Welcome to the Citizen Safety Network. You now hold the power to protect your community in your hands.
With Citizen, you have access to:
Instant 911 crime and emergency alerts
Real-time incident updates directly within the app
Live video broadcasts straight from the scene
Chat with other Citizen users as situations develop
Citizen also allows you to follow an unlimited number of communities and receive priority alerts no matter where you are. In addition, you can build out your Inner Circle of family and friends to create your own personal safety network, and receive alerts whenever they’re close to danger.
Together, we can #ProtectTheWorld
2019 Baltimore City Liquor Bills
Your efforts are working!
City Delegates are co-signing onto the bills:
HB 959: Mosby, Conaway, Glenn, Haynes, Smith, Wells, and McIntosh
HB 960: Mosby, Conaway, Glenn, Hayes, Ives, J. Lewis, Smith, A. Washington, and McIntosh
HB 965: Mosby, Smith, Wells, and McIntosh
HB 980: Mosby, Conaway, Haynes, Lierman, Wells, and McIntosh
Keep contacting Baltimore City Delegates to ask for their support for these four liquor bills that will...
1) remove loopholes encountered by neighborhood organizations that impede their ability to effectively protest the license renewal of problem alcohol outlets,
2) limit the ability of problem outlets to avoid being penalized for their bad behavior, and
3) provide immediate protection for communities where violent acts have been committed in a licensed establishment.
These loopholes have made it difficult for neighborhoods to address problem alcohol outlets that pose harm and safety threats to area residents and have the potential to help with the city's violence reduction initiative.
The hearing for these bills is this Friday, February 15, 9:00 AM before the Baltimore City Delegation.
Submit written testimony by emailing ALL Baltimore City Delegates before Friday's hearing to ask them to support these proposals. Let them know how these proposals will help fix these loopholes and empower neighbors to address persistently problematic alcohol outlets.
Copy [email protected] on your email to the Delegates, and BGNC will make sure your written testimony gets into the record.
See testimony guidance and sample letter
Modify as you wish to make your own personal point!
I urge you to vote FOR HB 959, HB 960, HB 965, AND HB 980.
I am reaching out to ask for your support for four proposals that will help improve Baltimore City residents’ ability to address persistently problematic alcohol outlets that threaten the health, safety and well-being of area residents.
These bills will help 1) remove loopholes encountered by neighborhood organizations that impede their ability to effectively protest the license renewal of problem alcohol outlets, 2) limit the ability of problem outlets to avoid being penalized for their bad behavior, and 3) provide immediate protection for communities where violent acts have been committed in a licensed establishment.
[Insert your own story]
Given the city’s need to address crime and violence with a comprehensive strategy, we see these bills as being integral to and totally supportive of that objective considering alcohol’s role in violent crime in our city.
I respectfully urge you to vote FOR HB 959, HB 960, HB 965, AND HB 980; these bills will help create a healthier and safer Baltimore.
Please vote FOR HB 959, HB 960, HB 965, AND HB 980.
Ask your City Council representative to send a letter to the Baltimore City Delegation to show his/her support.
Stand with Bennett
50 days. Friends, we have 50 days to raise funds to help Bennett College maintain its accreditation with SACSCOC. February 1, 2019, is our target date for accomplishing this goal.
Over the past two years, Bennett has made significant gains in addressing our financial stability. Some of the significant strides made to achieve sustainability include:
Bennett generated a surplus of $461,038 and had no audit findings.
Bennett was approved for a capital loan deferment over a six-year period with a financial benefit of nearly $9 million.
Bennett has steadily increased its fundraising from $3.47 million to $4.25 million over a 3-year period.
Bennett’s enrollment has been trending upward for 2 years from 409 in 2017 to 471 in 2018.
Our retention rate is also significantly up from 44% in Fall 2017 to 53% in Fall 2018.
The average GPA of new freshwomen increased from 2.8 in 2017 to 3.2 in 2018.
Bennett continues to support mission activities, and academic and student programs.
Despite all of these accomplishments, SACSCOC felt that we fell short. We are appealing their decision and working hard to demonstrate that we are fiscally stable. This requires us to raise additional money to reduce our debt and improve our cash position.
When you #StandWithBennett, you are preserving the legacy and excellence of black women in the U.S. Since 1873, @BennettCollege has created a place for black women's voices and brilliance to be developed and cultivated.
How to Donate
MAIL A DONATION
If you would like to make a donation by check or money order, please make it payable to Bennett College, write "Stand for Bennett" in the memo line, and mail it to:
Attn: Institutional Advancement
900 E. Washington Street
Greensboro, NC 27401
TEXT A DONATION
To make a quick and easy donation using your mobile device, text the word BELLES to 444999and follow the instructions.
CASH APP DONATION
You can now donate on your mobile phone using the CashApp app! Simply direct your gift to $StandwithBennett. If you don't have CashApp installed, you can find it in the app store.
To make a donation online, please visit www.bennett.edu/donate.
Dear Bennett College supporters:
We appreciate your online donations to the College at this critical time as we work to raise a minimum of $5 million by Feb. 1. We realize our online system requires you to spend a bit of time inputting information before your donation is complete and ask, simply, that you exercise patience and bear with us. The minimal time you spend making your gift today could mean the difference for our students tomorrow. Thank you for your support.
Days til February 1, 2019
• Feb. 14 — Fort Worthington Elementary/Middle School in the Eastern Police District, 2710 E. Hoffman St., 6 p.m. to 8 p.m.
• Feb. 19 — Wildwood Elementary/Middle School in the Southwestern Police District, 621 Wildwood Parkway, 6 p.m. to 8 p.m.
• Feb. 20 — Forest Park High School in the Northwestern Police District, 3701 Eldorado Ave., 6 p.m. to 8 p.m.
• Feb. 21 — Patterson Park Public Charter School in the Southeastern Police District, 27 N. Lakewood Ave., 6 p.m. to 8 p.m.
• Feb. 23 — *Poly-Western High School in the Northern Police District, 1400 W. Cold Spring Lane, 10 a.m. to noon.
• Feb. 23 — Mergenthaler Vocational-Technical High School in the Northeastern Police District, 3500 Hillen Road, 1 p.m. to 3 p.m.
• Feb. 26 — Frederick Douglass High School in the Western Police District, 2301 Gwynns Falls Parkway, 6 p.m. to 8 p.m.
• Feb. 27 — *Cherry Hill Elementary/Middle School in the Southern Police District, 801 Bridgeview Road, 6 p.m. to 8 p.m.
• Feb. 28 — *Dorothy I. Height Elementary School in the Central Police District, 2011 Linden Ave., 6 p.m. to 8 p.m.
• March 2 — Site to be determined for a citywide meeting, 11 a.m. to 1 p.m.
The Office of Sustainability’s Baltimore Green Network is hosting a workshop/webinar on Tuesday, January 29 from 10 -11 a.m. at 417 E. Fayette, 8th Floor.
The Chesapeake Bay Trust has posted a grant called “Green Streets, Green Jobs, Green Towns” (G3) grant and the Baltimore Office of Sustainability has given $49,000 for a portion of this grant for projects to green vacant lots in Baltimore in the Baltimore Green Network’s focus areas (Shipley Hill, Carrollton Ridge, Boyd-Booth, Druid Heights, Upton, Sandtown-Winchester, Harlem Park, Broadway East and South Clifton Lake) and the Violence Reduction Areas.
This webinar will include all of the necessary information for the Baltimore Vacant Lots portion of the G3 grant. The workshop will be streamed at https://livestream.com/accounts/17371294
For more information on the workshop/webinar, contact Kim Knox, Greening Coordinator for the Baltimore Green Network at 410-396-5902.
Kimberley M. Knox
City of Baltimore │Department of Planning’s Office of Sustainability │Baltimore Green Network
417 E. Fayette St., 8th Floor │Baltimore, MD 21202
Parent on State of Schools in Baltimore City
Baltimore students in Aaron Maybin's school get new winter coats
Senator Ben Cardin (D-MD) held a community roundtable at Matthew A. Henson Elementary School
Interim Health Commissioner Mary Beth Haller Declares Code Blue Extreme Cold Alert for Baltimore Overnight Saturday through Sunday
Contact: Mona M. Rock
January 12, 2019
Interim Health Commissioner Mary Beth Haller Declares Code Blue Extreme Cold Alert for Baltimore Overnight Saturday through Sunday
BALTIMORE, Md. (January 12, 2019)—With accumulating snowfall and cold temperatures expected, Baltimore City Interim Health Commissioner Mary Beth Haller issued a Code Blue Extreme Cold declaration for Baltimore City beginning tonight, January 12 through Sunday, January 13. This is the third Code Blue Extreme Cold declaration this season.
“Due to the forecasted snowfall and cold temperatures in Baltimore overnight, I am issuing a Code Blue Extreme Cold declaration beginning this evening through Sunday. I encourage residents to stay indoors, especially those most vulnerable to cold,” said Baltimore City Interim Health Commissioner Mary Beth Haller. “Extreme cold temperatures can permanently injure, or even kill. Please be sure to check on neighbors that you think may be at risk to ensure that they have heat and power, and take care to shelter pets appropriately.”
The Health Commissioner may declare a Code Blue Extreme Cold Alert when temperatures, including wind chill, are expected to be 13˚F or below or when other conditions are severe enough to present a substantial threat to the life or health of Baltimore residents.
The state Office of the Chief Medical Examiner has reported three cold weather related deaths in Baltimore City this Code Blue Extreme Cold season.
Code Blue Extreme Cold indicates an increased risk for cold injuries or even death for those exposed to low temperatures. When a Code Blue Extreme Cold declaration is made, public messaging activities are undertaken to encourage safety when outdoors and response partners work to ensure those in need find shelter. During the Code Blue Extreme Cold season, which began November 15, 2018 and lasts until March 15, 2019,
City agencies work together to:
Distribute meals to at-risk senior citizens
Provide home weatherization services
Help individuals apply for energy assistance
Provide additional cold weather education and outreach efforts
Throughout the Code Blue Extreme Cold season, the Mayor’s Office of Human Services’ Office of Homeless Services also works with city homeless shelter providers to extend shelter hours and to provide expanded bed capacity.
Cold Weather Tips for Staying Healthy:
Wear multiple layers of loose-fitting clothing.
Always wear a head covering, like a hat and/or scarf, when outdoors.
Drink plenty of fluids and avoid alcoholic beverages.
Protect yourself against falls in icy or snowy conditions.
Check on those who are most vulnerable including children, the elderly and/or chronically ill.
Provide appropriate shelter for domestic animals.
Other Tips for Keeping Safe in Cold Weather:
Keep space heaters and candles away from flammable materials, such as curtains, furniture and loose clothing.
Check your carbon monoxide detector and make sure it’s working.
Do not use prohibited heat or power sources inside your home, such as stoves or generators. They may cause fire or carbon monoxide poisoning.
Do not leave your car running in a closed space such as a garage.
Residents are encouraged to contact 311 if a neighbor is without heat or power so that city agencies can assist them. Energy assistance may be available to those who need it. For more information, individuals may contact their nearest Community Action Partnership (CAP) Center.
Northern CAP Center (5225 York Road, 21212) – 410-396-6084
Northwest CAP Center (3939 Reisterstown Road, 21215) – 443-984-1384
Southern CAP Center (606 Cherry Hill Road, 21225) – 410-545-0900
Southeast CAP Center (3411 Bank Street, 21224) – 410-545-6518
Eastern CAP Center (1731 E. Chase Street, 21213) – 410-545-0136
For more information about Baltimore City's Code Blue Extreme Cold plan, visit: http://health.baltimorecity.gov/emergency-preparedness-response/code-blue
For other cold-related inquiries and service requests, or to find a nearby homeless shelter, residents can call 311 or 211.
Are you ready for History? Two former NFL Players, and Children's Book Authors from Baltimore have teamed up to head to Elementary Schools in Baltimore on February 11th Read Across America Day, and March 1st Tackle Reading Day. Tavon Mason and Joel Gamble are showing diversity in books with images of characters of color. If you interested in them visiting your school or would like to purchase books check both links out below...
MARYLAND AFRICAN AMERICAN TREASURER
MARYLAND HBCU SETTLEMENT
MARYLAND HBCU DAY IN ANNAPOLIS 2019 - THURSDAY FEBRUARY 28
MD HBCU FUNDING LEGISLATION
CRIME ION BALTIMORE - DEPLOUMENT COMMENSURATE WITH HOMICIDES. CRIME AND
GREEN BAG APPOINTMENTS
FOOD APARTHEID IN MD - CONFERENCE COMMITTEE AFTER SESSION
MENTAL HEALTH CLINIC IN WEST BALTIMORE
CARVER ATHLETIC COMPLEX
MSU POLLING PLACE
JOB TRAINING REHAB ACADEMY - WEST SIDE ELEMENTARY SCHOOL VACANT BLDG.
REDUCTION IN LIQUOR STORES
YOUTH EMPLOYMENT FOR ALL INTERESTED YOUTH
BMORE BEAUTIFUL ENHACEMENT OF PROGRAM
COMMUNITY ACTION CENTER IN WEST BALTIMORE
CIVIC CURRICULUM IN BALTIMORE CITY PUBLIC SCHOOLS
ELECTED SCHOOL BOARD IN BALTIMORE CITY
Mayor Pugh Selects New Orleans Police Superintendent Michael S. Harrison to Lead Baltimore Police Department
Catherine E. Pugh
City of Baltimore
250 City Hall • Baltimore, Maryland 21202 • 410-396-3835
January 8, 2019
James E. Bentley II
Mayor Pugh Selects New Orleans Police Superintendent Michael S. Harrison to Lead Baltimore Police Department
BALTIMORE, MD. — Mayor Catherine Pugh has selected New Orleans Police Superintendent Michael S. Harrison as her choice for Commissioner-designate of the Baltimore Police Department.
Superintendent Harrison (49) has informed New Orleans Mayor LaToya Cantrell of his decision to formally retire from the New Orleans Police Department which he has served for 27 years and led since 2014. Mayor Cantrell expressed her deep gratitude to Superintendent Harrison for his many years of dedicated service and strong leadership of the department, which has led to meaningful reform and reduced crime in the City of New Orleans. She wished him well on behalf of the citizens of her city.
Mayor Catherine E. Pugh stated: “I have informed City Council President Jack Young of my decision to submit to Council members the selection of New Orleans Police Superintendent Michael S. Harrison as the next Commissioner of the Baltimore Police Department. Superintendent Harrison has achieved clear, compelling and consistent results in reducing violent crime, implementing a federally-mandated consent decree, increasing police recruitment, introducing advanced technologies, and deploying proactive and effective policing strategies that reflect 21st century, constitutional policing. He will bring not only significant and relevant experience to addressing the challenges of Baltimore, but the insight and sensitivity needed to reestablish essential trust and confidence of citizens in their police officers.”
Commissioner-designate Harrison will participate in a number of meetings with community leaders, neighborhood associations and citizens prior to the formal submission of his nomination to the City Council. The timing and locations of those meetings, and eventual City Council hearings, have yet to be determined.
“I’m honored by Mayor Pugh’s confidence in my abilities and approach and look forward to getting to Baltimore in the coming weeks to engage broadly with residents about the challenges to public safety and confidence in their police department,” said Commissioner-designate Harrison. “My first priority will be to drive meaningful cultural change within the Department such that not only is there a renewed sense of purpose and mission among those sworn to protect and serve, but that citizens’ trust is restored to a new level that enables true collaboration and confidence. Only then can we make sustained progress in reducing violence in close partnership with those who have the most at stake. I am inspired by the approaches Mayor Pugh has introduced to address the root causes of violent crime and disrupt the lure of criminal life among those young people most at risk. I look forward to partnering with her, the men and women of the Baltimore Police Department, and the community to build on the clear momentum underway.”
Superintendent Harrison first joined the New Orleans Police Department as a patrol officer in 1991 and was later appointed Detective, Major Case Narcotics Section in 1995. He was appointed Sergeant in 1999, responsible for the Eighth District, and later as Sergeant of the Public Integrity Bureau in 2000 where he participated in covert investigations into criminal and administrative allegations involving members of the New Orleans Police Department. He was appointed Lieutenant of the Public Integrity Bureau in 2006. In early January 2009, he was appointed Lieutenant, Assistant District Commander of the Seventh District, and in 2010 he returned to the Public Integrity Bureau. Harrison was appointed Commander, Special Investigations Division in early 2011 as principal manager of all administrative functions of narcotics, vice, organized and unorganized gang enforcement units within the Department. In 2012, he was appointed Commander of the Seventh District, and two years later, assumed the responsibilities of Superintendent of the New Orleans Police Department.
Details of the community engagement and City Council approval process concerning Commissioner-designate Harrison’s nomination will be communicated at the earliest opportunity.
SUPERINTENDENT MICHAEL S. HARRISON
NOPD WORK EXPERIENCE:
27 years of experience serving and protecting the citizens of New Orleans as a member of the New Orleans Police Department.
SUPERINTENDENT OF POLICE AUGUST 2014 – CURRENT
In 2017, through the deployment of proactive policing strategies, the City saw a 10% reduction in the number of murders and a 20% reduction in the number of armed robberies. This was in addition to a 9% reduction in armed robberies that the City saw in 2016. Reduced violent crime in 2017 was achieved in large part due to successful coordination of effort in the summer with State Police, Probation and Parole, US Marshalls, FBI, and NOPD. Reduction in armed robberies was also due to the efforts of the Tactical Intelligence Gathering and Enforcement Response (TIGER) Task Forces that were created in 2016. TIGER task forces focus on individuals who have committed multiple offenses of armed robberies and shootings rather than targeting specific geographic areas of the City. In 2018, the City has seen a continuation of these crime reduction trends with a 7% reduction in murders, a 28% reduction in non-fatal shootings, a 33% reduction in actual persons being injured in shootings, a 10% reduction in armed robberies, and a 19% reduction in residence burglaries.
Successfully reversed the negative trends in police recruitment that existed prior to 2014; including, holding 16 academy classes between 2014 and 2018, which have added nearly 400 new officers to the force. More recently, the class that began in December 2017 had 40 recruits, which was the largest class since 2009. Recruitment processes have been completely overhauled, and resources dedicated to recruit more officers have expanded, including a successful multi-year partnership with the New Orleans Police and Justice Foundation that has resulted in over 7,500 online applications received to be a police recruit in 2017, a more than 60% increase over the prior year.
Presented and received approval for an aggressive series of police pay plan amendments to bring pay levels in line with the Southern Regional Average. The first raise was in 2015, which was a 15% across-the-board raise for officers; then in 2017, which was a targeted retention-based pay plan that addressed long standing issues related to pay compression and progression through the ranks. Success for this effort was verified when attrition of officers in 2017 was reduced by 25%, making it the lowest level observed in 20 years. In 2018, the department added a net gain of 30 additional officers to the force, with a second year of record low attrition levels for the department.
Developed a strategy for long-term continuity of operations and succession planning for NOPD by providing career development opportunities for the future leadership of NOPD, including; sending 12 Commanders to the Senior Management Institute for Police, 2 Lieutenants to the School of Police Staff and Command, 1 Deputy Chief to the Police Executive Leadership Institute, and 1 Commander to the ten-week FBI Training Academy. All of these training
opportunities were funded by successfully obtaining philanthropic support rather than having to rely on city funding sources.
Commissioned an independent & comprehensive review of NOPD operations upon entering the role of Superintendent. The review encompassed staffing, deployment, and organizational management and was completed by Berkshire Advisors in 2015. The report findings resulted in identifying nearly 100 positions whose duties could be performed by civilians, but were being filled by commissioned officers. Using these findings, ordered the redeployment of these officers to the field, and backfilling of positions with civilian personnel, which resulted in a greater than 50% reduction in response times for emergency calls for service in 2016.
Implemented comprehensive management reform of the Special Victims Section that was the subject of two negative Inspector General’s reports published in late 2014. In June 2016, the OIG was quoted as saying there was a “remarkable turnaround” in how the unit operates, reports, and manages evidence related to sex crimes. Established a series of best practices for management of the Special Victims Section to ensure progress does not backslide, and increased staffing resources to include civilian social workers, civilian investigators, and a new partnership with the Family Justice Center to provide a holistic approach to handling Special Victims cases.
In a survey conducted by the New Orleans Consent Decree Monitors in late 2016, 79% of NOPD officers stated they agree with the current direction of the department, up from only 19% under the previous Superintendent. In the 2018 New Orleans Crime Coalition survey, 83% of citizens stated they feel safe in their own neighborhoods. Overall, both are indicators of improved morale and improved citizen satisfaction for NOPD.
Established the Superintendent’s Youth Advisory Council made up of high school seniors from across Orleans Parish, and established the Superintendent’s Faith Advisory Council, made up of all major denominations of religious leaders in Orleans Parish. Both groups provide for direct communication of the views of the broader youth and faith communities to the Superintendent’s office which are vital to updating community policing strategies and policies.
In 2015, refocused the efforts of the Compliance Bureau to jump start progress and reset the relationship with the Consent Decree Monitor Team and the Federal Judge overseeing the case so that NOPD can achieve compliance with the 492 paragraphs of the Consent Decree. As a result, based on NOPD’s internal assessments, the department went from 16% of paragraphs in compliance in February 2016, to 73% complaint in February 2018. As of January 2019, the NOPD’s self-assessment is above 90% of paragraphs compliance and is on track to achieving overall substantial compliance by the end of 2019.
Provided support to over 20 jurisdictions and organizations since 2014 that sought out NOPD to learn from departmental successes and adopt NOPD practices in policing, data driven management, reform management, officer peer intervention, staffing a compliance or reform unit, crime analytics, use of force review boards, and force investigation teams.
Oversaw the deployment of new systems and processes to intervene with officers before disciplinary actions are required, including the Early Intervention System, Insight, which tracks 18 separate measurements to ensure officer behavior is consistent with departmental standards. In 2016, launched the Ethical Policing is Courageous (EPIC) program, an officer-led and managed program that empowers officers to check in with each other, regardless of rank, to raise the standard of ethical behavior across the department. Both Insight and EPIC have received national recognition for being forward-leaning and in line with the latest in best practices for improved community relations, better officer retention, and excellence in law enforcement personnel management.
Deployed the Management Analytics for eXcellence (MAX) program which revolutionized the outdated COMSTAT model that only tracked crime statistics. The MAX program monitors over a dozen management criteria, including calls for service, clearance rates, personnel data, public integrity complaints, vehicle crash data, compliance audit data, response time, and community policing initiatives. MAX has now become a model for best practices in management of policing efforts for major cities.
Integrated technological improvements into NOPD operations to maximize police personnel resources and reduce administrative burdens on officers; including launching the false alarm reduction program in May 2017 resulting in a 40% reduction in false alarm calls; the deployment of the NOPD Online Reporting system to handle non-emergency, property related crimes that only require a police report for insurance purposes; the procurement of 500+ new computers for officers to use the Electronic Police Report & Field Interview Card system; and the installation of License Plate Readers in 46 locations to assist in investigative efforts across the City of New Orleans.
COMMANDER, SEVENTH DISTRICT JANUARY 2012 – AUGUST 2014
Oversaw a reduction in violent crime in the 7th District for two consecutive years while serving as the Commander (2012 & 2013).
Served as principal manager of all police services to residents, businesses, and visitors of the 7th Police District, including management of patrols for calls for service, proactive efforts to increase police visibility, criminal investigations of violent crimes against persons and property, narcotics enforcement, street crimes, gang-involved criminal activity, and community engagement efforts.
Oversaw the practical application of a variety of criminal justice research approaches along with a wide range of interpretations from analytical data gathered for crime mapping in the 7th District.
Community surveys performed in the 7th District during this time showed improved citizen satisfaction of NOPD and improved views on quality of life and police interactions.
Co-authored the language for HB #1158 (2014) (passed and became R.S. 14:107.5) dealing with the solicitation of funds or transportation for certain unlawful purposes.
COMMANDER, SPECIAL INVESTIGATION DIVISION JANUARY 2011 – JANUARY 2012
Served as principal manager of all administrative functions of narcotics, vice, organized and unorganized gang enforcement units within NOPD.
Managed criminal intelligence gathering and investigative efforts throughout the City of New Orleans and served as the first NOPD Commander to coordinate with the regional Criminal Intelligence Center (CIC) in Jefferson Parish, which provides support for NOPD, Jefferson Parish Sheriff’s Office, Louisiana State Police, the Orleans Parish Sheriff’s Office, Gretna Police Department, and Kenner Police Department.
Acted as NOPD liaison to all federal and state agencies participating in inter-agency investigations as MOU partners, including the FBI, DEA, ATF, US Marshalls, LA State Police, and the ATC.
LIEUTENANT, PUBLIC INTEGRITY BUREAU AUGUST 2010 – JANUARY 2011 AND MARCH 2006 – JANUARY 2009
Supervised covert and ongoing investigations into criminal and administrative allegations against members of the NOPD.
Provided recommendations for discipline of officers through training and/or penalty and reviewed police actions and disciplinary measures to assist in improving policies and procedures.
Acted as Liaison to the Federal Bureau of Investigation’s Public Corruption Unit.
LIEUTENANT, ASSISTANT DISTRICT COMMANDER, SEVENTH DISTRICT JANUARY 2009 – AUGUST 2010
Coordinated all administrative functions for the district, including: analysis and implementation of patrol strategies, coordination of major event operational plans, ensuring all officers are completing in-service training, and assigning/monitoring district level disciplinary investigation.
Acted as Liaison to the NOPD Training Academy, City Attorney’s office, and District Attorney’s Offices on matters related to 7th District operations.
SERGEANT, PUBLIC INTEGRITY BUREAU JUNE 2000 – MARCH 2006
Participated in covert investigations into criminal and administrative allegations involving members of the NOPD.
Provided testimony on the conduct of officers discovered in the course of investigations into police misconduct.
SERGEANT, EIGHTH DISTRICT (EVENING WATCH) JUNE 1999 – JUNE 2000
Supervised, trained, coached, directed, and disciplined patrol officers assigned to the 8th District Evening Watch.
Analyzed crime trends and operationalized deployment strategies for the platoon.
Coordinated enforcement strategies with citizen groups, area businesses, and community leaders in the 8th District.
Prepared statistical data on crime trends in the 8th District and presented data to Command Staff.
Performed administrative functions for the platoon to ensure compliance with departmental policies on training and supervision.
DETECTIVE, MAJOR CASE NARCOTICS SECTION FEBRUARY 1995 – JUNE 1999
Conducted historical criminal investigations and participated in undercover operations related to street level, mid-level, wholesale, and retail narcotics trafficking throughout the City of New Orleans.
Participated in multi-jurisdictional investigations with local, state, and federal agencies.
TASK FORCE OFFICER, SIXTH DISTRICT MARCH 1992 – FEBRUARY 1995
Actively patrolled and responded to citizen calls for service.
Targeted street level retail narcotics traffickers and violent offenders.
Responded to crime trends and participated in directed patrols and task force operations.
PATROL OFFICER, SIXTH DISTRICT (EVENING WATCH) OCTOBER 1991 – MARCH 1992
Conducted traffic enforcement and responded to citizen calls for service.
FEDERAL BUREAU OF INVESTIGATION
NATIONAL EXECUTIVE INSTITUTE (NEI), CLASS #40 SEPTEMBER 2017
Topical areas selected for the program included: national and international political, economic, and social trends affecting the policing function; ethics and integrity; the effects of affirmative action on hiring and promotional policies; media relations; labor relations; the future structure of police organizations; financing of police operations; training and legal issues; labor relations; and the impact of criminal activity on policing.
POLICE EXECUTIVE RESEARCH FORUM
SENIOR MANAGEMENT INSTITUTE FOR POLICE (SMIP) JUNE 2014
SMIP provides senior police executives with intensive training in the latest management concepts and practices used in business and government. It also features discussions of the most challenging issues facing law enforcement executives today.
INTERNATIONAL ASSOCIATION OF CHIEFS OF POLICE (IACP)
LEADERSHIP IN POLICE ORGANIZATIONS (LPO) PROGRAM SEPTEMBER 2013
IACP’s flagship leadership development training program, the LPO is modeled after the training concept of dispersed leadership (“every officer a leader”) and delivers modern behavioral science concepts and theories uniquely tailored to the law enforcement environment.
NORTHWESTERN UNIVERSITY CENTER FOR PUBLIC SAFETY
SCHOOL OF POLICE STAFF AND COMMAND, CLASS #288 AUGUST 2009 – OCTOBER 2009
An intensive ten-week program that prepares law enforcement managers for senior positions by uniquely combining academic principles with practical applications.
Elected to the Board of Directors of the Major Cities Chiefs Association in 2017 to represent the interests of 19 Major Cities located in the Central Region of North America
Active membership in the International Association of Chiefs of Police (IACP)
Active membership in the Police Executive Research Forum (PERF)
Active membership in the National Organization of Black Law Enforcement (NOBLE) Executives
Active member of the National Law Enforcement Immigration Task Force
Ordained Minister and former overseer of ministry operations at City of Love Church, New Orleans
UNIVERSITY OF PHOENIX, NEW ORLEANS CAMPUS APRIL 2010 – AUGUST 2014 FACULTY/INSTRUCTOR
Provided instruction to students in the following course work: Contemporary Issues and Futures in Criminal Justice, Organizational Behavior and Management, Criminal Justice Management Theory and Practice, Managing Criminal Justice Personnel, Juvenile Justice Systems and processes, Current Issues/Futures in Criminal Justice Management, Forecasting and Strategic Planning, Criminology, Research Methods, Criminal Law, Policing
Ethics, Organized Crime.
MAJOR CITIES CHIEFS ASSOCIATION OCTOBER 2017 - PRESENT
POLICE EXECUTIVE LEADERSHIP INSTITUTE (PELI) MENTOR
PELI is designed to develop current and future law enforcement leaders and to ready them for the transition to the highest leadership position within an agency. The program consists of five components including and mentor shadowing day with an executive level Chief, Sheriff, or Superintendent. In October 2017, provided mentor shadowing to the Deputy Chief of Kansas City, MO Police Department. Presently assigned to serve as a mentor to an assistant
chief of the Nashville Police Department.
NOPD POLICE ACADEMY SEPTEMBER 2013 – AUGUST 2014 INSTRUCTOR
Provided instruction to NOPD personnel on the topic of Leadership in Police Organizations based on the training principles learned while enrolled in the IACP LPO Program.
MILITARY EXPERIENCE & EDUCATION:
LOUISIANA AIR NATIONAL GUARD APRIL 1987 – APRIL 1995
MUNITIONS SYSTEMS SPECIALIST HONORABLE DISCHARGE
LOYOLA UNIVERSITY, NEW ORLEANS, LA GRADUATED MAY 2008
MASTERS IN CRIMINAL JUSTICE
UNIVERSITY OF PHOENIX, NEW ORLEANS CAMPUS GRADUATED MAY 2006
BACHELORS OF SCIENCE IN CRIMINAL JUSTICE
MCDONOGH 35 HIGH SCHOOL GRADUATED 1987
Mayor Catherine E. Pugh
Office of Neighborhoods
100 N. Holliday Street
Baltimore, MD 21202
BMORE BAR EXAM 2019
K.E.Y.S. Empowers is hosting a high school Unity Cypher to showcase the amazing talent of Baltimore Youth. We are hosting information sessions at the following schools:
City High School- January 9, 2019
ConneXions High School- January 10, 2019
Douglas High School- February 6, 2019
Renaissance High School- February 7, 2019
Mervo High School- March 1, 2019
Dunbar High School- April 3, 2019
Job Corp. (Woodland Campus)- April 4, 2019
Squeegee Core (at ConneXions High School)- April 4, 2019
We are asking for rappers, singers and spoken-word artists to attend these information sessions. During the information sessions, students will learn about registration, performance dates, and PRIZES!!
If you have questions or would like more details on the Unity Cypher please text KEYSDEV CYPHER to 797979 or email [email protected] for more information.
Catherine E. Pugh
City of Baltimore
250 City Hall • Baltimore, Maryland 21202 • 410-396-3835 • Fax: 410-576-9425
Better Schools. Safer Streets. Stronger Neighborhoods.
FOR IMMEDIATE RELEASE
Thursday, January 3, 2019
James E. Bentley II
Commissioner-designate Joel Fitzgerald Community and City Council Meetings Postponed
BALTIMORE, Md. — Due to an unexpected medical emergency having to do with his son which requires immediate surgery, Joel Fitzgerald will not be available to come to Baltimore this week for the schedule of planned community meetings and City Council hearings. At the earliest opportunity, we will communicate a revised schedule based on Chief Fitzgerald’s availability and the ability to accommodate the schedules of other key stakeholders.
Office of Neighborhoods
100 N. Holliday Street
Baltimore, MD 21202
Thank you for subscribing to the newsletter for District 7 which will highlight news about changes and updates for the community.
In December I was able to make a difference in District 7 through work on legislation to improve our communities.
I worked on a bill aimed towards regulating Electronic Smoking Devices by broadening the definition of smoking devices to encompass all electronic smoking devices. The bill will also regulate flavored e-liquids and create specific sanitation standards for the creation and sale of e-liquids. This bill aims to protect the youth of our city from targeted e-cigarette advertisements, and decrease the rates of smoking e-cigarettes in our communities. You can read more about this bill here.
This month I also began the Blessings in Giving (B.I.G.) 7th District Annual Christmas Bus Trip, in which I gifted 40 children from the Baltimore City Health Department’s Early Head Start program and Druid Heights Community Development Corporation with gifts from Walmart and dinner from Chick-Fil-A. This will continue as an annual event in which I give back to children and families for the holiday season.
I look forward to continuing this work in 2019 and would like to wish all of District 7 a Happy New Year.
10th -Board of Liquor License Commissioners for Baltimore City (BLLC) meeting date
14th -City Council Meeting, Du Burns Council Chamber 5pm
17th-Board of Liquor License Commissioners for Baltimore City (BLLC) meeting date
18th -Rotunda Lunch Concert Series, find out more here
21st -Board of Liquor License Commissioners for Baltimore City (BLLC) meeting date
28th -City Council Meeting, Du Burns Council Chamber 5pm
Protect Your Pipes this Winter
Baltimore weather can be bitterly cold, and the Baltimore City Department of Public Works (DPW) reminds residents that residential water lines as well as the city's water main infrastructure may be impacted. Cold weather can harm water infrastructure especially during long periods of cold and repeated freeze/thaw cycles. Water service lines and water meters can freeze when the temperature remains below 25 degrees for extended periods of time. Sub-freezing temperatures can also impact water mains, causing the ground to buckle and shift, resulting in broken water lines.
When temperatures drop below freezing, let a thin stream of cold water run from a basement faucet. The stream should be a continuous flow, about the thickness of a pencil lead. This water can be caught in a bucket and used later.
DPW maintains outdoor water lines up to and including the meter. Water lines running from the meter to the house, and internal plumbing, are the responsibility of the property owner.
For water emergencies in Baltimore City, please call 311, or call 410-396-5352 in our Baltimore County service area.
Consider getting a service protection policy for your exterior water/sewer lines. Baltimore has partnered with HomeServe USA to provide these low-cost protection plans. Please visit BaltimoreServiceRepairs.com
During last winter’s “Big Freeze,” from Christmas to the end of January, DPW responded to 559 confirmed water main breaks. That is roughly half the number of all water main breaks in 2017. DPW is replacing 15 miles of water mains yearly to reduce breaks and increase reliability.
In addition to freezing and thawing conditions, pipe corrosion, soil conditions, a history of previous breaks, and age contribute to water main breaks. If you are out of water due to a main break, after service is restored allow water to run through a sink or tub faucet until clear.
To report a broken main, please call 311, or call 410-396-5352 in our Baltimore County service area.
James Mattis resigns as defense secretary
I have been privileged to serve as our country's 26th Secretary of Defense which has allowed me to serve alongside our men and women of the Department in defense of our citizens and our ideals.
I am proud of the progress that has been made over the past two years on some of the key goals articulated in our National Defense Strategy: putting the Department on a more sound budgetary footing, improving readiness and lethality in our forces, and reforming the Department's business practices for greater performance. Our troops continue to provide the capabilities needed to prevail in conflict and sustain strong U.S. global influence.
One core belief I have always held is that our strength as a nation is inextricably linked to the strength of our unique and comprehensive system of alliances and partnerships. While the US remains the indispensable nation in the free world, we cannot protect our interests or serve that role effectively without maintaining strong alliances and showing respect to those allies.
Like you, I have said from the beginning that the armed forces of the United States should not be the policeman of the world. Instead, we must use all tools of American power to provide for the common defense, including providing effective leadership to our alliances. NATO's 29 democracies demonstrated that strength in their commitment to fighting alongside us following the 9-11 attack on America. The Defeat-ISIS coalition of 74 nations is further proof.
Similarly, I believe we must be resolute and unambiguous in our approach to those countries whose strategic interests are increasingly in tension with ours. It is clear that China and Russia, for example, want to shape a world consistent with their authoritarian model - gaining veto authority over other nations' economic, diplomatic, and security decisions - to promote their own interests at the expense of their neighbors, America and our allies. That is why we must use all the tools of American power to provide for the common defense.
My views on treating allies with respect and also being clear-eyed about both malign actors and strategic competitors are strongly held and informed by over four decades of immersion in these issues. We must do everything possible to advance an international order that is most conducive to our security, prosperity and values, and we are strengthened in this effort by the solidarity of our alliances.
Because you have the right to have a Secretary of Defense whose views are better aligned with yours on these and other subjects, I believe it is right for me to step down from my position. The end date for my tenure is February 28, 2019, a date that should allow sufficient time for a successor to be nominated and confirmed as well as to make sure the Department's interests are properly articulated and protected at upcoming events to include Congressional posture hearings and the NATO Defense Ministerial meeting in February.
Further, that a full transition to a new Secretary of Defense occurs well in advance of the transition of Chairman of the Joint Chiefs of Staff in September in order to ensure stability within the Department.
I pledge my full effort to a smooth transition that ensures the needs and interests of the 2.15 million Service Members and 732,079 DoD civilians receive undistracted attention of the Department at all times so that they can fulfill their critical, round-the-clock mission to protect the American people.
I very much appreciate this opportunity to serve the nation and our men and women in uniform.
Please come and Join Pastor Tushina Yameny of Sweet Prospect Baptist Church for a Prayer vigil for Jacqueline Smith was was murdered being a Good Samaritan in East Baltimore.
Date: Thursday, December 6, 2018
Time: 4:45 p.m.
Where : 900 Block of East Eager Street of Off Valley Street ( Sweet Prospect Baptist Church) .
From the Baltimore Sun Digital Edition
Stop under-investing in black city areas
By Leon F. Pinkett III
North Avenue is not only one of the longest east-west corridors in the city, but it stands as one of Baltimore’s most historically significant boulevards. From Hilton to Milton, North Avenue connects key anchor institutions like Coppin State and MICA. Along North Avenue lives the story of Baltimore’s arts and culture through the ages. It anchors us to our past with architecturally significant buildings like the Arch Social Club and the North Avenue Market, while buildings like the redeveloped Parkway and Centre theaters provide glimpses into its potential for a brighter future.
While there is great opportunity for a renaissance along North Avenue, it is also a corridor that faces significant challenges. A third of the housing units on North Avenue — 35 percent — are vacant, compared to the citywide average of 17 percent. And the disparities don’t end there: Unemployment is higher, and the average education level is lower compared to the city as a whole.
Based upon those factors alone, it makes sense then that the Maryland Transit Administration and Baltimore City Department of Transportation chose North Avenue when applying for the federal Transit Investment Generating Economic Recovery (TIGER) program. Despite the corridor being the second-busiest bus route in the city, business largely fails to thrive along most sections of it. Head east or west out of the central Baltimore community of Station North and you’re left wondering if you are still on the same street.
The $27.3 million North Avenue Rising project is by definition meant to spur economic recovery. But after two years of meetings, both public and private, I am forced to conclude that, as designed, there is little in this project to elevate North Avenue above its current state of decline.
How can one expect to address over 100 years of disinvestment along a 5-mile stretch of road with $27 million? For comparison, the five blocks of Charles Street in front of Johns Hopkins University from 29th street to University Parkway received $25 million of investment from the city and state. Let that sink in: $27 million for five miles compared to $25 million for five blocks. In a city that has seemingly awoken to the fact that it has an equity problem, I dare you to find me a more egregious example of inequitable investment.
Couldn’t find one? Well let me help you: The city invested nearly $50 million in a 1-mile stretch of Central Avenue — even creating Tax Increment Financing to pay for the bridge to Harbor Point. Now, before you go revoking my economic development credentials, no one is debating the significant value that Harbor Point adds to Baltimore. But even a novice in community development would have to wonder what value North Avenue could hold if the city put an additional $50 million into a road that tens of thousands more people use per day.
This story of unequal investment in the city is as old as Baltimore itself. We continue to repeat the mistakes of the past and wonder why all indicators of prosperity are on the decline. What does it say to our residents when a five-mile street with major health and economic disparities — which coincidentally connects the black butterfly wings on the racial map of Baltimore (Baltimoreans, you know what I’m talking about) — receives crumbs, while the head, thorax and abdomen along Charles Street, also known as the city map’s “white L,” continues to get the whole loaf?
We have to stop seeing economic development in this city as an either/or proposition. Investments like Harbor Point see better returns when neighborhoods like the ones along North Avenue thrive. We must be honest about the impacts of continuing to under-invest in our historically black neighborhoods and acknowledge how these critical infrastructure and transportation investments can and should catalyze residual investments. We must be bold in our vision when we invest in transit and community development so as not to continue to place us further behind other cities.
Until we as a city value the North Avenues like we value the Charles Streets, Baltimore will never realize the great promise that this city still holds, despite all of its challenges.
Maya Angelou was quoted as saying, “I did then what I knew how to do. Now that I know better, I do better.”
Baltimore, it’s time to do better.
Leon F. Pinkett III ([email protected]) represents Baltimore’s 7th District on the City Council.
Click here to see Baltimore Sun Video of Councilman Pinkett talking about" When will we value Baltimore's North Avenues like we do its Charles Streets? "
From the Afro
Leveraging Pastors’ Support for Hogan to Settle HBCU Case
By Special Report -
October 11, 2018
Submitted to the AFRO by Dr. Marvin ‘Doc’ Cheatham, Sr.
The recent declaration of support given by several Maryland Black pastors for the reelection of Larry Hogan as Governor has generated mixed reactions in the Black community. Persons already favorably inclined toward Hogan are surprised, but consider endorsement by the ministers to be reassuring.
For good reasons, however, skeptics wonder aloud what the Governor has done for the Black community during his first four-year term to deserve such a grand gesture from our spiritual leadership. Seared in their memory are the images of tanks and humvees of the Maryland National Guard the Governor stationed in West Baltimore during the Freddie Gray unrest, asserting that he had to take charge of the City because the elected leadership was not capable of doing so. They bemoan his refusal to allocate much-needed funds to Baltimore City schools, funds that had already been appropriated for such use by the General Assembly. They cringe at the impact upon city residents after Hogan killed the Red Line project so necessary to connect east and west economically and socially. But most significantly, they also speak of the continuing headlines detailing the Governor’s defiance, recalcitrance and resistance to a federal court order requiring the State of Maryland to remedy its unconstitutional and discriminatory system of higher education and invest in the development of new, high-demand and unique programs at each of the four Historically Black Colleges and Universities (HBCUs) with the associated facilities, faculty and funds for operations.
Undoubtedly, the merits of the ministers’ endorsement will be the subject of considerable question and debate for many years. But the actions of Governor Hogan before the election could inform the debate and provide a window into decisions he might make if reelected to office. Will the Governor drop his fight against and resistance to the HBCUs and display a willingness to comply with and fully implement the Remedial Order of the United States District Court for Maryland or will he continue to oppose and delay in the hopes of having the Court’s decision and Order overturned by a higher court? Will the Governor elect to keep the National Guard on alert for the next unrest in Baltimore or instead build Coppin University as the educational, economic and cultural center for transforming the Sandtown-Winchester area into a community, which makes future unrest far less likely?
These are questions we must ask the Governor before the election and the ministerial group is now duty-bound to demand answers, commitments and action. Even if the ministerial group’s endorsement is considered premature, it is not too late for accountability. In fact, the group has some of the best leaders to make this happen. For example, one of them is among the strongest advocates for Maryland HBCUs and the coalition of students, alumni, faculty and friends that sued the State on behalf of Bowie, Coppin, Morgan and the University of Maryland Eastern Shore. He has been on the frontline of rallies in Annapolis, active in letter writing campaigns and engaged in courtroom visitations. Another member of the group has a long family history with HBCUs and is currently serving on the governing board of one of the HBCUs. No doubt there are others with similar HBI affiliations. They too must raise their voices in an effort to influence the Governor to do the right thing.
There is a good possibility that the pastors have already raised the Historically Black College issue with Governor Hogan. If, however, it has not been meaningfully discussed, only three weeks are left to do so.
Settlement of this issue alone would not only create a new reality for many Baltimoreans, it would move the Maryland approach to issues of race, poverty and equal opportunity leap years ahead.
Dr. Marvin L. ‘Doc’ Cheatham Sr. is convenor of the MD HBCUs Matter Coalition.
NANCY BY SNAC is a terrific black owned business owned by Kevin Brown located at 131 West North Avenue, Baltimore, MD 21201. It's open Monday through Friday 8 am to 3 pm.
September 26, 2018
Baltimore Liquor Stores Linked More to Violent Crime Than Bars and Restaurants
Baltimore’s most disadvantaged neighborhoods have greater access to the types of outlets associated with the most violent outcomes.
A new study from researchers at Johns Hopkins Bloomberg School of Public Health’s Center on Alcohol Marketing and Youth (CAMY) found that alcohol outlets in Baltimore that sell alcohol for off-premise consumption (such as liquor stores and beer and wine stores) have a stronger association with incidences of violent crimes, including homicides, aggravated assaults, sexual assaults, and robbery, than alcohol outlets in Baltimore where alcohol is bought and consumed on-site, such as bars and restaurants.
The researchers also found that low-income neighborhoods have higher access the type of outlets associated with the most harm: liquor stores and beer and wine stores.
In general, every 10 percent increase in alcohol outlet access is associated with a 4.2 percent increase in violent crime in the surrounding area. But a 10 percent increase in access to liquor stores and beer and wine stores had a 37 percent greater association with violent crime than on-premise outlets. In other words, access to liquor stores has a 37 percent greater association with violent crime than access to on-premise outlets.
Greater access to off-premise outlets and taverns was associated with increased levels of homicide, aggravated assault and robbery. Greater access to on-premise outlets was associated only with sexual assaults.
The report was published Sept. 26 in the journal Alcoholism: Clinical and Experimental Research.
“While previous research found a clear association between alcohol outlet density and violent crime, there was debate about whether on- or off-premise outlets are more closely linked to violent crime,” says Daniel Webster, ScD, MPH, Bloomberg Professor of American Health in the Bloomberg School’s Department of Health Policy and Management. “We used advanced methods to measure access to alcohol outlets more precisely and found that outlets that allow for off-site drinking, such as liquor stores and taverns, had a greater association with violent crimes than outlets that permit only on-site drinking, such as bars and restaurants.”
The research was led by Pamela Trangenstein, PhD, while she was a predoctoral fellow at CAMY.
For the study, the researchers examined the association between access to 1,204 alcohol outlets in Baltimore and exposure to violent crimes from 2012 to 2016 after accounting for neighborhood factors including drug arrests, income and poverty. The report looked at associations between three types of alcohol outlets: 1) On-premise outlets like bars and restaurants that only sell alcohol for on-site consumption, 2) Off-premise outlets like liquor stores that only sell alcohol for off-site consumption, and 3) Taverns that sell alcohol for both on- and off-site consumption.
The study authors suggest that some outlets have a stronger association with assaults or homicides. This difference has to do with how effectively they can manage their customers. Liquor stores and beer and wine stores tend to have more hurdles for effective management, like solitary working conditions, plexiglass barriers between staff and patrons, and brief interactions at the point of purchase. On the other hand, bars and restaurants often have several types of staff who more closely interact with patrons while they are drinking, monitor IDs, and even prevent potential offenders from entering the premises in the first place. People who purchase alcohol for off-premise consumption may then drink in public settings near the outlets where place managers are completely absent.
“A comprehensive approach to reducing violent crime in Baltimore must include policies that restrict or regulate alcohol outlets, particularly those that sell alcohol for off-site consumption,” says Webster. “Reducing the number of off-site alcohol outlets in Baltimore has the potential to lead to fewer homicides and aggravated assaults.”
“Outlet Type, Access to Alcohol, and Violent Crime” was written by Pamela Trangenstein, PhD, MPH, Frank Curriero, PhD, Daniel Webster, ScD, MPH, Jacky Jennings, PhD, MPH, Carl Latkin, PhD, Raimee Eck, PhD, MPH, MPA and David Jernigan, PhD.
This research was supported by Award Numbers T32AA007240, Graduate Research Training in Alcohol Problems: Alcohol-related Disparities, and P50AA005595, Epidemiology of Alcohol Problems: Alcohol-Related Disparities from the National Institute on Alcohol Abuse and Alcoholism. The content is solely the responsibility of the authors and does not necessarily represent the official view of the National Institute on Alcohol Abuse and Alcoholism or the National Institutes of Health.