Harvard Case - Into Local Streets: Maryland National Guard and the Baltimore Riots
"Into Local Streets: Maryland National Guard and the Baltimore Riots" Harvard business case study is written by Arnold M. Howitt, Kirsten Lundberg. It deals with the challenges in the field of Business & Government Relations. The case study is 19 page(s) long and it was first published on : Jan 30, 2018
At Fern Fort University, we recommend the Maryland National Guard (MDNG) implement a comprehensive strategy to enhance its capabilities for responding to civil unrest and community-based crises. This strategy should focus on building stronger relationships with Baltimore communities, fostering trust, and developing a proactive approach to conflict prevention.
2. Background
The case study 'Into Local Streets: Maryland National Guard and the Baltimore Riots' examines the MDNG's role in responding to the unrest that erupted in Baltimore in 2015 following the death of Freddie Gray in police custody. The case highlights the challenges faced by the MDNG, including a lack of trust between the community and law enforcement, the need for effective communication, and the importance of de-escalation strategies.
The main protagonists in the case study are the MDNG, the Baltimore Police Department, and the Baltimore community. The case study explores the complex dynamics between these stakeholders and the challenges of navigating a highly charged and sensitive situation.
3. Analysis of the Case Study
This case study presents a critical opportunity to analyze the MDNG's response through a framework that considers public-private partnerships, crisis management, and community engagement.
Public-Private Partnerships: The MDNG's effectiveness in responding to civil unrest is heavily reliant on its ability to collaborate with local government agencies, community organizations, and private businesses. This requires building trust, establishing clear lines of communication, and developing shared goals.
Crisis Management: The Baltimore riots demonstrate the importance of a well-defined crisis management plan. This plan should include clear protocols for communication, coordination, and escalation, as well as strategies for de-escalating tense situations and restoring order.
Community Engagement: The MDNG's success in maintaining peace and order in Baltimore depends on its ability to build trust and rapport with the community. This requires proactive engagement with community leaders, youth organizations, and residents to understand their concerns, address their needs, and build bridges of understanding.
4. Recommendations
The MDNG should implement the following recommendations:
1. Enhance Community Engagement:
- Develop a Community Liaison Program: Establish a dedicated team of MDNG personnel tasked with building relationships with community leaders, organizations, and residents.
- Implement Community Forums: Host regular forums and town halls to listen to community concerns, address grievances, and provide information about the MDNG's role and operations.
- Support Community Initiatives: Partner with community organizations to support youth programs, job training initiatives, and other programs aimed at addressing social and economic challenges.
2. Strengthen Crisis Management Capabilities:
- Develop a Comprehensive Crisis Management Plan: Create a detailed plan outlining protocols for communication, coordination, and escalation during civil unrest.
- Invest in De-escalation Training: Provide specialized training to MDNG personnel on de-escalation techniques, conflict resolution, and cultural sensitivity.
- Enhance Communication Strategies: Implement a multi-channel communication strategy to ensure clear and timely information dissemination to the public during crises.
3. Foster Public-Private Partnerships:
- Establish Collaborative Working Groups: Create working groups with local government agencies, community organizations, and private businesses to develop joint strategies for addressing community needs and preventing unrest.
- Explore Public-Private Funding Mechanisms: Seek opportunities for public-private partnerships to fund community initiatives and social programs aimed at addressing root causes of unrest.
- Develop a Shared Vision for Community Safety: Work with stakeholders to develop a shared vision for community safety that incorporates a holistic approach to addressing social and economic challenges.
5. Basis of Recommendations
These recommendations are based on the following considerations:
1. Core Competencies and Consistency with Mission: The MDNG's core competency lies in its ability to provide military support and disaster relief. These recommendations enhance this competency by integrating community engagement and crisis management into its operational framework, aligning with its mission to serve and protect the citizens of Maryland.
2. External Customers and Internal Clients: The external customers of the MDNG are the citizens of Maryland, and the internal clients are its personnel. These recommendations address the needs of both by fostering trust and understanding with the community and providing MDNG personnel with the skills and resources needed to respond effectively to crises.
3. Competitors: The MDNG's primary competitor is the Baltimore Police Department. By focusing on community engagement and building trust, the MDNG can differentiate itself and establish a more positive relationship with the community.
4. Attractiveness ' Quantitative Measures: While quantifying the impact of these recommendations is challenging, the potential benefits include reduced instances of civil unrest, improved community relations, and a stronger sense of security in Baltimore.
5. Assumptions: These recommendations assume that the MDNG is committed to building trust and fostering positive relationships with the community. They also assume that the MDNG has the resources and support to implement these recommendations effectively.
6. Conclusion
By implementing these recommendations, the MDNG can transform its approach to responding to civil unrest and community-based crises. This will involve building stronger relationships with Baltimore communities, fostering trust, and developing a proactive approach to conflict prevention. This strategy will not only enhance the MDNG's effectiveness in maintaining peace and order but also strengthen its role as a trusted partner in the community.
7. Discussion
Alternatives:
- Increased Military Presence: Deploying a larger military presence in Baltimore could be seen as a deterrent to unrest, but it could also escalate tensions and further alienate the community.
- Limited Engagement: Maintaining a distance from the community and focusing solely on law enforcement could be seen as less risky, but it would fail to address the root causes of unrest and could exacerbate existing tensions.
Risks and Key Assumptions:
- Resistance from Law Enforcement: The Baltimore Police Department may resist the MDNG's efforts to engage with the community, fearing a loss of control or authority.
- Lack of Resources: The MDNG may not have the necessary resources to implement all of the recommended initiatives.
- Limited Community Participation: The community may be reluctant to engage with the MDNG due to past experiences or distrust.
Options Grid:
| Option | Advantages | Disadvantages | Risk |
|---|---|---|---|
| Enhanced Community Engagement | Builds trust, fosters understanding, addresses root causes of unrest | Requires significant resources, may face resistance from law enforcement | Limited community participation, lack of resources |
| Increased Military Presence | Deters unrest, provides a visible show of force | Escalates tensions, alienates the community | Community backlash, increased violence |
| Limited Engagement | Minimizes risk, avoids potential conflict | Fails to address root causes of unrest, exacerbates tensions | Loss of trust, increased unrest |
8. Next Steps
Timeline:
- Month 1: Develop a comprehensive community engagement plan and establish a Community Liaison Program.
- Month 3: Implement community forums and town halls to gather feedback and build relationships.
- Month 6: Begin collaborating with community organizations on joint initiatives.
- Year 1: Develop a comprehensive crisis management plan and invest in de-escalation training for MDNG personnel.
- Year 2: Establish collaborative working groups with local government agencies, community organizations, and private businesses.
Key Milestones:
- Establish a dedicated budget for community engagement initiatives.
- Recruit and train a team of Community Liaison personnel.
- Develop a communication strategy for disseminating information to the public.
- Secure partnerships with community organizations and businesses.
By taking these steps, the MDNG can transform its approach to responding to civil unrest and community-based crises, building a more effective and trusted presence in Baltimore.
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Case Description
On April 19, 2015, Freddie Gray, a young African American male, died while in the custody of the Baltimore Police. In response to his death, which occurred less than a year after a similar incident in Ferguson, Missouri, protestors mobilized daily in Baltimore to vocalize their frustrations, including what they saw as law enforcement's long-standing mistreatment of the African American community. Then, on April 27, following Gray's funeral, riots and acts of vandalism broke out across the city. Overwhelmed by the unrest, the Baltimore police requested assistance from other police forces. Later that evening, Maryland Governor Larry Hogan declared a state of emergency and activated the Maryland National Guard. At the local level, Baltimore Mayor Stephanie Rawlings-Blake issued a nightly curfew beginning Tuesday evening. "Into Local Streets" focuses on the role of the National Guard in the response to the protests and violence following Gray's death, vividly depicting the actions and decision-making processes of the Guard's senior-most leaders. In particular, it highlights the experience of the state's Adjutant General, Linda Singh, who soon found herself navigating a complicated web of officials and agencies from both state and local government - and their different perspectives on how to bring an end to the crisis. Case number 2116.0
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