| | 26 |
Act as soon as practicable on a package of ethics, transparency and good-government policies and matters pending for some time before the Board of Ethics. Among matters facing the newly reconfigured Board of Ethics are draft regulations governing solicitation of money and gifts for worthy causes.
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| | 27 |
Clarify, communicate and strongly enforce Ethics rules and standards for all City officials and employees.
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| | 28 |
Request audit of the Division of Capital Planning of the Department of Recreation and Parks, and consolidate with R&P Financial Services Division.
Notes
The Department of Recreation and Parks has reviewed its existing capital accounts and instituted a new accounting program to better organize those accounts.
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| | 1 |
Consider strongly the merger of the Baltimore Convention Center and Visit Baltimore, and consider possibly including 1st Mariner Arena and Baltimore Office of Promotion and the Arts, as well, in an effort to increase efficiency of the four interrelated agencies involved with tourism.
Notes
A review board has been assembled to investigate ways in which arts and tourism related quasi-governmental agencies overlap and can share resources.
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| | 1.1 |
Explore opportunities that could be created from privatization.
Notes
A review board has been assembled, and will review the operations of affected groups to determine if potential privatization is fiscally and operationally prudent. This process will continue into summer 2011.
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| | 1.2 |
Explore possibility of raising the hotel tax, with revenues to be dedicated to tourism-related activities.
Notes
In June 2010 the City Council approved a hotel tax rate increase. In accordance with state law, 40% of the City's hotel tax receipts must be appropriated to Visit Baltimore.
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| | 1.3 |
Explore the effect of reducing the City’s entertainment tax from 10 percent to 5 percent, in an effort to compete with the lower rates of nearby cities, which are more attractive to touring groups because they are less costly. The rate reduction should be offset by an overall increase in revenue from more groups choosing to visit, rather than bypass the City.
Notes
The Finance Department has recommended that any adjustments would be unwise at this time, though future opportunity could arise to revisit this issue. Even with the tax in place, Baltimore has attracted notable headliners in recent months including U2, Sade, and Bruce Springsteen.
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| | 2 |
Consolidate all of the City’s off-street parking responsibilities under the Parking Authority of Baltimore City and expand the agency’s on-street role by converting traditional parking meters to EZ Park multi-space parking meters.
Notes
The Parking Authority is in the process of expanding the EZ Park Meter program by another 100 meters in FY2011 and proposes to expand it by an additional 100 meters in FY2012. Additionally, PABC is assessing staffing needs in the Residential Permit Parking section to better administer the program.
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| | 3 |
Develop a single inventory of all City-owned properties and determine which of those properties are needed for public use or economic benefit of the City. The unneeded ones should be sold.
Notes
This is an ongoing process, but the Department of General Services is on track to conclude their assessment by the end of the summer.
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| | 4 |
Develop, in short order, a program to efficiently manage and dispose of the estimated 30,000 vacant properties that currently plague neighborhoods. Strongly consider placing the maintenance and repair functions for the roughly 10,000 City-owned vacant properties under a single agency, until the properties can be disposed of. Create a system for assessing heavy fines on negligent owners of vacant properties that are not safely and properly maintained.
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| | 5 |
Undertake a “Best Use Project,” which would engage the private sector in an evaluation of the estimated 10 million square feet of office and industrial space in 527 separate facilities that the City currently maintains for agency use. The assessment would be used to determine where to consolidate City operations and which properties to sell, so as to realize revenue and significantly reduce maintenance costs.
Notes
A request for proposals was issued for a marketing assessment of seventeen historic properties. In June, DGS began building condition surveys, which will be conducted by in-house staff.
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| | 5.1 |
Consider relocating agencies to the best possible working environments for employees, some of which may already be in the City’s control as surplus property. As a candidate for possible relocation, consider: The Law Department is currently located in the basement of City Hall. On one hand, immediate proximity to the Mayor is advantageous for all. However, working conditions in the basement for employees are problematic at best, as the employees, work areas and files are regularly subjected to flooding, mold, vermin, odors and temperature issues.
Notes
This is an ongoing process. DGS has begun a detailed assessment of major downtown buildings. Additionally, there is now a 'Go Green Cleaning' program in our downtown buildings, and DGS is in the process of removing asbestos and mold throughout the city.
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| | 6 |
Strongly consider transferring management of Baltimore’s Head Start program – currently out of compliance with federal regulations, which has cost the City additional federal dollars -- from the Department of Housing and Community Development to an agency that is more closely aligned with educational outcomes.
Notes
Mayor Rawlings-Blake has appointed a new governance board to review processes and suggest modifications to the City's Head Start program. Baltimore Head Start filed an OIP improvement plan with the national governing body on December 1, 2010. The most recent feedback from this review has been positive. The Board, in partnership with the DHCD, is developing a proposal to the Mayor that outlines options for transferring the program to a more closely aligned agency or office. The proposal is expected to be presented to the Mayor in the fall of 2011.
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| | 7 |
Explore moving all Recreation Centers into Baltimore City Public Schools – both those Rec Centers currently associated with schools and the remaining centers, as well -- in keeping with the goal of establishing schools as hubs for community activities such as afterschool recreational, fitness and educational programs.
Notes
The Department of Recreation and Parks has developed a plan that includes constructing four new community centers, expanding certain existing centers, increasing the number of staff at certain centers, and increasing hours of operation at certain centers. The department is seeking strategic partnerships with community organizations and other interested parties to operate the remaining recreation centers. Formal proposals are expected to be submitted in August 2011, with the goal of implementing the plan by the end of the year.
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| | 8 |
Coordinate, under the aegis of The Family League of Baltimore City, Inc., all of the many diverse programs for children operated by City agencies and encourage collaboration among them. This would effectively maximize the scarce resources available to children and youth.
Notes
The Mayor appointed a Youth Cabinet in March 2011. The cabinet's primary mission is to create a strategic plan to improve the City's service system to and outcomes for children and families.
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| | 9 |
Develop a multifaceted strategy to safeguard children from child abuse through strengthened prevention and enforcement collaborations.
Notes
This work is included in the mission of the Youth Cabinet and is a part of the City's ongoing public safety strategy.
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| | 10 |
Strongly consider the merger of the Commission on Aging, Retirement and Education (CARE) into Baltimore HealthCare Access, Inc. (BHCA), a quasi-public agency of the Baltimore Health Department. BCHA has received national recognition for its administration of the Medicaid program in the City and receives funding from nine major Baltimore foundations. Moving CARE programs and service to the Health Department/BHCA is expected to result in an immediate $400,000-$500,000 savings in administrative costs.
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| | 11 |
Work towards creating a centrally located "one-stop shop” for business permits, licenses and applications, and continue to pursue a coordinated development review.
Notes
A review of best practices has been completed, along with two focus group meetings with several City agencies. A proposal for a one-stop website is being drafted for internal review. Additional analysis will be conducted to determine the necessity of a physical one-stop location.
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| | 12 |
Strongly consider eliminating the City MBE/WBE certification process and instead rely on State certification process through the Maryland Department of Transportation. City already accepts MDOT certification decisions. The monetary savings and increased efficiencies could be used for increased enforcement of WBE/MBE regulations.
Notes
Maintaining the City's MBE/WBE certification process independently from MDOT's will ensure that the integrity and intention of the program is maintained. Using the State regulating body's market area could result in the City being vulnerable to legal challenge for not meeting the narrowly tailored remedies recommended by the courts and negatively impact MBE/WBEs by increasing the competitive field.
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| | 13 |
Initiate a comprehensive study of the Fire Department’s response strategies, emergency medical services (EMS) functions and fire prevention needs to determine the most cost-effective and efficient means for meeting those needs. Reduce unnecessary deployment of fire suppression vehicles to EMS calls, including possible use of a new Medic Assist Car (MAC) Program to supplement existing medic units.
Notes
This recommendation has been funded and implemented. The Fire Department has successfully initiated two programs that dramatically reduce the deployment of fire apparatus to EMS calls. These two cost-effective programs are the Medic Assist Car (MAC) and the new Skilled Facilities First Response Program.
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| | 14 |
Conduct an in-depth assessment of the City’s current practices for the operation, maintenance and planned replacement of its vehicle fleet, including an exploration of the possibility of privatizing some functions and centralizing others.
Notes
This recommendation was funded and adopted. The operations, maintenance, and vehicle replacement assessment was completed, and DGS is mapping out implementation steps, including improved accounting practices, various methods for acquisition of vehicles, and improved customer service.
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| | 15 |
Centralize the functions of the Department of Human Resources by consolidating all City agencies’ human resources offices into one personnel office. Ensure that DHR is technologically equipped and given the proper resources to handle such a citywide function.
Notes
A staff person has been assigned to explore this recommendation further, including conducting an analysis to determine the feasibility of consolidation, the potential impact on operations, and the identification of savings, as well as other opportunities for efficiency.
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| | 16 |
Conduct a cost-benefit analysis of a possible reduction in the number of health and welfare benefits plans offered by the city, with an eye towards offering the most cost-effective type and number of plans.
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| | 17 |
Conduct a comprehensive assessment of the Department of Transportation to ensure the agency is performing most efficiently in meeting its charge of moving vehicles, pedestrians and goods safely and expeditiously in the City. This should include a review of transportation functions now handled by the Departments of Public Works and General Services and the Parking Authority of Baltimore City to identify those functions that should logically and efficiently be placed under Transportation. For example, DGS’ current responsibility for overseeing utility cuts and repairs to City roadways and alleys should be transferred to the Department of Transportation, and the policies and regulations governing pavement cuts and restoration strengthened.
Notes
After a review of operations by the new head of the Department of General Services, the Department of Transportation and DGS have agreed to move the Street Cut Section from DGS to DOT.
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| | 18 |
Develop and implement immediately a much stronger enforcement strategy to combat illegal dumping and identify violators; increase fines exponentially, particularly for commercial entities.
Notes
New enforcement strategies to target chronic and first-time violators have been developed and implemented by the Department of Housing and Community Development.
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| | 19 |
Develop and implement a comprehensive and strategic Infrastructure Management Plan for the City’s water, wastewater and stormwater systems, with an aggressive preventative maintenance element.
Notes
The Bureau of Water and Wastewater is undergoing a comprehensive, top to bottom asset management review.
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| | 20 |
Explore privatizing City garbage and trash collection and recycling; perform cost analysis to ensure that the service to residents is as cost-efficient as possible.
Notes
The Bureau of Solid Waste is completing a full cost accounting model for a Solid Waste Enterprise Fund and will review next steps.
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| | 21 |
The Procurement Approval Process Study conducted by the Baltimore Efficiency and Economy Foundation analyzes the procurement process in Baltimore City and compares it to other cities around the state and the nation. Appoint a team to identify possible efficiencies to be gained and competition to be increased by modifying the procurement process.
Notes
In November 2010 voters approved a City Charter amendment, which laid out new procedures for establishing and modifying certain bid threshold amounts, performance requirements, advertising requirements, award criteria, and other matters governing procurement. Implementation of these changes is moving ahead; the new bid threshold amounts were approved by the Board of Estimates on December 22, 2010.
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| | 22 |
Conduct a comprehensive inventory of city-owned take-home vehicles by agency and assess the cost effectiveness of deploying these vehicles in the current manner.
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| | 23 |
Initiate an immediate study of all City user fees and taxes to determine if they are being applied fairly or unfairly and whether adjustments are in order. Explore in the study any and all ways to offset the City’s declining revenue streams and structural deficit through revenue increases from such proposals as a nonresident earnings tax (“commuter tax”) and bottle tax.
Notes
The Department of Finance investigated and recommended several new revenue sources, many of which have been approved by the Board of Estimates.
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| | 23.1 |
Conduct a thorough analysis of City property tax revenues and all real property owners, and consider developing a fair formula whereby all or some nonprofit [501(c)(3)] entities not now paying property taxes would be assessed at a reduced rate, to offset the cost of services provided them.
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| | 23.2 |
Explore the possibility of assessing City water and sewer users with a stormwater management surcharge under a program administered by a Stormwater Revenue Authority within the Department of Public Works. Revenue could be earmarked for City stormwater management projects required by Maryland Department of the Environment and for repair and maintenance of existing stormwater infrastructure.
Notes
During the past year, the cost-benefit analysis for stormwater management was completed. The Department of Public Works is presently reviewing this information to determine next steps.
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| | 24 |
Review staffing levels at the Environmental Control Board, the Board of Municipal and Zoning Appeals, and the Parking Authority of Baltimore City, and evaluate whether the cost of hiring additional personnel to resolve serious understaffing problems would be far outweighed by the amount of additional revenue generated by the new hires and by a more efficient agency.
Notes
This recommendation has been adopted. All three agencies have been assessed and have made staffing changes.
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| | 25 |
Determine the feasibility of the City manufacturing and selling mulch and/or other organic material from the leaves, trees and branches collected by the Department of Public Works’ Bureau of Solid Waste and other agencies.
Notes
The Bureau of Solid Waste has focused its efforts on finding a suitable location for the proposed composting facility.
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| | 29 |
Centralize the City’s Information Technology (IT) functions under the Mayor’s Office of Information Technology, which should then conduct a review of each agency’s needs and requirements and develop a strategic plan for dealing with the citywide technology issues.
Notes
The CIO has formalized a citywide technology committee, with a representative from each agency. This committee is chaired by the CIO. Its mission is to develop strategies and policies to transition to a stronger centralized IT environment.
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| | 30 |
Increase partnerships with City health and social services agencies to steer appropriate medical care to frequent callers to 911 for emergency medical services, and implement a new program that targets the top 100 callers for non-emergency medical care.
Notes
Baltimore HealthCare Access, Inc. (BHCA) and the Fire Department have been working together to identify these frequent callers of the 911 system and target them for outreach by a nurse and case manager. Governing Magazine recently Highlighted the City's program.
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| | 31 |
Develop a strategic plan for the Mayor’s Office of Neighborhoods that defines the role and function of the office. The plan should include a community outreach element to inform neighborhoods of services available to them and projects affecting their areas. There should also be a requirement that community liaisons undergo intensive training.
Notes
A Plan Implementation Steering Committee has been created to help monitor planning and implementation processes to ensure various agencies' activities are coordinated. The Mayor's Office of Neighborhoods will be a part of this committee.
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| | 32 |
Develop a coordinated Neighborhood Revitalization Agenda as part of a new overall strategic plan for the Department of Housing and Community Development. In developing an agenda, evaluate the roles of the myriad agencies dealing with neighborhoods, including the Mayor’s Office of Neighborhoods. Determine the most efficient and appropriate ways for the City to help communities with capacity building and obtaining federal and state funds for community development.
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| | 33 |
Require that all agencies give due deference to the City’s 2007-2012 Comprehensive Master Plan (“Live Earn Play Learn”) and that all planning functions be consolidated within the Department of Planning for a more comprehensive and professional approach to communities.
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| | 34 |
Ensure that the Planning Department’s Land Disposition Category Inventory for every city-owned vacant property is used for strategic decision-making in addressing the vacant housing crisis.
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| | 35 |
Reevaluate the mission of the Baltimore Development Corp. board and be certain that the composition of the board accurately reflects that mission. Consider requiring at least one member of the board to be from a private-public workforce development program.
Notes
The Baltimore Development Corporation has completed a review of its mission statement and a board evaluation.
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| | 36 |
Explore additional incentives to encourage more City employees – particularly police officers, firefighters and teachers -- to become City residents. Use those incentives also to help with the City’s recruitment efforts to hire more Baltimore residents and further diversify the work force.
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| | 37 |
Coordinate better the Department of General Services’ use of outside companies to provide housekeeping and security services in City-owned buildings (the one building, four cleaning service example)
Notes
DGS is in the process of meeting with the Space Committee and Department of Real Estate to clarify requirements and obligations of certain leases that include housekeeping and security issues.
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| | 45 |
Encourage the highest spirit of service among City officials and employees, which does not increase the budget, but can have a dramatic effect on economic development. Add a customer service training component for City employees that would stress the importance of being helpful and encouraging to businesses and residents engaged in the permitting and licensing processes and put measurement mechanisms in place to monitor progress.
Notes
As part of the outcomes-based budgeting process, Mayor Rawlings-Blake has established, among other criteria, increasing citizen satisfaction in their interactions with City government.
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| | 46 |
Review City leadership, communications, training programs and succession plans and model a process of continuous improvement.
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| | 47 |
Develop a strategic plan for the Health Department that shows agency priorities and programs supporting neighborhoods, including through the Strategy to Improve Birth Outcomes (SIBO) and the HIV/AIDS Prevention Strategy.
Notes
A proactive SIBO strategy, including a citywide education campaign, is currently in progress. The City's HIV prevention/reduction strategy is also underway.
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| | 47.1 |
Undertake a management review of the Health Department's agency’s current staff and functions.
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| | 47.2 |
Develop methods to better target certain audiences in the City with proactive public health messages, and to "market" the Department in such a way that City residents know what services exist and where they are located.
Notes
Among other efforts, the Baltimore City Health Department (BCHD) recently launched a redesigned web site and transitioned to a new web-based content management system to facilitate more efficient communication. Additionally, BCHD's Prevention Wednesday program is an education campaign that seeks to deliver timely prevention information to a broad public audience.
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| | 48 |
Conduct a national search for a permanent Director of Recreation and Parks, and develop a strategic plan for the agency as part of a professionally conducted system-wide planning process.
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| | 48.1 |
Evaluate carefully the possibility of increasing usage fees at Recreation and Parks facilities, taking into account expected revenue, expenses, demographics of users, household income and other information about the target audience and agency marketing plan.
Notes
During summer 2010, research was conducted on the practicability of a usage fee increase. Based on the results of the study, Recreation and Parks will draft a fee policy.
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| | 48.2 |
Undertake a management review of the department’s current staff and functions.
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| | 48.3 |
Consolidate the responsibilities of day-to-day maintenance operations at R&P facilities with the goal of eliminating redundancy of effort.
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| | 48.4 |
Reinvent Recreation and Parks’ collaborations with nonprofit and private organizations and create a Workforce Development Council to develop a comprehensive short-term workforce solution.
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| | 49 |
Rename and re-establish the vision and strategy for the Department Housing and Community Development. The department’s strategic plan must emphasize community development and neighborhoods, as the agency appears to lack a clear and coherent vision for revitalizing Baltimore’s neighborhoods. Almost symbolic of the agency’s lack of vision is that it has dropped “community development” from its name.
Notes
The major restructuring of several divisions within the Department of Housing and Community Development has begun, primarily to support Vacants to Value.
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| | 38 |
Create, as soon as practicable, a Mayor’s Subcabinet on Economic Development to develop a much-needed strategic plan for economic development with recommendations from a small advisory board of diverse and outstanding business leaders that would hold the City accountable for implementation of the plan and its measureable outcomes. Additionally, the Mayor should convene a separate business forum or series of meetings, with a special focus on small and neighborhood businesses, to hear company owners’ concerns and help identify what incentives and disincentives affect their location or expansion in Baltimore.
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| | 38.1 |
Require the new advisory board to meet at least quarterly, perhaps as frequently as every two months, to assess the City’s progress implementing the plan’s recommendations and monitor the outcomes.
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| | 38.2 |
Include requirements to assess health impacts of development projects, along with assessments of the economic and environmental impacts, in an effort to create sustainable, healthy neighborhoods.
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| | 38.3 |
Focus on the industry sectors with a strong base in Baltimore that are likely to expand, such as the port, health care and biosciences, as well as new or emerging industries, such as energy and cyber-security.
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| | 38.4 |
Identify education and skill sets needed by industry sectors that have been targeted as potential growth sectors for the City. Enhance adult educational and vocational/apprenticeship programs to qualify City residents for employment offerings.
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| | 38.5 |
Incorporate apprenticeship training into public works projects (akin to programs offered by the Baltimore Building Trades) that will provide people with marketable skills and family-supporting careers.
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| | 38.6 |
Conduct a comprehensive study of current “best practices” and organizational structures of urban economic development departments.
Notes
The Mayor's Office has requested a list of economic development priorities and will create an organizational plan to facilitate those priorities.
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| | 38.7 |
Identify ways to support arts and culture organizations and attract artists and other workers at cultural venues to live in Baltimore, so as to maximize the economic and creative impact of these venues.
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| | 38.8 |
Examine ways to create job opportunities and improve the quality of life so as to encourage people to live and work in the City.
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| | 39 |
Lead a communitywide initiative to expand and enhance recreational, educational and summer-job experience for all eligible Baltimore youths this Summer.
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| | 40 |
Continue to develop and expand the coverage of closed-circuit television (CCTV) camera feeds into the Police Department’s Intelligence Watch Center, including through new methods of importing more feeds from other public, or private, camera systems, while considering elimination of the flashing blue-light cameras in residential neighborhoods.
Notes
This recommendation has been adopted and will be an ongoing strategy.
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| | 41 |
Review the City’s policy on minor privilege permits for encroachment on rights-of-way -- including the nature and logic of the permit fee structure -- and investigate how enforcement is carried out.
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| | 42 |
Ensure that the Department of Housing and Community Development takes a more proactive approach to subsidizing development projects with funding and land resources, as the agency now is often the last actor to commit public subsidies to a development project, resulting in significant delays in implementation. Additionally, conduct an independent inquiry into why nonprofits opt out of the federal HOME Investment Partnership subsidies available through HCD.
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| | 43 |
Reconstitute the nonprofit Baltimore City Foundation as a credible and transparent fundraising arm of City government. The Foundation should focus on significant gift development, actively seek to leverage federal funding and report on how all funds are invested. It also should encourage greater cooperation and partnerships between City agencies and foundations and other institutions offering significant funding for worthy initiatives.
Notes
BCF and the City have collectively developed an extensive set of guidelines that are expected to guide the Foundation's activities for years to come. These guidelines, as well as the formal agreement between the City of Baltimore and the Foundation, were approved by the Board of Estimates in April 2011.
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| | 44 |
Centralize and better coordinate efforts on recruitment and use of volunteers in the City (i.e., Recreation and Parks, Schools) and in communities. Determine the agency that should have responsibility for such a function. That agency could also coordinate an effort for agencies to sponsor internships for city school students.
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