![]() ![]() As the TMO continues to coordinate across the organization, it is defining key performance indicators and action steps, supporting progress status reporting and enabling Baltimore to better target resources where they will have a measurable impact on the city’s priorities. Today, with a Transformation Management Office (TMO), the city is revamping processes to budget for outcomes across five key mayoral pillars: building public safety, prioritizing youth, equitable neighborhood development, clean-and-healthy communities and responsible stewardship of city resources. City leaders utilized budget review teams that included representatives from government and nongovernment partners to evaluate and make recommendations on investment decisions. Instead of pouring less money into each department budget “silo,” leaders pooled available dollars around specific desired citywide outcomes and invited departments to compete and collaborate for funding. ![]() The discipline began in 2009 when the city, confronted with the devastating fiscal and economic impacts of the Great Recession, chose transformation rather than making across-the-board cuts, which is how it had dealt with shortfalls in the past. Outcome budgeting has strengthened the connection between resources and results in Baltimore for more than a decade. Use scoring to make budget decisions fair and transparent.Assign employees and community members to review budget proposals and recommend a set of service funding levels – akin to an investment portfolio – for each goal within the funding allocation.This guidance should be drawn from strategic planning. Evaluate service budget proposals based on alignment with outcome goals, performance data and evidence. Your initial allocation is for planning purposes only and does not lock in budget decisions.Ĥ.At the start of the budget cycle, determine available dollars and allocate them to goals based on community priorities and funding needs. ![]()
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