Case Studies Implemented

Students who participate in the Criminal Justice Leadership Development program are required to complete a case study as their final project. The commissioner identifies four department challenges for students to work on. Each student is assigned to a project team, which is then assigned one of the four challenges. The project instructor makes sure that students have the resources they need to complete their projects.

At the completion of the fourth class, the project teams develop formal presentations of their findings and recommendations, which are evaluated by the commissioner and other members of leadership within the Baltimore Police Department.

Improve GPS Capabilities Using Pocket Cop Technology

Challenge: Evaluate the current GPS capabilities and research best practices in both policing and military use to provide recommendations for improvement.

Background: Several years ago, BPD implemented Pocket Cop technology. Despite some success using this technology, the department was dissatisfied with its use of the GPS functionality for operations. 

Reduce Commercial and Street Robberies

Challenge: Develop strategies for reducing commercial and street robberies in Baltimore. Data gathering and statistical analysis were conducted over time to create effective deployment strategies.

Commissioner-Approved Recommendation: Allow more flexibility in investigations and operations as a critical component of deployment. During the holiday season, a Robbery Task Force used the analysis of these deployments in a targeted high robbery district to implement special training and employ new technologies to enhance their ability to combat this problem.

Develop Performance Management Training for Supervisors

Challenge: Examine the existing semi-annual review process conducted by supervisors and recommend a consistent and equitable method of performance management that facilitates accurate documentation of officers’ strengths and opportunities for improvement.

Commissioner-Approved Recommendations:

• Develop an extensive training module for supervisors on the documentation required for a consistent and equitable performance management process.
• Develop a weekly performance review prototype that uses a computerized system for documentation and evaluation. Best practices research shows that the more frequent the feedback, the stronger the performance improvement.

Decrease Instances of Failure to Appear

Challenge: Examine the causes for the department’s high number of Failure to Appear (FTA) in court and recommend ways to dramatically reduce the number of FTAs and better use technology to notify officers of court appearance dates.

Commissioner-Approved Recommendations:

• Address scheduling conflicts, and improve the efficiency and effectiveness of the notification process.
• Hold supervisors accountable for making sure officers are available and informed of court dates.
• Incorporate unexcused FTAs into the department's disciplinary process.

Improve the Disciplinary Process

Challenge: Examine the department’s disciplinary process and develop recommendations to ensure immediate discipline and establish a standardized, systematic and streamlined disciplinary approach across the department.

Commissioner-Approved Recommendation: Revise the current disciplinary process to include non-punitive disciplinary actions at the administrative level. The project team used other agencies to benchmark their findings and recommendations.

Test a Predictive Policing Model 

Challenge: Assist with implementation of a pilot to test of a predictive policing model in the Southwest District, conduct analysis on its effectiveness working with an independent researcher and make recommendations for future planning.

Background: The Baltimore Police Department entered an agreement with IBM to conduct a six-week pilot of its predictive policing model.

Improve Community Engagement

Challenge: Research national best practices in community engagement and recommend successful programs that the BPD may use as a model without compromising the department's operational focus.

Background: According to a survey conducted by the University of Baltimore, the perception of fear and crime in neighborhoods has not changed despite historic drops in crime. The commissioner set an internal goal of boosting the department's level of community engagement with a focus on improving the community’s perception of the department.

Transform the Watchcenter into a 24-7 Crime Fusion Analysis Center

Challenge: Research best practices and make recommendations for ways to maximize the current use of the Watchcenter and dramatically improve real-time crime analysis. Investigate several national models where this has been successfully accomplished.