Transition Report: Baltimore County Government

Baltimore County Government
Transition Report
Baltimore County Executive Johnny Olszewski

Letter from the County Executive
Dear Baltimore County,
As a candidate for Baltimore County Executive, I promised to work with you and all
of our communities to build a better Baltimore County. As County Executive, I am
committed to following through on that promise. This Transition Report is an
important step in honoring my commitment and moving Baltimore County forward
in the years ahead.
Under the leadership of our Transition Team co-chairs—Calvin Butler, Jr. and Rachel
Garbow Monroe—more than 100 respected thought-leaders, practitioners, community
leaders, and policy advocates from both the public and private sectors came together
to develop a comprehensive set of recommendations that provide a blueprint for our
work over the next four years. Several key themes run throughout the recommendations:
Connectivity, Equity, Sustainability, and Transparency. These four tenets will serve as the
foundation of my administration as we work to create a county where all residents can
live in strong, vibrant, diverse communities that they are proud to call home.
From the beginning, our journey has been an open, people-powered effort that speaks
to what is possible in Baltimore County—and our transition has followed this philosophy.
Over the last few months, we have led an inclusive, transparent process that has
connected individuals from around our region to share ideas and plan for our County’s
future. We have received hundreds of online submissions from residents about a broad
range of issues, from schools and jobs to diversity and government reform. And we have
convened diverse groups of stakeholders, including labor leaders, education advocates,
business leaders, and environmental advocates, for productive dialogues about the
most pressing issues facing the County.
The priorities outlined in this report reflect both the recommendations of our Transition
Team work groups as well as the input of our residents as we now chart a course to
actualize our vision for a better Baltimore County.
This report cannot be read in a vacuum; it is being presented while the County confronts
significant fiscal challenges. But I am confident that we will overcome these challenges
by working together, being honest about where we are and where we want to go, and
remaining steadfast as we build a better Baltimore County.
It’s important to remember that this document is not the culmination of our efforts, but
a starting point from which we will work together to turn this blueprint into a reality.
What we can build is limited only by our imagination and our ability to come together
to get it done. Let’s get to work.
All the best,
John “Johnny O” Olszewski, Jr.
2 Letter from the County Executive | Baltimore County Government: 2019 Transition Report
Table of Contents
Letter from the County Executive.........................................................................2
Executive Summary...............................................................................................4
Transition Team Members.....................................................................................7
Key Recommendations.................................................................................8
Work Group Reports
Education......................................................................................................... 10
Diversity, Inclusion, and Quality of Life........................................................... 16
Government Reform and Innovation............................................................... 20
Sustainability, Infrastructure, and Transportation........................................... 24
Public Safety.................................................................................................... 32
Health and Human Services............................................................................. 38
Job Creation and Economic Development..................................................... 46

Executive
Summary
The Olszewski transition was an open and
inclusive process that connected individuals
from around the County and the region to share
ideas and plan for Baltimore County’s future.
Baltimore County Government: 2019 Transition Report 4

Executive Summary
The Transition Team

The Transition Team brought together more than 100 respected thought-leaders,
practitioners, community leaders, and policy advocates—from both the public and private
sectors—to participate in seven work groups charged with developing recommendations for
advancing key priorities affecting Baltimore County residents. The seven work groups covered
the topics of Education; Diversity, Inclusion and Quality of Life; Government Reform and
Innovation; Sustainability, Infrastructure and Transportation; Public Safety; Health and
Human Services; and Job Creation and Economic Development.
The process began in mid-November 2018 when then County Executive-elect Johnny
Olszewski named two co-chairs of his Transition Team: Calvin G. Butler, Jr. and Rachel
Garbow Monroe.
Calvin G. Butler, Jr. is CEO of Baltimore Gas and Electric Company and serves on the
board of many prominent Baltimore-area organizations including the Baltimore Community
Foundation, the University of Maryland Medical Center, Greater Baltimore Committee,
and the Cal Ripken Sr. Foundation. In 2017, Butler was named among Black Enterprise
Magazine’s “300 Most Powerful Executives in Corporate America” and “Industrialist of the
Year” by the Baltimore Museum of Industry.
Rachel Garbow Monroe is President and CEO of the Harry and Jeanette Weinberg Foundation,
one of the nation’s largest private charitable foundations with roughly $2.6 billion in assets. For
the past several years, the Foundation has distributed approximately $25 million each year in
grants to nonprofits in the greater Baltimore region. Monroe began her tenure as President and
CEO in 2010 after serving as the Foundation’s first chief operating officer since 2005. In 2016,
Monroe was honored as SmartCEO Magazine’s “CEO of the Year.”
On November 30, the first full meeting of the Transition Team was held at the Maryland
Agriculture and Farm Park in Cockeysville. Over the course of several weeks, groups
continued to meet to discuss gaps, obstacles, and opportunities within each policy area,
ultimately compiling their lists of recommendations for the County. Team members engaged
with County agency heads and others with knowledge about the operations of County
government, and its strengths and weaknesses.
Baltimore County Government: 2019 Transition Report | Executive Summary 5

The Ideas@ Initiative
Throughout this time period, the public was also asked to provide ideas and views on key
issues and priorities. In November, the Olszewski Transition Team established an email
account to solicit feedback from Baltimore County residents on a broad range of issues areas,
from schools and jobs to diversity and government reform.
Over the course of several months, a total of 178 individuals submitted 195 emails to the
account. Examples of specific suggestions included: leveraging data to improve performance,
from code enforcement and public safety to education; promoting an inclusive culture for
the County, including the hiring of more diverse staff; diversifying the County’s economy by
embracing tech jobs; and incorporating green infrastructure into public works projects.
Many of these ideas from Baltimore County residents are reflected in this final report.
Stakeholder Roundtables
The Olszewski Transition process also included four roundtable discussions with stakeholder
groups around specific issues. The labor roundtable discussed a regional coalition in support
of a statewide minimum wage increase to $15 an hour, with a focus on local hiring
requirements and fair wages for workers. At the business roundtable discussion, the County
Executive stressed his objective to make Baltimore County more customer-service
oriented and encouraged participants to supply input on ways to improve the County’s
business processes. Environmental advocates joined the County Executive for a roundtable
discussion of connectivity among sustainability and environmental advocates, ensuring
a greener Baltimore County and improving engagement between advocates and county
government. County Executive Olszewski also met with parent advocates to discuss the most
pressing issues involving Baltimore County Public Schools. The topics included the
County’s dire fiscal situation, the state of school construction funding, the efficacy of the
STAT technology program in K-12 classrooms, and the impact of technology on learning and
brain development. Roundtable discussions with stakeholders will continue going forward.
6 Executive Summary | Baltimore County Government: 2019 Transition Report

Transition Team Calvin G. Butler, Jr., CEO, Baltimore Gas and Electric
Rachel Garbow Monroe, President and CEO,

Co-Chairs The Harry and Jeanette Weinberg Foundation
Work Group Members: Health and Human Services

Akbar Ansari Mandee Heinl
Members Sonny Appolonia Kevin Mooring
Co-Chairs:
Mitch Butta Jeff Supik Talib Horne, Executive Director,
Sheldon Caplis Shirley Supik Bon Secours Community Works
Education Rob Gavel Maria Tildon Gill Wylie, President, Johns Hopkins
Co-Chairs: Medical Management
Ed Gilliss, Partner at Royston,
Bill McCarthy,
Mueller, McLean, and Reid LLP
Sustainability, Executive Director, Catholic Charities
Diana Morris, Transportation, Members:
Director, Open Society Institute
and Infrastructure Lauren Averella Amy Kleine
Members: Amy Blank Dawn O’Neill
Co-Chairs:
Abby Beytin Tam Lynne Kelley Lisa Budlow Mark Puente
Allie Carter Jennifer Lynch Anwer Hasan, Senior Vice President, John Chessare Tom Smyth
Melissa Broome Ligia Mardari Louis Berger Jean Gaffney Brock Yetso
Yara Cheikh Sean McComb Tim Regan, Justin Holliday Mark Yost
Tony Fugett Eric Washington President, Whiting-Turner Ricarra Jones
Marisol Johnson
Members:
Ed Adams Klaus Philipsen Job Creation and Economic
Diversity, Inclusion and
Joan Bryan Scott Phillips Development
Chris Burton Tom Pilon
Quality of Life Charlie Fenwick Rob Poleski
Co-Chairs:
Co-Chairs: John Hawks Todd Schuler Kim Schatzel,
Brent Howard Jim Smith President, Towson University
Vicki Almond,
Former District 2 Councilwoman Marsha McLaughlin Tyrone Taborn Freeman Hrabowski, President, University
Teresa Moore Ted Venetoulis of Maryland Baltimore County (UMBC)
Chuck Tildon, Vice President, Peter O’Malley
United Way of Central Maryland Shina Parker, CEO, Integrity Title
Members: Members:
Jessy Dressin Gray Parsons Public Safety Kirk Baumgart Adam Kane
Sara Elalamy Susan Radke Co-Chairs: Rick Binetti Sandra Kurtinitis
Charles Fink Doug Riley Brandon Bonnano Erich March
Sheryl Goldstein, Vice President,
Doug Hoffberger Shanaysha Sauls Dante Daniels Jon Mayers
The Abell Foundation
Linwood Jackson Jason St. John Linda Dworak Amy Menzer
Bobbie Laur Morgan Streeter Carl Jackson, Community Activist Chickie Grayson Sam Neuberger
Cindy Leppert Lisa Weiderlight Members: Jessica Hack Tommy Obrecht
Pam Newland Marci Hunn Odette Ramos
Elizabeth Alex Kevin O’Connor
Joe Jones Hugh Sisson
Craig Coleman Garry Pace
Bryen Glass John Ripley
Government Reform Dyana Forester Anthony Russell Staff
and Innovation Mary Livingston Keith Tiedemann Transition Director
Aisha Khan Mark Weir Elisabeth Sachs
Co-Chairs: Raees Khan Alonza Williams
Beth Blauer, Executive Director, Supporting Staff
Ganesha Martin
Johns Hopkins University GovEx Michelle Bernstein LeRoy Graefe
Chadai Brown Brad Kroner
Lisa Hamilton, President and CEO
Matt Butler Kelli Lakis
of the Annie E. Casey Foundation
Tucker Cavanagh Justin Lane
Roy Meyers, Professor, UMBC Mary Clay Ed Novak
Elizabeth Gale Lauren Watley

KEY RECOMMENDATIONS
The reports and a full list of recommendations from the seven Transition Team work groups
are presented in this report. The following are key recommendations from each work group:
Education
• Apply an equity lens to Baltimore County Public School’s investments,
policies and practices
• Create and publish a long-term capital project plan
• Ensure healthy student-to-teacher, as well as student-to-support-staff ratios
• Ensure competitive pay for educators
• Expand Community Schools and Hunger-Free Schools
• Expand early childhood education
Diversity, Inclusion, and Quality of Life

• Create an Office of Diversity and Inclusion
• Create a Commission on Volunteerism
• Boost capacity of nonprofits and community associations
• Raise the profile of the Small Business Resource Center
Government Reform and Innovation

• Create a CountyStat performance management system
• Direct budget reform
o Make the County’s fiscal practices sustainable
o Center the budget process on goals, outcomes, and tracking metrics
o Open up the budget process to the public
• Modernize data practices and make data more accessible
• Engage the public and County employees
Sustainability, Infrastructure and Transportation

• Create an Office of Sustainability
• Develop a 2030 Master Plan
• Establish a climate change adaptation strategy for Baltimore County
• Create an Office of Transportation Planning with a goal of a separate
Transportation Department
• Explore establishment of a Regional Water Authority
• Develop a roadmap for re-invigorating the Department of Recreation and Parks
8 Executive Summary | Baltimore County Government: 2019 Transition Report

KEY RECOMMENDATIONS (continued)
Public Safety
• Build community trust through better community engagement, social media,
resident patrols, neighborhood watch programs, PAL Centers, bias training and
multi-lingual resources
• Strengthen regional cooperation through real-time data sharing, first responder
coordination, and joint training
• Evaluate Fire, Police, and Corrections operations; technology; and HR practices
• Strengthen services to victims of domestic violence and elder abuse
• Convene a task force to review, revise, and improve practices and procedures related
to sexual assault investigations and prosecution of allegations of sexual assault
• Tackle the opioid crisis with expanded use of Narcan and partnering with public health
agencies and providers
Health and Human Services

• Create a health care blueprint in conjunction with a new Baltimore County
Healthcare Commission
• Conduct a data-driven assessment and potential restructuring of health-related
County departments
• Expand the collection of data focusing on health and service disparities
• Appoint an Opioid Strategy Coordinator
• Assess services for vulnerable populations, particularly older adults
Job Creation and Economic Development

• Establish an Economic Development Commission
o Create an economic blueprint
o Design an anchor strategy
• Expand employer-driven workforce strategies
o Explore creation of a workforce intermediary
o Expand Job Connector, strategies for at-risk youth and summer programs
for high school students
• Support policies that preserve quality jobs
• Develop an Integrated Tourism and Arts strategy
• Design an overarching strategy for neighborhood stability and revitalization
o Restructure County departments
o Support community development corporations
• Take actions that leverage the County’s high-quality housing stock to ensure
a diverse and sustainable housing portfolio

Education
“
Every family deserves the opportunity to achieve
economic stability and security. A robust and
dynamic education system is the foundation to
that stability, but it’s only the beginning. With a
world-class education system, we’ll build a better
Baltimore County.
- County Executive Johnny Olszewski

Education
A ll students in Baltimore County deserve access to educational opportunities that

provide them with the tools they need to learn, become engaged residents, access
learning opportunities beyond high school, and succeed in the workforce.
Baltimore County has a solid foundation, starting with a strong P-20 system of educational
partners. Of the $3.6 billion budget for FY 2019, nearly half (49 percent) is invested in
education.
Although there is much to be proud of, gaps and obstacles remain.
The County has many aging and overcrowded school facilities. There is a need for more
pre-K and early childhood opportunities. For some students across the County, there is
inadequate access to nutrition and school-based meals. There are challenges with teacher
recruitment and retention, and with racial and other disparities in education outcomes and
discipline practices.
Innovative, data-driven approaches and additional investments are needed to overcome

these challenges.
Early Childhood Education

Studies have consistently shown that children who attend pre-school earn higher wages,
commit fewer crimes, are more likely to hold a job, and are more likely to graduate from
high school. Investing in education at all levels has an immense return on investment. The
National Forum on Early Childhood Policy and Programs found that high quality early
childhood programs can yield a $4-$9 return per $1 invested.1
K-12 Education
In Baltimore County Public Schools, over 40 percent of the students live in poverty.
Baltimore County, therefore, needs a data-driven strategy with a whole-child approach
to fight poverty, improve student health, and improve academic outcomes.
School capacity is another looming challenge. According to the report titled “BCPS High
School Capacity and Conditions Study: Community Outreach Study,” submitted to
Baltimore County Public Schools by the Sage Policy Group in December 2018, over the
next decade, there will be 1,700 more students in Baltimore County high schools than there
are seats. Towson High School, for example, is already 30 percent over capacity, and it will
be 50 percent over capacity within five years. Several high schools need to be replaced, while
others need significant modernization.
1
https://www.impact.upenn.edu/our-analysis/opportunities-to-achieve-impact/early-childhood-toolkit/why-invest/what-is-the-return-on-in-
vestment/
Baltimore County Government: 2019 Transition Report | Education 11

The average salary of a Baltimore County teacher is less than all but two counties out of the
big seven in Maryland. Baltimore County teachers earn an average salary of $69,627.
By comparison, in top-performing school districts Montgomery and Howard counties,
teachers earn average salaries of $81,823 and $75,274, respectively.2
Nationally, the average student-to-teacher ratio is approximately 16:1. The average student to
teacher ratio in Maryland is slightly below that national average at 15:1. Although Baltimore
County’s average student-to-teacher ratio comes in at the national average of 16:1, this
statistic is misleading because class sizes vary widely throughout the County, and can top
well over 30 students.3
The County is also woefully behind on hiring social workers, counselors, and school
psychologists. For example, Baltimore County provides, on average, one social worker
for every 1,176 students—the recommended ratio is 1:250.4
Connecting High School to College and Careers

When it comes to connecting high school students to college and careers, Baltimore County
high school students benefit from the partnership between BCPS and the Community
College of Baltimore County (CCBC). The collaboration provides high school student with
early access to college-level coursework. This past year, 2,600 high school students enrolled
in college-level courses, offered either on site at the high school or at one of the college’s
campuses. Through a special arrangement with the School Board, CCBC offers four college
classes tuition free to qualified high school juniors and seniors, enabling these students to
earn the equivalent of their first semester in college at no cost to their families.
INNOVATIVE APPROACHES
Early College Programs

Baltimore County Public Schools and the Community College of Baltimore County have found
innovative ways to provide access and opportunity to County high school students. These two
educational partners have collaborated to establish the Woodlawn Early College High School and
the Pathways to Technology (P-Tech) High School at Dundalk/Sollers Point High School. Both of
these initiatives enable high school seniors who enroll in these programs to graduate with both a
high school diploma and an associate degree from the Community College of Baltimore County.
2
http://www.marylandpublicschools.org/about/Documents/DCAA/SSP/20172018Staff/20172018SalarySchedules.pdf
3
https://www.publicschoolreview.com
4
https://www.socialworkers.org
12 Education | Baltimore County Government: 2019 Transition Report

Baltimore County Public
Schools at a Glance
Size: 25th largest school district in the country;

third largest in Maryland
Budget: $1.63 billion for FY 2019
Number of schools,
programs, and centers: 174
Number of employees: 17,731, including 9,202 teaches
Number of students: 113,814
Student demographics by 39.4 percent black, 37.4 percent white,

race: 10.5 percent Hispanic, and 7.2 percent Asian
Percentage that receives

special education services: 13.4%
6.7%, up from 3.9% five years ago. Since October 1, 2018,

Percentage of English
language learners: more than 900 new students have enrolled in BCPS; 710 of
them spoke English as their second language.
Students come from 116 countries and speak 97 different

Number of languages
spoken by BCPS students: languages. The most common is Spanish, with the second
most common being Yoruba, a language from Nigeria.
Percentage eligible for free

or reduced-priced meals: 43.8%
Sources: (1) Baltimore County Public Schools and (2) Bowie, Liz. “Baltimore County schools are rapidly adding
students. More than half are immigrants or speak another language.” The Baltimore Sun 7 Feb. 2019.

RECOMMENDATIONS
Funding
1. Partner with the State to meet the County’s • Require that Breakfast After the Bell
need for school funding, including funding be served in all of those eligible schools
for school construction and renovation,
teacher salaries and school resource staff, 5. Promote a positive school climate that serves
operations and programs, for K-12 and the whole child and meets the social and
community college opportunities emotional needs of all students
• Promote an inclusive process to consider • Support programs that aim to reduce
how to prioritize funding needs stigma and discrimination associated with
• Create a long-term strategic plan for race, ethnicity, disability, sexual
the capital budget that encourages orientation, and immigration status
transparency, accountability, and greater • Allocate sufficient funds for the district
community input throughout the process to adopt evidence-based models and to
provide ongoing training so the models
2. Support the Kirwan Commission’s mission by are implemented with fidelity
educating the public and encouraging our
County’s legislative delegation to make funding 6. Implement comprehensive student discipline
education in Baltimore County a top priority programs that aim to:
• Decrease suspensions and expulsions
Ensuring Equity • Reduce disproportionate school exclusion
for students of color and students with
3. Use an equity lens when developing the
disabilities
policies, practices, and funding related to
• Improve school climate and assist in
the school system
classroom management
• Ensure that all students have the same
opportunities to learn and to access the 7. Meet the needs of special education students
non-academic services and support they through appropriate curriculum, support
need to focus on academic studies services, and interventions
• Given the digital divide and 21st century
expectations, explore ways to provide 8. Encourage the expansion of dental, optical,
devices and internet access to students in and other health services in our schools by
a fiscally responsible and evidence-based partnering with existing County programs,
approach exploring opportunities for public/private
• Support Baltimore County’s growing partnerships, and taking advantage of all
population of English Language Learners, reimbursement opportunities under Medicaid,
including ESOL educators, bilingual staff, in coordination with the County and State
translators, transportation for extra- Health Departments
curriculars, and professional development
opportunities for teachers and staff
working with ESOL students
Engaging Communities
9. Improve the public’s confidence in our school
Focusing on the Whole Child system by partnering with BCPS to share
4. Expand the number of Hunger-Free Schools5 information regarding student achievement,
through the federal Community Eligibility system operations, and the state of school
Provision (CEP) to all 50 eligible schools climate
5
Hunger-Free Schools offer breakfast and lunch at no charge to all students at qualifying schools. Only four schools in Baltimore County have
implemented this program
14 Education | Baltimore County Government: 2019 Transition Report

RECOMMENDATIONS (continued)
Supporting Teachers
10. Expand the number of community schools 6
and School Personnel
while allowing flexibility in meeting the needs 15. Ensure that teachers and students have
of individual communities7 adequate levels of support from staff such as
social workers, school psychologists, counselors,
11. Build on existing parenting support programs translators, classroom aides, etc., including
such as the Judy Centers and BCPS’ Parent staff who are bilingual
University to support earliest learners, starting
at birth 16. Bolster teacher retention and recruitment
through a variety of methods, including but
Connecting to Careers not limited to, increasing salaries, providing
12. Expand and enhance students’ access to high quality professional development,
post-secondary career-building opportunities. expanding the peer review program, and
• Increase BCPS CTE and pre-apprenticeship decreasing class sizes
offerings and apprenticeship opportunities
prior to high school graduation, particularly 17. Ensure competitive pay to attract highly
for in-demand industries qualified candidates for professional support
• Expand existing programs, including positions
vocational and technical schools, and
certification programs, and community Looking Beyond the
college offerings through Early College
Access Initiatives and Diploma to Degree
Traditional Classroom
programs, Early College High School at 18. Develop a universal early childhood education
Woodlawn and Pathways to Technology program that could include public-private
(P-Tech) at Dundalk and Sollers Point High partnerships
Schools
• Expand access to the College Promise 19. Explore development of summer opportunities
program by increasing annual family that combine half-day academic programs
income eligibility to $80,000 and through BCPS with other enrichment and
exploring other eligibility changes that extra-curricular activities offered by community
benefit working families and nonprofit partners
13. Expand existing summer employment 20. Hold summer school classes closer to the
opportunities for County high school students, beginning of the school year to offset students’
modeled after successful programs such as summer learning loss and ease their transition
YouthWorks into the new school year
14. Support community college Cade8 funding 21. Evaluate and expand transportation options to
formula at the state level enable all students to have greater access to
special academic opportunities such as early
college and magnet schools and to various
after-school activities
6
Community schools bring together many partners to offer a range of supports and opportunities to children, youth, families, and communities.
Parkville High School has nearly 900 students in severe poverty, 300 of whom depend on SNAP benefits; 143 are currently identified as homeless.
The Student Support Network partners with school staff to provide basic items for students and funding for specific programs and projects.
7
See the NEA Toolkit: https://www.nea.org/communityschools.
8
State funding of community colleges is based on the Cade funding formula, which provides not only community colleges with predictable
support for operations, but also students with tuition they can afford. The intent of the formula is that community college costs be divided
equally between the state, local government, and students.

Diversity, Inclusion,
and Quality of Life
“
Our diversity is our strength in Baltimore County.
We will continue to strive for more inclusionary
practices and policies so that every resident enjoys
a high quality of life.

Diversity, Inclusion,
and Quality of Life
D iversity is one of Baltimore County’s greatest strengths, and it is imperative for County
government to demonstrate a core commitment to advancing inclusion and equity
practices that strengthen our communities. Residents should have access to the same
opportunities and quality of life regardless of race, ethnicity, gender, sexual orientation
or identity, country of origin, religion, or physical or mental abilities.
Advancing the principles of diversity and inclusion should be considered as a part of every
decision made by Baltimore County government. Currently, the County does not have a
dedicated leader or office to assist in the advancement of diversity and inclusion within
County government and across our communities. There should be a renewed focus on
meeting the needs of all communities and populations across the County, particularly those
who have been traditionally underserved.
To start, relevant stakeholder organizations, representing a variety of communities and

groups, should be engaged in community conversations. This is a first step in gaining greater
insight into what needs are not being met, where resources are needed, and whose voices are
not being heard.
Equity and Empowerment Lens

In addition to providing vital services to residents, Baltimore County government is also an
economic engine for the region, employing more than 8,000 general government employees
and spending $3.6 billion annually in operating expenses. However, these employment and
procurement opportunities are not necessarily equitable. One way to address this disparity
is for Baltimore County to conduct the business of government through an equity lens.
This lens should not be limited to proposals or policies; it should be a way to look at human
resources decisions and the budget process, and to review decisions to ensure the County is
inclusive and equitable in its operations.
Although there are many minority- and women-owned businesses in Baltimore County,
many have expressed challenges getting added to the preferred vendors’ list—with inclusion
criteria remaining unclear to these businesses. Currently, most awards are given to the lowest
bid on projects. Instead of a “low bid only” approach, the County should consider also
creating more access points for MBEs/WBEs, and/or Baltimore County-based companies.
Finally, the Small Business Resource Center offers very useful information, but it is being
underutilized by small businesses throughout the County. Baltimore County should examine
ways to expand its reach.
Baltimore County Government: 2019 Transition Report | Diversity, Inclusion, and Quality of Life 17
Quality of Life
Fostering diverse, vibrant communities in all areas of the County requires collaboration between
County government and many partners.
To meet the needs of all Baltimore County residents, there must be a new focus on leveraging
and connecting the government with nonprofit and private sectors, and growing a much deeper
network of nonprofit organizations in Baltimore County. Doing so can create new strategies
for addressing the needs of our aging neighborhoods and main streets. These organizations can
mobilize residents, small businesses, volunteers, and institutions to create block-by-block changes;
support local retail and launch new businesses; and build community capacity to solve problems.
They can also help deliver specific, replicable programs to address financial stability, increase
home ownership, address family stability, change the built environment to impact quality of life
in neighborhoods, facilitate aging in place, and impact the social determinants of health.
Baltimore County
Population
29.3%
6.7% Non-Hispanic Black
Non-Hispanic 243,721
Asian/Pacific Islander
55,403 5.5%
Hispanic
45,895
0.3%
Non-Hispanic
American Indian 58.2%
2,616 Non-Hispanic White
484,833
Source: Maryland Department of Health, Vital Statistics Report 2017
18 Diversity, Inclusion, and Quality of Life | Baltimore County Government: 2019 Transition Report
RECOMMENDATIONS
Diversity and Inclusion Quality of Life2
1. Establish an Office of Diversity and Inclusion, 4. Public Spaces: Conduct an audit of public spaces
within the County Executive’s Office, to address and facilities, including community centers and
barriers to access and resources throughout the fields to identify better uses and access for all
County and within County government residents
• Develop an equity lens for use in decisions
across County government including hiring, 5. Create a Commission on Volunteerism
contracting, and purchasing
• Employ best practices for ensuring Baltimore 6. Increase engagement with nonprofits and
County government reflects a diverse community associations
workforce and is an inclusive workplace • Leverage partnerships with the nonprofit and
• Use a data-driven approach to assess the philanthropic communities
resource and access needs of traditionally o Create an asset map of Baltimore County’s
underserved communities nonprofit organizations
o Engage communities about unmet needs. o Provide capacity building and board
o Use data-driven special projects to show support for homeowner associations and
progress and foster buy-in community associations
• Build bridges between communities across o Establish a Grants Coordinator in the
the County Executive’s Office to seek resources
• Create a multi-cultural Advisory Board to in coordination with County departments
help foster community trust in government, and nonprofit partners, including community
particularly with public safety departments associations
• Identify and map out strategies for greater
economic inclusion for County residents 7. Forge a tangible and sustained partnership with the
using best practice resources such as the Baltimore Community Foundation (BCF)
recent report by the Baltimore Integration • Create pathways to significantly increase direct
Partnership1 and indirect investments of the BCF into
Baltimore County’s needs and opportunities
2. Develop a County certification process for • Work together to expand and support
MBE/WBE neighborhood organizing, community association
• Articulate clear guidelines on how vendors capacity-building, and regional collaboration
are chosen • Identify, leverage, and catalyze public, private,
• Re-examine the goal of 15 percent for both and philanthropic investments that expand
women and minority vendors opportunity and improve quality of life for
Baltimore County residents in areas or issues
3. Raise the profile of the Small Business identified for special projects
Resource Center • Collaborate on a regional advocacy agenda,
particularly as it relates to expanding access
and opportunity for all
1
https://baltimorepartnership.org/wp-content/uploads/2018/06/BIP_EconomicInclusion_FullReport_ReducedFileSize_06202018.pdf
2
Many of these Qualify of Life issues are discussed in greater detail in other sections of this report. For a robust discussion of
Recreation and Parks, please see the Sustainability, Transportation, and Infrastructure section of this report. For recommendations
on revitalizing neighborhoods, see the Job Creation and Economic Development section.
Baltimore County Government: 2019 Transition Report | Diversity, Inclusion, and Quality of Life 19
Government Reform
and Innovation
“
It’s time to bring all of Baltimore County into
the 21st-century. We will set the standard for
transparent, accessible, and connected
government. We will modernize our government
so that we better measure where we really are,
where we want to go, and how we get there.
Baltimore County Government:

Diversity,
2019Inclusion, and
Transition Quality of Life |
Report 20
Government Reform and Innovation
L ocal government should be transparent, connected, and accessible.
To transform Baltimore County, the Olszewski Administration should follow these principles as they restructure
County operations, improve services, and create a budget from the ground up. To stay connected, the new County
Executive should take a proactive role in engaging communities across Baltimore County. This work has already
begun with the restructuring of the County Executive’s outreach and constituent services team, and with
well-attended town hall meetings across the County.
Government reform and innovation lay the groundwork for all other policy and program recommendations
in this report.
Budget formulation is a key element of reform. In the past, the mechanical calculation of a spending ceiling for the
spending affordability process has failed to provide a sufficiently accurate and comprehensive understanding of the
County’s financial position. And transparency is critical in this space. In years past, the budget formulation process
has been incremental and “top down.” The public has been historically excluded from participation. Further, the
budget document is not user-friendly; its length, organization, and style overload a typical resident reader with too
much information. The budget documents, both capital and operating, have outdated performance measures at best.
And when it comes to reform, time is of the essence. Although Baltimore County has maintained a AAA bond rating
for years, the current outlook for the County’s bond rating is negative, and the County is in danger of a downgrade.
Collaboration is also an essential element of reform. In recent years, cross-departmental sharing has been sporadic
at best. Internal leaders have indicated a lack of consistent department-head meetings across the agencies, preventing
them from being coordinated and working in concert. The County has also not been efficiently organized to respond
in a timely and effective manner to constituent concerns and ideas.
Data-driven management is critical for both innovation and reform. At the core of every innovative public sector
team is the value that data is a strategic asset. The County must build on existing efforts to create a County-wide
data strategy with a focus on inventory, governance, privacy, and open data.
Engagement is another core tool. The County should create an environment that welcomes and rewards problem
solving, openness, and fresh thinking. To encourage innovation, Baltimore County needs a process that engages
and leverages the ideas, insights, and energy of both its employees and residents. Through this process, both internal
and external stakeholders can become collaborators and contributors.
Internally, all Baltimore County employees should share a vision for success and be clear on the role that their
contributions play in achieving the County’s goals. With a clear sense of progress toward that vision, employees will
feel valued and be able to prioritize their efforts, enabling them to be ambassadors both within the organization and
among the community.
To do this, leadership must define attainable,understandable goals and outline how progress will be measured.
The County should leverage tools like internal town hall meetings and the intranet to keep employees informed
and engaged. They should be able to check the departmental websites and see a dashboard with key data points
measuring success. Without knowing how the County is faring, employees cannot adjust their priorities or work
together to alter departmental processes.
Baltimore County Government: 2019 Transition Report | Government Reform and Innovation 21
Externally, engagement can strengthen communities,
nurture leaders, and create a more transparent style
INNOVATIVE APPROACHES
of government. It can create a sustainable feedback
Liberty Road Community Council, Inc.
loop, not only allowing residents to be a source of ideas
and innovation, but also providing a mechanism for Strong neighborhood associations can serve
accountability and reporting. Baltimore County should as an important and vital link between County
employ a range of community engagement techniques residents and County government. The Liberty
including social media and in-person information Road Community Council, Inc. (LRCC) is one
sessions to engage with residents and community such organization. LRCC also provides start up
stakeholders. The County has a number of strong advice and ongoing support to new
neighborhood associations that can serve as the neighborhood groups. Assistance ranges from
backbone of this effort and provide guidance on how building email lists to connecting new
to allocate funds, understand cultural issues, and neighborhood leaders with County departments
develop partnerships within the community. to help resolve issues and address complaints.
The LRCC model also includes facilitating
Data platforms, specifically, can offer Baltimore neighborhood volunteer projects at local
County residents the chance to actively engage in their schools and senior centers and encouraging
communities, enabling them to quickly retrieve data,
residents to testify at public hearings.
instantly submit forms, and quickly find information
they need. A comprehensive communications strategy
—email, social media, town hall meetings, newsletters,
informational sessions—is an essential component of
community engagement.
REVENUE VS. EXPENDITURE
22 Baltimore County Government: 2019 Transition Report

RECOMMENDATIONS
Modernize the Budget Process Create County-Stat, a County-wide
1. Prepare a residents budget to provide a more performance management program
understandable and accessible version to 6. Create an internal performance program that
Baltimore County residents focuses on the creation of goals, measurement,
and alignment of data to outcomes, creating
2. Develop an effective and transparent method accountability for all stakeholders on the
for making smart, data-informed, cost-effective outcomes that mean the most
budget allocations • Create an executive team to own and
manage a process that engages all the right
stakeholders (HR, OBF, OIT, departments)
3. Begin budget preparation by discussing with
• Build performance routines through regular
the Council the quality of the County’s services
convenings that invoke the use of data and
to its residents, the adequacy and competitiveness
that shape how decisions are made in
of the County’s revenues, and the County’s government
overall financial position • Align the performance management
program with policy and legislation
Modernize Data Practices

4. Establish a cross-disciplinary oversight body, led Create a Comprehensive
by the County Executive’s Office, to shape the Engagement Strategy for All
collection and dissemination of data and ensure
7. Encourage internal engagement:
that data work is aligned with key priorities • Define attainable goals
• Conduct a County-wide data inventory • Communicate on a regular basis
• Consider hiring a Chief Data Officer or • Track overall progress
Chief Analyst within the County Executive’s • Share data with employees
office
8. Facilitate external engagement by creating:
5. Create a County-wide data governance policy • Platforms for innovation and engagement
that includes standards for the quality and • A comprehensive communications strategy
maintenance of open data, its public release, • Resources and success metrics
• Training and best practice sharing for
and calls to action for public engagement
neighborhood organizations
• Ways to empower residents with decision-
making power
Baltimore County Government: 2019 Transition Report | Government Reform and Innovation 23
Sustainability,
Infrastructure,
and Transportation
“
As our County continues to grow, we must balance
growth with conservation. Modern businesses
demand modern infrastructure. It demands
a transportation system to get workers and
consumers to the front door. It’s time to think
smarter about development and commit to a
greener Baltimore County.

Sustainability, Infrastructure,
and Transportation
Sustainability
Sustainability requires meeting the needs of the present generation without compromising the
physical environment or the ability of future generations to meet their own needs. Baltimore
County has limited land resources, possesses extensive shorelines vulnerable to flooding, and has
a unique combination of rural and highly urbanized areas. To preserve its environment rich in
natural resources, Baltimore County needs an integrated cross-departmental approach to
sustainability starting with an innovative, comprehensive plan that engages and educates the
community, sets aggressive goals, and guides all departments.
Baltimore County can become more sustainable, starting with a retooled Department of
Environmental Protection and Sustainability to formulate and champion sustainability initiatives.
Ambitious goals are needed to significantly increase production and use of renewable energy,
including all new and renovated County facilities as well as new incentives for County businesses
and residents.
Baltimore County should also have an aggressive timeline to implement a comprehensive,

long-term plan to improve conservation recycling and solid waste management efforts.
Land Use
Continued conversion of open space to development combined with strong storm events
(i.e., heavy rainfall and flooding) have made land use planning a critical component of
sustainable development. A decision-making process that evaluates and balances social,
economic, and technical factors is required. The County’s Master Plan calls for smart growth
that values long-term sustainability over short-term gains. It seeks to avoid sprawl and advocates
for compact, transit-oriented, walkable, bicycle-friendly urban communities with neighborhood
schools, open space, and mixed-use development that offers a wide range of housing choices and
access to good jobs. However, these goals were not always met in specific developments.
Budgetary constraints and competing priorities have impacted the functions of the Planning
Department over time. The Department should be the leader in land preservation and
sustainable development, including revitalization of older communities. There are many factors
that play into this planning process. For example, the County’s Urban-Rural Demarcation Line
(URDL) needs to be maintained. The URDL protects rural and forested land by directing new
development to infill in existing communities with public water and sewer. However, increasing
density creates new challenges: traffic congestion, aging and inadequate infrastructure, lack of
open space inside the URDL, crowded schools, and other community facilities.
Older “inner ring” suburban communities are facing economic and social challenges that need
to be addressed for them to be sustainable and attractive in the future. The Department of
Community Conservation, which was created in 1994 to promote economic and social
revitalization in these older communities, was an excellent tool. But due to budget constraints,
it was scaled back and its functions were transferred to the Department of Planning.
Baltimore County Government: 2019 Transition Report | Sustainability, Infrastructure, and Transportation 25
Transportation
A healthy and sustainable Baltimore County requires an integrated transportation plan that connects
population centers within the County and connects them with Baltimore City and other neighboring
jurisdictions through regional planning.
Currently, the Department of Public Works includes the Bureau of Traffic and Highways. There is
very little capacity for transportation planning and nearly all resources are devoted to managing
existing assets. A comprehensive plan should connect more people to jobs; reduce energy
consumption and air pollution; and make Baltimore County more livable, walkable, and sustainable
by setting resiliency goals to mitigate damage and accelerate recovery from catastrophic events.
Infrastructure
Keeping up with infrastructure needs is critical, but the County currently lacks a sustainable
source of funds for such maintenance. Recent storm events and flooding have proven that water
can easily overwhelm County systems, with recovery time proceeding more slowly than desired.
Baltimore County needs a robust intergovernmental resiliency strategy that incorporates smart
technology and allows it to rebound rapidly after storms.
The Department of Public Works is responsible for capital and operational improvements for
water/wastewater, transportation, storm drains, and solid waste. In addition to budget constraints,
the Department faces some immediate challenges due to recent record rain events, loss and lack
of financial staff, and loss of institutional knowledge as long-time staff retire.
With regard to water and sewer utility rates, the City of Baltimore is increasing its rates to meet
the capital expenditures for the future. Baltimore County is also replacing or rehabbing pipes
and pump stations under the Consent Decree and non-Consent Decree work. These assets need
maintenance and implementation under a proactive asset management system that requires
additional revenue.
Currently, solid waste funding comes from the general fund, but alternative dedicated funding
sources should be considered in order to make the operations of landfill, garbage collection,
recycling, and street sweeping more sustainable in the County.
Climate change, torrential rain, and flooding are increasingly becoming problems in Baltimore
County. Maintenance and construction of storm drains, outflow structures, and culverts, as well
as implementation of green stormwater infrastructure strategies, will likely require a separate
source of funding.
26 Sustainability, Infrastructure, and Transportation | Baltimore County Government: 2019 Transition Report
Engagement and Transparency
Communities have an intimate and unique relationship with the areas affected by
development. They take pride in their communities and can offer insight into projects
that others may have overlooked. More could be done to foster and support the
authenticity of places instead of making all spaces more similar. When community
members feel ownership of a project and the process that produced it, they may become
its greatest supporters.
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RECOMMENDATIONS
Sustainability
1. Create an Office of Sustainability, either in the • Promote the construction of LEED-certified
County Executive’s Office, or the Department of buildings
Planning. This Office should: • Set an ambitious goal for purchasing
• Engage the community in developing a renewable and clean energy for County
sustainability strategy purposes
• Identify sustainability challenges and goals
• Oversee coordinated efforts among relevant
agencies to establish new initiatives and best
Land Use
practices and establish metrics for 5. Update the County’s Master Plan into an
accountability overarching Master Plan 2030 that focuses on
• Educate residents on the rationale and sustainable development issues, many of which
importance of these initiatives will exceed the 2030 horizon, and provides clear
• Update the County website to provide easy guidance for communities, departments, and
public access to information about developers
sustainability initiatives, development • Ensure active engagement of all sectors of
proposals, and related pending legislation the community
• Involve the public in the achievement of • Ensure that community plans are consistent
these goals and report on progress with the Master Plan
• Establish a Sustainability Advisory Group • Ensure that development is consistent with,
to ensure accountability and adheres to, community plans and the
County Master Plan
2. Develop and apply a ‘sustainable development’
screen for capital projects under review 6. Update and/or create community plans for all
sectors of the County that reflect local community
3. Build resiliency into all County projects and as part identity
of the criteria for private development and make
resiliency part of the County’s funding criteria 7. Seek Sustainable Community designation for
targeted areas in order to access state resources
4. Establish bold and transparent energy and
efficiency goals for the residents, businesses, and
8. Monitor and report progress on Master Plan and
government of Baltimore County
community plan implementation
• Build a database of energy usage in
• Establish oversight committees or use the
government buildings
Planning Board to monitor
• Ensure that County departments collaborate
and establish best management practices
9. Climate Change:
using best available technologies
• Establish a climate change adaptation strategy
• Set measurable benchmarks for increasing
for Baltimore County in partnership with
renewable energy use, track these, and report
federal, state, and regional entities to protect
them to the public to ensure accountability
the County’s coastline, the Chesapeake Bay,
• Increase incentives for the adoption of
and other assets
renewable and clean energy practices and
• Use existing data and GIS to identify those
efforts by nongovernmental entities
areas most vulnerable to rising sea levels and
• Evaluate how government property and
flooding due to climate change, including
buildings can accommodate solar panels
inland waterways and built communities with
• Increase weatherization and other efforts to
extant flooding problems
help residents conserve energy
• Strengthen enforcement of sediment and
erosion control laws and regulations
Land Use (continued) • Strengthen and expand the Land
10. Assess the state of smart growth policies and Preservation, Parks and Recreation Plan
refine them as they relate to community to include a more detailed green
revitalization and fiscal, environmental, and infrastructure plan for both sides of the
social sustainability URDL
• Protect land on the rural side of the URDL
11. Develop a system to prioritize resource for agriculture, forests, watersheds, and
allocation that reflects social, economic, and recreational trails
environmental goals • Support organizations and efforts to
preserve environmentally sensitive and
12. Improve developments through targeted active open space land within existing
incentives where the greatest needs exist or communities on the urban side of the
where investment has the greatest positive URDL
impact • Draw up robust operation and
maintenance plans for green
13. Engage the residential and business infrastructure
communities early in the planning process.
• Give communities the benefit of County 20. Update the Open Space and Landscape
departmental evaluations. Manuals to require protection and maintenance
• Strengthen the Community Input Meeting of existing trees and forests, and to increase the
Process urban tree canopy
• Focus on making urban communities
14. Strengthen local codes by adopting LEED more livable by restoring stream health,
Design Standards or Green Codes for higher- adding trees and open spaces, and
density residential and nonresidential adding trails and pathways
development to reduce energy, water, and other • Ensure that infill development and
resource consumption redevelopment enhance natural amenities,
connect to green infrastructure, and
improve stormwater management
15. Review the development regulations and alter as
• Elevate the evaluation of soils in planning,
necessary to establish sustainable development
development review, and preservation
best practices
efforts
• Limit the granting of variances and special
16. Explore ways to strengthen the storm water
exceptions that reduce key elements of
management regulation beyond the state
green infrastructure on both sides of the
minimum to better handle the increase in
URDL, such as forest and stream buffers,
flooding events
specimen trees, and wildlife corridors
17. Develop public and private programs to reduce

21. Establish pollinator habitat plans for County
and replace unnecessary impervious surfaces
property that are free of herbicides and pesticides
with best management practices to reduce
pollution from stormwater runoff
22. Support efforts to ban plastic bags and
polystyrene
18. Develop a sound groundwater protection and
recharge strategy
19. Create a County-wide comprehensive green

infrastructure plan
Transportation Infrastructure
23. Incubate a new expanded Transportation 28. Evaluate County water rates considering the City
Planning function within DPW initially, and increases to ensure water/wastewater operations
create a new Department of Transportation are sustainable
as the function evolves and funding is available
• Take a regional approach to 29. Cooperate with adjacent municipalities to discuss
transportation the possibility of creating a regional water and/or
o Employ a transit/traffic person in DPW sewer authority to improve system maintenance
• Prioritize transit to connect people to jobs and distribute costs more efficiently
• Refine and implement a Bicycle and
Pedestrian Plan and consider appointing 30. Establish appropriate metrics and prioritize projects
a Bike-Ped administrator using an Integrated Planning Framework to select
• Establish a Complete Streets policy and projects that present maximum social, environmental,
program to address all facets of and economic benefits to the County
transportation
31. Establish community or area-wide storm drain and
24. Create a pilot circulator system, starting with the stormwater management plans to mitigate flooding
Towson area, to serve residents, businesses, the
government, and institutions
32. Improve coordination between the County and
utilities to ensure efficient scheduling and completion
25. Support the Regional Transit Plan with a special of utility and road work
focus on connecting the West and East sides of
the County and partnering with Baltimore City
33. Streamline the process for cleaning debris from
bodies of water, and for repairing and replacing storm
26. Ensure that all new job centers connect with drains, outfalls, and culverts
transit and provide support for ‘last mile’ • Provide information on the County website so
connectivity, reverse commuting, and partnering that the timing and location of efforts can be
with companies to support these changes identified
27. Participate meaningfully and actively in the 34. Employ CitiWorks or a similar information technology
Baltimore Metropolitan Council platform for asset management
35. Meet MS4 permit requirements with a more stable,

dedicated, and predictable fiscal mechanism
36. Establish permanent green infrastructure as the

County builds and rebuilds gray infrastructure
Recreation and Parks
Structure and Operations
37. Develop a roadmap for re-invigorating the 44. Ensure that capital projects track the priorities
Department of Recreation and Parks. Evaluate identified by the public, address high priorities
functions and staff that were removed/ first, and provide equitable distribution of scarce
transferred from the Department in recent years funds
and determine what should be returned • Evaluate expenditure patterns and
to achieve a full, functional department determine if adjustments are needed to
ensure priority maintenance and other
38. As Board seats become available, consider needs can be addressed and that state and
candidates with contacts and skills related to local funds are being put to optimum use
business, philanthropy, tourism, public relations,
and fundraising 45. Ensure that park facilities adhere to the following:
• Signage advertising park events complies with sign
39. Conduct a needs assessment for all parks and regulations and does not cause clutter or impair
facilities, as well as the scope and quality of sight lines
programs across the County to assess equity and • Outdoor lighting at parks is turned off when
establish priorities for enhancements facilities are not in use
• Maintenance requests are handled in a timely
40. Investigate funding levels and sources for manner
recreation and parks in other Central Maryland
jurisdictions
Engagement Opportunities
41. Compare the County’s open space regulations to
46. Identify opportunities for public/private partnerships
those of other jurisdictions and propose
to generate financial and/or in-kind support for critical
amendments to more effectively build an open
park maintenance and improvements
space network inside the URDL that enhances
• Create an ad hoc committee of business leaders
walkability and access to green space in all
and professionals to explore these partnerships
communities
47. Ensure that staff working directly with volunteers have

42. Collaborate with DEPS on forest planting, stream
the skills and temperament to effectively engage, support,
restoration, and other projects to improve
and utilize the many volunteers that are an essential
environmental quality in community green space
component of park facilities and programs
• Work to instill a customer service-oriented mindset
43. Restore/enhance public outreach and
participation in development of the state-
48. Plan promotional events:
required Land Preservation, Parks and
• Thank and solicit input from nature councils,
Recreation Plan
rec councils, and other park volunteers
• Celebrate parks and showcase community and
business support
Public Safety
“
Everyone who lives and works in Baltimore County
deserves a safe community. Providing the appropriate
and necessary resources for our police department
and first responders will continue to be a priority
under my administration. Through a renewed focus
on community policing, crime-prevention, and
data-driven programs, Baltimore County can become
a model jurisdiction for public safety.

Public Safety
A ll residents in Baltimore County deserve to feel safe in the communities where they live,
work, and play. Public safety is paramount—a critical responsibility for those elected to
serve—and must remain a key priority under the Olszewski Administration. This entails not only
providing the appropriate and necessary resources for public safety personnel, but also continuing
efforts to build community trust through transparent processes and diversifying the public safety
workforce to more adequately represent the demographics of the County.
Baltimore County has steadily increased positions within the Baltimore County Police
Department (BCPD) over the past number of years, with 2,557 projected by the end of FY 2019.1
Recruiting and retaining qualified individuals in an increasingly competitive environment, while
planning accordingly for vacancies due to retirements, is essential for meeting the needs of
Baltimore County’s diverse and growing population.
The County’s workforce should reflect its diversity. Baltimore County must continue to make
progress in this important area, identifying underrepresented populations and pursuing targeted
recruitment strategies, including the Cadet Program in partnership with the Baltimore County
Public School System.
Building community trust is critical, especially during this time of strained relationships between
police and the communities they serve. In response to the 2015 legislation regarding the use of
body-worn cameras (BWC)—designed to improve public safety, increase transparency, reduce
complaints, and aid in judicial proceedings—Baltimore County has since completed the roll-out
of the BWC program, equipping more than 1,400 of its officers.
A discussion on ensuring the public safety of Baltimore County residents would not be complete
without addressing the growing opioid crisis in the area. According to data from the Baltimore
County Police Department, white males ages 20-29 are the most common victims of overdoses.
People from all socio-economic classes are affected, and there has been an observed increase in
fatal overdoses among the 40+ population. In 2018, there were 1,481 nonfatal overdoses and 313
fatal overdoses in Baltimore County.2 More than half of all fatal opioid overdoses in Baltimore
County involve fentanyl, a synthetic opioid that is 50 times more powerful than morphine.
Throughout 2018, Naloxone was administered 284 times with consistently successful results.3
The drug is now maintained in every police patrol vehicle and various specialized units. Autopsy
results are tracked, and data are shared with County partners; however, the challenges of the
opioid epidemic—the physiological dependency, the changes in the chemical structure of
synthetic opioids, and the sheer volume of overdose incidents—remain.
1
This number includes both sworn and unsworn personnel.
2
These are unofficial figures provided by the Baltimore County Police Department.
3
This figure refers to the number of times Naloxone was administered by the Baltimore County Police Department.
Others in the community also administer Naloxone.
Baltimore County Government: 2019 Transition Report | Public Safety 33

Overdose by Sex and Race
White White Black Black White White Black Black
Male Female Male Female Male Female Male Female
Fatal Fatal Fatal Fatal Non- Non- Non- Non-
Fatal Fatal Fatal Fatal
2016 147 58 34 9 675 293 75 21

2017 172 80 35 7 897 443 120 28
Source: Baltimore County Police Department
RECOMMENDATIONS
Building Community Trust
1. Conduct annual community surveys and Fire Department and develop a protocol
roundtable meetings throughout the County through which fire department personnel
attend community meetings
2. Enhance community-based social media
platforms to support community engagement Assessing and Improving Data,
Resources, and Technology
3. Keep in place the “TRUST” Executive Order
8. Continue to implement the body worn camera
promoting constitutional policing
program; review the body worn camera study
conducted 18 months ago and implement
4. Support and grow Citizens on Patrol groups recommendations as appropriate
and Neighborhood Watch Programs
9. Improve accessibility for persons who speak
5. Hold regional community association languages other than English in 911 Dispatch
meetings on a regular basis in order to by streamlining and updating technology
improve relationships and exchange • Track ethnicity and language in new data
information about public safety issues systems to assess which precincts have
the most calls with translation and need
6. Implement a language access policy, train for bilingual officers
personnel on it, provide related technology,
and hold all departments accountable to it 10. Conduct an impartial outside assessment of
• Ensure that all departments understand Fire and Police operations, technology and HR
their legal obligations and have access practices; provide these recommendations to
to telephonic interpretation and know each agency and the County Executive
how to use it
• Build on existing, well-functioning 11. Evaluate 911 response times, assess placement
call-center infrastructure and expand of resources and Automatic Vehicle Location
that knowledge to first responders in (AVL) systems, and make recommendations
the field for improvement
7. Re-establish a community outreach and 12. Conduct technology assessments of all public
education function at the Baltimore County safety agencies and make recommendations
for improvement. Publish these data
34 Public Safety | Baltimore County Government: 2019 Transition Report

13. Develop data collection systems and metrics
to evaluate the impact of all public safety
Sexual Assault
agencies 22. Convene a task force to review, revise, and
improve practices and procedures related to
14. Assess public safety equipment and make a sexual assault investigations and prosecution of
long-term plan for equipment purchases and allegations of sexual assault. The task force must:
replacement • Examine current investigation and
prosecution policies, practices, and
training related to sexual assault
Taking a Regional Approach complaints
15. Develop real-time information sharing • Make recommendations for adjustments
mechanisms between police in Baltimore to police and prosecution policies and
County and surrounding jurisdictions in practices as appropriate to align with
an effort to reduce crime national best practices
• Review training for law enforcement
officials involved in the response to
16. Explore collaborative efforts to maximize
sexual assault allegations, ensuring
impact and reduce duplication of effort,
investigations are victim-centered and
such as the creation of a joint training unit
trauma-informed
• Review data related to sexual assault
17. Adopt a regional cooperative protocol for all
investigations, ensuring proper tracking
first responders (mutual aid and information
and accountability mechanisms are in
sharing)
place
• Assess resources available for investigating
sexual assault complaints and testing
Strengthening Services old and new rape kits, and make
for Victims of Crime adjustments as necessary
Domestic Violence • Research and recommend implementation
of national best practices, including the
18. Ensure quarterly training for Domestic
International Association of Chiefs of
Violence Coordinators in the Police
Police (IACP) Trauma Informed Sexual
Department from victim service providers
Assault Investigation Training, which
provides law enforcement and multi-
19. The Domestic Violence Coordinating Council
disciplinary partners with information
should continue its work and include culturally
on the neurobiology of trauma and
specific service providers to address the needs
investigative strategies to respond to sexual
of all Baltimore County residents
assault crimes in a victim-centered,
trauma-informed manner4
20. Develop partnerships with domestic violence • Support the work of the SART (Sexual
and sexual assault victim service agencies to Assault Review Team)
improve training and operational practices
23. Partner with TurnAround to operate a hotline
21. Identify a point person for monitoring and for survivors who wish to obtain information
processing u-visa certifications within the Police about an existing case, have a complaint about
Department and State’s Attorney’s Office how their case has been handled, or wish to
have their case reviewed by the task force
4
Executive Guidebook: Practical Approaches for Strengthening Law Enforcement’s Response to Sexual Assault, https://www.policefo-
rum.org/assets/SexualAssaultResponseExecutiveGuidebook.pdf

Older Adults
24. Reconvene the Elder Abuse Work Group as 29. Increased diversity in public safety agencies,
a standing group that meets at least quarterly. including command staff, so that personnel are
The group should consider: more reflective of the community served
• Engaging in public information
campaigns 30. Develop strategies to ensure full staffing at
• Training for County staff and partners, all public safety agencies and target efficiencies
and introducing legislation to promote in the hiring process
elder safety
• Developing formal agreements among 31. Provide leadership opportunities for supervisors
partners within the group to better and commanders (i.e., FBI National Academy,
coordinate services for victims, and IACP Fellowships, PERF memberships, NOBLE,
prosecution of perpetrators etc.) by investing in professional development
• Applying for grant funds to combat to ensure continuity in leadership
elder abuse
32. Create incentives to attract bilingual public
Coordinating Criminal safety personnel
Justice Agencies
25. Foster implementation of best practices and Training
stronger collaboration between criminal 33. Assess safety and training practices at all public
justice agencies—with each other, with safety facilities and training academies and
outside partners, and regionally make changes as necessary
26. Assess and reinvigorate the Criminal Justice 34. Ensure that all public safety personnel undergo
Coordinating Council to ensure that cross- training to build trust with community
agency approaches are being implemented members, including cultural competencies,
• Assign a representative from the County de-escalation methods, and trauma-informed
Executive’s Office to assist in facilitating response
the work of this group • Provide public safety officials with access
to bi- or multi-lingual resources
Human Resources Functions
for Public Safety Personnel Targeting Pre-Trial Services,
27. Review industry best practices for hiring and Diversion, and Re-Entry
recruitment in public safety agencies, 35. Support efforts, including grant funding
incorporating such practices wherever possible opportunities, to continue collaborative review
• Solicit input directly from fire (career and of bail and pretrial supervision procedures in
volunteer) and police personnel regarding Baltimore County, with input from the
current practices and when conducting Baltimore County Detention Center, the
leadership searches County Executive’s Office, the State’s Attorney’s
• Review staffing and “business process” Office, and the Office of the Public Defender
analyses previously conducted regarding
the Sheriff’s Office and Department of
36. Use data to assess existing adult and juvenile
Corrections, and address
diversion programs/resources and their impact.
recommendations as appropriate
Build on what is working and implement
28. Develop systems to track recruitment,

applications, hiring, and demographics for all
public safety agencies, incorporating into
CountyStat
36 Public Safety | Baltimore County Government: 2019 Transition Report

Tackling Drugs/Opioids5
additional diversion programs that have a 43. Continue the use of Narcan, ensuring all public
proven track record of success of reducing safety personnel are trained to properly use it,
recidivism as well as to properly respond to situations
where individuals are experiencing substance
37. Assess existing adult and juvenile re-entry abuse and/or behavioral health issues
programs, resources, and partnerships and
their impact on recidivism 44. Public safety agencies should partner with the
Health Department, health care providers, and
Focusing on Youth community-based services providers to enhance
the support given to individuals who overdose
38. Analyze juvenile crime data to assess where
there has been an actual increase in juvenile
45. Consider medication-assisted treatment in the
arrests
detention center and prior to release, similar to
the program implemented in Anne Arundel
39. Identify youth who are at risk of becoming County’s correctional facility
victims or perpetrators of violence by
understanding risk factors; develop and
46. Ensure proper information-sharing systems
implement programs/interventions for this
are in place between the public safety agencies
population with the goal of reducing youth
and partner agencies in other agencies
violence
47. Play an active role in educating the public

40. Develop educational programs for high school
about the dangers of prescription opioids;
students to train in public safety careers –
engage in efforts to prevent people from
possible cooperative programs with community
becoming addicted to prescription opioids
college and local universities
48. Collect and share as much data on fatal and

41. Assess underserved areas and develop plans to
nonfatal drug overdoses as possible
build community centers for youth and families
42. Assess the staffing and programming of the

PAL Centers to ensure that they are working to
improve trust and connection between law
enforcement, youth, and families
5
For additional discussion on the opioid crisis in Baltimore County, see the “Health and Human Services” section of this report.

Health and
Human Services
“
Local government has the responsibility to be a
stronger advocate at the state and federal levels
in support of our residents who we see every day in
need of access to care and more affordable coverage
and medication.

Health and Human Services
I n order to become a model jurisdiction for overall population health, Baltimore County must remove barriers to
access to health care services while proactively addressing social determinants of health. Primary and preventive
care, whether delivered by Baltimore County or other entities, should be accessible in all communities. Developing
public policy through an equity lens—with consideration of race, economic circumstances, and place—and serving
vulnerable populations (i.e., older adults, individuals with disabilities, people experiencing homelessness, veterans,
and immigrants) are keys to vibrant, healthy communities.
Yet, there is currently limited access to primary care by the underinsured and uninsured in the County. The needs
of some vulnerable populations outpace the availability of and access to services.
And there are structural issues to address. Baltimore County Department of Health and Human Services was
formed in 2011 from a merger to consolidate services. The Department now has a mix of County and State
employees. The effectiveness of this consolidation is not apparent. In addition, the Department has several
disconnected databases that make it extremely difficult to aggregate and use data. On the primary care front,
the hospital Emergency Department is often the path of least resistance and it has become the catch-all for
dysfunctional systems. The Emergency Medical System has become overwhelmed by behavioral health patients.
Fortunately, Baltimore County is part of a larger health care delivery system in the region. In the County alone, there
are existing resources including the Baltimore County Health Coalition1, numerous health care institutions, and
their leadership, whose expertise can and should be better leveraged. Expanded efforts County-wide should include
building on existing collaborations with neighboring jurisdictions, nonprofits, religious institutions, and other health
care organizations.
INNOVATIVE APPROACHES The “Memphis Model”

The “Memphis Model,” a community, faith-based health model developed by the Methodist LeBonheur
Hospital of Memphis, is a partnership between hospitals, congregations, community health centers, and faith-
based and community organizations. The Maryland Faith Health Network started a free pilot project through
the Maryland Citizens’ Health Initiative (MCHI) with LifeBridge Health based on this successful Congregational
Health Network program from Memphis.
Members from participating congregations in the Network who had been treated at participating LifeBridge
hospitals had a 75 percent lower inpatient utilization after one month and 17 percent lower utilization after one
year. In 2016, the Baltimore County Council passed a resolution commending the participants for their
commitment to improving public health and encouraging County hospitals and faith communities to participate.
1
The Baltimore County Health Coalition works to achieve indicators of the Maryland State Health Improvement Plan, whose objective is to
ensure that healthy people live, work, and play in Baltimore County. The Coalition is working to reduce the following: fall-related deaths,
hypertension emergency visits, low birth weight, childhood obesity, tobacco use, substance abuse overdose deaths, and syphilis rates.
For more information, visit https://www.baltimorecountymd.gov/Agencies/health/coalition/index.html.
Baltimore County Government: 2019 Transition Report | Health and Human Services 39
The Opioid Crisis
The opioid crisis is one of the most pressing public health challenges facing the County: Baltimore County has the second
number of overdose deaths in the state. According to data from the Maryland Department of Health, in Baltimore County
from January to September of 2018, there were 267 opioid-related overdose deaths, up from 239 during the same period in
2017. According to a new report by National Safety Council released January 2019, Americans are now likelier to die of an
overdose than in a vehicle crash.
Baltimore County Department of Health and Human Services has a R.E.A.C.H. (Recovery, Education, Assessment, Collab-
oration, and Help) Plan to address substance use and opioid overdose deaths. This includes certified peer-recovery special-
ists, naloxone training, addressing stigma, educating providers, clinics and assessments, an Opioid Intervention Team, the
R.E.A.C.H. hotline, and harm-reduction strategies.
However, access to residential and community-based treatment services is not sufficient to meet the needs of Baltimore
County residents suffering from substance use disorders. Hospitals and health care providers are already identifying patients
who might need substance use services, but resources for these placements upon their release are scarce.
Vulnerable Populations
Vulnerable populations include older adults, those with medical issues and disabilities (physical, mental, cognitive, or
sensory), those who are economically disadvantaged, people living in isolation (cultural, geographic, or social), and
people who encounter language and literacy barriers. While access to services for all of these communities is critical,
the projected growth in the number of older adults in Baltimore County by 2030 presents additional challenges.
Baltimore County’s aging population (age 60+) is projected to grow from 208,053 by 2020 to 230,842 by 2030.
How Baltimore County serves its older adults now will likely not be sufficient in 2030. Consider these examples:
• Maryland Medicaid Community Options Waiver • CountyRide is the County’s own transportation
has a seven-year waiting list. This program provides program for older adults, adults with disabilities,
community services for those who are otherwise and rural residents. There are over 10,000 registered
medically eligible to reside in long-term care and riders, with approximately 4,000 rides denied
can save an average of five years in a nursing home. each year. This is an important service as older
The State is currently going through the waiting list adults often lack adequate transportation—the
because it is not quite an accurate reflection of need. leading cause of loneliness and social isolation.
Staffing of the Medicaid Waiver program has been • Baltimore County Department of Health and
inadequate due to staff turnover. Human Services (BCDHHS) provides dental
• The Senior Care program has a waiting list of services, but they are insufficient to meet the
approximately 300 people. Senior Care is a state- needs of seniors with limited resources.
funded program designed to provide case • The Baltimore County Department of Aging has
management and services that fill gaps for low- programs to address older adult food insecurity,
income adults, 65 and older, who are at risk of including the Eating Together Program, benefit
institutionalization. assistance, Home Team volunteer program,
dieticians, farmers’ market coupons, and delivered
meals. CountyRide provides shopping shuttles but
cannot keep up with demand.
40 Health and Human Services | Baltimore County Government: 2019 Transition Report
Statistics on Baltimore County’s Population Projections:
Senior Population Residents Age 60+
Number of Percentage of 2020 (predicted) 208,053
Residents Population
2030 (predicted) 230,842
60-64 years 57,929 6.96%
65-74 years 77,439 9.3% Source: Maryland Department of Planning
75-84 years 41,366 4.97%
85+ 20,074 2.41%
TOTAL 196,808 23.64%
Source: American Community Survey Population Estimates, 2017
THE FOLLOWING ARE EXAMPLES OF AGING IN PLACE MODELS:
PACE (Program for All CAPABLE (Community Aging HUBS (Housing Upgrades to
Inclusive Care for the Elderly) in Place – Advancing Better Benefit Seniors) is a program that
provides comprehensive medical and Living for Elders) is a program helps older adults identify home
social services to qualifying elderly developed at the Johns Hopkins improvements to make their homes
residents, enabling them to remain School of Nursing for low-income safer and healthier. Baltimore City
in the community, rather than older adults to age in place. The residents who are 65 and older and
receive care in a nursing home. approach teams a nurse, an whose income is 80 percent or below
Johns Hopkins Bayview Medical occupational therapist, and a the Baltimore Metro area median
Center has PACE program in place. handyman to address the home income are eligible to apply.
environment and uses the strengths Baltimore County Department of
of the older adults themselves to Aging has started a pilot program for
improve safety and independence. senior home modifications.
Healthier Communities
Addressing the health needs of Baltimore County residents includes facing the realities of food insecurity and homelessness.
Too many Baltimore County residents experience food insecurity and lack access to healthy food. This includes BCPS
students2, who also need healthier food choices. And Baltimore County is not immune from homelessness. Among Baltimore
County’s homeless population, many have other issues, such as chronic homelessness, mental illness, and substance abuse
disorders, while some are veterans and others are victims of domestic violence. Baltimore County should continue its Housing
First policies approach while ensuring availability of the full continuum of housing with attention toward services for veterans
and those who are chronically homeless. St. Ambrose Housing Aid Center offers a “homesharing” option for Baltimore City
and County. Intergenerational housing models, like homesharing, can be models for housing solutions for vulnerable
populations. Aging in place options for older adults also have a track record of success.
2
See the “Education” section of this report for more information about the needs of Baltimore County Public School students.
RECOMMENDATIONS
Access and Affordability Coordination of Services
1. Create a commission or a point person in the 5. Expand and improve data collection for health
Department of Health and Human Services to and human service needs and service delivery,
convene a diverse group of health care leaders including a focus on health disparity data
to create a new blueprint for care within the • Update the Baltimore County Community
County Health Needs Assessment by 2020
• Consider the Maryland Primary Care • Develop a tracking system of health
Model3, which may allow for a indicators to match health and human
redistribution of resources to move services to needs by 2020
resources from hospital-based care
to community-based care 6. Review the structure of Baltimore County
• Conduct an assessment to calculate the Department of Health and Human Services, and
need for primary care sites in Baltimore assess the most efficient model for delivery of
County with expanded hours and services, including examining if the Department
accountability for health. These may of Social Services should be a separate
include Federally Qualified Health department
Centers (FQHCs)
• Assess expansion of the reach and number 7. Explore a crisis center model for behavioral
of primary health care services throughout health care delivery that will decrease hospital
the County, especially those services for use and can increase community placement
vulnerable populations
8. Ensure a No Wrong Door approach to
2. Assess the services at the Baltimore County connecting residents with services5
Department of Health and Human Services
to ensure they meet the needs of those it serves, 9. Improve the use of community health workers
including addressing health disparities4 and and health care service coordinators
payment barriers
10. Explore the possibility of a public health
3. Launch a health promotion campaign and ombudsman and adding a second
include information about the changing primary epidemiologist
care model and the increased use of in-home
care workers
11. Convene hospitals and congregations to
advance and expand the Maryland Faith Network
4. Play the critical role of convener of heath care pilot in Baltimore County
leaders and institutions to collaborate on health
care system design and integrated service
delivery
• Expand regional coordination
• Evaluate the efficacy and work of the
Baltimore County Health Coalition through
a lens of collaboration and coordination
3
The Maryland Primary Care Program is modeled after the CMMI’s (Center for Medicare and Medicaid) national Comprehensive Primary Care
Plus Model. It is designed to support the delivery of advanced primary care throughout the state to improve health incomes, while controlling
total health care spending growth. https://health.maryland.gov/mdpcp/Pages/practices.aspx
4
Health disparities are defined as a health difference that are closely linked with social, economic, or environmental disadvantage.
5
The No Wrong Door approach ensures that all individuals are given the help they need to receive appropriate treatment or referral,
regardless of where or how they entered the system.
Solutions to the Opioid Crisis

12. Appoint an Opioid Strategy Coordinator to 18. Destigmatize the disease so that it can
spearhead addressing the opioid crisis for effectively be treated. Education and awareness
Baltimore County. This position should examine messaging about substance use needs to be
access to treatment, neighborhood more visible to the general public and taught
engagement, and quality of standards within early and consistently in school curriculums
treatment centers, and develop a coordinated, across the County. Techniques like posting the
cross-agency strategy for tackling the crisis. In number of overdose deaths in each community
addition, this person should examine best to have residents understand the impact can be
practices from other jurisdictions to evaluate used
whether they can be adapted for Baltimore
County Addressing the Needs
13. Assess the efficacy of the R.E.A.C.H. Plan and, of Vulnerable Populations
if appropriate, explore the idea of expanding it 19. Assess the changing needs of aging consumers
and including more community training and and develop resource and service delivery
availability for naloxone models that address these changing needs
14. Work with other jurisdictions and the State to 20. Coordinate services for seniors with health
coordinate resources in responding to the care plans and encourage health care for
opioid crisis seniors that treats them comprehensively
and continually, regardless of the setting
15. Offer residential treatment beds, recovery
housing/community-based care, and expanded 21. Expand programs and partnerships that
medical, behavioral, and holistic assisted encourage older adults to age in place
treatment
• Deliver treatment on demand and explore 22. Address the staffing and technology needs of
opportunities for expanding harm-reduction senior centers through the Department of Aging
strategies
23. Expand Maryland Access Point6, a centralized,
16. Encourage physicians to integrate substance
single point of entry for access to the services
abuse treatment into their practices in order to
provided by state agencies
improve access to and the quality of substance
use services
24. Explore, develop, and offer more transportation
options, including a volunteer driving program or
17. Train first responders to play a role in de-
partnership. Neighbor Ride is a volunteer-provided
escalating situations when they encounter
senior transportation service in Howard County that
residents suffering from addiction. Responders
could be studied as a model for addressing
can be trained to help send residents for an
transportation shortages for older adults
evaluation or to an appropriate facility, rather
than to the Detention Center
25. Evaluate if the Department of Planning is the
best department for Baltimore County’s
Preventing and Ending Homelessness services
6
Maryland Access Point (MAP) assists individuals with long-term care needs and their caregivers identify and locate services in their community.
There are also 10 caseworkers who go into homes through Maryland Access Point. Each year, 1,200 seniors are helped with public assistance
applications through this program. It is a centralized, single point of entry for access to the services provided by state agencies such as the
Department of Aging; the Department of Human Resources; the Department of Disabilities; and other private, public and community-based
resources. http://mhcc.maryland.gov/consumerinfo/longtermcare/marylandaccesspoint.aspx
26. Consider joining the Built for Zero effort to move
Baltimore County toward ending veteran and
chronic homelessness, while also focusing on
making homelessness rare, brief, and non-
recurring for all populations
27. Explore creative housing solutions for older

adults, veterans, and individuals with disabilities
(e.g., house sharing models)
28. Re-evaluate Baltimore County’s Continuum of

Care agreement with the U.S. Department of
Housing and Urban Development and explore
the possibility of merging services with other
connected jurisdictions
Healthier Communities
29. Create a health promotion campaign regarding
available services and healthy life choices by
2020. Look to Healthy Howard7 as a model
30. Explore funding to expand the Eating Together

Program8
31. Increase outreach regarding the availability of

free school breakfast, lunch, and afterschool meals
32. Increase the focus on behavioral health services
33. Reduce e-cigarette and vaping-product use by

minors
7
Healthy Howard is a nonprofit based in Columbia, Maryland. Its mission is to serve as an innovative leader impacting quality of life in
the community through the delivery of effective health programs, services, and resources. Its Healthiest Maryland Businesses program
encourages hundreds of workplaces to take important steps to promote employee health and wellness. Healthy Howard not only helps
thousands of individuals enroll in health care, but also its Community Care Team helps chronically ill residents connect with resources that
allow them to manage their illness and improve their health. https://healthyhowardmd.org/
8
The Eating Together Program offers seniors age 60 and older in Baltimore City lunch or dinner in a friendly, social atmosphere to promote
health, reduce isolation, and provide nutritious meals in a congregate dining setting. There are more than 50 Eating Together sites throughout
Baltimore City. There is no fee to join the program or for the meals, but participants are given the opportunity to make confidential donations.
In addition to meals, Eating Together also offers education seminars, health programs, volunteer opportunities, and trips. https://health.
baltimorecity.gov/bmore-healthy
Job Creation and
Economic Development
“
Growing an economy is about investment,
development, and revitalization—investing in our
people, developing our assets, and revitalizing our
communities. A better economy is possible in
Baltimore County, and we’ll build it together.

Job Creation and
B altimore County has experienced rapid growth since 2010. In less than a decade, the
County has added more than 26,000 residents and is on track to surpass a population
of 850,000 by 2020. Baltimore County has a well-educated workforce with bachelor’s degree
attainment nearly 10 percent higher than the national average. The County’s unemployment
rate is just 3.6 percent as of December 2018.1
Population growth brings both a number of opportunities and an equal number of

challenges. The number of working families who live at or near the poverty line is too high:
In 1990, 37,154 people in Baltimore County lived in poverty; in 2016, that number increased
to 74,876.2 Access to quality housing is limited for low-income individuals and families
throughout the County. Aging infrastructure—roads, water mains, landfills, and disposal
facilities—must be addressed to accommodate for increased usage. Agencies that address
housing, community development, and neighborhood quality of life issues are currently
fragmented and under-resourced, but they all must work in concert to improve the quality
of life and add to economic vibrancy of each community across Baltimore County.
To ensure Baltimore County continues to attract, grow, and retain an educated,

economically diverse population, we must take a targeted approach to expand economic
investment, create quality jobs, grow a skilled workforce, and revitalize aging and
underserved neighborhoods.
Strengthening the education to employment pipeline is one critical component of

improving the overall vitality of Baltimore County. The County is home to a number of
nationally recognized four-year, post-secondary institutions. These institution are assets in
the region and anchors in the County, bolstering economic and workforce development as
part of Baltimore County’s significant post-secondary educational delivery system.
Recognized among the top community colleges in the country, the Community College of
Baltimore County (CCBC) is also a pivotal part of this system. Students enroll at CCBC to
prepare to transfer to one of the region’s four-year partner institutions, start a career, prepare
for employment, upgrade skills to maintain industry credentials, or upgrade skills to remain
competitive. Graduates from the Community College of Baltimore County make an
average of $10,000 more annually than individuals without a degree. In addition, 95 percent
of CCBC graduates remain in the Baltimore region, and 87 percent are employed full time
in a related field.
1
Maryland Department of Labor, Licensing & Regulation’s Local Area Unemployment Statistics (LAUS)
2
Maryland Alliance for the Poor, 2018 Maryland Poverty Profiles: http://mapadvocacy.org/wp-content/uploads/2019/01/Maryland-Poverty-Pro-
files_2018_10-5-2018.pdf
Baltimore County Government: 2019 Transition Report | Job Creation and Economic Development 47
By layering multiple approaches in targeted locations, community development strategies can
impact the livability of neighborhoods, viability of commercial districts, and health of local housing
markets to help secure the stability of the County’s tax base for the long term. Looking ahead to the
next decade of growth, Baltimore County must build on its assets to expand economic opportunity
for all residents and enhance quality of life in communities across the County.
Overarching strategies
for economic expansion:
• Customize economic development strategies for industry
sectors with high wages and job potential
• Leverage anchor institutions and emerging industries
while supporting small businesses and entrepreneurs
• Grow local talent to meet the demand of local and regional employers
• Equip existing workers with the necessary skills to compete in the 21st century
innovation economy
• Expand workforce development programs that equip under-skilled residents
with the tools to succeed and eliminate barriers for advancement
• Enhance support for small businesses and tourism
• Invest in established neighborhoods and execute commercial corridor strategies
• Balance the appeal of more established neighborhoods while ensuring residents
have the opportunity to build home equity as neighborhoods mature
• Create a more diverse range of housing choices in areas of opportunity that are
accessible to employment centers
Baltimore County Labor Market Data

2017
Population 832,512
Total Industry Jobs 374,733
Current Average Earnings $68,076
Bachelor’s Degree or Higher 39.1%
Labor Force (July 2018) 462,262
Participation Rate (July 2018) 67.4%
Unemployment Rate 4.6%

Median Household Income $68,989
Source: Analysis of EMSI Data, provided by Baltimore Metropolitan Council
48 Job Creation and Economic Development | Baltimore County Government: 2019 Transition Report
RECOMMENDATIONS
1. Establish a comprehensive Economic 7. Develop and support an Anchor Institution
Development Commission Strategy that:
• Take advantage of community expertise • Supports RISE Zones and other efforts
and include chairpersons from workforce, that lead to greater investment in our
tourism, and arts commissions to establish anchor institutions of higher education
alignment in goals, communications, and • Encourages development near anchor
efforts institutions that creates density and vitality,
optimizes public transportation, and
2. Develop an Economic Blueprint for Baltimore encourages innovation
County, with input from the Commission, to • Leverages major anchor employers and
include: higher education institutions to foster
• A comprehensive, data-informed long- greater economic inclusion through job
term strategy with goals and metrics that training, placement, and advancement
tie together economic development, opportunities for residents
workforce development, tourism, arts and • Supports procurement strategies to focus
culture, housing, and community on local hiring and purchasing
redevelopment activities
• Explore models across the country for 8. Direct the Department of Economic and
effective public/private partnership Workforce Development to use the established
• Consider a regional approach to economic development Revolving Loan Fund
workforce, community, and economic to expand lending opportunities to enhance
development business growth
3. Use federal and state designated areas to 9. Examine transportation challenges and
expand investment solutions such as “last mile” support, transit
• Prioritize Opportunity Zone projects that credits, and shuttles
benefit neighborhoods and declining
commercial areas 10. Work with the County Chamber of Commerce
• Increase the number of Sustainable and local chambers to create a small business
Communities, which will help access state retention and expansion strategy. This should
resources include a review of County procurement rules
to expand opportunities for local businesses
4. Conduct an inventory of other state and
federal investment programs that can provide Workforce Development
a long-term positive impact in Baltimore County
11. Explore creation of a workforce intermediary
entity that connects employers, training
5. Strengthen Main Street programs in existing
providers, public and private funders, job
commercial revitalization districts and re-
seekers, higher education, and partners in
establish a new Commercial Revitalization
an efficient go-to enterprise system. This
Program throughout the County to actively
entity should consider elements that:
promote the program to businesses and the
development community • Establish a grant-seeking operation
• Engage a broad array of new and existing
6. Explore establishing a Baltimore County workforce partners
Investment Fund using private-sector • Consider evidence-based methods
investment to support RISE, Community (collective impact, pay-for-performance,
Revitalization Development, Opportunity social impact investing, etc.) around
Zones, and similar development opportunities innovative jobs programming
• Consider increasing barrier removal 15. Expand and support apprenticeship programs
supports for residents who want to
participate in training programs that 16. Expand the County’s summer youth
include, but are not limited to: employment program and explore closer
transportation, child care, mental health, alignment with CTE programming at BCPS
and legal and adult education high schools
12. Implement a comprehensive multi-year 17. Make more data available to employers and
workforce demonstration project for at-risk job seekers
youth in Baltimore County Public Schools,
tying in high-quality Certified Technical 18. Bolster coordination between CCBC and the
Education (CTE) instruction and work-based County to engage current and prospective
learning opportunities connected directly to employers to identify workforce and training
employers needs. Strategies include:
• Sharing information on the County
13. Expand the County’s existing employer-driven website about CCBC education and
workforce strategy by expanding Job Connector3 training opportunities;
and growing an industry sector-partnership • Greater coordination between the
model similar to EARN Maryland4 County’s Human Resources Department
and department heads on training and
14. Follow the successful Accelerating professional development needs for
Connections to Employment model, tying County employees; and
multiple layers of supportive services around • Locating some of the County’s Job
traditional training Development and Placement programs
at CCBC campuses to better serve the
surrounding communities.
INNOVATIVE APPROACHES Worksystems, Inc.

Through a network of local partners, Worksystems, Inc. invests in resources to improve the quality of the
workforce in the City of Portland, and in Multnomah and Washington counties. The nonprofit organization
develops policies and designs programs that support individual prosperity and business competitiveness.
Current grants and special initiatives include: Back to Work Oregon, a hire-first program that places
unemployed job seekers in jobs while providing resources to businesses to train new employees, and
Reboot Northwest, an $8.5 million grant to train 850 long-term unemployed and 150 veterans in
manufacturing and tech occupations. Since its inception in 1998, Worksystems has successfully managed
more than $350 million in federal, state, and local resources. Each year, these investments help more than
75,000 people improve their skills, find jobs, or advance their careers.
https://www.worksystems.org/
3
https://www.baltimorecountymd.gov/Agencies/economicdev/job-seekers/job-connector
4
http://www.dllr.state.md.us/earn
19. Develop a return-to-work program, modeled • Update the County’s marketing approach
after the Baltimore County Fire Department, for tourism activities by focusing on
for County employees recovering from digital and social media, away from costly
addiction to find suitable jobs within County and less-effective print media
government • Explore regional tourism initiatives,
including specific County-City crossover
Job Quality tourism activities and other cooperation
in Baltimore, Howard, and Anne Arundel
20. Review and update County policies relative to counties and Baltimore City around the
prevailing and living wage practices to ensure Patapsco Heritage Areas
that County-based businesses can fairly and
equitably compete for projects while providing
meaningful employment to County residents Improve and Align Systems
23. Consider moving community development
21. Recognize outstanding businesses that offer and housing programs and associated activities
and promote quality employment practices, from the departments of Planning and Health
such as the utilization of innovative business and Human Services into a new and integrated
practices to hire, train, and retrain residents agency: Community/Neighborhood
to meet employer demand within the County. Revitalization and Sustainability
• Align with the efforts led by the Baltimore
Workforce Funders Collaborative to 24. Establish a service-oriented, concierge-like
recognize “high road” employers approach and ethic for how small, medium,
and large businesses, start-up companies,
Tourism and residents interact with the government
22. Develop an Integrated Tourism and Arts and

25. Evaluate tax incentive and loan programs,
Culture Strategy that specifically contemplates
legislative processes, and loan program
the following elements:
processes to ensure that the County is not
• Use the recently completed tourism study
losing money or businesses due to unclear
to relaunch tourism and arts programming,
legislation with regard to antiquated zoning
and build on near- and long-term tourism
language, tax incentive programs, and PUD
assets such as waterfront, youth sports,
processes
horse country, arenas, fairgrounds,
vineyards, breweries, etc.
• In 2018, the County enacted a new law Community Development
requiring that 8 percent of revenue 26. Support and foster Community Development
generated by the hotel tax be dedicated Corporations (CDCs)
to tourism activities. Evaluate the plan • Provide training and education for
for use of the dedicated funds interested faith-based groups, nonprofits,
• Identify communities well-positioned for and community groups so they know what
Arts and Entertainment designation and is required to establish and maintain a CDC
support applications • Identify capital and operating budget
• Consider the implementation of a Tourism resources to help support start-ups and to
Improvement District fee (currently being provide program assistance
implemented in Baltimore City) and look
at other options to increase revenue to
27. Establish an overarching strategy for
execute the tourism strategy
neighborhood stability, with resources and
• Consider implementation of a hotel tax
incentives. Specifically:
being applied to short-term rentals
(e.g. Airbnb, HomeAway)
• Create databases by community concerning 31. Expand funding to encourage and support
rentals and home ownership, property the renovation or creation of affordable units
values and conditions, public spaces, and
services 32. Expand and simplify housing counseling
• Create new tools and systems to identify services to offer more people access to services
and address aging and vacant houses and and move more people into stable home
commercial properties ownership
• Include plans for community-based projects
for walkability, crime prevention, support 33. Rebuild housing markets in aging communities
for seniors, recreation, and open space by reinvigorating their competitiveness
• Pilot property tax abatements, façade through targeted, strategic investment driven
improvements, community enhancement by community input
grants. Create and share prototypes and
models 34. Create programs that incentivize reinvestment
• Foster Main Street programs and in existing housing stock to support home
re- establish Commercial Revitalization ownership in targeted revitalization areas,
programs for business centers and corridors including by small developers, new home
• Actively seek state funding for small buyers, and current homeowners
businesses, community improvements,
and neighborhood revitalization through
35. Educate Baltimore County residents and
the following programs: Community
landlords on what affordable workforce
Legacy, Baltimore Neighborhood
housing is, who needs such housing, and how
Revitalization Initiative, Neighborhood
it is important to revitalize and provide
Business Works, Arts and Entertainment
opportunities for residents
Districts and Commerce Department programs
• Continue strengthening compliance with
fair housing laws
28. Adopt best practices to address effective use • Establish an incentive to create workforce
of inspections, fines, and absentee landlords housing to serve those between 60
percent and 110 percent of the area
Housing median income
29. Develop a housing strategy that:
• Leverages high quality housing stock 36. Deconcentrate clusters of affordable housing
to ensure a diverse housing portfolio by supporting affordable housing development
• Increases the creation of affordable in areas of opportunity and end source-of-
housing units, particularly for those income discrimination
with income at 60 percent of area
median and below. 37. Explore the creation of programs to incentivize
• Incentivizes private investment into owners of rental properties in targeted
revitalization projects revitalization nodes to make façade
improvements
30. Review zoning ordinances, regulations,
policies, and practices to determine if there
are impediments to creating more affordable
housing and update as needed

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Transition Report: Baltimore County Government

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Baltimore County Government

Baltimore County Executive Johnny Olszewski

Dear Baltimore County,

All the best,

John “Johnny O” Olszewski, Jr.

Letter from the County Executive.........................................................................2

Transition Team Members.....................................................................................7

Work Group Reports

Diversity, Inclusion, and Quality of Life........................................................... 16

Government Reform and Innovation............................................................... 20

Sustainability, Infrastructure, and Transportation........................................... 24

Health and Human Services............................................................................. 38

Job Creation and Economic Development..................................................... 46

Baltimore County Government: 2019 Transition Report 4

The Transition Team

Baltimore County Government: 2019 Transition Report | Executive Summary 5

6 Executive Summary | Baltimore County Government: 2019 Transition Report

Rachel Garbow Monroe, President and CEO,

Work Group Members: Health and Human Services

Baltimore County Government: 2019 Transition Report | Executive Summary 7

Diversity, Inclusion, and Quality of Life

Government Reform and Innovation

Sustainability, Infrastructure and Transportation

8 Executive Summary | Baltimore County Government: 2019 Transition Report

Health and Human Services

Job Creation and Economic Development

Baltimore County Government: 2019 Transition Report | Executive Summary 9

- County Executive Johnny Olszewski

Baltimore County Government: 2019 Transition Report 10

A ll students in Baltimore County deserve access to educational opportunities that

Although there is much to be proud of, gaps and obstacles remain.

Innovative, data-driven approaches and additional investments are needed to overcome

Early Childhood Education

Baltimore County Government: 2019 Transition Report | Education 11

Connecting High School to College and Careers

Early College Programs

12 Education | Baltimore County Government: 2019 Transition Report

Size: 25th largest school district in the country;

Budget: $1.63 billion for FY 2019

Number of employees: 17,731, including 9,202 teaches

Number of students: 113,814

Student demographics by 39.4 percent black, 37.4 percent white,

Percentage that receives

6.7%, up from 3.9% five years ago. Since October 1, 2018,

Students come from 116 countries and speak 97 different

Percentage eligible for free

Baltimore County Government: 2019 Transition Report | Education 13

14 Education | Baltimore County Government: 2019 Transition Report

Baltimore County Government: 2019 Transition Report | Education 15

- County Executive Johnny Olszewski

Baltimore County Government: 2019 Transition Report 16

To start, relevant stakeholder organizations, representing a variety of communities and

Equity and Empowerment Lens

Source: Maryland Department of Health, Vital Statistics Report 2017

- County Executive Johnny Olszewski

Baltimore County Government:

L ocal government should be transparent, connected, and accessible.

REVENUE VS. EXPENDITURE

22 Baltimore County Government: 2019 Transition Report

Modernize Data Practices

- County Executive Johnny Olszewski

Baltimore County Government: 2019 Transition Report 24

Baltimore County should also have an aggressive timeline to implement a comprehensive,

Urban Rural Demarcation Line (URDL)

17. Develop public and private programs to reduce