Board of Estimates Briefing October 5, 2022

Board of Estimates Briefing October 5, 2022

TMO Background & Objectives Objectives Design and stand-up a Transformation Management Office (TMO) that will define, plan and manage transformation outcome delivery. Define the TMO Mission with stakeholders Define the TMO’s organization structure and key functions Develop specific roles and responsibilities Create tools, processes and templates Deliver a phased TMO implementation roadmap Support project management and oversight Page Page 2 2 20212021- Proprietary Proprietary and and Confidential Confidential TMO Target Outcomes Successful delivery of desired changes: Demonstrated outcomes Articulate story of positive change Clear public benefits Transparency from strategy through execution Sustainable operating model

TMO Background & Objectives Page Page 3 3 Articulate and Execute a Vision Spur and Sustain Interagency Collaboration Knowing the ‘right’ things to do Doing the ‘right’ thing ‘right’ The TMO helped facilitate finalizing the development of the Mayor’s Action Plan under the direction and advisement of the Mayor and Senior Team. Each priority area has several actions that are assigned to a lead agency and supporting agencies with clear action owners and work plans. The Mayor’s Action Plan serves as a clear roadmap for action in the government across 5 Pillars: Building Public Safety, Prioritizing Our Youth, Responsible Stewardship, Equitable Neighborhood Development, and Clean & Healthy Communities. The TMO concept is helping to break down silos by requiring multiagency collaboration and then tracking progress towards achieving their objectives on a regular basis. 20212021- Proprietary Proprietary and and Confidential Confidential Focus on implementing large scale organizational change initiatives Getting the ‘right’ results The TMO is responsible for helping to prioritize, resource, and report on transformation initiatives. It also is designed to identify cross pillar actions that will spur cost savings, optimize business processes, and increase operational efficiency.

TMO Background & Objectives TMO will drive strategic action planning and execution to achieve strategic transformation outcomes Transformation Management Office Strategic Pillars & Goals Action Planning Create, prioritize, and select actions that have a clear public benefit and align to City needs and priorities Page Page 4 4 20212021- Proprietary Proprietary and and Confidential Confidential Action Execution Mobilize resources to execute Action Plan and ensure transformation outcomes are achieved Valued Outcom es Current focus

TMO Organizational Model Executive Committee Steering Committee HR IT Law Finance Comms OPI ORP IIJA Transformation Management Office Transformation (TMO) Enabling Functions support TMO Action Planning & Management Steering & Strategy Additional support agencies in the City can assist the TMO Action Intake & Prioritization Outcomes Identification & Planning Risks, Issues & Resource Management Outcomes Tracking Communication & Change Management Performance Reporting CAO Office Enabling Functions TMO Liaisons Pillars & Agencies (PM Resources) A1 Page Page 5 5 20212021- Proprietary Proprietary and and Confidential Confidential Pillar 1 A2 A3 A1 Pillar 2 A2 A3 A1 Pillar 3 A2 A3 A1 Pillar 4 A2 A3 A1 Pillar 5 A2 A3 For discussion purposes only

TMO Organizational Model SteerCo & TMO Composition Members: Steering Committee (SteerCo) Chair: CAO Christopher Shorter* Transformation Management Office (TMO) TMO Chair: Ariel Giles Page Page 6 6 20212021- Proprietary Proprietary and and Confidential Confidential Pillar Champion, Responsible Stewardship* Pillar Champion, Public Safety Pillar Champion, Equitable Neighborhood Development Pillar Champion, Prioritizing Youth Pillar Champion, Clean and Healthy Communities Budget Director Chief Recovery Officer Additional enabling agency members as needed Members: ARPA Office Representative OPI Director Chief Data Officer TMO Liaisons BBMR Representative For discussion purposes only

TMO Organizational Model SteerCo Steering Committee (SteerCo) Transformation Prioritization, Categorization and Outcomes TMO Transformation Management Office (TMO) CAO Office Outcomes Planning and Tracking Action Planning and Management Grow Transfor m Action # Action # Action # Agency Sponsor PM Resources Agency Sponsor PM Resources Agency Sponsor PM Resources TMO Liaisons Project Team Page Page 7 7 20212021- Proprietary Proprietary and and Confidential Confidential Define action intake, prioritization and categorization criteria Manage cross-agency Risk, Actions, Issues, Dependencies (RAID) Plan and monitor outcomes TMO portfolio prioritization TMO portfolio status reporting TMO Chair Run Project Team Set vision and transformational outcomes Approve KPIs and targets to meet outcomes TMO portfolio prioritization and cross-agency dependency decisions Final escalation point for critical decisions and risks Project Team Assess and categorize actions coordinating with ARPA and BBMR Identify TMO Liaisons Maintain portfolio governance in collaboration with SteerCo TMO Liaisons & PM Resources Create and maintain action execution plans, manage RAID, produce status report Collaborate with OPI, ARPA, BBMR on cross-agency and action planning and delivery Plan and manage the “Transform” action to meet outcomes metrics

Key Accomplishments to Date August ’21 – February ‘22 Page Page 8 8 Action Prioritization Workbook and Action Prioritization Workshops EY SMR Gap Analysis for actions by Pillar EY SMR Best Practice Guidance Summary by Pillar Action Quality and Outcome Measurability Review Real-Time Collaborator asynchronous exercise by Pillar to align actions to goals Goal-level KPI Baseline and Target proposals Final Action Plan Implementation Roadmap Mayor’s 100 Day Transition Plan gap analysis TMO Operating Model TMO Operating Model review sessions with Functional Area leads Rapid Assessments - Functional Area Current State Assessments – select key Agencies SWOT Analysis by Pillar TMO Governance Board and Lifecycle Model Updated 2-year Implementation Roadmap Change Management and Communications Plan Technology recommendations and Data Model Leading Practice Technology Demonstrations Communication Artifacts and Templates Training Artifacts and Job Aids 20212021- Proprietary Proprietary and and Confidential Confidential February ’22 – August ‘22 Action Status Reporting Process Standardized Action Status Reporting Template, Status Key and Narrative Guidance Action Status Report Training Sessions Pillar Refresh Meeting Series Independent Status Report Meeting Series Population of Risks, Issues, Actions, Decisions (RAID) Log to raise concerns and note decisions from Steering Committee Steering Committee Agendas and Materials Steering Committee Meeting Support Adjudication for Actions with Red Status with Steering Committee and follow-up with Action Owners Mayor’s Action Plan Engagement Opportunities Action Prioritization Model List of High Priority Actions by Pillar Selection of Public Facing Actions Public Facing Action Narratives Guidance KPI to Action Mapping TMO Activation Meeting Enterprise-wide Transformation Initiative Profile and Charters T-HUB Features List and Description T-HUB Kick-off, Demonstrations and Assessment Plan For discussion purposes only

Enterprise-wide Transformation Initiative Portfolio Initiatives have different levels of funding and are in different phases of their lifecycle Initiative Description Financial Integration Integrate BBMR budget planning, budget execution and budget reporting processes across ARPA and strategic action portfolios. Integrated Reporting Charter Identified Confirmed by SteerCo Funding Status Initiative Lifecycle Phase Funded Planning Quicker, more automated, more accurate reporting that reduces Agency data calls and improves decision-making ability. Identified Initiation Agency Performance Management Broaden scope of existing Agency performance management to create, select, plan and manage measures aligned to strategic actions, ARPA, IIJA and future portfolios in addition to ongoing City services. Identified Planning Procurement Reform Conduct city-wide review of procurement system, including a procurement assessment, business process analysis, spend analysis, category management to overhaul the City’s procurement processes. Funded Execution Permitting Reform Review and improve the City’s permitting process to alleviate long wait times and create a system that fosters business growth and property improvement. Funded Planning Page Page 9 9 20212021- Proprietary Proprietary and and Confidential Confidential

Mayor’s Action Plan Accomplishments Action Goal Set standards that provide safe and accessible accommodations for all travel modes, including pedestrian, bike, transit, and vehicular traffic. Ensure every neighborhood can access affordable, healthy food; safe, reliable public transportation options; and quality streets and sidewalks. Host biannual Youth Summits with the Mayor to bring attention to youth-focused issues in Baltimore. Establish a Sustainability and Resiliency Subcabinet to improve the long-term sustainability, preparedness, and environmental practices of the city. Offer additional self-service options to pay utilities, property taxes, parking fees, permit fees, special events fees, improving resident experience and increasing accessibility. Ensure an online bill payment option for all fees, taxes, and financial interactions involving City government. Page Page 10 10 20212021- Proprietary Proprietary and and Confidential Confidential Pillar Agency Status Clean & Healthy Communities Department of Transportation Complete Increase engagement with Baltimore youth to make local government more accessible to and reflective of them. Prioritizing Youth Mayors Office of Children & Family Success Complete Improve government performance, accountability, and cross-agency collaboration. Responsible Stewardship Department of Planning Complete Responsible Stewardship Department of Finance In Progress Responsible Stewardship Department of Finance In Progress Deliver quality, efficient customer service to all residents through a lens of equity, accessibility, and accountability. Improve the overall reliability, access, and transparency of the City's financial systems.

Mayor’s Action Plan Accomplishments Action Goal Operate a regular PoliceStat to track, analyze, and improve the accountability and effectiveness of BPD's core violence reduction strategies within the Comprehensive Violence Prevention Plan Reduce violent crime and achieve sustainable reductions in crime through an all-hands-on-deck approach in partnership with Baltimore communities. Building Public Safety Mayor’s Office of Performance & Innovation Complete Assess existing Medicaid billing systems for ambulatory services to ensure the City has the resources necessary to operate a comprehensive, reliable, and safe EMS system. Modernize the City's Emergency Medical System (EMS) to reduce overall response times to high priority calls, with a focus on harm reduction. Building Public Safety Baltimore City Fire Department Complete Reinitiate a biennial survey of Baltimore residents to gather perspectives on a range of issues, including City service delivery. Deliver quality, efficient customer service to all residents through a lens of equity, accessibility, and accountability. Responsible Stewardship Mayor’s Office of Performance and Innovation In Progress Page Page 11 11 20212021- Proprietary Proprietary and and Confidential Confidential Pillar Agency Status