1. 1
Mark Conway
Deputy Director | CitiStat
Mark.Conway@baltimorecity.gov

2. 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
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3. CitiStat Background: CompStat
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4. 4

5. 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
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6. •Regular Meetings with Mayor, senior
staff, and agency leadership.
•Data “What gets measured gets done.”
•Follow up on decisions made in the
room.
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Getting Started : Structure

7. • Room for all key participants
• Lean start-up costs (low-tech)
• Dedicated analysts
Getting Started : The Room
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8. Getting Started : Measurement
 What did we already collect?
• Personnel and Financial data
• Reports to State, Federal, and private entities
• Internal management measures
 Identify core service goals
• What is “doing a good job” in your field?
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9. Performance Measures
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1. How much did we do?
Who are our customers and what services do we
provide to them?
2. How well did we do it?
How well do we provide those services?
3. Is anyone better off?
What is the desired impact of those services for/on
our customers (a.k.a. “customer results”)?

10. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Regular Sources of Data
• Motorola 311  CitiTrack
Report and Citizen Survey
• Agency Templates
• Field Investigations
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11. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
311 System
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12. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
311 Online & Mobile App
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13. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
311 & CitiTrack Report
WW-Surface Repair (Asphalt)
WW-Surface Repair (Stripings)
WW-Surface Repair/Stripings
Pending
WW Water Meter Cover
Missing/Damaged
WW Water Meter Leak
WW-Locate Meter
WW-Meter Reader Skipped
WW-Water Meter Installation
WW-Water Turn Off/On (Bill)
WW Storm Damaged Inlet
WW Storm Inlet Choke
WW-Storm Connection Choke
WW-Storm Damaged Inlet
Connection
WW-Storm Mainline Choke
WW-Storm Mainline Dig
WW-Storm Manhole/Grate
Replacement
WW-Storm Manholes Clean
WW-Storm Manholes Repair
WW-Storm Oil Spill
WW-Storm Routine Inlet Cleaning -
Proactive
WW-Surface Repair (Masonry)
WW Water Billing Audit
WW Water Senior Citizen Discount
WW-Delinquent Water Service Turn-
Off
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14. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
CitiTrack Report
Department of Recreation and Parks - Statistic Summary Report
Created on Jul 22, 2013 7:59:50 AM
Date Range : From Jul 6, 2013 To Jul 19, 2013
Group SR Type Total Created Open Open % OpenTim
e
Overdue Overdue
%
Closed Closed
%
ClosedTi
me
Closedon
Time
Closedon
Time%
Internal
Duration
Days
Department of
Recreation and
Parks
RP-Citizen Complaint of
Employees
12 4 8 66.7% 87.6 5 62.5% 4 33.3% 31.2 1 25.0% 15
RP-Compliment of Employee 20 0 20 100.0% 2,292.9 10 50.0% 0 0 0 0 0 15
Department of Recreation and Parks 32 4 28 87.5% 1,190.3 15 53.6% 4 12.5% 31.2 1 25.0%
Forestry Forestry Blocked Traffic
Sign / Light
24 2 23 95.8% 41.9 21 91.3% 1 4.2% 17.9 0 0 14
Forestry Broken Branch in
Tree
26 13 21 80.8% 15.2 19 90.5% 5 19.2% 10.4 1 20.0% 1
Forestry Down Tree 111 90 75 67.6% 9.3 64 85.3% 36 32.4% 4.8 9 25.0% 1
Forestry Fallen Limb 160 126 93 58.1% 8.4 71 76.3% 67 41.9% 4.5 14 20.9% 1
Forestry Maintenance
Pruning
7,710 88 7,692 99.8% 3,672.4 6,252 81.3% 18 0.2% 1,720.9 12 66.7% 731
Forestry Priority Pruning 103 28 102 99.0% 66.7 6 5.9% 1 1.0% 27.2 1 100.0% 300
Forestry Stump Removal 2,592 97 2,590 99.9% 477.6 1,728 66.7% 2 0.1% 31.1 2 100.0% 180
Forestry Tree Inspection 1,256 304 1,098 87.4% 38.6 633 57.7% 158 12.6% 26.6 99 62.7% 30
Forestry Tree Removal 750 47 615 82.0% 220.2 268 43.6% 135 18.0% 322.6 20 14.8% 180
Forestry 12,732 795 12,309 96.7% 505.6 9,062 73.6% 423 3.3% 240.7 158 37.4%
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15. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Dashboards from CitiTrack Report
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16. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
311 Survey Results
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17. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
CitiStat Template – Refuse Collection
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18. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Field Investigations
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19. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Former Special Events Permitting Process
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20. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Current Special Events Permitting Process
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21. Ac
14. Purchasing
reviews BOE approval
letter and puts it on
agenda
1. At the end of
production year Fleet
works with agencies to
determine needs
5. BBMR
approves
3. DGS
Accountant
enters request
into CitiBuy
2. Specs for each
component of bid created.
Volume needed estimated
7. Draft RFB is
reviewed by
purchasing and
Fleet
8. RFB released
and formally
Advertised
10. Comptroller
accepts bids
Wed @ 11AM
11.
Purchasing
picks bids up
12. Bids
brought to
Fleet
13. Fleet and Purchasing
review lowest bidder to
ensure conforms to specs
and BOE approval letter
created
19. Law signs off
and lets purchasing
know to create the
purchase order
18. Vendors
signs and
submits
certificate of
insurance
17. Contract Admin. sends
a letter and an agreement
to winner to legally bind
them to terms
15. BOE Approves
(wed mornings @
9:00AM)
21A. Agency
submits city buy
release
22. Release should
pass through
Specifications
Supervisor for approval
23. Approved by
Supervisor
24. Assigned to
Buyer to submit
purchase order
25. Vendor
places order
26. Vehicles
made to order
Brian takes all of the info off
the vendor delivery
information and puts it on
the vehicle sheet
Deliver
30. Sheet sent to
Specifications
Supervisor for
Fleet # and class
code entered
manually
33.Pre-Delivery
Inspection (PDI)
35. Specs. Supervisor
Creates rental
agreement and
emails agency
32. Office Assistant II enters
all of this information into
FASTER and then goes to
MVA to obtain Tag and Title
36. Quality Control
Issues Vehicle to
agency
6. Buyer Creates
the Request for
Bid (RFB)
4. Internal CitiBuy
approval (6 sigs.)
27. Delivered
28. Lead Mechanic
takes all of the info
off the vendor
delivery information
and puts it on the
vehicle sheet
31. Program Analyst
confirms that FASTER
codes and class codes are
assigned properly
21. Fleet Specifications
Supervisor submits city
buy release
9. Vendors
Submit Bids
DGS
Finance
Comptroller/
B.O.E
Law
Vendor
Agency
Car
Code?
Code 1
Code 2
Vehicle Purchasing Process – Blanket Purchase Order
(~90% of vehicle purchases)
34. Vehicle
Upfitting
29. Acct.
Supervisor
adds/reviews
billing
information
July – September
16.
Purchasing
picks up
approvals
From Box # 6
to 19 , target is
90 Days
60 – 120 Days
~7 Days1-2 Days
7 Days
1-2 Days7 - 10 Days 7 - 14 Days
2 - 28 Days
14 Days
10 – 14 Days
???1-2 Days
1-2 Days
14 - 56 Days
1 – 2 Days
270 Days
to
Purchase
Vehicle
CitiStat Tenet 3: Effective Tactics and Strategies
Fixing Internal Processes
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22. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
CitiStat Memos
List of highlighted topics
Dashboard showing recent
core service performance
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23. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Charts: Many ways of visualizing an issue
Crew comparisons, year-over-year growth, or progress towards a goal.
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24. CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Maps identifying problem locations
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25. RatRuboutRequests
BurrowsBaited
CitiStat Tenet 2: Rapid Deployment of Resources
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26. CitiStat Tenet 2: Rapid Deployment of Resources
Duration Times – “48 Hour Guarantee” for potholes
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27. • Many issues require cross-agency collaboration
• City Cleanliness involves:
• Refuse collection
• Code enforcement
• Special cleanups
• Street cleaning
• Prosecuting illegal
dumping
• & more….
CitiStat Tenet 3: Effective Tactics and Strategies
Breaking down silos: CleanStat
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28. • Shared goal, different boss
• Collaborative meetings require greater coordination
• Unprecedented sharing  actionable data
CitiStat Tenet 3: Effective Tactics and Strategies
Collaborating with partners: GunStat
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29. CitiStat Tenet 3: Effective Tactics and Strategies
Collaborating with partners: Ceasefire
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30. DVStatCitiStat Tenet 3: Effective Tactics and Strategies
Evidence-based practices: DVStat
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31. CitiStat Tenet 4: Relentless Follow-Up and Assessment
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32. City of Baltimore OutcomeStat
Outcome Budgeting + CitiStat 32

33. 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.
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34. OucomeStat 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.
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35. Mayoral Priority Outcomes & 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
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Better Schools
Safer Streets
Stronger Neighborhoods
Growing Economy
Innovative Government
Cleaner City
Healthier City

36. Turn-the-Curve Process

37. Turn-the-Curve Process
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38. Turn-the-Curve Process
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39. FY16 Budget Process
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40. FY16 Budget Process
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42. Population Level Turn-the-Curve
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43. OutcomeStat Website
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47. Data
Visualizations
Maps
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49. OutcomeStat Conference Results
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50. 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
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51. 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 51

52. 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 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
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53. Conference, Lessons Learned
 Location Matters
 Space couldn’t accommodate everyone who needed/wanted to
be at the table
 Good Discussion v. Deliverables
 Some teams used this time to have healthy conversations but
did not necessarily agree on a set of strategies
 Demonstrating need for good follow-up sessions
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54. CitiStat
CitiStat 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
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55. To learn more about the CitiStat or OutcomeStat,
visit the City of Baltimore’s website:
www.baltimorecity.gov
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For further reading on how CitiStat started visit
http://www.businessofgovernment.org/pdfs/BehnReportCiti.pdf

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Mark Conway
Deputy Director | CitiStat
Mark.Conway@baltimorecity.gov
Questions?