VALUE OFFERED CAPSULIZATION STATEMENT

Performance-driven, outcome-based SENIOR LEVEL LAW ENFORCEMENT OFFICER with a 30+ year untarnished career history bringing to the table professional integrity, outstanding leadership abilities, capacity to apply technical knowledge, analyze problems, and calculate risks when required to make decisions designed to produce high-quality results coupled with comprehensive change/project oversight strengths motivated by:

Ability to produce immediate results upon entering underperforming organizations; design smart business plans, simplify processes; eliminate ineffective practices, and motivate staff to step outside of their comfort zones to achieve meritorious results.

Managing change from a strategic approach that engaged key stakeholders in a shared perception toward collective outcomes.

Fostering strong community relations and partnerships through administering model community policing programs and activities.

Incorporating a high degree of professionalism and a record of sound fiscal management; flexibility/adaptability and knowledge of current and emerging advanced law enforcement technologies.

SELECTED AREAS OF EXPERTISE

PROJECT/PROGRAM OVERSIGHT/ADMINISTRATOR CONDUCTING VULNERABILITY/SUPPORTABILITY ASSESSMENTS CONTIGENCY PLANNING OPERATIONS POLICY/PLANS COMPLIANCE OFFICER COLLECTING/ANALYING/ RESEARCHING/ DISSEMINATING POLICE INTELLIGENCE COMMUNICATING WITH AUTHORITATIVE FIGURES/PEERS INDUCTIVE REASONING CRITICAL THINKING ESTABLISHING/MAINTAINING RELATIONSHIPS PUBLIC SAFETY

AN RE

CAREER HIGHLIGHTS

CHEVERLY POLICE DEPARTMENT, CHEVERLY, MD CHIEF OF POLICE Apr 2022 + Jun 2023

OVERSIGHT MANAGEMENT. Self-driven/motivated. Can work either in team or autonomous environments. Able to ethically uphold/support organizational values and maintain confidentiality. Reputation for being trustworthy and reliable in addition to being a person of exceptional integrity with strong moral principles. Demonstrated ability taking ownership and holding myself accountable in both professional and personal settings. Planned/directed Police Department operations with an authorized operation of 16 sworn officers and two (2) civilians. Ensured effective/efficient enforcement of laws and ordinances. Proactively engaged/with the public, Police Department staff, Town Council, and other Town Departments. Coordinated with other law enforcement agencies; and promoted transparent/open communications with both the public and the media. Planned, organized, and directed the full range of Police Departments; the enforcement of all federal, state, and local laws, regulations, and investigations/prevention of crime. Assured community-oriented policing, supervision of police operations, and investigation of crimes. Offered assistance to other public safety providers, community service agencies, and town departments. Performed wide variety of responsible management and administrative tasks that required a high level of professional/technical skill and independent judgment. Determined work procedures/processes, prepared work schedules, and expedited workflow; Studied/standardized procedures structured to improve efficiency and effectiveness of operations.

Negotiated hiring strategies that allowed for one (1) additional sworn officer and one (1) additional civilian to be bought on board during Fiscal Year (FY) 2024.

Provided leadership and direction in the development of short/long-range plans. Directed development of management systems, procedures, and standards for program evaluation. Monitored development related to police service matters. Evaluated their impact on town operations, and implemented policy and procedural improvements Prepared/presented department's annual budget. Oversaw implementation of same.

Spearheaded department activities, associated with but not limited to criminal activity analysis, investigations, disciplinary hearings, and community relations.

Determined work procedures/processes, prepared work schedules, and expedited workflow; Studied/standardized procedures structured to improve efficiency and effectiveness of operations. Coordinated work and had general accountability for effectiveness of operations. Identified/developed solutions to difficult community/organizational problematic situations. Recommended appointments and evaluated Police Department personnel, assigned work projects

Planned organized, directed/coordinated Police Department activities related to the preservation of order, protection of life/property; enforcement of all federal, state, and local laws, codes, and ordinances, investigation/prevention of crime; maintenance of effective communication and records systems, and other support activities.

Developed, implemented, and revised departmental rules, procedures, and policies; reviewed actions and conduct of subordinates, recommended corrective action, and maintained effective discipline throughout areas of assigned responsibility.

Conferred with elected or appointed officials, other law enforcement officials, business representatives, public citizens and Town officials on law enforcement problems and assisted the development of innovative municipal law enforcement policies.

Motivated/encouraged staff to achieve goals within available resources. Planned/organized workloads/staff assignments. Delegated appropriately according to skill level. Held staff accountable when necessary. Reviewed progress and directed changes as needed.

BUDGET OFFICER. Directed/participated in developing annual $2.5M departmental budget; prepared reports and recommendations concerning proposed town activities and their budgetary and/or staffing impact on the town and the police department and recommended purchase of equipment and supplies.

Assured that assigned areas of responsibility were performing within budget; Conducted cost control activities; monitored revenues and expenditures to assure sound fiscal control and efficiency; assured effective and efficient use of budgeted funds, personnel, materials, facilities, and time.

STAKEHOLDER ENGAGEMENT. Established/maintained mission-critical business relationships with Mayor, Town Administrator, Town Council, Police Chief Advisory Board, senior staff leaders, and other external authoritative officials at local, state, and federal levels.

Represented Police Department before Town Council and other governmental bodies Developed/implemented department's community relation efforts with special emphasis on community-oriented policing principles and practices. Prepared/presented special studies and reports concerning Police Department programs and activities. Maintained positive/effective relationships among various communities.

CHEVERLY POLICE DEPARTMENT, CHEVERLY, MD INTERIM POLICE CHIEF NOV 2021 + Apr 2022

BUSINESS ACUMEN. Name-selected from a pool of exceptionally qualified candidates for high profile Police Department leadership roles with oversight responsibility for an authorized strength of 16 sworn officers, 2 civilians, and a fiscal year (FY) budget of $2.3M Required to employ comprehensive understanding of best practices as it related to ensuring effective management/enforcement of laws/local ordinances; community policing; use of force; patrolling designated areas, and crime prevention. Carried out training needs valuation studies structured to define gaps and personnel/areas needing improvement.

Assessed office operations/functionalities, existing programs, policies/procedures, and acted as change agent. Monitored implementation, execution, and compliance in designated areas of responsibility. Utilized extensive knowledge of and practical application of strategic planning techniques, review of organizational performance records, and other assessment methodologies to develop measurable, strategic, executable business transformation initiatives. Provided expert advice and guidance assisting organizational facilitators regarding conceptual soundness and effectiveness of plans in meeting desired outcomes.

Conducted analyses of company workflows. Developed/implemented series of systemic and diversified actions structured to improve staff continuity, boost morale, and streamline processes. Evaluated critical business practices in problematic areas, employees that have been identified as having poor performance, and areas in need of improvement. Examined ways and means to improve, eliminate, or change same for the betterment of mission readiness.

Executed talent acquisition search processes for designated positions. Review résumés from diverse slate of potential candidates. Adhered to job-specific screening/selection criteria for position-related competencies, academic background, applicable industry-related skills, and organizational asset value.

Established/maintained mission-critical business relationships with Mayor, Town Administrator, Town Council, Police Chief Advisory Board, senior staff leaders, and other external authoritative officials at local, state, and federal levels.

PERFORMANCE/PROCESS IMPROVEMENT & IMPLEMENTATION STRATEGIES

Despite my short tenure in this position, I was consistently challenged to identify problems, gather information, develop strategies, implement plans, evaluate findings, and document data and subject/technical matter expertise to pinpoint procedural shortfalls, analyze current operatives, assess short- or long-term goals, and measure preparedness.

GRANT WRITING

Oversaw application process for grant of $150K from The State Aid for Police Protection (SAPP) Fund. The deadline to submit the grant application was in jeopardy of being missed. Despite it being the last opportunity for submission, I was able to assemble the application request package in accordance with submission guidelines for consideration.

Identified need for grant to upgrade police-worn body cameras.

PERFORMANCE ASSESSMENT/ EVALUATION

Implemented employee appraisal/evaluation system to be presented for discussion at 6-month intervals. This proactive approach provided data to track employee progress in meeting organizational goals, support positive reinforcement/recognition in addition to stressing the importance of staff being able to achieve company desired outcomes.

WORKFORCE DEVELOPMENT

Conducted training needs valuation studies structured to define workplace gaps/areas in need of improvement. Identified processes required to coordinate training activities within departmental framework that aligned with mission priority and resource availability relevant to Communications, Leadership, Police Reform Laws, Report Writing, Search & Seizure Laws, Property Room Custodian (Packaging & Reporting), Officer Survival, and Active Shooter.

TALENT ACQUISITION MANAGEMENT

Recognized need to fill key player positions mandated as essential to daily operations for (Captain, Sergeant, and Corporal). Recruited seven (7) sworn officers that included three (3) females, one (1) administrative specialist, and three (3) patrol officers.

POLICY/PROCEDURE OFFICER

Identified issues associated with new police reforms that were currently not being shared. Findings also revealed that there had not been any policy changes or updates related to use of force, pursuit, complaint process, and response to police-involved deaths.

Determined that policy manual had not been updated since 2017.

Reduced overtime by 30%. Efforts resulted in approximately $40K in savings.

Eliminated use of private refueling for Town police vehicles. Saved $1.00 per gallon with total savings in excess of $10K.

CONTRACT MANAGEMENT

Inspected existing organizational contracts. Several were found to no longer be relevant.

Identified existing Speed Management Program contract and found unresolved issues related to location, revenue, and personnel.

Examined Maryland State tax-exempt contracts to ensure procedures were being applied in a manner that would provide significant cost savings.

Reviewed 15-year-old Memorandums of Understanding for Washington Metropolitan Area Transit Authority to determine validity and need for update.

ASSET MANAGEMENT (ELECTRONIC)

Assessed that Capital Inventory Management System had not been an inventory conducted since 2017. Upon verification, I found that it was compatible with existing Town software. Once upgrade was completed this allowed for a “Replacement” schedule to be implemented and would eliminate duplication of items being ordered.

Recognized need to establish Equipment Retention Program to include but not limited to computers, ballistic vests, body-worn/vehicle cameras, and legally defensible Records Management System.

Discovered there was no accountability for Property Room or its stored case-related contents. Access should be limited to a maximum of two people. The station is closed and unmanned from midnight until the following morning at 0900. Inventory nor drug analysis had been conducted within the last year and a half. Collaborated with a vendor to install an alarm in the Property Room and throughout the rest of the station designed to secure assets and limit access to only those authorized.

SENIOR LEADERSHIP APPOINTMENTS

CMDR, Attorney General Office Criminal Investigations Bureau, Columbia, MD Feb 2010 + Jan 2016

BARRACK COMMANDER, College Park, MD Sep 2007 + Feb 2010

LIEUTENANT/COMMANDER, Barracks, Frederick, MD Apr 2007 + Sep 2007

INTERIM POLICE CHIEF, St. Michaels, MD Oct 2006 + Apr 2007

LIEUTENANT-EXECUTIVE OFFICER, Field Operations Bureau, Pikesville, MD Jul 2005 + Apr 2007

LEADERSHIP OFFERINGS. Subject matter expert in areas of law enforcement, program planning, policy/program development, organizational performance measurement, program evaluation, and quality management. Managed day-to-day operations related to forecasting/managing budgets, policy development, security, and personnel. Spearheaded complex evaluation of strategies, mission objectives, resources, and operations. Utilized subject matter expertise to prepare/present reports with recommended plans of action to senior leadership. Provided staff with guidance on processes/procedures, interpretation of policies, and other operational directives.

Communicated expectations and identified potential barriers to occupational success. Provided business-line developmental opportunities. Encouraged designated personnel to use opportunities provided to develop, sustain, and enhance work-related proficiencies. Efforts maximized potential and improved on-the-job performance.

PROFESSIONAL DEVELOPMENT. Facilitated training/cross-training employees to augment knowledge related to earmarked position-related specialties. Identified mission criticalities and group/individual disciplines’ needed to strengthen quality of employee work skills and elevate productivity. Developed, wrote, and revised, course syllabi, lesson plans, practical exercises, and other instructional support tools. Established training benchmarks and measurable performance standards to confirm if expectations were being met, fell below, or exceeded requirements.

Successfully trained 150+ MSPs in leadership positions and entry-level Troopers at Police Academy on conducting Internal Affairs investigations associated with employee misconduct.

Delivered law enforcement training for 200+ officers across 21 states.

Orchestrated attendance of section personnel required to complete 250 hours of crucial non-mandated training to address patrol force weaknesses associated with carrying out interviews/interrogations, police leadership, criminal investigations, and effective report writing.

WRITTEN/ORATORY ABILITY. Leadership role generating complex comprehensive narratives, incident-, and after-action reports, performance evaluations, and other documents for command-level planning and decision-making purposes. Prepared summative reports based on pre-defined criteria and needs of intended audience for discussion and review. Data integrity and other supporting platforms safeguards were maintained and access granted only to those authorized.

ACADEMIC SHOWCASE

B.S. Criminology University of Maryland University College, College Park, MD 1988

LEADERSHIP TRAINING

National Highway Traffic Safety Administration (NHTSA)/Department of Transportation (DOT) Officer Leadership Program; Police Accountability; Network Skills for Leaders; Fiscal Management for Law Enforcement; Visionary Leadership; Police Leadership in the 21st Century; Strategies for Increasing Staff Resources; Situational Leadership; MSP Commission Officers Leadership; Successful Public and Private Partnerships; Multi-Cultural Outreach

PROFESSIONAL AFFILIATIONS/CERTIFICATIONS

AFFILIATIONS: Since 2000 National Organization of Black Law Enforcement Executives (NOBLE); Since 1989 MD Troopers Association

CERTIFICATIONS: Since 1999 Master Instructor

INFORMATION MANAGEMENT SYSTEM PROFICIENCIES

OFF-THE-SHELF: MS Word, Excel, PowerPoint; INDUSTRY-SPECIFIC: National Incident Management System (NIMS); Incident Command System (ICS); National Crime Information Center (NCIC)

OFFICIAL RECOGNITION

2022 $5K Performance Award

CARL D. MILLER

301-***-****

ad14a1@r.postjobfree.com

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