City of Baltimore OutcomeStat Andrew Kleine Budget Director | City of Baltimore.
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Transcript of City of Baltimore OutcomeStat Andrew Kleine Budget Director | City of Baltimore.
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
Rat
Ru
bou
t R
eq
uest
s
Bu
rrow
s B
ait
ed
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
@baltimorebudget budget.baltimorecity.gov