MICHIGAN HIDTA

Annual Report

Calendar Year 2005

Submitted by:

William Dwyer James Douglas Abraham L. Azzam

Chief Farmington Hills Deputy Federal Security Executive Director

Police Department Transportation Michigan HIDTA

Chair Security Administration

Vice Chair
 

I. Executive Summary 

II. Introduction 

III. National HIDTA Goals 

IV. Summary of Threat Assessment for Budget Year 2005 

V. HIDTA Strategy Summary 

VI. HIDTA Performance Measures 

Performance Measures for Goal 1 

1. Core Table 1-Percentage of DTOs and MLOs Disrupted or Dismantled, 2005 

2. Core Table 2-Percentage of DTOs Disrupted or Dismantled by Scope, 2005 

3. Core Table 3-Percentage of Drug/Money Laundering Organizations Disrupted or 

Dismantled by Scope, 2005

4. – DTO REPORT – Individual Initiative Performance 

5. Core Table 4-Operational Scope of All DTO Cases Initiated, 2005 

6. Core Table 5-Drugs Removed from the Marketplace, 2005 

7. Core Table 6-Return on Investment (ROI) for Drugs Removed from the 

Marketplace by Law Enforcement Initiatives, by Year 

8. Core Table 7-Return on Investment (ROI) for Assets Removed from the 

Marketplace by Law Enforcement Initiatives, by Year 

9. Core Table 8-Total Return on Investment (ROI) for Drugs and Assets Removed 

from the Marketplace by Law Enforcement Initiatives, by Year 

10. Core Table 9-Prosecution Initiative Cost Per Investigation, by Year (Michigan 

HIDTA does not have any Prosecution Initiatives, therefore this section does not 

apply) 

11. Core Table 10-Value of Clandestine Methamphetamine Labs Dismantled in 2005, 

by Size

12. Core Table 11-HIDTA Clandestine Laboratory Activities, 2005

Performance Measures for Goal 2 

1. Core Table 12-HIDTA Training Efficiency by Year and Type of Training 

2. Core Table 13-Percentage of HIDTA Initiatives Using Event and Case 

Deconfliction Services, by Year

3. Core Table 14-Percentage of Event and Case Deconflictions Submitted, by Year

4. Core Table 15-Percentage of Investigations Provided Analytical Support, by Year

5. Core Table 16-Percentage of HIDTA Initiatives Investigations Referred to Other 

HIDTAs and Other Agencies, by Year

VII. Conclusions 

VIII. Appendices 
I. EXECUTIVE SUMMARY 

 Illegal drugs now affect virtually every component of our society. The HIDTA 

Program is designed to significantly disrupt the market for these illicit activities. Every 

time illegal drugs and associated drug assets are seized, the regional marketplace for 

illegal drugs suffers a setback. These seizures hit drug trafficking organizations (DTOs) 

hard, affecting their profitability, and frequently their ultimate survival. By disrupting 

the drug supply chain, particularly at the multi-state or international level, law 

enforcement impacts the drug flow before it ever reaches the individual user. Law 

enforcement activities, of course, also have a cost. A key question emerges therefore, as 

to how efficiently and effectively public dollars are being spent on these objectives. This 

Report answers those questions. During this past reporting period, Michigan HIDTA 

initiatives disrupted the market for illegal drugs by meeting or exceeding most of their 

performance targets for the year, and they did so in a cost effective manner. The 

following highlights illustrate this success: 

 To maximize results, the Michigan HIDTA facilitates cooperation and joint efforts 

between different law enforcement organizations. There were 131 Federal, 294 

State and 256 Local law enforcement officers and agents in support of the 

Michigan HIDTA regional law enforcement initiatives and task forces in CY 2005. 

With support from the Michigan HIDTA Investigative Support Center, regional 

initiatives continue to make significant progress in identifying, investigating and 

dismantling or disrupting the area’s most dangerous and prolific DTOs, drug 

dealers, money launderers, weapons traffickers and violent crimes. 

 Illicit drugs are extremely profitable for the illegal organizations that traffic them. 

Removing those profits hits home where it counts. During CY 2005, over $272 

million dollars in illicit drugs and over $17 million dollars in currency and drugrelated assets were permanently eliminated from the balance sheets of regional 

DTOs. This would be a serious financial blow to even the largest legitimate 

corporation. Its impact on an illegal DTO is greater yet, and represents a sizable 

reduction in illicit drug availability. 

 Fighting the battle against illicit drug trafficking costs money. One can take great 

comfort however, from the fact that every Michigan HIDTA budget dollar spent on 

law enforcement, prosecution and investigative support activities, contributed to 

removing $107 in illicit drugs from the market and seizing $10 of drug-related 

assets. Thus, Michigan HIDTA initiatives achieved a remarkable combined 

Return-on-Investment (ROI) of $117 for every $1.00 of Michigan HIDTA funds 

invested. 

 HIDTAs exist to disrupt and dismantle Drug Trafficking Organizations (DTOs). 

By the end of 2005, 165 DTOs were identified, 87 targeted, 58 of these DTOs were 

disrupted, and 46 of these DTOs were dismantled, a significant achievement. 

 The Michigan HIDTA strives to investigate larger, more complex DTOs where the 

greatest positive impact can be achieved. Disrupting or dismantling a large 

complex DTO generally takes longer than stopping a street level operation, but 

doing so can substantially reduce the illicit drug marketplace. As illustrated by the 
statistical measures contained throughout this Annual Report, during CY 2005, the 

Michigan HIDTA initiatives target more complex cases involving larger DTOs. 

More specifically, it handled 2 CPOT cases (all multi-state), 9 RPOT cases (5 

multi-state, 1 local) and 5 OCDETF cases (4 multi-state, 1 local). 

 The Michigan HIDTA continues to play a leading role in assisting the law 

enforcement, prosecution and investigative support initiatives with their 

information sharing and training needs. Information sharing and training support 

form the “glue” that binds these initiatives together by promoting and facilitating 

greater efficiency and effectiveness. 

II. INTRODUCTION 

The Michigan HIDTA is pleased to present this Annual Report documenting its 

activities during the last calendar year. To fully appreciate the Michigan HIDTA’s 

achievements, it is important to understand how each HIDTA is structured, and why it 

exists. The Director, Office of National Drug Control Policy (ONDCP), designates 

regions with critical drug trafficking problems adversely impacting the United States as 

High Intensity Drug Trafficking Areas (HIDTAs). By design, HIDTA offices are located 

in these areas. Thus, the national HIDTA program, composed of 28 individual HIDTAs 

(along with the southwest border alliance of HIDTAs) spread throughout the nation, is 

uniquely situated to counteract this illicit activity. HIDTAs play a significant role in 

addressing real world drug and drug-related problems, and offer real world solutions. 

The Michigan HIDTA is no exception. The Michigan HIDTA has fostered cooperative 

and effective working relationships with over 94 different federal, state and local 

agencies in its quest to disrupt or dismantle DTOs. These working relationships are 

embodied in the Michigan HIDTA initiatives. A detailed description of each initiative 

can be found in the Michigan HIDTA 2005 Strategy, which is available from the 

Michigan HIDTA office. 

 Michigan HIDTA law enforcement initiatives have established priorities that 

focus on immobilizing DTOs, especially those involved with drug-related violent crime, 

as well as targeting those DTOs that have the greatest adverse impact on the quality of 

life in the regional neighborhoods and communities. A concentration on firearm sales 

and use to perpetrate crime is another substantial commitment by all investigative and 

prosecution agencies in the Michigan HIDTA. There is a determined effort to counter 

drug movement into and through the region, and to arrest those who conceal the proceeds 

from illegal drug sales within the region. This is exemplified by the continuing 

enhancements to regional interdiction initiatives. These priorities are supported by a 

strong commitment from federal and state prosecutors to provide timely and sound legal 

advice. 
 To achieve meaningful results, each HIDTA needs clear goals (the HIDTA 

Program Goals); a recognition of the challenges faced (a Threat Assessment); a plan to 

get there (a Strategy with quantifiable performance targets); and a way to document 

achievements (an Annual Report). The overall HIDTA mission is embodied by the 

National Program Mission Statement: 

National HIDTA 

Program Mission Statement 

The mission of the High Intensity Drug Trafficking Areas (HIDTA) Program is to 

disrupt the market for illegal drugs in the United States by assisting federal, state, and 

local law enforcement entities participating in the HIDTA program to dismantle and 

disrupt drug trafficking organizations, with particular emphasis on drug trafficking 

regions that have harmful effects on other parts of the United States. 

 During the previous calendar year, the Michigan HIDTA Executive Director and 

Executive Board have worked closely with law enforcement to develop a vision of the 

future which clearly reflects what outcomes HIDTA initiatives seek to achieve. 

Michigan HIDTA

Vision Statement

The Michigan HIDTA Program was created to bring together for their mutual 

benefit, Federal, State and Local Law Enforcement Organizations. The Michigan 

HIDTA will COORDINATE and SYNCHRONIZE the focus and energy of the 

participating agencies by providing a common and neutral environment for 

planning and implementing strategies. 

 Michigan HIDTA success is measured in part by its ability to facilitate greater 

efficiency, effectiveness and cooperation among and between external participating 

agencies at the local, state and federal level, thus yielding tangible, measurable results. 

Collocation of different law enforcement agencies to facilitate and enhance resource 

sharing is a key strategy. The extent of information sharing and inter-agency cooperation 

fostered by the Michigan HIDTA approach proves that separate law initiatives are 

working together effectively and efficiently. 

 General George S. Patton once observed that a mediocre plan, well executed, was 

better than a perfect plan, poorly executed. Unfortunately, many organizations too often 

neglect to establish any plan at all, good or bad. The Michigan HIDTA is not one of 

them. The Michigan HIDTA recognizes that without a clear mission, the law 

enforcement, intelligence and prosecution communities cannot work in concert toward 

any mutual objectives, and success cannot be quantified or measured. The Michigan 

HIDTA Executive Board fully embraces the following mission in conjunction with the 

national program objectives. 
Michigan HIDTA 

Mission Statement 

The mission of the Michigan HIDTA is to reduce drug trafficking, terrorism, related 

violent crimes, and money laundering in the HIDTA region. This will be accomplished 

through the coordination and sharing of intelligence, unified law enforcement effort, 

and community cooperation which will improve the quality of life in the State of 

Michigan. 

Reporting Period: This Annual Report covers the reporting period January 1, 

2005 to December 31, 2005. 

Budget Allocation: During this reporting period, ONDCP allocated a $3,475,000

budget for Michigan HIDTA operations ($3,250,000 + $150,000 DHI-Cobija + $75,000 

RDI-Methamphetamine Training). Michigan HIDTA strives to minimize any 

expenditure that does not directly address achieving their primary objectives. 

Accordingly, the Michigan HIDTA allocates 84% of its federal funds directly to its 

family of initiatives and their operational support costs. Throughout this Annual Report, 

the Michigan HIDTA is pleased to report significant success in achieving its mission, and 

its performance is trending positive for the future. HIDTA dollars are well spent 

inasmuch as they are yielding precisely the desired effects. 

Geographic Area of Responsibility: 

o Michigan – Allegan County, Genesee County, Kalamazoo County, Kent County, 

Macomb County, Oakland County, Van Buren County, Washtenaw County, and 

Wayne County. 

The Michigan HIDTA region covers two distinct population centers, Detroit and 

Grand Rapids, and includes numerous city jurisdictions. The blend of rural and urban 

areas in the region fosters an ideal habitat for drug smuggling, transportation, 

distribution, production and consumption of illegal drugs. The Port of Detroit, the busiest 

commercial port in the United States, handles thousands of containers annually both to 

and from Canada...each with the potential to conceal illicit drugs. Specifically, highly 

developed transportation routes (land, rail, water and air), and access to one of the most 

prominent economic Counties in the country (Oakland), make the Michigan HIDTA 

region a primary market of choice for major DTOs. 
III. National HIDTA Goals 

HIDTAs nationally have adopted two specific goals to be achieved in meeting the 

drug challenge. These two national goals guide all HIDTA initiatives and activities 

throughout the United States. The Michigan HIDTA is proud to present these national 

HIDTA program goals, plus concise summaries of its Threat Assessment for Budget Year 

2005 and resultant Strategy in the following sections. The Michigan HIDTA has 

fashioned an individual strategy to meet local drug threats according to its individual 

needs, in conjunction with the national objectives:

National HIDTA Goals 

• Goal 1: Disrupt the market for illegal drugs by dismantling or disrupting drug 

trafficking and/or money laundering organizations; and 

• Goal 2: Improve the efficiency and effectiveness of HIDTA initiatives. 

 The HIDTA Goals represent clear targets for Michigan HIDTA initiatives. They 

also provide the foundation upon which performance planning and outcome measurement 

are based. As the Michigan HIDTA develops budget submissions, each Michigan 

HIDTA initiative must present programmatic and fiscal justifications that are based on 

the Threat Assessment; must articulate how the initiative’s funding request directly 

addresses the threat; set realistic performance measures; and each initiative must 

eventually provide specific information on how the funding has allowed the Michigan 

HIDTA to meet its desired outcomes. Michigan HIDTA initiatives are developed within 

clear national guidelines governing all HIDTA activities and expenditures. 

 The Michigan HIDTA Executive Board is significantly involved in all aspects of

the Michigan HIDTA Intelligence, Investigation and Interdiction activities. The Board 

provides a forum to share important trends in drug trafficking, gathers information on 

which drugs are being distributed throughout the region, and identifies DTOs. The Board 

also addresses important administrative issues in its oversight capacity. The Board has 

established an Intelligence Subcommittee that supports Michigan HIDTA initiatives and 

its participating agencies on a wide variety of intelligence issues, training, computer 

technology and other matters. Michigan HIDTA success is measured by results, and each 

initiative is fully accountable for its success or failure in meeting its objectives. 
IV. Summary of Threat Assessment for Budget Year 2005 

Recognizing how important it is to maximize operational effectiveness, and to 

ensure that our citizens get the greatest return for their tax dollars, each year the Michigan 

HIDTA establishes a sound strategic plan and realistic resource requests which emanate 

from its well researched and thorough Threat Assessment. The reader is referred to The 

Michigan HIDTA Threat Assessment for Budget Year 2005 for details on the threats 

identified. The following summary is presented for your convenience: 

Allegan, Genesee, Kalamazoo, Kent, Macomb, Oakland, Van Buren, Washtenaw, 

and Wayne Counties located in Michigan compose the Michigan High Intensity Drug 

Trafficking Area (Michigan HIDTA). These nine Michigan counties are home to 

approximately 5.8 million residents representing over 59 percent of Michigan’s 

population. The six largest urban communities; Detroit, Ann Arbor, Pontiac, Mt. 

Clemens, Grand Rapids and Kalamazoo are diverse and unique. These communities are 

home to large college student populations and much of the area is comprised of a bluecollar work force. Persons of foreign nationality represent a significant portion of the 

areas’ population. Southeast Michigan is home to the largest Middle Eastern population 

outside of the Middle East. Business and leisure travel moves smoothly between the 

Michigan HIDTA region and foreign locations. 

Commuters add to the work force of our cities influencing and impacting the 

Michigan HIDTA region. The automobile industry is the largest employer in the area. 

Commercial trucks transport automotive parts, and agricultural products between Canada, 

Mexico and U.S. cities. 

The Michigan HIDTA region is a major importation center for cocaine, heroin, 

marijuana and European produced MDMA. Southeast Michigan serves as a 

transportation hub for psuedoephedrine, which is smuggled across the U.S.-Canadian 

border into Michigan for use in methamphetamine production in California, Arizona and 

Mexico. The psuedoephedrine is legally imported to Canada from Asian countries. The 

Michigan HIDTA region continues to be a major supply area for illicit drugs available 

throughout the state of Michigan. 

The Michigan HIDTA region is centrally located between Chicago, Cleveland, 

New York, Toronto and Montreal, all primary urban centers with key roles in the North 

American drug and consumer trade. This region also shares an international border with 

Ontario, Canada. Several major interstate highways traverse the region, along with a 

large expanding international airport that offers direct flights into and out of Southeast 

Asia and Europe. The region has historically served as a consumer and transshipment 

outlet for Mexican Drug Trafficking Organizations (DTOs) which transport drugs from 

Southwest Border states into Michigan. Southwest Detroit is home to a large Mexican 

American population. Travel between the Michigan HIDTA region and Southwest 

Border states is evident by the high number of persons speaking Spanish and large 

number of Texas licensed automobiles. 
V. HIDTA Strategy Summary 

The reader is referred to The Michigan HIDTA 2005 Strategy for details on the 

Michigan HIDTA initiatives. The following summary is presented for your convenience. 

The Michigan HIDTA approach is to co-locate law enforcement personnel in 

order to foster enhanced information and resource sharing. Through collocation, 

interagency cooperation, and consolidation of strategic and tactical information, the 

Michigan HIDTA fosters a comprehensive response to illicit drug activity by bringing 

together all available law enforcement resources in a united front. Michigan HIDTA law 

enforcement initiatives focus on DTOs, money laundering groups, violent drug offenders, 

open-air drug markets, firearms trafficking and domestic drug movement. Newly 

emerging Narco-Terrorism trends are also carefully considered. Michigan HIDTA law 

enforcement initiatives are directed through the respective lead agencies’ management 

policies and the challenges identified in the Michigan HIDTA Threat Assessment. Law 

enforcement initiatives actively pursue the outcomes sought by the strictures of HIDTA 

Goal One. All Michigan HIDTA initiatives utilize the Deconfliction Center thereby 

facilitating information sharing, deconfliction, enhanced officer safety, and an ability to 

avoid unnecessary duplication of effort during investigations where there may be 

common elements or subjects. Enhanced communication, collaboration and information 

sharing are key law enforcement components designed to promote maximum efficiency 

and effectiveness as prescribed by HIDTA Goal Two. Logically, Goal One and Goal 

Two are closely intertwined, with Goal 2 providing the integration support services that 

enhance the ability for all initiatives to meet their goals. 

In an increasingly competitive policy and budget environment, it is critical for the 

Michigan HIDTA to develop strategies and resource requests that will produce positive 

regional outcomes consistent with the two HIDTA goals. The Michigan HIDTA funded 

26 initiatives in CY 2005 distributed as follows: 

• 15 Investigative DTO focus 

• 1 Investigative Money Laundering focus 

• 1 Investigative Violent Crime (Drug) focus 

• 3 Interdiction focus 

• 1 Fugitive Apprehension focus 

• 2 Operational Support focus 

• 1 Investigative Support and Deconfliction Center 

• 1 Methamphetamine Training focus 

• 1 Management Operations focus 

(Note – A detailed description of each initiative can be found in Appendix A) 
VI. HIDTA Performance Measures 

-Goal 1- 

Working hard does not always equal working smart. HIDTAs across the country 

have instituted new procedures aimed at ensuring that HIDTA sponsored initiatives work 

both hard and smart. Performance measures introduce a new capability to quantify and 

track HIDTA targets and monitor HIDTA results. With application of the new PMP, the 

Michigan HIDTA Annual Report now functions as a report card; a barometer of HIDTA 

efficiency and effectiveness; a source for comparison with previous year efforts; and 

most importantly, a beacon for future action. The next series of tables and charts present 

specific outputs and efficiency measures organized in Michigan HIDTA Goal order. 

These measurable results reflect a continuing increase in efficiency and effectiveness at 

lower programmatic costs. More is being accomplished with (less)....an admirable trend: 

Core Table 1: Percentage of DTOs and MLOs Disrupted or Dismantled, 

2005 

Core Table 2: Percentage of DTOs and MLOs Disrupted or Dismantled by Scope, 2005 
Core Table 3: Percentage of Money Laundering Organizations Disrupted or 

Dismantled by Scope, 2005 

Core Table 4: Operational Scope of All DTO and MLO Cases Initiated, 2005 
DTO Report

Date Range 01/01/2005

 to 

12/31/2005

Select Reports Scope By Initiative

Organization Type DTO

Select HIDTA Michigan

Individual Initiative Performance: 

HIDTA Initiative Identified OCDETF CPOT RPOT Targeted Dismantled Disrupted Open Closed Suspended Referred

Michigan 

Combined 

Hotel 

Interdiction

Enforcement 

Team (CHIEF) 

2 2 0 0 2 0 2 2 0 0 0 

Michigan 

County of 

Macomb 

Enforcement 

Team

(COMET) 

15 1 0 4 10 5 8 5 5 1 6 

Michigan 

Dangerous 

Drugs Group 

(Group 2) 

3 1 0 0 3 1 0 3 0 0 0 

Michigan 

DEA Detroit 

Enforcement 

Group 6 Task 

Force 

14 4 4 3 8 8 6 14 0 0 0 

Michigan 

Detroit 

Transportation

Interdiction 

Unit (DTIU) 

3 0 0 0 1 0 2 2 0 0 0 

Michigan 

Downriver 

Area Narcotics

Organization 

(DRANO) 

1 0 0 1 1 0 0 1 0 0 0 

Michigan 

FBI DPD 

Conspiracy

One Organized 

Crime Task 

Force 

10 3 0 7 7 4 1 5 3 1 1 

Michigan 

Financial 

Investigation

Initiative (FII) 

1 1 1 0 1 0 0 1 0 0 0 

Michigan 

Firearms 

Investigation

Team (FIT) 

2 0 0 0 0 0 0 2 0 0 0 

Michigan Flint Area 

Narcotics 4 0 0 0 0 0 3 4 0 0 0 
Group (FANG) 

Michigan 

HIDTA 

Unified Level 

1 and 2 (HUT 

1 and 2) 

5 2 0 1 5 0 4 4 0 1 0 

Michigan Homicide Task 

Force (HTF) 4 0 0 0 4 1 2 3 0 0 0 

Michigan 

Livingston and 

Washtenaw 

Narcotics 

Enforcement 

Team 

(LAWNET) 

15 0 0 0 8 4 3 6 4 0 0 

Michigan 

Metropolitan 

Enforcement 

Team (MET) 

14 1 1 1 7 7 4 7 2 0 0 

Michigan Michigan 1 0 0 0 1 1 0 0 1 0 0 

Michigan 

Oakland 

County 

Narcotics 

Enforcement 

Team 

(NET)/Genesee 

Interdiction 

Team (GIT) 

29 0 0 0 7 10 9 20 1 1 1 

Michigan 

Southwest 

Enforcement 

Team (SWET) 

9 0 0 0 6 1 4 5 1 0 0 

Michigan 

Violent Crime 

Task Force 

(VCTF) 

3 1 1 1 1 0 2 1 0 0 0 

Michigan 

West Michigan 

Enforcement 

Team 

(WEMET)

15 0 2 12 9 0 4 5 9 1 1 

Michigan 

Western 

Wayne 

Narcotics (WWN) 

13 0 0 0 4 4 4 10 0 2 7 
Illicit drug trafficking left unchecked, cuts deeply into the social fabric of our 

society, particularly in our inner cities. Of late, its effects also extend into rural 

America because of the substantial profits to be made, coupled with a perception of 

easy money. HIDTAs across the country target the organizations that ply this illegal 

trade, and are dedicated to stopping them. Tables 1 through 4 reflect the remarkable 

impact Michigan HIDTA initiatives had on DTOs, not only within the Michigan 

HIDTA region itself, but also nationally and internationally. At the beginning of each 

year, Michigan HIDTA initiatives are hard at work investigating DTOs that have 

been previously identified, many of which will also have been specifically targeted 

for disruption or total dismantlement. During the course of the year, the Michigan 

HIDTA initiatives identified 165 and targeted 87 DTOs. By the end of CY 2005, the 

Michigan HIDTA initiatives disrupted 58 DTOs and dismantled 46. 

Illicit drug trafficking occurs on several different levels ranging from the small 

local street dealers to the multi-state organizations, and ultimately to the sophisticated 

international drug cartels. Traditionally, law enforcement has had its greatest 

successes at the street dealer level. These ‘small-time’ operators were less 

sophisticated than the larger, better financed DTOs and, consequently, presented 

easier targets. Unfortunately, disrupting or dismantling the ‘low hanging fruit’ had 

little lasting effect on stopping illegal drugs. More emphasis needed to be placed on 

larger DTOs where a disruption or dismantlement would have greater impact on the 

marketplace. HIDTAs are geared to attack the problem at all levels. Table 2 explains 

Michigan HIDTA success in terms of the operations scope of the DTOs identified and 

targeted in CY 2005. Of the 165 DTOs identified, 45 operated beyond the Michigan 

HIDTA region in multiple states. Out of the 45 DTOs, 16 were disrupted and 13 

were dismantled. Of the 165 DTOs identified, 31 were involved in international 

operations; out of the 31 international DTOs, 10 were disrupted and 7 were 

dismantled. These achievements reflect the Michigan HIDTAs commitment to 

identify, target and dismantle or disrupt large-scale drug operations. 

Table 2 also demonstrates the Michigan HIDTAs commitment to reduce retail 

drug sales by targeting 43 local DTOs. This attention to local DTOs resulted in 32 

disruptions and 26 dismantlements. Attacking street level traffickers in conjunction 

with the larger DTO targets has a ripple effect in the drug supply chain. Taking off a 

small dealer, even though the drug quantity seized may be small, impacts the ability 

of international and multi-state DTOs to get their drugs into the hands of drug users, 

thus helping to reduce the efficiency and effectiveness of this black market industry. 

By making it more difficult and time consuming for drug buyers to score a local 

connection, thus making it more difficult for street level dealers to sell their drugs, the 

local drug markets are not able to move the same volume of drugs with the ease they 

experienced in prior years. 

The Michigan HIDTA stresses the importance of developing cases having the 

potential to qualify for OCDETF designation. Of the number of cases opened in 

2005, 5 received OCDETF designation. Table 4 shows that, overall, of all DTOs 

targeted in 2005, 17% received OCDETF designation. This is a strong indication that 

the Michigan HIDTA disrupted the marketplace for drugs by focusing on those DTOs 

operating at the multi-state and international levels of operation. 
Core Table 5: Drugs Removed from the Marketplace, 2005 

Note: Marijuana Plants are now converted to kilograms in the PMP 

database and are included in the Marijuana total. 
Seizing drugs from a DTO is like eliminating inventories from a corporate sales 

department, leaving it with nothing to market. During CY 2005, the Michigan 

HIDTA had a significant impact on the region’s drug trade through its drug seizures. 

Table 5 lists the wholesale values of the respective drugs seized, thus giving a highly 

accurate and true depiction of the economic impact of removing these drugs from the 

marketplace. In this fashion, achieving the Michigan HIDTA goals is more clearly 

shown in terms of real dollar outcomes. 

Core Table 6: Return on Investment (ROI) – Drugs Removed from the 

Marketplace - Law Enforcement Initiatives 

Core Table 7: Return on Investment (ROI) – Assets Removed from 

the Marketplace – Law Enforcement Initiatives 

Michigan HIDTA initiatives seized over $17 million in drug assets during CY 

2005, thereby reducing availability and subsequent abuse. This yields an impressive 

ROI of $10 or every $1.00 of HIDTA funding invested in Michigan HIDTA law 

enforcement, prosecution and intelligence initiatives. It is well recognized, of course, 

that additional law enforcement dollars from agencies outside HIDTA for such 

expenses as officer salaries, police overhead and so forth, also contribute to drug 

seizures. Table 7 does not attempt to calibrate such outside expenses, but is focused 

directly on what HIDTA spends. 
Core Table 8: TOTAL Return on Investment (ROI) for Drugs and Assets 

Removed from the Marketplace – Law Enforcement Initiatives 

 

You hurt a modern business corporation by reducing its bottom line profits. You 

cripple a DTO the same way. Tables 6, 7 and 8 demonstrate the efficiency of the 

Michigan HIDTA insofar as removing illicit drugs and drug profits from the DTOs. 

As shown in Tables 6 and 7, the Michigan HIDTA achieved an ROI of $107 for drugs 

seized and an ROI of $10 for assets seized, which brings the total ROI for both drugs 

and assets to $117 for CY 2005. 

In all, the Michigan HIDTA permanently removed over $272 million in illicit 

drugs and $17 million in drug profits from the marketplace. When examined in 

budget terms, these results yield an impressive rate of return (ROI) of $117 for every 

$1.00 of HIDTA funding invested in Michigan HIDTA law enforcement, prosecution 

and intelligence initiatives. These rates of return compare favorably to the best run 

businesses in the private sector. 

Table 9: Prosecution Initiative – Michigan HIDTA has no prosecution initiatives. 
Table 10: Value of Clandestine Methamphetamine Laboratories 

Dismantled by Size, 2005 

Methamphetamine abuse is an escalating drug problem in many HIDTAs across 

the country, and the Michigan HIDTA region is no exception. Using the requisite 

chemicals and other precursor equipment, almost anyone foolish enough to ignore the 

dangers associated with methamphetamine production, coupled with the risk of arrest, 

can open a methamphetamine lab and start production. Fortunately, Michigan 

HIDTA initiatives continue to make it difficult for potential methamphetamine 

producers to acquire the necessary precursor materials, and set up the labs required to 

achieve their illegal objectives. Table 10 shows that Michigan HIDTA initiatives 

targeted 44 and dismantled 253 methamphetamine drug laboratories of various sizes. 

At a local selling price of $1,200 per ounce on the street, it conservatively stopped the 

production of over $686,400 worth of raw methamphetamine. 
 

 Table 11: HIDTA Clandestine Laboratory Activities, Michigan, 2005 

*NOTE: Transactions refers to both identified sellers and purchasers. 

Table 11 shows totals only for HIDTA Initiatives. Statewide numbers for 

methamphetamine were over 300. 

Table 11 shows positive substantive change in methamphetamine activities, the 

outcome of which contributes to achieving the Michigan HIDTA Mission. 

Chemical dump sites pose a significant health hazard for the Michigan HIDTA 

region. As we continue to identify dump sites and sites are in the process of being 

decontaminated, they will no longer pose a health threat. 
 

- Goal 2 - 

Core Table 12: HIDTA Training Efficiency by Type of Training, 2005, Michigan 

Training is essential in improving both the efficiency and effectiveness of Michigan 

HIDTA operations. The Michigan HIDTA provided training of 758 students for an 

approximate total of 5,035 classroom hours. The training was designed to improve their 

computer and analytical skills, bolster their investigative knowledge and develop their 

managerial abilities. This training, which cost Michigan HIDTA on average $14 per classroom 

hour, was provided free of charge to Michigan HIDTA assigned and participating agency 

investigators (except for the Michigan HIDTA Methamphetamine Training Initiative). These 

training courses would not have been available without Michigan HIDTA support and funding 

combined with the funding effort of the participating agencies. 
Core Table 13: Percentage of HIDTA Initiatives Using Event and Case Deconfliction 

Services, by Year

 

Core Table 14: Percentage of Event and Case Deconflictions Submitted, by Year

Separate law enforcement initiatives, while aggressively pursuing suspects or covering an 

event, can easily cross paths in the field. This can be dangerous if either party is unaware of the 

other. In a ‘best case’ scenario, it merely results in harmless interference. At worst, however, it 

could cost an officer his or her life in a dangerous encounter. Thus, information which can serve to 

deconflict such potential encounters is vital to well coordinated policing. The Michigan HIDTA 

provides such information through its Investigative Support Center. Of the 22 Michigan HIDTA 

initiatives eligible to use Michigan HIDTA deconfliction services, 100% took advantage of these 

valuable tools. Table 13 and 14 depict how well Michigan HIDTA initiatives and participating 

agencies used these services. These services promote officer safety, conserve resources and help 

to coordinate investigations. 
Core Table 15: Percentage of Investigations Provided Analytical Support, by Year 

 

Core Table 16: Percentage of HIDTA Initiative Investigations Referred to Other 

HIDTAs and Other Agencies, by Year 

Tables 15 and 16 clearly depict the positive outcome achieved by Michigan HIDTA initiatives 

in the areas of Investigation Support and Affiliated Case Referrals. These activities, which are 

well over projections, are essential to the Michigan HIDTA of improving efficiency and 

effectiveness through information sharing and coordinated intelligence. The Michigan HIDTA far 

exceeded the anticipated number of requests for analytical support, and in every instance was able 

to provide this service. Further, Michigan HIDTA investigators and analysts referred 10 

investigations either to other HIDTA regions or other agencies for closer scrutiny and subsequent 

action. 
VII. Conclusions 

CY 2005 marks the second year that the Michigan HIDTA has reported initiative operational 

targets and subsequent outcomes using the new Performance Management Process (PMP) 

efficiency and effectiveness performance measurement tables spread throughout this Annual 

Report. These graphic presentations illustrate how both Michigan HIDTA goals are well on target. 

Clear evidence of successful initiative productivity is present throughout the report, and one must 

conclude the inescapable...drug availability is being reduced, DTOs are being disrupted or 

dismantled (Goal 1), and these accomplishments are being done efficiently, effectively and at less 

budgetary cost through HIDTA sponsored training and information sharing (Goal 2). 

Cheaper, of course, is not necessarily better. Merely because an initiative improves its

performance without increased funding does not prove efficiency or effectiveness by itself. 

Positive outcomes can also be illustrated by positive behavioral changes exhibited by Michigan 

HIDTA program participants. Key questions to be asked...are law enforcement agencies working 

together better and more effective? Is information reaching the people who need it? Have 

traditional barriers among different law enforcement agencies been eroded sufficiently that these 

entities can find a common ground to pursue common goals? Are we making REAL progress in 

addressing illicit drug trafficking? Has the Michigan HIDTA contributed to achieving these 

outcomes? The results set forth in this CY 2005 Annual Report suggest that all these questions can 

be answered yes. 

Historically, it was uncommon for diverse law enforcement entities to share strategic or 

operational information. Many agencies feared a breach of security or confidentiality if they 

permitted ‘outsiders’ to look at confidential files. Naturally, this foreclosed many opportunities to 

avoid duplication of effort, and one can only speculate about how many drug and other violent 

crimes remain unsolved because information held by one department or agency was never shared 

with another. Fortunately, in the several years the Michigan HIDTA has been in existence, there 

has been a steady positive increase in the number of initiatives, number of participant agencies in 

each initiative, number of queries or data elements shared through the Michigan HIDTA computer 

infrastructure, number of interactions between law enforcement, intelligence and prosecution 

activities, and a significant increase in cooperative, efficient and effective interagency effort. 

Bottom line...interagency barriers are gradually but steadily falling. Technology is also 

facilitating this behavioral transition. Disparate database files that could not be connected in the 

past can now communicate, over high-speed computer networks to share data and facilitate joint 

law enforcement, intelligence and prosecution initiatives. 

With support from the Michigan HIDTA Investigative Support Center, law enforcement 

initiatives operating in Michigan continue to make significant progress in identifying, investigating 

and dismantling the most dangerous and prolific drug dealers, money launderers and weapons 

traffickers operating in the region. As the tables and charts presented throughout this report clearly 

attest, Michigan HIDTA initiatives have achieved their primary Goal 1 objectives. 

Illicit drug availability has been severely reduced. Some highlights include seizing over 351kg 

Cocaine HCL, 5kg Crack Cocaine, 19,070kg Marijuana, 41kg Heroin, 6,344kg Methamphetamine, 
21,252 DU Ecstasy (MDMA), 3000 DU Anabolic Steroids, and 253 lab dismantlements, plus 

significant quantities of miscellaneous and other drugs. These seizures equated to over $272 

million (wholesale value), a staggering amount removed from the market place. These seizures, 

coupled with drug asset seizures exceeding $17 million have put a major crimp in DTO activities. 

One hundred and four DTOs were either severely disrupted or totally put out of business. Overall, 

the cost of doing business for the Michigan HIDTA regional DTOs has been increased. All this 

was accomplished with fewer dollars spent...precisely the results sought. 

Michigan HIDTA is extremely pleased that its initiatives comply fully with the precepts of 

Goals 1 and 2. Namely, they have been extremely efficient and effective in achieving their results 

to date, and continue to improve going forward. CY 2005 marked a positive turning point in the 

Michigan HIDTA history of fighting illicit drug activities. HIDTA leadership, both nationally and 

locally, envisioned an organization that could do even more than had been accomplished in 

previous years. It saw an organization that could improve by becoming more proactive. Michigan 

HIDTA initiatives were already working harder each year. Now they needed to be working 

smarter...they needed more planning and less reacting. In other words, Michigan HIDTA 

initiatives must now get in front of the drug trafficking curve by outsmarting and outmaneuvering 

the drug traffickers and abusers. 

For several years the Michigan HIDTA has been developing the necessary technology and 

expertise to facilitate strategic planning to maximize its operational results. Michigan HIDTA 

leadership saw that the initiatives now need to make more use of these tools through more training, 

and through even greater agency participation than had been experienced in the past. During CY 

2005, the Michigan HIDTA Mission was refined, and the organization developed a clear Vision of 

where it wanted to be, and what it wanted to accomplish for the foreseeable future. A shift in the 

organizational paradigm has taken place based on recognizing that operational effectiveness can 

and should be measured and held up to the light of accountability. 

Measurable results for each federal dollar spent...this principle was adopted as a key 

component of the new Michigan HIDTA focus on meaningful outcomes. As of CY 2005 and 

going forward, this is one of the main principles that now guide how every Michigan HIDTA 

initiative approaches its effort to reduce drug crime and its harmful consequences. More than 94 

federal, state and local agencies in the Michigan HIDTA region participate in the Michigan 

HIDTA law enforcement and investigative support initiatives (12 Federal Agencies, 1 State, 81 

Local – with a total of 681 individuals). Proactive thinking is also the touchstone of Michigan 

HIDTA local support as staff strives to foster efficiency and effectiveness among and between the 

initiatives under its guidance, through interagency cooperation and information sharing. 

Step one in the Michigan HIDTA strategy for the preceding year was to develop goals and 

objectives that each initiative could embrace, with measurable outputs and outcomes that could 

form the basis for a reasonable means of self assessment and evaluation. The national HIDTA 

goals provided the roadmap. The Michigan HIDTA Executive Board carefully considered the 

nature of their activities and provided the vision and mission. Based on many years of direct 

experience in the field, initiative supervisors, agency managers, and Michigan HIDTA staff 

developed the measurable outputs and outcomes. Through training and constant reinforcement 

of the goals and objectives, each initiative was brought on board. Michigan HIDTA technology 

provided the necessary infrastructure to consolidate available resources, and provided a 

platform for intelligence gathering and information sharing. Thus, Michigan HIDTA gave birth 

to a working multi-agency system, where every initiative now has a clear set of objectives, and 
where the cumulative product can be measured, evaluated, and fine-tuned as needed. 

Although the Michigan HIDTA has made considerable progress over the past year, there is still 

a great deal of work left to do. The emergence of internationally-connected drug trafficking 

organizations, the continuing unacceptably high levels of abuse of cocaine HCL, crack cocaine, 

marijuana/hashish, MDMA, ever increasing use of methamphetamine, and the other drugs in the 

Michigan HIDTA as described throughout this report, and the enduring popularity of synthetic 

hallucinogens and other drugs in the Michigan HIDTA region, are all threats that the Michigan 

HIDTA must continue to address. By bringing together criminal justice professionals and 

developing innovative, effective solutions to the region’s drug threats, the Michigan HIDTA will 

continue to lead the effort to protect regional residents from the scourge of illegal drugs. 

VIII. Appendix A – Michigan HIDTA Initiatives 

The mission of all Michigan HIDTA initiatives is to identify, disrupt and/or dismantle 

Drug/Money Laundering/Firearms Trafficking Organizations; to improve the efficiency 

and effectiveness of all agencies involved in the Task Force; and to utilize the Michigan 

HIDTA Intelligence Support Center for intelligence support and deconfliction. 

 Cobija – Highway interdiction task force which coordinates and synchronizes criminal 

interdiction operation planning, operations, information sharing and intelligence driven 

interdiction, investigative and intelligence activities along the major interstate highways across the 

Michigan HIDTA region. 

Combined Hotel Interdiction Enforcement Team (CHIEF) – CHIEF collects 

intelligence concerning documented couriers who travel to the Southeast Michigan area for the 

purpose of selling cocaine, heroin and marijuana. CHIEF targets documented regional, national 

and international couriers by conducting hotel surveillance’s and short term (two to five day) 

investigations/interdictions generally culminating in searches, seizures, interdictions and arrests. 

County of Macomb Enforcement Team (COMET) – COMET provides law enforcement 

agencies within Macomb County an efficient system of coordinating the management and planning 

of inter-departmental drug enforcement activities including detection, interdiction, surveillance, 

and apprehension of persons and assets involved in narcotics trafficking and ancillary violent 

crimes. 

Dangerous Drugs Group – This task force targets the importation, manufacturing and 

distribution of club drugs, Canadian produced marijuana, and methamphetamine and its precursors 

by utilizing multi-agency cooperation to identify, investigate, and bring to justice the largest drug 

trafficking organizations operating within the Detroit Metropolitan Area and their international 

and/or interstate sources of supply. 

DEA Detroit Enforcement Group 6 – This task force focuses on major international and 

regional drug organizations. DEA Detroit Enforcement Group 6 works to immobilize these major 

DTOs by conducting undercover operations, where appropriate, and engaging in other traditional 

methods of investigation in order to result in effective prosecution of these drug violators. 

Detroit Fugitive Apprehension Team (DFAT) – DFAT will hamper drug-related 
activities throughout the State by arresting fugitives, who would otherwise continue to operate 

drug trafficking organizations or assist those organizations by distribution and consumption of 

illegal drugs and/or participation in associated violent crime. 

Detroit Transportation Interdiction Unit (DTIU) – DTIU is a domestic and commercial 

transportation/parcel interdiction program that was established to identify persons utilizing 

transportation centers and parcel facilities to facilitate the movement of illegal drugs and drug 

proceeds. 

Downriver Area Narcotics Organizations (DRANO) – This initiative targets individuals 

and organizations engaging in drug trafficking and its ancillary violent crimes. DRANO also 

assists CHIEF in targeting of national and international couriers by conducting hotel/motel 

surveillance’s in the Downriver, Metro Airport areas to ultimately interdict narcotics and/or drug 

proceeds as well as the prosecution of these individuals. 

FBI/DPD/Conspiracy One Organized Crime – This task force conducts long-term, 

complex investigations of organizations that import and distribute narcotics in the metropolitan 

area. 

Financial Investigations – Previously called the Money Laundering Task Force, Financial 

Investigations targets the economic infrastructure of major DTOs operating in the HIDTA region 

by intercepting narcotics trafficking profits and prosecution of major money laundering operations. 

This task force identifies and tracks trends in money laundering/financial crimes techniques and 

schemes in order to uncover, develop, and seek prosecution of sophisticated narcotics related 

financial crimes. 

Firearms Interdiction Team (FIT) – The Bureau of Alcohol, Tobacco, Firearms and 

Explosives, the Detroit Police Department, and Michigan State Police shall provide, coordinate and 

deliver law enforcement and support services to deter criminal activity through a concentrated 

enforcement effort focusing on Federal and State firearms laws and firearms sources/traffickers. 

These teams will support and coordinate efforts with all law enforcement agencies and the entire 

criminal justice community. 

Flint Area Narcotics Group (FANG) – This task force concentrates on targets in the city 

of Flint and the surrounding communities in Genesee County using three teams consisting of (1) an 

interdiction team that deals strictly with package deliveries, motels, hotels, highway, airport, bus, 

and train stations; (2) and (3) both investigate mid to upper level drug dealers. 

Forensic Enhancement – This initiative facilitates the delivery of forensic services and 

thereby enhances the prosecution of drug-related violent offenders and increases the solvability of 

drug related violent crimes through the use of state-of-the-art forensic technology. 

HIDTA Unified Level 1 & 2 (HUT 1 & 2) – This task force targets street and mid-level 

drug trafficking offenders. HUT 1 & 2 assist the grass roots community organizations in the 

elimination of drug-related activities in their neighborhoods. 

Homicide Task Force (HTF) – HTF targets individuals and/or organizations responsible 

for drug trafficking and related homicides in the greater Detroit metropolitan area and bring them 

to justice utilizing two teams that include the Hot case team (ongoing drug related violence) and 
the Cold case team (unsolved drug-related homicides). 

Investigative Support and Deconfliction Center, HIDTA Management and 

Coordination, HIDTA Training – The Investigative Support and Deconfliction Center (ISDC) 

assists the Michigan HIDTA in providing officer safety through deconfliction services and reduced 

duplication of effort. The ISDC has provided “one-stop-shopping” for task force officers to 

request and receive intelligence for on-going cases and suspects, and has provided co-located 

access to national, regional and local databases. 

The Management and Coordination Initiative provide the day-to-day operations of the 

administrative function along with providing and caring for the office space in which the 

Investigative Support and Deconfliction Center is collocated. 

The Michigan HIDTA supports law enforcement training in all areas of law enforcement 

specialization. The Michigan HIDTA Training Initiative is not a stand alone Initiative but is 

incorporated within several other law enforcement initiatives where specialized training is needed 

and incorporated. 

Livingston, Jackson and Washtenaw Narcotics Enforcement Teams (LAWNET) – 

LAWNET’s principle objective is to arrest drug offenders, reduce the availability of drugs and to 

identify and arrest criminal gang members for drug trafficking and its ancillary violent crimes. 

While three counties make up the entire LAWNET jurisdictional area, only Washtenaw County is 

designated as a HIDTA county. 

Methamphetamine Training – This initiative trains law enforcement how to process 

clandestine laboratory scenes and trains existing clandestine laboratory law enforcement personnel 

as site safety officers, to reduce the dangers to first responders, evidence technicians and the 

general public. 

Metropolitan Enforcement Team (MET) – MET targets Level I & II DTOs in Kent 

County to reduce violence associated with organizations using two teams (1) the Suburban Team

(Level I & II traffickers) and (2) the Conspiracy Team (mid to upper level DTOs). 

Michigan State Police Investigative Support Section – This initiative provides technical 

services support and expertise through state of the art equipment, video clarification systems and 

surveillance teams to all Michigan HIDTA initiatives with a focus on assisting agencies in 

resolving violent crimes through intelligence driven law enforcement. This initiative assists the 

HIDTA initiatives in locating, identifying, and apprehending known or unknown individuals or 

groups actively involved in narcotics trafficking and for those who are threats to national security 

using two teams: Michigan Intelligence Network Team (MINT) and Technical Service Unit (TSU). 

Oakland County Narcotic Enforcement (NET)/Genesee Interdiction Team (GIT) – 

NET leads this initiative with the primary focus of sharing information between local, state and 

federal agencies to apprehend and convict those involved in the use, sale and distribution illegal 

drugs. NET works closely with GIT and South Oakland Narcotics Intelligence Consortium 

(SONIC) to achieve their goals. 

Southwest Enforcement Team (SWET) – SWET was created to address narcotic related 

issues, mostly methamphetamine laboratories, for seven counties in western Michigan using three 

teams (East, West and Central) to improve efficiency and enhance overall service to the region. 
 

Violent Crimes Task Force (VCTF) – VCTF identifies and targets for prosecution 

significant violent crime, drug and gang activity through a well-coordinated initiative and 

prosecutorial avenues by which to convict and incarcerate dangerous offenders. 

West Michigan Enforcement Team (WEMET) – WEMET brings together federal, state, 

and local officers to address narcotic and gang violations, including outlaw motorcycle gangs and 

other violent and property crimes associated with these activities in western Michigan. WEMET 

also targets all types of methamphetamine producers. 

Western Wayne Narcotics (WWN) – WWN provides law enforcement agencies within 

Western Wayne County and efficient system of coordinating the management and planning of 

inter-departmental drug enforcement activities including detection, interdiction, surveillance and 

apprehension of persons and assets involved in narcotics trafficking and ancillary violent crimes.