This speech given by current Mayor of Baltimore complete with crime stats and FAKE FEELINGS OF CONCERN have been seen by 99% of Baltimore citizens these few decades ----same speech---same crime stats---same feeling the pain----absolutely no economic or community development to address all of the above. That is because global Wall Street Baltimore Development is keeping communities on hold until time to build a global corporate campus and/or global factory. So, there is no intent of FIXING COMMUNITIES for citizens' welfare.
We want to discuss today CITISTAT NOW CITISTAT SMART------which is simply MOVING FORWARD US FOREIGN ECONOMIC ZONE militarized and securitized SMART CITY.
DO WE THINK THIS WAS A WORD SLIP BY BALTIMORE MAYOR PUGH------
'GPS WILL HELP COMMANDERS DIRECT THEIR TROOPS'.
'By the end of 2018 we will have laptops installed in all of BPD’s patrol vehicles. The laptops will make officers jobs far easier, saving them time and improving morale. They will also result in greater accountability and oversight, because electronic reporting will improve data quality and GPS technology will help commanders direct their troops'.
Testimony by Mayor Catherine E. Pugh on Violence Reduction at the Judicial Proceedings Committee Hearing
Testimony by Mayor Catherine E. Pugh on Violence Reduction at the Judicial Proceedings Committee Hearing
Testimony by Mayor Catherine E. Pugh as written:
Thank you Senator Zirkin, members of the Judicial Proceedings Committee, colleagues from the Baltimore City Senate Delegation, and other members of the General Assembly for convening this hearing on the critically important issue of violence reduction in Baltimore City. And thank you for providing me and members of my Administration the opportunity to discuss these shared challenges and solutions.
Crime, particularly violent crime, is the biggest issue facing the City of Baltimore. Every loss of life in Baltimore due to gun violence is tragic, and the impacts on the community are devastating.
Crime impacts more than the victim. The aftermath of violence crime impacts the victim’s family, friends, and community members.
Crime holds us back, standing in the way of much needed investment in some of Baltimore’s most blighted neighborhoods.
Violence impacts our children, and far too many children have become normalized to it. The resulting trauma can have negative impacts on children for their entire lives, thus perpetuating the cycle of violence.
As such, violence reduction is the top priority of my Administration.
The challenges before us are great, but so is our resolve to confront these challenges.
When I ran for Mayor, my campaign released a public safety plan. This plan encompassed both short-term and long-term strategies for reducing violence in Baltimore City.
Since my inauguration in December 2016, my Administration has set about turning those pledges into action. Last month, I reported on the update to my violence reduction plan, laying out a series of strategies aimed at reducing violence in Baltimore City.
The Update focused on 4 main pillars: 1) Making Baltimore Safe, 2) Keeping Baltimore Healthy, 3) Engaging Baltimore Youth, and 4) Moving Baltimore Forward. More on that later.
Let me be clear, the current level of violent crime being experienced in Baltimore is not acceptable.
There are 235 homicides so far this year, 17.5% higher than last year’s pace. Non-fatal shootings are also up this year, slightly outpacing last year’s rate. Robberies are 15% higher this year compared to 2016, and burglaries are 11% higher.
Further, I am concerned about the number of young people who are committing crimes, and particularly about the young people who have lost their lives to violence this year. In 2017, 11 young people under the age of 18 have lost their lives because of gun violence.
Overwhelmingly, homicide victims are young black men with a history in the criminal justice system.
Homicide victims in Baltimore City have been arrested an average of 10.8 times. 86% have criminal records. Approximately 1/3rd of victims were on parole or probation at the time of their killing. Almost half have been arrested previously for gun crimes or violent crimes.
Arrests are down 6% this year compared to last, but it is encouraging to see arrests up in high priority categories:
The homicide closure rate is 56.2% this year, compared to 31.0% at the same time last year
The non-fatal shooting closure rate is 35.5%, compared to 29.4% at the same time last year
Robbery arrests are up 5%
Aggravated assault arrests are up 7%
Burglary arrests are up 12%
Larceny arrests 13%
Felony drug arrests are up 3%
While gun arrests are down about 31% so far this year, still, there have been 797 gun arrests so far this year.
As I stated previously, last month I discussed an update to my plan to reduce violence in our City. Our violence reduction strategies combine both short-term and long-term actions around the following 4 pillars:
Making Baltimore Safe;
Keeping Baltimore Healthy;
Engaging Baltimore Youth; and
Moving Baltimore Forward.
Our violence reduction plan recognizes the need for improvements within the Baltimore Police Department and the need to increase our collaboration with law enforcement partners.
These solutions focus on greater oversight and accountability, smarter policing, and modernization. Our plan includes strategies to increase staffing of the police department, improvements in training, and upgrades in technology.
Our plan calls for enhancing collaborative efforts among our law enforcement partners, including:
Working collaboratively with the State’s Attorney’s Office to improve the strength of cases and outcomes, particularly for gun crimes and crimes of violence;
Working collaboratively with the State’s Attorney’s Office on strategies to take violent repeat offenders off the street;
Conducting major investigations with our Federal law enforcement partners to dismantle violent drug organizations throughout the City;
Working with U.S. Attorney’s Office to adopt gun cases and major conspiracy cases at the Federal level;
Further integrating Parole and Probation with BPD, integrating agents directly into police districts, seeking violations for repeat violent offenders, and conducting regular home visits in priority locations; and
Coordinating with DJS to provide enhanced supervision of certain juvenile offenders, as well as wrap-around services and diversion in lieu of prosecution.
I believe that fostering and strengthening these partnerships is essential to getting our City on track to a safer future.
We continue to strive for excellency at the Baltimore Police Department.
On September 1st, my Administration held its first CitiStat SMART meeting with the police department. Through CitiStat SMART, we will be collecting data and reviewing it on a regular basis to drive progress and direct resources. Through this process, we will monitor progress, provide oversight, and instill a culture of accountability.
There can be no doubt that the profession of law enforcement is going through seismic, fundamental changes. As a result, some officers are less confident than they used to be. We intend to prepare our police officers to confront these challenges of modern policing.
We have to support our officers when they do their jobs to the best of their ability, exercising sound judgment and reasonable decision-making. Even when they make a mistake. However, we have to do a better job equipping them to succeed.
This year, the police department is doubled the length of its in-service training to address some of these issues. BPD officers now receive double the amount of annual training than the state requires.
This extra training time is allowing officers to receive refresher training on constitutional stops and arrests and new training on best practices in conflict de-escalation and interacting with individuals in mental health crisis.
Additionally, the police department must find its strongest supervisors and elevate them into the next generation of leaders.
We will also seek to adopt best practices and evidence-based solutions. Working with the Bureau of Justice Assistance within the Department of Justice, we are currently working with a team of consultants to create and implement an “ideal crime fighting district” model at our Eastern and Western Police Districts.
This LAPD-based team recently completed a year-long engagement in Chicago, where they worked with the Chicago Police Department to design and implement Strategic Decision Support Centers in the 7th and 11th Districts.
While Chicago as a whole continues to struggle with high rates of gun crime, the 7th and 11th Districts have achieved reductions in homicides and shootings.
The “ideal crime fighting districts” will include pairing civilian crime analysts with district intelligence officers, creation of an intelligence “war room” within the district, developing new processes to disseminate key intel to patrol officers, clearly defining daily missions of patrol officers, and launching new technology such as forecasting software.
This is an exciting partnership made possible by BJA’s financial support, and we are eager to implement as quickly as possible.
Part of striving for excellency includes making key investments in technology, a priority that has been ignored for far too long.
By the end of 2018 we will have laptops installed in all of BPD’s patrol vehicles. The laptops will make officers jobs far easier, saving them time and improving morale. They will also result in greater accountability and oversight, because electronic reporting will improve data quality and GPS technology will help commanders direct their troops.
We will be completely replacing the Department’s Records Management System, replacing it with a new system that will support Field-Based Reporting and enhanced reporting and data capabilities.
We will be replacing the Department’s antiquated case management system. The current system makes it difficult for detectives and commanders to track cases and measure progress.
We are in the process of installing 28 gunshot detection devices in high priority locations throughout the City.
We are looking for ways to expand and enhance our robust network of 750 CCTV cameras.
We are partnering with ATF to find ways to more quickly complete firearms analysis, allowing us to link guns and shell casings to other crimes.
And we are evaluating other technologies, such as crime forecasting software programs, that will help the police department direct resources more strategically.
Adequate staffing of the police department is one of our greatest challenges. As recently as 2012, BPD had over 3,000 sworn officers in its ranks. Today, there are only 2,514 sworn officers in BPD, a reduction of approximately 500 officers from just a few years ago.
When you subtract officers that are unavailable because they are on light duty due to injury or illness, long-term medical leave, suspended, or on military leave, the Department has closer to 2,100 full-duty officers available and ready for deployment.
BPD is currently carrying 108 sworn vacancies – so I want to remind everyone again, we’re hiring.
And on the hiring front, we are starting to realize some progress after several very difficult years.
2008 was the last year in which BPD hired more officers than it lost to attrition. In 2015, we lost 158 more officers to attrition than we hired. In 2016, we lost 114 more officers to attrition than we hired.
But this year we have already surpassed 2016’s entire hiring total, and we are keeping pace with attrition.
We have 177 officers currently in various stages of training. This is more officers in training than any time in recent memory.
Interest in BPD seems to be surging. Applications are up 27% compared to last year. The diversity of our applicants and the number of applicants from Baltimore City is also on the rise. 48% more African-Americans and 62% more Baltimore City residents have applied this year compared to last.
These efforts are not a coincidence, but rather the results of some very deliberate efforts by the police department.
In today’s climate, young prospective officers apply to numerous police departments. The first one to extend an offer is typically where they will choose. Therefore, BPD has made concerted efforts to decrease the time it takes to hire an officer.
Earlier this year, BPD re-allocated personnel to clear a backlog of several hundred applicants pending background investigation.
Through improvements in the management and efficiency of our hiring process, the average time from application to hire has decreased from over 1 year to less than 6 months.
BPD is currently in the process of fully automating the background investigation process, which will shave significant amounts of time off the hiring process.
We are also in the process of outsourcing our background investigation function, which is another common practice for law enforcement agencies. This will allow the department to shift its current sworn background investigators to perform other functions within the department.
Furthermore, my Innovation Team is devoted full time to evaluating the recruitment and hiring process and identifying further opportunities for increasing the applicant pool and streamlining the hiring process.
Despite these positive trends in applications and hiring, the staffing challenges of the Department remain.
Our current patrol shift schedule requires hundreds more officers than are currently assigned to patrol, resulting in staffing shortage overtime costs and overworked officers. Our detective units are also stretched thin, handling more than cases than recommended national averages.
Our civilian ranks are also too small. Civilians make up about 30% of the total workforce in most large police departments. At BPD, our civilian workforce is about 16% of the workforce. This means that far too many officers are performing tasks that could be better performed by a civilian.
Civilianization requires funding to backfill for officers shifted back into the street, but it is right thing to do and will result in cost-savings in the long term.
To help answer some of these staffing questions, my Administration is moving forward as quickly as possible with a staffing study of the Department. This study will take a look at current workloads and staffing throughout the department and recommend the proper balance among units going forward.
When proper allocation of our current resources is combined with increased hiring by the Department, it will go a long way to setting BPD on the right course.
However, we do not believe that policing alone will reverse our current trajectory. Our violence reduction plan also focuses on long terms strategies around health outcomes, drug treatment, youth opportunity, education, jobs, and development.
Our plan highlights the need to continue to expand drug treatment. In 2016, 694 residents died of overdose – more than double the number who died in 2014, and triple the number that died in 2012.
The increase in overdose deaths is partly attributable to fentanyl, a synthetic opioid 50 to 100 times strong than morphine that is “cut” into heroin and other drugs. In 2016, there were 419 fentanyl-related overdose deaths.
Addiction is a chronic brain disease, but the good news is that evidence proves that treatment works and recovery is possible. Treatment that includes methadone or buprenorphine prescribed in combination with psychosocial services is extremely effective.
Nationally, only 1 in 10 Americans with substance abuse disorder get the treatment they need. In Baltimore City, even though at least 24,887 individuals need treatment, the treatment system only has capacity for an estimated 17,587 clients. This means that the City faces a capacity deficit of at least 7,300.
Even when treatment is available, it is not always available on demand or geographically aligned with where individuals need to receive treatment.
Under Dr. Wen’s leadership, the Baltimore City Health Department has developed a 3-pronged strategy for treating addiction and preventing overdose in the City.
Saving lives by expanding access to naloxone – an antidote medication that can save a life in a matter of seconds, with no serious side effects.
Expanding access to treatment – we will continue to advocate for dollars for treatment, until it is truly on-demand.
Fighting stigma with science – by emphasizing that addiction is a disease, that treatment exists, and that recovery is possible.
We know that demand for opioids like heroin is fueling many of the violent drug organizations in the City. Confronting this crisis is essential to our violence reduction strategy.
Setting up our young people for success is one of our Administration’s highest priorities, and essential to any public safety conversation in Baltimore. We are currently doing things like:
Investing in new recreation centers and renovating existing recreation centers;
Expanded the Youth Works program by 200 summer jobs to a record of 8,800 placements;
Engaging the private sector to provide 300 year-round jobs to Baltimore youth;
Fostering youth entrepreneurship through programs such as the Teen Biz Challenge and the Squeegee Corps.
I have also called for making Baltimore City Community College free for Baltimore City Public High School graduating seniors seeking a two-year degree or a certificate, beginning with 2018 graduates.
Our Administration is extremely concerned about the rate of juvenile violence in Baltimore City. Two weeks ago, a 15 year-old boy was shot and killed in the Harlem Park neighborhood in West Baltimore. A few nights later, a 15 and 16 year old were shot in Northeast Baltimore.
1,166 juveniles have been arrested for crimes in Baltimore City this year. Far too often, we are finding that juveniles are perpetrating crimes such as carjackings, street robberies, and burglaries.
Most of the time, these kids are already part of the juvenile justice system. Efforts in the past such as Operation Safe Kids have looked at combining monitoring and enforcement with wrap-around services for kids and their families for the most at-risk juveniles.
Currently, DJS provides services and enhanced supervision for at-risk juveniles.
Collectively, we have to get a handle on these efforts. That is why I am creating a workgroup to evaluate our practices and policies with respect to juvenile offenders. The workgroup will contain representatives from law enforcement, city government, state government, service providers, and actual young people from Baltimore.
We need to study what is already being done, how we are identifying at-risk youth, and any gaps in how they are being served. I am asking the workgroup to conduct this analysis and make recommendations for improvement.
Also essential to our violence reduction plan is access to jobs. That is why my Administration will host the first ever city-wide job fair at the Baltimore Convention Center on September 27. In conjunction with the job fair, we are also organizing a series of job readiness workshops for city residents.
The Mayor’s Office of Human Services’ “Journey to Jobs” program is focusing on breaking barriers to employment, such as housing, homelessness, and expungement of criminal records.
The Director of the Mayor’s Office of Employment Development, Jason Perkins-Cohen, will speak in detail today on these efforts.
We are pleased to report that there is a strong relationship between the City and State as it pertains to fighting violence in Baltimore City.
I met recently with Governor Hogan to discuss enhanced collaboration to reduce violent crime in Baltimore. Since that meeting, BPD and several state agencies have met and developed several tangible and ongoing collaborative actions, including:
The State Department of Parole and Probation (DPP) is immediately putting a DPP agent back in each of the City’s 9 police districts. This is in addition to the 2 DPP staff members already centrally assigned to support BPD. The additional DPP agents will aid district commanders and BPD’s District Action Teams (DAT) by providing enhanced supervision for priority individuals with a known connection to violence.
DPP and BPD will collaborate to conduct more frequent parole and probation “knock and talks,” i.e. check ins with offenders under state supervision. Knock and talks demonstrate police presence in the community, reinforce supervision status to individuals on parole or probation, can result in new intelligence, and show that the State and City are working together.
The Department of Public Safety and Correctional Services’ (DPSCS) intelligence unit and BPD’s intelligence section will increase communication and information sharing about violent offenders.
The DPSCS warrant squad will work with BPD to serve an increased number of violation of probation (VOP) warrants on priority violent offenders.
The Maryland State Police (MSP) will be helping to serve outstanding arrest warrants in the City. MSP and BPD’s Warrant Apprehension Task Force (WATF) will coordinate directly on this. MSP will assist BPD with warrant service on an ongoing basis.
In addition to increased collaboration between BPD and state law enforcement agencies, the Governor’s Office of Crime, Control, and Prevention has been a great funding partner.
In the current budget, GOCCP awarded BPD $2 million to purchase and install mobile-data terminals in every patrol vehicle. This is a major modernization effort that will substantially increase the efficiency of Baltimore police officers. Having laptops in patrol cars will allow officers to complete and submit reports electronically, run license plates, and conduct warrant checks without having to call a dispatcher. Additionally, the laptops are equipped with GPS technology, which gives commanders the ability to “see” where officers are deployed and to launch and monitor directed patrol strategies.
GOCCP also awarded the City $370,000 for the installation of Gunshot Detection technology. This amount of funding will allow BPD to install gunshot detection sensors in 28 locations throughout the City, selected based on historical rates of gun violence. Most of these devices will be integrated with the City’s camera network, automatically panning the camera toward the direction of the gun shots.
Baltimore secured state funding for the construction and operation of a Stabilization Center, which will be a 24/7 urgent care center for behavioral health that will divert individuals away from hospital emergency room and ensure that they are connected with long-term treatment.
Project CORE, funded through the State Department of Housing, is allowing us to significantly and strategically ramp up demolition of blighted properties and clear the way for revitalization.
While serving as a State Senator, and again as Mayor of Baltimore, I have pushed for legislation that would impose non-suspendable penalties for those in possession of illegal handguns. The simple, illegal possession of a handgun is the most basic precursor to a violent act. We urge you to consider and pass legislation that will deter this behavior, and make Baltimore the great city we know it can be.
Bloomberg became attached to Baltimore not only in monetizing Johns Hopkins and expanding it globally----he brought with him the global 1% DATA STAT needed for MOVING FORWARD SMART CITIES. DATA STAT back in 1990s was the computer technology tied to drone surveillance and warfare and satellite imagery. The advancement of MEGA-DATA went hand-in-hand with MEGA COMPUTERS----the BIG DEAD HEADS. What O'Malley did during his entire two terms as MAYOR OF BALTIMORE is simply create real estate data sets-----demographics of sociology of population groups while those surrounding communities continued to decay-----were left with increasing unemployment and all revenue directed away from Baltimore -----
So, the goal for O'Malley was NEVER helping 99% of citizens in Baltimore with a BETTER GOVERNING APPROACH. He was totalitarian O'MALLEY bringing DEEP STATE SMART CITIES to Baltimore from NYC. Where GPS and mapping started this MEGA-DATA format---it was creating a real estate MEGA DATA SET necessary in keeping large parcels of land undeveloped to hand to global corporations in MOVING FORWARD. Here we see global neo-liberal think tank BROOKINGS hosting these Bloomberg/O'Malley 'crime-fighting' structures.
ZERO TOLERANCE O'MALLEY STARTED THE DECLINE OF CIVIL RIGHTS AND LIBERTIES NEEDED IN MOVING FORWARD US CITIES AS FOREIGN ECONOMIC ZONES.
This was tolerated in the 1990s because Baltimore is tied to RACE AND CLASS and those losing their rights were of course our black 99% of citizens-----today we are MOVING FORWARD to all 99% of citizens losing those US freedoms and liberties.
'the Center for Effective Public Management'-
---20 years of O'Malley and his EFFECTIVE PUBLIC MANAGEMENT of course led to privatization of every Baltimore City agency followed by massive frauds in every city agency.
Data-driven government: A new approach to governing
As mayor of Baltimore and later as Maryland’s chief executive, Governor Martin O’Malley pioneered data-driven decision-making in government. Through programs like CitiStat in Baltimore and StateStat in Maryland, O’Malley implemented a new approach toward governing: using data to drive policy decisions, set goals, measure performance, and increase government transparency.
On March 11, the Center for Effective Public Management at Brookings hosted a discussion with Governor Martin O’Malley to explore how data-driven decision-making, open data, and performance measurement can positively impact government policy and effectiveness. This forum centered on ways in which these tools could improve the performance of the federal government–and perhaps begin the process of restoring public trust in the federal government.
CITI-STAT came from ONE WORLD ONE GOVERNANCE Brookings Institution with the goal of creating an authoritarian control of all information----of all municipal services and functions into the hands of what would be a few people needed to oversee these computer technology functions. It was never OPEN GOVERNMENT ---it simply allowed for the sale of public data once held in confidence as PRIVACY RIGHTS for citizens----
CITI-STAT went from GPS mega-data-----to real estate mega-data----to citizens' personal data------and this is where we are 20 years later as our school data hits SMART CITI-STAT.
What we want to discuss is how this is being used in 'crime fighting'. We are told pre-K testing and evaluation will allow global 1% to identify future TROUBLE-MAKERS. This is why we now have a great big military-looking van traveling Baltimore identified as MENTAL HEALTH SERVICES. Of course those corporate SOCIAL WORKERS are staffing this very, very, very far-right wing authoritarian approach to behavior modification. Parents and students are shouting against the loss of privacy and control with classroom testing and evaluation---but the GORILLA-IN-THE-ROOM issue in psychological testing at age 3 and creation of a BLUEPRINT for an individual including anticipating BEHAVIORAL 'PROBLEMS'. Behavioral problems in far-right wing DEEP STATE is anyone having an INDIVIDUAL PERSONALITY.
Baltimore STAT Initiative: A Closer Look
- By John K. Waters
A group of district stakeholders, including superintendent Dallas Dance who spearheaded the initiative, shared some of those lessons during a panel discussion at the recent ASU GSV Summit in San Diego. At its core, STAT is about raising the bar for all students and eliminating the achievement gap, Dance told attendees.
“We all want our kids to have access to information and opportunity,” he said, “and I believe we need to leverage technology in order to be able to [provide that access].”
STAT is part of a five-year strategic plan known as Blueprint 2.0, Dance explained, which is focused on improving academics, safety, communication, and organizational effectiveness of the district, and which builds on the successes of the district’s previous Blueprint for Progress plan.
But the district isn’t just handing out laptops, said Ryan Imbriale, executive director of the district’s new Department of Innovative Learning.
“We were not a district in crisis by any measure,” Imbriale told T.H.E. Journal in post-conference interview. “But we had reached a point where we felt we had to step back and ask, What do our students, our community and our partners need from this school district? What do we need to do to create learner centered environments and make sure that our students have access to the tools and resources? In real terms that meant ensuring that every student, eventually, would have access to a device in their hands in the classroom.”
An investment in upfront planning has proved to be essential to the success of the initiative so far, said BCPS Chief Academic Officer Verletta White.
“What do we want our students to know and to be able to do? What do we want our teachers to know and to be able to do? And what are our foundational beliefs about curriculum?” White asked. “We had to think through how to operationalize that, and we put it together into a teaching and learning framework. That framework has become our instructional anchor.”
To kick off the STAT initiative, the district started rolling out the program at the elementary school level.
“One of the best decisions we made was to start the conversion with our earliest learners,” said Dance. “We know that the achievement gap starts way before kids come to school. [This approach] allowed usto build a system where kids are driving the change.”
Since then STAT has been fully implemented among a group of “lighthouse schools,” including 10 elementary schools, seven middle schools and three high schools. The students in those schools have received “individual digital learning devices,” which support one-to-one personalized and blended learning. The lighthouse schools also serve as model demonstration sites.
Principal Steve Coco of Mays Chapel Elementary School, a lighthouse school, said that one key to the initiative’s success at his school was the establishment of what he called “a fail forward culture” among the educators.
“We have created learner-centered environments for our students in the truest sense of ‘meeting kids where they are,’” said Coco. “And we’ve taken the same approach with our staff … There was a lot of change that came along with this. And [we emphasized to our staff that] it was okay to have something not work perfectly the first time. We took those opportunities to learn from [mistakes] and move forward.”
CENTER FOR AMERICAN PROGRESS is a Clinton neo-liberal think tank tied to Brookings doing the deed of societal change to Brookings economic and foreign policy changes. Billionaire ZOROS is tied to that global societal change element of ONE WORLD ONE GOVERNANCE......
Please excuse lack of formatting---but see that this CITI-STAT in Baltimore was implemented in year 2000-----just as Bush was creating HOMELAND SECURITY AND CORPORATIZED NATIONAL SECURITY AGENCY ONLINE. When Snowden of WIKILEAKS released data showing the global reach of NSA ---this was the internet structure developed and transferred to our US cities ------------CITI-STAT
Now, Baltimore City agencies have been in corporate hands these few decades of Clinton/Bush/Obama so the idea this was developed for city agencies to review can be seen as FALSE since 99% of Baltimore citizens will all shout there has been NO IMPROVEMENT IN CITY SERVICES including POLICING. This was all PRETENDING to be social benefit----when the goal is super-sized totalitarian control of US FOREIGN ECONOMIC ZONES by global 1%.
Rawlings-Blake was exposed as not even paying attention to the 311 goals sold as reason for CITI-STAT.
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a m e r i c a n p r o g r e s s
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A P R I L
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What is CitiStat?
CitiStat is a data-driven management sys
-tem designed to monitor and improve the
performance of city departments in real-
time. Implemented in Baltimore in 2000 by
then Mayor Martin O’Malley, CitiStat uses
basic, inexpensive computer software to
track a myriad of government performance
indicators. Managers of each city depart
-ment report to City Hall every two weeks to
present their performance data and answer
questions from the mayor’s office. The may
-or’s office uses this data to identify underper
-formance and press for improvements.
CitiStat is based on a policing system,
called CompStat, adopted by the New
York City Police Department during the
1990s. This system, still in place today,
tracks and maps data on virtually all
categories of crime—from murder to theft
to drug trafficking. By attending to the
numbers and carefully monitoring perfor
-mance, the department is able to zero in
on problem areas, spot trends, and allocate
its limited resources more efficiently.
Police are deployed based on the latest
patterns of criminal activity with the goal
of anticipating and preventing crime.
From 1993–1998, the city’s murder rate
plummeted 67 percent and reported rob
-beries declined 54 percent, well ahead
of national averages.
The system has
since been replicated in dozens of cities
throughout the country.
Soon after his election, O’Malley worked
with Jack Maple, former NYPD deputy
police commissioner for crime-control strat
-egies, to replicate CompStat for the Balti
-more Police Department. O’Malley quickly
decided the CompStat approach would be
useful in managing other city departments.
After hiring a small staff and housing them
in City Hall, CitiStat was launched. CitiStat
grew from covering one department when it
launched in June 2000 (the Bureau of Solid
Waste within Public Works) to 16 depart
-ments in 2002. Initially, officials focused on
data they already collected, in particular
payroll and personnel data to address exces
-sive absenteeism and overtime.
As CitiStat progressed, however, the mayor’s
office asked city departments to collect ad
-ditional data to assess performance of key
responsibilities. Currently, CitiStat requires
all city departments to gather information
continuously on a variety of indicators,
such as response time to public complaints.
The CitiStat System
Leaders of each city department report to
City Hall on a biweekly basis to discuss per
-formance data gathered under CitiStat and
answer questions from high-level officials in
the mayor’s office, including the first deputy
mayor, who usually presided over the meet
-ings under O’Malley, and sometimes even
the mayor. Prior to meetings, departments
submit data collected over the previous two
weeks to the CitiStat office, which then as
-sesses departmental performance on a wide
range of issues and tries to identify trends.
CitiStat staff graphically illuminate data
through charts and maps that are displayed
on large screens in the CitiStat meeting
room (see photo on page 6).
If the information presented reveals under
-performance, the department head faces
tough questioning and is asked to come up
with solutions. At the next CitiStat meeting,
two weeks later, there is sure to be follow-
up to see if action has been taken and the
numbers are headed in the right direction.
Much of the performance data used for
CitiStat comes from a centralized 311
non-emergency complaint and response
number—modeled after the 911 number
for emergency calls. Chicago first imple
-mented this sort of call center in 1999 and
many other cities have since adopted the
approach. Baltimore is unique, however,
in the way it has linked data generated by
call-ins to everyday management.
Each caller’s complaint or request is entered
into a database and referred to the respon
-sible city department for action. These
data empower the mayor and the CitiStat
staff to monitor the responsiveness of city
departments, press for improvements in ser
-vice delivery, and understand and prioritize
issues of concern to Baltimore residents.
'Baltimore has long been regarded as a city management innovator'.
We are sorry but this PROPAGANDA tops all as Baltimore is known globally for third world standings in every municipal measure----there is no improvement of Baltimore since CITI-STAT was installed. What we have seen is constant manipulations of real estate to the DETRIMENT of surrounding communities.
What has occurred as gentrified communities fill with a middle-class in city center is more and more HYPE about how well managed Baltimore is because of this INNOVATIVE MEGA-DATA CITI-STAT SMART STAT.
FIXING BALTIMORE means actually rebuilding city agencies, oversight and accountability, REAL management----and none of this technology is needed.
CITI-STAT was always meant to segue into SMART STAT and SMART STAT will be SMART CITIES. Before MOVING FORWARD progresses this next decade or so----it is the global military, policing, and security element which no one can see that is being built.
'Launching our OutcomeStat website'---
Rawlings-Blake announcing an OUTCOME STAT website at the same time city citizens are shouting their 311 calls are being ignored ---marked as complete with no action. If we look at these SMART STAT issues broadly and into the future---what we are seeing is simply a structure being built towards a goal of global corporate sustainability with these stages sold over and again as SOCIAL BENEFIT.
Sameer “Sam” Sidh-----sends all a great big global 1% freemason/Greek hand sign------no improvement in any Baltimore City services or public safety.
CitiStat, OutcomeStat and Innovative City Government
Friday Oct 16th, 2015
Mayor Stephanie Rawlings-Blake, October 16, 2015
Baltimore has long been regarded as a city management innovator. Since its inception, CitiStat has been replicated by dozens of cities, counties, and states. Under my Administration, Baltimore has led the way in budgeting for outcomes, with cities like Los Angeles, Philadelphia, and Chattanooga following our example. When I announced Open Baltimore in January 2011, we were among the first cities in America to launch an open data portal. Baltimore was the 4th City in America to create the position of Chief Data Officer in June 2013.
Since the launch of our Innovation Fund in 2011, we have gained national attention in our efforts to improve efficiency and save the city money. Through the Innovation Fund we have provided citizens better access to city services in such ways as automating reviews of building plans by our Housing Department and helping our environmental health services go from paper to electronic records.
And we are at the forefront in using Lean business process improvement to make government services more customer friendly and efficient. To date we have performed 9 Lean Initiatives with results that included dramatically reducing the red tape associated with our fire department performing critical inspections, and eliminating long waiting lines and multiple visits for ex-offenders seeking to secure critical job placement services at our career center in Northwest Baltimore.
We are proud of our record, but innovators are restless, always looking ahead to what is next, seeking out what can make us even better. This week, I made several significant announcements to move Baltimore forward in the area of management innovation, including:
- Appointing Sameer “Sam” Sidh as the new Director of Citistat. Citistat will continue to track the day-to-day operations of agencies but with an increased focus on collaboration, problem-solving, transparency and accountability. Our goal is to move the focus away from agency-specific analysis, allowing for more research and analysis of multi-agency City operations and processes. These efforts will result in continued improvement of the quality of services provided to our citizens.
- Expanding Open Baltimore by adding datasets and using data analytics to solve problems and improve performance. This effort will be led by our Chief Data Officer, Heather Hudson. In this year’s budget, I provided almost half a million dollars in funding to support our efforts to build and properly staff a city-wide data warehouse. The new data warehouse will serve as the backbone of our new data strategy which includes building out specific dashboards to implement a more pro-active approach to data collection and analysis, monitoring more performance indicators than ever before and potentially allow for the use of predicative analytics to address issues before they occur.
- Launching our OutcomeStat website which highlights our year long effort to establish OutcomeStat, an integration of planning, budgeting and performance management that I know will help Baltimore turn the curve on its toughest challenges. In September we held a two-day OutcomeStat conference with over 200 community partners, subject matter experts and agency officials working in a more collaborative, citizen-centric approach to problem solving. The OutcomeStat site will track the 21 key indicators that we are working to move in the right direction, from shootings to asthma ER visits to recycling. By tracking these long term goals, we know we will have a significant impact on the quality of life for Baltimore residents.
- Establishing an interagency working group called the IDEA Team (Innovation, Delivery, Evidence and Accountability) to be led by my city budget director, Andrew Kleine, and my chief of staff, Kaliope Parthemos. The IDEA Team will continue to develop Lean Initiatives and our Innovation Fund among other initiatives.
Gun Trace Task Force---Batts appointed chief of this task force.
We want to take a look at police commissioner leadership when we ask---ARE GLOBAL WALL STREET BALTIMORE DEVELOPMENT, GREATER BALTIMORE DEVELOPMENT, AND GLOBAL HEDGE FUND JOHNS HOPKINS really working to keep the 99% of citizens safe or is MOVING FORWARD CITI-STAT SMART STAT purely tied to global policing, security, and surveillance US Foreign Economic Zone development?
We discussed in detail as Batts was appointed his background on west coast-----he was tied to the same police corruption, the same lack of transparency, the same police brutality as Baltimore City Council and mayor pretended to want to address in hiring Batts. What Batts was hired to do is MOVE FORWARD global surveillance and military security platforms-----that was his goal in Oakland CA ----it was why he came to Baltimore ----and he left Baltimore with extreme excessive force record and soaring police corruption ----especially GUN TRACE TASK FORCE.
Batts is tied to HARVARD ----is tied to BLOOMBERG ------so he MOVED FORWARD to next assignment in installing global militarized policing infrastructure with no public safety.
When you bring a police commissioner with as much corruption taint as exists in Baltimore you are bringing him for something OTHER THAN PUBLIC SAFETY.
January 20, 2015 |
Clip Of Q&A with Anthony Batts
User-Created Clip C-SPAN
April 21, 2015
Baltimore Police Commissioner Anthony Batts on corruption, excessive force and more.Baltimore Police Commissioner Anthony Batts on corruption, excessive force and more.
Batts came on board in 2013 -------Baltimore riots occurred after his EXCESSIVE FORCE years -----CVS pharmacies looted filled Baltimore street with drug wars over what seemed to be opiate prescription drugs ------several weeks of heightened gun violence and deaths.
Meanwhile, surveillance cameras-----surveillance drones----surveillance planes----even a surveillance BLIMP were installed and incredibility we can never catch images of the bad guys.
This was CITI-STAT BEING MADE SMART STAT with mega-data on US Foreign Economic Zone surveillance system.
This is the time police transparency hit its worst as police unjustified homicides allowed victim families no access and no transparency.......the corruption, fraud, and lack of transparency worsens when MOVING FORWARD has a goal of far-right wing, militaristic, authoritarianism-----THESE COMMUNITY POLICING AND PUBLIC SAFETY TALKING POINTS ARE NOT FOR THE 99% OF WE THE PEOPLE.
'Allers, who has been with the Baltimore Police Department since 1996, headed up its special Gun Trace Task Force from 2013 until he was reassigned to a different unit on June 14, 2016, the district attorney said'.
Baltimore Sergeant In Charge Of Gun Task Force Tipped Cops Of Federal Probe: Indictment
The Baltimore police sergeant was the eighth officer from the department to be indicted in a federal racketeering case.
By Elizabeth Janney, Patch Staff | Aug 30, 2017 4:05 pm ET |
BALTIMORE, MD - A Baltimore police sergeant was indicted on federal racketeering charges, authorities announced Wednesday. He is the eighth from the department to be indicted in the case.
Sergeant Thomas Allers, 49, of Linthicum Heights, was the officer in charge of the Baltimore Police Department's Gun Trace Task Force, from which seven members have already been indicted for allegedly robbing residents.
Allers was charged with nine counts of robbery and extortion and allegedly stole more than $90,000, according to the U.S. Attorney for the District of Maryland.
According to the recently unsealed indictment, he also alerted others on his team of the investigation into their conduct.
Allers, who has been with the Baltimore Police Department since 1996, headed up its special Gun Trace Task Force from 2013 until he was reassigned to a different unit on June 14, 2016, the district attorney said.
The task force to investigate firearms has since been disbanded by the police commissioner.
"The Baltimore Police Department remains dedicated to constitutional policing. I condemn any and all criminal activity that erodes our trust with the community," Baltimore Police Commissioner Kevin Davis said in a statement on Wednesday.
The racketeering probe began in 2015 when the DEA found evidence of corruption by a Baltimore City police officer during a drug investigation, after which the FBI was brought in for a covert examination.
Seven officers on the special task force were indicted in March on racketeering charges.
"We are and have been embedded with the FBI/Baltimore field office's Public Corruption Task Force," Davis said. "This partnership ensures that police officers that commit criminal misconduct will face the certainty of accountability."
Allers was arrested and appeared in court Wednesday upon the unsealing of his indictment, according to the U.S. Attorney for the District of Maryland.
The indictment alleges that he was involved in robbing individuals during investigations and lying on official reports. In these cases from 2014 to 2016, he was accused of stealing $700 to $66,000 from victims who in some instances had not committed crimes:
- Allers and other officers allegedly robbed people at a residence after making an arrest there, stealing more than $10,000. One of the residents was later fatally shot because he was unable to pay a drug-related debt, the district attorney said. Allers signed off on a report that said no money was taken from the residents in the case, which was from April 28, 2016.
- Allers signed off on a report stating that $1,624 was seized from a residence in Baltimore where he executed a search warrant, when the district attorney alleges he took more than $7,000. The resident had $8,000 from drug sale proceeds, $300 for BGE, $900 for rent and $200 in her daughter's birthday money. That case was from March 2, 2016.
- Allers and other officers were accused of taking $5,700 upon finding $6,000 in a home in Baltimore City, money the homeowners made from used car sales and a tax refund. The officers filed a report saying that $233 was taken in the case, which occurred on April 3, 2015.
Authorities said Allers faces a maximum of 20 years in prison.
Baltimore Police Chief Batts came on board as a package from BLOOMBERG in sending NYC Bloomberg former police chief BRATTON to Baltimore. Bratton was responsible for ZERO TOLERANCE in NYC at the same time O'MALLEY was installing it in Baltimore. So, things getting more brutal-----loss of more and more civil liberties and rights-----and Bratton is tied to NYC being the most securitized and militarized policing structure in WORLD HISTORY. The joke about this system surrounding Manhattan and global Wall Street filled with global 1% OLIGARCHS all tied to massive fraud against US Treasury of tens of trillions of dollars-----the crooks are feeling a bit edgy.
So, this is what Batts and Bratton were brought to Baltimore to do-----and passing the police body cameras was part of those goals------it may have been made in media to be keeping police honest----but the goals were the same as MILITARY BODY CAMERAS placed on soldiers clearing war zones of enemy combatants. All of this is military-----all of it is tied to third world Foreign Economic Zones and none of it has anything to do with keeping 99% safe---it is all CORPORATE CAMPUS SUSTAINABILITY-------GLOBAL PORT SECURITY.
Expand New York City's surveillance camera network
Thousands of cameras(Marino, Joe)
BY Bryan Joshua Schonfeld
NEW YORK DAILY NEWS
Monday, February 16, 2015, 11:40 AM
Business & Developmentby Mark Reutter4:28 pm
Apr 24, 2013
Meet Baltimore’s $560-an-hour cop consultant
Ex-LAPD Chief Bill Bratton is part of the team whose $285,000 bid for police consulting was approved today by the Board of Estimates.
Above: William J. Bratton will advise his good friend Baltimore Police Chief Anthony Batts how to run the department better.
William J. Bratton, the ex-police chief of Los Angeles and New York, will be paid more than $50,000 as a consultant on a policing plan ordered by Baltimore Police Chief Anthony W. Batts.
Bratton and Batts are self-described “close friends” dating back to their days in California law enforcement (Batts was chief of police at Long Beach when Bratton headed LAPD).
“Tony Batts is one of the best there is in America policing today,” Bratton told The Baltimore Sun. The two served as research fellows at Harvard University’s John F. Kennedy School of Government, and Bratton supported Batts’ bid to become Baltimore’s new police chief last August.
Bratton’s payout of $53,785 for 96 hours of consulting – including $5,200 for travel and $4,617 for unspecified administrative overhead – comes to $560 an hour.
His remuneration is part of a $285,834 “police department consulting service contract” (B50002753) that was approved today by Mayor Stephanie Rawlings-Blake and the Board of Estimates.
The details of the contract jointly submitted by Strategic Policy Partnership and The Bratton Group – the highest of five bids submitted to the city – were reviewed by The Brew.
Both Batts and his chief of staff, Judy Pal, recused themselves from review of the bids because they have connections to several of the firms.
Pal, for example, was previously director of operations for Kroll Security Group, whose chairman was Bratton. Bratton resigned as Kroll’s chairman last November but remains a senior advisor.
A storied law enforcement official known for his “zero tolerance” policies, “Bill” Bratton has had a long association with Robert Wasserman, a former police official in Houston and Boston who formed Strategic Policy Partnership in 2003.
When we see polls saying 4/5ths of NYC citizens want these kinds of ever-building layers of policing and security----we think maybe they are polling that global 1% and their 2%. Add to these policing surveillance structures the roll out of more and more and more youth non-profits filled with NGO RE-EDUCATION for our youths----and we have far-right, authoritarian, militaristic, extreme wealth extreme poverty global corporate fascism----
Yes, Bratton comes to Baltimore with Batts and we have the worst of years in police brutality---police corruption------and 99% of citizens feeling CIVIL LIBERTIES SLIPPING AWAY...BLACK, WHITE, AND BROWN CITIZENS.
Supposedly a super-majority of US citizens love these policing policies.
Remember, almost all of the crime and violence in our US cities stem from CLINTON/BUSH/OBAMA killing our national economy and leaving our US city economies stagnant while looting the US Treasury with Federal agency frauds promoted by global Wall Street all while BRATTON was police chief with BLOOMBERG------oh, yeah---we really feel safe with these guys around!
All of this was going on while Baltimore's corrupt police officers were planting guns and drugs, selling and dealing with global cartels coming to Baltimore for this purpose and threatening Baltimore low-income community citizens in the NO SNITCHING environment----
NYCLU: After Bratton, NYC Needs New Era of Policing
August 2, 2016
In response to the resignation of NYPD Police Commissioner William Bratton today, the New York Civil Liberties Union released the following statement, attributable to Executive Director, Donna Lieberman:
“Under Commissioner Bratton, the NYPD achieved a significant reduction in the use of stop-and-frisk after the NYCLU uncovered data showing that excessive use of the tactic was ineffective and discriminatory. The drop in stop and frisks corresponded with historically low crime numbers and a welcome decline in arrests for low-level offenses. We commend Commissioner Bratton for putting in place the department’s first use of force policy and implementing important trainings to keep New Yorkers safer in their interactions with police.
“Despite these accomplishments, Commissioner Bratton remains stubbornly committed to broken windows policing. This outmoded policing model of the 1990s is not effective and thrusts millions of New Yorkers into the clutches of the criminal justice system. What’s more, Commissioner Bratton continued to resist calls for transparency, particularly involving the NYPD’s use of invasive surveillance technology. We need a new era of policing in New York. The new commissioner should embrace de-escalation tactics and community-based policing.”
When we hear our US police department employment figures decline in the midst of community crime and violence---this is why. As Baltimore these several years installs more and more surveillance hiring people to simply sit in front of computer screens-----community policing with a goal of more foot patrols of police officers---not going to happen. This is why in Baltimore we are seeing more and more PRIVATE CITIZEN POLICING GROUPS being created and as they take the place of actual police officers they will gain more policing rights----and we will have a complete deregulation of our US civil rights and liberties regarding police and justice. EXCESSIVE FORCE via Batts and Bratton handed to private community security forces as happening in Baltimore----VERY, VERY, VERY,VERY BAD FOR 99% OF WE THE PEOPLE.
We had a police surveillance bird drone in our community -----looking to stop and hover outside buildings having lights on in middle of night-----please don't think all this ends in PUBLIC SPACES------where will there be PUBLIC SPACES?
The drones that flock like BIRDS: Robots fly in formation and navigate without being remotely controlled
- Scientists in Budapest created the first 'flock' of flying robots
- The collection of 10 copters can fly in formation, follow a leader and change flight patterns without human input
- They navigate using signals from GPS receivers and let each other know their positions via radio
- Experts predict that swarms of surveillance drones could be used soon
By Sarah Griffiths
Published: 09:12 EST, 3 March 2014 | Updated: 12:42 EST, 3 March 2014
Flying robots that can ‘think’ for themselves are already being developed, which some people fear will be able to snoop on and attack people living below.
And now a team of Hungarian scientists have managed to engineer the first ‘flock’ of drones that can fly as a coordinated group.
The collection of 10 copters can fly in formation, follow a leader and change flight patterns without human input, to act a little like migratory birds.