Sun, Fun and Science: Using Technology to Engage Minority Youth in Miami Beach

Abstract

This case study describes how a multiorganizational partnership between the Miami Beach Police Department (MBPD), Miami Beach Police Athletic League (MBPAL) and Axon’s Global Strategic Community Impact Team was formed to address a community concern. The concern centered around the lack of minority youth’s participation and perceived interest in science, technology, engineering, and math (STEM) programs. A coalition of caring cops, counselors, and consultants set out to address the situation, using drones and related technology to connect with youth at the local MBPAL. This initiative also helped youth to create positive experiences with the police and their community. Due to the exploratory nature of this program, this initiative lacked measurable outcomes, apart from anecdotal accounts. It was recommended that the MBPAL pursue programs which measure such outcomes, of which they did. This experience helped the MBPAL to focus on youth interventions that included measurable outcomes. Ultimately, it served as a springboard for other grant funded programs that required performance measures.

1. Introduction

One mentions the City of Miami Beach (CMB) and the first thing that may cross your mind is tourism, sun, and fun. It certainly does for the thousands of tourists that come from across the country and all over the world. You may imagine picturesque beaches populated by famous people, with the paparazzi pressing for a picture. Sexy people sitting in exotic cars, as you stroll down the famous Ocean Drive, helps to scintillate your senses, as your mind races faster than the motorcycles cruising on the causeways. Your attention then shifts to the iconic Art Deco architecture, that transports you back to a time of glitz and glamor. When the sun inevitably goes down, your thoughts wander to the wondrous nightlife that welcomes you to throw caution to the wind. But be wary weary traveler, do not judge a book by its cover. For some of the pages of this modern fairy tale are written in invisible ink, visible only to the nameless faces that toil behind the scenes, career criminals who prey on unsuspecting victims, and the police officers that interact with all of them.

Traditionally in South Florida, those who work under the hot tropical sun, provide manual labor to the hotels, and are tourists’ service providers, tend to be minorities earning comparatively lower wages. 13.7% of the CMB’s population lives below the poverty line, slightly higher than the national average [1]. The most common racial/ethnic group that forms part of this statistic is categorized as Hispanic [1]. The literature suggests that there is a correlation between growing up in poverty and crime, particularly for minority populations in the United States (US) [2].

Historically, criminal activity in the CMB revolves around tourism, nightlife and the often-accompanied sale and use of illegal drugs [3]. The sordid stories related to these phenomena have made headlines, humiliated some, and served as the inspiration for countless books and movies. Unfortunately, this criminal activity is not only reserved for adults. At times, police encounter juvenile victims, witnesses, and offenders in the performance of their duties.

Less than a decade ago it appeared that juvenile crime was on the decline nationwide in the US [4]. This included status offenses, non-property crimes, and violent crimes. The research has shown that juvenile related property, drug, and other offenses were at their lowest levels since 2005 [5]. Local numbers in Miami-Dade County (MDC), of which the CMB is a part of, tended to reflect the national data, with some notable exceptions [6].

MDC, consistently experienced drops in juvenile arrests every fiscal year (FY) from 2018 to 2021 [6]. This included drops of 4% (2018–2019), 29% (2019–2020), and 36% (2020–2021) [6]. The drops in juvenile crime during and in the immediate aftermath of the COVID-19 pandemic, certainly sparked an interesting discussion. Some contended that restrictions imposed during the pandemic led to factors that may have contributed to the reductions in juvenile crime, to include less social interaction with others, and increased parental involvement at home [7, 8].

Unfortunately, these trends did not continue. For FY 2021–2022, MDC reported a 24% increase in juvenile arrests [6]. Interestingly, the CMB experienced a 51% decrease in juvenile arrests during the same fiscal year [6]. Citing the cause of this decline has proven difficult, but we may have identified some correlating factors, to include afterschool programs, organized youth activities, and informal deterrence measures.

Past studies have indicated that there is a ‘prime time’ for juvenile crime, between the hours of 2 pm and 6 pm [9, 10]. This information has often served as an impetus for the use of afterschool programs in the US. One could argue that if youth are engaged in positive activities (i.e. extracurricular activities in school, athletics, afterschool programs) during this prime time for crime, it limits their exposure to criminal activity. Furthermore, the peers, mentors, and facilitators of such programs/activities could provide a form of informal deterrence to criminal and deviant acts which youth in their programs may contemplate committing. Informal deterrence and its accompanying efficacy can be defined as the true or expected communal reactions toward those who commit crimes/deviant acts, that help to avert the commission or repetition of said acts [11]. The literature has demonstrated that informal deterrence, initiated by family members, peers, or one’s own moral code, can be more effective than other deterrence models such as certitude of arrest or gravity of punishment [11, 12, 13].

The CMB has a population of almost 60,000 children [14]. Approximately 15.3% of these children live below the poverty line [14]. Sixty three percent of them are categorized as being Hispanic or Black [14]. Jerry Libbin is the president and CEO of the Miami Beach Chamber of Commerce. He also served as a Miami Beach City Commissioner from 2005 to 2013. He once commented, “…believe it or not, people have a perception of Miami Beach as this “well off” community, but there’s extreme contrast. You do have super wealthy people buying $10 million and $20 million condos, but you have got about 90% of the children on the free lunch program. So, that’s surprising for people to hear that in Miami Beach so many kids are on a free lunch program because they qualify by federal standards [15].”

Anecdotal accounts shared with MBPAL staff members indicated that these children come from immigrant families who earn low wages, face increasing rental costs, and cannot afford quality afterschool activities or are unaware of resources available to them. Recent data indicated a pattern of migration out of MDC, due in part to a low-wage economy and excessively high housing costs [16]. Thankfully, reputable, and affordable afterschool programs/youth activities in the CMB are plentiful.

The Children’s Trust (TCT) was established via a voter referendum over 21 years ago and it serves as a committed source of revenue obtained from property taxes [14]. Their mission has been to cooperate with the community to plan, promote and pay for judicious investments that help the lives of all children and families in MDC. There are 24 providers funded by TCT in the CMB. These providers manage programs related to community awareness and advocacy, early childhood development, health and wellness, parenting, and youth development. In addition, there are three TCT funded afterschool programs, located in three different parks in the CMB.

The CMB sponsors and supports several programs and initiatives for children of all ages. Youth programs and initiatives include a college scholarship fund, teen-only job fairs, and a Miami Beach Youth Commission [17]. For the past 5 years the CMB has help fund activities that help to develop and implement an afterschool enrichment program at public schools in Miami Beach with limited access to Science, Technology, Engineering, and Mathematics (STEM) activities [17]. They understood that there was a need in this community for these types of programs. The research has shown that for minority youth being raised in poverty-stricken homes and communities, there is a sizeable gap in achievement and interest in STEM related subjects [18].

One notable CMB initiative, (of which the program we focus on this chapter drew inspiration from) is the STEAM Plus program [19]. It is a Miami Beach Commission sanctioned program that was a collaborative effort between the CMB, local Miami-Dade Public Schools and The Bass Museum of Art. The program brings cultural groups and artists to seven local Miami Beach public schools, to include elementary, middle, and high school level. “The objective of the STEAM Plus program is to integrate high quality visual and performing arts into science and math classes as part of the Miami-Dade school district’s STEAM initiative, which stands for science, technology, engineering, art and math [19].”

Goodrich et al. [20] noted that a critical point of intervention with youth was to create positive experiences with the police and provide opportunities for youth to connect with their community in a positive manner. The question for local leaders was could a STEM program run by cops, connect with kids in their local community, particularly minority youth. One organization was uniquely positioned to spearhead such an initiative. It was the Miami Beach Police Athletic League (MBPAL).

The title of this book is Global Trends in Law Enforcement-Theory and Practice. What follows is an account of the manner in which caring cops, counselors, and consultants set out to put theory into practice. It delves into who these individuals were and what motivated them to engage with local youth. This chapter will also breakdown how the program was implemented in three main phases; namely, a drone boot camp, visit to Axon headquarters, and body-worn camera familiarization. Lastly, this account will conclude with examples of other youth-based initiatives this program helped to spawn. Initiatives which would require performance measures and measurable outcomes.

2. Caring cops, counselors, and consultants

What we know matters, but who we are matters more. – Dr. Brene Brown [21]

Since the first Police Athletic League (PAL) opened its doors in New York City (NYC) in 1936, many cities throughout the US and around the world have pursued similar initiatives. The literature suggests that PALS have positively influenced the behavior of participants who engaged in their activities, preventing them from committing crimes or participating in socially deviant behavior [22].

Since 2010, Miami Beach Police Officer Arthur Martineau has been the Executive Director of MBPAL. Arthur was born and spent his formative years in NYC, coincidentally, home of the first PAL. He was raised by his Grenadian grandparents, thus forging a powerful connection with his family’s immigrant past. This experience would help develop his empathy for the immigrant children he would help serve at the MBPAL. Arthur would later serve in the US Air Force (USAF) Reserve, work for the Florida Department of Corrections, and ultimately become a Miami Beach Police Officer in 1997. His time in the USAF exposed Arthur to cutting edge technology. He would eventually use technology to help connect with local youth.

The Miami Beach Police Athletic League (MBPAL) was first established in 1958, making it the oldest police athletic league in the state of Florida. “The mission of the Miami Beach Police Athletic League is to foster positive relationships between youths and law enforcement; As well as cultivate and improve the moral and civic standards of the youth in our community [23].” One could argue that in 1958, the MBPAL was ahead of its time regarding police community outreach efforts to youth, particularly in the state of Florida. This was important, since 1959 would usher in substantive changes to MDC, including Miami Beach.

After the Cuban Revolution in 1959, Cuban exiles poured into the Miami area, to include Miami Beach [24]. They would ultimately be joined by successive waves of immigrants from Latin America and throughout the Caribbean. More than half of the CMB’s population is foreign-born (53.7%), considerably higher than the national average of 13.5% [1]. This influx of Hispanic immigrants would forever fundamentally change the social, economic, and cultural fabric of South Florida. All the authors of this chapter can trace their family’s lineage through successive immigrant waves in the US, including from Europe, Latin America, and the Caribbean.

In 1959, desegregation efforts would begin in Dade County (today known as MDC) and continue until 1972, when the courts announced that the local school system was deemed unitary [25]. Throughout the 1950’s and 1960’s cultural icons like Sammy Davis Jr. and Muhammad Ali could work, train, and entertain audiences in Miami Beach, but could not spend the night there, because of segregation laws [26].

Newly appointed Miami Beach Police Chief Wayne Jones is the CMB’s first Black police chief. He recently recounted a story from his youth to the media:

Years earlier, when Jones was a teen living in South Florida, his dad advised him to stay away from Miami Beach because of perceived racial tensions. "He was told that because there is this perception that if you're young and black and male driving through these cities at any given time, you could be arbitrarily stopped, ticketed, and or maybe even arrested simply because of the color of your skin," said Jones [27].

Chief Jones was then asked a follow-up question, which was accompanied by an insightful reply, “What do you think is the perception of how people of color, African-Americans, are treated by the police department here in Miami Beach? “It’s changed significantly because this is not the police department of 50 years ago,” added Jones. He attributes that to internal accountability. “We’re always striving to get better at what we do,” said Jones [27].”

Part of getting better at what one does in police work often involves embracing new technologies and community outreach efforts. One of the leaders in these areas is Axon. Axon (formerly TASER) had gradually transitioned from a small company focused on non-lethal conducted electrical weapons (CEWs), to a platform-based company connecting various technologies [28]. These include both body-worn and in-car cameras, CEWs, signal side-arm technology, and the management of data and digital evidence [28]. Chief Jones was familiar with these technologies. The MBPD was the first police department in South Florida to implement body-worn-cameras (BWC’s), while simultaneously conducting a study measuring its effects on court outcomes and examining its effects on officer’s attitudes and policing behaviors [3, 29, 30]. What intrigued Jones was Axon’s community outreach efforts in the form of its Global Strategic Community Impact Team.

Axon’s overall mission is to protect life, principally using technology [31]. Axon’s Global Strategic Community Impact Team attempted to align the company’s mission with local community needs to construct a more secure and equitable future for all [31]. Their community engagement model consisted of:

Bringing diverse community voices and ethical expertise into the product development process to ensure that Axon’s products meet the highest ethical and equitable standard in the market. Strategically investing in community-led local and national organizations to further our mutual goals of protecting life and accelerating justice. Bringing public safety agencies and their local community together to support the co-creation of public safety and build mutual understanding [31].

Unbeknownst to Jones, Arthur Martineau was inquiring about the same Axon community outreach efforts. Both men would come together to help launch this initiative, but these men were not alone. The proverb, “Behind every great man is a great woman,” is fitting in the recounting of the genesis of this initiative [32]. MBPD Officer Deborah Martineau would play an instrumental role in this cause as well.

Deborah was born in London, England and was the daughter of Guyanese immigrants. She was raised in a loving household, along with her five siblings. In her home love was plentiful, but money was not. The family struggled financially and eventually emigrated to the US. While living in Boston she had her first encounter with racist neighbors after her family settled in a neighborhood devoid of minorities. Her parent’s immigrant work ethic and entrepreneurial spirit led the family to New York City, where her parents opened a restaurant. Growing up in NYC during the 1980’s gave Deborah a front row seat to the crack cocaine epidemic and the detrimental effects it had on the youth of her neighborhood.

In an effort to make a difference, Deborah joined the NYC Department of Corrections as a Corrections Officer. She would watch as youth entered her correctional facility on a daily basis. Deborah felt in her heart that there had to be a better alternative to incarceration for most of the juvenile offenders. The literature appeared to support her conclusions [4, 33]. Research indicated that initiatives which were conducted in the youth’s community were more beneficial than incarceration [4]. Further concerns associated with juvenile detention include negative psychological effects of incarceration (particularly on their developing minds) and effective post detention efforts that reinforce the informal deterrence of positive peers, mentors, and family members [4].

Deborah’s experiences would lead her to begin volunteering in local churches and community events catered toward youth. In 2000, Deborah would move down to South Florida and become a police officer. Eventually, she began to volunteer at the MBPAL through its mentorship programs. She currently works in the MBPD’s Community Affairs Unit, a unit that is responsible for most of the department’s community outreach efforts. The MBPAL has a slogan emblazoned on the side of their van which reads, “Filling playgrounds not prisons.” Through their work with MBPAL and the MBPD, Arthur and Deborah had made it a point to turn this slogan into significant action.

At the time, the MBPAL offered a host of programs that ran the gamut of youth engagement to include athletics, mentorship, early engagement, and assistance to local youth [23]. The demographics (i.e. race/ethnicity, family’s income level) of the youth engaged in these programs are representative of the local community. Athletic programs included boxing, soccer, lacrosse, and American football. Mentorship initiatives consisted of the Boy Scouts of America, Police Explorers (A program that provides high-school aged youth an opportunity to learn about a career in law enforcement), a teen mentoring project, and a teen work summer program. Early engagement efforts focused on the Kindergarten Cop program, where kindergarteners welcomed an MBPD officer into their classroom monthly to learn basic safety skills. Events catered for underprivileged youth and their families included a Thanksgiving Turkey Giveaway and Back to School backpack/school supplies distribution. The MBPD Community Affairs Unit officers often helped to implement these programs.

What was missing from these efforts was the use of technology to engage with local youth. The thoughtful trifecta of Jones and the Martineaus began planning and discussing options with Axon’s Global Strategic Community Impact Team to implement their collective vision of engaging local youth. This thoughtful trifecta supported by the efforts of a host of other MBPD officers would serve as the caring cops of this story. MBPAL civilian staff would assist as youth counselors. Axon’s Global Strategic Community Impact Team would provide both youth counselors and consultants. Whereas the MBPAL programs as a whole, looked to fill playgrounds not prisons, this collective partnership looked to have youth put away their phones and learn about drones. They wanted the participants to focus on police body-worn cameras and not their iPhone cameras.

3. Program implementation

Dreams can become a reality when we possess a vision that is characterized by the willingness to work hard, a desire for excellence, and a belief in our right and our responsibility to be equal members of society. – Janet Jackson [34]

At first, Chief Jones reached out to Lieutenant Elise Spina-Taylor (PsyD) of MBPD’s Training Unit. Her unit was responsible for putting on a Citizen’s Police Academy (CPA). The CPA is an award winning 12-week program that allows those who work or live on Miami Beach to develop a better understanding of how the MBPD operates [35]. CPA applicants must be 18 years or older to attend the course. Chief Jones wanted to conduct a dry run of the course with the CPA students and wanted Elise to help evaluate its effectiveness in engaging with the participants. Dr. Spina-Taylor’s experience in the field of psychology and officer wellness evaluations made her an ideal person to include in discussions related to the implementation of this initiative [36, 37].

Axon’s Global Strategic Community Impact Team provided a three-hour class to the CPA students that focused on the use of body-worn cameras (BWC) and drones. Unlike other technologically focused classes, Axon’s consultants did not focus solely on the mechanics of the technology. Instead they also attempted to understand how their products effected policing in Miami Beach by engaging in discussion with the CPA students. The entire enjoyed the presentation, however some of the older students seemed to be bewildered at times by the technology. Interestingly enough, the younger CPA students in attendance (ages 18–25) were mesmerized by the presentation. It was evident to Elise and the members of her Training Unit that this program would connect with youthful audiences who were more familiar with technology than older students. The stage was set to roll out the program to the MBPAL youth participants.

The first phase of this initiative consisted of a drone boot camp. MBPAL teen participants were selected from the Police Explorers and Mentoring Program. This two-day training consisted of a thorough and engaging experience, led by Axon’s experts in drone technology. The goal of the boot camp was to expose the teens to technology used by police departments around the world and to build bonds between these same teen participants and the MBPD police officers who assisted in the instruction. MBPD Sergeant Tony Loperfido of the Technical Operations Unit, would play a pivotal role in this instruction as well, given his responsibilities in implementing the MBPD’s drone program.

The first day (Saturday, February 26, 2022) consisted of basic drone training in a classroom setting. Axon’s counselors and consultants went over the scientific and legal aspects of drone technology, giving the participants a better understanding of the rules and ethics behind using this advanced technology. The next day (Sunday, February 27, 2022) the MBPAL students were given the opportunity to put what they learned the previous day into action. Every participant was able to fly high-tech, state-of-the art drones. Ultimately, the day culminated in an exciting relay competition that had everyone on the edge of their seats (including the adults). This phase was documented in an engaging and informative video [38].

The second phase of this initiative took place during the first weekend of March 2022. It consisted of a unique and special experience. A handful of exemplary MBPAL students were selected for an all-expenses-paid trip to the Axon headquarters in Scottsdale, Arizona. There the students learned more advanced techniques related to drone technology. These teens were able to tour Axon’s state of the art facility and participate in hands-on activities with leading experts in the field of drones and BWC’s. Many of the activities were held on Axon’s 50-acre outdoor facility that housed state-of-the-art training tools and simulated crash sites. The students loved learning about what a drone could do to assist first responders during an accident (i.e. vehicular traffic accident, plane crash), building fire, rescue missions after a natural disaster (i.e. flooding, hurricanes, forest fires, earthquakes) or other high-risk events like a hostage situation. Moreover, they were impressed by the drone’s ability to stream live footage to first responders en route to an emergency.

The third phase of this initiative was collaboratively taught by Axon personnel and by Master Sergeant Alex Bello (MBPD’s BWC Program Manager). It took place on Saturday, May 21, 2022. The days’ worth of instruction focused on BWC’s. Topics included:

• The importance of body-worn cameras (evidence and transparency)

• General rules and policies regarding recordings of BWC footage (privacy, resident/public access, etc.)

• How the transition to body-worn cameras has taken place at MBPD (as explained to our students by MBPD Officers who experienced the shift in technology first-hand)

• The changes in society as body-worn cameras have become a normal part of life for police officers and those they encounter

• A glimpse into other ways Axon impacts the work of law enforcement

The day culminated in the students (along with their instructors) spending over an hour recording different interactions at nearby Flamingo Park. A follow-up class then taught the participants how to extract their footage.

Both parents and students gave anecdotal accounts of how this collective experience helped to positively impact their lives. For some students, science and technology came alive in an interactive, fun, and engaging manner. One student remarked how his experience with drones helped him conquer his fear of heights. Several parents were grateful to staff with providing their children with experiences they themselves could not afford to replicate given the prohibitive costs of drone for economically disadvantaged families. One student noted how her involvement in the program sparked her interest in a law enforcement career.

Youth interest in joining the ranks of the police profession in the US is critically important, given the current crisis in the retention and recruitment of police officers in the US. The National Fraternal Order of Police (FOP) recently reported a result from one of their surveys which indicated that several police departments throughout the country were short 18% of their authorized strength [39]. The FOP recommended that providing young people with an opportunity to experience police work through programs like the Police Explorers could aid in future recruitment efforts.

4. Conclusions

One of the great liabilities of history is that all too many people fail to remain awake through great periods of social change. Every society has its protectors of status quo and its fraternities of the indifferent who are notorious for sleeping through revolutions. Today, our very survival depends on our ability to stay awake, to adjust to new ideas, to remain vigilant and to face the challenge of change. - Rev. Dr. Martin Luther King [40]

This chapter described how a partnership between private business (Axon), local government (MBPD), and a nonprofit entity (MBPAL) managed to positively engage youth using a STEM based collaboration. Research has shown that sports-based community crime prevention programs consisted of a similar private/public partnership [41]. The MBPAL already had a plethora of sports-based programs. They chose instead to address the lack of minority youth’s participation and perceived interest in STEM programs.

This coalition of caring cops, counselors, and consultants addressed the situation, using drones and BWC’s to positively influence the young lives of their students. This initiative helped to build a bridge of understanding, trust, and shared experience. It did so through multiple positive experiences between the police and local youth.

Unfortunately, what this initiative lacked was measurable outcomes, apart from positive anecdotal accounts from participants and their parents. This program was exploratory in nature and thus lacked formal performance measures. All participants were expected to engage in the program so there were no control/experimental groups or randomized sampling.

MBPAL Executive Director Martineau acknowledged the limitations of this initiative and understood the organization had to do better. The MBPAL then began focusing on youth interventions that required performance measures and measurable outcomes (as recommended in part by authors of this piece). Some of these programs were even grant-funded. These initiatives would include a youth mentoring program, school safety program, and STEAM classes for pre-school aged children.

In the spring of 2022, the MBPAL was selected to participate in the National PAL’s Mentoring Program, funded through the U.S. Department of Justice, Office of.

Justice Programs, Office of Juvenile Justice and Delinquency Prevention (OJJDP). The purpose of this initiative was to implement, solidify and grow youth mentoring programs that provide services to at-risk youth [42]. The performance measures for this endeavor included increasing the participant’s view of law enforcement, understanding of the dangers related to drug use and gang involvement, and increasing their perceptions of social support [42].

Arthur Martineau also serves local youth through his role as President of the PALS of South Florida, which includes the MBPAL and the PAL’s of North Miami, North Miami Beach, Davie, and Key West. The PALS of South Florida mission is to create a safe environment to provide educational and athletic mentorship paired with crime prevention activities through a cooperative partnership between the police and community. On September 29, 2022, Arthur was informed that the PALS of South Florida was awarded funding through the Students, Teachers, and Officers Preventing School Violence Act of 2018 (STOP School Violence Act of 2018). It provided funding to improve security at schools through evidence-based school safety programs and technology [43].

The PALS of South Florida chose to use the Positive Action® as its evidence-based school safety program. Positive Action® is an evidence-based curriculum that addresses the root causes of school violence and reduces problem behaviors in students [44]. Once again teen students from the Police Explorers and Teen Mentoring Program will fill the ranks of program participants. Like the mentoring program, this initiative also requires performance measures.

The last and arguably most innovative program to spin-off from the collaborative efforts highlighted in this chapter is the Little Innovators initiative [45]. This program is for children ages three to four. It helps these children (along with their parents), experience STEAM classes at MBPAL. The inaugural class focused on the wonders of h2o and culminated with the participants making snow! The last time it snowed in Miami Beach was January 19, 1977 [46]. The youth of Miami Beach are truly special, as unique as snow in Florida.

Acknowledgments

We would be remiss if we did not acknowledge the following individuals and organizations for their contributions to this literary work. Chief Wayne Jones’ vision served as the impetus for the collaborative program that we discussed in this chapter. MBPD Major Morgalo and Officer Mouro’s efforts in research related to BWC’s helped to solidify MBPD’s relationship with Axon, along with administrative assistance from Captain Garcia who currently oversees MBPD’s Technical Services Unit. MBPD Major De la Espriella administratively oversaw the implementation of several of the initiatives discussed in this chapter and has always possessed an unwavering commitment to community policing efforts at MBPD. Captain Campbell and Lieutenant Rabelo continue to guide the efforts of MBPD’s Training Unit and Community Affairs Unit respectively, as they assist with community outreach efforts.

Conflict of interest

The authors declare no conflict of interest.

Thanks

A special thanks go out to the following individuals and organizations that made all the community engagement efforts that MBPD and MBPAL undertook a success. We thank Axon’s Global Strategic Community Impact Team for sharing their time talent, and treasure (in the form of the professional and caring Axon personnel) with us. None of the MBPAL’s programs could be successful if it wasn’t for the hard work of the MBPAL’s executive board consisting of Commander Robert Jenkins, Lieutenant Paul Ozaeta, Sergeant Robert Hernandez, Officer Pedro Socarras, Officer Chris Mitchell, Melanie Veizaga, Danila Bonini, and Robert Ashenoff. Sergeant Tony Loperfido and Master Sergeant Bello’s expertise in drones and BWC’s was instrumental in the teaching of said courses. Captain Feldman’s previous oversight of the Technical Services Unit helped lay the foundation for many of today’s technological initiatives. We would also like to thank outgoing MBPD Chief Clements and current Chiefs Acosta, and Guerrero for leading the MBPD through the dark days of the Covid-19 pandemic.

Lastly, we would like to dedicate this literary work to fallen Officer Eddie Perez. Eddie died from complications of contracting COVID-19 in the line of duty while assisting with recovery efforts at the collapse of the Champlain Towers South condominium building in Surfside, Florida. He served with the Miami Beach Police Department for 25 years. He is survived by his wife, daughter, parents, and two sisters.