1. 1 Governor Martin O’Malley

2. 2 StateStat Tenets Accurate and timely intelligence shared by all. Rapid deployment of resources Effective tactics and strategies Relentless follow-up and assessment

3. 3 Modeled after a similar program developed by the New York City Police Department and the successful CitiStat program in Baltimore City. StateStat represents the extended application of the same basic principles to the management of all functions. Utilizing existing PINS (staff positions) and “off-the-shelf” software limits costs to taxpayers. StateStat Background

4. 4 Participating agencies submit customized data templates on a bi-weekly basis to report on key performance indicators. StateStat Process

5. 5 Analysts carefully analyze the data, monitoring performance trends and developing strategies to achieve improved performance. StateStat Process

6. 6 Managers are required to report on critical service initiatives and questioned about agency performance. Opportunities to improve coordination and cooperation are identified; strategies to achieve improvement are formulated. StateStat Process

7. 7 Digital maps are used to plot ARRA funding in each county. StateStat Process

8. 8 Each week a comprehensive executive briefing is prepared for each agency that highlights areas of concern. StateStat Process

9. 9 StateStat Implementation Ensure most effective and efficient government services in a time of tight budgets. Guarantee best return on investment to taxpayers. Pursue State objectives such as achieving Minority Business utilization goals and conserving energy.

10. 10 StateStat Implementation February 2, 2007 BayStat (Agriculture, Environment, Natural Resources & Planning) General Services Juvenile Services Division of Correction Labor, Licensing & Regulation State Police Human Resources Health & Mental Hygiene April 20, 2007 March 23, 2007 April 26, 2007 June 28, 2007 May 10, 2007 October 19, 2007 August 10, 2007 December 13, 2007 Housing & Community Development November 15, 2007 Parole & Probation Business & Economic Development June 27, 2008 Transit Administration February 15, 2008 Highway Administration June 13, 2008 Aviation Administration September 23, 2008 Motor Vehicle Administration January 27, 2009

11. 11 Build Tools for Public Safety: Maryland’s DNA database The Division of Correction modified its protocols to ensure all eligible state prison inmates give DNA samples. To address the number of un-sampled supervisees, The Division of Parole and Probation trained over 600 employees to collect DNA samples. These agents worked through a backlog of supervisees, collecting over 25,000 samples by March 2009.

12. 12 The State Police completely cleared the backlog of 24,300 DNA samples in December, 2007. Now, decades old cases are getting resolved as the DNA database becomes a functional tool for law enforcement. In 2007, the State Police got 28% more “hits,” or matches to uploaded DNA samples in the CODIS database, than in 2006. Build Tools for Public Safety: Maryland’s DNA database In 2007, the State Police uploaded 376% more DNA samples to the CODIS database than in 2006.

13. 13 Department of Health and Mental Hygiene (DHMH) StateStat initiated a system to track the monthly cost savings realized through DHMH’s Program Integrity Savings and then worked with DHMH to develop legislation for introduction during the 2008 and 2009 sessions to reduce waste, fraud, and abuse in the state’s Medicaid program and realize additional cost savings. Program Integrity Savings

14. 14 Expansion in the use of Energy Performance Contracting (EPCs) By making it an agency priority, the Department of General Services will get more EPC projects out the door this year than the past several years combined. Each of these projects will save the state millions in annual energy expenditures.

15. 15 DJS: Juvenile Homicides DJS reports a 40.5% decrease in non-custodial juvenile homicides for youth between the ages of 7-17. Also, there has been a 40.0% decrease in homicides for youth under the supervision of DJS (ages 7-17) as well.

16. 16 Department of Public Safety and Correctional Services (DPSCS) Reducing Overtime Expenditures DPSCS has reduced overtime expenditures by over 20 million dollars in four years.

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18. 18 Motor Vehicle Administration Workforce Reductions Budget constraints have forced the MVA to reduce staff over the past several fiscal years. The MVA has trimmed their number of filled PINS by 42 since the beginning of FY10. The agency was able to achieve the staffing reductions demonstrated below in part by merging their Support Services staff into their Administrator’s Office. ‘11

19. 19 Motor Vehicle Administration Alternative Service as a Way to Cut Costs, Mitigate the Effect of Staffing Cuts In order to reduce costs and to maintain efficiency despite staffing reductions, the Department has prioritized increasing the use of alternative services for MVA transactions. Through a series of initiatives and policy changes, MVA has exceeded its FY2013 goal for alternative service usage in each of the last three months. Notably, the agency implemented a new kiosk program in August 2010, and began requiring the use of alternative service for registration renewals on June 1 after a pilot period at selected branches.

20. 20 Motor Vehicle Administration Reducing Overtime Spending While Cutting Staff The Department has been able to avoid increasing overtime to account for a smaller workforce. Through improved resource management and increases in alternative service usage, the agency has been able to reduce overtime while cutting staff. Overtime reductions have saved the agency hundreds of thousands of dollars in expenditures. As alternative service increases reduce staffing demands and allow for resource allocations, MVA overtime spending should continue to decline.

21. 21 Motor Vehicle Administration Improving Service While Cutting Staff Increasing the use of alternative service options like self-service kiosk and internet transactions has reduced staffing demands and decreased customer capacity at MVA branch locations. The result of increased alternative service usage has been improved service for in-person MVA customers. As alternative service usage reached its peak in April, drivers license wait times at MVA branches hit its lowest monthly average since December 2009. The MVA has managed to improve in-person service despite making cuts to its staff.

22. 22 For More StateStat To learn more about Governor O’Malley’s StateStat Program, visit the State of Maryland’s website: www.statestat.maryland.gov The site includes additional background information, report links, and StateStat news stories.

23. 23 Governor Martin O’Malley