Effective and Efficient Service Delivery Mechanisms and Models

Effective and Efficient Service Delivery Mechanisms and Models
The effectiveness and efficiency of services delivered can be improved through the Department’s increased collaboration and coordination with other City departments and the business and non-profit communities. As the project team has conducted its work and met with stakeholders from the advocacy and service provider communities, it has been amazed to learn of: (1) the tremendous amount of financial resources that are already invested throughout the city; and, (2) the willingness of these groups to forge partnerships with the Department to fully leverage the impact of all funds spent. It was equally shocked to learn that in FY98 alone, nine of the city’s largest public and non-profit providers of youth services spent a total of almost $43 million on after-school programming:

Entity Funding Source Federal Funding Source State Funding Source Local Funding Source Grants Funding Source Contributions Total
Baltimore City Public Schools $625,000 $625,000
Boys & Girls Clubs $2,707,000 $4,345,000 $1,000.00 $8,052,000
Child First Authority $370,000 $370,000 $740,000
Dept. Recreation & Parks $9,826,000 $9,826,000
Enoch Pratt Free Library $266,000 $2,329,000 $3,259,000 $477,000 $6,331,000
Housing Authority $1,300,000 $1,300,000
Parks & People Foundation $1,000,000 $1,000,000 $3,000,000 $200,000 $5,200,000
Police Athletic League Centers $1,010,000 $6,580,000 $2,710,000 $10,300,000
YMCA of Central MD $240,000 $240,000 $480,000
Total $2,576,000 $6,406,000 $25,380,000 $6,950,000 $1,542,000 $42,584,000

It is the opinion of the project team that the universe of available services and funding is more than adequate, but a real need exists to coordinate these activities so that service duplications can be eliminated and the impact of this significant amount of investment can be maximized. This can only occur by the Department taking a leadership role in coordinating efforts and convening a volunteer Children and Youth Cabinet to establish policy direction. All City agencies and major business/non-profit stakeholders that offer youth and family recreational services would be members of the cabinet. The cabinet would be responsible for coordinating the activities involving youth development and recreational services, including the allocation of funds, the coordination of partnerships and joint ventures with private and non-profit agencies, and the development of clear policy statements and evaluation tools.

The Department’s ability to maximize the service impacts of its limited financial resources would be further enhanced through reorganizing the Department. A reorganization consisting of a consolidation of the Department’s existing six organizational subdivisions into four subdivisions would clearly delineate functional responsibilities across three operational areas and provide an administrative support function. To accomplish this, the management of Regular and Supplemental Recreational Services should be consolidated under a Deputy Director of Recreation and the management of Municipal Concerts and Other Musical Events and Special Facilities should be consolidated under a Deputy Director for Special Facilities.

Director of Recreation & Parks
Deputy Director Recreation
Deputy Director Parks Deputy
Director Special Facilities
Administration & Support

Introduction: Department of Recreation and Parks
Invigorated Leadership
Effective and Efficient Service Delivery Mechanisms and Models
Enhanced Revenue Generating Capabilities
Responsive Service Metrics and Resource Allocations
Expanded Volunteerism