City of Baltimore OutcomeStat

Andrew KleineBudget Director | City of

Baltimore

About Baltimore

•Form of Government: Strong Mayor

•Land Area: 81 square miles

•Population: 622,793 residents

•FY16 Operating Budget: $2.7

billion

•FY16 Capital Budget: $672.9

million

•FY16 Full Time Positions: 14,486

Baltimore CitiStat

CitiStat’s history is rooted in the NYPD CompStat model

Baltimore CitiStat“A leadership strategy that a mayor can employ to mobilize city agencies

to produce specific results” – Robert Behn, Harvard’s Kennedy School of Government

Tenets:•Accurate and timely intelligence shared by all•Rapid deployment of resources•Effective tactics and strategies•Relentless follow-up and assessment

The CitiStat ProcessCitiStat relies heavily on the 311

Service Request Platform

The CitiStat Process

CitiStat CopycatsCitiStat has given rise to many

other State and City models

Bridgeport, Connecticut

Buffalo,New York

Philadelphia, Pennsylvania

Somerville, Massachusetts

Atlanta,Georgia

New Orleans, Louisiana

State of Maryland

State of Washington

Innovation Award

Mayor O’Malley giving CitiStat finalist presentation at Kennedy

School

CitiStat won the Innovations in American Government Award in 2004 from the Harvard Kennedy

School

CitiStat Strengths

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CitiStat Strengths

RoutineFinger pointing

contestLose forest for the

trees

CitiStat Shortcomings

Outcome Budgeting

What is it?

OLD WAY NEW WAYStarting Point:

Last year’s spending Starting Point:

Next year’s goals

Funding Targets: By agency

Funding Targets:By Priority Outcome

Agency Submission: How allocation will be

spent

Agency Submission: Proposal to achieve

Results

Debate:What to cut

Debate:What to keep

Outcome Budgeting

Better Schools

Safer Streets

Stronger Neighborhood

s

Growing Economy

Innovative Government

A Cleaner City

A Healthier City

Priority Outcomes

Mayor establishes priorities

CLS

Agency Proposals

Results Team Review

Mayor’s Decisions

Board of Estimates Review

City Council Review

Budget is passed

Budget Cycle

Drilling Platform

Performance Measures

Type Measure FY11 Target FY11 Actual FY12 Target FY13 Target# of youths participating in Youth Works program 5,000 5,000 4,500 5,000Average cost per participant $1,400 $1,200 $1,200 $1,200

85% 86% 85% 85%

85% 73% 85% 80%

OutputEffi ciencyEffectiveness

Outcome % of youth who increase their work readiness skil ls measured by Skil ls for Success Assessment tool

% of responses rated as “very good” or “outstanding” on employer surveys submitted by worksite supervisors

Type Measure FY11 Target FY11 Actual FY12 Target FY13 Target200 175 235 200

100% 90% 100% 90%$115,000 $115,000 $115,800 $120,000

59% 58% 58% 59%29% 29% 29% 29%

Effi ciency % of potholes repaired within 48 hours of reporting

Outcome % of citizens rating street and sidewalk maintenance as good or excellent

Effi ciency Resurfacing cost per lane mile

Output Lane Miles Resurfaced or Reconstructed (internal + contractor forces)

Effectiveness % of streets meeting acceptable pavement condition standard

Type Measure FY11 Target FY11 Actual FY12 Target FY13 Target1,500 655 2,000 3,000

25 19 31 3380% 10% 90% 90%200 135 250 250295 168 250 150

Output Number of properties advertised for sale

Outcome # of HCD controlled city owned vacant buildings in transitional neighborhoods

Effectiveness % of disposition completed within 120 daysEffi ciency Number of dispositions per Real Estate Agent

Outcome Number of properties sold

Service 798 – YouthWorks Summer Jobs Program

Service 683 – Street Management

Service 749 – Blight Elimination

Without Outcome Budgeting, high

effectiveness services would have received across

the board cuts.

Outcome Budgeting protected services from cuts or even increased funding.

• Youth Violence Prevention• Family League After School

Programs• Operation CARE• Crime Cameras

Services that have not demonstrated value have

been reduced or eliminated to in favor of high

performing high priority services.

• Baltimore Rising • Office of Community

Development • Liquor Board staffing

reduction

Efficiencies Have Been Identified

• Consolidating CARE into the Health Department saves $250,000 a year in administrative costs

• Reducing the Police Marine Unit from year-round to on-call posture has saved $1 million.

• A collaboration between the Fire and Health departments assigns nurses to frequent 911 callers and has reduced their calls by 50%

Generating Results

Shortcomings

Labor intensive Lack of ownership Not fully integrated with ongoing performance management

Constrained by dollars, time and imagination

New status quo?

Performance Management

A successful approach to city management:

establishes meaningful goals, funds the services and investments to achieve them, monitors progress towards these goals, and is informed and modified based on evidence and

feedback from a wide variety of stakeholders.

CitiStat helps set targets, mobilize resources, and monitor progress.

Outcome Budgeting helps better align funds with the services and investments that produce priority results.

A Need for Strategic Planning

City of Baltimore OutcomeStat

Outcome Budgeting + CitiStat

OutcomeStat Background

OutcomeStat is based on the principles of Results-Based Accountability as laid out in Mark Friedman’s book Trying

Hard Is Not Good Enough.

OutcomeStat Goals

Create a strategic plan for the City of Baltimore structured around the measurable indicators for each of the Mayor’s seven Priority Outcomes.

Better align Outcome Budgeting and CitiStat in a way that builds on the innovative frameworks that already exist, and keeps Baltimore at the forefront of innovation in Government.

Identify multi-year targets for each of the Priority Outcome Indicators, and an action plan for turning-the curve.

Increase opportunities for Citizen Participation in the City’s strategic planning and decision making processes.

New Outcome Indicators

• A Safe & Healthy Start

• Kindergarten Readiness

• Academic Achievement

• College & Career Ready

• Shootings• Property Crime• Perception of

Safety

• Blight Elimination• Neighborhood

Investment• Sustainable

Transportation• Recreation Visits

• Employment Rate• Number of Jobs• Visitors

• Procurement• Prompt Payment• Special Events

• Cleanliness of Waterways

• Energy Usage• Recycling Rate• Perception of

Cleanliness• Heroin-Related Deaths• Mental Health• Childhood Asthma

Turn-the-Curve Process

Turn-the-Curve Process

Turn-the-Curve Process

FY16 Budget Process

FY16 Budget Process

Population Level Turn-the-Curve

OutcomeStat Website

Using RBA

Analysis Data Visualization

s

Maps

Asking for

Resident Input

OutcomeStat Conference Results

OutcomeStat Conference Results

Buy-in on Story Behind the Curve for all indicators

Understanding of what other organizations view as challenges for Baltimore and how they’re willing to help

Prioritized strategies for turning-the-curve on all indicators

Group of people engaged in OutcomeStat and awaiting next steps

Over 200

Attendees

OutcomeStat Conference Results

Results from Participant Survey:

95% are supportive of the OutcomeStat process after attending the Conference

88% believed team accomplished the objectives for each indicator

Listed opportunity to collaborate and develop strategies with variety of stakeholders as most valuable

Wanting to know next steps was common outstanding question

OutcomeStat Going Forward

Align with Budget Process Budget Proposals from Agencies will demonstrate

alignment with indicator goals & the action plan items

Regular OutcomeStat Sessions Meet regularly (quarterly or bi-annually) to measure

progress on indicators & action plan items

Grow OutcomeStat Website Link indicators to various service level Performance

Measures, Maps, & Real-Time Data Visualizations

Lessons Learned

Get leaders in the right mindset Need them to be open-minded to new ideas and

criticism

Don’t let them off the hook They need to do the hard work of Turn the Curve

planning, including setting targets and finding low cost/no cost actions

Make sure they own the plan All of the stakeholders must commit to their roles

Questions?

Andrew KleineBudget Director | Baltimore

City

Andrew.Kleine@baltimorecity.gov

@baltimorebudget budget.baltimorecity.gov