A performance based management strategy within the Mayor’s Office, tasked to improve city services by making the City more efficient and effective.
• Form of Government: Strong Mayor• Land Area: 87 square miles• Population: 640,000 citizens• Work Force: 16,000 employees• Operating Budget: $2.4 billion
CITY OF BALTIMORE
• Make Baltimore a cleaner, greener, and healthier city• Encourage private investment and opportunity to
flourish in every neighborhood• Increase educational, cultural and recreational
opportunities for children• Create stable and healthy neighborhoods• Make City government more efficient and effective
MAYOR’S GOALS
CITISTAT BACKGROUND
• Modeled after a similar program in New York City, the Baltimore City Police Department initiated weekly COMPSTAT meetings to improve crime-fighting efficiency.
• CitiStat represents the extended application of the same basic principles to the management of all municipal functions.
1. Accurate and timely intelligence shared by all
2. Rapid deployment of resources
3. Effective tactics and strategies
4. Relentless follow-up and assessment
CITISTAT TENETS
1. Motorolla CSR 311
2. CitiTrack Report
3. CitiStat Template
CitiStat Tenet 1: Accurate and timely intelligence shared by all
3 Regular Sources of Data
1.
2.3.
CITISTAT EXECUTIVE BRIEFINGS
For each meeting a comprehensive executive brief is prepared for the Mayor and her cabinet.
CitiStat Tenet 1: Accurate and timely intelligence shared by all
Stephanie Rawlings-Blake Room 250 Mayor City Hall Baltimore, MD 21202
M E M O R A N D U M: February 5, 2010 TO: The Honorable Mayor Stephanie Rawlings-Blake Sophie Dagenais, Chief of Staff Andrew Frank, Deputy Mayor Christopher Thomaskutty, Deputy Mayor FROM: CitiStat Team SUBJECT: Baltimore City Fire Department (BCFD) CitiStat Executive Briefing
For this Executive Briefing memorandum, the following issues are highlighted in greater detail: 1. Strategy for reducing vacation usage in order to reduce staffing challenges. 2. Tracking Callbacks and Rolling Closures. 3. Overtime still up. Sick and A-Time continue to rise. 4. Leave Usage, 2008 vs. 2009. 5. Billing and Collections for Emergency Medical Services (vendor: ACS). 6. Out-of-Title Pay. 7. Reboot of BCFD Performance Appraisals.
Strategy for reducing vacation usage in order to
reduce staffing challenges. At present, the BCFD has difficulty fully staffing each unit on every shift. Too many firefighters who are scheduled to work are on some kind of leave. The single largest type of leave is vacation. The staff shortage results in the need for rolling closures. Some facts about vacation and the Fire Department: o Firefighters may only use vacation leave on
certain days as determined by their shift schedule. o Most firefighters earn more leave each year than
they are allowed to use by their shift schedule. o When a firefighter begins the retirement process,
they are permitted to take up to 120 consecutive work days (240 calendar days) of vacation. On top of this, they receive 90 calendar days of terminal leave.
o While a firefighter is on their 120 days or 90 days of leave, they are still “active duty”. This means that they accrue years of service, additional leave, and that the BCFD cannot fill that empty seat with a new firefighter. The seat must be filled using existing staff (overtime or rolling closures).
o Firefighters are paid out 100% of the value of their vacation (at current pay rate) upon retirement.
120-Day Terminal Vacation:Use vs Payout
$0
$25,000
$50,000
$75,000
$100,000
$125,000
$150,000
$175,000
FirefighterPay Yr 1
FirefighterPay Yr 2+
BCFD StaffingCost Yr 1
Use 120 Days Payout 120 Days
• Department Directors and their Deputies are required to report on critical service initiatives and agency performance at bi-weekly meetings.
• Representatives from the Mayor’s cabinet look for opportunities to improve coordination between agencies and identify strategies to improve performance.
CITISTAT MEETINGS
CitiStat Tenet 2: Rapid deployment of resourcesCitiStat Tenet 3: Effective tactics and strategies
CitiStat Tenet 4: Relentless Follow-up and Assessment
FOLLOW-UP MEMOs
CitiStat Tenet 4: Relentless follow-up and assessment
Motorolla CSR 311
CitiStat Tenet 1: Accurate and timely intelligence shared by all
311 Service Request Status Lookup @ www.baltimorecity.gov
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
General
TR-Citizen Complaint of Employees
TR-Survey/Escalation
BGE Street Light Repairs
BGE-StLight Pole Installation
BGE-StLight(s) Out
BGE-StLight(s) Out Rear
BGE-StLighting Cable Faults
Traffic TRT - Traffic Study TRT-Sign Change TRT-Sign Missing TRT-Sign New TRT-Sign Removal (Request) TRT-Signals Temp-Stop Sign Removal TRT-Traffic Signal Repairs
Transportation Service Requests
Engineering/Construction Management
TEC-Alley Reconstruction Complaint
TEC-BCPSS Footways Complaint
TEC-BCPSS-Footway Contract
TEC-Footways Complaint
TEC-Footways Contract/Reconstruction
TEC-Survey/Escalation
TEC-WO Street Markings
Safety
TRS-Abandoned Vehicle
TRS-Abandoned Vehicle Turn-in Program
TRS-Parking Away Notification
TRS-Parking Complaint Commercial Veh. Residential
TRS-Parking Complaints
TRS-Vehicle Relocation
TRS-Vehicle Removal
Planning TRP-Truck Restriction Violation
Conduits TRC-Conduit Investigation TRC-Conduit Repairs
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiStat Tenet 1: Accurate and Timely Intelligence Shared by All
Transportation Service Requests
Maintenance
TRM-Alleys
TRM-BCPSS Brick/Masonry Repair
TRM-BCPSS Debris Hanging on Wires
TRM-BCPSS Fence Repair
TRM-BCPSS Footway Repair
TRM-BCPSS Playground/Parking Lot Repair
TRM-Bags in Trees: elevated
TRM-Barricades - Install
TRM-Barricades - Removal
TRM-Bench Request
TRM-Bridge Repair
TRM-Curb Repair
TRM-Debris Hanging From Wires or Poles
TRM-Debris in Roadway
TRM-Fence Repair
TRM-Footways Repair
TRM-Parking Meter Complaints
TRM-Pickup Potholes
TRM-Potholes
TRM-R&P Street Lighting Repairs
TRM-Saltbox Requests
TRM-Sign Damaged
TRM-Sign Faded
TRM-Sign Structures
TRM-StLight Cable Faults
TRM-StLight Damaged/Knocked Down/Rusted
TRM-StLight Pole Access Cover/Plate Missing
TRM-StLight Pole Installation
TRM-StLight Pole Missing
TRM-StLight(s) Out
TRM-StLighting Cable Cut
TRM-StLighting Inadequate/too bright
TRM-Street Markings
TRM-Street Repairs
TRM-WO Sign Installation
TRM-WO Sign Removal
TRM-WO Street Markings
TRM-Grass Mowing
TRM-Guardrail Repair
TRM-Handicap Ramp Repair
TRM-Illegal Sign Removal
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiTrack Report
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiStat Tenet 3: Effective tactics and strategies
Charts based on CitiTrack Report
DOT Maintenance - Potholes Repaired
2312 3889 2781 1409 1247 2867 2032 1003
0.7
10.75 0.85
0.550.68
0.510.4
0
500
1000
1500
2000
2500
3000
3500
4000
4500
FY07Q2 FY07Q3 FY07Q4 FY08Q1 FY08Q2 FY08Q3 FY08Q4 FY09Q1
SR
s C
lose
d
0
0.5
1
1.5
2
2.5
Da
ys
Count 80th Percentile Commit
Commit Time: 2 Days
CitiStat Tenet 3: Effective tactics and strategies
Mapping based on CitiTrack data
CitiStat Template – Employee Leave
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiStat Template – Parking Enforcement / Towing
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiStat Template – Pothole Performance
CitiStat Tenet 1: Accurate and timely intelligence shared by all
CitiStat Tenet 2: Rapid deployment of resources
CHARTS based on CitiStat Template
Parking Tickets Issued FY07 - FY09
11,7
93
12,7
51
12,3
58 13,7
28
11,3
44
13,5
87
13,2
22
13,5
07
13,3
96
8,0009,000
10,00011,00012,00013,00014,00015,00016,00017,00018,000
7/1-
7/14
7/15
-7/2
8
7/29
-8/1
1
8/12
-8/2
5
8/26
-9/8
9/9-
9/22
9/23
-10/
6
10/7
-10/
20
10/2
1-11
/3
11/4
-11
/17
11/1
8-12
/1
12/2
-12/
15
12/1
6-12
/29
12/3
0-1/
12
1/13
-1/2
6
1/27
-2/9
2/10
-2/2
3
2/24
-3/9
3/10
-3/2
3
3/24
-4/6
4/7-
4/20
4/21
-5/4
5/5-
5/18
5/19
-6/1
6/2-
6/15
6/16
-6/2
9
FY07 FY08 FY09
Handhelds went live in May 2007 (FY07)
CHARTS based on Requested Data
CitiStat Tenet 3: Effective tactics and strategies
CitiStat Tenet 4: Relentless Follow-up and Assessment
FIELD WORK driven by data
36th Street – Old lane markings still visible
Cold Spring Rd. – The centerline was milled after initial striping
was unsatisfactory. Second attempt was no better.
Harford Rd – Lane striping was done with thermoplastic.
Comparatively the work was very good, but this patch could
be improved.
Vacant Properties in Park Heights
Closed Cleaning SRs – 4734 & 4732 Park Heights
4738 Park Heights
CitiStat Tenet 4: Relentless Follow-up and Assessment
FIELD WORK driven by data
Howard Street Bridge Graffiti - SR#07-00094241 Closed March 22nd – Picture Take March 23rd
CitiStat Tenet 4: Relentless Follow-up and Assessment
FIELD WORK driven by data
Police Department GunStat CleanStat (Solid Waste and Inspections) Water & Wastewater Department of General Services Department of Transportation Department of Housing Fire Department Department of Recreation & Parks Department of Human Resources Minority and Women-Owned Business Enterprise
CURRENT CITISTAT AGENCIES
•Targets (which provide benchmarks for judging successes and failure)
•Tactics (which focus organizational efforts on achieving the targets)
•Data (which track the performance of agencies and subunits)
•Analysis (which, using the data, identifies the causes of both success and failure)
•Questions (which reveal what agencies are doing and not doing to achieve their targets)
•Learning (which comes from these analyses, questions, and answers)
•Collaboration (which helps the mayor’s staff and the agency’s director and managers to determine what to do next)
•Experimentation (which creates new ways of achieving success)
•Meetings (which regularly review agency progress, targets, analyses, and strategies)
•Thinking (which can suggest how the entire approach can be improved)
CitiStat: More Than Just Meetings and Data
CitiStat Impact
For More . . .
www.baltimorecity.gov and
http://www.businessofgovernment.org/pdfs/BehnReportCiti.pdf