2015 Annual Report for the
Washington/Baltimore HIDTA
Johnny Hughes
U.S. Marshal
District of Maryland
Executive Board Chairperson
Sheriff Mike Chapman
Loudoun County Sheriff’s Office
Executive Board Vice-Chairperson
Thomas H. Carr, Executive Director
Published June 15, 2016
TABLE OF CONTENTS
Executive Summary ...................................................................................................... 1
Introduction ................................................................................................................... 6
Summary of Threat Assessment for 2015 ................................................................... 8
Summary of Strategy for 2015 ..................................................................................... 8
Accomplishments ......................................................................................................... 9
Washington/Baltimore HIDTA Performance, 2015.................................................... 12
Performance Measures for Goal 1: Disrupt the Market For Illegal Drugs by
Dismantling or Disrupting Drug Trafficking and/or Money Laundering
Organizations .............................................................................................................. 12
Attacking Drug Trafficking and Money Laundering Organizations ..................... 12
Money Laundering Organizations .......................................................................... 14
Priority Target DTOs ................................................................................................ 14
Seizing Drugs ........................................................................................................... 15
Return on Investment .............................................................................................. 17
Methamphetamine Labs Dismantled ...................................................................... 18
Fugitive Apprehensions .......................................................................................... 19
Prosecutions ............................................................................................................ 20
Performance Measures for Goal 2: Improve the Efficiency and Effectiveness of
HIDTA Initiatives .......................................................................................................... 21
Providing Training Opportunities........................................................................... 21
Intelligence and Information Sharing Activities .................................................... 22
Deconfliction Services ............................................................................................ 23
Sharing Information................................................................................................. 24
Analytical Case Support ......................................................................................... 25
Strategic Intelligence............................................................................................... 28
Treatment Initiatives ................................................................................................... 29
Prevention Initiatives .................................................................................................. 31
HIDTA Management .................................................................................................... 33
Conclusions ................................................................................................................. 36
Appendices .................................................................................................................. 37
Appendix A: Table of Organization for the Washington/Baltimore HIDTA ........ 38
Appendix B: Washington/Baltimore HIDTA Executive Board Membership ....... 39
Appendix C: List of Participating Agencies ......................................................... 40
Appendix D: List of Cities and Counties in the Washington/Baltimore HIDTA . 43
Appendix E: Additional Tables ............................................................................... 44
Appendix F: List of Figures and Tables ................................................................. 45
Executive Summary
This report describes the Washington/Baltimore High Intensity Drug Trafficking Area’s
(W/B HIDTA) success in disrupting the market for illegal drugs across Maryland, Virginia
and the District of Columbia, and its success in improving the effectiveness and efficiency
of the W/B HIDTA initiatives in 2015. This report clearly shows that the W/B HIDTA, and
its participating agencies, have once again successfully disrupted and dismantled
organizations that traffic in illegal drugs.
Disrupting and Dismantling Drug Trafficking Organizations (DTOs) and Money
Laundering Organizations (MLOs)

The W/B HIDTA accomplished 82 percent of its annual performance target (118 of
144) for disrupting or dismantling DTOs/MLOs. W/B HIDTA initiatives completely
dismantled 21 DTOs/MLOs and disrupted an additional 97 such organizations.
Three factors account for the shortfall – an overly ambitious target established by
a new initiative, turnover of supervisors and staff, and diminished output for
initiatives with heavy court schedules and large cases that consumed a significant
amount of time.
FIGURE 1
PERCENT OF DTO/MLO DISMANTLEMENT
AND DISRUPTION TARGET MET
140%
120%
100%
80%
60%
40%
20%
0%
2010

2011
2012
2013
2014
2015
Seventy-two percent of the DTOs and MLOs disrupted or dismantled in 2015 (85
of 118) were part of an international or multi-state operation.
1

Thirty-eight of the disrupted or dismantled organizations were part of an
organization designated a priority target by the Justice Department; i.e., an
Organized Crime and Drug Enforcement Task Force-designated investigation, a
Consolidated Priority Organization Target (CPOT) list organization, a Regional
Priority Organization Target (RPOT), or a Priority Target Organization by a Drug
Enforcement Administration Division Office.
Taking Drugs off the Streets in 2015

In 2015, W/B HIDTA initiatives recorded more than 2,900 separate seizures of
illegal substances with a wholesale value of $63.9 million.

Heroin, marijuana, and cocaine/crack accounted for more than 90 percent of the
wholesale value of the drugs seized.
Figure 2
Wholesale Value of Seizures, 2015
Cocaine/Crack
Heroin
Marijuana/Cannabis
Synthetic Hallucinogens
Marijuana Plants
Methamphetamine/Ice
All Other Drugs
Prescription Narcotics
$0
$10
$20
$30
Value in millions

W/B HIDTA initiatives made more than 850 seizures of heroin making it the drug
most frequently seized drug in 2015. In all, W/B HIDTA initiatives seized 237
kilograms of heroin, by far the largest amount ever seized by the W/B HIDTA and
56 percent more than was seized last year.

The second most frequently seized drug in 2015 was marijuana, 808 reported
seizures, including plants, accounting for 2,723 kilograms.

W/B HIDTA initiatives recorded 772 seizures of cocaine, including 521 seizures of
powder cocaine and 251 of crack cocaine. The quantity of cocaine HCL seized by
2
the W/B HIDTA initiatives in 2015 was almost 1,500 kilograms, of which more than
two-thirds was seized in Gracias A Dios, Honduras as a result of investigations by
the Northern Virginia Drug Initiative. The Northern Virginia Gang Initiative recorded
a third large seizure (225 kilograms) in Alexandria, VA.
Seizures and the Return on Investment (ROI)

Return on Investment (ROI) refers to the ratio of the HIDTA’s budget to the
wholesale value of (1) drugs taken off the market and (2) the value of cash and
other assets seized from traffickers.

The W/B HIDTA ROI in 2015 was $6.76, or 75 percent of the expected value.
FIGURE 3
PERCENT OF EXPECTED ROI TARGET MET
200%
186%
180%
160%
140%
126%
134%
106%
120%
100%
80%
75%
71%
60%
40%
20%
0%
2010
2011
2012
2013
2014
2015

The combined value of illegal drugs, cash, and other assets seized in 2015 was
$79.8 million.

Cash seizures ($13 million) alone were almost equal to amount of the W/B HIDTA’s
funding from ONDCP.
Training

The W/B HIDTA sponsored 16,987 hours of training for 1,231 federal, state, and
local participants.

A follow-up survey administered six months after the training showed that 92
percent of students responding reported the training had improved their
3
knowledge, skills, and abilities (KSAs) needed to perform their job, and 85 percent
reported they had applied the course material since completing their training.
Intelligence and Information Sharing

The W/B HIDTA’s Case Explorer system processed 4,515 event deconflictions and
matched 27,395 case elements against existing investigations.

W/B HIDTA initiatives provided 474 leads to other initiatives, other HIDTAs, and
other agencies for additional investigation.

The Investigative Support Center provided analytical support to 425 cases, and
100 percent of case agents responding to a survey in 2015 reported the assistance
was useful.

W/B HIDTA initiatives provided 474 leads to other initiatives, other HIDTAs, and
other agencies for additional investigation.

In a 2015 survey, 100 percent of law enforcement executives responding reported
the strategic intelligence products produced by the W/B HIDTA were useful.
Other Accomplishments in 2015

W/B HIDTA initiatives took more than 1,000 firearms off the streets.

The Capital Area Regional Fugitive Task Force apprehended 5,222 fugitives.

The W/B HIDTA’s three prevention initiatives helped raise the grades and
decrease absenteeism among participating youth, increase parental attendance at
meetings involving their children, and involved 725 youth in the Cal Riken Sr.
Foundation’s “Badges for Baseball Program.”

W/B HIDTA’s 10 treatment initiatives provided treatment for 543 clients, an
increase of eight percent over 2014, and 187 clients successfully completed
treatment. Within the Successful subgroup, 42% fewer individuals were arrested
during the one-year follow-up period than in the year prior to treatment, and this
group also had 54% fewer arrests and 60% fewer criminal charges at follow-up. In
contrast, the Unsuccessful subgroup had a decrease of just 14% in the number of
individuals arrested, a 32% decrease in the number of arrests, and a 35%
reduction in the number of criminal charges. These findings indicate that
successful completion of a substance abuse treatment program of sufficient length
has a strong positive effect in reducing subsequent criminality.
4
Figure 4
Washington/Baltimore HIDTA Region
5
Introduction
In 1994, the Office of National Drug Control Policy (ONDCP) designated 13 jurisdictions
in Maryland, Washington, D.C., and Northern Virginia as a High Intensity Drug Trafficking
Area (HIDTA). Since that initial designation, the number of communities designated by
ONDCP has more than doubled. Most recently, at the request of the W/B HIDTA
Executive Board in 2015, ONDCP added Carroll County, MD and Jefferson County, WV.
The W/B HIDTA now includes four major metropolitan areas, several sizable cities, many
suburban areas, numerous small cities, and some traditionally rural areas in Maryland,
Virginia, and West Virginia.
Each of the 28 HIDTAs designated by the Director of ONDCP shares two very specific
goals as they work to detect, disrupt, and dismantle organizations involved in the
production, transportation, distribution, and consumption of illegal drugs in the United
States. ONDCP requires each HIDTA to develop an annual strategic plan, including
specific quantitative performance expectations, to address the following two goals. By
engaging in both planning and performance management, the W/B HIDTA can ensure
that its initiatives are targeting identified drug threats and responding to regional needs in
an efficient and effective manner as it progresses towards these goals.
Goal 1: Disrupt the market for illegal drugs by dismantling or
disrupting drug trafficking and/or money laundering
organizations
Goal 2: Improve the efficiency and effectiveness of HIDTA initiatives
In 2015, the W/B HIDTA funded 59 initiatives designed to address the drug threat in the
W/B HIDTA region. The W/B HIDTA Executive Board, which is comprised of an equal
number of senior federal and state/local representatives of law enforcement, drug
treatment, and drug prevention agencies, reviewed and approved the design and funding
for each of the initiatives. In 2015, 40 of the W/B HIDTA’s initiatives were Enforcement
Initiatives that investigated drug traffickers and drug trafficking organizations. The W/B
HIDTA also funded one Intelligence and Information Sharing Initiative1, 11 Treatment
Initiatives, three Prevention Initiatives, one Training Initiative, a Network Operations
Center Initiative, a Technical Support Unit Initiative, and the PMP Project Initiative. A
Management and Coordination Initiative provided the day-to-day management and
administrative oversight and a Resource Initiative funded the rent and utilities for all
initiatives.
1
The Investigative Intelligence Unit and the Investigative Support Center Watch Unit are sub-initiatives of
the Intelligence Support Center Initiative.
6
Washington/Baltimore HIDTA Vision Statement:
We envision that within the next five years the Washington/Baltimore HIDTA’s
Investigative Support Center will coordinate its intelligence collection efforts with
those of the Washington/Baltimore HIDTA participating agencies to improve the
effectiveness and efficiency of HIDTA initiatives. The ISC will integrate
investigative and strategic intelligence in order to set performance targets for
Washington/Baltimore HIDTA initiatives and guide them through the strategic
planning process. This will enable the Washington/Baltimore HIDTA to address
identified drug threats in the region by disrupting and dismantling drug trafficking
and money laundering organizations.
Washington/Baltimore HIDTA Mission Statement:
The mission of the Washington/Baltimore HIDTA is to improve interagency
collaboration, promote the sharing of accurate and timely information and
intelligence, and provide specialized training and other resources to
Washington/Baltimore
HIDTA
participating
law
enforcement
and
treatment/criminal justice agencies. This will enhance their ability to provide
superior services and meet their performance targets. Through its state-of-theart Investigative Support Center, its highly trained and skilled professional staff
will utilize the HIDTA Performance Management Process to improve the
efficiency and effectiveness of HIDTA initiatives throughout the
Washington/Baltimore HIDTA region and, when practical, in other areas of the
country. The aim of the initiatives is to disrupt and dismantle drug trafficking
organizations and money laundering operations, prosecute traffickers, and
seize their drugs and profits.
This Annual Report describes and summarizes the accomplishments of the W/B HIDTA
in 2015. The quantitative information contained in this report draws primarily from the
Performance Management Process (PMP) database supplemented with information from
other W/B HIDTA sources.
7
Summary of Threat Assessment for 2015
The primary drug threats in the Washington/Baltimore HIDTA region (W/B HIDTA) in 2015
were heroin, crack cocaine, cocaine, and diverted prescription drugs, particularly
prescription narcotics.
More than 80 percent of HIDTA and non-HIDTA law enforcement officials surveyed
identified the same four drugs as causing significant or moderate harm in their
communities – heroin, powder cocaine, crack, and prescription narcotics.2
All the major drugs that were widely used within the W/B HIDTA and the surrounding
areas were readily available, and in several cases are more available than a year ago. In
particular, almost one-half of law enforcement officials surveyed reported that heroin was
more available than the prior year and almost one-fifth identified fentanyl as more
available than in 2015. MDMA/Ecstasy was reported to be more available by 24 percent
of responding law enforcement officials compared to eight percent who reported less
availability.
Survey respondents reported that although a few drugs (cocaine powder, crack cocaine,
prescription narcotics, and marijuana) were more expensive than the prior year, most
drug prices were about the same.
W/B HIDTA initiatives were investigating 413 DTOs and 80 MLOs in mid-2015. Of these
organizations, 126 were part of an international organization (i.e., one that regularly
conducts or coordinates illegal drug trafficking and/or money laundering activities in more
than one country), 211 operated in more than one state and 156 were strictly local
operations.
The most frequently cited sources for drugs trafficked in the W/B HIDTA region were once
again the Southwest Border followed by the New York/New Jersey area. W/B HIDTA
initiatives identified 32 foreign countries and 22 states as sources of drugs trafficked in
the W/B HIDTA region.
Summary of Strategy for 2015
The Executive Board approved 59 Law Enforcement, Prosecution, Intelligence and
Information Sharing, Treatment, and Prevention initiatives to address these threats. Five
HIDTA management initiatives provided training and services such as strategic planning,
performance management, financial guidance, information technology, logistical support,
and administrative oversight.
8
The W/B HIDTA Executive Board established quantitative targets for each HIDTA-funded
initiative in 2015. For Goal 1, the W/B HIDTA initiatives expected to disrupt or dismantle
144 drug trafficking (DTOs) and money laundering organizations (MLOs) and achieve a
return on investment (ROI) of $9.00 ($4.50 each for drug seizures and for cash and assets
seizures from traffickers). Each HIDTA treatment initiative expected to reduce the
recidivism rate by a certain percentage.
For Goal 2, the W/B initiatives expected to train 470 students, provide case support to
235 investigations, and assist other HIDTAs and law enforcement agencies by providing
1,003 leads.
Accomplishments
Looking only at the numbers does not reveal the complete impact of the
Washington/Baltimore HIDTA’s initiatives in 2015. In many instances, the work of these
initiatives is unique in the HIDTA Program or has implications beyond the operational area
of the Washington/Baltimore HIDTA. The following are just a few examples of significant
accomplishments in 2015.
Heroin Information Sharing. In January 2014, the W/B HIDTA sponsored a Heroin
Symposium to bring the heroin threat to the forefront and share information. The W/B
HIDTA developed a process to collect information related to fatal and non-fatal
overdoses, including data on the victims, suspects, and witnesses. The goal of the project
was to provide a strategic analysis of the heroin threat in the region and provide
operational intelligence. The strategic analysis included forecasting new trends, such as
the popularity of fentanyl-laced heroin and its users’ demographics. The operational
intelligence was actionable and connected the heroin threat with those DTOs and MLOs
responsible. In addition, through analysis of the data collected, the project identified retail
dealers who sell heroin to overdose victims.
In 2015, the W/B HIDTA heroin project was absorbed into the Heroin Response Strategy
(HRS) and evolved to include participating with five neighboring High Intensity Drug
Trafficking Areas, spanning across 15 states to develop regional strategies to reduce the
epidemic number of deaths and overdoses brought about by the use of heroin and
opioids. The W/B HIDTA continues to exploit heroin-related data to identify the DTOs and
MLOs and others responsible for heroin trafficking in the region.
Heroin Investigation Policy. The Harford County Drug Initiative (HCDI) was the first to
establish a new and innovative heroin/opioid overdose (OD) response policy in early
2014. That policy now requires an HCDI supervisor to respond to all heroin/opioid ODs,
both fatal and non-fatal. This policy was instituted in order to gather vital dealer and
trafficking intelligence via on-scene interviews with the OD patient and evidence seizures
9
(cell phones-for analysis and intelligence sharing throughout the region, unique
packaging and any remaining heroin/opioid residue). The HCDI policy also requires their
DEA partner to respond to all fatal ODs in order for the Agent to seize any remaining
heroin/residue left at the scene for “cut and purity” analysis at a DEA laboratory.
Additionally, all HCDI supervisors provide a “Get Help” card to each OD patient that lists
vital contact information for a vast array of available resources in addiction services,
counseling and rehabilitation. HCDI also provided the “Get Help” cards to their local Upper
Chesapeake emergency room medical personnel. The local Health Department advised
that they now receive approximately 20 calls per month from individuals seeking help from
opioid addiction. This response policy is now being promoted across the state.
HCDI’s new heroin/opioid response policies and their effort in identifying and investigating
heroin dealers and traffickers in the Baltimore and Harford County regions have resulted
in:

120 felony heroin/opioid distribution investigations

70 felony heroin/opioid arrests for charges ranging from Distribution, Possession
with the Intent to Distribute, Possession with Intent to Distribute Large Amount,
and Conspiracy to Distribute.

2.47 kilograms of heroin seized with a street value over $250,000

2,000 narcotic/opioid prescription pills seized

$40,000 in cash seized

4 heroin DTOs Disrupted
Crime Gun Intelligence. The W/B HIDTA and the Bureau of Alcohol, Tobacco, Firearms,
and Explosives (ATF) have joined to create and implement of the National Capitol Region
Crime Gun Intelligence Center (CGIC). The CGIC has personnel assigned to it from the
ATF, Metropolitan Police Department and Prince George’s County Police Department
who are collocated with W/B HIDTA ISC analysts. This partnership has enabled ISC
personnel to access information on a real-time basis and to assist with CGIC
investigations. In addition, CGIC personnel have been able to obtain information from
W/B HIDTA databases to further their cases. This partnership has allowed for a more
complete and expedient investigative body of knowledge during active investigations. The
broad range of technical and analytical expertise, combined with the practical application
of experienced law enforcement, has led to the W/B HIDTA ISC successfully providing
case support and intelligence reports.
Long-Term Heroin and Cocaine Traffickers Taken Down. For nearly the past ten
years, Junius and Eric WILSON dominated the cocaine and heroin market in the Windsor
Mill area of Baltimore County, Maryland. The WILSON Brothers were responsible for
distributing over 15 kilograms of cocaine and heroin on a monthly basis. Violent
10
Traffickers Initiative (VTI) and Baltimore County West Narcotics Squad (BCWNS) joined
forces to disrupt and dismantle the WILSON Brothers stronghold in Windsor Mill,
Maryland. This joint team effort concluded with the following: 18 wiretaps, 14 search
warrants, 19 arrests, 3.5 kilograms of cocaine, 2.6 kilograms of heroin, 710 grams of
marijuana, 7 grams of crack cocaine, 9 firearms, and approximately $142,823.00 in cash
and assets seized.
Money Launderer Can’t Escape Forever. In early 2015, Yinhua (Steve) Chen decided
to utilize his existing businesses and create several other fictitious businesses to embark
on a contraband cigarette smuggling conspiracy. Chen would eventually open over 20
accounts at 11 different financial institutions in attempts to launder and move over $13
million in currency generated by his activities. Chen seemed to elude many traditional
contraband cigarette enforcement efforts even after his operation was part of a local TV
expose’ on the cigarette smuggling problem. The financial anomalies caught the attention
of the Northern Virginia Financial Initiative (NVFI), which collaborated with an ATF
contractor and launched a money laundering and related financial investigation.
Although the contraband cigarettes provided the underlying criminal activity, the NVFI
investigation primarily relied on the money laundering and Bank Secrecy Act (BSA)
violations such as structuring to build the primary criminal case. On June 23, 2015, the
initiative executed five search warrants and six seizure warrants for accounts at financial
institutions. It was the sophisticated money laundering activities that formed the
foundation for obtaining the warrants.
Following the warrant services and after meeting with an attorney Mr. Chen opted to plead
guilty to Conspiracy to Launder Monetary Instruments in violation of 18 USC 371. He also
agreed to forfeit $1,218,656 as part of the plea. The exceptional analytical work
documenting a number of financial violations was the major factor in prompting the plea.
The U.S. District Court for the Eastern District of Virginia in Richmond accepted that plea
on September 15, 2015.
11
Washington/Baltimore HIDTA Performance, 2015
The mission of the HIDTA Program is to disrupt the market for illegal drugs in the United
States by assisting federal, state, and local law enforcement agencies to dismantle and
disrupt DTOs and MLOs. The HIDTA Program has two goals, one reflecting program
effectiveness (“Disrupt the market for illegal drugs by dismantling or disrupting drug
trafficking and/or money laundering organizations”), and one reflecting program efficiency
(“Improve the Effectiveness and Efficiency of HIDTA Initiatives”). This report documents
the performance of the W/B HIDTA towards those goals and the performance targets set
for each in 2015. It provides quantitative data demonstrating the success of the W/B
HIDTA using data collected through the HIDTA Performance Management Process
(PMP), the database that enables the systematic collection, analysis, and reporting of
HIDTA performance information.
This Annual Report, the twelfth that relies on information collected through the PMP,
shows the continued success of the W/B HIDTA in meeting the performance targets
approved by ONDCP.
Performance Measures for Goal 1: Disrupt the Market For
Illegal Drugs by Dismantling or Disrupting Drug Trafficking
and/or Money Laundering Organizations
This section describes the W/B HIDTA’s effectiveness and efficiency in meeting Goal 1.
Tables 1 and 3 show the number of DTOs and MLOs identified, targeted, disrupted, and
dismantled by law enforcement initiatives during 2015.3 Table 4 displays the quantity and
value of illegal drugs taken off the market by the W/B HIDTA in 2015. Table 5 compares
the value of the drugs, cash, and other assets taken from drug trafficking and money
laundering organizations in 2015 to the W/B HIDTA’s budget. The comparison yields the
annual “Return on Investment” (ROI) for the W/B HIDTA. These tables clearly
demonstrate the success of the W/B HIDTA in reducing drug trafficking in the District of
Columbia, Maryland, Virginia, and, beginning in 2015, the eastern panhandle of West
Virginia. The last performance table in this section, Table 6, reports on the dismantlement
of methamphetamine producing laboratories.
Attacking Drug Trafficking and Money Laundering Organizations
In 2015, initiatives supported by the W/B HIDTA disrupted or dismantled 107 DTOs and
11 MLOs, or 82 percent of the performance target established in the 2015 Strategy. The
3
Table 2 is a workload table, not a performance table, and is not included in the body of the report. It is,
however, included in Appendix E.
12
majority (72%) of the disrupted and dismantled DTOs and MLOs in 2015 were part of an
international or multi-state trafficking operation.
In 2015, the W/B HIDTA missed its expected performance target for disrupting and
dismantling DTO/MLOS and fell outside the plus/minus 15 percent range established by
ONDCP for acceptable performance. As is often the case, the commander of a new
initiative who was making his first attempt to estimate the number of DTOs/MLOs the
initiative would disrupt or dismantle, overestimated that number by six. For 2016, the
initiative commander used the experience of the first year and reduced the target from
10 to two. Several other initiatives fell slightly short of their targets due to a variety of
factors – turnover, heavy court schedules, and large cases that consumed a significant
amount of the investigators’ time.
As part of the investigations of these and other organizations, W/B HIDTA initiatives
made 1,991 arrests, conducted electronic intercepts on 229 lines, and took 1,019
firearms off the streets.
13
Money Laundering Organizations
In 2015, W/B HIDTA initiatives disrupted or dismantled 11 MLOs, 10 of which were
either international or multi-state operations. The W/B HIDTA’s three money laundering
initiatives – the Drug Money Laundering Initiative (based in Elkridge, MD) and the
Northern Virginia Drug Money Laundering Initiative and the Northern Virginia Financial
Initiative (both based in Annandale, VA) –were responsible for ten of the 11
disruptions/dismantlements. Additionally, these three initiatives seized approximately
$1.9 million in cash and real assets while working with a combined operating budget of
less than $500,000.
Priority Target DTOs
The Department of Justice and other agencies designate certain DTOs and MLOs as
priority targets when they are responsible for importing or distributing significant
quantities of illegal drugs. The most significant international traffickers are designated
Consolidated Priority Organization Targets (CPOTs). Other organizations that do not
reach that level of significance, but are nonetheless major organizations, are designated
as part of an OCDETF (Organized Crime and Drug Enforcement Task Force) case and
some of these cases are designated Regional Priority Targets (“RPOTs”) by the
OCDETF Program’s Regional Coordination Committee. Finally, the Drug Enforcement
Administration also designates Priority Target Organizations (PTOs), organizations that,
although they do not rise to the level of an OCDETF case, are nonetheless a significant
trafficking group.
In 2015, W/B HIDTA initiatives investigated 93 priority DTOs and MLOs. This represents
20 percent of all organizations that were under investigation last year. The majority of
these organizations (86) were part of an OCDETF case. W/B HIDTA initiatives
dismantled or disrupted 38 of the priority organizations, or about 41 percent of all such
organizations under investigation in 2015.4 (See Table 3.)
4
The numbers cited in this paragraph differ slightly from those in Table 3 because an organization with multiple
designations is included in both categories in Table 3 and results in a double count in those cases. For example, 13
of the 17 organizations with a PTO designation were also designated as an OCDETF investigation and seven of the
organizations with an OCDETF designated were also designated as an RPOT (5) or a CPOT (2). The narrative
refers to unique organizations.
14
Seizing Drugs
In 2015, W/B HIDTA initiatives made 2,927 seizures (an average of about eight seizures
every calendar day) of almost 50 different types of illegal substances and removed
almost $64 million dollars in illegal drugs from the streets. This accomplishment clearly
indicates the effectiveness of the W/B HIDTA as the value of drugs seized is almost five
times the amount of Federal funds appropriated for the W/B HIDTA in 2015 ($14.1
million).
15
Heroin, marijuana, and cocaine products accounted for 93 percent of the wholesale
value of drugs seized in 2015.
W/B HIDTA initiatives made more than 850 seizures of heroin making it the drug most
frequently seized drug in 2015. Most seizures were relatively small, more than 83
percent involved less than 100 grams, but five seizures exceeded five kilograms and
one was for more than 40 kilograms. In all, W/B HIDTA initiatives seized 237 kilograms
of heroin, by far the largest amount ever seized by the W/B HIDTA and 55 percent more
than was seized last year. More than 40 percent of the seized heroin was taken off the
streets in the Baltimore area (Baltimore City and County, and Anne Arundel and Howard
Counties).
The second most frequently seized drug in 2015 was marijuana, 805 reported seizures,
including plants, accounting for 2,723 kilograms. Baltimore was the source of the
largest share of the seizures (542 kilograms, 24% of the total) and the District of
Columbia area (the District, and Montgomery County and Prince George’s County
Maryland) as a close second (500 kilograms, 22%).
16
W/B HIDTA initiatives recorded 772 seizures of cocaine, including 521 seizures of
powder cocaine and 251 of crack cocaine. The quantity of cocaine HCL seized by the
W/B HIDTA initiatives in 2015 was almost 1,500 kilograms, of which more than twothirds were seized in Gracias A Dios, Honduras as a result of investigations by the
Northern Virginia Drug Initiative. The Northern Virginia Gang Initiative recorded a third
large seizure (225 kilograms) in Alexandria, VA. Together these two initiatives
accounted for 85 percent of the cocaine seizures by W/B HIDTA initiatives. Seizures of
crack cocaine were much smaller. The largest was less than one-half a kilogram and
one-third of all crack seizures weighed about one gram.
Return on Investment
The Return on Investment (ROI) refers to the ratio of the HIDTA’s budget (less funds
budgeted for Treatment and Prevention) to the wholesale value of drugs taken off the
market and the value of cash and other assets seized from traffickers. This is a useful
measure of the efficiency of the HIDTA’s activities.
Table 5 shows the 2015 ROI for drugs seized, for cash and other assets seized, and the
combined total ROI. This table clearly shows that the W/B HIDTA is an effective and
efficient use of federal funds. The W/B HIDTA accomplished a ROI of $6.76 for every
dollar received from ONDCP.
The W/B HIDTA ROI amount represented 75 percent of the W/B HIDTA’s ROI target.
Although the value of the drug seizures for the year are the largest amount ever recorded
by the W/B HIDTA and was 120 percent of the expected Drug ROI, the value of cash
seized was considerably less than in prior years. The shortfall was the result of an
expected ROI that based too much reliance on very good results in previous years and
the developing status of investigations.
17
Methamphetamine Labs Dismantled
In 2015, W/B HIDTA initiatives dismantled 13 methamphetamine laboratories and 10 dumpsites.
The Hampton Roads Regional Drug Initiative dismantled ten of the labs and seized all ten of the
dumpsites. The Roanoke Valley Regional Drug Initiative dismantled the other three labs. All
but two of the labs were small; i.e., capable of producing no more than eight ounces of
methamphetamine in one “cook.” Two, however, one in the Roanoke Valley and one in the
Hampton Roads area, were capable of producing between two and ten pounds per “cook.”
18
The number of laboratory dismantlements and dumpsite seizures are both the largest number
ever recorded by the W/B HIDTA. The increase is due to the addition of two new regions of
Virginia to the HIDTA’s area – the Roanoke Valley area in 2013 and the Tidewater area in 2015.
The initiatives responsible for these dismantlements and seizures are new -- the Roanoke
Valley Regional Drug Initiative began operating in 2014 and the Hampton Roads Regional Drug
Initiative in mid-2015.
Fugitive Apprehensions
The W/B HIDTA assists the Capital Area Regional Fugitive Task Force (CARFTF), in
locating and apprehending the most violent and dangerous fugitives throughout
Washington, DC metropolitan area, Maryland, and Virginia. In 2015, this initiative
apprehended more than 5,000 fugitives, including 1,800 wanted for drug-related
charges. Since the W/B HIDTA began tracking apprehensions in PMP, this task force
has captured more than 48,400 fugitives, including about 14,300 pursued for drug
charges. The majority of these fugitives were sought for serious crimes, including
murder, armed robbery, and other violent crimes. Although there is no way to estimate
the number of crimes these fugitives may have committed, removing them from the
streets has undoubtedly led to safer neighborhoods.
19
Prosecutions
The W/B HIDTA supports two prosecution initiatives, one in Baltimore and one in Northern
Virginia, to provide prosecutorial support exclusively to W/B HIDTA initiatives.5 As crossdesignated Assistant United States Attorneys, the W/B HIDTA prosecutors use venues
based on investigator’s needs and place special emphasis on conspiracy prosecutions of
DTOs and their principle members. In addition, the W/B HIDTA Prosecutors provide
investigative advice to law enforcement personnel, assist in the preparation of orders for
electronic surveillance, prepare arrest and search warrants, conduct proffer sessions and
advise W/B HIDTA personnel on grand jury and trial preparation. The prosecutors assist
in coordinating activities with other W/B HIDTA initiatives and facilitate the systematic
sharing of information concerning trafficking patterns and potential investigative targets
with the ISC. In 2015, the W/B HIDTA prosecution initiatives prepared 407 indictments,
prosecuted 281 individuals, and obtained 175 convictions against drug traffickers and
money launderers.
5
In 2015, the W/B HIDTA received discretionary funding for a second prosecution initiative in Baltimore to address
the recent spike in heroin related deaths in Maryland. That initiative will start-up in 2016.
20
Performance Measures for Goal 2: Improve the Efficiency
and Effectiveness of HIDTA Initiatives
The tables in this section show the W/B HIDTA’s effectiveness and efficiency in providing
training opportunities, deconflicting law enforcement efforts, establishing a system for the
exchange of intelligence and information, and delivering analytical support for
investigations carried out by W/B HIDTA initiatives.
Providing Training Opportunities
The W/B HIDTA Training Initiatives coordinate and provide training for law enforcement
and treatment agencies across the W/B HIDTA region. In 2015, the W/B HIDTA budgeted
slightly more than $160,000 for these initiatives. With these funds, the W/B HIDTA
provided or supported almost 17,000 hours of training to 1,231 students in four key activity
areas – enforcement, analytical, management, and demand reduction subjects.
One National Guard Counterdrug School (the Northeast Counterdrug Training Center)
provides the majority of the law enforcement training for the W/B HIDTA. Unfortunately,
the W/B HIDTA usually does not know the funding for these schools when the estimated
number of students is entered into PMP. Consequently, each year the initial projections
of training are conservative.
21
Six months after each training class is completed, the National HIDTA Assistance Center
sends follow-up surveys to all individuals who received training through the W/B HIDTA.
The surveys ask two questions: (1) whether the course improved the knowledge, skills,
and abilities needed to perform their jobs; and (2) whether in the six months that had
elapsed since they had completed the course, whether they had applied the course
material. Of the students surveyed, 92 percent reported that the training improved their
knowledge, skills, or abilities to perform their jobs and 85 percent reported that they used
the knowledge, skills or abilities they acquired within six months after the training.
In early 2015, the Northeast Counterdrug Training Center (NCTC) at Fort Indiantown Gap,
Pennsylvania did not know if it would have funds to conduct off-site law enforcement
trainings. However, in late spring they notified the W/B HIDTA that they could provide
four classes. With these classes and the other classes hosted, the W/B HIDTA was able
to exceed the expected number of students and the expected number of training hours.
Intelligence and Information Sharing Activities
The HIDTA Program’s Intelligence and Information Sharing activities are central
components to the success of a HIDTA. In the W/B HIDTA, the Watch Unit at the
Greenbelt, MD office, the Investigative Intelligence Unit at the DEA field office in
Washington, D.C., and intelligence analysts assigned directly to enforcement initiatives
carry out this function.
22
Deconfliction Services
Processing deconfliction requests is central to the responsibility of any HIDTA. Event
deconflictions help ensure officer safety by notifying agencies of potential conflicts in
enforcement actions. Case/subject/target deconfliction identifies those instances in which
multiple law enforcement groups might be unknowingly investigating the same suspect or
organization. Case/subject/target deconfliction puts those agencies in contact with one
another, saves scarce resources, and contributes to more complete and substantial case
development.
In 2015, 86 agencies participated in the W/B HIDTA deconfliction system. That system
processed 4,515 requests for event deconfliction, almost exactly the average for the prior
two years. The W/B HIDTA also performs deconflictions for cases and subjects. W/B
HIDTA initiatives enter case elements of an investigation (e.g., name, address, telephone
number, or automobile license plate) into Case Explorer, the case management system
developed by the W/B HIDTA, which compares these elements to information already in
the system. In 2015, the W/B HIDTA deconflicted 27,395 case elements in this manner.
In 2015, the W/B HIDTA deconflicted 126 newly identified DTOs and deconflicted all but
one. The one exception was a small DTO that the investigating initiative identified and
disrupted within a two-day period.
23
Sharing Information
A hallmark of the W/B HIDTA’s cooperative approach is sharing information, including the
referral of leads generated by active investigations. In 2015, W/B HIDTA initiatives
referred 474 leads either to other W/B HIDTA initiatives, other HIDTAs, or to law
enforcement agencies not participating in a HIDTA for possible further investigation.
The number of leads referred in 2015 is substantially less than past years and is the result
of some initiatives setting overly ambitious targets and underreporting by several
initiatives. The W/B HIDTA will contact all initiative commanders directly and remind them
of the responsibilities for reporting leads.
24
Analytical Case Support
Analytical case support entails the assignment of an analyst to assist with a case, during
which time the analyst performs one or more major analytical activities, such as toll or
document analysis, to further an investigation. In 2015, analysts in the Watch Unit, the
Investigative Intelligence Unit, and embedded in enforcement initiatives combined to
provide support for 425 cases, substantially more than the target number of 235 cases.
The case support provided by the W/B HIDTA analysts runs the gamut of analytical
support needed by the enforcement initiatives. Among the more notable efforts are the
following.
Communication Analysis Portal. The W/B HIDTA ISC offers law enforcement use of the
Communication Analysis Portal (CAP) to extract and analyze contact information and
historical call detail records. Initially, the ISC loaned phone extraction devices at no cost
to law enforcement agencies who were subsequently required to upload data for
deconfliction. In 2015, many agencies uploading data from their own extraction devices.
In addition to matching phone numbers, ISC analysts analyze the contents of mobile
devices including phone numbers, contacts, call logs, SMS/MMS messages, instant
messages, emails, and user accounts. During 2015, the CAP identified numerous
subjects communicating with regional drug organizations, totaling 781,236 matches with
3,495 files submitted.
Cooperative Efforts. The case support work of analysts in the ISC has contributed to the
success of the HIDTA in many ways. For example, a parcel work-up by an analyst
developed into a marijuana DTO case. The analyst provided target work-ups,
organizational charts, financial analysis, and telephone toll analysis that resulted in the
identification of additional suspects. Ultimately, support provided by the ISC led to five
indictments. In another case, the ISC and the Baltimore Police Department (BPD)
developed a violent crime reduction strategy. Currently, a BPD detective is working in
25
the ISC to focus on providing actionable intelligence to BPD related to daily shootings
and homicides.
The W/B HIDTA ISC, along with the Baltimore PD, is focusing on identifying crossjurisdictional offenders. The cooperative effort has resulted in an unprecedented amount
of data sharing between the W/B HIDTA and BPD. The effort quickly proved to be
successful. While analyzing a small emerging drug shop in the Eastern District, analysts
were able to expand the identification of six subjects to 12 subjects, including the potential
source of supply with connections to Baltimore, Atlanta, and New York. The analysts
identified the previously unknown source of supply and linked to more than $300,000 of
financial transactions.
Semantica/Network Analysis. The W/B HIDTA ISC continues to use the Semantica
platform to discover additional case connections, identify criminal networks, and save
resources. HIDTA currently fuses multiple data sets to include, Case Explorer, the
Communications Analysis Portal, and the Gang Intelligence System to draw a more
complete picture of individual suspects and DTO/MLO networks.
Instead of analysts checking each database individually, Semantica will check all of the
databases simultaneously and automatically link data sets together based on case
numbers, people, addresses, telephone numbers, and license plates. This not only
increases analyst efficiency, but also the reliability of drawing connections between data
sets. For example, analysts can identify a suspect in Case Explorer and immediately
determine if their phone number is included in the Communication Analysis Portal
database or if the phone number belongs to a person in the Gang Intelligence System.
After finding these connections, analysts can automatically generate reports detailing
their analytical findings without performing time-consuming data entry.
Heroin Use. Heroin use and overdoses have risen dramatically in the W/B HIDTA region,
and many believe the crackdown on prescription opiates has influenced heroin’s
popularity due to its availability and low price. In January 2015, the W/B HIDTA sponsored
a Heroin Symposium to share information with other HIDTAs. Shortly thereafter,
Maryland’s Office of the Chief Medical Examiner released information showing a recent
significant rise in heroin overdose deaths. That information identified 37 fatal overdoses
involving fentanyl-laced heroin during the last five-months. With that recent data available,
the ISC formulated a plan to address the threat.
The W/B HIDTA developed the Heroin Project as a mechanism to collect information
related to fatal and non-fatal overdoses, including data on the victims, suspects, and
witnesses. The goal of the project is to provide a strategic analysis of the heroin threat in
the region and provide operational intelligence. The strategic analysis includes
forecasting new trends, such as the popularity of fentanyl-laced heroin and its users’
demographics. The operational intelligence connects the heroin threat with those DTOs
and MLOs responsible. In addition, through analysis of the data collected, the project will
identify dealers who sell heroin to overdose victims.
26
As part of the assessment of the W/B HIDTA’s case support activities, case agents rate
the support they receive from the W/B HIDTA. The national HIDTA performance target is
85 percent of all responses should report the support was useful or somewhat useful.
In 2015, the Watch Unit sent 52 surveys to case agents for investigations supported by
analysts in the Unit and received responses to 28 surveys. In all 28 of the returned
surveys, the case agent described the support as “very useful.” 6
6
The surveys used the former template. The current template will be used in 2016.
27
Strategic Intelligence
HIDTAs are required to prepare at least one strategic intelligence product – the required
annual threat assessment -- and usually develop multiple operational intelligence7
documents each year. Strategic intelligence is an assessment of targeted crime patterns,
crime trends, criminal organizations, and/or unlawful commodity transactions. Strategic
intelligence products are used for planning, decision-making, resource allocation, and the
examination of crime problems.
In 2015, the W/B HIDTA sent 175 surveys to law enforcement officials asking for an
assessment of the 2015 Threat Assessment and 11 other documents providing strategic
intelligence. Twenty-nine surveys were returned, and each of the respondents indicated
the documents were either “Very Useful” (19 of the 29 responses) or “Somewhat Useful”
(10 of the 29), thereby exceeding the performance target (85% very/somewhat useful)
established by ONDCP.
7
Operational intelligence is an assessment of the methodology of a criminal enterprise or organization
that depicts how the enterprise performs its activities; including communications, philosophy,
compensation, security, and other variables that are essential for the enterprise to exist.
28
Treatment Initiatives
In 2015, the W/B HIDTA funded eleven state or local agencies to provide treatment
services aimed at reducing the rate of recidivism, i.e., the rate at which the treated clients
are arrested for committing crimes in the year following their exit from the treatment
program. In 2015, the Treatment initiatives collectively treated 543 clients. This is an
eight percent increase over last year. The initiatives continue to see an increasing number
of clients with a primary diagnosis of heroin addiction. These clients require a range of
treatment services including medication assisted treatment, outpatient and intensive
outpatient didactic treatment, and residential treatment.
29
The primary medications used in the treatment of heroin addiction have been methadone
and buprenorphine. However, VIvitrol, a sustained-released injectable brand of
naltrexone, has been approved for the treatment of heroin addiction. In the next year,
W/B HIDTA hopes to have at least one of the current initiatives implement a pilot program.
The results of the study indicate that collectively the drug treatment programs funded by
the W/B HIDTA reduced drug use and crime among a group of repeat offenders. The 303
individuals discharged from W/B HIDTA-funded treatment in 2015, like their cohorts in
previous years, were composed of long-term criminals with an average age of nearly 40
years who had serious drug problems.
The authors of the study, the Institute for Behavior and Health, Inc., compared the results
of the 187 clients who successfully completed treatment to those who were unsuccessful
in this manner:
Within the Successful subgroup, 42% fewer individuals were arrested during the
one-year follow-up period than in the year prior to treatment, and this group also
had 54% fewer arrests and 60% fewer criminal charges at follow-up. In contrast,
the Unsuccessful subgroup had a decrease of just 14% in the number of
individuals arrested, a 32% decrease in the number of arrests, and a 35%
reduction in the number of criminal charges. These findings indicate that
successful completion of a substance abuse treatment program of sufficient length
has a strong positive effect in reducing subsequent criminality.8
8
"The Effect of W/B HIDTA-Funded Substance Abuse Treatment on Arrest Rates of Criminals Leaving
Treatment in Calendar Year 2014", Draft; The Institute for Behavior and Health, Inc.; May, 5,2016; p. vi.
30
RECIDIVISM OF WASHINGTON/BALTIMORE HIDTA TREATMENT CLIENTS,
2014 DISCHARGE COHORTS
Treatment Outcome
PreTreatment
One Year
Follow-up
Absolute
Change
Percent
Change
Successful (N=187)
Individuals Arrested
106
61
-45
-42%
Number of Arrests
207
96
-111
-54%
Number of Criminal Charges
394
158
-236
-60%
Individuals Arrested
73
63
-10
-14%
Number of Arrests
158
107
-51
-32%
Number of Criminal Charges
262
171
-91
-35%
Unsuccessful (N=116)
Source: "The Effect of W/B HIDTA-Funded Substance Abuse Treatment on Arrest
Rates of Criminals Leaving Treatment in Calendar Year 2014" (Draft) , p. 14 The
Institute for Behavior and Health, Inc.; May 5, 2016
Prevention Initiatives
The W/B HIDTA funds three prevention initiatives in which local government, law
enforcement, schools, and community groups form partnerships to provide anti-drug
abuse services to high-risk individuals. These initiatives support activities that reduce
crime and violence in the targeted neighborhoods and encourage high-risk youth to avoid
gangs. Each initiative is unique to the neighborhoods in which it operates.
Prince William County (VA) Prevention
The Prince William HIDTA Prevention Initiative is designed to reduce drug trafficking and
use and gang and criminal activity in the Georgetown South (GTS) neighborhood in
Manassas, VA. Since 1997, this initiative has collaborated with community organizations,
schools, Juvenile Court Services Unit, and the Manassas City Police Department to
promote youth responsibility and family empowerment. The W/B HIDTA funds two
prevention specialists to provide at-risk youth with opportunities for skill development,
(educational, vocational, recreational, social), and involvement in activities to deter them
from drug use, gang involvement, and delinquency.
This Initiative met or exceeded performance targets for four of its five primary
performance measures in 2015.
31
Prince William County Prevention Performance, 2015
Outputs/Outcomes
Increase Dropout Students
Enrollment in Alternative
Education Programs
Average increase in Raw GPA of
New HIDTA Clients’
Percentage Reduction
in School Absenteeism of
Program Participants
Maintain HIDTA client delinquent
acts at the 2009 level (6).
Parental Participation in Meetings
Expected
Actual
14
14
+.50
+.80
-50%
-42%
6
4
70%
84%
.
Richmond Neighborhood Drug Intervention and Prevention Initiative
The Richmond Neighborhood Drug Intervention and Prevention Initiative (RNDIP),
formed in November 2010, is part of a targeted approach to reduce crime and drug activity
in the Brooklyn Park and Barton Heights communities in the North End of Richmond. The
initiative combines aggressive law enforcement against criminals with intervention and
prevention activities for neighborhood youth to improve conditions in the community.
In 2011, the RNDIP joined with the Cal Ripken Sr. Foundation’s “Badges for Baseball”
program. “Badges for Baseball” promotes a cooperative and safe environment between
where local law enforcement mentors teach local youths life lessons through baseball
instruction.
32
This Initiative exceeded all of its expected outcomes in 2015.
Richmond Neighborhood Drug Intervention and Prevention,
2015
Outputs/Outcomes
Reduce Recidivism Rate in Target
Neighborhoods
Youth provided mentoring
through the Cal Ripken Senior
Foundation
Connect youth with positive law
enforcement mentors
Expected
Actual
-15%
TBD
50
72
20
20
Baltimore’s Violence Prevention and Community Engagement Initiative (Baltimore
City, Maryland)
Baltimore’s Violence Prevention and Community Engagement Initiative reduces and
prevents drug abuse and violent crime in Baltimore by developing neighborhood-based
public safety strategies involving a partnership between the residents of Baltimore, the
Baltimore Police Department and the Mayor’s Office on Criminal Justice. Citizens and
police support each other in preventing and reducing drug and gang related crime through
communication and problem-solving relationships and prevention programs appropriate
for each community.
The following table displays the initiative success in meeting its primary performance
targets established for 2015. Overall, the initiative had mixed success in 2015, exceeding
expectations for one primary target but falling sort on the second.
Baltimore’s Violence Prevention and Community Engagement
Initiative, 2015
Outputs/Outcomes
Youth provided mentoring
through the Cal Ripken Senior
Foundation
Connect youth with positive law
enforcement mentors
Expected
Actual
300
525
25
10
HIDTA Management
The day-to-day coordination of the administrative and support activities of the W/B HIDTA
is performed by the Management and Coordination Initiative which is comprised of the
33
HIDTA Director and Deputy Director, a Finance Unit, program analysts, and other staff.
The Director also oversees the Network Operations Center (NOC), the Training Initiatives,
and the Technical Support Unit.
Management and Coordination Initiative
The Washington/Baltimore HIDTA Management and Coordination Initiative provides
program coordination and administrative support, fiscal administration, and analytical
services for all W/B HIDTA initiatives. This initiative is also responsible for the internal
review process requirements set forth in HIDTA Program Policy and Budget Guidance
and the policies and procedures of its two fiduciaries: The University of Maryland and
Mercyhurst University. Further, this initiative helps to ensure compliance with the HIDTA
strategy, promotes intelligence and information sharing, and oversees the timely
execution of and accountability for HIDTA activities.
Pursuant to HIDTA Program Policy and Budget Guidance, the W/B HIDTA is required to
track funds dedicated to treatment and prevention initiatives separately from law
enforcement funding. To fulfill this requirement, the Management and Coordination
Initiative is actually three distinct initiatives: Management and Coordination, which
accounts for law enforcement related funds; Management and Coordination-Treatment,
which accounts for treatment dollars; and Management and Coordination-Prevention,
which accounts for prevention funds.
Network Operations Center (NOC)
The Network Operations Center delivers information technology support to the
Washington Baltimore HIDTA. The NOC provides support to more than 350 clients on
the internal network and more than 4,000 clients nationwide. Performance Management
Process (PMP), Case Explorer, and Gangnet are a few of the applications that NOC
maintains for the W/B HIDTA, other HIDTAs, and law enforcement and other agencies
nationwide.
Case Explorer (CE), a web based application developed in 2008, offers case
management and event, case, and target deconfliction. CE is used by 24 HIDTAs and
more than 30 federal, state, and local law enforcement agencies. This web-based
application helps coordinate investigations and critical events by identifying potential
conflicts and automatically notifying those involved.
PMP is the Performance Management Process used by all 32 HIDTAs to track and report
accomplishments against performance targets negotiated with ONDCP. PMP is also
used to generate the Initiative Description and Budget Proposal required by ONDCP as
part of the HIDTA Program’s budget submission package. In 2015, NOC began the
redesign of PMP, and released PMPv2 in May of 2016. In addition to bring about a new
look to the interface, the PMPv2 brought about some much-needed speed enhancements
and new integrations with Case Explorer.
34
Technical Support Unit (TSU)
The TSU provides facility security, facility management support, lease negotiation,
procurement, technical/covert equipment support, cellular telecommunications support,
and asset control for the W/B HIDTA.
In 2015, the TSU conducted security reviews of W/B HIDTA facilities and recommended
upgrading the access controls with new software for the Greenbelt, Dorsey, and
Annandale facilities.
The TSU monitors the HIDTA’s cellular phone program and provides support as needed.
During the course of the year, the TSU replaced seven damaged or lost cell phones.
The TSU provided training on new undercover equipment to 55 task force officers (TFOs)
and directly supported TFOs during several cases involving covert video and audio
equipment. Support included preparing equipment for deployment and downloading of
information for case support.
As part of a yearly requirement, the TSU conducted a 100 percent inventory of the
Washington Baltimore HIDTA capital assets that total more than $4.2 million dollars. The
inventory found all equipment and noted no losses.
35
Conclusions
The 2015 Annual Report shows that the W/B HIDTA met all but one of its goals outlined
in the 2015 Strategy.
Is the W/B HIDTA effectively disrupting the market for illegal drugs? Are DTOs and
MLOs being disrupted and dismantled? Yes. The W/B HIDTA dismantled 21 DTOs
and MLOs and disrupted another 97, accomplishing 82% of the performance target
negotiated with ONDCP for the year.
Does the W/B HIDTA disrupt and dismantle priority target DTOs/MLOs? Yes. In
2015, about 41 percent of all DTOs and MLOs disrupted or dismantled were a priority
target designated by the Department of Justice. In addition, 72 percent of the
organizations disrupted and dismantled were part of a multi-state or international
organization.
Is the W/B HIDTA cost-effective? Yes. The W/B HIDTA achieved a Return on
Investment (ROI) of $6.76 or 75 percent of the 2015 ROI targeted negotiated with
ONDCP.
Does the W/B HIDTA provide effective training? Yes. In 2015, surveys conducted by
the National HIDTA Assistance Center found that 92 percent of the students believed the
course had improved the knowledge, skills, and abilities needed to perform their jobs; and
85 percent indicated they had applied the course material within six months of training.
Are law enforcement agencies using the W/B HIDTA Investigative Support Center?
Yes. In 2015, 86 state, local, and federal agencies used the HIDTA’s event and
case/subject/target deconfliction systems. The W/B HIDTA ISC is often the focal point of
criminal and drug trafficking intelligence for the participating federal, state, and local law
enforcement agencies. The ISC provides these agencies with a multitude of services such
as analytical support, deconfliction, threat assessments, and access to information
sharing networks and databases. More importantly, they rate the assistance they get from
the ISC very highly. Surveys of case officers found that 100 percent of respondents
believed the support they received was useful.
36
Appendices
A.
B.
C.
D.
E.
F.
Table of Organization for the Washington/Baltimore HIDTA
Washington/Baltimore HIDTA Executive Board Membership
List of Participating Agencies
List of Cities and Counties Participating in the Washington/Baltimore HIDTA
Additional Tables
List of Tables and Figures
37
Appendix A: Table of Organization for the Washington/Baltimore
HIDTA
38
Appendix B: Washington/Baltimore HIDTA Executive Board
Membership
LOCAL: 12 MEMBERS
STATE: 5 MEMBERS
LOCAL MEMBERS
FEDERAL: 17 MEMBERS
Commissioner Kevin Davis
Baltimore Police Department
Marilyn Mosby
State's Attorney for Baltimore City
Dr. Joe Bullock, Director
Arlington County Substance Abuse Center
Chief Cathy Lanier
Metropolitan Police Department
Chief Alfred Durham
Richmond Police Department
Chief Hank Stawinski
Prince George’s County Police Department
Chief Jay Farr
Arlington County Police Department
Theophani Stamos
Commonwealth Attorney for Arlington County
Sheriff Jeffrey Gahler
Harford County Sheriff’s Office
Sheriff Michael Chapman
Loudoun County Sheriff’s Office
Chief Howard Hall
Roanoke Police Department
Chief Terry Sult
Hampton Police Division
STATE MEMBERS
Colonel William Pallozzi, Superintendent
Maryland State Police
Colonel W. Steven Flaherty, Superintendent
Virginia State Police
V. Glenn Fueston, Director
Maryland Governor's Office of Crime Control
and Prevention
Colonel Jay Smithers, Superintendent
West Virginia State Police
Stephen Moyer, Secretary
Maryland Department of Public Safety and Correctional
Services
FEDERAL MEMBERS
Special Agent in Charge Karl Colder
Drug Enforcement Administration
Washington Division Office
Special Agent in Charge David LeValley
Federal Bureau of Investigation
Washington Field Division
Channing Phillips
U.S. Attorney for the District of Columbia
Special Agent in Charge Michael Boxler
Bureau of Alcohol, Tobacco, Firearms, and Explosives
Washington Field Office
United States Marshal Johnny Hughes
United States Marshals Service – District of Maryland
Special Agent in Charge Kevin Perkins
Federal Bureau of Investigation
Baltimore Field Division
Rod Rosenstein
U.S. Attorney for the District of Maryland
Special Agent in Charge Clark Settles
Department of Homeland Security Investigations–
Washington Field Office
Special Agent in Charge William McMullan
Bureau of Alcohol, Tobacco, Firearms, and Explosives –
Baltimore Field Office
Nancy Ware, Director
Court Services and Offender Supervision Agency
Dana Boente
U.S. Attorney for the Eastern District of Virginia
Special Agent in Charge Andre Watson
Homeland Security Investigations–
Baltimore Field Office
United States Marshal Robert Mathieson
United States Marshals Service –
Eastern District of Virginia
John Fishwick
U.S. Attorney for the Western District of Virginia
William Ihlenfeld
U.S. Attorney for the Northern District of West Virginia
United States Marshal Michael Hughes
United States Marshals Service –
District of Columbia
Postal Inspector in Charge Gary Barksdale
United States Postal Inspector Service-Washington Division
39
Appendix C: List of Participating Agencies
FEDERAL AGENCIES
Bureau of Alcohol, Tobacco, Firearms,
and Explosives
Court Services and Offender
Supervision Agency
Diplomatic Security Service
Drug Enforcement Administration
Federal Bureau of Investigation
Federal Reserve System
Financial Crimes Enforcement Network
Food and Drug Administration
Homeland Security Investigations
Internal Revenue Service
Organized Crime and Drug Enforcement
Task Force
Social Security Administration
United States Attorney’s Office
(Maryland, District of Columbia,
Eastern and Western District of
Virginia, Northern District of West
Virginia)
United States Department of Health and
Human Services
United States Department of Homeland
Security
United States Department of Housing
and Urban Development
United States Marshals Service
(Maryland, District of Columbia, and
Eastern District of Virginia)
United States Park Police
United States Postal Inspection Service
United States Secret Service
STATE AGENCIES
Maryland Coordination and Analysis
Center
Maryland Department of Probation and
Parole
Maryland State Police
Maryland National Capitol Park PD
Maryland Natural Resources PD
Maryland Transit Administration PD
Maryland Transportation Authority PD
National Guard (Maryland, District of
Columbia, and Virginia)
University of Maryland Dept. of Public
Safety
Virginia Attorney General’s Office
Virginia Department of Corrections
Virginia Fusion Center
Virginia State Police
Washington Regional Threat and
Analysis Center
West Virginia State Police
LOCAL AGENCIES
20th Judicial Circuit of Virginia
Aberdeen PD
Alexandria Community Services Board
Alexandria PD
Alexandria Probation and Parole Office
Alexandria Sheriff's Office
Annapolis PD
Anne Arundel Health Department
Anne Arundel PD
Arlington County Detention Facility
40
Jefferson County Sheriff’s Department
Loudoun County Sheriff’s Office
Manassas City PD
Manassas Park PD
Martinsburg City PD
Metro Washington Airport Authority PD
Metropolitan PD
Montgomery County PD
Montgomery County Sheriff’s Office
Newport News PD
Norfolk PD
Ocean City PD
Petersburg PD
Portsmouth PD
Portsmouth Sheriff’s Office
Prince George’s County Health
Department
Prince George’s County PD
Prince George’s County Public
Defender's Office
Prince George’s County State Attorney's
Office
Prince George’s County Sheriff’s Office
Prince William County Circuit Court
Prince William County Community
Services Board
Prince William County District 35 Parole
and Probation
Prince William County District Court
Prince William County-Manassas
Regional Adult Detention Center
Prince William County Office of Criminal
Justice Services
Prince William County PD
Richmond Adult Drug Treatment Court
Richmond Commonwealth Attorney's
Office
Richmond Criminal Justice Board
Richmond PD
Roanoke City PD
Roanoke County PD
Salem PD
Salisbury PD
South Hampton Sheriff’s Office
St. Mary’s County Sheriff’s Office
State’s Attorney – Baltimore City
Arlington County Bureau of Substance
Abuse
Arlington County District 10 Parole and
Probation
Arlington County PD
Baltimore City PD
Baltimore County Bureau of Corrections
Baltimore County Department of Parole
and Probation
Baltimore County PD
Baltimore State Attorney's Office
Behavior Health Systems Baltimore
Bel Air PD
Berkeley County Sheriff’s Department
Calvert County Sheriff’s Office
Carroll County Sheriff’s Office
Cecil County Sheriff’s Office
Charles County Sheriff’s Office
Chesapeake PD
Chesterfield County PD
Commonwealth Attorney’s Office for
Arlington, Virginia
District of Columbia Court Services and
Offender Supervision Agency
Elkton Police Department
District of Columbia Dept. of Corrections
Dumfries PD
Elkton PD
Fairfax County Community Services
Board
Fairfax County Sheriff’s Office
Fairfax Department of Parole and
Probation
Falls Church PD
Frederick County Sheriff’s Office
Fruitland PD
Greenbelt PD
Hampton Police Division
Hanover Sheriff’s Office
Harford County Sheriff’s Office
Harford County State Attorney’s Office
Havre De Grace PD
Herndon PD
Henrico County PD
Howard County PD
Howard County State’s Attorney Office
41
Wicomico County State Attorney’s
Office
Suffolk PD
Vienna PD
Vinton PD
Virginia Beach PD
Westminster PD
Wicomico County Sheriff’s Office
42
Appendix D: List of Cities and Counties in the Washington/Baltimore
HIDTA
Maryland
Virginia
Anne Arundel County
Baltimore County
Carroll County
Cecil County
Charles County
Frederick County
Harford County
Howard County
Montgomery County
Prince George’s County
Wicomico County
City of Baltimore
Arlington County
Chesterfield County
Fairfax County
Henrico County
Hanover County
Loudoun County
Prince William County
Roanoke County
City of Alexandria
City of Chesapeake
City of Fairfax
City of Falls Church
City of Hampton
City of Newport News
City of Norfolk
City of Portsmouth
City of Richmond
City of Roanoke
City of Virginia Beach
Washington, D.C.
West Virginia
Berkeley County
Jefferson County
43
Appendix E: Additional Tables
44
Appendix F: List of Figures and Tables
Number
Figure 1
Figure 2
Figure 3
Figure 4
Number
Table 1
Table 3
Table 4
Table 5
Table 6
Table 7
Table 8
Table 9
Table 10
Table 11
Table 12
Table
Table
Table
Table
FIGURES
Title
Percent of DTO/MLO Dismantlement and Disruption Target Met
Wholesale Value of Drugs Seized, 2015
Percent of Expected ROI Target Met
Washington/Baltimore HIDTA Region
TABLES
Title
DTOs and MLOs Disrupted and Dismantled by the
Washington/Baltimore HIDTA as Percent of Expected
Scope of Investigative Activity Dismantled and Disrupted by the
Washington/Baltimore HIDTA in 2015
Quantity and Value of Drugs Removed from the Marketplace by the
Washington/Baltimore HIDTA in 2015
Return on Investment (ROI) for HIDTA Activities by the
Washington/Baltimore HIDTA
Clandestine Methamphetamine Labs Dismantled
HIDTA Fugitives Targeted and Apprehended at the
Washington/Baltimore HIDTA
Washington/Baltimore Prosecution Outputs and Outcomes
Training Funded and Supported by the Washington/Baltimore HIDTA in
2015
Deconflictions Processed by the Washington/Baltimore HIDTA Region
Leads Referred by the Washington/Baltimore HIDTA
Cases Provided Analytical Support by the Washington/Baltimore HIDTA
Case Agent Satisfaction with Case Support
Law Enforcement Executives Assessment of Strategic Intelligence
Provided
Recidivism of Washington/Baltimore HIDTA Treatment Clients (2014
Discharge Cohorts)
Prince William County Prevention Performance, 2015
Richmond Neighborhood Drug Intervention and Prevention, 2015
Baltimore’s Violence Prevention and Community Engagement Initiative,
2015
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