1. City of Baltimore OutcomeStat
Marriage of two Baltimore institutions: Outcome Budgeting and CitiStat
Andrew Kleine Budget Director | City of Baltimore

2. About Baltimore Form of Government: Strong Mayor
Overall City stats & City Government/Budget stats
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

3. CitiStat’s history is rooted in the NYPD CompStat model
Baltimore CitiStat
CitiStat’s history is rooted in the NYPD CompStat model

4. 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
CitiStat history and description
Photo of CitiStat room, Innovations Award, copycats
Accurate And Timely Intelligence Shared By All
There are three main sources of information on which the CitiStat process relies. The first is the 311 service request system. Residents of Baltimore City can call 311 to report all non-emergency problems from potholes in the road to traffic hazards. Detailed information about the call, the service request and the agency response are recorded and available for review at CitiStat sessions.
A second source of information is statistical reports that the agencies are responsible for preparing themselves. These reports, called templates, measure areas not covered by 311 services requests. Examples include overtime hours, traffic citations issued and new employees hired.
The third and final source comes from field work. Staff analysts are expected to follow up on leads provided by community liaisons and statistical trends to locate, photograph and present evidence of inefficient policies and procedures.
Rapid Deployment Of Resources
Solid evidence and good ideas can only be implemented with an efficient response system. The CitiStat model provides a forum for frank discussions and direct communication with the Mayor and her cabinet. If service managers are having difficulty responding to citizens, every two weeks they will have the opportunity to address issues concerning response capabilities. In addition, a key measurement associated with the CitiStat model is the setting of response goals and measurement of actual response times.
Effective Tactics And Strategies
Analyzing data and reporting statistics is only the beginning of the CitiStat process. The CitiStat session is one that promotes frank discussions and novel solutions. The keys to promoting the development of effective tactics and strategies include: requiring all relevant personnel to attend the session, possessing the technological capabilities to immediately provide all relevant data, dedicated analysts responsible for investigating agencies’ procedures and performances and preparing the participants for every session, and focused measurement and follow-up on the performance of all tactics and strategies in place.
Relentless Follow-Up And Assessment
Perhaps the most important tenet of the CitiStat model is to relentlessly follow-up and assess the measures developed or identified at CitiStat. Agencies are required to adhere to a rigid reporting schedule. Sessions are held monthly or bimonthly and are rarely cancelled or postponed. During times of emergency or for initiatives of heightened importance, sessions can be held as frequently as every week. In addition, staff analysts are responsible for carefully recording promises made and issues discussed at previous meetings, so they can be addressed again at future meetings. Finally, within hours of every CitiStat session, a detailed memorandum is send directly to the agency head listing all the agreements made in the previous session and requiring that a progress report be provided before the next session

5. CitiStat relies heavily on the 311 Service Request Platform
The CitiStat Process
CitiStat relies heavily on the Service Request Platform
Regular Sources of Data
Motorola 311  CitiTrack Report and Citizen Survey
Agency Templates
Field Investigations

6. The CitiStat Process
Data analysis and field investigations culminate with the meeting agendas showing information and soliciting input from agency and panel

7. CitiStat has given rise to many other State and City models
CitiStat Copycats
CitiStat has given rise to many other State and City models
Other Cities
Bridgeport, Connecticut
Buffalo,
New York
Philadelphia, Pennsylvania
Somerville, Massachusetts
Atlanta,
Georgia
New Orleans, Louisiana
State of
Maryland
Washington

8. Mayor O’Malley giving CitiStat finalist presentation at Kennedy School
Innovation Award
CitiStat won the Innovations in American Government Award in from the Harvard Kennedy School
Mayor O’Malley giving CitiStat finalist presentation at Kennedy School
Awaiting a photo of award certification if possible…

9. CitiStat Strengths Rat Rubout Requests Burrows Baited
Cool charts, maps
Results
**This chart shows where citizens requested rat treatments (left) and where DPW was actually baiting (right) – demonstrating visually the problem that needs to be addressed.

10. CitiStat Strengths CitiStat strengths Cool charts, maps Results
Three charts showing various ways of looking at the data as relates to each agency:
DPW
Health Department
DOT

11. CitiStat Shortcomings
Routine
Finger pointing contest
Lose forest for the trees
Graphic: counting SRs in all these different categories as representation of losing forest for trees. Missing the big picture of what’s going on and what systemic problems may exist if you’re only looking at from the perspective of all the SRs.

12. Outcome Budgeting
What is it?

13. Outcome Budgeting OLD WAY NEW WAY Starting Point: Last year’s spending
Next year’s goals
Funding Targets:
By agency
By Priority Outcome
Agency Submission:
How allocation will be spent
Proposal to achieve Results
Debate:
What to cut
What to keep
Old Way/New Way
Story about Mayor’s objectives

14. Stronger Neighborhoods Innovative Government
Priority Outcomes
Better Schools
Safer Streets
Stronger Neighborhoods
Growing Economy
Innovative Government
A Cleaner City
A Healthier City

15. Budget Cycle Mayor establishes priorities CLS Agency Proposals
Results Team Review
Mayor’s Decisions
Board of Estimates Review
City Council Review
Budget is passed
Budget cycle

16. Drilling Platform

18. Performance Measures Service 798 – YouthWorks Summer Jobs Program
Service 683 – Street Management
Service 749 – Blight Elimination

19. Efficiencies Have Been Identified
Generating Results
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%
Results from Outcome Budgeting

20. Shortcomings Lack of ownership
Labor intensive
Lack of ownership
Not fully integrated with ongoing performance management
Constrained by dollars, time and imagination
New status quo?

21. 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.
Performance management cycle
Missing piece is strategic planning

22. A Need for Strategic Planning
Performance management cycle
Missing piece is strategic planning

23. City of Baltimore OutcomeStat Outcome Budgeting + CitiStat
Enter OutcomeStat
Logo
Outcome Budgeting + CitiStat

24. 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.
Trying Hard Is Not Good Enough

25. 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 Priority Outcomes and Indicators

26. New Outcome Indicators
Employment Rate
Number of Jobs
Visitors
A Safe & Healthy Start
Kindergarten Readiness
Academic Achievement
College & Career Ready
Procurement
Prompt Payment
Special Events
Shootings
Property Crime
Perception of Safety
Cleanliness of Waterways
Energy Usage
Recycling Rate
Perception of Cleanliness
New Priority Outcomes and Indicators
Blight Elimination
Neighborhood Investment
Sustainable Transportation
Recreation Visits
Heroin-Related Deaths
Mental Health
Childhood Asthma

27. Turn-the-Curve Process
Turn the Curve infographic

28. Turn-the-Curve Process
Turn the Curve infographic

29. Turn-the-Curve Process
Turn the Curve infographic

30. FY16 Budget Process Fiscal 2016 budget process (Program Level)
Scorecard screen shot
Example of good budget proposal

31. FY16 Budget Process Fiscal 2016 budget process (Program Level)
Scorecard screen shot
Example of good budget proposal

33. Population Level Turn-the-Curve
Getting to Population Level Turn the Curve Plans
COLTS
Conference

34. OutcomeStat Website
OutcomeStat website

35. OutcomeStat website

36. OutcomeStat website

38. Using RBA Analysis
Data Visualizations
Maps

39. Asking for Resident Input

40. OutcomeStat Conference Results

41. OutcomeStat Conference Results
Over 200 Attendees
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

42. 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

43. 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
Going forward

44. Get leaders in the right mindset Don’t let them off the hook
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

45. Andrew Kleine Budget Director | Baltimore City
Questions?
Andrew Kleine Budget Director | Baltimore City
@baltimorebudget
budget.baltimorecity.gov