance The Policy Review Committee disapproved The PCS delivers approved package to and/or modified recommended changes. If P.R.C. coordinator for scheduling P.R.C. modifications are made by the P.R.C., the Recommended review. The P.R.C. coordinator notifies the package is returned to the originating unit Changes unit commander requesting P.R.C. review to for corrections and the process begins Disapproved prepare to present item to P.R.C. The Policy again. By P.R.C. Review Committee reviews recommended changes and approves or disapproves these changes. The Chief of Police sends Departmental Order back to the P.R.C. Chairperson with the recommended changes and process Recommended begins again. Changes Approved by P.R.C. C.O.P. Disapproves recommendations by P.R.C. The Chief of Police (C.O.P) approves or disapproves recommendations by the P.R.C. C.O.P. Approved Upon the passage of 30 days from the date recommendations by submitted to the C.I.P., the P.R.C. Chairperson P.R.C. shall forward the entire package to the Support Services Section through channels for reproduction and electronic distribution preparations and The Chief of Police approves the publishing. The Departmental Order is then P.R.C. recommendations, and forwarded to the Computer Support Unit for posting forwards the package to the Police on the Intranet. The Support Services Section will legal advisor who forwards it to the also place a notice in the Official Bulletin of new or Civilian Investigative Panel. revised D.O. All employees will be directed to access electronic information on the new or updated D.O. In the event the C.I.P. recommends changes to the D.O. revision, the Chief of Police may, at his discretion implement said recommendations. 02/15  Departmental Order 1 Chapter 1 1.4.3.2 The Departmental Order Package: The Departmental Order (D.O.) package shall consist of a hard copy and a digital format copy , i.e., CD or floppy disk, as outlined below: 1) The original D.O. 2) The revised D.O. with the tracked changes, i.e. including strikethroughs and underlining. 3) The final clean copy of the D.O. after changes have been made without strikethroughs or underlining. 4) Keyword listing. This will be a listing of key words that will be used to identify and index important words to assist employees in looking up information included in the document. The Keyword listing can contain any number of identifying words. Each word will correspond to a specific location. Each location can have more than one identifying word. 5) A red line memorandum to the Professional Compliance Section commander requesting review of the proposed changes to the D.O. 6) The original red line memorandum to the P.R.C. chairman. The red line memorandum to the P.R.C. chairman must outline a synopsis of the change(s) being proposed. 1.4.4 Updating: Departmental Orders are updated through a D.O. supplemental package a minimum of once a year per accreditation standards and through the Official Bulletins as they are approved by the Chief of Police. Revisions may range from simple sentence changes announced in the Official Bulletin to annual supplements distributed by the Information Technology Support Section indicating the date of the revision. The Professional Compliance Section is responsible for coordinating the annual review of Departmental Orders, verifying their structural format, accuracy, and currency and for maintaining the entire set of D.O. Each individual section is responsible for maintaining their corresponding D.O. in their departmental assigned “U” drive. 1.4.4.1 Departmental Orders are available to members through the Miami Police Intranet. Pursuant to the Policy Review Committee and the Chief of Police review and approval of an updated departmental order, the directive is forwarded to the Civilian Investigative Panel 30 days prior to implementation pursuant to City Ordinance after which they are forwarded to the Professional Compliance Section for reproduction and electronic distribution preparation. The Departmental Order is then forwarded to the Information Technology Support Section for posting on the Miami Police Department’s Intranet. 1.4.5 Exception to the D.O. Package: When an update or annual revision to a Departmental Order does not materially alter the structure of the current format, like a 02/15  Departmental Order 1 Chapter 1 change of a word or two, a hard copy of the wording to be added and/or deleted shall only be required. 1.4.5.1 Materiality: Any additions or deletions that causes the revised page to increase the number of text lines by any amount or to decrease the number of text lines by more than five (5). 1.4.5.2 The hard copy shall be in compliance with this policy. 1.4.6 Procedural Changes: Any change in departmental procedures may be made at the section level's request. This procedural change must be reviewed by the Department's Policy Review Committee and approved by the Chief of Police before implementation. 1.4.7 Policy Change: Any policy change must be submitted to the Policy Review Committee for evaluation and approval. This committee will recommend to the Chief of Police, for his approval, any necessary change in Departmental Orders Policy. 1.4.8 Purging: Any Departmental Order that is to be purged will be treated as an update in the Official Bulletin or during the annual revision. The effect of purging can be substantial if the subsequent chapters are numerous because those chapters will have to be re-numbered. Anyone wishing to purge directives from Departmental Orders will adhere to the requirements specified in this chapter regardless of the size of the change. 1.4.9 Indexing: Every new or revised chapter will be accompanied by an addition to the Keyword Listing. This will be a listing of key words that will be used to identify and index important words to assist users in looking up information included in the document. The Keyword Listing can contain any number of identifying words. Each word will correspond to a specific location. Each location can have more than one identifying word. 1.4.10 Effective Dates: Once the policy has been approved for issuance to all employees, the Professional Compliance Section will affix the corresponding effective date on the lower left corner of the Order. 1.4.11 Issuance: It is the responsibility of the Information Technology Support Section to issue and track the issuance of all Departmental Orders, supplements and other updates as necessary. It will also be the responsibility of the Information Technology Support Section to provide the Professional Compliance Section with a listing of employees who have electronically received and signed out for a copy of the manual, supplements and other updates. The Professional Compliance Section will maintain the signature log in accordance with the guidelines established by Florida Statutes regarding the destruction of records. 1.4.12 Gender: Any order written as, he, she, him, her, etc., is not meant to be gender specific, but refers to any male or female employee of the Miami Police Department. 02/15 Office of the Chief Departmental Order 1 Chapter 2 DEPARTMENTAL MISSION Section 2.1 Policy 2.2 Organization 2.3 Responsibility 2.4 Mission 2.5 Organizational Divisions 2.6 Goals 2.1 POLICY: It is the policy of the Miami Police Department (MPD) to provide each employee a copy of its mission statement and the goals of the Department. 2.2 ORGANIZATION: This Departmental Order (DO) is the collective thought of the entire organization; it is the mainstay of the organization. 2.3 RESPONSIBILITY: It is the responsibility of each employee to embrace this Order as a practical and philosophical concept. The goals of the organization are the reason for the Department's existence. 2.4 MISSION 2.4.1 MISSION STATEMENT: Our mission, together with the communities of Miami, is to make our city a place where all people can live, work, and visit safely without fear. (CALEA 12.2.1 a) 2.4.2 VISION: The MPD will maintain the highest standards of professional ethics and integrity. We are committed to the philosophy of community and neighborhood policing. We will build partnerships and coalitions with the business, corporate, and residential communities to identify and recommend solutions to problems with the goal of improving the quality of life in our neighborhoods. We will employ time-tested police methods and promising innovative approaches to better protect our communities. We value the cultural unity and differences of our communities, recognizing that there is strength in both. Our commitment is to provide professional service to our citizens, residents, and visitors. 2.4.3 CORE VALUES: In our individual conduct and in our personal relationships, we value: (CALEA 12.2.1a) a. Integrity and ethical behavior at all times b. Respect for the rules of law and the dignity of all human beings c. Acceptance of full responsibility and accountability for our actions d. Empathy and compassion for others e. Direct communications that permits and encourages healthy disagreement f. Resolving differences in a mutually supportive and positive way Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.4.3.1 In our professional responsibilities, we value: a. Individual and team effectiveness in solving crime and crime related problems b. Exceptional response to community needs c. Equal protection and service to all, regardless of economic status d. Continuous commitment to personal and professional growth e. Innovation, creativity, and reasoned risk-taking f. A methodical approach to problem solving g. Responsible and creative management of our resources h. Excellence and continuous improvement in all we do 2.5 ORGANIZATIONAL DIVISIONS: 2.5.1 The MPD is divided into the following major components: a. Office of the Chief of Police (COP) b. Office of the Deputy Chief of Police (ODC) c. Administration Division (ADM) d. Field Operations Division (FOD) e. Criminal Investigations Division (CID) 2.5.2 The Internal Affairs Section (IAS), Special Investigations Section (SIS), Professional Compliance Section (PCS) and the Public Information Office/Community Relations Section (PIO/CRS) are each commanded by a Major of Police who reports directly to the Chief of Police (COP) 2.5.3 The Administration Division is commanded by an Assistant Chief of Police who reports directly to the Deputy Chief of Police 2.5.4 The Field Operations Division is commanded by an Assistant Chief of Police who reports directly to the Deputy Chief of Police 2.5.5 The Criminal Investigations Division is commanded by an Assistant Chief of Police who reports directly to the Deputy Chief of Police 2.5.6 The Office of the Deputy Chief of Police is commanded by the Deputy Chief of Police who reports directly to the Chief of Police 2.6 GOALS: 2.6.1 Office of the Chief of Police - Internal Affairs Section: 2.6.1.1 To provide an evaluation process whereby determinations can be made as to whether policies and procedures are being implemented as intended and whether efficient, effective, and accepted management principles are being practiced and personnel are being allocated and distributed within all organizational components in accordance with documented periodic workload assessments. 2.6.1.2 To examine the activities of the Department's review process in determining equitable standards applicable to all employees Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.6.1.3 To pursue allegations of administrative and criminal misconduct by City employees in a pro-active, systematic, and thorough manner by providing complete resource support and liaison with other agencies 2.6.1.4 The Office of the Chief of Police must obtain a written, signed copy of all applicable labor agreements. The Chief of Police (or designee) must review such labor agreements and if necessary amend written directives and procedures to coincide with the terms of the labor agreements. Additionally the new labor agreements, including any modifications to existing agreements, must be disseminated to the staff and all supervisors. 2.6.2 Office of the Chief of Police - Special Investigations Section 2.6.2.1 To interrupt, dismantle, or adversely affect money laundering operations 2.6.2.2 To investigate organized criminal activities 2.6.2.3 To reduce the illegal sale of alcoholic beverages 2.6.2.4 To actively investigate and reduce illegal gambling operations 2.6.2.5 To provide investigative and intelligence operations on terrorist activities 2.6.2.6 To curtail the proliferation of illegal firearms and silencers in the City of Miami by ensuring compliance with local, State, and federal laws by licensed gun dealers, and by investigating illegal dealers. 2.6.2.7 To reduce illegal narcotics trafficking 2.6.2.8 To provide dignitary protection to those VIP’s whose position makes them vulnerable to life threatening situations 2.6.2.9 To monitor and investigate gang activities 2.6.2.10 To provide a highly technical response to bomb scenes for investigation, handling, and disposal without injury to police officers or members of the community 2.6.3 Office of the Chief of Police - Professional Compliance Section 2.6.3.1 To address deficiencies and identify critical incidents for review that have a potential for high liability and/or high risk 2.6.3.2 To ensure compliance with the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) standards 2.6.3.3 To conduct organizational inspections to ensure efficiency and effectiveness of departmental elements and operations 2.6.3.4 To provide a mechanism for systematic and consistent review and update of Departmental directives Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.6.4 Office of the Chief of Police - Public Information Office/Community Relations Section 2.6.4.1 To enhance the image of the Miami Police Department through news and social media outlets while increasing morale through employee awareness and information programs 2.6.4.2 To commit the MPD to the development of a partnership with the community, which will include volunteers from the community as an important and necessary ingredient in the development and delivery of police services 2.6.4.3 To prevent delinquency and youth gangs, and to deter pre-delinquents by working with juveniles in schools and by developing specific youth programs to address these issues 2.6.4.4 To reduce crime through effective crime prevention programs 2.6.4.5 To reduce crime against the elderly 2.6.5 Administration Division: The Administration Division is comprised of the following: a. Personnel Resource Management Section b. Business Management Section c. Information Technology Support Section d. Training and Personnel Development Section e. Communications/Support Services Section f. Property Unit 2.6.5.1 To provide a professional personnel operation that will accurately maintain personnel files, perform required personnel actions in a timely manner, and monitor status of affirmative action goals 2.6.5.2 To provide police personnel, the public, and other interested parties with the means for retrieval of police records and information in a timely manner and arrange for the storage, retention, security and destruction of those records as required by State Statute 2.6.5.3 To provide effective and efficient computerized systems within the Miami Police Department, as well as providing statistical crime data to the Department and local, state, and federal agencies 2.6.5.4 To accept and process subpoenas or notices to appear at any judicial or quasi-judicial proceeding arising from the law enforcement efforts of the Department 2.6.5.5 To ensure that attendance at all judicial proceedings e.g., court related appearances, conferences, and other matters arising from the law enforcement efforts of the Department are accomplished in a timely, efficient, and professional manner 2.6.5.6 To provide secure and adequate procedures and facilities for the storage and management of property seized by Departmental personnel, evidence, found property, or personal property 2.6.5.7 To provide uniforms and equipment to employees, as required, in order to present a positive image to the public Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.6.5.8 To support the MPD in its primary mission through the effective management of fiscal resources 2.6.5.9 To equip the MPD with vehicles and with state-of-the-art equipment, within budgetary constraints 2.6.5.10 To provide secure and adequate procedures and facilities for the storage and management of vehicles and boats impounded by Departmental personnel 2.6.5.11 To act as a processing point for all reports generated by the Department and those others which are forwarded by outside law enforcement agencies 2.6.5.12 To ensure that there is an adequate number of maintained, operational police vehicles 2.6.5.13 To accurately maintain payroll records and perform the necessary payroll transactions in a timely manner for all employees 2.6.5.14 To provide MPD staff, other City agencies, and the State of Florida with timely and accurate personnel information on which to base rational/informed decision-making aimed at improving effectiveness 2.6.5.15 To provide the COP and his staff with short and long term planning and analytical capability which will enable the Department to make comprehensive decisions for the resolution of existing and/or anticipated issues 2.6.5.16 To ensure that all employees hired by the MPD are the highest caliber employees attainable, based upon the realistic and consistent application of objective selection criteria 2.6.5.17 To enhance the skills and knowledge of police officers by developing, coordinating, and conducting Trust Fund courses open to Region 14, at the City of Miami Police Training Center 2.6.5.18 To make outside sources of training available to Departmental employees 2.6.5.19 To conduct in-house training to upgrade employee proficiency skills 2.6.5.20 To provide a comprehensive crime and operations analysis information service to the MPD, which by design, validity, and value will establish the basis for the decision-making processes relative to the allocation and deployment of police resources 2.6.5.21 To ensure that Departmental employees are informed of changes in systems, procedures, policy, and other relevant information needed to satisfactorily perform their functions 2.6.5.22 To provide a communications link with organizations and individuals within the community who have a legitimate interest in the MPD 2.6.5.23 To train Departmental employees authorized to carry weapons in a manner that will help them achieve the highest level of proficiency possible 2.6.5.24 To conduct training that will ensure standardized proficiency skills in police recruits and Public Service Aides (PSA’s) Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.6.5.25 To reduce the number of false alarm calls 2.6.5.26 To efficiently handle citizen requests for police services on a 24-hour basis (911 calls) 2.6.5.27 To promptly answer incoming calls, gather and enter information accurately, and dispatch response units 2.6.6 Field Operations Division: The Field Operations Division is comprised of: a. Patrol Districts b. Specialized Operations Section 2.6.6.1 To establish personalized public contact and interaction with merchants, customers, residents, and community organizations, while providing a support force for crowd and traffic control activities in situations where hostilities are minimal e.g., parades, demonstrations, conventions, and events at City parks and other facilities, and to maintain an orderly flow of traffic and pedestrian movement in congested business areas 2.6.6.2 To ensure safe and convenient travel for motorists and pedestrians through enforcement of the traffic laws 2.6.6.3 To provide police service to special events that cannot be supplied by on-duty police i.e., ensuring safe passage in and around construction areas, and to minimize inconveniences to the general public at various street festivals, road closures, demonstrations, or commercial filming 2.6.6.4 To administer assistance to citizens, Departmental personnel, and members of other law enforcement agencies, while providing general station security through periodic security inspections, screening of visitors, and referrals to the appropriate areas in the Department 2.6.6.5 To suppress the sale and possession of narcotics on the streets of the City of Miami 2.6.6.6 To efficiently regulate automotive towing services operating within the City of Miami 2.6.6.7 To efficiently provide for the safety of the beaches, boating public, and the suppression of criminal activity on the waterways and land located within the jurisdictional boundaries of the City of Miami 2.6.6.8 To present a tactical team presence in areas requiring additional police enforcement activity 2.6.6.9 To reduce crime and fear of crime by identifying and arresting those who violate the law 2.6.6.10 To reduce traffic crashes, injuries, and fatalities by deploying traffic enforcement officers 2.6.6.11 To provide for the safety of the citizens of the City of Miami by apprehending the criminal element through the proper utilization of police work canines 2.6.6.12 To respond to calls for police service Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.6.6.13 To provide operational and administrative support services by establishing a pool of qualified, trained and seasoned PSA employees to fill permanent position vacancies in the Department thereby alleviating the necessity for assignment of sworn officers to these tasks 2.6.7 Criminal Investigations Division: The Criminal Investigations Division is comprised of: a. Assault Unit b. Crime Scene Investigations Unit c. Domestic Violence Unit d. General Investigations Unit e. Homicide Unit f. Robbery Unit g. Special Victims Unit h. Investigations Support Unit i. Victim Advocate Services 2.6.7.1 To provide efficient support services to criminal investigators, victims, and witnesses to criminal activity by collecting and disseminating information crucial to criminal investigations, witnesses, and law enforcement officials 2.6.7.2 To document, process, and preserve evidence created during a criminal act, which provides for the identification and prosecution of criminals 2.6.7.3 To provide for the comparison and identification of fingerprints developed from crime scenes, and to provide court recognized expert witnesses for the presentation of the results of fingerprint comparisons 2.6.7.4 To provide forensic photographic services to the investigative branches of the MPD and other agencies 2.6.7.5 To ensure strict compliance with all applicable laws by pawnshops located within the City of Miami 2.6.7.6 To successfully investigate all reported property crimes i.e., burglaries and larcenies. 2.6.7.7 To identify and arrest criminal receivers of stolen property and to recover stolen property and return it to the rightful owner 2.6.7.8 To utilize every available resource to identify and apprehend homicide offenders, while working in productive harmony with the courts, prosecutors, and medical examiner to prosecute, bring to trial, and convict homicide offenders 2.6.7.9 To successfully investigate all assault and battery cases, while working in productive harmony with the courts, prosecutors, rape treatment professionals, and other professional resources 2.6.7.10 To successfully investigate all reports of domestic violence 2.6.7.11 To successfully investigate all reports of robberies, kidnappings and extortions Rev: 02/28/2017  Departmental Order 1 Chapter 2 2.6.7.12 To investigate all allegations of sexual battery, child abuse and pornography, lewd and lascivious battery, abuse of the elderly, and reports of missing persons Rev: 02/28/2017 RESERVED RESERVED Office of the Chief Departmental Order 1 Chapter 5 COLLECTIVE BARGAINING Section 5.1 Policy 5.2 Organization 5.3 Responsibility 5.4 Procedures 5.1 POLICY: It is the policy of the City to participate in good faith collective bargaining with representatives of the employees bargaining units on matters that affect law enforcement and the capabilities of the Department. 5.2 ORGANIZATION: The Chief of Police will assign a coordinator to the collective bargaining process to assist the City during the collective bargaining process. 5.3 RESPONSIBILITY: The Chief of Police will designate a representative to represent the Police Department in the collective bargaining process. 5.4 PROCEDURES: When designated the designee, will represent the Police Department in the collective bargaining process as the official representative. 5.4.1 Pursuant to and in accordance with all applicable provisions of chapter 447, Florida Statutes, the City recognizes: A. The Fraternal Order of Police, Walter E. Headley., Miami Lodge #20 as the exclusive collective bargaining representative for those sworn employees in the defined bargaining unit; and B. The Miami General Employees AFSCME Local 1907, AFL-CIO as the exclusive bargaining representative for those non-sworn employees included in the bargaining unit. 5.4.2 Notify the employee organization in writing of any other changes in the designation of the City’s representative for the purpose of negotiations. 5.4.3 Abide by all applicable laws and rules governing the collective bargaining process to include all ground rules established during the collective bargaining process or labor arbitration. 5.4.4 The City and the bargaining units agree that they shall negotiate only with those representatives acting as official representatives of the bargaining process. Negotiations entered with persons other than those properly identified regardless of their position or association with the City, or any of the bargaining units shall be deemed unauthorized and shall have no weight of authority. 5.4.5 The City is committed to abide by the letter and spirit of negotiated labor agreements that have been signed by management, labor representatives, and ratified by the bargaining unit. Rev: 01/12/Effective: 03/01/2012 Replaces and supersedes DO dated 07/07  Departmental Order 1 Chapter 5 5.4.6 Upon ratification, the City will maintain signed copies of the finalized collective bargaining agreements in the office of the Chief of Police. 5.4.7 All ratified agreements will be published on the MPD Intranet for review by all employees. 5.4.8 The Chief of Police or his designee must review collective bargaining agreements and if necessary cause directives, orders or procedures to be amended to coincide with the terms of the agreements. Rev: 01/12/Effective 03/01/2012 Office of the Chief Departmental Order 1 Chapter 6 STAFF DUTY OFFICER Section 6.1 Policy 6.2 Organization 6.3 Responsibilities 6.4 Procedures 6.1 POLICY: The Staff Duty Officer assignment has been established to provide the Department, with a representative from the Chief of Police who will act in his behalf and report back to the Chief as circumstances dictate. As a result of the assignment, staff members will gain a better view and understanding of the total operation of the Department, as well as the opportunity to identify with the various units they would not normally be exposed to as part of their regular assignments. It is not the intent of the Staff Duty Officer assignment to search out wrongdoing, but to ensure the responsible monitoring necessary to improve the overall efficiency of the Department. 6.2 ORGANIZATION: The Staff Duty Officer's assignment, duties, responsibilities, and authority emanate directly from the Office of the Chief of Police. 6.3 RESPONSIBILITIES: The sole responsibility of the Staff Duty Officer is to act as the Chief’s designee by providing broad oversight to unusual or serious occurrences or emergencies involving the department unless he is relieved of that duty by a Division Chief or the Chief of Police. 6.4 PROCEDURES: 6.4.1 Staff Duty Officer Assignment: Staff members, designated by the Chief of Police, will be assigned the responsibility of Staff Duty Officer. They will serve for one week periods from 0800 hours on Tuesday to 0800 hours the following Tuesday. 6.4.1.1 A roster scheduling the Staff Duty Officer shall be prepared by the Division Chief of the Administration Division and distributed to staff members and Communications. 6.4.1.2 Notices shall be placed in each regular Official Bulletin showing the current and next Staff Duty Officer assignment. 6.4.1.3 Staff members who schedule vacations or other periods of leave should notify the Division Chief of the Administration Division prior to preparation of the roster. After the roster has been established, changes can be coordinated between staff members. It will be the responsibility of each staff member to make adjustments with another Staff member and to communicate the agreed upon changes in the Official Bulletin, notify Communications, and the Division Chief of the Administration Division. 6.4.2 Staff Duty Officer Responsibilities: The Staff Duty Officer shall assume the following duties during his week of assignment: 6.4.2.1 The Staff Duty Officer will be on-call at all times during his tour of duty and must be available. When not available by telephone, the Staff Duty Officer shall keep Communications informed of his location. 08/13  Departmental Order 1 Chapter 6 6.4.2.2 If a Staff Duty Officer needs to deviate from the designated Staff Duty Officers duty hours, he/she must first obtain authorization from the Chief of Police or designee prior to doing so. Once authorization has been granted, it is the responsibility of the Staff Duty Officer to notify Communications and all other appropriate personnel of the schedule change. 6.4.2.3 The Staff Duty Officer will attend a minimum of four (4) roll calls, including all three (3) districts, and shifts during his day assignment. The Staff Duty Officer may visit other sections to review performance. The Staff Duty Officer will inspect each MPD facility for cleanliness and security, and, in general, be visible to personnel in the stations and in the field so that command presence is made available. During roll call, address officers as to departmental events and inquire as to what the administration can do to make the field patrol job easier. 6.4.2.4 When significant incidents occur, and the affected District or NET Commander is not available, the Staff Duty Officer will respond to the incident location. The Staff Duty Officer will be briefed by the commanding officer in charge and will be responsible for notifying the Division Chiefs and/or Chief of Police in a timely fashion. 6.4.2.5 The Staff Duty Officer will check with the Special Events Unit for upcoming, major events/demonstrations or any off-duty event that requires a Lieutenant that will occur during the week and ensure that he is aware of the operational plans for public safety. 6.4.2.6 The Staff Duty Officer shall inform the Chief of Police and the appropriate division chiefs the following morning via E-mail (some significant incident may require an in person debriefing) of any calls requiring his response or unusual incidents where the Staff Duty Officer was notified. 6.4.2.7 The Staff Duty Officer shall be responsible for notifying the Chief of Police when any employee is injured to the extent they requires admission to a hospital. He will also ensure that the injured officer's division chief, section commander, and unit commander are notified. The Staff Duty Officer may make these notifications personally or he may so instruct the a Communications Supervisor. In addition, if an employee of the department is at a hospital or medical facility during the Staff Duty Officer’s weekly assignment, he will make personal contact with the employee to ascertain if there is anything the department can do to assist them. 6.4.2.8 Suggestions for improvement of any area being observed by the Staff Duty Officer should be provided directly to the section commander who has responsibility for the particular function. The Staff Duty Officer shall immediately bring serious issues/concerns or problem areas to the attention of the appropriate Division Chief and the Chief of Police. Those suggestions/observations shall be included in the Staff Duty Officers After Action Report in the final comments section. 6.4.2.9 The Staff Duty Officer will check twice a day, once at the beginning of the shift and one near the end of the shift (a minimum of 5 hours between checks) in person or by telephone, with Communications supervisory staff to ascertain: the status of calls for service, calls holding by NET area, any incidents requiring an inordinate amount of police personnel and any other circumstances outside of the norm. 6.4.2.10 Reserved for future use 6.4.2.11 The Staff Duty Officer will monitor crime initiatives/special enforcement efforts being conducted citywide or within specific NET Service Areas and ascertain our effectiveness/success (or lack of) in addressing issues that are important to the citizens of the targeted localities/neighborhoods. If the Staff Duty Officer observes anything that requires immediate attention, he/she is to take appropriate action and/or immediately notify the appropriate District Commander. 08/13  Departmental Order 1 Chapter 6 6.4.2.12 The Staff Duty Officer will complete a Staff Duty Officer After Action report located on the server and forward it to the Chief of Police at the end of the week’s assignment. It should be noted on each item that the particular section commander was notified of any problem described. 6.4.3 Notification of the Staff Duty Officer: There are certain types of situations (listed below) where the Staff Duty Officer must be notified. The procedure for notifying the Staff Duty Officer will be through Communications. Upon being notified, and thoroughly briefed of a situation requiring Staff Duty Officer notification a Communications supervisor will contact the Staff Duty Officer who will determine if his response is necessary. Communications will then advise the individual requesting notification of the Staff Duty Officer that notification has been made. Should a staff level officer, other than the Staff Duty Officer, be at the location of any of the enumerated circumstances and elect to assume the responsibility of coordination, that staff officer is then responsible for all the requirements of the Staff Duty Officer for that particular incident. Additionally, he/she shall advise the on-duty Patrol Commander and a Communications supervisor of the actions, thus eliminating the need for the Staff Duty Officer’s response. The intervening staff level officer is responsible for advising the Staff Duty Officer as soon as practical. 6.4.3.1 Explosions or explosive devices/suspicious package found. 6.4.3.2 Hostage situation or terrorist acts. 6.4.3.3 S.W.A.T. operations. 6.4.3.4 Disasters: Major fires or explosions Aircraft crashes Collapsed buildings Tornadoes or other major storm damage Extensive flooding Large scale power failures 6.4.3.5 Police personnel assaulted with a firearm (shot or shot at). 6.4.3.6 Serious injury/death of police employee. 6.4.3.7 Discharge of firearm by police personnel. 6.4.3.8 Major disturbances, demonstrations or unusual police-citizen confrontations. 6.4.3.9 Any incident requiring the commitment of more than the personnel assigned to a NET Service Area for an extended period of time (more than one hour), e.g., large scale perimeters and area searches, or other events where on-duty personnel are required to respond to augment off-duty personnel. 6.4.3.10 Requests for police response to other jurisdictions when the affected Major or Staff members are unavailable. Note: A Communications supervisor or his designee will notify the Staff Duty Officer immediately when the compliment of police officers assigned to a NET Service Area are dispatched outside the City limits. The on-duty commanding officer should request permission from the Staff Duty Officer before committing additional personnel. 08/13  Departmental Order 1 Chapter 6 6.4.3.11 Arrests or serious incidents involving dignitaries, government officials, City personnel or police officers, or damage to governmental facilities. 6.4.3.12 Mass Arrests. 6.4.3.13 Unusual incidents or confrontations involving Departmental members and the media. 6.4.3.14 Serious and unusual complaints against Police Department personnel. Note: If the on-duty Patrol Commander determines that the complaint warrants contacting the Staff Duty Officer, will do so. 6.4.3.15 Accidents or use of force involving Police Department personnel or property which result in injury that is serious enough to warrant admission to a hospital or results in a fatality. 6.4.3.16 General information and/or newsworthy event. 6.4.3.17 The on-duty Patrol Commanding Officer will be responsible for evaluating any other unusual situation or event to determine whether the Staff Duty Officer should be notified. 6.4.3.18 In the event that the Staff Duty Officer should be unavailable, the next Staff Duty Officer on the Staff Duty Officer roster shall be notified. 6.4.4 Staff Duty Officer Response: The following circumstances are intended as guidelines for response by the Staff Duty Officer. In such instances, the Staff Duty Officer should go directly to the scene or be available at the station as the situation demands. 6.4.4.1 Explosions. 6.4.4.2 Hostage situations or terrorist’s acts. 6.4.4.3 Disasters involving extensive damage, injuries, or commitment of police resources. 6.4.4.4 Police personnel shot or otherwise injured and requiring hospitalization. 6.4.4.5 Discharge of firearm by police personnel that result in death or injury to anyone, or any other use of force or accidents resulting in death or hospital admission. 6.4.4.6 Incidents or events requiring the commitment of a large number of on-duty personnel. As a general guideline, the commitment of all personnel from two NET Service Areas in a confrontation-type situation should require a response by the Staff Duty Officer. (Discretion must be used by the Staff Duty Officer in order to avoid responding to a matter not requiring a Staff Officer. For example, the equivalent of two NET Service Areas of personnel may be committed to diverting traffic around a major traffic crash scene that will require only two officers 20 minutes later.) 6.4.4.7 If, upon initial notification of the above incidents, there does not appear to be an immediate need for response, the Staff Duty Officer shall maintain frequent communication with the on-duty Patrol Commanding Officer until the incident is resolved. The Patrol Commanding Officer shall advise the Staff Duty Officer of any decrease or escalation of the situation. 08/13 Office of the Chief Departmental Order 1 Chapter 7 DIRECTIVE SYSTEM Section 7.1 Policy 7.2 Organization 7.3 Responsibilities 7.4 Procedures 7.1 POLICY: Effective administration involves the efficient and economic management of a large complex organization, which performs its functions through acts of its employees. To this end, there must be a superior communication system. In a large and complex organization, such as the Miami Police Department, it is essential that directives communicate desired information to employees as accurately and as quickly as possible. This enables the Police Department to function as a cohesive unit. 7.2 ORGANIZATION: All direction must be accepted as direct orders from the Chief of Police. 7.3 RESPONSIBILITIES: It is the responsibility of each commander or unit that originates a directive to ensure its accuracy, content, and clarity, prior to publication. 7.4 PROCEDURES: 7.4.1 Departmental Orders: An order is a written directive whereby the Department establishes policies and procedures which affect more than one subordinate element. Departmental Orders apply to all employees of the Department. 7.4.2 Rules and Regulations: This order is published for the information and guidance of all employees of the Miami Police Department, and all employees are bound by these Rules and Regulations, regardless of the division to which they may be assigned. It shall be the duty of every employee to familiarize himself/herself with the contents of the rules and regulations and to conduct himself/herself in accordance with their precepts. 7.4.3 Issued Copies: Departmental Orders will be posted on the Department’s intranet by the Information Technology Support Section. Employees will acknowledge receipt by electronically signing on to the site. Standard Operating Procedures (S.O.P.’s) will be maintained within each respective section, unit, or detail. Departmental Orders and Standard Operating Procedures are applicable to all employees of the Department. It will be each employee’s responsibility to maintain updated copies of these directives. 7.4.4 Update and Revision: Updates and revisions made to the Departmental Orders and Standard Operating Procedures shall follow established Departmental policies. Since written directives are a primary means of proof of compliance for accreditation, changes or revisions, and modifications must be reviewed by the Accreditation Unit to ensure compliance with mandated standards. 11/08  Departmental Order 1 Chapter 7 7.4.5 Issuance Authority: The authority to issue, change, revise, and distribute approved Departmental Orders and Standard Operating Procedures will be as follows: 7.4.5.1 Departmental Orders are prepared by the section responsible for the subject matter contained in the Order and submitted through channels in accordance with Departmental policy for final approval and adaptation. 7.4.5.2 The Rules and Regulations chapter of the Departmental Orders is defined by the Office of the Chief of Police. Requests for change and revision to the Rules and Regulations are submitted, through channels, to the Policy Review Committee for final approval by the Chief of Police. The Support Services Section will be responsible for overseeing the process of editing, formatting, updating and disseminating of the Rules and Regulations contained in the Orders to ensure accuracy of all revisions and updates. 7.4.5.3 Standard Operating Procedures are prepared by the section, unit, and detail commanders for the operational and administrative procedures of their respective functions. Any changes to a unit’s Standard Operating Procedures must be forwarded for review by the Accreditation Unit to insure that the changes do not negatively impact on mandated standards. Requests for change and revision to the Standard Operating Procedures are submitted, through channels, to a commander's respective section commander for approval. Copies of approved S.O.P.’s are provided for the Division Chief's review and reference. Commanders of sections, units, and details are responsible for the development, implementation, and timely updating of their respective Standard Operating Procedures. Recommended changes will be submitted to the Accreditation Unit for verification of compliance of mandated standards. 7.4.5.3.1 Format For Standard Operating Procedures: All organizational elements (sections, units, and details) will comply with the following format when preparing S.O.P.’s: 7.4.5.3.1.1 All Standard Operating Procedures Manuals will be contained in a black, three-ring binder of sufficient capacity for letter size (8 1/2 x 11) paper contents. 7.4.5.3.1.2 The left and right margins will be set at 1 1/4 inch. 7.4.5.3.1.3 Top margins: City letterhead stationery will be used for first or cover pages in all subjects and procedures contained in the index of the S.O.P. Manual. Headings and titles, when typing on City letterhead stationery, will be four lines below the "City of Miami" letterhead (approximately 2 1/2 inches) and will be centered. All headings and titles will be underlined. On straight text pages (white bond) the top margin will be 1 1/2 inches, with the page number centered at one (1) inch. 7.4.5.3.1.4 Bottom margins: On City of Miami stationery the bottom margin will be approximately one (1) inch above the I.A.C.P. emblem two (2) inches from the bottom of the page); and on white bond paper, the bottom margin will be one (1) inch. 7.4.5.3.1.5 Every organizational element's S.O.P.’s will include the following: 11/08  Departmental Order 1 Chapter 7 Subject Tab Miami Police Department (M.P.D.) Badge, Cover Sheet Endorsement Sheet i Master Index INDEX Letter of Promulgation A Organizational Chart of Element B Mission, Goals, and Objectives C Duty Hours and Dress D Duties and Responsibilities of Members (by classification/title) E Programs, Projects, or Functions (as required) F Unit Policies G (Individual procedure title) S.O.P. # 1 S.O.P. # 2 etc. 7.4.5.3.1.6 The M.P.D. Badge Sheet, Endorsement Sheet, Master Index, Letter of Promulgation, and Organizational Chart can be placed in plastic protective covers. 7.4.5.3.1.7 Endorsement Sheet: The endorsement sheet will be added annually. The sheet will provide a record of inspections and periodic approval of the procedures. At least one prior year's sheet will be left in Tab i, behind the current one. The S.O.P.’s will be inspected and approved quarterly by the issuing element's immediate commanding officer. In addition, S.O.P.’s of a detail will be inspected bi- annually by the unit commander and annually by the section commander; and the section commander will inspect the S.O.P.’s of a unit at least once a year. 7.4.5.3.1.8 The index and letter tabs will be typed on inserts for the clear plastic tab dividers. The numbered procedures will be tabbed with the numbered tabs (31 to a set). When an element has more than 31 S.O.P.’s, those starting with 32 will be tabbed with typed number inserts and clear plastic tab dividers. 7.4.5.3.1.9 Commanding officer's signature and date of approval are required on all cover sheets, first pages on City letterhead stationery, for all indexed subjects with the exceptions of the M.P.D. Badge Cover Sheet, the Master Index, and the Organizational Chart. The signatures will be legible; and the dates will be in military style, e.g., 22DEC88. 7.4.5.3.1.10 When major revisions or modifications are made to a procedure that affects it in substance, it will be retyped in its entirety, signed, dated, and forwarded, through channels, in compliance with this Order. Pen changes will be signed and dated on a side margin and will be submitted to the section commander for approval, if they alter the essence of the procedure. In any event, pen changes will be typed following a section commander's inspection and approval. 7.4.5.3.1.11 Examples of important subject areas that need to be covered by S.O.P.’s are: 1. Activity Reports. 2. Specialized activities and operations specific to the element. 3. Training specific to the element. 4. Routing, processing, and filing of reports. 11/08  Departmental Order 1 Chapter 7 5. Receipt, issuance, and use of equipment and funds. 6. Etc. 7.4.5.3.1.12 Each S.O.P. will be divided into subject, purpose, and scope (text). These parts will be separated by 3 lines. The words subject, purpose, and scope will be underlined; and they will be typed flush with the left margin and will not be preceded by any numerical or alphabetical designation. 7.4.5.3.1.13 Annexes will be enumerated in the index immediately following the subject or procedure that it supplements, and the annexes will be placed immediately behind the corresponding subject or procedure for ease of reference. 7.4.5.3.1.14 The outline of any part of an S.O.P. will conform to the following numerical and alphabetical designations: I.... A.... B.... 1.... 2.... a.... b.... 1)... 2)... II. Notice that the numbers and letters within parentheses are not followed by a period, but all others are. A single, simple outline breakdown without sub-parts or classes can use Roman numerals, Arabic numerals, or capital letters. For the purpose of this S.O.P. format, with a single breakdown of a subject, use capital letters when the items or parts are made up of paragraphs or more than one sentence; and use Arabic numerals (1,2,3,...10) when the sub-divisions or parts are brief, e.g., single sentences, incomplete sentences, or sundry list type items. 7.4.5.3.1.15 The Field Operations Division’s Standard Operating Procedures are available to members through the Miami Police Intranet. Pursuant to review and approval of an updated Standard Operating Procedure by the respective function’s commander, the directive is forwarded to the Information Technology Support Section for posting on the Miami Police Intranet. 7.4.6 Official Bulletin On The Intranet: Employees are responsible for information published in the Official Bulletin. Official Bulletins are published on Tuesdays and Fridays. 11/08 Office of The Chief Departmental Order 1 Chapter 8 Correspondence Section 8.1 Policy 8.2 Organization 8.3 Responsibilities 8.4 Procedures 8.1 POLICY: It is the policy of the Miami Police Department to provide an effective correspondence system that will facilitate a controlled and efficient communication flow, which contributes to the Department's goals and objectives. Correspondence requiring a response will normally be routed to the respective division, section, unit, or detail responsible for the subject matter generated in the correspondence. 8.2 ORGANIZATION: This Departmental Order is department wide in scope and emanates from the Office of the Chief of Police. 8.3 RESPONSIBILITIES: It is the responsibility of each section commander to ensure compliance with this Departmental Order. 8.4 PROCEDURES: All correspondence originated by any division, section, unit, or detail of this Department shall be prepared in accordance with the instructions contained in this chapter. This chapter provides a ready reference for all personnel responsible for the preparation of correspondence for the signature of the Chief of Police or the City Manager. Compliance with and knowledge of the procedures presented will eliminate unnecessary corrections and delays. All personnel responsible for the preparation of correspondence shall become familiar with these procedures. 8.4.1 Ticklers: Official correspondence (all correspondence requiring a response) will be dealt with upon receipt. A tickler (a form which calls attention to items that must be done by a certain day) will be assigned by the Chief's office for control purposes. The tickler will specify the action to be taken and any instructions not already indicated on the form. Routing slips (R.F. #230) are occasionally used for this purpose. Routing slips and ticklers shall remain with the original memorandum and be maintained with the original file. The tickler will show a suspense date, usually ten calendar days from the date of receipt in the Chief's Office. If the suspense date cannot be met, an informal inter- office memorandum (AVO) shall be sent, explaining the reason for the delay. An extension of the suspense date may be obtained by calling the Chief's Office. If correspondence is routed to a section not usually handling the specific matter, it will be returned immediately to the appropriate division chief's office for reassignment. 8.4.2 Correspondence for Chief’s Signature: Letters can be used to correspond with individuals or organizations outside of the City of Miami government, and also for commendations. The letters should be written to accomplish a specific purpose. The letters should be easily readable and to the point. Proper spelling, grammar, and sentence structure are vitally important. 8.4.2.1 All correspondence for the Chief's signature shall be prepared in the original and two copies. The copy will be signed with a legible signature by all supervisory personnel responsible for Rev: 07/17/2018  Departmental Order 1 Chapter 8 reviewing the material as it goes through channels. One copy will be returned to the Chapter 8 originating unit with all pertinent paperwork for filing. 8.4.2.2 The modified block letter style with blocked paragraphs shall be used; margins are to be set according to the length of the letter. No date is to be shown. All outgoing correspondence (letters and memoranda) will be prepared for signature by the Chief of Police, except in those cases wherein the Division or Section Commanders may sign for the Chief of Police. 8.4.2.3 Attention Line. The attention line is used to direct a memorandum to a particular person. 8.4.2.4 Reference Initials. Reference initials will be shown on all outgoing correspondence. They will be placed at the left margin, two lines below the last closing line. The original will show the Chief's the writer’s initials, and typist's initials. Example: RM:MP: del In cases where division or section commanders sign the correspondence for the Chief of Police, their initials will be shown; the Chief's initials are not necessary. 8.4.2.5 Enclosures. Items of correspondence, reports, etc., which are sent with a letter, are referred to as "enclosures." For an enclosure, the notations are: Enclosure or Encl. 8.4.2.6 Distribution. Correspondence requiring additional distribution will show on correspondence as "cc." This procedure is typed two lines below the reference initials or the last typed line at the left margin. Example: cc: Mr. John Doe 8.4.3 Correspondence by Section Commanders: Correspondence answering external inquiries relating to specific sections will be prepared by that section (i.e., Personnel Resource Management, Recruitment). 8.4.3.1 Division and section commanders, at their discretion, may sign outgoing correspondence for the Chief of Police. (No other individuals are authorized to sign outgoing correspondence). The signature shall be as follows: Rev: 07/17/2018  Departmental Order 1 Chapter 8 Chapter 8 Sincerely, (Four lines) Rank & Name of Signer for Name of Chief Chief of Police The rank of the signer is mandatory. When preparing correspondence for signature by a section commander, use the same procedure as outlined in Section 8.4.2.1. The copy will be forwarded to the Chief's Office. 8.4.4 The following is a sample letter encompassing all the above examples: January 1, xxxx Sunnyville Supply Co. 123 South Street Sunnyville, CA 80654 Dear Sirs: Enclosed you will find our check in the amount of $363.97 for supplies delivered on December 19th. We look forward to doing business with you in the future. Sincerely, John A. Smith Sr. Accountant for Lawrence J. Dolan President JAS: vac Enclosure cc: Sally Rogers, Accounting Department 8.4.5 Correspondence (Letters and Memoranda) for the City Manager's Signature: Whenever letters are prepared for the City Manager's signature, they will be done on the City Manager's stationery; use block letter style; set margins according to the length of the letter; and the signature block is to be: Sincerely, (Four lines) Name of Manager City Manager Rev: 07/17/2018  Departmental Order 1 Chapter 8 Chapter 8 Enclosure notation should be made when appropriate. 8.4.5.1 All correspondence to the Mayor or members of the Commission shall be addressed as follows: Honorable (name), Mayor or Honorable (name), Commissioner. 8.4.5.2 When preparing correspondence for the City Manager's signature, the below procedures will be followed: 8.4.5.3 Original and Copies. The original will be sent to the City Manager, through channels. Make the appropriate unit copy to be filed in the Office of the Chief of Police and number of extra copies to meet the needs of departmental and unit files. 8.4.5.4 Distribution and initials will not be shown on the original. 8.4.5.6 All copies of the memorandum and letter will be forwarded to the Chief's Office. Unit file copies of the memorandum will be returned after the Chief has signed. Unit file copies of the letter will be returned after the City Manager has signed them and returned the copies. 8.4.5.7 In preparing memoranda for the City Manager's signature, observe the following: 8.4.5.7.1 "SUBJECT" caption shall be exactly as that of the originating request or inquiry. 8.4.5.7.2 "ENCLOSURE" caption will show the number of the enclosures, when applicable. 8.4.5.8 The appropriate copies, shall be submitted for the Chief's files. 8.4.6 Envelopes: The City of Miami envelope will be addressed in the following manner: Begin the address approximately 14 lines from the top and 5 3/4" or 57 spaces across from the left edge. The address, itself, should be single-spaced. In the event of a two-line address, the name should be on the first line, the City on the second, and the state and zip code on the third. 8.4.6.1 Procedures for folding letters. All business letters should be folded in three sections; folding from the bottom up, the fold should include approximately 1/3 of the entire page. The second fold will be from the top down to approximately 1/4" from the bottom of the first fold. 8.4.7 Memoranda: Memoranda are used for correspondence within city offices only. They are to be prepared in original, on red line stationery. All memoranda to be distributed outside a section must have the signature of the section commander or a designee (in the section commander's absence) and will be submitted through channels. A memorandum addressed to another city department, which has been prepared and signed by someone other than the Chief of Police, must go through channels. The quotation "Through Channels" will be typed below the addressee's title/department. Copies will accompany the original and should not be distributed until approved. 8.4.7.1 Transmittal Memorandum. A transmittal memorandum is used to accompany letters or memoranda where an explanation or additional information is needed. 8.4.7.2 File Numbers. The originating unit is responsible for properly classifying the document(s) and placing the classification (file number) in the upper right-hand corner. (See D.O. 1 Chapter 10 for detailed instructions.) File numbers will be placed on any memoranda leaving the Department, with the exception of memoranda prepared for the City Manager's signature. Rev: 07/17/2018  Departmental Order 1 Chapter 8 8.4.7.3 Page Numbering. The first page of a memorandum will not be numbered. Chapter 8 8.4.7.4 Attachments. Items of correspondence, reports, etc., sent with a memorandum, are referred to as "attachments." A booklet, article, or other item consisting of several pages is counted as one attachment. 8.4.7.5 Review and Endorsements. Supervisors and commanding officers who are responsible for reviewing memoranda forwarded through channels will sign legibly with their full last name in the upper right hand corner and place the date of review immediately to the right of the signature. The signatures will be affixed in an orderly and neat fashion from top to bottom, beginning at the top margin and down to the memo date and file number. The left margin for the signatures will be a perpendicular, imaginary line immediately to the right of the "INTER-OFFICE MEMORANDUM" imprint. The limited availability of space will be taken into account in entering and spacing the signature. 8.4.7.6 A signature affixed in the upper right hand corner of a memorandum signifies receipt or acknowledgment, review, and agreement regarding the contents in total and as stated. Disagreement with any part of the memorandum requires a written statement spelling out the disagreement or non-concurrence in part or in total. Such a statement will be added at the end of the memorandum's text. Rev: 07/17/2018 Office of the Chief Departmental Order 1 Chapter 9 POLICE LEGAL ADVISOR Section 9.1 Policy 9.2 Organization 9.3 Responsibilities 9.4 Procedures 9.1 POLICY: It is the policy of the City of Miami City Attorney’s Office to provide a staff of Assistant City Attorneys as counsel to the Miami Police Department. 9.2 ORGANIZATION: The police legal staff reports directly to the City Attorney and is housed in the Police Department. 9.3 RESPONSIBILITIES: It is the responsibility of the Police Legal Advisors to provide legal advice on all matters in the administration and operation of the Police Department. 9.4 PROCEDURES: The Legal Advisors are available to all employees of the Department for legal advice regarding City or Departmental business. Specifically, the Legal Advisors may be contacted in the following areas: 9.4.1 Formal Legal Opinion: All formal requests for Legal Opinions must be in writing and addressed from the City Manager to the City Attorney. 9.4.1.1 Informal Legal Opinion: Any employee of the Department may contact the Police Legal Advisors concerning a legal problem related to official business of the Department. 9.4.2 Case Evaluation: The commander of any section or division may request a legal evaluation of any case by the Police Legal Advisors. 9.4.3 Requests for Field Service: Departmental employees may contact the Police Legal Advisors to request his advice and/or presence during a field operation. The Police Legal Advisors may assist employees with the preparation of search warrants and/or other court related documents. 9.4.4 Liaison: The Police Legal Advisors perform liaison functions with the City Attorney, the State Attorney, the United States Attorney, and the courts. 9.4.5 Training: Certain segments of recruitment and in-service training are undertaken by the Police Legal Advisors, including preparation of legal bulletins. Police Legal advisors also provide instruction in the Miami Police Academy. 9.4.6 Civil Disturbances: In the event of a civil disturbance, disorder, or unlawful assembly, the Police Legal Advisors will report to the Field Command Post or the Office of the Chief and act as liaison with the State Attorney and the courts for any legal matter necessitated by the situation. Rev: 01/12/Effective: 03/01/2012 Replaces and supersedes DO dated 03/02  Departmental Order 1 Chapter 9 9.4.7 Research and Practices: The Police Legal Advisors advise the Chief, Staff, and other Departmental employees of court decisions and legislation, which will have an affect on the operations, practices, or policies of the Department. 9.4.7.1 The Police Legal Advisors, in conjunction with the City Attorney's Office, may propose additions or amendments to statutes and ordinances that affect operations of the Police Department. 9.4.7.2 The Police Legal Advisors will review and renew, as necessary, any mutual aid agreements between the City of Miami and other law enforcement agencies to ensure their current status. 9.4.8 Records Requests: All non-routine records and subpoenaed records shall be reviewed by a Police Legal Advisor. Upon review, the Legal Advisor will forward the request to the appropriate organizational element for compliance. Any employee of the Department who receives a “public record request” should respond to the request as soon as practicable and without delay. 6.4.8.1 All public records requests shall be handled in accordance with Florida Statutes regarding the release of records. 6.4.8.1.2 Employees having reason to believe that the requested records are exempt from disclosure shall submit the records to the Legal Advisor for appropriate actions. Rev: 01/12/Effective: 03/01/2012 Office of the Chief Departmental Order 1 Chapter 10 DEPARTMENTAL ADMINISTRATIVE FILING SYSTEM Section 10.1 Policy 10.2 Organization 10.3 Responsibilities 10.4 Procedures 10.1 POLICY: It is the policy of the Miami Police Department to standardize its filing system to ensure uniformity and efficient paper flow and filing. 10.2 ORGANIZATION: This Departmental Order is department-wide in scope. 10.3 RESPONSIBILITIES: It is the responsibility of each function's commanding officer to insure that the Departmental Filing System is used and that documents are properly categorized. 10.4 PROCEDURES: 10.4.1 General Guidelines: The departmental filing and classification system consists of 22 major subdivisions. These are general in nature and broad enough to include all subjects filed. The addition of other major subject categories will not be authorized. All office systems must have a main divider for each of the major categories. Subdivision folders are only necessary when materials exist in the appropriate subdivisions. The major categories are defined as follows: ADM ADMINISTRATION PER PERSONNEL BLD BUILDINGS & EQUIP. MANAGEMENT COM COMMUNICATIONS PTL PATROL CRM CRIME ADMINISTRATION FIN FINANCIAL PUB PUBLISHING/ HZD HAZARD PUBLICATIONS IDT IDENTIFICATION RCD RECORDS INV INVESTIGATIONS REL RELATIONS LEG LEGAL SUP SUPPLIES LIA LIAISON TFC TRAFFIC LIC LICENSING TNG TRAINING MED MEDICAL TRS TRANSPORTATION ORG ORGANIZATION 10.4.1.1 Requests to open a new file number will be directed to the Support Services Section. The Support Services Section will determine the need and, if necessary, authorize the opening of a new file. The Support Services Section will notify all users of the new file number via the Official Bulletin. 10.4.2 Correspondence: A copy of all correspondence of an administrative nature, as opposed to a police case, should be retained in the receiving administrative file in addition to a copy being filed in the originating office. 03/02  Departmental Order 1 Chapter 10 10.4.2.1 It should be stressed that field reports, arrest reports, and other similar reports dealing with operational matters are not administrative files. 10.4.2.2 No case reports or correspondence dealing with specific cases should be placed in the administrative files. 10.4.3 Classifying: The originating unit, or the unit receiving and distributing correspondence from outside sources, is responsible for properly classifying the document(s) and placing the classification in the upper right-hand corner. 10.4.3.1 The initial step is to determine the main subject of the document. When writing memos, the author should attempt to have the subject correspond to the subject heading of the Master Index. 10.4.3.2 Many documents are given a subject designation by the originator, such as that which appears in the standard memo format. Some items, however, may require the typist to read segments of the content to make a proper determination. 10.4.3.2.1 The classification is then added. Only the major category and code numbers will be included, e.g., ADM 5, BLD 3-2, and CRM 5-4. 10.4.3.3 This system is exclusively a subject file. The section, unit, or person who originated or received the document(s) is not relevant to the classification. 10.4.3.4 Material that is received should be classified, coded, and sorted by subject matter within the limitations of the Master Index. A copy of this outline shall be maintained by all personnel directly involved with the administrative filing system. Originating offices must keep a copy of all documents for their office files and a copy of their respective section, unit, or detail Master Index reflecting those files being utilized. 10.4.4 Cross-referencing: The need for cross-referencing may arise under two conditions: First, when two or more subjects are covered in one document and second, when the subject matter is clearly not discernible. In either case, the cross-reference sheet (R.F. #177) may be used, or a second copy of the document may be filed under the appropriate file number. Cross-referencing is designed to make filing and searching easier; therefore, the process should not become a major task by impeding normal filing operations. 10.4.4.1 Cross-references are indicated on the original document by placing a second or third code beneath the first code as follows: FILE: ADM 6 x PER 2-2 A cross-reference sheet is filled out, or a second copy of the document is made,