B.R.A.V.E. Public Safety Plan

B — Build a Culture that Balances Public Safety with Rights, Respect, and Dignity

From 2013 to 2023, the Harford County Sheriff’s Office reported 49,382 arrests, with 62%

(30,564 arrests) tied to low-level, nonviolent offenses. Black residents were 5.5 times more likely and

Latino residents 2 times more likely to be arrested for these offenses than white residents.

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Actions:

• We will prioritize violent and repeat offenders while still addressing lower-level crimes in

smarter, more effective ways.

• Require supervisory review for all low-level arrests

• -Review & strengthen training, especially department training, when it comes to constitutional

policing, and ensure every interaction reflects respect and dignity.

• Conduct a 90-day audit of arrest patterns

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R — Reduce Crime Through Data-Driven Deployment

In 2022, Part I crimes recorded by the Maryland State Police Bel Air Barrack (Barracks D) increased by

20.7%, while the Bel Air Police Department saw a 33.7% increase. This is a clear sign we are not

putting our resources where they’re needed most—highlighting the need for smarter, data-driven

deployment of deputies to high-crime areas across the county

Actions:

• Prioritize Crime Strategy and Intelligence Unit(s) to analyze trends and guide data-driven

deployment.

• Continue weekly CompStat meetings focused on measurable outcomes—reducing violent crime,

improving response times, and increasing case clearance rates.

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A — Accountable and Accessible to the Public

The Sheriff’s Office refused to cooperate with an ethics investigation and reported 287(g) figures that

were later found to be overstated by 33%. This is a clear failure of accountability that undermines

public trust and it cannot be tolerated.

Actions:

• Enforce full compliance with the Public Information Act to guarantee transparency.

• Conduct independent audits

• Monthly public accountability briefings

• Launch a public transparency portal to provide real-time access to data, reports, and policies.

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V — Visible Service in Every Community

With a $126M–$143.2M budget and 684 personnel, every community should see consistent, Regular

interaction, not just enforcement.

Actions:

• Expand and strengthen youth engagement programs—such as the Summer Youth Academy and

Cadet Program—while introducing new initiatives to connect with more youth across the

county.

• Implement Monthly community engagement hours dedicated to neighborhood outreach and

relationship-building.

• Assign liaisons deputies to communities.

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E — Excellence in Staffing, Supervision, and Service

A strong Sheriff’s Office depends on having the right people in the right roles, supported by

strong leadership and held to high standards. We need to strengthen staffing, supervision, and

accountability to deliver consistent, professional service.

 

Actions:

• Provide housing incentives and signing bonuses to attract and retain qualified deputies.

• Conduct a comprehensive staffing and supervision review to ensure proper coverage and

accountability.

• Strengthen training and performance evaluations to uphold high professional standards.

• Implement an early warning system to identify and address conduct issues.

• Promote based on performance, leadership, and accountability, rather than internal political

bias.