Fiscal 2023
Executive Summary
Board Of Estimates
Recommendations
MAYOR BRANDON M. SCOTT
CITY OF BALTIMORE, MARYLAND
CATHERINE E. PUGH
MAYOR
CATHERINE E. PUGH
MAYOR
Department of Finance
Bureau of the Budget and Management Research
469 City Hall,100 N. Holliday Street
Baltimore, Maryland 21202
410-396-5944
Board of Estimates:
Nick J. Mosby, City Council President
Brandon M. Scott, Mayor
Bill Henry, Comptroller
Jim Shea, City Solicitor
Jason Mitchell, Director of Public Works
City Council:
President: Nick J. Mosby
Vice President: Sharon Green Middleton
First District:
Zeke Cohen
Second District:
Danielle McCray
Third District:
Ryan Dorsey
Fourth District:
Mark Conway
Fifth District:
Isaac “Yitzy” Schleifer
Sixth District:
Sharon Green Middleton
Seventh District:
James Torrence
Eighth District:
Kristerfer Burnett
Ninth District:
John T. Bullock
Tenth District:
Phylicia Porter
Eleventh District:
Eric T. Costello
Twelfth District:
Robert Stokes, Sr.
Thirteenth District:
Antonio Glover
Fourteenth District:
Odette Ramos
Artwork Credit:
Baltimore City Recreation and Parks
Table of Contents
The Mayor’s Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Budget Plan 1
Recommended Revenues and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Fiscal Environment 7
Economic Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Fixed Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
COVID-19 Federal Aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Budget Process and Related Policies 31
Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Outcome Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Revenue 41
Major Revenues Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Summary of City Real Property Tax Credit Programs . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Property Tax One-Cent Yield . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Selected Real Property Tax Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Revenue Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Operating Budget Recommendations 93
Overview of Operating Budget Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Pillars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Pillar: Prioritizing Our Youth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Pillar: Building Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Pillar: Clean and Healthy Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Pillar: Equitable Neighborhood Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
Pillar: Responsible Stewardship of City Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Pillar: Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Operating Budget Recommendation by Agency, Service, and Fund . . . . . . . . . . . . . . . . . . . 146
Comparison of Current and Prior Year Operating Budget . . . . . . . . . . . . . . . . . . . . . . . . 162
Permanent Full-Time Positions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Capital Budget Recommendations 171
Overview of Capital Budget Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Capital Budget Fund Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Appendix 179
Learn More . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Table of Contents
Municipal Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
Municipal Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
Operating and Capital Plan Budgetary Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Key Budgetary and Financial Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
Expenditures: Operating and Capital Fund Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
Intentionally left blank.
The Mayor’s Letter
BRANDON M. SCOTT
MAYOR
100
Holliday Street, Room 250
Baltimore, Maryland 21202
The Honorable Members of the City Council
City Hall, Room 400
Baltimore, Maryland 21202
The Fiscal 2023 Board of Estimates Recommended Budget Plan reects the priorities of Mayor Brandon M. Scott.
The Plan includes a ground-breaking new investment in City Schools, continues the response to COVID-19, and
utilizes federal recovery funds for critical investments to make the City safer, healthier, cleaner, and more equitable.
The RecommendedPlan totals $4.11 billion, including $3.32 billion for operating expenses and $792.6 million for
capital investment. The General Fund budget totals $2.147 billion, a 8.0% increase from the Fiscal 2022
Adopted Budget.
Fiscal Context
The Fiscal 2023 budget was developed in the context of a recovering COVID-19 economy, new State-mandated
education spending, and an infusion of federal recovery aid:
COVID-19 Economy: The City’s General Fund revenue outlook has stabilized, even amid some lingering economic
uncertainty from COVID-19 and the conict in Ukraine. Property Tax revenues overall are projected to increase in
Fiscal 2023 due to strong growth in the residential market, even despite lost commercial value in the downtown
area. Visitor and tourism-related revenues, such as Hotel Tax, Parking Revenues, and Convention Center income,
have already recovered to 74.8% of pre-COVID levels in Fiscal 2022 and continued recovery is expected in Fiscal
2023. Income Tax receipts, which were disrupted during the early stages of the pandemic, have largely been
spared from long-term impact. One area of continuing concern is the impact of ination, which has increased the
cost to the City for basics such as supplies, materials, and contracts by 4.6% overall.
Education Spending: In 2020, the Maryland General Assembly passed the Blueprint for Maryland’s Future, more
commonly referred to as Kirwan, which requires increased State and local contributions to school districts. The
bill was vetoed by the Governor, but the General Assembly overrode the veto in the 2021 session. The City’s total
operating support for Baltimore City Public Schools will be $332.8 million in Fiscal 2023. The City will meet the
local contribution requirement for Fiscal 2023 through a combination of three factors: a recovering local economy,
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TABLE OF CONTENTS Fiscal 2023 Executive Summary
small trims to agency budgets, and new Medicaid reimbursement in Emergency Medical Services (EMS), which
will help offset existing General Fund costs.
Federal Aid: Federal aid provided a lifeline for the City through the rst two years of the pandemic, but the focus in
Fiscal 2023 is shifting from the direct COVID-19 response to larger strategic investments. Federal Coronavirus Aid,
Relief, and Economic Security (CARES) Act funding and Federal Emergency Management Agency (FEMA) reim-
bursement are no longer budgeted in Fiscal 2023. CARES Act funds expired in December 2021, and FEMA support
is scheduled to decline from 100% to 90% beginning in Fiscal 2023. Looking ahead, the City is focused on how to
best spend $641 million of American Rescue Plan Act (ARPA) funds. The rst wave of strategic investments from
ARPA began in Fiscal 2022 and will continue in Fiscal 2023, with projects focused on homeless services, housing,
broadband infrastructure, violence prevention, and capital improvements, among other areas.
Budget Plan
The Fiscal 2023 Preliminary Budget Plan is built around the Mayor’s Action Plan, which was released in December
2021. The Action Plan includes ambitious goals centered around the Mayor’s ve Pillars: Prioritizing Our Youth,
Building Public Safety, Clean and Healthy Communities, Equitable Neighborhood Development, and Responsible
Stewardship of City Resources.
Prioritizing Our Youth
The RecommendedBudget Plan includes $563.3 million across all funding sources. Key highlights include:
• The City will meet its rst-year local share requirement for the new Kirwan legislation. The City’s total op-
erating contribution is $332.8 million. Kirwan is expected to improve student outcomes by expanding early
education, raising standards for teacher pay and training, and adding college and career readiness programs
for high school students.
• Total support for Baltimore City Public Schools now exceeds $417.1 million. City funding supports City
Schools’ operating costs, the 21st Century School Modernization Fund, teacher pension costs, retiree health
benets, school health services, and crossing guards.
• Baltimore City Recreation & Parks will utilize $41 million of ARPA funds for capital investments in recreation
centers, public pools, trails, playgrounds, and athletic elds and courts.
• The Baltimore City Fire Department will roll out the Apprenticeship Maryland program, an internship oppor-
tunity for high school students that will strengthen the career pipeline between local schools and the Depart-
ment.
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Fiscal 2023 Executive Summary TABLE OF CONTENTS
Building Public Safety
The RecommendedBudget Plan includes $1.10 billion across all funding sources. Key highlights include:
• The Mayor’s Ofce of Neighborhood Safety and Engagement (MONSE) will spend $20.7 million of ARPA
funds on a variety of crime-prevention programs, with a focus on the group violence reduction strategy
(GVRS), re-entry services, victim services, and youth and trauma services. The Baltimore Police Department
will also add nine positions to directly support MONSE’s GVRS work.
• The Baltimore City Fire Department has received federal and State approval to enter the Emergency Services
Payment Program (ESPP), which will provide an estimated $40 million of annual reimbursement from Medi-
caid for eligible ambulance transports. The funding will support existing EMS costs, as well as enable new
EMS initiatives and Fire Department infrastructure upgrades.
• The Police Department will continue its recruitment and retention efforts with the support of new pay in-
creases and incentives that were negotiated in the latest contract with the Fraternal Order of Police. In
Fiscal 2023, $15 million of new funding will support targeted pay increases, plus a variety of pay incentives
for education, patrol work, eld training, and hard-to-ll shifts.
• The Department of Transportation will roll out new speed cameras on I-83 to improve safety and reduce
accidents on the highway. First year revenues are estimated at $34.7 million, with proceeds rst covering
program administrative costs and remaining revenue dedicated solely to I-83 improvements.
Clean and Healthy Communities
The RecommendedBudget Plan includes $1.2 billion across all funding sources. Key highlights include:
• The Baltimore City Health Department will leverage a $26.2 million investment from ARPA to continue the
response to COVID-19, which will help offset the expiring eligibility of other federal fund sources such as
CARES and FEMA. Funds will be used for vaccination efforts, testing, contact tracing, and personal protective
equipment.
• Fiscal 2023 will mark the rst year of a $90 million investment of ARPA and U.S. Department of Housing and
Urban Development funds to combat homelessness in Baltimore. Funding will be used by the Mayor’s Ofce
of Homeless Services for rental assistance, case management services, and the addition of permanent
supportive housing options for those experiencing homelessness.
• The Department of Planning will add a Resilience Planner position to support the new Sustainability Subcab-
inet. The position will evaluate options for better preparing the community for extreme heat, ooding, and
other hazards.
Equitable Neighborhood Development
The RecommendedBudget Plan includes $138.5 million across all funding sources. Key highlights include:
• The Ofce of Equity and Civil Rights will add two positions to develop equity training for City agencies and
to support agencies with meeting the requirements of the City’s Equity Assessment Program.
• The Minority and Women’s Business Opportunity Ofce will add ve positions to strengthen the City’s effort
to spend more contract dollars with Minority and Women-Owned Businesses. The new staff will register
additional vendors and increase compliance efforts on the City’s existing contracts.
• The Department of Housing and Community Development will utilize a $100 million ARPA award to build
new affordable housing units, address vacant properties, and provide support for low-income renters and
homeowners.
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TABLE OF CONTENTS Fiscal 2023 Executive Summary
Responsible Stewardship of City Resources
The RecommendedBudget Plan includes $232.9 million across all funding sources. Key highlights include:
• The Baltimore City Information Technology (BCIT) budget includes $13.7 million for the nal phase of the
Enterprise Resource Planning (ERP) project. New systems for the general ledger and talent acquisition will
be added to complement the human resources and payroll systems that were implemented in Fiscal 2022.
These new integrated systems will reduce manual data entry and improve employees’ access to real-time
nancial information.
• BCIT will add ve new cyber-security positions to monitor and implement software security patches, and to
identify and x outstanding system vulnerabilities.
• The City will continue to identify savings from the post-COVID work environment. The Department of General
Services will purchase a new energy management software system, to better track and identify savings
opportunities from buildings that have been partially vacated due to work-from-home policies.
Fiscal Risks
Despite a stabilizing economic environment, the City still faces some scal risks that will require additional re-
sources soon:
Ination: The City is experiencing higher prices on purchases of materials, supplies, and contracts because of
COVID-related supply chain disruptions and the conict in Ukraine. The City is also likely to see growing pres-
sure on wages if inationary trends continue. For perspective, even just an additional 1% wage increase for all
employees costs an additional $10.2 million.
Kirwan Education Funding: Even after meeting the rst-year requirement in Fiscal 2023, the City will face growing
education spending as the Kirwan law gets phased-in over the next decade. Per the Maryland Department of
Legislative Services scal analysis of the bill, the City’s annual contributions will grow by an additional $100 million
by Fiscal 2030.
Convention Center Hotel: The City’s Convention Center Hotel (Hilton) was nanced with $300 million of tax-
exempt bonds in 2006. The repayment of debt was expected to be covered by hotel operational revenue and
Hotel Tax and Property Tax generated by the Convention Center Hotel itself. The hotel is still struggling to recover
from the impact of COVID-19, which has resulted in a shortfall in resources required to make debt service pay-
ments. Per the original bond agreement, the City is required to divert up to $7 million of General Fund Hotel Tax
revenue to ll the gap if necessary. The Fiscal 2023 budget includes this full $7 million requirement. This require-
ment will remain in the budget until the hotel and convention industry fully recover, diverting scarce General Fund
resources away from other pressing priorities.
Police Legal Liability: The City continues to face Gun Trace Task Force (GTTF) litigation. Viable GTTF cases are
now much fewer in number after some cases were settled in 2020 and 2021. But, the remaining cases generally
involve more serious allegations that GTTF misconduct contributed to the plaintiff’s wrongful conviction, and
therefore tend to carry signicant liability risk.
vi
Budget Plan
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Budget Plan
Intentionally left blank.
Recommended Revenues and Expenditures
Operating Plan
3.3B (80.7%)
Capital Plan
792.6M (19.3%)
GRAND TOTAL: 4.1 billion
Fiscal 2023 Recommended
Amount
Dollar
Change*
Percent Change*
Operating Plan 3,316,818,946 -526,658,540 -13.7%
Capital Plan 792,561,000 +304,989,000 62.6%
Total 4,109,379,946 -221,669,540 -5.1%
The total Fiscal 2023 appropriation
plan recommended by the Depart-
ment of Finance for the City of Bal-
timore is $4.11 billion. This is a de-
crease of $221.7 million or 5.1% be-
low the Fiscal 2022 Adopted Budget.
The two components of the total
recommended appropriation plan are
the Operating Budget and the Cap-
ital Budget. The operating budget
funds the daily business of the City,
specically covering programs, ser-
vices, staff, and supplies. The capi-
tal budget funds physical infrastruc-
ture projects for the City, specically
major renovations and replacements
that are long-term investments.
The recommended operating bud-
get is $3.32 billion, a decrease of
$526.7 million or -13.7%. The recom-
mended capital budget is $792.6 mil-
lion, which is an increase of $305.0
million or 62.6%. The capital budget
is subject to cyclical changes due to
the timing of large construction
projects.
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BUDGET PLAN Fiscal 2023 Executive Summary
Operating and Capital Recommendations by Type of Fund
Fund Name Operating Budget Capital Budget Total
General 2,056,900,000 90,500,000 2,147,400,000
Conduit Enterprise 13,599,903 23,370,000 36,969,903
Wastewater Utility 289,882,727 0 289,882,727
Water Utility 204,820,026 0 204,820,026
Stormwater Utility 28,236,593 0 28,236,593
Parking Enterprise 21,838,805 0 21,838,805
Parking Management 27,516,275 0 27,516,275
Federal 278,028,389 94,029,000 372,057,389
State 192,670,550 102,126,000 294,796,550
Special Revenue 200,282,333 0 200,282,333
Special Grant 3,043,345 0 3,043,345
General Obligation Bonds 0 80,000,000 80,000,000
Revenue Bonds 0 314,059,000 314,059,000
County Transportation Bonds 0 15,000,000 15,000,000
Other 0 73,477,000 73,477,000
Total 3,316,818,946 792,561,000 4,109,379,946
Table in dollars.
4
Fiscal 2023 Executive Summary BUDGET PLAN
Operating and Capital Recommendations by Fiscal Year
Operating Funds Fiscal 2021
Actual
Fiscal 2022
Budget
Fiscal 2023
Budget
Dollar
Change*
Percent
Change*
General Fund
General 2,027,797,446 1,992,751,000 2,056,900,000 64,149,000 3.2%
Special Purpose Funds
Parking Management 23,547,056 26,908,079 27,516,275 608,196 2.3%
Grant Funds
Federal 121,889,309 937,263,151 278,028,389 (659,234,762) -70.3%
State 122,821,687 164,840,575 192,670,550 27,829,975 16.9%
Special Revenue 89,988,417 131,742,175 200,282,333 68,540,158 52.0%
Special Grant 691,933 5,165,772 3,043,345 (2,122,427) -41.1%
Enterprise Funds
Conduit Enterprise 10,322,472 13,029,924 13,599,903 569,979 4.4%
Wastewater Utility 236,454,151 302,786,191 289,882,727 (12,903,464) -4.3%
Water Utility 164,523,154 212,443,211 204,820,026 (7,623,185) -3.6%
Stormwater Utility 24,225,030 34,087,912 28,236,593 (5,851,319) -17.2%
Parking Enterprise 17,121,181 22,459,496 21,838,805 (620,691) -2.8%
Grand Total
2,839,381,836 3,843,477,486 3,316,818,946 (526,658,540) -13.7%
*
Change is calculated between Fiscal 2022 and Fiscal 2023
Table in dollars.
Capital Funds Fiscal 2021
Budget
Fiscal 2022
Budget
Fiscal 2023
Budget
Dollar
Change*
Percent
Change*
Pay-As-You-Go
General 500,000 15,000,000 90,500,000 75,500,000 503.3%
Conduit Enterprise 41,000,000 5,000,000 23,370,000 18,370,000 367.4%
Stormwater Utility 1,750,000 0 0 0
Grant and Special Funds
Federal 39,967,000 39,668,000 94,029,000 54,361,000 137.0%
State 8,630,000 52,152,000 102,126,000 49,974,000 95.8%
Loans and Bonds
General Oblig. Bonds 80,000,000 80,000,000 80,000,000 0 0.0%
Revenue Bonds 451,538,000 199,518,000 314,059,000 114,541,000 57.4%
County Trans. Bonds 15,000,000 15,000,000 15,000,000 0 0.0%
Other
Other 184,827,000 81,234,000 73,477,000 (7,757,000) -9.5%
Grand Total
823,212,000 487,572,000 792,561,000 304,989,000 62.6%
*
Change is calculated between Fiscal 2022 and Fiscal 2023
Table in dollars.
5
Intentionally left blank.
Fiscal Environment
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Fiscal Environment
Intentionally left blank.
Economic Outlook
More than two years after the beginning of the COVID-19 pandemic, the national economy is beginning to show
signs of stabilizing. Many economic indicators, including the Gross Domestic Product (GDP) and unemployment
rate, are currently at or better than pre-COVID levels, while others are continuing to improve. However, there are still
underlying concerns that may affect the economy and have potential long-lasting impacts, such as the continued
and unsustainable overall rising ination; the Russia-Ukraine conict; and new COVID variants. These factors
represent risks to the current economy, thereby making the Fiscal 2023 outlook good, but still uncertain.
Data from the Bureau of Economic Analysis (BEA) shows that after the abrupt decline in the national GDP by $478.9
billion or 2.2% in calendar year 2020, GDP grew by $2.1 trillion or 10.1% in 2021, $1.6 trillion or 7.6% compared to
2019, representing the largest dollar value increase on record. The economy has consistently grown an average
of 3.6% every quarter following the “recessionary” phase with 1.0% and 9.3% GDP declines in the second and third
quarters of 2020 due to COVID-19. Even though the U.S. continues to be a predominantly service oriented economy
with more than 44.6% of GDP coming from services, most of the growth experienced over the last 15 months was
from the demand for goods, which roughly matched the level of demand for services overall. Consumption of
local goods increased by $826.6 billion or 17.8% in 2021, while demand for services increased by $866.4 billion or
9.2%. For perspective, despite the negative impacts on the economy from COVID, demand for goods in the U.S. in
2021 increased by $1.0 trillion or 22.4% compared to 2019, while demand for services increased by only $310.3
billion or 3.1%. Similarly, consumption for imported goods increased by $541.2 billion or 23.4%.
The national economy has reached pre-pandemic employment levels. Data from the Bureau of Labor Statistics
(BLS) indicates that after the national unemployment rate peaked in April 2020 at 14.1%, the highest level on
record, it reached 3.8% in February 2022, the lowest since February 2020, which was at 3.6%. As a reference,
economies with unemployment rates lower than 4% are considered to be at full employment. The following chart
shows unemployment rate trends for the nation, State, and City over the last 36 months:
Employment, particularly in the City, has not fully recovered, but data from BLS indicates continued improvements
in the local job market, especially in those areas most affected by the pandemic. As of February 2022, the City
reached 6.3% unemployment compared to 11.6% in April 2020. During the first quarter of 2020, close to 27,900
or 7.5% of the 374,000 jobs in the City were in the Leisure and Hospitality industry. After the start of the
pandemic, jobs in this industry decreased by 13,900 or 49.6%, while jobs in all other industries dropped by 14,000
or 4.1% in total. Data from BEA shows that as of February 2022 City jobs in this industry have reached 22,400,
an increase of more than 8,600 jobs or 61.4% from the 14,100 level in the second quarter of 2020.
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FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
This City’s Leisure and Hospitality industry has almost incorporated as many jobs as all other industries
combined (10,200 or 3.1% from April 2020).
While the Fiscal 2023 outlook is promising, there are reasons for caution and vigilance.
How Did We Get Here?
The nation and the City experienced two drastically different economic and social realities over the course of 2021.
In January 2021, the national unemployment rate was averaging 6.8%. Approximately 458,837 U.S. residents had
died from COVID-19, with the number of single infections having reached 34.5 million and the nation averaging
6.2 million cases per month. The implementation of the nation’s COVID vaccination plan and monetary policy,
distributing aid to states, municipalities, businesses, and individuals, fundamentally shifted the economic and
social environments. The vaccination plan unarguably changed the way we were living and live now, while the
monetary policy enabled a “bounce back” to an almost pre-COVID economy. It is hard to assess the particular
inuence of one policy over the other as they complemented each other and changed the economic and social
environments. However, the footprint of the adopted monetary policies in particular is still unfolding.
In December 2020, the Food and Drug Administration (FDA) authorized vaccine distribution from two manufac-
turers and as vaccines were distributed the number of infections and deaths from COVID began to decrease.
Consequently, the economy in general started to reopen as risk decreased. Data from the Baltimore/Washington
International Thurgood Marshall Airport (BWI) and the Centers for Disease Control and Prevention (CDC) show
that as the number of new cases started declining, travel restrictions gradually eased and businesses started
to progressively operate at almost normal levels, indicating the measured reactivation of the economy. Even as
new variants of COVID-19 arose throughout 2021, vaccinated individuals were less likely to experience severe
symptoms or hospitalizations, which increased individual’s condence and willingness to remain engaged in the
economy. The chart on the left demonstrates the impact of vaccination over the number of new cases, while the
chart on the right shows the indirect correlation between new cases and the number of individuals travelling at
BWI:
With the success of the vaccines controlling the spread of COVID-19, the federal monetary policy, which primarily
focused on keeping interest rates at historically low levels and increasing the supply of money in the economy to
incentivize consumption, was able to restart the economy. Following the addition of $2 trillion in to the economy
from the CARES Act in March 2020 and $900 billion from the Consolidated Appropriation Act December 2020,
the federal government passed an additional $1.9 trillion economic aid package, the American Rescue Plan Act
of 2021. These aid packages drastically increased the amount of disposable income for individuals and helped
businesses to stay aoat during periods of low demand. The increased inow of cash in the economy helped
10
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
individuals to increase savings, which consequently sustained consumption while the job market readjusted and
individuals began to reenter to labor force.
As an example of the combined success of these policies, by the beginning of calendar year 2021, demand for
hotel rooms in the City was at just above 85,400 rooms per month, one of the lowest levels, with many of these
rooms being used as preventive and treatment care accommodations for COVID-19 patients. The average daily
room rate was at the third lowest value in the City’s history at $90.40 per room, while the occupancy rate reached
30.1%, the lowest January rate in history. These trends, as indicators for economic activity, were key factors
during the construction of the Fiscal 2022 budget, which assumed modest recovery. However, the infusion of
federal aid and rollout of vaccines led to gradual improvements in the economy and promoted the reevaluation
of revenue projections. As indicated in the graph below, the recovery is clearly shown, beginning in January 2021
when vaccinations started and continuing throughout the seasonal period of the tourism and hospitality industry.
Due to increased demand, hotels in the City had occupancy rates reaching 46.1% by the end of calendar year
2021, representing 86% of the February 2020 occupancy rate, while charging an average daily room rate of $136
per night by February 2022, 7.6% higher than the February 2019 room rate.
Other City revenues directly dependent on tourism and hospitality, such as Admissions and Amusement Tax, Con-
vention Center, and parking related revenues, which showed decreased activity at the beginning of calendar year
2021, gradually rebounded throughout the year, reaching 75% to 85% of pre-pandemic levels by the end of 2021.
The following chart displays the trend of the City’s tourism revenues prior to and during the pandemic, as well as
the anticipated revenue levels for the Fiscal 2023 budget, which are 85.7% of pre-COVID levels.
11
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
Where Are We Now?
Most jurisdiction across the state initially projected modest revenue growth for Fiscal 2022, accounting for a
slow recovery following the COVID-19 pandemic. However, the State and several counties revised Fiscal 2022
budgets and Fiscal 2023 estimates to reect that better than anticipated revenues. In December 2021, the State’s
Bureau of Revenue Estimates was still anticipating an overall 3.7% increase in the Fiscal 2022 budget; however, a
revised estimate as of March 2022 included an increased projection of 7.8%, while also increasing the Fiscal 2023
estimate by $1.9 billion or 9.0% from the December projection.
Data, as of February 2022, indicates that the City is also likely to close higher than anticipated the in Fiscal 2022
budget, and better prepared to confront the Fiscal 2023 challenges, due to growing revenues. For example, the
City is currently yielding its best year in collections for Recordation and Transfer Taxes as a consequence of
the strongest residential real estate market in history. Additionally, the robust activity in this market has offset re-
duced tax revenues resulting from declining assessments of commercial properties in the City. These assessment
reductions resulted from declining revenues from commercial properties, predominantly hotels and ofce build-
ings, that have remained vacant throughout the pandemic. Finally, data from the 2020 Comptroller of Maryland’s
Income Tax Summary report shows that the City has been able to retain and increase its income tax base of mid-
to high-income earners, as reected in the increase of income tax receipts, despite overall declining population.
In 2021, the City’s real estate market experienced the second strongest year on record, only behind calendar year
2005 during the peak of the housing boom. Additionally, the number of transactions and average price of residen-
tial property sold in the City from January to March 2022 indicates that Fiscal 2022 should be the City’s best year in
real estate transaction tax collections. Data from BrighMLS shows the number of residential properties sold in the
City increasing by 1,825 or 19.4% from 9,396 in calendar year 2020 to 11,221 in 2021. In addition, the rst quarter
of 2022 totaled 2,464 properties sold, 25 or 1.0% more than the already record high volume experienced during
the rst quarter of 2021. The average price of residential properties sold during 2021 was $239,267, $33,700 or
16.4% higher than in 2020. In July 2021, the City registered the highest average sale price of residential properties
of $261,000. The 2022 rst quarter average sale price of $245,512 was $24,139 or 10.9% higher than the rst
quarter of 2021. Finally, it took an average of 32 days for residential properties to sell during calendar year 2021,
which was 19 days faster than in 2020. Meanwhile, residential home sales during the rst quarter of 2022 took
an average of 38 days, the lowest average during any rst quarter in City history. The graph below illustrates the
trend in the number of units sold and the average days on market for residential properties sold in the City over
the last 20 years, showing the correlation between sales versus days on market:
12
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
As a consequence of the record level of residential real estate activity, primarily encouraged by the continued avail-
ability of cheap mortgage and renancing borrowing conditions, the City is anticipating the best collection year
of Recordation and Transfer Taxes in Fiscal 2022. As of March 2022, data indicates that the City has processed
15,697 transactions subject to Transfer Tax, 3,703 or 30.9% more than the those processed as of March 2021.
More importantly, the high demand combined with low inventory of houses have pushed prices up, reaching an
average yield per transaction subject to Transfer Tax of $4,108, $1,102 or 36.7% higher than in Fiscal 2021. The
combination of high prices and high volume of activity have generated $64.5 million as of March 2022 from Trans-
fer Tax, $28.4 million or 78.9% higher than Fiscal 2021. Similar collection rates have occurred for Recordation Tax,
which as of March 2022 is $53.8 million, $21.7 million or 67.8% higher than in Fiscal 2021.
The City has also yielded an unprecedented level of Income Tax receipts in recent years. Data from 2020 tax
returns indicates that the number of lings in the City increased by 1,365 or 0.7%, despite many residents losing
their jobs due to COVID and the population decreasing by nearly 7,800 residents between 2019 and 2020. Most of
the increase in the number of tax returns came from residents earning between $60,000 and $150,000. Receipts
from Income Tax have grown an average of 5.2% since Fiscal 2018, and are anticipated to yield $443.8 million in
revenues for Fiscal 2022, $33.0 million or 8.0% more than Fiscal 2021.
Finally, it is worth mentioning that federal assistance, including stimulus payments and enhancements to unem-
ployment benets during calendar year 2021, seemed to positively impact the collection of City revenues in general.
There is no evidence that the City experienced any negative impact in the collection of taxes during the last 24
months. The City achieved a 98% collection rate in Fiscal 2020 and Fiscal 2021 for Property Tax and is anticipated
to reach this level in Fiscal 2022, indicating a continued strong taxable property base.
What Is Next?
As indicated, growing ination, supply chain issues, the Russia-Ukraine war, and the unknown future of COVID-19,
which are all closely linked, are the main economic challenges ahead. Ination represents the common denomi-
nator and impacts residents on a daily basis. There are varying opinions regarding the U.S.’s capability to appropri-
ately implement new scal and monetary policies to control ination in the near future, with some experts arguing
13
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
that recent actions, such as the progressive increases of interest rates intended to reduce demand, have been
implemented too late and could initiate a long period of high ination and eventual recession.
In very simplistic terms, the causes of current ination seem to be a vicious cycle. Since 2020, the global supply
chain has been severely affected by COVID-19 and prices have been the only factor that somehow controlled the
continued demand for goods and services. At the same time, the U.S. economy received an enormous inow of
cash coupled with prevailing low interest rates to effectively promote additional demand for goods and services
and keep the economy aoat. This generated a surplus of cash, which pushed prices up and resulted in this im-
balance. More recently, the Russia-Ukraine conict has impacted oil prices worldwide, which again, has increased
production and transportation costs in general.
Consequently, ination is now the main concern looking ahead. Prices during March 2022 increased 1.3% com-
pared to February 2022 and 8.5% compared to March 2021. This single month increase is the highest since June
1982, 1.3%, and this year-over-year increase represents the highest since December 1981, 8.9%. The chart below
shows that increases in prices by 2% per year have been the norm in recent years.
Given the state of the City’s economy, there are two areas of concerns arising from prices in the real estate and
the labor markets.
• Ination and real estate: The combination of cheap borrowing conditions coupled with high demand for
housing have increased residential housing prices in general. For the City, the inventory of houses has also
incorporated a constraint factor, pushing prices to increase. In Fiscal 2022, the City reached its lowest level
of active listings, while also reaching one of the highest average sale prices. The graph below illustrates the
trend in the number of active residential listings and the average sale value for residential properties sold in
the City over the last 20 years, showing the correlation between inventory versus prices:
14
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
Assuming that the housing market is not in a bubble and a sudden collapse like the one experienced in the late
2000’s is unlikely to occur; market conditions suggest that the City could continue to experience this level of
demand for a little longer even under the current inationary scenario. A recent Forbes article, “Will the Housing
Market Crash?”, examines why a collapse is not likely in the short-term and suggests that the main reason is
that demand is still higher than supply. Additionally, it seems like the anticipated increase of mortgage rates is
incentivizing buyers to continue actively searching for homes before mortgage costs reach unaffordable levels.
As shown in the chart, supply of City housing remains low as sales steadily continue. Additionally, prices in general
are less likely to decline indicating a higher taxable rate for City property and Recordation and Transfer Taxes. The
City remains an affordable regional option for housing with average home prices at 63% of those in the Metro
area.
• Ination and wages: The job market is in a unique situation. During the pandemic, especially at the initial
stages of the recovery, many businesses found themselves unable to hire at the pace of the increased de-
mand for goods and services. This resulted in increases in average wages to attract workers. Data from BLS
indicates that average weekly wages in the City increased 11.0% in the fourth quarter of calendar year 2020
over the same period in 2019, and 19.4% compared to the third quarter in 2020. Both of these increases
represent the highest year-to-year and quarter-to-quarter increase in the City average weekly wages since
2001. Additionally, as employees were less committed to stay in the workplace given the push for higher
paying options, employers struggled to retain workers at prevailing wages, which ultimately impacted the
overall cost of production.
It is unclear how the dynamics of the current job market will play out in the long-term now that the economy is at
capacity, but as ination continues making the cost of production more expensive, average wages in real terms
are being impacted. City weekly wages measured in 2000’s Dollars averaged $1,197 per week in 2020, $211 below
the current average nominal value of $1,408, which indicates that wages have outpaced ination; however, in 2021,
the estimated City weekly wages measured in 2000’s Dollars in 2021 averaged $1,293 per week, $143 below the
estimated nominal value of $1,436, indicating that even though wages have continued increasing, individuals now
have reduced purchase power as average earnings in real values have decreased by $68 or 32.2% due to ination.
As individuals costs of living increase, there will be demands for higher wages and businesses will nd it harder to
hire and retain employees, resulting in increased wages. The increased wages will be passed onto the consumers
15
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
through increased prices, becoming a vicious cycle of ination. However, under current job market conditions,
average wages and their incidence on the City resident’s disposable income is not anticipated to harm the City’s
income taxable base in the short- term.
It is worth noting that there are growing concerns about a possible recession on the horizon. In a recent episode
of the “Inside Economics” podcast, Mark Zandi, Chief Economist of Moody’s Analytics, indicated that the economy
remains strong–there are a lot of jobs, unemployment is low, wages are still high in real terms, homeowners have
built an immense amount of equity, and corporations are yielding amazing prot margins. Additionally, intertest
rates are normalizing, but not increasing beyond concerning levels. However, a poll conducted during the podcast
asked about the probability of a recession and the agreement was that the U.S. economy would enter into a
recession between now and the end of 2023.
16
Fixed Costs
In general, “xed costs” are expenses that the City is required to pay by law or contract that cannot be easily re-
duced in the short-term. As shown in the chart below, the City’s xed costs include contributions to employee
pension systems, health care for retirees, the State-mandated Maintenance of Effort (MOE) contribution to Balti-
more City Public Schools (BCPS), and payment of debt service.
FY12 Actual
FY13 Actual
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Budget
0.2B
0.4B
0.6B
0.8B
1B
Other Debt Service Retiree Health BCPS Required Contribution Pension
General Fund Fixed Costs Trend
Dollars in billions
Pension Costs: The City funds three pension systems for sworn re and police employees, civil service employees,
and elected ofcials.
Retiree Health: Of the 23,283 retirees eligible to enroll in City retiree healthcare plans, 13,191 or 57% are enrolled
in plans. Among those retirees enrolled in plans, 8,199 are City retirees and 4,992 are retirees of City Schools
or State librarians. The City pays 50% of the healthcare premium cost for the majority of enrolled retirees based
upon years of service. Prescription drug coverage is bundled with medical coverage for retirees over the age of
65 enrolled in City plans. The City pays 80% of the premium of the prescription drug premium cost for the 1,637
retirees under the age of 65 enrolled in a prescription drug plan.
Debt Service: The City Charter mandates that payment of the principal and interest on municipal debt must be
funded. The General Fund budget includes funding to pay debt on General Obligation Bonds used for capital
projects, county transportation bonds, Tax Increment Financing (TIF), Conditional Purchase Agreements (CPA),
and economic development loans from the State.
City Schools Required Contribution: State law requires that Baltimore City maintain its education funding effort
from year to year on a per-pupil basis and pay a portion of the normal cost of the teacher pension system.
Other: Workers’ compensation claims; insurance and liability costs; a State-mandated contribution to Baltimore
City Community College; gas, electric, sewer and water costs; and tipping fees for solid waste disposal.
17
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
Fixed Cost Trends
Fixed costs represent 43% of total General Fund expenditures in the Fiscal 2023 Recommended Budget, a slight
increase from Fiscal 2022. The increase can largely be attributed to the City’s increased contribution to the Bal-
timore City Public Schools, $332.8 million in total operating support for Fiscal 2023. The City’s ability to tightly
maintain and keep xed costs under 50% of total expenditures provides the City with a substantial amount of dis-
cretion and exibility to respond to sudden or dramatic changes in either revenue or funding obligations. Without
its strong nancial management policies, the City would not have been able to accommodate the decrease in
revenue from the COVID-19 pandemic or meet the increase in the contribution to the City Schools.
Employees’ Retirement Systems
In 2010, the City reformed the Fire and Police Employee Retirement System (FPERS), which had grown in cost by
81% from $48 million Fiscal 2005 to $87.5 million in Fiscal 2010. These reforms included:
• Replacing the variable benet with a cost of living adjustment capped at 2%.
• Modifying age and years of service requirement to 25 years of completed service or age 55 with 15 years of
completed service.
• Increasing employee contributions from 6% to 10% over a four-year period from Fiscal 2011 to Fiscal 2014.
• Extending the time-period used for calculating average nal compensation from 18 months to 3 years.
The F&P reform effort also called for a New Hires pension plan, for new sworn entrants to the City workforce. City
Council legislation was proposed in 2015 but was not acted on. The funded status of the system has continued
to decline, from 82.0% in Fiscal 2011 to 69.1% in Fiscal 2020.
In 2013, the City also reformed the Employee Retirement System (ERS) for civilian employees. These reforms
included:
• For existing civilian employees hired before July 1, 2014, phasing in employee contributions of 1% of salary
per year up to a cap of 5% contributions in Fiscal 2019.
• Creating a new retirement system for employees hired after July 1, 2014. These employees can choose to
enter the new Retirement Savings Plan (RSP) with mandatory employee contributions plus a City match, or a
hybrid plan, which includes a mix of RSP and a guaranteed benet under the Employee Retirement System.
18
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
In May 2019, a judgment was reached in the Baltimore Circuit Court on the longstanding litigation between the
City and Fire and Police employees over pension reforms that were enacted in 2010. The judge upheld the City’s
modication that extended the years of service required to earn a pension from 20 to 25 years. But the judge also
ruled that the City unfairly withdrew benets from already‐retired employees, and that those retirees are entitled
to seek damages for lost benets from the City.
For the Fiscal 2021 year-end report which informed the Fiscal 2023 budget, both the ERS and F&P systems ex-
ceeded their investment return benchmark, leading to lower contributions in Fiscal 2023. The ERS system reported
a 26.9% return and the F&P system reported a 29.8% return.
37.2M
47.6M
61.0M
74.4M
80.7M
84.1M
86.5M
75.6M
92.2M
77.4M
80.6M
78.5M
82.8M
95.9M
91.6M
74.6M
87.5M
104.4M
101.0M
101.0M
113.0M
118.4M
119.5M
127.2M
134.5M
139.3M
146.8M
148.6M
161.2M
153.9M
111.8M
135.1M
165.4M
175.4M
181.7M
197.1M
204.9M
195.1M
219.4M
211.9M
219.9M
225.3M
231.4M
257.1M
245.5M
FY09 Actual
FY10 Actual
FY11 Actual
FY12 Actual
FY13 Actual
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Budget
Employee Retirement Systems Fire and Police Retirement Systems
Total Contribution
Contribution to Employee Retirement Systems (All Funds)
Dollars in millions
ERS figures also include Library, Sheriff's Office, and Elected Officials.
Health Care for Employees and Retirees
From Fiscal 2005 to Fiscal 2010, the City’s cost of providing medical and drug benets to its employees and
retirees grew by $69 million, or 40%, from $172.2 million to $241.7 million.
These costs were on an unsustainable path, and could no longer be ignored as the City faced the scal conse-
quences of the Great Recession. Several changes to health care plans have been made that have collectively
reduced the City’s costs by $150 million compared to baseline estimates. The recent changes are summarized
below both graphically and sequentially:
19
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
191.0M
203.2M
209.6M
221.2M
194.3M
193.1M
173.6M
185.9M
192.8M
234.0M
245.2M
254.8M
264.7M
279.0M
294.1M
310.0M
326.7M
344.4M
FY15 Actual FY16 Actual FY17 Actual FY18 Actual FY19 Actual FY20 Actual FY21 Budget FY22 Budget FY23 Budget
With Health Care Changes Without Health Care Changes
Baltimore City Health Care Costs
Dollars in millions
Fiscal 2011 Changes
• 10% prescription drug premium co-share for retirees
Fiscal 2012 Changes
• Prescription co-pay tier adjustments for retirees
• Reduce the number of Medicare supplemental plan options for retirees from ve to two
• $100 annual pharmacy deductible for retirees
• Drug Quantity Management
• Prescription Drug Prior Authorization
• Mandatory pre-certication/enhanced utilization review/case management
• Step Therapy
Fiscal 2013 Changes
• As of January 1, 2013, the City paid 79.2% of premium costs for a new standard network medical benet
plan that requires deductibles and co-insurance. Employees could opt to pay the full incremental cost for a
medical plan with lower out-of-pocket costs. The City also required all employees and retirees to pay 20%
of their prescription drug premium costs.
Fiscal 2014 Changes
• The City conducted a dependent eligibility audit to ensure that health care benets are not provided to in-
eligible recipients. As a result of the audit, approximately 1,500 ineligible dependents were dropped from
coverage, saving $4.5 million.
Fiscal 2017 Changes
• The City shifted several health care plans to a self-funded model, which decreased external administrative
costs and provided the City with greater exibility in determining premiums. This shift decreased City costs
20
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
by $7 million in calendar year 2017.
• The City reduced Medicare supplemental plan reimbursements paid by the City from 100% to 80%, which
decreased costs by $8.6 million in calendar year 2017.
Fiscal 2019 Changes
• The City rebid health care and prescription drug coverage contracts and switched from Express Scripts to
CVS Caremark. The shift from 9 to 4 health care providers and the new prescription drug provider saved the
City nearly $35 million.
Fiscal 2020 Changes
• There were no changes to healthcare policy, but the City saw a greater percentage of retirees not enrolling
in City sponsored plans.
Fiscal 2022 Changes
• In January of 2021, the City offered a new Medicare Advantage Plan (MAPD) to retirees, in place of the Medi-
care Supplement Plan offered previously. The MAPD plan bundles medical and prescription drug coverage
under one premium and offers similar benets as the supplemental plan, but with expected savings to the
City of $33.3 million in Fiscal 2022 for retiree healthcare. The City raised active employee premium rates in
January of 2021 due to increasing health claim costs, resulting in a projected cost increase to the City for
active employee healthcare of $22.8 million in Fiscal 2022. Net healthcare savings for Fiscal 2022 for both
retirees and active employees is $10.5 million (all funds). Fiscal 2022 represents the rst full-year effect of
the changes implemented in January 2021.
Debt Service
The City’s total debt service is projected at $360.5 million for Fiscal 2023.
The Fiscal 2023 General Fund recommended budget of $127.2 million in debt service is $7.0 million above the
Fiscal 2022 Adopted Budget. General Obligation Bond debt service increased from Fiscal 2020 to Fiscal 2021 due
to temporary renancing savings that concluded in Fiscal 2020. The following chart illustrates General Fund debt
service over the past 10 years:
135.6M
132.1M
131.5M
113.0M
136.8M
128.5M
110.3M
112.8M
111.2M
121.0M
120.2M
127.2M
FY12 Actual
FY13 Actual
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Budget
100M
120M
140M
Debt Service History
Dollars in millions
21
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
Risk Management
Risk Management costs include workers’ compensation, legal liability, insurance, and administration.
The City’s self-insured costs, including workers’ compensation and legal liability, are projected through an annual
actuarial valuation. Other insurance and administrative costs are determined by analysis of historical actuals and
trends; these costs include personnel in the Department of Finance (Risk Management) and the Law Department
(workers’ compensation and auto liability), as well as other brokerage, medical, and contractual costs.
Cost Center Fund Name FY22 Budget FY23 Budget
Workers’ Comp - Direct Multiple Funds 61,016,149 63,823,751
Self Insurance Stabilization Reserve General Fund 5,000,000 12,523,842
Risk Management Administration Multiple Funds 8,510,483 8,177,805
Auto - Animal Liability Insurance Multiple Funds 4,757,273 4,756,786
Judgments and Suits - Awards (Law) Multiple Funds 3,664,244 3,797,089
General Tort Liability Insurance General and Fleet Funds 3,626,830 3,626,830
Insurance - Other Risks General and Fleet Funds 1,904,493 1,904,493
Property and Casualty Insurance Multiple Funds 1,713,752 1,713,752
GRAND TOTAL 90,193,224 100,324,348
Table in dollars.
While most costs are budgeted centrally within the City’s Self-Insurance Fund, Service 126, workers’ compensa-
tion is allocated across City agencies, and administrative costs are captured within the Departments of Finance
and Law. The Fiscal 2023 budget includes an annual contribution into the City’s Risk Management Fund to pay
workers’ compensation claims. The City’s annual contribution required to cover claims, which is updated annually,
is informed by the actuarial rm the City works with to forecast risk liabilities.
Workers’ compensation funding is allocated on a per position basis and different costs are assigned per position
based on the agency. Agencies have varying levels of risk for workers’ compensation per the nature of the work
carried out in different agencies, with Police and Fire employees being at highest risk for injury on the job. Agency
allocations are informed by prior year claims with regard to the volume, severity, and longevity of claims the City
must pay out for employees injured on the job.
22
COVID-19 Federal Aid
Federal aid provided a lifeline for the City through the rst two years of the pandemic. In Fiscal 2020, $103.6
million in direct aid was received by the City from the Coronavirus Aid, Relief, and Economic Security (CARES) Act
Coronavirus Relief Fund. Also, the federal government declared a nationwide emergency, effective January 2020
and continuing, making emergency aid available from the Federal Emergency Management Agency (FEMA), which
is reimbursement-based. These funding sources enabled the City to respond quickly and effectively to the public
health emergency that COVID-19 presented for City residents.
In Fiscal 2023, the City is shifting from the direct COVID-19 response to larger strategic investments and recovery.
CARES funding and FEMA reimbursement are no longer budgeted in Fiscal 2023. CARES Act funds expired in
December 2021, and FEMA support is scheduled to decline from 100% to 90% beginning in Fiscal 2023. Looking
ahead, the City is focused on how to best spend $641 million of American Rescue Plan Act (ARPA) funds, which
must be committed by December 31, 2024 and fully spent by December 31, 2026. The rst wave of strategic in-
vestments from ARPA began in Fiscal 2022 and will continue in Fiscal 2023 with investments in homeless services,
housing, broadband infrastructure, violence prevention, and economic recovery, among others.
CARES Funding
The City spent the $103.6 million in CARES funding from Fiscal 2020 through Fiscal 2022. CARES funds expired
in December 2021. The table below documents the expenditures by scal year.
FY20 FY21 FY22 Total
12,503,772 50,101,562 40,659,240 103,264,574
Table in dollars.
*
Includes pending invoices expected to be paid in this scal year.
FEMA Funding
The City is continuing to prepare and submit applications for expenses eligible for FEMA reimbursement, including
feeding, sheltering, and vaccination programs. Currently, FEMA is reimbursing eligible expenses at 100%, which is
scheduled to decline to 90% beginning in Fiscal 2023. However, FEMA has the authority to end reimbursements at
any time. Expenses eligible for FEMA reimbursement must be specic to mitigating the effects of the pandemic.
Eligible expenses include emergency medical care, medical sheltering, personal protective equipment (PPE), and
the purchase and distribution of food, water, and medicine. The tables below documents the status of the reim-
bursement and the expenditures submitted for reimbursement by scal year. As of publication, the City is still
awaiting approval on several applications.
FEMA Reimbursements FY20 FY21 FY22 Category
Sub-total
Cash Received 239,232 62,435,718 485,327 63,160,277
FEMA Approved 1,967,505 20,839,930 7,776,148 30,583,583
Pending FEMA Approval 1,639,800 13,316,547 23,321,146 38,277,493
Grand Total 3,846,537 96,592,195 31,582,621 132,021,353
Table in dollars.
23
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
Reimbursement Status Reimbursement Type Amount
Feeding 28,065,622
Sheltering 21,369,459
Vaccines 5,364,953
Materials, Supplies, & Equipment 703,628
Cash Received
Other 7,656,615
Multi-year Total 63,160,277
Feeding 4,439,205
Sheltering 20,076,148
Vaccines 3,236,143
Materials, Supplies, & Equipment 440,675
FEMA Approved
Other 2,391,412
Multi-year Total 30,583,583
Feeding 4,687,234
Sheltering 27,699,227
Pending FEMA Approval
Other 5,891,032
Multi-year Total 38,277,493
Table in dollars.
ARPA Funding
The American Rescue Plan Act (ARPA), specically the State and Local Fiscal Recovery Fund, provided $641 mil-
lion to the City of Baltimore in response to the COVID-19 public health emergency and its negative economic
impacts. Mayor Brandon M. Scott established the Mayor’s Ofce of Recovery Programs (MORP) in Fiscal 2022
to transparently and effectively administer this funding on behalf of the City, as well as managing reports to the
U.S. Department of the Treasury, the federal agency managing and overseeing ARPA funds. The City is using this
one-time funding to make strategic investments in Baltimore’s future and equitably deliver resources and services
to underserved and underinvested communities. All ARPA funds were appropriated to MORP in the Fiscal 2022
budget and will be carried forward until fully spent. The following exhibits provide a status update on the ARPA
spending plan.
Authorized Expenditure Categories
The Treasury identied ve main categories for eligible funding uses: supporting public health response; address-
ing negative economic impacts of COVID-19; replacing public sector revenue loss; providing premium pay for
essential workers; and investing in water, sewer, and broadband infrastructure.
A project must align with a valid expenditure category under the law, while also responding to the COVID-19 public
health emergency and its negative economic impacts, to be eligible.
24
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
Funding Process
MORP established an online application process, allowing City agencies and external organizations to propose
projects. Proposals are reviewed to ensure that projects conform to Treasury guidance, advance equity, and make
an impact as the City navigates the social and economic crises caused by COVID-19. Proposals are evaluated
using a 100-point scoring rubric with seven criteria. Equity has the greatest weight of all criteria. More information
about the funding process can be found on MORP’s website.
Funding Announcements
As of publication, $481.2 million in ARPA funding has been committed for various projects. Project descriptions
and anticipated budgets are described in more detail below.
Use of Funds Funding Committed
Project Evaluation 0.6
Position Restoration 2.8
Guaranteed Income Pilot Program 4.8
Lexington Market 4.9
City Employee Vaccine Incentives 10.4
ARPA Administration 10.6
Food Insecurity 11.1
Economic Recovery Fund 25.0
Workforce Development 30.0
Broadband and Digital Equity 35.0
Recreation Infrastructure 41.0
Violence Prevention 50.0
Reducing Homelessness 75.0
Public Health Response 80.0
Affordable and Vacant Housing 100.0
Total 481.2
*
Table and graph in millions of dollars and do not include budget stabilization funds.
25
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
COVID-19 Public Health Response Funding will be used by the Baltimore City Health Department (BCHD) to ad-
dress the COVID-19 public health emergency. BCHD will focus on six key areas: vaccination, contact tracing,
testing, food insecurity, PPE, strategic communications, and administrative costs. The purpose of this funding is
to strengthen existing healthcare infrastructure and implement strategies to mitigate the spread of the virus and
increase vaccination rates with a focus on populations disproportionately affected by COVID-19.
Funding Area FY22 FY23 FY24 FY25 All Years
Communications 257,910 508,820 508,820 257,910 1,533,460
Contact Tracing 6,327,599 7,246,698 4,496,698 834,112 18,905,107
Food Insecurity 3,107,038 6,207,076 3,507,076 3,107,038 15,928,228
Miscellaneous 274,481 198,962 113,962 51,890 639,295
Operational Support 2,174,240 1,585,649 1,585,649 819,074 6,164,613
PPE 2,676,244 2,786,487 2,286,487 2,226,244 9,975,461
Testing 4,411,166 5,006,331 2,464,487 388,632 12,270,615
Vaccination 8,441,716 2,238,276 1,742,935 865,560 13,288,487
Vulnerable Communities 222,789 424,578 424,578 222,789 1,294,734
Project Total 27,893,182 26,202,877 17,130,692 8,773,248 80,000,000
Table in dollars.
*
Funding for Vulnerable Communities provides direct case management services to BHCD’s adult guardianship
population.
†
’Miscellaneous’ includes funds for unanticipated increases in various contracts related to the COVID-19 public
health response.
Violence Prevention Funding will be used by the Mayor’s Ofce of Neighborhood Safety and Engagement for
violence prevention initiatives. The purpose of this funding is to decrease violence and increase community safety
by funding violence prevention efforts, including community violence intervention, victim services, youth justice,
re-entry services, and community healing.
Funding Area FY22 FY23 FY24 FY25 All Years
Administration 1,268,058 2,301,646 2,287,446 0 5,857,150
Gun Violence 3,350,000 7,575,000 7,475,000 0 18,400,000
Neighborhoods 725,000 625,000 275,000 0 1,625,000
Re-entry 2,950,000 5,745,000 4,995,000 0 13,690,000
Transitional
Employment for GVRS
255,000 2,500,000 2,500,000 0 5,255,000
Victim Services 453,770 479,540 479,540 0 1,412,850
Youth and Trauma 1,255,000 1,505,000 1,000,000 0 3,760,000
Project Total 10,256,828 20,731,186 19,011,986 0 50,000,000
Table in dollars.
26
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
Economic Recovery Fund Funding is being used by ve quasi-governmental agencies, including the Baltimore
Development Corporation, the Baltimore Civic Fund, Visit Baltimore, the Family League of Baltimore City, and the
Baltimore Ofce of Promotion & the Arts, to provide nancial relief and technical assistance to small businesses,
nonprots, the hospitality industry, child care providers, and individuals artists that were negatively impacted
by COVID-19. These funds address COVID-19 related economic losses and build capacity for Baltimore’s small,
minority-owned/led, and women-owned/led businesses, nonprots, organizations, entities, and artists, with a fo-
cus on supporting organizations that did not receive funding in 2020 and organizations that support Black com-
munities.
Funding Area FY22 FY23 FY24 FY25 All Years
Child Care Provider
Relief
2,000,000 0 0 0 2,000,000
Hotel Relief 2,500,000 0 0 0 2,500,000
Individual Artists Relief 500,000 0 0 0 500,000
Nonprot Relief 8,300,000 0 0 0 8,300,000
Small Business Relief 11,700,000 0 0 0 11,700,000
Project Total 25,000,000 0 0 0 25,000,000
Table in dollars.
Workforce Development Funding will be used by the Mayor’s Ofce of Employment Development (MOED) to assist
unemployed or underemployed individuals, with specic opportunities for youth and sector-based job training in
high-growth industries. MOED will focus on four key programs:
• Hire Up will provide subsidized employment at City and quasi-governmental agencies to adult residents;
• Train Up will provide occupational training to enable residents to skill up and obtain jobs in high-demand
industries in the region;
• YouthWorks will provide summer jobs and needed income to city youth; and
• Workforce Supports will provide behavioral health, legal services, adult education, nancial empowerment
counseling, and career navigation to participants in Hire Up and Train Up. In addition, these funds will support
wage subsidies at small, minority- and women-owned businesses that hire impacted workers.
Funding Area FY22 FY23 FY24 FY25 All Years
Administration 839,588 1,715,012 1,751,915 346,766 4,653,282
Hire Up 86,627 2,464,785 2,586,971 66,215 5,204,598
Train Up 1,310,599 2,377,193 5,138,057 110,404 8,936,253
YouthWorks 422,660 4,007,776 3,869,782 0 8,300,217
Workforce Supports 1,109,463 1,195,257 600,930 0 2,905,650
Project Total 3,768,938 11,760,023 13,947,655 523,385 30,000,000
Table in dollars.
Broadband and Digital Equity Funding will be used by the Mayor’s Ofce of Broadband and Digital Equity (MOBDE)
for public internet access for disinvested neighborhoods. MOBDE will focus on the following key areas: program
administration, public wi- network, Recreation and Parks ber buildout, and network operations. Phase I ($6 mil-
lion) includes extending the City broadband network to 23 recreation centers; engaging community members to
27
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
understand their needs and preferences related to public Wi-Fi; establishing public Wi-Fi in West Baltimore neigh-
borhoods; coordinating with Baltimore City Information Technology to develop and commission an air-gapped
network for public Wi-Fi; and stafng vital roles in MOBDE and for a new public Wi-Fi network operations team.
Phase II ($29 million) is still in the planning stages. The purpose of these investments is to deliver free broadband
internet service to a dened set of neighborhoods and communities where existing internet service is unavailable
or unaffordable.
Funding Area FY22 FY23 FY24 FY25 All Years
Administration 459,334 1,044,423 6,796 0 1,510,553
Broadband Access 984,121 2,058,958 446,368 0 3,489,447
Network Operations 333,333 666,667 0 0 1,000,000
Project Total 1,776,788 3,770,048 453,164 0 6,000,000
Table in dollars.
Recreation Infrastructure Funding will be used by Baltimore City Recreation and Parks to invest in capital improve-
ments to recreation centers, pools, playgrounds, trails, and athletic courts. This investment will enhance overall
user experience, ensure compliance with all health and safety codes, increase environmental sustainability, and
allow opportunities for enhanced programming.
Funding Area FY22 FY23 FY24 FY25 FY26 FY27 All Years
Administration 50,604 681,417 684,417 684,417 684,417 137,821 2,923,093
Renovation 0 38,076,907 0 0 0 0 38,076,907
Project Total 50,604 38,758,324 684,417 684,417 684,417 137,821 41,000,000
Table in dollars.
Lexington Market Funding is being used to support construction and stall build out for new and legacy vendors
at Baltimore’s historic Lexington Market. The new merchant mix at Lexington Market will meaningfully increase
participation of minority- and women-owned businesses. Local businesses and food systems are vital to the
health of Baltimore City. Lexington Market is uniquely positioned to improve food access to communities that
do not have routine access to fresh, affordable foods – a challenge further exacerbated by the COVID-19 public
health emergency.
Funding Area FY22 FY23 FY24 FY25 All Years
Small Business Relief 4,917,957 0 0 0 4,917,957
Project Total 4,917,957 0 0 0 4,917,957
Table in dollars.
Food Insecurity Funding will support various programs for residents aimed at reducing food insecurity, including
continuing COVID-19 emergency produce box distribution; increasing Online Supplemental Nutrition Assistance
Program (SNAP) participation to address the inequitable access to home delivered groceries; expanding nutrition
incentives at farmers markets; implementing a Produce Prescription program at MedStar Harbor Hospital; and
building the Black, Indigenous, (and) People of Color (BIPOC) local food production supply chain to shift away
from emergency food and towards improving the local food supply chain.
28
Fiscal 2023 Executive Summary FISCAL ENVIRONMENT
Funding Area FY22 FY23 FY24 FY25 All Years
Administration 70,000 140,000 140,000 70,000 420,000
BIPOC Local Food
Production
329,500 726,000 444,500 0 1,500,000
Farmers Market
Incentives
150,000 150,000 150,000 0 450,000
Online SNAP 838,400 1,270,400 1,554,800 0 3,663,600
Produce Boxes 764,400 1,528,800 1,528,800 764,400 4,586,400
Produce Prescription 150,000 150,000 150,000 0 450,000
Project Total 2,302,300 3,965,200 3,968,100 834,400 11,070,000
Table in dollars.
Guaranteed Income Pilot Program Funding will support a Guaranteed Income pilot project that will provide 200
young parents, between 18 and 24 years old, with an unconditional cash payment of $1,000 per month over the
course of 24 months. This project is a part of a cohort of 62 evidence-based guaranteed income pilots across
the country. Pilot programs have proven to increase the nancial, physical, mental, and emotional health of par-
ticipants.
Funding Area FY22 FY23 FY24 FY25 All Years
Participant Stipends 1,200,000 2,400,000 1,200,000 0 4,800,000
Project Total 1,200,000 2,400,000 1,200,000 0 4,800,000
Table in dollars.
Details of the budget timelines for the following projects are still being nalized and will be available in future
publications.
Reducing Homelessness Funding will be used by the Mayor’s Ofce of Homeless Services (MOHS) to implement
best practices from the City’s COVID-19 emergency housing response as a model for its long-term response to
homelessness. In addition, MOHS is receiving funding from the U.S. Department of Housing and Urban Develop-
ment HOME Investment Partnership Program. MOHS will focus on ve key programs:
• Acquiring, renovating, and operating non-congregate emergency housing in two hotel sites;
• Short-term rental assistance and case management services for individuals residing in COVID-19 non-
congregate shelter sites;
• Housing navigation and landlord recruitment support to reduce length of time from receiving a housing offer
to moving into a permanent housing unit;
• Housing Accelerator Fund to expand supply of permanent supportive housing units; and
• Flexible funding for diversion and rapid resolution for individuals experiencing housing instability or an
episode of homelessness.
Affordable and Vacant Housing Funding will be used by the Department of Housing and Community Development,
Housing Authority of Baltimore City, Department of Planning, and Live Baltimore to holistically address the issues
of vacant properties, housing loss, and housing instability across Baltimore City. This funding will focus on three
key programs:
• Protecting low-income residents by providing legal services and utility assistance to prevent eviction and
displacement;
29
FISCAL ENVIRONMENT Fiscal 2023 Executive Summary
• Preventing blight; and
• Creating affordable housing in formerly redlined neighborhoods across the City.
Other Funding In addition to these funding announcements, $10.4 million was spent on vaccine incentives for City
employees, $600,000 is committed for program evaluation with University partners, $2.76 million is committed to
position restoration, and $10.6 million is committed to administration of ARPA funds and MORP through Fiscal
2025.
• The City provided a one-time payment of $1,000 to fully vaccinated City employees in an effort to protect
employees and residents by increasing vaccination coverage.
• MORP is partnering with the University of Baltimore (UB) and Morgan State University (MSU) to leverage their
research and program evaluation expertise for initiatives funded through ARPA. Through this partnership,
UB and MSU will advise the City on program design, evidence-based interventions, equitable distribution of
funds, best practices observed in peer cities, performance metrics, and how to structure and implement
rigorous program evaluations for new, innovative programs funded by ARPA.
• Position restoration funds will be utilized to fund positions critical to City operations that were cut in the
Fiscal 2021 budget due to the scal impacts of COVID-19.
• Administration funding covers MORP operations through Fiscal 2025.
Budget Stabilization Budget stabilization funds are intended to preserve delivery of City services if there are im-
pacts to General Fund revenues from the pandemic. The City has committed a minimum of $80 million of ARPA
funds for this purpose. The Bureau of the Budget and Management Research and MORP will re-evaluate the
amount of funding needed each year based on current economic trends and stability of the General Fund budget.
If these funds are not needed, they will be directed towards other eligible projects.
30
Budget Process and Related Policies
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Budget Process and Related Policies
Intentionally left blank.
Budget Process
Operating Budget Capital Budget
Mayor issues guidance documents identifying
City objectives and key strategies.
City agencies receive guidance documents from the
Department of Planning.
Agencies submit requests to the Department of
Planning. Planning staff perform detailed reviews of
requests, with input from CIP Oversight Committee.
Planning Commission evaluates agency requests.
Agencies give presentations to the Commission on
their capital priorities.
Planning Commission and the Board of Finance
approve the Six-Year Capital Improvement Program.
Agencies submit budget proposals responsive to
the objectives and key strategies to the Department
of Finance.
Results Teams evaluate and rank budget
requests. Teams and the Department of Finance
make funding recommendations to the Mayor.
The Director of Finance submits the Preliminary
Budget, including operating and capital budgets, to
the Board of Estimates.
November
December
January-
March
March-April
The Board of Estimates holds a special meeting with
agency heads and a special hearing with residents,
Taxpayers’ Night.
The Preliminary Budget is amended as necessary. A
majority vote of the Board of Estimates approves
the total budget and submits it to the City Council.
April
May
The City Council holds hearings with agencies and
residents, Taxpayers’ Night.
The City Council amends the budget as needed and
votes on the budget, which is submitted to the
Mayor.
Mayor
May disapprove some items and
approve the rest of the budget.
May approve the total budget.
The adopted budget goes into effect on July 1 and is
monitored through the City’s system of expenditure
controls.
May
June
June
July
33
BUDGET PROCESS AND RELATED POLICIES Fiscal 2023 Executive Summary
Fiscal 2023 Budget Schedule
The table below shows the budget calendar for Fiscal 2023. In accordance with the Charter of Baltimore City, a
schedule is published each year to prepare the upcoming scal year’s budget. Article VI, Section 3 of the Charter
mandates the following timeline and events:
• The Department of Finance introduce a proposed budget, including operating and capital revenue and ex-
penses, to the Board of Estimates (BOE) at least 30 days prior to the BOE adoption of the budget.
• The BOE must hold public hearings that allow City Council members, agency heads, and City residents to
share their thoughts on the proposed budget.
• The BOE must submit a recommended budget to the City Council at least 45 days before the beginning of
the scal year.
• The City Council has at least 40 days after receipt of the BOE recommended budget to enact the budget.
The City Council must adopt the budget at least ve days before the start of the scal year.
Item Description Scheduled Date
Preliminary Budget at BOE Transmittal of Department of Finance
Recommendations to the Board of
Estimates.
April 11, 2022
Special Meeting of the BOE Presentation of the Fiscal 2023 budget with
agency heads.
April 27, 2022
Taxpayer’s Night Presentation of the Fiscal 2023 budget to
the public, with an opportunity for public
comment.
April 27, 2022
Ordinance at BOE Board of Estimates adopts proposed
Ordinance of Estimates. This includes
transmittal of the Executive Summary
Budget Book.
May 11, 2022
Ordinance at City Council Introduction of proposed Ordinance of
Estimates to City Council and publication in
two daily newspapers, as well as transmittal
of the Agency Detail to City Council.
Taxpayers’ Night
Presentation of the Fiscal 2023 budget to
the public, with an opportunity for public
comment.
Budget Hearings Budget hearings with agency representatives
to discuss the Fiscal 2023 proposed budget.
Ordinance Passage Passage of Ordinance of Estimates for
Fiscal Year ending June 30, 2023.
May 16, 2022
May 26, 2022
May 31-June 7, 2022
no later than June 24,
2022
Capital Budget Process
The capital budget process operates on the same timeline as the operating budget process, but is completed
as part of a six-year Capital Improvement Plan (CIP), which the Planning Commission submits to the Board of
Estimates. The budget process begins in late September as the Department of Planning works with participat-
ing agencies to solicit project requests, prioritize projects for funding, and prepare the six-year CIP. The major
capital budget agencies are the Departments of Information Technology, General Services, Recreation and Parks,
Transportation, Public Works, Housing and Community Development, as well as the Baltimore Development Cor-
poration and City School System. Once the Planning Commission recommends a six-year CIP, it moves on to the
34
Fiscal 2023 Executive Summary BUDGET PROCESS AND RELATED POLICIES
Board of Finance and then the Board of Estimates for their review and approval. Once approved, the rst year of
the CIP is submitted to City Council as part of the Ordinance of Estimates. Finally, the Ordinance of Estimates is
formally adopted by the City Council and signed by the Mayor.
In Fiscal 2023, the major capital budget agencies, Ofce of Equity and Civil Rights, Department of Finance, and
Mayor’s Ofce of Recovery Programs participated in a CIP Oversight Committee, to review and assess capital
project requests. The Committee evaluated proposals based on the following criteria:
• Legal or regulatory mandate
• Equity
• Health and safety
• Asset condition
• Return on investment
• Environmental impact
• Efciency and effectiveness
Department of Planning staff considered these assessments and made a recommendation to the Planning Com-
mission for the six-year CIP.
Funding Considerations
Funding for capital projects comes from either current revenues (referred to as “Pay-As-You-Go” or “PAYGO”) or
from borrowed funds (referred to as “Loans and Bonds”). Loan and bond fund amounts are constrained by the
need to ensure that future repayment of debt service can be made from the City’s operating budget. Discretionary
sources are limited to General Obligation (GO) bonds and PAYGO capital. The City follows the requirements of the
GO bond authorization, which species how that source can be spent. The City also must ensure that outstanding
debt meets reasonable benchmarks and does not put an undue nancial burden on future generations. Every ve
years, the City partners with an external expert to evaluate the City’s debt burden and make recommendations on
appropriate annual borrowing levels.
As in many older cities, Baltimore’s aging infrastructure often leads to higher costs for the City, either through
emergency repairs, maintenance needs, or energy inefciency. In addition, many City assets and buildings were
built decades ago and might not best meet current City needs. Therefore, capital budget planning requires the
City to prioritize limited resources in upgrading and maintaining City structures and infrastructure. The City must
balance these infrastructure needs with community and economic development activities.
Community Engagement
There are several ways residents and other stakeholders can get involved in the capital budget process. The
process to develop the CIP starts with agencies, so one of the best ways to get involved is to engage directly
with agencies. This can be done through planning processes, neighborhood liaison ofcers, or using the 311
system. Besides working directly with agencies, the Planning Commission has several public hearings on the
capital budget throughout the year, including CIP information sessions, presentations from agencies, and hearings
to vote on the six-year CIP.
35
BUDGET PROCESS AND RELATED POLICIES Fiscal 2023 Executive Summary
Capital Projects Impact on Operating Budget
Policy
In Fiscal 2004, the capital budget was redesigned to incorporate a set of mandatory operating budget impact
elds. Agencies must identify and project reasonably quantiable revenue and expenditure impacts of capital
projects on the operating budget following completion.
Fiscal 2023 Operating Impact of Capital Projects
Most of Baltimore City’s capital program focuses on capital infrastructure maintenance and replacement. New
facility projects or expansions with operating impacts are limited. For Fiscal 2023, agencies did not report any
capital projects that will have a signicant impact on the operating budget.
The City pays debt service, the interest and principal costs on the bonds issued by the City to build capital projects,
through the operating budget.
36
Outcome Budgeting
Strategic
Planning
Develop plans
around population-
level indicators and
City agency/service
performance
measures
Budgeting
Agency budget proposals are
based on strategic plans
Resource allocation informed
by strategic priorities
Performance
Management
Regular CitiStat
sessions monitor
progress
In Fiscal 2011, Baltimore implemented an inno-
vative process called Outcome Budgeting. The
process required agencies to make service‐level
budget proposals that justify investments in
strategies geared towards achieving citywide
outcomes and goals. Although the process has
evolved signicantly over the past decade, the
underlying principle remains the same: to not
only keep Baltimore’s budget sustainably bal-
anced, but also to get the best use of City re-
sources by devoting resources to services that
achieve the best results for our residents.
The budget process operates in a cycle that re-
peats each year: rst, develop a strategic plan;
next, budget resources in a manner informed by
the strategic plan; and nally, track performance
against the plan. A more detailed description of
the budget process is provided below.
Strategic Planning
Mayor’s Action Plan
The Mayor and Senior Team first decide on a set of Pillars, which are broadly-defined goals for the City.
Although these have been modified and adjusted to re-flect the priorities of each Mayoral administration,
similar themes are common. The Fiscal 2023 budget was built around Mayor Scott’s Action Plan and five Pillars:
Prioritizing Our Youth, Building Public Safety, Clean and Healthy Communities, Equitable Neighborhood
Development, and Responsible Stewardship of City Resources. The Action Plan seeks to operationalize the
Mayor’s vision for the City of Baltimore and establish measurable goals for resi-dents to assess progress on
achieving this vision. In addition, as part of the Fiscal 2023 budget process, agencies were asked to identify how
their services were directly linked to the Mayor’s Action Plan and achieving the Pillar goals.
Operating budget information is provided by Pillar in the Operating Budget Recommendations chapter.
Service-Level Budgets
Each agency organizes its budget around services, which are activities or sets of activities that agencies perform
that have a clear purpose and identified costs. Budgeting by service deliberately changes the focus from agencies
to services, and provides insight into exactly what it costs to carry out each specific function of government. One
key advantage of this approach is that services are evaluated based on which Pillar they advance rather than which
agency manages the service. For example, the Department of Transportation has a wide range of functions that
address different Pillars. Services such as Traffic Safety and Street Lighting support Building Public Safety, while
Parking Management and Special Events support Equitable Neighborhood Development. This approach seeks
37
BUDGET PROCESS AND RELATED POLICIES Fiscal 2023 Executive Summary
to identify and eliminate duplication of efforts across agencies, and isolate services that are not contributing to
desired results.
A listing of the services and funding levels by Pillar can be seen in the Operating Budget Recommendations chap-
ter.
Service-Level Performance Measures
Agencies work with the Bureau of the Budget and Management Research (BBMR) and the Mayor’s Ofce of Per-
formance and Innovation (OPI) to develop performance measures for each service. Internally, performance mea-
sures allow the City to assess the service’s performance over time, and to make corrections if necessary. Ex-
ternally, performance measures allow the agency to communicate the value that residents receive for their tax
dollars.
There are four types of performance measures:
Type Description Example for Service 609: Emergency
Medical Services
Output How much service is being delivered Number of EMS responses
Efciency The cost in dollars and/or time per unit of
output
Percent of EMS fees collected versus total
billable
Effectiveness How well the service meets standards based
on customer expectations
Percent of EMS responses within 9 minutes
Outcome How much better off is the resident Percent of patients surviving cardiac arrest
Performance measures must meet the S.M.A.R.T. test:
Label Type Description
S Specic Measure is clear and focused
M Measurable Can be quantied and allow for analysis
A Ambitious The target should stretch the service to improve performance
R Realistic The target should make sense given the organization’s scal constraints
T Time Bound There should be a clear timeframe for achieving the targeted performance
Service-level performance measures were rst developed in Fiscal 2011 for larger agencies and in Fiscal 2012 for
small and medium-sized agencies. In Fiscal 2018, the City launched a comprehensive review of all service-based
performance measures across agencies. All performance measures, including past year actuals and the next
budget year’s target, are reected annually in the Agency Detail budget publication.
38
Fiscal 2023 Executive Summary BUDGET PROCESS AND RELATED POLICIES
Budgeting
Current Level of Service
Beginning in August of each year, BBMR develops the current level of service (CLS) budget, which serves as the
baseline for the preliminary budget and assumes that the City will maintain the same level of services, but adds
necessary costs, such as extraordinary ination, or removes prior year one-time costs, such as a new software
or study. The CLS budget also includes changes across agencies, such as cost of living adjustments for salaries,
negotiated pay increases, or changes in health benet costs. Based on CLS, BBMR assesses whether the City is
expected to be operating with a surplus or decit, which will inform the budget proposal process.
Proposals
Agencies are asked to submit a budget proposal for each service. The budget proposal is a formal request from the
agency to BBMR for resources for the next scal year. The budget proposal includes both nancial information and
details about how the service impacts the City. Agencies are asked: How does your service align with the Pillars?
How does your service drive improvement in one of the citywide indicators? And, what steps will the service take
to improve performance? Agencies are also provided the opportunity to submit enhancement funding requests,
which are for projects that will improve the efciency and effectiveness of agencies.
Budget Recommendations
As part of the Fiscal 2023 budget process, Mayor Scott relaunched Results Teams. Results Teams serve as
the core of Baltimore City’s outcome budgeting process. There were ve Results Teams, one for each Pillar, that
included City employees and residents as participants, as well as BBMR analysts. Proposals were evaluated based
on alignment with the Mayor’s Action Plan, performance, equity in service delivery, and innovative and effective
resource allocation. Results Teams presented their recommendations to the Mayor and Senior Team and those
recommendations are the foundation of the Fiscal 2023 Preliminary Budget.
Fiscal 2023 Results Teams
Prioritizing Our Youth
• John Kirk, Department of General Services, Chair
• Yolanda Camp, BBMR Analyst
• Fabienne Dorceus, Baltimore Police Department
• LaSandra Jackson, Mayor’s Ofce of Homeless Services
• Ahmed Keen, Mayor’s Ofce of Employment Development
• Aimee Perez, CitiStat
• Jacia Smith, Baltimore City Recreation and Parks
• Michael Zomber, Mayor’s Ofce of Children and Family Success
Building Public Safety
• Theo Ngongang, Department of Transportation, Chair
• Jaime Cramer, BBMR Analyst
• Chris Harrington, Baltimore City Information Technology
• Veronica Jones, Ofce of the Labor Commissioner
• Antonio Logan, Mayor’s Ofce of Employment Development
39
BUDGET PROCESS AND RELATED POLICIES Fiscal 2023 Executive Summary
• Derrick Manning, Baltimore City Fire Department
• Webster Mulbah, Department of Transportation
• Ricardo Ortiz, Community Resident
• Joseph Richards, Community Resident
• Mariel Shutinya, Ofce of Equity and Civil Rights
Clean and Healthy Communities
• Lisa Allen, Baltimore City Information Technology, Chair
• Unyime Ekpa, BBMR Analyst
• Johnathan Amey, Baltimore Police Department
• Winette Downer, Community Resident
• Tammy Hawley, Department of Housing and Community Development
• Jarek Hardy, Department of Public Works
• Lisa McNeilly, Department of Planning
• Victoria Raabe, Enoch Pratt Free Library
Equitable Neighborhood Development
• Julie Day, Department of Public Works, Chair
• John Burklew, BBMR Analyst
• Kristen Ahearn, Department of Planning
• Zoraida Diaz, Baltimore City Health Department
• Diante Edwards, Community Resident
• Monica Nimmagadda, Mayor’s Ofce of Performance and Innovation
• Miller Roberts, Community Resident
• Simone Smart, Baltimore City Information Technology
• Paris Wilson, Mayor’s Ofce of Homeless Services
Responsible Stewardship of City Resources
• Eric Melancon, Baltimore Police Department, Chair
• Chris Quintyne, BBMR Analyst
• Kenya Asli, Baltimore City Information Technology
• Jaikishin Chughani, Baltimore Convention Center
• Joelle Johnson, Community Resident
• Shonkaye Stanley, Department of Finance
• Gabriel Stuart-Sikowitz, City Council
• Alisa Underwood-Jordan, Department of Human Resources
• Rachel Zinn, Mayor’s Ofce of Employment Development
Performance Management
Once the budget is approved, regular performance management sessions are held between the Mayor’s Senior
Team, OPI, and agency leadership to discuss performance, identify problems, diagnose causes, and direct re-
sources to solve problems. BBMR, Department of Human Resources, and Baltimore City Information and Tech-
nology staff also participate in these meetings. Performance management meetings are either agency-focused
or topic-focused, centered on a Mayoral priority, and include multiple agencies. OPI has developed a set of “Stat”
meetings, including PoliceStat, CleanStat, YouthStat, and additional meetings focused around other key issues.
40
Revenue
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Revenue
Intentionally left blank.
Major Revenues Forecast
The Fiscal 2023 General Fund revenue is estimated at $2.1 billion, $139.6 million higher than the Fiscal 2022
Adopted Budget of $2.0 billion and $66.6 million higher than the Fiscal 2022 second quarter projection of $2.1
billion. The Fiscal 2023 revenue estimate does not include federal aid for COVID-19, which totaled $52 million in
Fiscal 2022. The Fiscal 2023 revenue estimate includes $70 million from the Fiscal 2022 fund balance for capi-
tal improvements. The Fiscal 2023 budget is based on the Fiscal 2022 second quarter projection, which shows
signs that the economy has recovered faster than anticipated. Major revenue sources such as Income Tax and
Recordation and Transfer Taxes have reached record levels in Fiscal 2022. The strong growth in residential prop-
erty assessments offset some losses in commercial property value, especially downtown properties, promoting
a continued growth in Property Taxes. Additionally, revenues such as Hotel Tax, Convention Center, Admission
and Amusement Tax, and parking related activities, which depend on those sectors of the economy that were
most affected by the COVID-19 pandemic, have shown accelerated activity in Fiscal 2022 and are anticipated to
perform close to pre-pandemic levels in Fiscal 2023. Each major revenue source is detailed below.
Revenue Category FY22 Budget FY22
Projection
FY23 Estimate Dollar Change Percent
Change
Property Taxes 1,033,351,000 1,022,402,000 1,051,791,000 18,440,000 1.8%
Income Tax 385,620,000 412,727,000 430,839,000 45,219,000 11.7%
Highway User Revenues 156,304,000 161,300,000 169,997,000 13,693,000 8.8%
State Aid 101,664,000 101,664,000 104,816,000 3,152,000 3.1%
Recordation & Transfer Taxes 83,607,000 130,033,000 90,055,000 6,448,000 7.7%
Energy Tax 43,871,000 44,634,000 46,196,000 2,325,000 5.3%
Telecommunication Tax 34,928,000 36,751,000 34,928,000 0 0.0%
Trafc Cameras 21,195,000 29,531,000 30,385,000 9,190,000 43.4%
Net Hotel Tax 19,630,000 26,022,000 26,675,000 7,045,000 35.9%
Net Parking Revenues 13,915,871 17,336,960 15,249,680 1,333,809 9.6%
Earnings on Investments 629,000 450,000 990,000 361,000 57.4%
Federal Grants 52,000,000 52,000,000 0 (52,000,000) -100.0%
Children and Youth Fund (13,327,000) (13,327,000) (13,757,000) (430,000) 3.2%
Total Tax Credits (Excl. Homestead) (107,010,000) (97,163,000) (96,334,000) 10,676,000 -10.0%
All Other 181,373,129 144,039,083 255,569,320 74,196,191 40.9%
Total General Fund Revenue 2,007,751,000 2,068,400,043 2,147,400,000 139,649,000 7.0%
Table in dollars.
Property Taxes
781.9M
814.9M
848.0M
876.1M
940.5M
964.1M
987.0M
1,014M
1,033M
1,022M
1,052M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
0.6B
0.8B
1B
1.2B
Real and Personal Property Tax Revenues
Dollars in billions
43
REVENUE Fiscal 2023 Executive Summary
The Fiscal 2023 Real and Personal Prop-
erty Tax revenues are projected at $1.05 bil-
lion, representing an increase of $20.5 mil-
lion from $1.03 billion in Fiscal 2022. The
Real and Personal Property Tax rates will re-
main at $2.248 and $5.62 per $100 of as-
sessed value, respectively. Each year, the
State Department of Assessments and Tax-
ation (SDAT) estimates the value of all tax-
able real property and issues new assess-
ments for approximately one‐third of prop-
erties. Personal property is assessed annu-
ally, and valuations are established by SDAT
based upon income tax returns led by indi-
vidual businesses.
Real Property Taxes, excluding the cost
of the Assessment Tax Credit (ATC), also
known as the Homestead Tax Credit, are esti-
mated to yield $943.0 million, an increase of
0.9% or $8.3 million from the Fiscal 2022 bud-
get. Personal Property Taxes are estimated
to yield $132.6 million in Fiscal 2023, an in-
crease of 10.2% or $12.2 million from the Fis-
cal 2022 budget. The Homestead Tax Credit
protects owner-occupied residential proper-
ties from assessment increases that exceed 4%
annual growth. For example, if an eligible property
were to experience an annual increase in
assessment of 10%, the taxable value would only
increase by 4% due to the Homestead Tax Credit,
generating tax savings to the property owner.
Overall, the City’s Homestead Tax Credit cost is
projected to decrease by $1.2 million from $22.6
million in Fiscal 2022 to $21.4 million in Fiscal 2023.
Fiscal Year Assessment
Group
Full Cash
Value
Assessment
Increase
Fiscal 2011 Group 1 (2.6%)
Fiscal 2012 Group 2 (8.7%)
Fiscal 2013 Group 3 (6.8%)
Fiscal 2014 Group 1 (3.1%)
Fiscal 2015 Group 2 7.0%
Fiscal 2016 Group 3 9.6%
Fiscal 2017 Group 1 10.9%
Fiscal 2018 Group 2 6.2%
Fiscal 2019 Group 3 3.6%
Fiscal 2020 Group 1 8.4%
Fiscal 2021 Group 2 9.1%
Fiscal 2022 Group 3 4.1%
Fiscal 2023 Group 1 6.6%
44
Fiscal 2023 Executive Summary REVENUE
For Fiscal 2023, SDAT reassessed Group 1, which is indicated by the upper shaded area of the City on the map
above and the Central Business District (Downtown). Assessments for properties in Group 1 grew an average of
6.6% over three years. This gure includes 3.3% growth for commercial property assessments and 8.7% growth
for residential property assessments. Comparatively, growth across the State averaged 12.0%, which reects
commercial assessment growth of 9.7% and residential assessment growth of 12.7%.
The Fiscal 2023 reassessment represents the ninth consecutive year of assessment increases in the City after
four consecutive years of decline. Group 1 assessment data shows that out of the 68,407 taxable properties,
55,429 will experience increase in assessment for the next three years, 8,490 will experience immediate decline
and 4,498 will not change assessment values in Fiscal 2023. Among the properties that have increased in value,
54,141 or 97.7% are residential properties.
Property Tax Credits
The Fiscal 2023 estimate includes a total of $96.3 million of foregone Property Tax revenue due to the cost of tax
credits and incentive programs, not including the Homestead Tax Credit, which is addressed separately.
In Fiscal 2020, the City reached a signicant milestone in fully implementing the 20 Cents by 2020 program. This
tax reduction program, formally known as the Targeted Homeowners Tax Credit (THTC), provides tax relief for
owner‐occupied properties. The average effective rate for owner‐occupied properties with the credit is estimated
at $2.048 per $100 of assessed value, and now saves the average homeowner more than $355 annually in property
taxes. In Fiscal 2023, the City will slightly reduce the the rate to 0.277% and is projected to save $362 on average.
The following chart shows the history of the program to date.
2.268 2.268 2.268
2.248 2.248 2.248 2.248 2.248 2.248 2.248 2.248 2.248 2.248
2.268 2.268
2.249
2.155
2.130
2.124
2.107
2.100
2.074
2.048 2.048 2.048 2.048
2012 2014 2016 2018 2020 2022
2.1
2.2
2.3
Property Tax Rate Effective Rate
Effective Property Tax Rate History (Per $100 of Assessed Value)
Dollars
From Fiscal 2010 to Fiscal 2016, tax credit and incentive programs, excluding the Homestead Tax Credit, ac-
counted for an annual average cost of $34.3 million or 4.4% of the Real Property Tax revenues. In Fiscal 2023,
these programs are expected to cost $96.3 million or 10.2% of the estimated real property taxes. Including the
Homestead Tax Credit, foregone Real Property Tax revenue due to tax credits and incentive programs is estimated
at $117.7 million or 12.5%.
45
REVENUE Fiscal 2023 Executive Summary
13.5%
13.7%
13.5%
14.3%
13.3%
13.8%
12.6%
6.2%
9.8%
10.2%
11.6%
10.8%
11.4%
10.3%
FY13-17 Avg. Cost FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Budget FY23 Estimate
10%
15%
20%
Total Tax Credits (Incl. Homestead) Total Tax Credits (Excl. Homestead)
Tax Credits as a Percent of Real Property
Percent
Tax Credit History Cost
Tax Credits FY13-17
Avg. Cost
FY18
Actual
FY19
Actual
FY20
Actual
FY21
Actual
FY22
Budget
FY23
Estimate
Real Property Tax 769.1 851.6 856.9 893.3 938.9 938.1 945.1
Targeted Homeowners (17.4) (26.1) (30.4) (33.5) (34.2) (31.3) (27.4)
Enterprise Zone Tax Credit (13.2) (24.0) (23.4) (20.5) (18.3) (20.8) (17.1)
Historic Property (7.3) (9.5) (11.2) (10.5) (11.1) (12.1) (12.6)
Browneld and Other (6.5) (15.6) (13.1) (20.3) (20.9) (18.5) (22.0)
Supplemental Homeowner’s (0.0) (1.4) (1.6) (1.2) (1.2) (1.4) (1.3)
High-Performance Market-Rate
Rental Housing
(0.6) (5.0) (4.4) (15.2) (13.9) (20.1) (13.5)
Newly Constructed Dwellings (2.8) (2.0) (2.2) (1.7) (1.3) (1.8) (1.3)
Public Safety Ofcer (0.0) (0.0) (1.1) (0.7) (0.8) (0.9) (1.0)
Total Tax Credits (Excl. ATC) (48.0) (83.6) (87.5) (103.6) (101.7) (107.0) (96.3)
Homestead (ATC) (55.6) (33.1) (28.4) (24.1) (23.5) (22.6) (21.4)
Total Tax Credits (Incl. ATC) (103.6) (116.7) (116.0) (127.8) (125.2) (129.6) (117.7)
Table in millions of dollars.
46
Fiscal 2023 Executive Summary REVENUE
Income Tax
284.4M
300.0M
346.7M
335.2M
346.8M
371.6M
396.5M
410.7M
385.6M
412.7M
430.8M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
200M
300M
400M
Income Tax Revenues
Dollars in millions
The Fiscal 2023 estimate for local Income Tax is $430.8 million. This estimate is $45.2 million or 11.7% higher
than the Fiscal 2022 Adopted Budget of $385.6 million and $18.1 million or 4.4% higher than the Fiscal 2022
second quarter projection of $412.7 million. The City’s Income Tax rate will remain at 3.2%, the maximum allowed
under State law.
The State of Maryland continues to experience growing Income Tax receipts, even despite the COVID-19 disruption.
The State Bureau of Revenue Estimates anticipates a robust 7.1% growth in Income Tax revenue for Fiscal 2023.
The City, in particular, continues to benet from the statewide growth and is also experiencing what looks like a
more sustainable recomposition of its taxable base despite its continued decline in population. Data from the
State’s 2020 Income Tax Summary Report reects that the number of tax returns led in the City increased by
nearly 1,400 between 2019 and 2020. Most of this growth came from residents with incomes between $60,000
and $150,000. However, the $170.5 million increase in the City’s taxable base was offset by the reduction in
the number of lings from individuals earning more $500,000, which declined by 94 individuals and represented
a reduction of $198.4 million of the City’s net taxable income. This suggests that the City is gaining strength
by building a stronger core taxable base of residents; however, even though the individuals leaving the City are
predominantly low-income residents, the small number of high-income earners who may have left the City or
simply delayed ling in 2020 have a larger impact on the City’s net taxable income, which was reduced by $21.1
million or the equivalent to $675,000 in Income Taxes. The City will need to pay close attention to this trend and
its potential impact for the future of this revenue source.
Recent economic indicators suggest that the City is gradually improving its labor market. As of December 2021,
data from the Bureau of Labor Statistics shows the City reaching a 5.4% unemployment rate, the lowest level
since March 2020. Additionally, the number of employed City residents has shown consistent increases over the
last ve months, reaching a count of 261,111 individuals as of December 2021. This number, which is still nearly
15,800 or 5.7% lower than pre-pandemic level of 278,177 registered in February 2020, represents the reentry of
20,585 City residents to the labor market after it dropped to 240,526 in April 2020 when the pandemic hit.
47
REVENUE Fiscal 2023 Executive Summary
State Highway User Revenue
132.3M
137.7M
142.2M
140.5M
146.2M
146.1M
147.4M
141.7M
156.3M
161.3M
170.0M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
100M
150M
State Highway User Revenue
Dollars in millions
The Fiscal 2023 projection for Highway User Revenue (HUR) is $170.0 million. This estimate is $13.7 million
or 8.8% higher than the Fiscal 2022 Adopted Budget of $156.3 million and $8.7 million or 5.4% higher than the
Fiscal 2022 second quarter projection of $161.3 million. HUR is generated by the Fuel Tax, Titling Tax, Vehicle
Registration Fees, Corporate Income Tax, and a portion of the Sales and Use Tax. These funds are distributed
to localities by the State. Driving and car purchasing habits did not materially change during calendar year 2021,
resulting in the State revising the Fiscal 2022 and Fiscal 2023 projections upwards.
As of November 2021, activities in these funding sources indicate a 13.5% increase in HUR activity during Fiscal
2022 compared to Fiscal 2021. The two main sources of revenues for HUR, Motor Vehicle Fuel Tax and Titling Tax,
are 10.9% and 7.3% higher than Fiscal 2021, respectively. On a smaller scale, but also contributing to the increase
in HUR, the Sales and Use Tax on vehicles has increased by 13.1%. It is anticipated that this level of activity will
continue in Fiscal 2023, but the level of growth will stabilize. However, the recent increase in overall prices and
current market conditions, which will likely continue into the near future, may have a direct negative impact on
gasoline consumption and purchase of vehicles not accounted for in the recommended budget.
A change to State law in 2018 raised the City’s share of total Statewide HUR from 7.7% to 8.3% for each scal year
from Fiscal 2020 to Fiscal 2025, which is reected in the HUR gures above. The City’s HUR is still $57.3 million
or 25.2% below the Fiscal 2007 peak of $227.3 million. During the Great Recession, local shares of HUR were
reduced and some funds were shifted to the State’s General Fund. The result for the City was a sharp reduction
in funds available for transportation related capital projects.
48
Fiscal 2023 Executive Summary REVENUE
.
223.2M
188.7M
125.6M
170.0M
FY06 Actual
FY07 Actual
FY08 Actual
FY09 Actual
FY10 Actual
FY11 Actual
FY12 Actual
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Estimate
0
50M
100M
150M
200M
State Highway User Revenue (Historical)
Dollars in millions
State law requires that HUR funds must be used by local governments for eligible transportation‐related uses.
Eligible uses include street construction or maintenance, transportation facilities, street cleaning, police enforce-
ment of trafc laws, stormwater drainage of roads, street lighting, and maintenance of footpaths and bicycle
trails. These expenditures must equal or exceed the amount of revenue from HUR, demonstrating that the City is
compliant with State law. Any HUR‐eligible costs greater than revenue are subsidized by the General Fund.
Service Fiscal 2023
Budget
Transportation
500 - Street Lighting 21.2
681 - Administration 11.4
683 - Street Management 42.1
684 - Trafc Management 10.4
685 - Special Events (Special Event Support only) 1.0
688 - Snow and Ice Control 7.1
689 - Vehicle Impounding and Disposal 8.3
690 - Sustainable Transportation 0.8
691 - Public Rights-of-Way Landscape Management 4.7
692 - Bridge and Culvert Management 3.7
696 - Street Cuts Management 0.8
697 - Trafc Safety (Pedestrian Safety, Trafc Engineering, Sign Fabrication, Street Markings only) 6.0
Public Works
661 - Public Right-of-Way Cleaning (Cleaning Business Dist., Street & Alley, Grafti Removal only) 16.6
660/676 - DPW Admin (admin. costs allocated for HUR-eligible activities on budget basis) 1.4
Recreation and Parks
654 - Urban Forestry (Tree Maintenance only) 3.3
Police
816 - Special Operations Section (Trafc Section, Trafc Safety, Crossing Guards only) 8.4
Debt Service
123 - General Debt Service (Highways only) 14.7
Capital Budget Projects
13.1
Total
Budgeted HUR-Eligible Expenses Total 175.0
Projected HUR Revenue 170.0
HUR-Eligible Expenses Subsidized by General Fund 5.0
Table in millions of dollars.
49
141.7M
REVENUE Fiscal 2023 Executive Summary
State Aid
102.1M
105.1M
104.6M
101.4M
104.6M
98.59M
108.0M
107.2M
101.7M 101.7M
104.8M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
80M
100M
120M
State Aid Revenue
Dollars in millions
The Fiscal 2023 projection for State Aid is $104.8 million. This represents an increase of $3.2 million or 3.1% from
the Fiscal 2022 Adopted Budget and Fiscal 2022 second quarter projection of $101.7 million.
State Aid includes the Income Tax Disparity Grant, supplemental appropriation for teacher pension, security in-
terest ling fees, police protection aid, support for public health initiatives, library services aid, and appropriation
for maintenance of the War Memorial Building. While the Governor’s proposed Fiscal 2023 budget released in
mid-January included a $11.3 million decrease to the Income Tax Disparity Grant, this was restored with Senate
Bill 290 during the 2022 session of the General Assembly. The Disparity Grant is based on a formula designed to
assure that all subdivisions in the State receive per capita Income Tax receipts equivalent to at least 75% of the
statewide average. Based on that formula, the City’s grant amount was initially reduced due to the City’s overall
population decline combined with the gradual increase in Income Tax receipts of recent years’, which appears to
reect increasing wealth among the City’s population. Library Services Aid was increased by $3.2 million.
Recordation and Transfer Taxes
74.5M
70.9M
91.9M
90.4M
89.3M
92.0M
78.3M
105M
83.6M
130M
90.1M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
50M
100M
Recordation & Transfer Taxes
Dollars in millions
The Fiscal 2023 estimate for Recordation and Transfer Taxes is $90.1 million. This is an increase of $6.4 million
or 7.7% from the Fiscal 2022 Adopted Budget of $83.6 million, but a decrease of $40.0 million or 30.7% from the
50
Fiscal 2023 Executive Summary REVENUE
Fiscal 2022 second quarter projection of $130.0 million.
Recordation and Transfer Tax receipts respond to the level of activity and prices in the real estate market, with
Recordation Tax receipts , in particular, being additionally impacted by the activity in the renancing market. There-
fore, proceeds from these revenue sources can change dramatically from year to year. The City is currently on
track for its strongest-ever year of real estate activity. During Fiscal 2022, the City has reported the best December
and January collections on record for Recordation and Transfer Tax. A total of 5,018 or 34.9% more transactions
subject to the Transfer Tax were processed as of January 2022, yielding $29.5 million or 127.5% more revenues
than this period last year. Similarly, Recordation Tax revenue is $20.6 million or 97.3% higher than the period July
2021 through December 2021. Real estate listing data from Bright MLS shows that the City reported a 19.4%
increase in the number of residential sales in calendar year 2021 compared to 2020.
In addition to the high level of transaction activity, the increase in revenue also reects the sustained growth of
real estate prices. The average price of residential property sold in the City has consistently grown since it broke
the $200,000 average price mark in July 2020. In 2021, the average sale price was $239,300, which is $33,700 or
16.4% higher than the $205,600 average in 2020. During this period, the City also saw a reduction in the number
of days these properties were on the market, taking an average of 32 days to sell in 2021, down from an average
of 52 days in 2020.
Given that real estate market conditions can change dramatically from year to year, the Fiscal 2023 projection is
conservative and assumes a level of activity closer to pre-pandemic levels. However, the projection reects the
higher property price base. Activity for the remainder of Fiscal 2022 and Fiscal 2023 is expected to continue to
be strong and robust, but reduced from the current market boom as mortgage rates increase and demand for
residential home sales stabilize.
The City’s policy is to use extraordinary receipts in this source only for one-time investments such as capital
projects. This policy ensures that the City does not rely too heavily on this source for recurring operating expenses.
The Fiscal 2023 capital budget includes $30 million of funds from the Fiscal 2022 transfer and recordation taxes
surplus.
Energy Taxes
40.9M
41.0M
41.2M
39.7M
42.0M
43.1M
32.6M
42.7M
43.9M
44.6M
46.2M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
30M
40M
50M
Energy Tax Revenues
Dollars in millions
The Fiscal 2023 estimate for Energy Tax is $46.2 million. This is an increase of $2.3 million or 5.3% from the
Fiscal 2022 Adopted Budget of $43.9 million, and an increase of $1.6 million or 3.5% from the Fiscal 2022 second
quarter projection of $44.6 million.
51
REVENUE Fiscal 2023 Executive Summary
Energy Tax revenues include Electricity, Gas, Steam, Fuel Oil, and Liquid Petroleum Gas taxes. The Fiscal 2023 es-
timate reects changes in consumption patterns and adjustments in tax rates. Despite reduced energy consump-
tion resulting from increasing use of energy efcient devices, revenues from energy taxes have been relatively
consistent in recent years. However, unseasonably warm or cold weather can affect these receipts. Reductions
due to lower consumption have been partially offset by rate increases.
The Baltimore City Code mandates that the City’s Energy Tax be levied as a unit tax based on the number of units
of energy delivered to users in Baltimore City. The units are as follows: kilowatt‐hours for electricity, therms for
natural gas, pounds for steam, and gallons for fuel oil and liqueed petroleum gas.
In accordance with Article 28, Section 25‐14, the annual Energy Tax rates are adjusted by the annual percentage
change in the Baltimore‐Columbia‐Towson Consumer Price Index (CPI) as reported by the United States Depart-
ment of Labor. The metric is calculated by comparing December of the preceding calendar year to the December
of the next calendar year. The CPI used for Fiscal 2023 is 8.0%, signicantly higher than the 1.4% in Fiscal 2022.
User Group Electricity
(kWh)
Natural Gas
(therm)
Fuel Oil (gal) LPG (gal) Steam (lbs)
Commercial 0.009662 0.124941 0.142794 0.174268 0.003039
Residential 0.003094 0.036721 0.051537 0.055199 0.000873
Nonprot 0.006775 0.099251 0.123242 0.151539 0.001797
Net Parking Revenues
43.4M
37.7M
48.1M
33.5M
33.6M
31.9M
29.2M
28.8K
13.9M
17.3M
15.2M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
0
20M
40M
Parking Revenues (Net Transfer to the General Fund)
Dollars in millions
The Fiscal 2023 budget for the Net Parking revenues are estimated at $15.2 million, $1.3 million higher than the
Fiscal 2022 budget of $13.9 million, but $2.1 million lower than the Fiscal 2022 second quarter projection of $17.3
million.
Net Parking Revenues represent the remaining proceeds transferred to the General Fund after the operating ex-
penses of the Parking Enterprise and Management funds have been paid. Parking revenues are dependent upon
vehicle usage, City enforcement of trafc laws, and demand for garages, parking lots, and metered spaces. Pri-
mary generators of parking revenues include the Parking Tax, meters, nes and penalties on parking nes, and
income from City‐owned garages. Prior to Fiscal 2021, the City was already experiencing a trend towards lower
parking revenues as a consequence of the increased use of ridesharing alternatives such as Uber and Lyft, and
52
Fiscal 2023 Executive Summary REVENUE
scooters; however, as the pandemic hit in March 2020, the overall parking industry was disrupted and the City ex-
perienced major reductions from all parking related revenues. In Fiscal 2022, as the economy gradually reopened
and businesses reactivated operations, the City started to see a recovery in the proceeds from these revenue
sources.
The Fiscal 2023 estimate for the Net Parking Revenues anticipates that parking related activities will reach 90%
of Fiscal 2019 levels; however, as a consequence of COVID-19, in April 2020 the City imposed a moratorium
on penalties generated from unpaid Parking nes, which is still in effect. It is anticipated that this moratorium
represents a reduction on Penalty on Parking Fines of about $4.8 million per year, which reduces the anticipated
increased proceeds in other parking related revenues resulting from increased activity.
Telecommunication Tax
33.4M
33.5M
33.8M
34.4M
32.8M
34.5M
36.1M
28.7M
34.9M
36.8M
34.9M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
20M
25M
30M
35M
40M
Telecommunication Tax Revenue
Dollars in millions
The Fiscal 2023 estimate for Telecommunication Tax revenue is $34.9 million, which is the same level as the
Fiscal 2022 Adopted Budget, but $1.8 million or 5.0% less than the Fiscal 2022 second quarter projection of $36.8
million. The Telecommunication Tax is charged at a rate of $0.40 per month for each Centrex local exchange line
and $4 per month for other wireless or wired lines. In Fiscal 2021, the City had to issue refunds for erroneously
collected Telecommunication Taxes on exempted lines between Fiscal 2017 and Fiscal 2020. The majority of
refunds, $3.9 million, resulted from taxes collected and remmited to the City by Virgin Mobile.
53
REVENUE Fiscal 2023 Executive Summary
Hotel Tax
26.7M
26.7M
29.6M
30.5M
28.4M
28.5M
21.9M
10.2M
19.6M
26.0M
26.7M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
10M
20M
30M
Hotel Tax Revenue (Net Transfer to the General Fund)
Dollars in millions
The Fiscal 2023 estimate for Hotel Tax is $26.7 million. This represents an increase of $7.0 million or 35.9% from
the Fiscal 2022 Adopted Budget of $19.6 million, and an increase of $0.7 million or 2.5% from the Fiscal 2022
second quarter projection of $26.0 million.
The lodging and tourism industry were severely impacted by COVID-19 and it was anticipated that full recovery
would take multiple years. However, as of December 2021, activity in the City’s hospitality market shows that
demand for hotel rooms in the City has reached 79.0% of Fiscal 2019 levels and the Fiscal 2022 second quarter
projection anticipates that demand will reach 85.0% by the end of the scal year. Additionally, the average daily
rate charged in City hotel rooms is now $124.80, $4.10 or 3.5% higher than December 2019 and the same as
the December 2018 average. The recovery in Fiscal 2023 will likely be robust based on the accelerated recovery
experienced in Fiscal 2022 as sporting events and the Convention Center activity resumed to close to full capacity.
Since 1997, net proceeds from Hotel Tax receipts, after annual debt service for the bonds issued to fund the ren-
ovation of the Baltimore City Convention Center, have been transferred from the Convention Center Bond Fund
(CCBF) to the General Fund. In Fiscal 2020, the City completed its nal debt service payment of $1.8 million for
such bonds, but continued to appropriate an annual $4.6 million contribution to offset future Convention Center
expansion or renovation costs in Fiscal 2021. Due to lost revenues from the Convention Center Hotel as a conse-
quence of the COVID‐19 pandemic, the City paused this contribution in Fiscal 2022 and redirected it, along with
the Hotel Tax revenues generated by the Convention Center Hotel, to support the debt service payment of the
hotel. The Fiscal 2023 budget reactivates this contribution to CCBF and includes an appropriation of $3.5 million
for future expansion or renovation of the Convention Center complex.
During the 2021 Legislative Session, the Maryland General Assembly passed House Bill 1301, which modied the
process for calculating the annual appropriation to fund the local Tourism Bureau, Visit Baltimore. Formerly, 40%
of gross Hotel Tax receipts plus or minus the reconciliation resulting from the difference between the budget and
actual receipts of the most recent completed scal year determined the next year’s Visit Baltimore appropriation.
As of Fiscal 2022, the appropriation is calculated based on 40% of the three‐year rolling average of actual Hotel
Tax receipts of the last three audited scal years. The change prevents Visit Baltimore from experiencing sharp
annual uctuations in funding levels when the economy, or the tourism industry in particular, is affected moving
forward.
In calendar year 2019, the Baltimore Tourism Investment District (TID) was created and a 2% surcharge in addition
to the 9.5% Hotel Tax was levied. This 2% surcharge is estimated to yield $6.4 million in Fiscal 2023 and will be
used to fund additional marketing strategies to promote the City and increase tourism.
54
Fiscal 2023 Executive Summary REVENUE
The following table summarizes the City’s allocation of Hotel Tax proceeds:
Appropriation Category Fiscal 2021 Actual Fiscal 2022 Budget Fiscal 2023 Estimate
Hotel Tax Revenue 10,217,293 19,630,000 30,175,000
Convention Center Debt Service 0 0 (3,500,000)
General Fund Subtotal 10,217,293 19,630,000 26,675,000
Convention Center Hotel (7,246,579) (7,000,000) (7,000,000)
Visit Baltimore (12,767,812) (9,425,921) (8,691,771)
Net Hotel Tax in General Fund (9,797,098) 3,204,079 10,983,229
Table in dollars.
The following pie chart shows the distribution of Hotel Tax revenues.
Net Hotel Tax in General Fund
11.0M (36.4%)
Visit Baltimore
8.7M (28.8%)
Convention Center Hotel
7.0M (23.2%)
Convention Center Debt Service
3.5M (11.6%)
GRAND TOTAL: 30.2 million
Values may not sum to 100% or 'Grand Total' due to rounding.
Speed and Red Light Camera Violations
2.49M
543K
174K
105K
15.9M
26.3M
30.7M
27.5M
21.2M
29.5M
30.4M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
0
10M
20M
30M
Speed and Red Light Camera Violations Revenues
Dollars in millions
Trafc camera revenue for Fiscal 2023 is projected at $30.4 million; an increase of $9.2 million or 43.4% from
the Fiscal 2022 Adopted Budget of $21.2 million and an increase of $0.9 million or 2.9% from the Fiscal 2022
55
REVENUE Fiscal 2023 Executive Summary
second quarter projection of $29.5 million. The Fiscal 2023 budget accounts for the deployment of 18 new speed
monitoring devices and 12 red-light violation cameras, reaching a total of 160 operating cameras for each type
of camera by June 30, 2023. Based on activity as of January 2022, the projection anticipates that the number
of citations per speed camera per day will be reduced from 13 to 11, while the number of citations for red-light
cameras will be reduced from eight to six. The Fiscal 2023 increase in revenues corresponds to the anticipated
increased number of citations from the new cameras. It is estimated that during the initial deployment stages
each new speed camera will reach an average of 79 citations per day and each new red-light camera will reach
29 citations per day. However, this volume of citations will gradually decrease as drivers’ behaviors change with
awareness of camera locations. Both types of citations are anticipated to hold 72.9% and 71.9% collection rates,
respectively. By State law, cameras are located within a half‐mile radius of schools and are added based on
requests directly from constituents after a review process by the City’s Department of Transportation.
During the 2021 Legislative Session, the Maryland General Assembly passed House Bill 967, which authorized the
expansion of this program with the placement of two speed monitoring cameras on the Baltimore City section of
Interstate 83 (I-83). The installation of the cameras is expected to be completed by the spring of 2022. The Fiscal
2023 budget includes an estimated $34.7 million in revenues from these cameras; however, based on State law,
proceeds from these citations are restricted to fund operating costs and future safety improvements on I-83 and
are therefore budgeted in a Special Revenue Fund, separate from the General Fund.
Earnings on Investments
1.05M
-160K
750K
2.36M
5.33M
12.0M
11.5M
3.41M
629K
450K
990K
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
0
5M
10M
Earnings on Investments Revenue
Dollars in millions
The City anticipates earning $1.0 million on cash investments for Fiscal 2023, which is $0.4 million or 57.4% more
than the Fiscal 2022 Adopted Budget of $629,000 and an increase of $540,000 or 120.0% more than the Fiscal
2022 second quarter projection of $450,000. Earnings on investments are the returns on the daily cash balances in
the City Treasury and are a function of interest rates. The Fiscal 2023 estimate is based on average annual interest
rate assumptions of 0.12% provided by the Department of Finance’s Bureau of Treasury Management. The Federal
Reserve has already taken actions to gradually increase interest rates as its monetary policy to control the excess
of cash from Federal aid inserted to the economy during the pandemic, which has contributed to the escalation
in prices in recent months.
56
Fiscal 2023 Executive Summary REVENUE
Other Sources of Revenue
194.4M
169.1M
229.9M
178.2M
196.4M
202.2M
179.0M
170.9M
181.4M
144.0M
255.6M
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY22 Projection
FY23 Estimate
100M
150M
200M
250M
All Other Revenue
Dollars in millions
In addition to the major revenues referenced in this section, the City has over 150 other General Fund revenue
sources.
The Fiscal 2023 estimate for other sources of revenue is $255.6 million. This is an increase of $75.5 million or
41.6% from the Fiscal 2022 Adopted Budget of $181.4 million, and an increase of $112.9 million or 78.4% from
the Fiscal 2022 second quarter projection of $144.0 million. Approximately $70 million of these funds are from
prior years’ Fund Balance, which has been budgeted for capital projects. Of these funds, $30 million is from pro-
jected Recordation and Transfer Tax surplus in Fiscal 2022 and $40 million is from a partial-year payment in Fiscal
2022 from the City’s participation in the Emergency Services Payment Program. All proceeds are appropriated for
capital projects as General Fund Pay-As-You-Go (PAYGO) in the Fiscal 2023 capital budget.
Other major sources of revenue include annual contributions from utility funds of charges for central City services
($16.5 million), video lottery terminals ($12.6 million), and sanitation and waste removal related revenues ($10.4
million). The Fiscal 2023 Convention Center revenue is estimated at $9.9 million, an increase of $4.6 million or
87.7% from the Fiscal 2022 Adopted Budget and Fiscal 2022 second quarter projection, while Admission and
Amusement Tax is estimated at $8.0 million, an increase of $1.0 million or 14.5% from the Fiscal 2022 Adopted
Budget and the Fiscal 2022 second quarter projection.
Casino: Video Lottery Terminals and Table Games
14.0M 14.0M 14.0M
9.3M
14.8M
16.5M
2.2M
2.1M
3.5M
3.0M
4.4M
3.6M
FY21 Budget FY22 Budget FY23 Estimate
Casino Parking Garage
Table Games Revenue
Park Heights/Pimlico
South Baltimore/Horseshoe
Horseshoe Ground Lease
Dollars in millions
3.2M
3.2M
3.2M
The City receives casino-related rev-enue to
support local neighborhoods im-pacted by the
Pimlico Race Track and Horseshoe Casino, as
well as support for citywide school
construction, Baltimore City Recreation and
Parks projects, prop-erty tax relief, and the
General Fund at-large.
57
46.4M
59.7M
64.3M
REVENUE Fiscal 2023 Executive Summary
Horseshoe Ground Lease Agreement Revenue - $14.0 million
• The Horseshoe Casino ground lease payment to the City is calculated at either 2.99% of the Casino’s gross
gaming revenue, comprised of both Table Games and Video Lottery Terminals, or an alternate minimum
payment amount determined by the contract, whichever is higher.
• The Fiscal 2023 estimated payment is the minimum payment of $14.0 million.
• Of this amount, 90% is allocated to the General Fund to support the Targeted Homeowners Tax Credit (THTC)
and 10% is dedicated to school construction.
Horseshoe Ground Lease Allocation FY23
Estimate*
THTC 90.0% 12.6
School construction 10.0% 1.4
Minimum Ground Lease Payment 14.0
*
Column in millions of dollars.
South Baltimore/Horseshoe Casino Local Impact Fund - $16.5 million - Baltimore City Allocation: 27%
• The State combines gross terminal revenue from Video Lottery Terminals (VLTs) at the Maryland Live, MGM
National Harbor, and Horseshoe Casinos.
• 5.5% of total combined VLT revenue is used as the starting point for the City’s local impact fund allocation.
• 82% of the 5.5% total combined VLT revenue is then equally divided among Baltimore City, Anne Arundel,
and Prince George’s counties, with the City receiving approximately 27.3% of this amount.
• The Fiscal 2023 estimate for Baltimore City is $16.5 million, $1.7 million more than the Fiscal 2022 Adopted
Budget.
• State law requires that 50% of the City’s allocation must be remitted to the South Baltimore Gateway Com-
munity Benets District to support local projects.
• The remaining 50% is budgeted for core City services within one mile of the casino area, such as the Police
sub-station, Fire unit, trafc enforcement, sanitation, and employment development.
South Baltimore/Horseshoe Allocation FY23
Estimate*
South Baltimore District 50.0% 8.2
Horseshoe One-Mile Radius 50.0% 8.2
Baltimore City Allocation 16.5
*
Column in millions of dollars.
†
Values may not match Baltimore City Allocation due to rounding.
Park Heights/Pimlico Local Impact Fund - $3.5 million - Baltimore City Allocation: 18%
• The remaining 18% of the 5.5% of total combined VLT revenue is dedicated to Baltimore City, less required
withholding.
• Of the 18% distribution, $1.5 million is withheld for Prince George’s County and smaller jurisdictions;
$500,000 is withheld for communities within 3 miles of the Laurel Race Course, $2.4 million is withheld for
Park Heights Renaissance, and $3.5 million is withheld for the State Lottery Fund for Pimlico redevelopment.
• The Fiscal 2023 projection for Baltimore City is $3.5 million, $1.4 million more than the Fiscal 2022 Adopted
Budget.
58
Fiscal 2023 Executive Summary REVENUE
• The City dedicates 85% of Pimlico Local Impact Aid to within a one-mile radius of the Pimlico Race Track.
Park Heights/Pimlico Allocation FY23
Estimate*
Park Heights 75.0% 2.6
Pimlico One-Mile Radius 25.0% 0.9
Baltimore City Allocation 3.5
*
Column in millions of dollars.
Table Games Revenue - $3.6 million - Baltimore City Allocation: 5%
• Baltimore City receives 5% of gross Table Games revenue generated solely by the Horseshoe Casino.
• The Fiscal 2023 projection for Baltimore City is $3.6 million, $0.8 million less than the Fiscal 2022 Adopted
Budget.
• State law requires that 50% of the funding be used to support citywide recreation and parks projects and
that 50% be allocated for school construction debt service.
Table Games Revenue Allocation FY23
Estimate*
Recreation and Parks 50.0% 1.8
School construction 50.0% 1.8
Baltimore City Allocation 3.6
*
Column in millions of dollars.
Casino Parking Garage Property Tax Agreement - $3.2 million
• As part of the Horseshoe Casino Ground Lease Agreement, the City grants a partial credit on the Real Prop-
erty Tax due from the Casino’s garage.
• If the net tax due is less than $3.2 million, the Casino must make an additional contribution so that the total
minimum guarantee to the City equals $3.2 million.
• The Casino garage’s Real Property Tax net of credits has never exceeded $3.2 million, and the Fiscal 2023
projection continues to assume the minimum guarantee.
• This revenue supports the General Fund at large.
Casino Parking Garage FY23
Estimate*
Minimum Guarantee 3.2
*
Column in millions of dollars.
59
REVENUE Fiscal 2023 Executive Summary
Gambling Local Impact Aid Expenditures
In Fiscal 2023, the City estimates $12.3 million from Local Impact Aid funding, consisting of of approximately $9.4
million of Baltimore Casino and $2.9 million of Pimlico funds. Of the total funds, $6.4 million is appropriated in
the operating budget and $5.95 million in the capital budget. This funding may be used at the discretion of City
leaders in collaboration with local communities. The following tables show Fiscal 2023 budgeted operating and
capital expenditures for these funds.
Operating Budget - Projects
Agency Project Description FY23
Estimate
Baltimore Casino Funded Projects
Mayoralty Project Coordination 250,000
Housing and Community
Development
Homeownership Incentives 150,000
M-R: Ofce of Children and Family
Success
Educational Partnerships 100,000
Summer Head Start 150,000
M-R: Ofce of Employment
Development
Employment Connection 600,000
Job Training 75,000
YouthWorks Summer Youth Jobs 550,000
M-R: Ofce of Homeless Services Homelessness Strategies 250,000
M-R: Ofce of Information
Technology
Fiberoptic Infrastructure 150,000
Crime Cameras 50,000
M-R: Ofce of Neighborhood Safety
and Engagement
Cameras and Lighting 400,000
Community Outreach 125,000
Planning Environmental Education 60,000
Planning Studies: Middle Branch 300,000
Police Police Coverage 1,000,000
Public Works Sanitation Stafng 350,000
Cleaning Waterways 350,000
Baltimore Casino Funds Total 4,910,000
Pimlico Impact Aid Funded Projects
Planning Community Based Projects 1,320,000
PCDA Administration and Communications 160,000
Pimlico Impact Aid Funds Total 1,480,000
Table in dollars.
60
Fiscal 2023 Executive Summary REVENUE
Capital Budget - Projects
Agency Project Description FY23
Estimate
Baltimore Casino Funded Projects
Housing and Community
Development
Warner Street 2,500,000
Recreation and Parks Solo Gibbs Park 2,000,000
Baltimore Casino Funds Total 4,500,000
Pimlico Impact Aid Funded Projects
Housing and Community
Development
Homeowner Repair Grants (Park Heights
Terrace, Pimlico Good Neighbors,
Hilltop/Woodmere)
900,000
Development Incentives 100,000
At the House Social Settlement 200,000
Recreation and Parks Towanda Rec Center (Playground) 250,000
Pimlico Impact Aid Funds Total 1,450,000
Table in dollars.
61
Summary of City Real Property Tax Credit Programs
The table below describes tax expenditure costs for all locally authorized Real Property Tax Credit programs. In
Fiscal 2023, the City budget estimates Real Property Tax Credit expenditures totaling approximately $117.7 million.
This represents a decrease of $1,185,000 compared to the total Fiscal 2022 projected expense of $118.9 million.
Homestead Tax (104% Assessment Phase-In)
A 4% taxable assessment increase cap on owner-occupied dwellings.
21,745,000 21,389,000
Targeted Homeowners Tax Credit
An annual credit based on improvement assessment values. The credit is granted to
27,163,000 27,430,000
owner-occupied properties only.
Enterprise Zone Property Tax Credit (EZTC)
A 10-year tax credit (80% in the first 5 taxable years and declining by 10 percentage points
17,600,000 17,108,000
thereafter) in designated State Enterprise Zones on the increased value of a commercial
property after improvements. Includes Enterprise Zone Tax Credit costs for real property,
personal property, and PILOT projects.
Historic Restoration and Rehabilitation Property Tax Credit
A 10-year tax credit (100% for projects with costs below $3.5 million; and 80% in the first
12,200,000 12,646,000
5 taxable years and declining by 10 percentage points thereafter for projects with costs
above $3.5 million) on the increased value of a historic property due to improvements.
Brownfields Property Tax Credit
A five-year tax credit (50%, except for projects that spend more than $250,000 in eligible
22,000,000 22,000,000
work, in which case it is 70%) on the increased value of brownfields sites after eligible
improvements are made. For sites located in a State-designated Enterprise Zone areas, the
credit is for a 10-year period.
Supplemental Homeowner’s Property Tax Credit
An annual credit providing additional tax relief to low-income City residents eligible for the
1,300,000 1,300,000
existing State Homeowner’s tax credit.
High-Performance Market-Rate Rental Housing Property Tax Credit
A 15 and 10-year tax credit (15-year if project is located within a targeted area and 10-year
14,955,000 13,500,000
for all other City locations) on the increased assessment value of improvements on the
construction or conservation of high-performance market rental housing. The 15-year
credit is 100% for the first two taxable years, 80% for the following three, 70% and 60% for
the next two, 50% for the following three, and declining by 10 percentage point annually
thereafter. The 10- year credit is structured the same as the EZTC.
Newly Constructed Dwelling Property Tax Credit
A five-year tax credit (50% in the first taxable year and declining by 10 percentage points 1,100,000 1,300,000
thereafter) on newly constructed or city owned, vacant rehabbed dwellings.
Other Local Option Property Tax Credits
Includes costs of the Low-Income Employee, Public Safety Officers, Neighborhood Preservation, 845,000 1,050,000
Vacant Dwellings, Fallen Heroes, Portability, and Cemetery Dwellings property tax credit programs.
Total 118,908,000 117,723,000
Fiscal 2022
Projection
Fiscal 2023
Estimate
62
Property Tax One-Cent Yield
REAL PROPERTY
Subject to $2.248 Tax Rate
Real Property Assessed Locally 41,800,800,000 41,796,794,000 (4,006,000)
Appeals, Abatements and Deletion Reductions (480,430,000) (43,959,000) 436,471,000
Adjustment for Assessment Increases over 4% (1,031,940,000) (970,890,000) 61,050,000
New Construction 791,850,000 236,080,000 (555,770,000)
Rail Road Property 245,300,000 261,370,000 16,070,000
Total Real Property Subject to $2.248 tax rate 41,325,580,000 41,279,395,000 (46,185,000)
Subject to $5.62 Tax Rate
Public Utility Property 176,670,000 222,190,000 45,520,000
Total Public Utility Real Property Subject to $5.62 tax rate 176,670,000 222,190,000 45,520,000
Total Taxable Real Property Value
41,502,250,000 41,501,585,000 (665,000)
TANGIBLE PERSONAL PROPERTY
Subject to $5.62 Tax Rate
Individuals and Firms Personal Property 36,680,000 39,950,000 3,270,000
Ordinary Business Personal Property 1,014,220,000 1,089,400,000 75,180,000
Public Utilities Operating Personal Property 1,100,700,000 1,233,420,000 132,720,000
Total Tangible Personal Property 2,151,600,000 2,362,770,000 211,170,000
Total Real and Personal Property 43,653,818,828 43,
864,355,000 210,536,172
ESTIMATED PROPERTY TAX YIELD Fiscal 2023
Property Subject to $2.248 Tax Rate
Real Property - Gross Tax Yield from $0.01 per $100 of Assessable Base $0.01/$100 4,127,940
Anticipated Rate of Collection 98.0%
Net Tax Yield from $0.01 per $100 of Assessable Base 4,045,381
Estimated Total Tax Yield Property Tax Subject to 2.248 tax rate 909,400,000
Property Subject to $5.62 Tax Rate (by law 2.5 times Real Property Tax Rate)
Real Property (Public Utilities) - Gross Tax Yield from $0.01 per $100 of Assessable Base $0.01/$100 22,219
Tangible Personal Property - Gross Tax Yield from $0.01 per $100 of Assessable Base $0.01/$100 236,277
Total Gross Tax Yield from $0.01 per $100 of Assessable Base 258,496
Anticipated Rate of Collection 98.0%
Net Tax Yield from $0.01 per $100 of Assessable Base 253,326
Net Tax Yield from $0.025 per $100 of Assessable Base (2.5 times Real Property Tax Rate)
633,315
Estimated Total Tax Yield Property Tax Subject to $5.62 tax rate 142,300,000
Total Estimated Property Tax Yield - Real and Personal Property 1,051,800,000
Net Tax Yield from $0.01 per $100 of Assessable Base - Real and Personal Property 4,678,381
Note: Figures reported in this table may not match figures cited in the Major Revenue Forecast due to rounding.
ESTIMATED ASSESSABLE BASE Fiscal 2022 Fiscal 2023 Change
63
Selected Real Property Tax Expenditures
Tax expenditures are foregone revenues – based on tax laws – which include exemptions, deductions, credits,
deferrals, payments in lieu of taxes (PILOTS) and differential tax rates. Tax expenditures are alternative govern-
ment policy instruments that provide direct nancial support (e.g. land cost write-downs) to qualifying individuals,
organizations and businesses to encourage specic policy objectives. Because they are substitutes for direct
operating expenditures, it is important to document and review their costs as part of the annual budget process.
Newly Constructed Dwelling Tax Credit Report
The Newly Constructed Dwelling Tax Credit (NCTC) law requires the Director of Finance to report to the Board of
Estimates and to the Mayor and City Council the public costs and benets of the tax credit. Section 9-304 of the
Tax-Property section of the State law authorizing this credit expired on June 30, 2019. Therefore, the following
table summarizes the number of credits and gross costs on an annual and cumulative basis for all applications
approved before this expiration:
Number of Credits Granted Dollar Value of Credits Granted
Fiscal Year Annual New Cumulative Annual Total Cumulative
1996 - 2010* 200 2,995 1,427,137 21,407,048
2011 247 3,242 4,016,030 25,423,078
2012 233 3,475 3,164,268 28,587,346
2013 253 3,728 3,619,532 32,206,878
2014 226 3,954 3,147,838 35,354,716
2015 188 4,142 2,823,800 38,178,516
2016 259 4,401 2,354,271 40,532,787
2017 203 4,604 2,296,387 42,829,174
2018 149 4,753 2,022,954 44,852,128
2019 260 5,013 2,139,502 46,991,630
2020 0 5,013 1,625,547 48,617,177
2021 0 5,013 862,366 49,479,543
2022 0 5,013 439,609 49,919,152
*
Annual amounts are averages for this period.
Since the program’s adoption, administrative costs have been absorbed within existing City operations and the
cost associated with applications granted before its expiration still places it as the City’s eighth largest local Real
Property Tax Credit expense.
High Performance Newly Constructed Dwelling Tax Credit Report
As an alternative to the NCTC expiration, the Mayor and City Council passed legislation 19-0456 establishing the
High Performance Newly Constructed Tax Credit (HPNCTC), which is scheduled to end June 30, 2027. The term
and structure of this credit is identical to the NCTC prior to its expiration, but includes additional requirements to
t the description of “High Performance”. The following table summarizes the number of credits and gross costs
on an annual and cumulative basis for all applications as of April 2022.
64
Fiscal 2023 Executive Summary REVENUE
Number of Credits Granted Dollar Value of Credits Granted
Fiscal Year Annual Total Cumulative Annual Total Cumulative
2020 22 22 54,918 54,918
2021 66 88 443,255 498,173
2022 63 151 660,391 1,158,563
Analysis
Due to the expiration of the NCTC the following report only analyzes the impact of the HPNCTC. The online appli-
cations for the former NCTC and HPNCTC include a survey completed by the recipients of these benets and the
Department of Finance has published its results since 2000. In preparing this report, the Department of Finance
has reviewed and processed 63 HPNCTC applications during Fiscal 2022.
The City promoted the HPNCTC program in several ways. The Ofce of Homeownership in the Department of
Housing and Community Development highlighted the HPNCTC in its realtor seminars, and provided information
about the credit on the City government and Live Baltimore websites. Results from current applicants showed
that the most popular source of information promoting the credit were developers and realtors both with 40.4%
and 31.8% of the responses. The least popular means of promoting the credit were the media and mailing.
The distribution of HPNCTC granted during Fiscal 2022 indicates the credit is concentrated in 19 of the City’s
278 neighborhoods. Moreover, two neighborhoods, Greektown and Medeld, accounted for 51.7% of the credits.
Neighborhoods receiving the highest number of credits have been spread throughout parts of the City. In Fiscal
2022, Greektown, Medeld, Middle East, Canton, Fells Point, and Hampden received the most tax credits.
The intent of the HPNCTC program is to attract new residents to the City to create a stronger taxable base. Evi-
dence has shown that the credit worked more as an incentive for current City residents who were already property
owners than attracting new residents. Even though 69.5% of all respondents were rst-time home buyers, the
survey results show that 49.7% of the respondents already lived in the City prior to purchasing the new home. Of
this year’s survey respondents, 78.8% reported that they were only looking in the City for their new home.
While the purpose of the tax credit is not to encourage equity, the HPNCTC may run counter to boarder efforts
to provide equitable growth. Data indicates that high income households with higher than average priced homes
represent a substantial portion of the program’s applicants. Over 88.1% of all survey respondents have incomes
above the City’s median income of $52,164 and 64.2% have incomes above the state’s median household income
of $87,063. In Fiscal 2022, 57.0% of the HPNCTC survey respondents have incomes above $100,000.
The data provide insights into the demographics of the typical tax credit recipient. In terms of race and ethnicity,
45.3% of recipients identied as White—Non-Hispanic, 28.7% as Black–Non-Hispanic, 14% as Asian, 0.7% as His-
panic, and 7.3% were two or more races or ethnicities. In addition, 55% of recipients identify as male and 45% as
female. Furthermore, 92.6% have at least a four-year college degree and the most common age range for those
receiving the credit was 26-35 (57.1%).
Maps on the following pages detail the location of properties that have received a NCTC and HPNCTC. The map
labeled “Fiscal Year 2015 – Fiscal Year 2019” indicates properties to which the City has granted a NCTC during the
last ve years of the program, from Fiscal 2015 to Fiscal 2019. The map labeled “Fiscal Year 2020 – Fiscal Year
2022” indicates properties that received the HPNCTC in scals 2020, 2021, and 2022. Properties that received
the credit in Fiscal 2022 will receive the credit once again in Fiscal 2023 as long as they continue to meet eligibility
requirements.
65
REVENUE Fiscal 2023 Executive Summary
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Frankford
Glen
Hamilton Hills
Cheswolde
Canton
Mount Washington
Waltherson
Guilford
Hampden
Glenham-Belhar
Franklintown
Oliver
Beechfield
Downtown
Woodberry
Cross Country
Overlea
Locust Point Industrial Area
Riverside
Medfield
Park Circle
Fells Point
Uplands
West Forest Park
Remington
Reservoir Hill
North Roland Park/Poplar Hill
Greektown
Orchard Ridge
Better Waverly
Inner Harbor
Pen Lucy
Barclay
Middle East
Lake Walker
The Orchards
Loyola/Notre Dame
Taylor Heights
Jonestown
Federal Hill
CARE
Washington Village/Pigtown
Penn North
Madison Park
Mid-Town Belvedere
Locust Point
Johnston Square
Highlandtown
Bellona-Gittings
Washington Hill
Mount Holly
Original Northwood
Wyman Park
South Baltimore
Central Forest Park
Harwood
Upper Fells Point
Brewers Hill
Druid Heights
Patterson Park Neighborhood
Hoes Heights
Greenmount West
Union Square
Sharp-Leadenhall
Panway/Braddish Avenue
Patterson Place
µ
0
1 2 3 40.5
Miles
City of Baltimore
Newly Constructed Tax Credits by Neighborhood
Fiscal Year 2015 - Fiscal Year 2019
Neighborhoods with Newly Constructed Tax Credits
(Neighborhood Name, Number of Credits)
Greektown, 278
Uplands, 141
Canton, 51
Downtow n, 46
Inner Harbor, 43
Locust Point Industrial Area, 42
Locust Point, 39
Hampden, 35
Brewers Hill, 35
Middle East, 34
Washington Village/Pigtown, 34
Hoes Heights, 33
South Baltimore, 30
Riverside, 27
Barclay, 12
Johnston Square, 12
Medfield, 12
Upper Fells Point, 12
Greenmount West, 12
Fells Point, 9
Beechfield, 9
Remington, 8
Patterson Place, 7
Cheswolde, 7
Orchard Ridge, 6
Patterson Park Neighborhood, 5
Oliver, 5
Ta ylor Heights, 5
Woodberry, 5
Washington Hill, 5
Cross Country, 5
Glen, 4
Guilford, 3
Franklintown, 3
Highlandtow n, 3
Bellona-Gittings, 3
Hamilton Hills, 2
Glenham -Belhar, 2
Moun t Washington, 2
Park Circle, 2
Reservoir Hill, 2
Madison Park, 2
Wyman Park, 2
Harwood , 2
CARE, 1
Central Forest Park, 1
Druid Heights, 1
Federal Hill, 1
Frankford, 1
Better Waverly, 1
Jonestown, 1
Lake Walker, 1
Loyola/Notre Dame, 1
Mid-Town Belvedere, 1
Moun t Holly, 1
North Ro land Park/Poplar Hill, 1
Original Northwood, 1
Overlea, 1
Panw ay/Braddish Avenue, 1
Pen Lucy, 1
Penn North, 1
Sharp-Leadenhall, 1
The Orchards, 1
Union Square, 1
Waltherson, 1
West Forest Park, 1
66
Fiscal 2023 Executive Summary REVENUE
City of Baltimore
High Performance Newly Constructed Tax Credit Granted by Neighborhood
Fiscal Year 2020 – Fiscal Year 2022
67
Revenue Estimates
Funds Detail for Operating and Capital
A001 - General Fund
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
LOCAL TAXES
Real and Personal Property Taxes - Current Year
001 - Real Property 938,854,845 938,072,000 925,547,000 943,048,000 4,976,000
004 - Personal Property - Ordinary Business Corps 36,959,306 55,574,000 50,000,000 60,000,000 4,426,000
007 - Personal Property - Individuals & Firms 1,956,002 2,010,000 2,000,000 2,200,000 190,000
008 - Personal Property - Public Utilities 59,293,647 60,313,000 66,600,000 67,932,000 7,619,000
Real and Personal Property Taxes - Prior Years
010 - Real Property 7,735,082 2,198,000 2,000,000 2,200,000 2,000
011 - Personal Property 14,055,914 2,500,000 2,500,000 2,500,000 0
Real and Personal Property Taxes - Other Revenues
016 - Video Lottery Terminals 12,600,000 12,600,000 12,600,000 12,600,000 0
021 - Penalties and Interest 9,480,519 7,432,000 7,432,000 8,500,000 1,068,000
022 - Discounts (2,307,792) (2,397,000) (2,340,000) (2,368,000) 29,000
023 - Supplemental Homeowner’s Tax Credit (1,203,452) (1,450,000) (1,300,000) (1,300,000) 150,000
024 - Tax Sale Expense (5,983,898) 0 0 0 0
025 - Newly Constructed Dwellings Tax Credit (1,305,621) (1,802,000) (1,100,000) (1,300,000) 502,000
Real and Personal Property Taxes - Current Year
027 - Phase in Tax Credit (23,456,585) (22,618,000) (21,745,000) (21,389,000) 1,229,000
Real and Personal Property Taxes - Other Revenues
028 - Other Property Tax Credits (20,941,209) (18,504,000) (22,000,000) (22,000,000) (3,496,000)
029 - Enterprise Zone Tax Credit (18,322,108) (20,816,000) (17,600,000) (17,108,000) 3,708,000
030 - Cemetery Dwellings Tax Credit (535) 0 0 0 0
031 - Public Safety Ofcer Tax Credit (799,611) (900,000) (845,000) (1,050,000) (150,000)
032 - Historic Property Tax Credits (11,097,608) (12,081,000) (12,200,000) (12,646,000) (565,000)
038 - Tax Increment Financing Districts 17,508,108 21,286,000 23,659,000 26,263,000 4,977,000
039 - Targeted Homeowners Tax Credit (34,175,350) (31,348,000) (27,163,000) (27,430,000) 3,918,000
040 - High-Performance Market-Rate Rental
Housing Tax Credit
(13,867,550) (20,109,000) (14,955,000) (13,500,000) 6,609,000
Sales and Service
041 - Heavy Equipment Gross Receipts 122,539 150,000 150,000 150,000 0
68
Fiscal 2023 Executive Summary REVENUE
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
045 - Gas 14,339,000 14,637,000 14,757,000 15,413,000 776,000
046 - Electricity 27,309,732 28,249,000 28,872,000 29,747,000 1,498,000
047 - Fuel Oil 221,361 280,000 280,000 295,000 15,000
049 - Steam 754,829 1,223,000 1,223,000 1,288,000 65,000
050 - Telephone 28,730,536 34,928,000 36,751,000 34,928,000 0
051 - Homeless Relief Assistance Tax 98,645 500,000 350,000 350,000 (150,000)
052 - Hotel Tax (transferred from CC Fund) 10,217,293 19,630,000 26,022,000 26,675,000 7,045,000
053 - Property Transfer 60,610,162 43,995,000 71,575,000 48,158,000 4,163,000
054 - Liquid Petroleum Gas 150,845 130,000 150,000 137,000 7,000
055 - Refund Reserve - Gas (40,956) (270,000) (270,000) (285,000) (15,000)
056 - Refund Reserve - Electricity (70,818) (378,000) (378,000) (399,000) (21,000)
Payment in Lieu of Taxes
060 - Housing Authority 758,518 100,000 100,000 350,000 250,000
062 - Urban Renewal 391,105 150,000 390,000 350,000 200,000
063 - Off-Street Parking Properties 204,397 807,000 310,000 310,000 (497,000)
064 - Maryland Port and Stadium Authorities 1,876,704 1,653,000 1,876,704 1,900,000 247,000
065 - Apartments 5,148,674 4,072,000 5,100,000 5,100,000 1,028,000
067 - Economic Development 2,289,184 1,400,000 3,600,000 2,000,000 600,000
068 - Annual Nonprot Contributions 5,542,708 6,000,000 6,000,000 6,000,000 0
Other Local Taxes
075 - Tax Sale Fees and Other 551,744 400,000 400,000 400,000 0
076 - Simulated Slot Machines 318,554 695,000 350,000 350,000 (345,000)
077 - Billboard tax 1,371,806 1,414,000 1,421,000 1,400,000 (14,000)
078 - Taxicab Excise tax 1,720,374 2,520,000 2,520,000 2,500,000 (20,000)
079 - Dockless Vehicle Excise Tax 70,841 162,000 175,000 120,000 (42,000)
Income Tax
081 - Income Tax - State Collected 382,250,429 369,355,000 391,727,000 408,996,000 39,641,000
083 - Unallocated Withholding - Regular 16,202,263 8,667,000 12,000,000 12,000,000 3,333,000
084 - Income Tax - Fiduciary Returns 12,259,100 7,598,000 9,000,000 9,843,000 2,245,000
Locally Imposed - State Collected
085 - Admissions 1,571,130 6,987,000 6,987,000 8,000,000 1,013,000
086 - Recordation 44,645,148 39,612,000 58,458,000 41,897,000 2,285,000
State Shared
69
REVENUE Fiscal 2023 Executive Summary
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
141,732,446 156,304,000 161,300,000 169,997,000 13,693,000
101 - State Highway User Revenue
CATEGORY TOTAL 1,726,330,397 1,720,930,000 1,812,286,704 1,833,122,000 112,192,000
LICENSE AND PERMITS
General Government
120 - City/State Business 915,137 1,700,000 1,500,000 1,700,000 0
122 - Alcoholic Beverage 1,293,340 1,757,000 1,757,000 1,757,000 0
123 - Marriage 188,987 126,000 200,000 150,000 24,000
Public Safety and Regulations
126 - Media Production Services 4,155 55,000 35,000 40,000 (15,000)
127 - Cable TV Franchise Fee 6,247,328 6,500,000 6,240,000 6,240,000 (260,000)
128 - Fire Prevention - Fire Code 1,522,656 1,750,000 1,750,000 1,750,000 0
129 - Rental Property Registrations 5,788,285 5,306,000 5,306,000 5,450,000 144,000
130 - Dockless Vehicles Licenses and Permits 0 120,000 120,000 120,000 0
131 - Miscellaneous Building Inspection Revenue 95,614 610,000 610,000 610,000 0
132 - Building Construction Permits 1,156,231 5,085,000 4,560,000 5,000,000 (85,000)
133 - Electrical Installation Permits 307,219 814,000 814,000 850,000 36,000
134 - Mechanical Equipment Permits 230,220 814,000 814,000 850,000 36,000
135 - Plumbing Permits 163,450 416,000 416,000 450,000 34,000
136 - Elevator Permits 0 1,000 100 500 (500)
137 - Filing Fees - Building Permits 7,659,469 1,526,000 1,526,000 1,500,000 (26,000)
138 - Alarm System Registration Permits 13,400 15,000 13,400 15,000 0
139 - Public Assembly Permits 0 6,000 750 3,500 (2,500)
140 - Professional and Occupational Licenses 205,838 509,000 220,000 220,000 (289,000)
141 - Vacant Structure Fee 560,930 550,000 450,000 550,000 0
143 - Amusement Device Licenses 42,478 25,000 250,000 45,000 20,000
145 - Dog Licenses and Kennel Permits 8,570 12,000 9,000 9,000 (3,000)
146 - Special Police Appointment Fees 42 1,000 0 500 (500)
149 - Vacant Lot Registration Fees 78,651 120,000 75,000 75,000 (45,000)
150 - Trades Licenses 19,840 86,000 75,000 75,000 (11,000)
Health
151 - Food Dealer Permits 1,391,865 1,500,000 1,500,000 1,500,000 0
152 - Swimming Pool Licenses 95,720 51,000 51,000 51,000 0
70
Fiscal 2023 Executive Summary REVENUE
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
154 - Solid Waste Collection Permits 162,486 158,000 158,000 158,000 0
Highways
163 - Minor Privilege Permits 1,481,952 1,500,000 1,500,000 1,500,000 0
164 - Public Utility Pole Permits 56,000 560,000 112,000 56,000 (504,000)
169 - Permits and Inspections - Private Paving 0 58,000 10,000 10,000 (48,000)
170 - Development Agreement Fee 39,333 520,000 25,000 25,000 (495,000)
171 - Street Cut Permits 294,771 778,000 520,000 350,000 (428,000)
173 - Special Event Permits 40,068 171,000 250,000 250,000 79,000
CATEGORY TOTAL 30,064,035 33,200,000 30,867,250 31,360,500 (1,839,500)
FINES AND FORFEITS
Fines and Forfeits
177 - Court-Ordered Restitution and Misc Fines 3,294 42,000 12,000 12,000 (30,000)
178 - Civil Citations 11,970 26,000 13,500 14,000 (12,000)
179 - Sheriff Revenue 102,488 200,000 200,000 200,000 0
180 - Forfeitures Drug/Gambling Contraband 351,792 1,500,000 1,500,000 750,000 (750,000)
181 - Minimum Wage Violations 247,639 50,000 50,000 50,000 0
182 - Environmental Control Board Fines 7,121,013 6,500,000 6,500,000 6,500,000 0
185 - Bad Check Charge 52,099 30,000 30,000 30,000 0
187 - Liquor Board Fines 74,375 178,000 178,000 178,000 0
188 - Library Fines 0 40,000 0 5,000 (35,000)
191 - Red Light Fines 12,172,998 8,820,000 16,008,000 15,132,000 6,312,000
193 - Speed Cameras 15,252,181 12,200,000 13,073,000 15,037,000 2,837,000
194 - Commercial Truck Enforcement 33,000 175,000 450,000 216,000 41,000
CATEGORY TOTAL 35,422,849 29,761,000 38,014,500 38,124,000 8,363,000
USE OF MONEY
Use of Money
200 - Earnings on Investments 3,407,037 629,000 450,000 990,000 361,000
206 - Interest on Property Sale Proceeds 36,338 60,000 25,000 40,000 (20,000)
207 - Interest on Gambling/Drug Conscated Cash 4,190 35,000 50,000 25,000 (10,000)
227 - Principal - CDFC Loan 104,873 0 650,000 500,000 500,000
228 - Interest - CDFC Loan 21,350 0 20,000 20,000 20,000
71
REVENUE Fiscal 2023 Executive Summary
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
255 - Principal - Economic Development Loan
Program
185,532 300,000 650,000 350,000 50,000
256 - Interest - Economic Development Loan
Program
30,632 70,000 25,000 35,000 (35,000)
259 - Interest - Community Development Fund
Loans
5,255 2,000 4,500 4,500 2,500
260 - Principal - Community Development Fund
Loans
11,068 10,000 13,000 10,000 0
CATEGORY TOTAL 3,806,275 1,106,000 1,887,500 1,974,500 868,500
USE OF PROPERTY
Use of Property
201 - Rental of City Property 3,716,956 3,500,000 3,500,000 3,500,000 0
209 - Expressway Air Space Leases 12,167 12,000 15,000 12,000 0
210 - Rental from Inner Harbor Shoreline 296,802 830,000 300,000 300,000 (530,000)
214 - SW Resource Recovery Facility - Lease 2,217,802 2,395,000 2,395,000 2,587,000 192,000
240 - Harbor Shoreline - Docking Fees 0 20,000 20,000 20,000 0
241 - Rental from Community Centers 167,112 80,000 120,000 120,000 40,000
243 - Rentals from Wharfage - Piers and Docks 15,510 15,000 15,000 15,000 0
244 - Rental of City Poles 679,613 180,000 350,000 180,000 0
246 - Royal Farm Arena Naming Rights 250,000 250,000 250,000 250,000 0
247 - Convention Center 1,637,492 5,262,000 5,262,000 9,875,000 4,613,000
248 - Municipal Advertising 0 500,000 0 500,000 0
CATEGORY TOTAL 8,993,454 13,044,000 12,227,000 17,359,000 4,315,000
OTHER REVENUES
Private Grants
280 - Civil Defense 0 300,000 0 0 (300,000)
590 - Interest - Enoch Pratt Endowment 1,748 25,000 0 2,000 (23,000)
592 - Voluntary Payment in Lieu of Taxes 100,000 0 0 0 0
General Government
865 - Vacant Struct & Boarding Fees 2,302,195 1,400,000 1,400,000 1,400,000 0
868 - CHAP - Miscellaneous Revenue 12,645 33,000 8,000 10,000 (23,000)
872 - Miscellaneous Revenue 3,409,771 2,010,129 2,010,129 666,320 (1,343,809)
873 - Penalties and Interest Excl Real and Personal 1,182,768 1,017,000 750,000 1,200,000 183,000
877 - Sale of Scrap/Recycled Metal 11,390 28,000 0 16,000 (12,000)
879 - Legal Settlement Proceeds 1,697,209 0 85,000 100,000 100,000
72
Fiscal 2023 Executive Summary REVENUE
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
881 - Gainsharing 253,586 0 0 0 0
Public Safety and Regulations
885 - Police - Miscellaneous 47,900 27,000 130,000 30,000 3,000
CATEGORY TOTAL 9,019,212 4,840,129 4,383,129 3,424,320 (1,415,809)
STATE AID
State Aid
401 - Targeted Aid (Income Tax Disparity) 79,051,790 76,194,000 76,194,000 76,194,000 0
403 - Teachers Retirement Supplemental Grant 10,047,596 10,048,000 10,048,000 10,048,000 0
415 - Local Health Operations 9,140,357 8,747,000 8,747,000 8,747,000 0
475 - Library Services 8,964,696 6,500,000 6,500,000 9,652,000 3,152,000
482 - War Memorial 0 175,000 175,000 175,000 0
CATEGORY TOTAL 107,204,439 101,664,000 101,664,000 104,816,000 3,152,000
CHARGES FOR CURRENT SERVICES
General Government
618 - Transcriber Service Charges 26,400 46,000 25,000 46,000 0
619-Checkout Bag Surcharge 0 0 0 800,000 800,000
620 - RBDL Administration Fee 3,590 4,000 4,000 4,000 0
621 - Bill Drafting Service 21,305 25,000 14,000 20,000 (5,000)
623 - Zoning Appeal Fees 27,465 80,000 80,000 40,000 (40,000)
628 - Civil Marriage Ceremonies 9,220 12,000 12,000 10,000 (2,000)
632 - Lien Reports 2,326,165 1,915,000 1,915,000 1,930,000 15,000
633 - Election Filing Fees 1,264 5,000 0 5,000 0
634 - Surveys Sales of Maps and Records 3,680 17,000 2,500 3,500 (13,500)
636 - 3rd Party Disability Recoveries 16,594 51,000 15,000 15,000 (36,000)
638 - Semi - Annual Tax Payment Fee 489,573 426,000 350,000 427,000 1,000
639 - Tax Roll Service Charge 108,098 34,000 25,000 50,000 16,000
649 - Vending Machine Commissions 4,172 40,000 3,500 4,000 (36,000)
651 - Reimbursement for Use of City Vehicles 10,040 18,000 10,000 15,000 (3,000)
654 - Charges for Central City Services 13,405,048 15,922,000 14,500,000 16,521,000 599,000
Public Safety and Regulations
657 - Liquor Board Advertising Fees 74,716 108,000 108,000 100,000 (8,000)
73
REVENUE Fiscal 2023 Executive Summary
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
659 - Sale of Accident and Incident Reports 371,307 384,000 384,000 300,000 (84,000)
660 - Stadium Security Service Charges 0 1,270,000 0 0 (1,270,000)
661 - Port Fire Protection (MPA) 1,399,940 1,400,000 1,400,000 1,400,000 0
662 - Sheriff - District Court Service 906,661 3,800,000 2,000,000 3,800,000 0
663 - False Alarm Fees 32,095 200,000 15,000 25,000 (175,000)
664 - Fire Dept - Sales of Reports 18,489 32,000 32,000 32,000 0
666 - Child Support Enforcement 0 345,000 250,000 345,000 0
Health
680 - Miscellaneous Environmental Fees 6,010 19,500 12,000 12,000 (7,500)
700 - New Health Plan Review 86,799 100,000 87,000 100,000 0
701 - Hazard Analysis Critical Control Point Plan 100 500 500 500 0
Recreation and Culture
773 - Video Rental and Other Charges 0 10,000 4,500 10,000 0
777 - Swimming Pool Passes 17,152 178,000 35,000 183,000 5,000
Highways
785 - Impounding Cars - Storage 2,439,326 3,500,000 1,500,000 3,500,000 0
787 - Impounding Cars - Towing 719,733 1,750,000 1,500,000 1,750,000 0
791 - General Revenue Highways 3,790,993 3,585,000 3,585,000 3,585,000 0
792 - Trafc Engineering 1,021,020 328,000 100,000 328,000 0
Sanitation and Waste Removal
795 - Landll Disposal Tipping Fees 8,095,187 6,943,000 9,500,000 6,500,000 (443,000)
796 - Boards and Commissions Pre-Qualications 1,894 50,000 4,000 50,000 0
797 - Solid Waste Surcharge 3,100,732 2,621,000 2,621,000 2,850,000 229,000
799 - Southwest Resource Recovery Facility 834,015 966,000 966,000 966,000 0
CATEGORY TOTAL 39,368,783 46,185,000 41,060,000 45,727,000 (458,000)
28,754 13,915,871 17,336,960 15,249,680 1,333,809
(5,346,000) (13,327,000) (13,327,000) (13,757,000) (430,000)
REVENUE TRANSFERS
Revenue Transfers
952 - From Parking Management Fund
957 - From (To) Children’s Fund
CATEGORY TOTAL (5,317,246) 588,871 4,009,960 1,492,680 903,809
74
Fiscal 2023 Executive Summary REVENUE
(continued)
A001 - General Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
999 - Prior Year Fund Balance 0 4,432,000 (30,000,000) 70,000,000 65,568,000
Federal Grants
281- CARES Act - Revenue 54,097,259 24,500,000 24,500,000 0 (24,500,000)
282- FEMA Reimbursement 30,941,597 27,500,000 27,500,000 0 (27,500,000)
CATEGORY TOTAL 85,038,856 52,000,000 52,000,000 0 (52,000,000)
FUND TOTAL 2,039,931,054 2,007,751,000 2,068,400,043 2,147,400,000 139,649,000
75
FUND BALANCE
Prior Year Fund Balance
REVENUE Fiscal 2023 Executive Summary
B022 - Convention Center Bond Fund
B022 - Convention Center Bond Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
LOCAL TAXES
Sales and Service
052 - Hotel Tax 10,217,293 19,630,000 26,022,000 30,175,000 10,545,000
REVENUE TRANSFERS
Revenue Transfers
953 - Transfer to General Fund (10,217,293) (19,630,000) (26,022,000) (26,675,000) (7,045,000)
FUND TOTAL 0 0 0 3,500,000 3,500,000
76
Fiscal 2023 Executive Summary REVENUE
B024 - Conduit Enterprise Fund
B024 - Conduit Enterprise Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
USE OF PROPERTY
Use of Property
249 - Conduit Rental 36,712,191 18,029,924 18,029,924 36,969,903 18,939,979
FUND TOTAL 36,712,191 18,029,924 18,029,924 36,969,903 18,939,979
77
REVENUE Fiscal 2023 Executive Summary
B070 - Wastewater Utility Fund
B070 - Wastewater Utility Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
CHARGES FOR CURRENT SERVICES
Charges - Current Services
825 - Sewerage Charges - City 218,689,185 220,870,667 220,870,667 247,464,362 26,593,695
826 - Sewerage Charges - Counties 68,267,950 72,880,602 72,880,602 70,179,591 (2,701,011)
Other Revenues
830 - Sanitation and Waste Removal - General
1,923,333
1,759,821
1,759,821
1,573,333
(186,488)
Charges - Current Services
832 - Industrial Waste Surcharge - City 3,193,730 5,568,952 5,568,952 3,193,730 (2,375,222)
Fund Balance
834 - From (To) Fund Balance 0 (1,929,904) (1,929,904) (33,805,725) (31,875,821)
Other Revenues
836 - Reimbursable Billing Costs (48,506) 0 0 0 0
Charges - Current Services
837 - Pretreatment Permits 337,451 345,167 345,167 350,000 4,833
Fines and Forfeits
838 - Non - Compliance Fines 5,459 7,750 7,750 0 (7,750)
Charges - Current Services
839 - Penalties (37,364) 3,283,136 3,283,136 1,348,431 (1,934,705)
CATEGORY TOTAL 292,331,238 302,786,191 302,786,191 290,303,722 (12,482,469)
USE OF MONEY AND PROPERTY
Use of Money and Property
835 - Interest Income 12,947 0 0 3,591,936 3,591,936
B070 - WASTEWATER UTILITY FUND
TOTAL
840 - Waste Water - Miscellaneous Revenue (274,191) 0 0 0 0
841 - Baltimore City Wasterwater - Discount (164,215) 0 0 (4,012,931) (4,012,931)
CATEGORY TOTAL (438,406) 0 0 (4,012,931) (4,012,931)
FUND TOTAL 291,905,779 302,786,191 302,786,191 289,882,727 (12,903,464)
78
Fiscal 2023 Executive Summary REVENUE
B071 - Water Utility Fund
B071 - Water Utility Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
CHARGES FOR CURRENT SERVICES
Charges - Current Services
839 - Metered Water - Carroll County 1,236,806 846,954 846,954 1,400,028 553,074
840 - Metered Water - City 134,970,672 126,086,959 126,086,959 171,316,564 45,229,605
841 - Metered Water - Baltimore County 79,434,123 58,306,696 58,306,696 63,399,669 5,092,973
842 - Metered Water - Anne Arundel County 0 (61,784) (61,784) 0 61,784
843 - Metered Water - Howard County 1,709,879 33,623,029 33,623,029 34,631,720 1,008,691
844 - Metered Water - Harford County 454,255 524,304 524,304 454,255 (70,049)
846 - Special Water Supply Service (1,725,888) (10,083,966) (10,083,966) 0 10,083,966
848 - Private Fire Protection Service 887,335 1,333,948 1,333,948 1,346,144 12,196
849 - Fire Hydrant Permits 43,298 74,679 74,679 75,000 321
Use of Money and Property
851 - Water - Rental Real Property 108,707 100,235 100,235 100,000 (235)
Other Revenues
852 - Sundry Water 884,030 1,063,682 1,063,682 1,000,000 (63,682)
Charges - Current Services
854 - Water Charges to City Agencies (2,296,579) 2,198,694 2,198,694 2,250,000 51,306
Fund Balance
855 - From (To) Fund Balance 0 (4,853,355) (4,853,355) (69,133,402) (64,280,047)
Use of Money and Property
856 - Interest Income 686,295 0 0 3,286,766 3,286,766
Charges - Current Services
857 - Reimbursable Billing Costs (521,566) 0 0 0 0
858 - Penalties (63,337) 3,283,136 3,283,136 1,348,431 (1,934,705)
Other Revenues
859 - Scrap Meters 642 0 0 0 0
CATEGORY TOTAL 215,808,672 212,443,211 212,443,211 211,475,175 (968,036)
B071 - WATER UTILITY FUND
TOTAL
861 - Baltimore City Metered Water - Discount 0 0 0 (6,655,149) (6,655,149)
FUND TOTAL 215,808,672 212,443,211 212,443,211 204,820,026 (7,623,185)
79
REVENUE Fiscal 2023 Executive Summary
B072 - Stormwater Utility Fund
B072 - Stormwater Utility Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
34,109,781 34,967,277 34,967,277 32,673,819 (2,293,458)
(6,882) 0 0 299,651 299,651
CHARGES FOR CURRENT SERVICES
Charges - Current Services
825 - Stormwater Fee
845 - Penalties
CATEGORY TOTAL 34,102,899 34,967,277 34,967,277 32,973,470 (1,993,807)
USE OF MONEY AND PROPERTY
Use of Money and Property
835 - Interest Income 23,677 0 0 586,773 586,773
REVENUE TRANSFERS
Revenue Transfers
900 - From (To) Fund Balance 0 0 0 (3,939,633) (3,939,633)
B072 - STORMWATER UTILITY FUND
TOTAL
826 - Stormwater Hardship Exemption 30 0 0 0 0
827 - Baltimore City Stormwater - Discount 0 0 0 (1,384,017) (1,384,017)
CATEGORY TOTAL 30 0 0 (1,384,017) (1,384,017)
FUND TOTAL 34,126,606 34,967,277 34,967,277 28,236,593 (6,730,684)
80
Fiscal 2023 Executive Summary REVENUE
B075 - Parking Enterprise Fund
B075 - Parking Enterprise Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
LOCAL TAXES
Local Taxes
044 - Parking Garages and Lots Tax 15,821,082 24,272,980 25,438,000 26,934,000 2,661,020
LICENSE AND PERMITS
License and Permits
165 - Open Air Garage Permits 1,080,361 830,000 830,000 830,000 0
6,296,866 10,136,000 11,913,000 13,373,000 3,237,000
1,348,484 4,801,000 1,112,000 25,000 (4,776,000)
FINES AND FORFEITS
Fines and Forfeits
181 - Parking Fines
182 - Penalties on Parking Fines
CATEGORY TOTAL 7,645,350 14,937,000 13,025,000 13,398,000 (1,539,000)
USE OF MONEY AND PROPERTY
Use of Money and Property
579 - Garage Income
11,070,569 14,591,000 13,848,000 14,663,000 72,000
CHARGES FOR CURRENT SERVICES
Charges - Current Services
664 - Parking Meters
7,558,684 10,418,000 10,548,000 10,548,000 130,000
(21,012,049) (37,734,888) (39,601,400) (5,386,800) 32,348,088
(3,164,216) (4,854,596) (5,087,600) (39,147,395) (34,292,799)
REVENUE TRANSFERS
Revenue Transfers
952 - From (To) Parking Management Fund
953 - From (To) Special Fund
CATEGORY TOTAL (24,176,265) (42,589,484) (44,689,000) (44,534,195) (1,944,711)
FUND TOTAL 18,999,781 22,459,496 19,000,000 21,838,805 (620,691)
81
REVENUE Fiscal 2023 Executive Summary
B076 - Parking Management Fund
B076 - Parking Management Fund - Account FY21 Actual FY22 Budget FY22
Projection
FY23
Estimate
Dollar Change
LICENSE AND PERMITS
License and Permits
141 - Residential Parking Permits 205,196 530,000 572,000 572,000 42,000
USE OF MONEY AND PROPERTY
Use of Money and Property
201 - Rental of Property 3,040 3,100 4,560 4,560 1,460
CHARGES FOR CURRENT SERVICES
Charges - Current Services
759 - Temporary Parking Lots 117,191 125,000 125,000 125,000 0
760 - Parking Garages 1,478,897 1,745,962 2,079,000 2,202,000 456,038
866 - Booting Fee 1,567,724 530,000 560,000 560,000 30,000
867 - ZIPCAR Income 75,850 75,000 75,000 75,000 0
872 - Miscellaneous Revenue 143,154 80,000 80,000 80,000 0
CATEGORY TOTAL 3,382,816 2,555,962 2,919,000 3,042,000 486,038
21,012,049 37,734,888 39,601,400 39,147,395 1,412,507
(28,754) (13,915,871) (17,336,960) (15,249,680) (1,333,809)
REVENUE TRANSFERS
Revenue Transfers
950 - From Parking Enterprise Fund
952 - From (To) General Fund
CATEGORY TOTAL 20,983,295 23,819,017 22,264,440 23,897,715 78,698
FUND TOTAL 24,574,347 26,908,079 25,760,000 27,516,275 608,196
82
Fiscal 2023 Executive Summary REVENUE
Funds Detail for Operating
Federal Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
Prioritizing Our Youth
308 Maternal and Child Health 16,597,063 20,947,655 19,221,104 (1,726,551)
310 School Health Services 103,280 306,468 307,660 1,192
316 Youth and Trauma Services 216,330 453,193 139,372 (313,821)
446 Educational Grants 0 300,000 300,000 0
604 Before and After Care 611 0 0 0
605 Head Start 7,888,182 8,021,215 8,427,005 405,790
648 Community Recreation Centers 98,177 439,661 759,816 320,155
740 Dawson Center 296,378 342,289 0 (342,289)
741 Community Action Partnership 12,840,800 18,850,191 34,638,877 15,788,686
797 Workforce Services for Out of School
Youth-Youth Opportunity
0 991,323 746,456 (244,867)
798 Youth Works Summer Job Program (1,103) 2,001,816 1,999,258 (2,558)
800 Workforce Services for WIOA Funded
Youth
15,605 4,118,574 3,655,566 (463,008)
PILLAR OUTCOME TOTAL 38,055,323 56,772,385 70,195,114 13,422,729
Building Public Safety
115 Prosecution of Criminals 334,848 1,825,120 2,023,082 197,962
307 Substance Use Disorder and Mental
Health
131,093 1,361,843 1,994,009 632,166
315 Emergency Services - Health 583,500 704,910 15,215,868 14,510,958
600 Administration - Fire 0 1,600,000 1,592,323 (7,677)
602 Fire Suppression and Emergency Rescue 933,705 1,026,850 1,047,156 20,306
608 Emergency Management 638,558 5,480,263 7,769,731 2,289,468
609 Emergency Medical Services 37,721 0 0 0
617 Criminal Justice Coordination 0 1,499,039 1,634,458 135,419
618 Neighborhood Safety and Engagement 38,719 3,451,129 3,448,740 (2,389)
621 Administrative Bureau 192,027 276,316 8,274,757 7,998,441
622 Police Patrol 70,553 2,500,000 2,498,178 (1,822)
623 Criminal Investigation Division 1,376,877 1,580,240 1,614,898 34,658
626 Data Driven Strategies 794,239 4,447,967 4,438,873 (9,094)
642 Crime Laboratory and Evidence Control 253,288 430,409 404,696 (25,713)
697 Trafc Safety 1,541 488,426 490,381 1,955
786 Victim and Witness Services 1,727,771 2,711,564 2,692,392 (19,172)
796 Workforce Services for Ex-Offenders 8,091 557,000 554,732 (2,268)
807 Compliance Bureau 0 25,893 25,874 (19)
816 Special Operations Section 0 145,085 143,917 (1,168)
853 Patrol Support Services 295,958 576,912 560,945 (15,967)
889 Child Support Enforcement 0 1,100,000 1,116,616 16,616
PILLAR OUTCOME TOTAL 7,418,489 31,788,966 57,541,626 25,752,660
Clean and Healthy Communities
303 Clinical Services 1,498,004 1,882,302 6,629,576 4,747,274
83
REVENUE Fiscal 2023 Executive Summary
(continued)
Federal Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
305 Healthy Homes 1,053,812 921,094 851,477 (69,617)
311 Health Services for Seniors 3,104 0 0 0
356 Administration - Homeless Services 1,938,067 4,720,258 4,814,695 94,437
593 Community Support Projects 8,738,357 42,078,452 10,575,198 (31,503,254)
611 Fire Code Enforcement 0 171,867 171,041 (826)
613 Fire Facilities Maintenance and
Replacement
365,581 3,690,315 3,672,610 (17,705)
661 Public Right-of-Way Cleaning 0 2,046,000 0 (2,046,000)
662 Vacant and Abandoned Property
Cleaning and Boarding
0 1,175,000 1,175,000 0
663 Waste Removal and Recycling 0 850,000 0 (850,000)
664 Waste Re-Use and Disposal 0 0 298,778 298,778
670 Administration - Water and Wastewater 0 300,000 298,560 (1,440)
671 Water Management 0 254,600 253,378 (1,222)
673 Wastewater Management 0 1,400,000 1,393,282 (6,718)
674 Surface Water Management 2,106 675,000 671,761 (3,239)
681 Administration - DOT (603) 0 0 0
690 Sustainable Transportation 0 10,600 10,600 0
715 Administration - Health 786,440 5,793,584 6,216,276 422,692
717 Environmental Inspection Services 517 0 0 0
718 Chronic Disease Prevention 90,621 45,882 21,993 (23,889)
720 HIV Treatment Services for the
Uninsured
22,129,413 30,211,064 29,770,016 (441,048)
721 Senior Centers 1,426,567 1,627,554 1,850,034 222,480
722 Administration - CARE 121,848 257,877 260,483 2,606
723 Advocacy for Seniors 117,237 112,326 113,844 1,518
725 Community Services for Seniors 3,935,131 3,834,268 3,901,671 67,403
737 Administration - HCD 1,053,473 1,030,722 1,049,510 18,788
742 Promote Homeownership 230,241 199,551 328,799 129,248
745 Housing Code Enforcement 1,840,000 360,000 359,854 (146)
748 Affordable Housing 485,354 985,398 775,705 (209,693)
750 Housing Rehabilitation Services 1,934,253 6,224,470 6,797,142 572,672
762 Historic Preservation 0 100,000 0 (100,000)
763 Comprehensive Planning and Resource
Management
0 150,000 0 (150,000)
765 Planning for a Sustainable Baltimore 0 250,000 3,236,765 2,986,765
893 Homeless Prevention and Support
Services for the Homeless
7,136,180 260,503 261,479 976
894 Outreach to the Homeless 693,770 944,150 943,461 (689)
895 Temporary Housing for the Homeless 3,034,107 9,455,978 9,449,085 (6,893)
896 Permanent Housing for the Homeless 15,871,094 34,167,501 34,165,742 (1,759)
PILLAR OUTCOME TOTAL 74,484,674 156,186,316 130,317,815 (25,868,501)
Equitable Neighborhood Development
111 Economic Recovery 0 680,284,732 0 (680,284,732)
84
Fiscal 2023 Executive Summary REVENUE
(continued)
Federal Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
792 Workforce Public Assistance 0 3,054,440 2,091,137 (963,303)
794 Administration - MOED 0 28,939 (56,406) (85,345)
795 Workforce Services for Baltimore
Residents
142,103 6,352,180 11,644,059 5,291,879
846 Discrimination Investigations:
Resolutions and Concilations
57,326 0 0 0
PILLAR OUTCOME TOTAL 199,429 689,720,291 13,678,790 (676,041,501)
Responsible Stewardship of City Resources
110 Circuit Court 982,518 2,388,927 2,539,012 150,085
125 Executive Direction and Control -
Mayoralty
322,616 321,266 321,032 (234)
PILLAR OUTCOME TOTAL 1,305,134 2,710,193 2,860,044 149,851
Other
119 Neighborhood Service Centers 221 0 0 0
122 Miscellaneous General Expenses 0 85,000 85,000 0
168 Municipal Broadband 0 0 2,350,000 2,350,000
177 Administrative Direction and Control 1,245 0 0 0
200 Administrative Direction and Control 525 0 0 0
582 Finance and Development 106 0 0 0
619 Community Empowerment and
Opportunity
0 0 1,000,000 1,000,000
624 Target Violent Criminals 125,788 0 0 0
631 Workforce Investment Act 470 0 0 0
634 Crowd: Trafc: and Special Events
Management
3,722 0 0 0
638 Marine Unit 294,136 0 0 0
806 Mobile Workforce Center 47 0 0 0
PILLAR OUTCOME TOTAL 426,260 85,000 3,435,000 3,350,000
FUND TOTAL 121,889,309 937,263,151 278,028,389 (659,234,762)
85
REVENUE Fiscal 2023 Executive Summary
State Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
Prioritizing Our Youth
308 Maternal and Child Health 2,079,726 1,962,478 1,396,233 (566,245)
310 School Health Services 541,935 506,367 871,166 364,799
316 Youth and Trauma Services
350,401 388,454 265,203 (123,251)
605 Head Start 197,330 141,113 569,672 428,559
644 Administration - Recreation and Parks 1,204,390 1,750,471 1,456,773 (293,698)
645 Aquatics 16,951 0 0 0
741 Community Action Partnership 8,646,031 7,985,898 11,512,978 3,527,080
788 Information Services 10,993,256 14,184,508 14,921,811 737,303
791 BCPS Alternative Options Academy for
Youth
0 214,784 203,985 (10,799)
797 Workforce Services for Out of School
Youth-Youth Opportunity
0 100,000 99,593 (407)
798 Youth Works Summer Job Program 600 3,376,891 3,463,083 86,192
800 Workforce Services for WIOA Funded
Youth
2,542,783 0 0 0
PILLAR OUTCOME TOTAL 26,573,403 30,610,964 34,760,497 4,149,533
Building Public Safety
115 Prosecution of Criminals 3,126,824 7,118,639 7,650,361 531,722
307 Substance Use Disorder and Mental
Health
1,012,676 1,806,734 3,173,192 1,366,458
315 Emergency Services - Health 6,936,088 8,637,338 10,725,314 2,087,976
600 Administration - Fire 0 350,000 348,321 (1,679)
602 Fire Suppression and Emergency Rescue 18,268 1,420,686 1,420,587 (99)
608 Emergency Management 0 267,000 0 (267,000)
609 Emergency Medical Services 764,743 1,344,177 1,337,728 (6,449)
614 Fire Communications and Dispatch 0 3,051 3,035 (16)
617 Criminal Justice Coordination 0 1,500,000 600,000 (900,000)
618 Neighborhood Safety and Engagement 2,191,082 7,225,000 7,080,627 (144,373)
621 Administrative Bureau 3,227,999 852,250 15,851,457 14,999,207
622 Police Patrol 4,126,782 4,189,589 4,097,314 (92,275)
623 Criminal Investigation Division 3,224,163 4,005,463 4,605,574 600,111
626 Data Driven Strategies 337,204 1,175,833 1,193,519 17,686
628 Public Integrity Bureau 0 144,034 157,679 13,645
635 Recruitment Section 0 255,367 199,806 (55,561)
642 Crime Laboratory and Evidence Control 209,525 255,910 255,723 (187)
758 Coordination of Public Safety Strategy -
Administration
0 45,000 45,000 0
786 Victim and Witness Services 213,038 55,706 0 (55,706)
796 Workforce Services for Ex-Offenders 316,638 951,403 942,145 (9,258)
807 Compliance Bureau 1,167,311 1,998,288 1,996,831 (1,457)
853 Patrol Support Services 2,086,461 3,050,031 2,444,604 (605,427)
882 Deputy Sheriff Enforcement 0 50,000 49,761 (239)
PILLAR OUTCOME TOTAL 28,958,802 46,701,499 64,178,578 17,477,079
86
Fiscal 2023 Executive Summary REVENUE
(continued)
State Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
Clean and Healthy Communities
117 Adjudication of Environmental Citations 0 255,750 255,750 0
303 Clinical Services 599,966 984,232 6,361,055 5,376,823
305 Healthy Homes 245,654 713,462 1,486,092 772,630
356 Administration - Homeless Services 187,588 288,016 291,408 3,392
611 Fire Code Enforcement 15,220 188,601 187,695 (906)
613 Fire Facilities Maintenance and
Replacement
453,363 1,371,816 1,365,234 (6,582)
646 Park Maintenance 1,165,230 3,761,052 1,945,359 (1,815,693)
650 Horticulture 0 0 98,122 98,122
653 Park Programs and Events 770 0 0 0
663 Waste Removal and Recycling 0 500,000 0 (500,000)
673 Wastewater Management 0 750,000 746,402 (3,598)
674 Surface Water Management 0 510,000 508,057 (1,943)
690 Sustainable Transportation 1,636,870 8,292,343 8,669,387 377,044
715 Administration - Health 0 2,325,004 2,189,443 (135,561)
718 Chronic Disease Prevention 579,129 457,022 457,170 148
720 HIV Treatment Services for the
Uninsured
18,528,534 23,891,789 23,182,892 (708,897)
721 Senior Centers 185,089 350,535 349,244 (1,291)
723 Advocacy for Seniors 432,112 286,740 290,850 4,110
724 Direct Care and Support Planning 1,538,843 2,740,012 2,654,787 (85,225)
725 Community Services for Seniors 490,437 1,015,929 1,011,057 (4,872)
730 Public and Private Energy Performance 17,152 1,225,000 1,867,201 642,201
731 Facilities Management 0 250,000 250,000 0
738 Weatherization Services 248,413 7,351,297 6,390,992 (960,305)
750 Housing Rehabilitation Services 31,766 569,629 569,226 (403)
754 Summer Food Service Program 3,327,393 3,711,967 3,757,282 45,315
762 Historic Preservation 0 100,000 0 (100,000)
763 Comprehensive Planning and Resource
Management
0 225,000 0 (225,000)
765 Planning for a Sustainable Baltimore 251,285 510,200 258,722 (251,478)
768 Administration - Planning 34,530 0 0 0
893 Homeless Prevention and Support
Services for the Homeless
171,152 263,115 262,923 (192)
894 Outreach to the Homeless 31,361 40,195 40,165 (30)
895 Temporary Housing for the Homeless 2,176,424 1,996,143 1,994,691 (1,452)
896 Permanent Housing for the Homeless 1,146,898 2,849,163 2,847,085 (2,078)
PILLAR OUTCOME TOTAL 33,495,179 67,774,012 70,288,291 2,514,279
Equitable Neighborhood Development
792 Workforce Public Assistance 1,339,372 100,000 0 (100,000)
794 Administration - MOED
83,287
0
0
0
795 Workforce Services for Baltimore
Residents
(805,454) 1,973,280 1,494,972 (478,308)
87
REVENUE Fiscal 2023 Executive Summary
(continued)
State Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
809 Retention: Expansion: and Attraction of
Businesses
12,649,369 0 0 0
820 Convention Sales and Tourism
Marketing
8,962,064 0 0 0
855 Convention Center 7,983,675 10,678,363 8,884,550 (1,793,813)
PILLAR OUTCOME TOTAL 30,212,313 12,751,643 10,379,522 (2,372,121)
Responsible Stewardship of City Resources
110 Circuit Court 3,161,902 6,561,627 6,623,141 61,514
125 Executive Direction and Control -
Mayoralty
368,515 425,830 425,521 (309)
702 Accounts Payable 6,621 0 0 0
PILLAR OUTCOME TOTAL 3,537,038 6,987,457 7,048,662 61,205
Other
122 Miscellaneous General Expenses 0 15,000 15,000 0
168 Municipal Broadband 0 0 5,000,000 5,000,000
580 Parking Enterprise Facilities 204 0 0 0
585 Baltimore Development Corporation 6,321 0 0 0
619 Community Empowerment and
Opportunity
0 0 1,000,000 1,000,000
624 Target Violent Criminals 42,898 0 0 0
637 Special Operations - K-9 and Mounted
Unit
688 0 0 0
782 Charging and Pretrial Services (5,159) 0 0 0
PILLAR OUTCOME TOTAL 44,952 15,000 6,015,000 6,000,000
FUND TOTAL 122,821,687 164,840,575 192,670,550 27,829,975
88
Fiscal 2023 Executive Summary REVENUE
Special Revenue Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
Prioritizing Our Youth
109 Administration - Children and Family
Success
61,252 78,000 100,000 22,000
308 Maternal and Child Health 813,046 921,345 821,023 (100,322)
310 School Health Services 1,953,538 5,194,693 3,321,098 (1,873,595)
446 Educational Grants 19,862,331 13,327,000 13,753,688 426,688
605 Head Start 0 0 150,000 150,000
645 Aquatics 0 0 300,000 300,000
647 Youth and Adult Sports 39,018 184,345 185,722 1,377
648 Community Recreation Centers 363,518 2,256,260 1,395,313 (860,947)
649 Special Facilities Management -
Recreation
(3,046,876) 3,262,955 3,304,926 41,971
788 Information Services 562,627 1,041,700 1,078,954 37,254
798 Youth Works Summer Job Program 21,819 1,065,000 1,112,862 47,862
PILLAR OUTCOME TOTAL 20,630,273 27,331,298 25,523,586 (1,807,712)
Building Public Safety
115 Prosecution of Criminals (9,890) 325,660 324,097 (1,563)
315 Emergency Services - Health 4,736,276 0 10,136,852 10,136,852
609 Emergency Medical Services 19,563,127 19,837,221 59,837,221 40,000,000
614 Fire Communications and Dispatch 7,207,063 10,678,871 10,827,303 148,432
618 Neighborhood Safety and Engagement 20,112 1,150,000 1,125,000 (25,000)
621 Administrative Bureau 396,043 6,048,498 4,685,521 (1,362,977)
622 Police Patrol 1,461,156 1,400,140 1,000,000 (400,140)
623 Criminal Investigation Division (199,838) 0 0 0
684 Trafc Management 0 692,862 689,537 (3,325)
697 Trafc Safety 0 10,000 13,719,722 13,709,722
757 CitiWatch 590,108 305,000 450,000 145,000
758 Coordination of Public Safety Strategy -
Administration
219,825 300,000 999,900 699,900
816 Special Operations Section 3,176,529 0 0 0
882 Deputy Sheriff Enforcement 0 1,750,000 1,741,602 (8,398)
PILLAR OUTCOME TOTAL 37,160,511 42,498,252 105,536,755 63,038,503
Clean and Healthy Communities
117 Adjudication of Environmental Citations (15) 0 0 0
303 Clinical Services 55,314 104,604 102,874 (1,730)
305 Healthy Homes (23,163) 0 0 0
311 Health Services for Seniors 2,858,270 5,371,030 5,399,406 28,376
356 Administration - Homeless Services 420,145 737,188 746,004 8,816
646 Park Maintenance 15,000 450,000 299,781 (150,219)
650 Horticulture 243,488 511,564 516,423 4,859
651 Recreation for Seniors 16,578 38,500 38,500 0
653 Park Programs and Events 1,665,901 1,182,198 1,033,265 (148,933)
654 Urban Forestry 1,673,271 0 800,000 800,000
661 Public Right-of-Way Cleaning 629,648 1,635,908 1,715,624 79,716
89
REVENUE Fiscal 2023 Executive Summary
(continued)
Special Revenue Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
663 Waste Removal and Recycling 0 1,650,000 1,642,082 (7,918)
670 Administration - Water and Wastewater 0 400,000 398,082 (1,918)
690 Sustainable Transportation 5,627,660 5,943,139 9,509,323 3,566,184
715 Administration - Health (51,697) 1,700,000 1,691,843 (8,157)
717 Environmental Inspection Services 0 34,107 33,944 (163)
718 Chronic Disease Prevention 47,722 27,600 27,468 (132)
721 Senior Centers 0 101,081 100,597 (484)
723 Advocacy for Seniors 573,416 401,241 588,700 187,459
724 Direct Care and Support Planning 2,282 37,861 37,677 (184)
730 Public and Private Energy Performance 265,500 1,100,000 1,095,520 (4,480)
731 Facilities Management 68,355 0 0 0
737 Administration - HCD 0 200,000 0 (200,000)
742 Promote Homeownership 0 150,000 150,000 0
745 Housing Code Enforcement 0 51,864 0 (51,864)
748 Affordable Housing 498,077 7,100,456 8,543,602 1,443,146
763 Comprehensive Planning and Resource
Management
1,118,338 553,600 1,840,000 1,286,400
765 Planning for a Sustainable Baltimore
0 482,046 696,042 213,996
PILLAR OUTCOME TOTAL 15,704,090 29,963,987 37,006,757 7,042,770
Equitable Neighborhood Development
682 Parking Management 642,880 0 0 0
695 Dock Master 27,492 162,956 164,456 1,500
793 Employment Enhancement Services for
Baltimore City Residents
51,554 721,394 847,703 126,309
794 Administration - MOED 0 458,978 486,148 27,170
809 Retention: Expansion: and Attraction of
Businesses
82,884 165,769 165,648 (121)
810 Real Estate Development 207,210 165,769 165,648 (121)
824 Events: Art: Culture: and Film 50,000 60,000 0 (60,000)
846 Discrimination Investigations:
Resolutions and Concilations
(44,380) 170,265 169,448 (817)
PILLAR OUTCOME TOTAL 1,017,640 1,905,131 1,999,051 93,920
Responsible Stewardship of City Resources
125 Executive Direction and Control -
Mayoralty
883 571,500 747,806 176,306
152 Employees’ Retirement System -
Administration
(687,116) 5,859,075 5,863,979 4,904
154 Fire and Police Retirement System -
Administration
1,326 5,854,594 5,962,930 108,336
155 Retirement Savings Plan 31,458 848,728 850,089 1,361
700 Surplus Property Disposal 129,186 161,349 163,120 1,771
805 Enterprise IT Delivery Services 0 70,000 150,000 80,000
876 Media Production 334,284 676,001 676,000 (1)
90
Fiscal 2023 Executive Summary REVENUE
(continued)
Special Revenue Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
PILLAR OUTCOME TOTAL (189,979) 14,041,247 14,413,924 372,677
Other
122 Miscellaneous General Expenses 0 35,000 35,000 0
123 General Debt Service 15,248,050 15,767,260 15,767,260 0
624 Target Violent Criminals 410,199 0 0 0
833 Innovation Fund 7,633 200,000 0 (200,000)
PILLAR OUTCOME TOTAL 15,665,882 16,002,260 15,802,260 (200,000)
FUND TOTAL 89,988,417 131,742,175 200,282,333 68,540,158
91
REVENUE Fiscal 2023 Executive Summary
Special Grant Funds - Service FY21
Actual
FY22
Budget
FY23
Budget
Dollar
Change
Prioritizing Our Youth
308 Maternal and Child Health 225,715 1,223,183 747,231 (475,952)
310 School Health Services 3,618 25,000 25,000 0
316 Youth and Trauma Services
24,814
41,028
40,833
(195)
648 Community Recreation Centers 14,812 300,000 300,000 0
797 Workforce Services for Out of School
Youth-Youth Opportunity
0 165,000 164,327 (673)
PILLAR OUTCOME TOTAL 268,959 1,754,211 1,277,391 (476,820)
Building Public Safety
115 Prosecution of Criminals 0 0 139,430 139,430
315 Emergency Services - Health 164,559 524,087 452,756 (71,331)
618 Neighborhood Safety and Engagement 0 679,032 50,000 (629,032)
PILLAR OUTCOME TOTAL 164,559 1,203,119 642,186 (560,933)
Clean and Healthy Communities
663 Waste Removal and Recycling 0 604,250 199,185 (405,065)
670 Administration - Water and Wastewater
0 250,000 248,801
(1,199)
715 Administration - Health 0 200,000 199,039 (961)
718 Chronic Disease Prevention (9,545) 0 0 0
721 Senior Centers 0 16,432 16,432 0
750 Housing Rehabilitation Services 0 0 72,000 72,000
762 Historic Preservation 0 50,000 0 (50,000)
763 Comprehensive Planning and Resource
Management
0 75,000 0 (75,000)
765 Planning for a Sustainable Baltimore 79,110 663,000 0 (663,000)
PILLAR OUTCOME TOTAL 69,565 1,858,682 735,457 (1,123,225)
Equitable Neighborhood Development
761 Development Oversight and Project
Support
5,080 51,000 50,756 (244)
PILLAR OUTCOME TOTAL 5,080 51,000 50,756 (244)
Responsible Stewardship of City Resources
110 Circuit Court 4,643 0 0 0
125 Executive Direction and Control -
Mayoralty
179,127 298,760 337,555 38,795
PILLAR OUTCOME TOTAL 183,770 298,760 337,555 38,795
FUND TOTAL 691,933 5,165,772 3,043,345 (2,122,427)
92
Operating Budget Recommendations
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Operating Budget Recommendations
Intentionally left blank.
Overview of Operating Budget Recommendation
Total Operating Budget: 3.32 billion
Where the Money Comes from
Property Taxes 1.1B (30.7%)
Charges for Services 613.7M (17.9%)
Income Tax 430.8M (12.6%)
State Grants 297.5M (8.7%)
Federal Grants 278.0M (8.1%)
Other Local Taxes 210.9M (6.2%)
Special Revenues 200.3M (5.8%)
State Shared Taxes 170.0M (5.0%)
All Other 151.8M (4.4%)
Use of Money and Property
19.3M (0.6%)
Special Grants 3.0M (0.1%)
How the Money is Used
Salaries
1.0B (30.0%)
Contractual
786.2M (23.3%)
Grants & Subsidies
643.1M (19.0%)
Other Personnel Costs
449.9M (13.3%)
Debt Service
344.0M (10.2%)
Materials & Supplies
140.4M (4.2%)
Totals may not equal 100% or 'Total Operating Budget' due to rounding. Charts in millions.
95
Pillars
The Fiscal 2023 operating budget recommendation is $3.32 billion, a decrease of $526.7 million or 13.7%from
Fiscal 2022.
Objective Name FY21 Actual FY22 Budget FY23 Budget Dollar Change* Percent
Change*
Prioritizing Our Youth 467,055,523 487,565,414 563,344,401 75,778,987 15.5%
Building Public Safety 997,659,145 1,045,596,352 1,098,167,376 52,571,024 5.0%
Clean and Healthy Communities 870,738,280 1,113,823,505 1,082,322,019 (31,501,486) -2.8%
Equitable Neighborhood
Development
137,946,781 810,688,251 138,521,505 (672,166,746) -82.9%
Responsible Stewardship of City
Resources
151,977,264 173,589,132 186,412,166 12,823,034 7.4%
Other 214,004,843 212,214,832 248,051,479 35,836,647 16.9%
GRAND TOTAL 2,839,381,836 3,843,477,486 3,316,818,946 (526,658,540) -13.7%
Table in dollars.
*
Change is calculated between Fiscal 2022 and Fiscal 2023
How the Money is Used by Pillar
Building Public Safety
1.1B (33.1%)
Clean and Healthy Communities
1.1B (32.6%)
Prioritizing Our Youth
563.3M (17.0%)
Other
248.1M (7.5%)
186.4M (5.6%)
Equitable Neighborhood Development
138.5M (4.2%)
Responsible Stewardship of City Resousrce
Totals may not equal 100% due to rounding. Charts in millions.
Mayor Scott’s Pillars are the foundation of the Fiscal 2023 budget. The diagram below shows how the Pillars and
goals are linked to population-level indicators that are used to monitor progress on achieving strategic outcomes
for the City. Indicators are measured annually and use an external source to ensure integrity of the data. Taken
together, the Pillars, goals, and indicators serve as a report card on how well the City is doing.
The indicators draw from a variety of data sources to capture citywide trends. Budget summaries for each of the
outcomes in the next section highlight how the Fiscal 2023 budget investments prioritize services that are highly
impactful and closely aligned with the Mayor’s Action Plan.
96
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Pillar Goals and Indicators
97
Pillar: Prioritizing Our Youth
Fund Name Fiscal 2022 Budget Fiscal 2023 Budget Change in Budget
General 370,698,619 431,115,540 60,416,921
Water Utility 397,937 472,273 74,336
Federal 56,772,385 70,195,114 13,422,729
State 30,610,964 34,760,497 4,149,533
Special Revenue 27,331,298 25,523,586 (1,807,712)
Special Grant 1,754,211 1,277,391 (476,820)
Total 487,565,414 563,344,401 75,778,987
Table in dollars.
Key results funded in the Fiscal 2023 Recommended Budget:
• Baltimore City Health Department’s Ofce of Youth and Trauma anticipates reaching 3,500 participants in
Trauma-Informed Care trainings and 368 students in School-Based Violence Prevention education due to
the reduction of COVID-19 restrictions on in-person meetings and in-person learning.
• YouthWorks Summer Job Program anticipates 92% of employer partners will recommend participation in
the program to other organizations seeking entry level employees. In Fiscal 2022, YouthWorks connected
over 5,000 Baltimore youths with paid summer work experiences.
• The Enoch Pratt Free Library anticipates welcoming 1 million visitors. Pratt saw signicant reductions in the
number of library visitors during the past two scal years due to the COVID-19 pandemic, but anticipates
increases to visitors and participation in free literacy and lifelong learning programs.
Key budget decisions in Prioritizing Our Youth:
• The Fiscal 2023 budget includes $332.8 million for the City’s total operating support to Baltimore City Public
Schools. This includes the rst year of increased contributions to meet the requirements of the State Kirwan
legislation.
• The recommended budget includes $1.5 million in the Baltimore City Recreation and Parks (BCRP) budget for
operating the new Middle Branch Fitness & Wellness Center at Cherry Hill’s Reedbird Park, which is scheduled
to open in summer 2022. The new center will include three pools, a community room, tness studios, a
gymnasium with a basketball court, a maker space, and an indoor walking track.
• The recommended budget allocates $1 million from Table Games revenue in the BCRP budget for operations
at the Bocek, Towanda, Harlem Park, and Crispus Attucks recreation centers.
• The Fiscal 2023 budget includes $10.8 million in General Fund support for the Family League of Baltimore,
including $7.2 million to support community school and out-of-school time programming and $3 million
to support additional youth programming in coordination with the Mayor’s Ofce of Children and Family
Success (MOCFS).
• The budget continues to support MOCFS with $28.4 million in funding. The Ofce oversees the Head Start
program and the Community Action Partnership (CAP) Centers.
98
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Academic Achievement
2015 2016 2017 2018 2019 2020 2021
3rd Grade Reading 3rd Grade Math 8th Grade Reading 8th Grade Math
% of 3rd and 8th Graders Scoring 'Proficient' on PARCC/MCAP*
Source: Maryland State Department of Education, Maryland School Report Card
*Reported data has been updated to reflect scores since 2015. Due to the COVID-19 pandemic, data for 2020 are not available.
Maryland replaced the Maryland School Assessment with the Partnership for Assessment of Readiness for
College and Careers (PARCC) in 2015 and the PARCC with the Maryland Comprehensive Assessment Program
(MCAP) in 2019. Maryland received waivers from the U.S. Department of Education and did not administer as-
sessments for the 2019-2020 and 2020-2021 school years, impacting the data available. The State administered
a shortened MCAP assessment for the 2020-21 school year during the early fall of the 2021-2022 school year.
Related Action Plan Goals
• Goal 1: Ensure Baltimore families have ac-
cess to the quality educational and recre-
ational environments every child deserves.
• Goal 3: Decrease the number of justice-
involved youth and increase opportunities for
education and employment.
• Goal 4: Ensure babies and young children
are socially-emotionally healthy and devel-
opmentally ready to succeed upon entering
kindergarten.
Related Services
• Enoch Pratt Free Library - Service 788: Infor-
mation services
• M-R: Baltimore City Public Schools - Service
352: Baltimore City Public Schools
• M-R: Educational Grants - Service 446: Com-
munity School Programs and Out of School
• M-R: Ofce of Children and Family Success -
Service 605: Head Start
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Academic Achievement indicator:
The Blueprint for Maryland’s Future, more commonly known as Kirwan, goes into effect in Fiscal 2023. Kirwan re-
quires a signicant increase in the local contribution for City Schools, increasing the City’s total operating support
to $332.8 million. Kirwan is expected to improve student outcomes by expanding early education, raising stan-
dards for teacher pay and training, and adding college and career readiness programs for high school students.
Family League of Baltimore (FLB) will receive $7.6 million in General Fund support for Community School and
Out of School Time programming. FLB works with partners to identify technical assistance, professional develop-
ment, and systems-level needs and assists Community Schools in aligning with the National Community Schools
Standards, which support Community Schools as a standards-driven, evidence-based strategy to promote equity
and educational excellence.
99
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: College and Career Readiness
62.7%
61.5%
65.8%
66.5%
68.5%
69.7%
69.5%
70.7% 70.7% 70.7%
70.3%
69.9%
69.2%
2010 2012 2014 2016 2018 2020
Baltimore City Public Schools 4-year Adjusted Cohort Graduation Rate
This indicator is currently measuring the four-year adjusted cohort graduation rate for Baltimore City Public
Schools.
Related Action Plan Goals
• Goal 2: Ensure Baltimore families have ac-
cess to the quality educational and recre-
ational environments every child deserves.
• Goal 3: Decrease the number of justice-
involved youth and increase opportunities for
education and employment.
Related Services
• Enoch Pratt Free Library - Service 788: Infor-
mation Services
• M-R: Baltimore City Public Schools - Service
352: Baltimore City Public Schools
• M-R: Ofce of Employment Development -
Service 791: BCPS Alternative Options for
Youth
• M-R: Ofce of Employment Development -
Service 798: YouthWorks Summer Job Pro-
gram
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the College and Career Readiness indicator:
The Fiscal 2023 budget includes $2.75 million of General Fund support for the YouthWorks Summer Job Program,
which provides paid summer jobs for youth ages 14 to 21. In addition, the program will be supported by $4 million
in American Rescue Plan Act funds and launch YouthWorks Academy, which will provide paid jobs for youth during
the school year.
The Baltimore City Fire Department (BCFD) will launch the Apprenticeship Maryland Program with $456,770 in
General Fund support, which funds 15 high school students for a paid internship, with a total of 450 hours per stu-
dent at minimum wage during the summers following 10th and 11th grade. Students who complete the program
will immediately be eligible for employment as Community Aides with BCFD.
100
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Infant Mortality
13.5
11.0
10.5
9.7
10.3
10.4
8.4
8.8
8.7
9.2
8.8
2010 2012 2014 2016 2018
# of Deaths of Children Less than One Year of Age Per 1,000 Live Births
This information is sourced from the Maryland Department of Health Vital Statistics Infant Mortality Reports. At
the time of publication, data for 2020 were not available.
Related Action Plan Goals
• Goal 1: Ensure Baltimore families have ac-
cess to the quality educational and recre-
ational environments every child deserves.
• Goal 4: Ensure babies and young children
are socially-emotionally healthy and devel-
opmentally ready to succeed upon entering
kindergarten.
Related Services
• Health - Service 308: Maternal and Child
Health
• M-R: Health and Welfare Grants - Service
385a: Pre and Post Natal Services
• M-R: Ofce of Children and Family Success -
Service 741: Community Action Partnership
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Infant Mortality indicator:
The Fiscal 2023 budget includes $3.3 million of General Fund support for programs delivered by Baltimore City
Health Department’s Bureau of Maternal and Child Health and Family League of Baltimore, including a nurse home-
visiting program, services to infants and toddlers, nutrition support, and family planning services. Home visiting
programs work to reduce risk factors such as substance use, high levels of stress, pre-term labor, and chronic
health conditions such as hypertension and diabetes. Due to the COVID-19 pandemic, all recent home visiting
services have occurred via virtual telehealth sessions.
The City’s ve Community Action Partnership (CAP) Centers will be supported by over $49 million across all fund-
ing sources. CAP Centers, which are managed by the Mayor’s Ofce of Children and Family Success, provide a
variety of family assistance programs and have been vital to helping residents during the COVID-19 pandemic.
Services for residents include utility bill assistance, rental relief, food security, and nancial literacy services.
101
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Operating Budget Recommendation for Prioritizing Our Youth
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Courts: Orphans’ Court
817 Orphans’ Court General 694,393 754,993 60,600
Enoch Pratt Free Library
788 Information Services General 28,481,175 29,585,345 1,104,170
State 14,184,508 14,921,811 737,303
Special Revenue 1,041,700 1,078,954 37,254
SERVICE TOTAL 43,707,383 45,586,110 1,878,727
AGENCY TOTAL 43,707,383 45,586,110 1,878,727
Health
308 Maternal and Child Health General 2,011,772 2,087,790 76,018
Federal 20,947,655 19,221,104 (1,726,551)
State 1,962,478 1,396,233 (566,245)
Special Revenue 921,345 821,023 (100,322)
Special Grant 1,223,183 747,231 (475,952)
SERVICE TOTAL 27,066,433 24,273,381 (2,793,052)
310 School Health Services General 15,725,944 15,781,786 55,842
Federal 306,468 307,660 1,192
State 506,367 871,166 364,799
Special Revenue 5,194,693 3,321,098 (1,873,595)
Special Grant 25,000 25,000 0
SERVICE TOTAL 21,758,472 20,306,710 (1,451,762)
316 Youth and Trauma Services General 768,215 1,276,236 508,021
Federal 453,193 139,372 (313,821)
State 388,454 265,203 (123,251)
Special Grant 41,028 40,833 (195)
SERVICE TOTAL 1,650,890 1,721,644 70,754
AGENCY TOTAL 50,475,795 46,301,735 (4,174,060)
Housing and Community Development
604 Before and After Care General 253,503 251,963 (1,540)
740 Dawson Center General 31,609 0 (31,609)
Federal 342,289 0 (342,289)
SERVICE TOTAL 373,898 0 (373,898)
AGENCY TOTAL 627,401 251,963 (375,438)
M-R: Baltimore City Public Schools
352 Baltimore City Public Schools General 275,306,538 332,776,508 57,469,970
M-R: Educational Grants
446 Educational Grants General 11,325,031 11,666,035 341,004
Federal
300,000
300,000
0
Special Revenue 13,327,000 13,753,688 426,688
SERVICE TOTAL 24,952,031 25,719,723 767,692
102
AGENCY TOTAL 24,952,031 25,719,723 767,692
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
M-R: Health and Welfare Grants
385 Health and Welfare Grants General 1,359,314 1,450,825 91,511
M-R: Ofce of Children and Family Success
109 Administration Children and
Family Success
General 3,006,132 1,833,750 (1,172,382)
Special Revenue 78,000 100,000 22,000
SERVICE TOTAL 3,084,132 1,933,750 (1,150,382)
605 Head Start General 605,866 536,216 (69,650)
Federal 8,021,215 8,427,005 405,790
State 141,113 569,672 428,559
Special Revenue 0 150,000 150,000
SERVICE TOTAL 8,768,194 9,682,893 914,699
741 Community Action Partnership General 763,240 640,317 (122,923)
Water Utility 397,937 472,273 74,336
Federal 18,850,191 34,638,877 15,788,686
State 7,985,898 11,512,978 3,527,080
SERVICE TOTAL 27,997,266 47,264,445 19,267,179
AGENCY TOTAL 39,849,592 58,881,088 19,031,496
M-R: Ofce of Employment Development
791 BCPS Alternative Options
Academy for Youth
State 214,784 203,985 (10,799)
797 Workforce Services for Out of
School Youth Youth Opportunity
General 3,191,275 3,085,217 (106,058)
Federal
991,323
746,456 (244,867)
State 100,000 99,593 (407)
Special Grant 165,000 164,327 (673)
SERVICE TOTAL 4,447,598 4,095,593 (352,005)
798 Youth Works Summer Job
Program
General 2,564,529 2,834,461 269,932
Federal 2,001,816 1,999,258 (2,558)
State 3,376,891 3,463,083 86,192
Special Revenue 1,065,000 1,112,862 47,862
SERVICE TOTAL 9,008,236 9,409,664 401,428
800 Workforce Services for WIOA
Funded Youth
Federal 4,118,574 3,655,566 (463,008)
AGENCY TOTAL 17,789,192 17,364,808 (424,384)
Recreation and Parks
644 Administration Recreation and
Parks
General 5,276,628 5,991,040 714,412
State 1,750,471 1,456,773 (293,698)
SERVICE TOTAL 7,027,099 7,447,813 420,714
103
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
645 Aquatics General 2,708,100 2,592,103 (115,997)
Special Revenue 0 300,000 300,000
SERVICE TOTAL 2,708,100 2,892,103 184,003
647 Youth and Adult Sports General 866,843 1,201,789 334,946
Special Revenue 184,345 185,722 1,377
SERVICE TOTAL 1,051,188 1,387,511 336,323
648 Community Recreation Centers General 15,758,512 16,769,166 1,010,654
Federal 439,661 759,816 320,155
Special Revenue 2,256,260 1,395,313 (860,947)
Special Grant 300,000 300,000 0
SERVICE TOTAL 18,754,433 19,224,295 469,862
649 Special Facilities Management
Recreation
Special Revenue 3,262,955 3,304,926 41,971
AGENCY TOTAL 32,803,775 34,256,648 1,452,873
GRAND TOTAL
TOTAL OPERATING BUDGET 487,565,414 563,344,401 75,778,987
LESS INTERNAL SERVICE 0 0 0
TOTAL OPERATING
APPROPRIATONS
487,565,414 563,344,401 75,778,987
Table in dollars.
104
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Special Exhibit: City Support for Baltimore City Public Schools
Public schools in Maryland are funded by both local governments and the State. In previous years, local govern-
ment contributions were determined by Maintenance of Effort (MOE), a formula which required appropriation of
at least the same level of funding on a per pupil basis as used the prior year. By design, State Education Aid to
public schools is distributed inversely to local wealth, whereby the less afuent school districts receive more State
Education Aid. Wealth is measured in terms of county property values and personal income; by both measures,
Baltimore is at or near the bottom per capital wealth calculation among Maryland jurisdictions. Since Baltimore
City is among those jurisdictions with the least wealth as calculated for State Education Aid purposes in Mary-
land, City Schools received 72.5% of its funding from the State in Fiscal 2022. Other low wealth jurisdictions that
contribute less than a quarter of the shared cost of education funding between the State and the local jurisdiction
include Allegany, Caroline, Somerset, and Wicomico Counties.
Kirwan
The Commission on Innovation and Excellence in Education, more commonly referred to as the Kirwan Commis-
sion, was created by legislation in 2016 to generate recommendations to improve education across Maryland
through funding, policies, and resources. The ve policy priorities of this legislation are: early childhood educa-
tion, high quality and diverse teachers and leaders, college and career readiness, equitable access to resources,
and accountability. One main goal for the Commission was to establish a new funding formula for school funding
across Maryland. The Commission completed its work in December 2019 and legislation to implement the recom-
mendations was introduced during the Maryland General Assembly’s 2020 session as the Blueprint for Maryland’s
Future, more commonly known as Kirwan. The legislation was passed by the General Assembly and vetoed by the
Governor. A veto-override vote was successfully held during the General Assembly’s 2021 session. In addition,
during the 2021 session, the General Assembly passed House Bill 1372, which revised various aspects of the
Kirwan legislation, most notably the enrollment numbers from state and local funding formulas, changing Main-
tenance of Effort requirements for Fiscal 2022 through 2024, and requiring local boards of education to provide
in-person summer school programs to address learning loss.
210.0M
461.7M
FY10 Actual
FY11 Actual
FY12 Actual
FY13 Actual
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Estimate
FY24 Estimate
FY25 Estimate
FY26 Estimate
FY27 Estimate
FY28 Estimate
FY29 Estimate
FY30 Estimate
0
100
200
300
400
Baltimore City Costs for Education (20-Year)
Dollars in millions
Kirwan has dramatically changed the education funding formula in Maryland and will continue to signicantly im-
pact the City’s required contribution to City Schools. Under Kirwan, local governments are required to contribute
whichever amount is greater of either MOE or the combination of local share aid formulas. Kirwan requires addi-
tional State Aid of $280 million over the amount required by current law in Fiscal 2023 for City Schools, growing
to $620.6 million in Fiscal 2030. The bill also requires a signicant increase in the local share for City Schools,
105
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
growing from $313.3 million in Fiscal 2023 to $446.2 million in Fiscal 2030. This increase represents the highest
rate of increase of local support proposed among Maryland’s jurisdictions. As of publication, newly adopted State
legislation, House Bill 1450 (HB 1450), revises the 2021 session bill, most notably amending the Fiscal 2023 State
funding requirements by permitting counties with lower student enrollment than pre-pandemic levels to reduce
per pupil funding.
49.8
61.7
65.1
79.5
92.3
107.0
122.5
139.9
2024 Estimate
2025 Estimate
2026 Estimate
2027 Estimate
2028 Estimate
2029 Estimate
2030 Estimate
0
100
200
300
400
Kirwan
Base
Baltimore City Costs for Education
Dollars in millions
275.3
325.1
338.6
345.9
367.4
384.0
402.0
422.3
446.2
Fiscal 2023
As of publication, newly adopted State legislation will impact the calculation of the City’s minimum local effort
requirement in the Fiscal 2023 budget. Under the current law, the City’s total operating support for City Schools
is $332.8 million. The operating budget also includes $25.9 million in debt service for prior year bonds issued by
the City in support of school renovations and upgrades, as well as $15.8 million in projected Beverage Tax and
casino-related revenue in support of the 21st Century Schools program. The Fiscal 2023 budget also includes
$7.6 million in one-time support for school construction and to offset a loss in state funding that resulted from
the reduction in retiree health benets implemented in Fiscal 2022. The capital budget includes $19 million in new
General Obligation (GO) Bond funding in support of new school renovation and upgrade projects. Finally, the City
is providing $20.7 million to support the school health and crossing guard programs.
106
2022 Estimate
2023 Estimate
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Support for City Schools
Expense FY21 Actual FY22 Budget FY23 Budget
Direct Operating Support
Local Share (MOE) 257,541,343 263,528,469 313,300,000
Retiree Health Benets 29,805,357 11,778,069 11,876,508
One-Time Contributions 0 0 7,600,000
CATEGORY TOTAL 287,346,700 275,306,538 332,776,508
Support for City Schools Programs
School Nurse Program (General Fund portion) 10,211,898 15,725,944 15,781,786
School Nurse Program (City Schools Fund portion) 1,359,729 4,883,512 3,011,413
School Crossing Guards 3,413,925 4,898,603 4,953,896
CATEGORY TOTAL 14,985,552 25,508,059 23,747,095
Capital - City Support of City Schools
Debt Service for School Construction 24,046,103 24,812,700 25,967,801
GO Bond support for School Construction Projects 19,000,000 19,000,000 19,000,000
CATEGORY TOTAL 43,046,103 43,812,700 44,967,801
Capital - City Support for 21st Century School Buildings Program
Table Games Aid - School Construction 1,521,132 2,056,260 2,056,260
Casino Lease Contribution - School Construction 1,400,000 1,400,000 1,400,000
Beverage Tax Contribution - School Construction 12,268,000 12,311,000 12,311,000
CATEGORY TOTAL 15,189,132 15,767,260 15,767,260
TOTAL CITY SUPPORT FOR BCPS 390,567,487 360,394,557 417,258,664
Table in dollars.
107
Pillar: Building Public Safety
Fund Name Fiscal 2022 Budget Fiscal 2023 Budget Change in Budget
General 923,404,516 870,268,231 (53,136,285)
Federal 31,788,966 57,541,626 25,752,660
State 46,701,499 64,178,578 17,477,079
Special Revenue 42,498,252 105,536,755 63,038,503
Special Grant 1,203,119 642,186 (560,933)
Total 1,045,596,352 1,098,167,376 52,571,024
Table in dollars.
Key results funded in the Fiscal 2023 Recommended Budget:
• The Mayor’s Ofce of Neighborhood Safety and Engagement (MONSE) will work to prioritize the reduction of
gun violence in the city by implementing, evaluating, and expanding the Group Violence Reduction Strategy
(GVRS) in partnership with the community to stem murders and shootings. Additionally, MONSE will expand
investments in community-based violence intervention programs and establish a Shooting Response Pro-
tocol within the Coordinated Neighborhood Stabilization Response (CNSR) to decrease retaliation, address
trauma, and promote healing. The implementation of these programs and strategies develops partnerships
with community-based organizations, agencies, and federal, state, and local partners to apply a collaborative
approach to reducing gun violence.
• MONSE will work to educate 2,000 rst responders, medical personnel, and the general public about what
human trafcking is, what it looks like, and what to do to help victims in Fiscal 2023. Educating the proper
people and providing them the tools to detect possible victims of human trafcking can help restore lives
and hold trafckers accountable for their actions.
• The Baltimore Police Department (BPD) will increase the percentage of time patrol ofcers spend on proac-
tive policing by 5% in Fiscal 2023. They will accomplish this by converting 30 vacant sworn positions to 35
civilian Investigative Specialist positions. This will free up sworn ofcers currently performing investigative
work to be reassigned to patrol positions.
• The Baltimore City Fire Department (BCFD) plans to complete 12,000 Home Safety Inspections during Fiscal
2023. BCFD visits all neighborhoods through the Saturday Safety Sweep Program at least once annually.
Key budget decisions in Building Public Safety:
• The Fiscal 2023 budget includes an estimated $40 million of annual reimbursement from BCFD’s participa-
tion in the Emergency Services Payment Program (ESPP), which provides additional reimbursement to the
City when Emergency Medical Services (EMS) units transport patients who are eligible for Medicaid.
• BCFD will use a portion of the ESPP revenue to enhance EMS service with four new initiatives: 2 new Basic
Life Support (BLS) medic units; quality assurance and training staff to improve patient outcomes; a popu-
lation health program to better connect patients with appropriate care; and a 911 nurse triage program, to
better handle low-acuity calls for service.
• The budget includes approximately $324,000 in the BPD budget to support the Center for Hope location at
Sinai Hospital. LifeBridge Health is opening a new facility to support victims of abuse and trauma, which
will include BPD, Child Protective Services, and the Baltimore Child Abuse Center.
• The recommended budget includes approximately $963,290 to fund 8 positions in BPD to support the GVRS
model in Victim Services, GVRS Coordination, and Community Policing. These positions will ensure that
resources are available for victims including those of non-fatal shootings; work directly on “call-ins” and help
108
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
direct high-risk individuals to the appropriate resources; and ensure that GVRS strategies are integrated into
BPD’s neighborhood-based policing plans.
• The budget includes $1.2 million in General Fund support for MONSE to implement multiple new violence re-
duction programs, such as SideStep program, the Extreme Risk Protection Order (ERPO) navigators program,
and the Coordinated Neighborhood Stabilization Response (CNSR).
• The Fiscal 2023 budget includes $474,000 for additional personnel in the Department of Housing and Com-
munity Development’s Emergency Management Division, which provides round-the-clock human service
support to victims of emergencies, and LIGHT Intake Division, which assists residents in receiving hous-
ing services and overall family case management.
109
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Homicides & Non-Fatal Shootings
401
369
635
666
703
680
770
724
731
282
234
240
224
197
217
235
211
342
318
342
309
348
333
338
2008 2010 2012 2014 2016 2018 2020
Total Non-Fatal Shootings Total Homicides
Total Non-Fatal Shootings and Homicides (All Weapons)
Source: Baltimore Police Department Open Data; Baltimore Sun
This information is sourced from the Baltimore Police Department’s Open Data resource, a publicly available online
data archive. This indicator measures number of homicides (from all weapons) and non-fatal shootings that occur
in Baltimore on an annual basis. These gures do not include police-involved or self-inicted incidents.
Related Action Plan Goals
• Goal 1: Reduce violent crime and achieve sus-
tainable reductions in crime through an all-
hands-on-deck approach in partnership with
Baltimore communities.
• Goal 3: Hold gun trafckers accountable and
decrease the ow of illegal guns into Balti-
more.
Related Services
• M-R: Ofce of Neighborhood and Safety
Engagement - Service 618: Neighborhood
Safety and Engagement
• M-R: Ofce of Neighborhood and Safety En-
gagement - Service 619: Community Empow-
erment and Opportunity
• Police - Service 622: Police Patrol
• Police - Service 623: Criminal Investigation
Division
• Police - Service 853: Patrol Support Services
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Non-Fatal Shootings and Homicides indicator:
The Mayor’s Ofce of Neighborhood Safety and Engagement (MONSE), in partnership with the Baltimore Police
Department (BPD) and the State’s Attorney’s Ofce (SAO), will implement the Group Violence Reduction Strategy
(GVRS). GVRS is a proven strategy that aims to address the norms perpetuating violence in Baltimore by focusing
resources on individuals identied as being at the highest acute risk of involvement in violence.
MONSE will continue to operate the Safe Streets program with $5.5 million across all funding sources. Safe
Streets aims to interrupt cycles of violence through conict mediation between high-risk individuals and prevent
shootings and homicides throughout Baltimore City. In addition, MONSE will utilize over $20.7 in American Rescue
Plan Act (ARPA) funding to support various violence prevent efforts, including community violence intervention,
victim services, youth justice, re-entry services, and community healing.
110
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Property Crime
4,566
4,554
4,758
4,660
4,909
4,618
4,837
4,545
4,600
4,475
4,235
3,083
3,093
2010 2012 2014 2016 2018 2020
Total Property Crime per 100,000 Residents
Source: Baltimore Police Department Open Data; United States Census
Property crime data includes burglary, larceny, theft, and motor vehicle theft. Because they may involve violence,
arson and vandalism incidents are excluded. The COVID-19 pandemic played a substantial role in the decline of
property crime throughout the City due to stay at home orders keeping residents at home, which deterred property
crime.
Related Action Plan Goals
• Goal 1: Reduce violent crime and achieve sus-
tainable reductions in crime through an all-
hands-on-deck approach in partnership with
Baltimore communities.
Related Services
• M-R: Ofce of Information Technology - Ser-
vice 757: CitiWatch
• Police - Service 622: Police patrol
• Police - Service 623: Criminal Investigation
Division
• Police - Service 853: Patrol Support Services
• Transportation - Service 500: Street Lighting
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Property Crimes indicator:
The Baltimore Police Department (BPD) has established the Telephone Reporting Unit (TRU) to reduce Patrol
response to low priority calls for service (CFS) such as auto accidents, follow-up calls, and civil matters. This
allows patrol ofcers to respond more expeditiously to higher priority CFS, conduct proactive patrol, engage with
residents, and address community concerns.
In Fiscal 2023, BPD will continue efforts to become more engaged with residents by increasing foot patrols, busi-
ness checks, and directed patrols. Since implementing the micro-zone strategy in Fiscal 2021, BPD has seen an
improvement in cooperation from and collaboration with the community.
The CitiWatch program will be receive approximately $3.3 million across all funding sources in Fiscal 2023 and
will be moved from MONSE to Baltimore City Information Technology (BCIT). CitiWatch continues to modernize
its network of CCTV cameras by upgrading the software that supports camera monitoring and linking cameras in
public-private partnerships.
111
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Operating Budget Recommendation for Building Public Safety
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Fire
600 Administration Fire General 10,135,951 10,494,873 358,922
Federal 1,600,000 1,592,323 (7,677)
State 350,000 348,321 (1,679)
SERVICE TOTAL 12,085,951 12,435,517 349,566
602 Fire Suppression and
Emergency Rescue
General 171,709,992 173,291,225 1,581,233
Federal 1,026,850 1,047,156 20,306
State 1,420,686 1,420,587 (99)
SERVICE TOTAL 174,157,528 175,758,968 1,601,440
608 Emergency Management General 1,055,116 1,108,022 52,906
Federal 5,480,263 7,769,731 2,289,468
State 267,000 0 (267,000)
SERVICE TOTAL 6,802,379 8,877,753 2,075,374
609 Emergency Medical Services General 34,531,156 708,307 (33,822,849)
State 1,344,177 1,337,728 (6,449)
Special Revenue 19,837,221 59,837,221 40,000,000
SERVICE TOTAL 55,712,554 61,883,256 6,170,702
610 Fire and Emergency
Community Outreach
General 423,794 456,980 33,186
612 Fire Investigation General 802,069 827,891 25,822
614 Fire Communications and
Dispatch
General 8,657,415 9,412,409 754,994
State
3,051
3,035
(16)
Special Revenue 10,678,871 10,827,303 148,432
SERVICE TOTAL 19,339,337 20,242,747 903,410
615 Fire Training and Education General 4,545,391 5,172,477 627,086
AGENCY TOTAL 273,869,003 285,655,589 11,786,586
Health
307 Substance Use Disorder and
Mental Health
General 1,563,356 1,527,769 (35,587)
Federal 1,361,843 1,994,009 632,166
State 1,806,734 3,173,192 1,366,458
SERVICE TOTAL 4,731,933 6,694,970 1,963,037
315 Emergency Services Health General 36,490,083 981,732 (35,508,351)
Federal 704,910 15,215,868 14,510,958
State 8,637,338 10,725,314 2,087,976
Special Revenue 0 10,136,852 10,136,852
Special Grant 524,087 452,756 (71,331)
SERVICE TOTAL 46,356,418 37,512,522 (8,843,896)
AGENCY TOTAL 51,088,351 44,207,492 (6,880,859)
112
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
752 Community Outreach Services General 1,431,415 1,728,152 296,737
Law
871 Police Legal Affairs General 2,148,597 2,367,078 218,481
Liquor License Board
851 Liquor License Compliance General 1,366,903 1,339,216 (27,687)
M-R: Ofce of Employment Development
796 Workforce Services for Ex
Offenders
General 199,697 207,211 7,514
Federal 557,000 554,732 (2,268)
State 951,403 942,145 (9,258)
SERVICE TOTAL 1,708,100 1,704,088 (4,012)
AGENCY TOTAL 1,708,100 1,704,088 (4,012)
M-R: Ofce of Equity and Civil Rights
848 Police Community Relations General 728,486 769,041 40,555
M-R: Ofce of Information and Technology
757 CitiWatch General 2,191,312 2,409,933 218,621
Special Revenue 305,000 450,000 145,000
SERVICE TOTAL 2,496,312 2,859,933 363,621
AGENCY TOTAL 2,496,312 2,859,933 363,621
M-R: Ofce of Neighborhood Safety and Engagement
617 Criminal Justice Coordination General 738,498 1,075,175 336,677
Federal 1,499,039 1,634,458 135,419
State 1,500,000 600,000 (900,000)
SERVICE TOTAL 3,737,537 3,309,633 (427,904)
618 Neighborhood Safety and
Engagement
General 3,917,262 3,833,590 (83,672)
Federal 3,451,129 3,448,740 (2,389)
State 7,225,000 7,080,627 (144,373)
Special Revenue 1,150,000 1,125,000 (25,000)
Special Grant 679,032 50,000 (629,032)
SERVICE TOTAL 16,422,423 15,537,957 (884,466)
758 Coordination of Public Safety
Strategy Administration
General 1,113,778 1,411,670 297,892
State 45,000 45,000 0
Special Revenue 300,000 999,900 699,900
SERVICE TOTAL 1,458,778 2,456,570 997,792
AGENCY TOTAL 21,618,738 21,304,160 (314,578)
Police
621 Administrative Bureau General 84,280,608 77,757,555 (6,523,053)
Federal 276,316 8,274,757 7,998,441
113
Housing and Community Development
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
State 852,250 15,851,457 14,999,207
Special Revenue 6,048,498 4,685,521 (1,362,977)
SERVICE TOTAL 91,457,672 106,569,290 15,111,618
622 Police Patrol General 225,563,431 223,631,357 (1,932,074)
Federal 2,500,000 2,498,178 (1,822)
State 4,189,589 4,097,314 (92,275)
Special Revenue 1,400,140 1,000,000 (400,140)
SERVICE TOTAL 233,653,160 231,226,849 (2,426,311)
623 Criminal Investigation Division General 53,525,250 56,774,998 3,249,748
Federal 1,580,240 1,614,898 34,658
State 4,005,463 4,605,574 600,111
SERVICE TOTAL 59,110,953 62,995,470 3,884,517
626 Data Driven Strategies General 7,299,707 7,347,107 47,400
Federal 4,447,967 4,438,873 (9,094)
State 1,175,833 1,193,519 17,686
SERVICE TOTAL 12,923,507 12,979,499 55,992
628 Public Integrity Bureau General 12,517,320 14,805,138 2,287,818
State 144,034 157,679 13,645
SERVICE TOTAL 12,661,354 14,962,817 2,301,463
635 Recruitment Section General 33,790,603 23,924,648 (9,865,955)
State 255,367 199,806 (55,561)
SERVICE TOTAL 34,045,970 24,124,454 (9,921,516)
642 Crime Laboratory and Evidence
Control
General 21,992,312 22,870,634 878,322
Federal 430,409 404,696 (25,713)
State 255,910 255,723 (187)
SERVICE TOTAL 22,678,631 23,531,053 852,422
807 Compliance Bureau General 23,673,196 38,223,593 14,550,397
Federal 25,893 25,874 (19)
State 1,998,288 1,996,831 (1,457)
SERVICE TOTAL 25,697,377 40,246,298 14,548,921
816 Special Operations Section General 40,281,473 38,239,674 (2,041,799)
Federal 145,085 143,917 (1,168)
SERVICE TOTAL 40,426,558 38,383,591 (2,042,967)
853 Patrol Support Services General 19,551,891 21,554,198 2,002,307
Federal 576,912 560,945 (15,967)
State 3,050,031 2,444,604 (605,427)
SERVICE TOTAL 23,178,834 24,559,747 1,380,913
AGENCY TOTAL 555,834,016 579,579,068 23,745,052
Sheriff
881 Courthouse Security General 4,100,564 4,146,221 45,657
882 Deputy Sheriff Enforcement General 10,784,661 10,884,508 99,847
State 50,000 49,761 (239)
Special Revenue 1,750,000 1,741,602 (8,398)
114
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
SERVICE TOTAL 12,584,661 12,675,871 91,210
883 Service of Protective and
Peace Orders
General 2,312,054 2,256,678 (55,376)
884 District Court Sheriff Services General 2,777,035 2,761,775 (15,260)
889 Child Support Enforcement General 1,769,708 1,789,736 20,028
Federal 1,100,000 1,116,616 16,616
SERVICE TOTAL 2,869,708 2,906,352 36,644
AGENCY TOTAL 24,644,022 24,746,897 102,875
State’s Attorney
115 Prosecution of Criminals General 28,386,555 29,237,657 851,102
Federal 1,825,120 2,023,082 197,962
State 7,118,639 7,650,361 531,722
Special Revenue
325,660
324,097
(1,563)
Special Grant 0 139,430 139,430
SERVICE TOTAL 37,655,974 39,374,627 1,718,653
781 Administration State’s Attorney General 8,074,813 8,346,672 271,859
786 Victim and Witness Services General 1,940,214 2,015,863 75,649
Federal 2,711,564 2,692,392 (19,172)
State 55,706 0 (55,706)
SERVICE TOTAL 4,707,484 4,708,255 771
AGENCY TOTAL 50,438,271 52,429,554 1,991,283
Transportation
500 Street Lighting General 20,117,007 19,903,881 (213,126)
684 Trafc Management General 10,881,532 10,414,269 (467,263)
Special Revenue 692,862 689,537 (3,325)
SERVICE TOTAL 11,574,394 11,103,806 (470,588)
689 Vehicle Impounding and
Disposal
General 8,267,972 8,294,829 26,857
697 Trafc Safety General 17,766,339 25,964,489 8,198,150
Federal
488,426
490,381
1,955
Special Revenue 10,000 13,719,722 13,709,722
SERVICE TOTAL 18,264,765 40,174,592 21,909,827
AGENCY TOTAL 58,224,138 79,477,108 21,252,970
GRAND TOTAL
TOTAL OPERATING BUDGET 1,045,596,352 1,098,167,376 52,571,024
LESS INTERNAL SERVICE 0 0 0
TOTAL OPERATING
APPROPRIATONS
1,045,596,352 1,098,167,376 52,571,024
Table in dollars.
115
Pillar: Clean and Healthy Communities
Fund Name Fiscal 2022 Budget Fiscal 2023 Budget Change in Budget
General 296,510,120 308,322,358 11,812,238
Internal Service 96,175,829 99,848,067 3,672,238
Conduit Enterprise 13,019,924 13,589,903 569,979
Wastewater Utility 302,711,191 289,807,727 (12,903,464)
Water Utility 211,731,361 204,037,118 (7,694,243)
Stormwater Utility 34,067,912 28,216,593 (5,851,319)
Federal 156,186,316 130,317,815 (25,868,501)
State 67,774,012 70,288,291 2,514,279
Special Revenue 29,963,987 37,006,757 7,042,770
Special Grant 1,858,682 735,457 (1,123,225)
Total 1,209,999,334 1,182,170,086 (27,829,248)
Table in dollars.
Key results funded in the Fiscal 2023 Recommended Budget:
• The Mayor’s Ofce of Homeless Services (MOHS) expects to enroll 2,500 clients in homeless prevention
services.
• Baltimore City Recreation and Parks’ (BCRP) Urban Forestry program will plant 3,000 trees, funded in part
from fee-in-lieu mitigation payments for canopy loss caused by construction work in City parks.
• The Baltimore City Health Department expects to admit 1,400 consumers to the Crisis Stabilization Center
(CSC). The CSC is a place for individuals who are under the inuence of drugs and/or alcohol to sober and
receive short-term medical and social interventions.
• The Department of Public Works (DPW) plans to complete 82,000 service requests for alley, street, lot, and
grafti cleanups.
Key budget decisions in Clean and Healthy Communities:
• Beginning in Fiscal 2023 and continuing through Fiscal 2025, approximately $90 million in Federal funds,
including funding from the American Rescue Plan Act (ARPA), will be utilized to combat homelessness in
Baltimore. Funding will be used by MOHS for rental assistance, case management services, and the addition
of permanent supportive housing options for those experiencing homelessness.
• In Fiscal 2023, $26.2 million from ARPA will support COVID-19 response by the Health Department, including
vaccination efforts, testing, contact tracing, and personal protective equipment.
• The budget includes $121,040 for the Planning Department to add a Resilience Planner position to support
the new Sustainability Sub-Cabinet. This position will evaluate options for better preparing the community
for extreme heat events.
• The recommended budget includes funding for Zeta Senior Center Director in the Health Department. The
Zeta Center is in a particularly vulnerable community with 21% of the elderly population living at the poverty
level in the surrounding area.
• DPW will continue supporting a 12-month pilot Sewage Onsite Support (SOS) Cleanup Program that started
in Fiscal 2021. SOS provides professional cleaning, disinfection, and disposal services through 311 requests.
The $2.5 million program is funded by the Wastewater Utility Fund.
116
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Recycling Rate
31%
33%
27%
28%
30%
19%
20%
18%
20%
24%
24%
22%
15%
2008 2010 2012 2014 2016 2018 2020
Recycling Rate
Source: Maryland Department of the Environment, Maryland Solid Waste Management and Diversion Report
Recycling rate data are from the Maryland State Department of the Environment, as part of the Maryland Recycling
Act (MRA). MRA data includes private and commercial recycling rates, in addition to the public recycling data
collected by the Department of Public Works (DPW), by calendar year. After 2012, ash from incinerated waste
was no longer considered a recyclable material for use as a landll cover material; this reduced the City’s MRA-
dened recycling rate. Due to COVID-19, the City modied recycling collection from August 2020 through January
2021, but continued trash collection, which impacted the recycling rate for 2020. Data have been updated to
accurately reect historical data.
Related Action Plan Goals
• Goal 1: Reduce public health disparities
across the City by decreasing environmental
hazards and improving air quality.
• Goal 3: Improve the cleanliness of Balti-
more neighborhoods, streets, parks, and pub-
lic spaces — while expanding green space
across neighborhoods.
• Goal 6: Move the City and Baltimore resi-
dents towards a more sustainable future and
zero waste, through improved recycling, com-
posting, waste management, and improved
energy practices.
Related Services
• M-R: Environmental Control Board - Service
117: Adjudication of Environmental Citations
• Planning - Service 765: Planning for a Sus-
tainable Baltimore
• Public Works - Service 663: Waste Removal
and Recycling
• Public Works - Service 664: Waste Re-Use &
Disposal
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Recycling Rate indicator:
DPW will continue the distribution of recycling cans for every eligible home in Baltimore. In addition, DPW will
continue a recycling outreach program in an effort to educate residents on what is eligible for curbside recycling,
and what materials require special recycling or disposal, to reduce contamination, which increases operational
costs.
DPW’s Waste Removal and Recycling unit expects to collect 30,000 tons of recyclable material in Fiscal Year 2023.
117
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Citywide Energy Use
322
321
288
350
349
339
329
346
299
279
2012 2014 2016 2018 2020
Citywide Gas Energy Usage (therms)
6,207
6,343
6,250
6,344
6,904
6,443
6,484
6,449
6,437
6,388
6,272
5,629
5,723
2012 2014 2016 2018 2020
Citywide Electric Energy Usage (kWh)
Source: Baltimore Gas and Electric
Data in millions
These data points come directly from the Baltimore Gas and Electric Company and include all residential, com-
mercial, and industrial energy consumption.
Related Action Plan Goals
• Goal 6: Move the City and Baltimore resi-
dents towards a more sustainable future and
zero waste, through improved recycling, com-
posting, waste management, and improved
energy practices.
Related Services
• General Services - Service 730: Public and Pri-
vate Energy Performance
• General Services - Service 731: Facilities
Management
• Housing & Community Development - Service
738: Weatherization
• Planning - Service 765: Planning for a Sus-
tainable Baltimore
• Transportation - Service 500: Street Lighting
The Fiscal 2023 recommended budget invests in services and programs that will reduce energy usage:
The recommended budget includes $85,000 for the Department of General Services (DGS) to purchase the Energy
Star Portfolio Manager, which will allow the City to quickly gather energy usage data from City-owned buildings,
to benchmark to peer buildings, and to identify inefciencies and savings opportunities. DGS anticipates yearly
savings of $150,000 to the City.
DGS plans to attain 71 million kWh in annual energy savings as a result of initiatives from the Energy Ofce. The
Energy Ofce’s projects include energy efficiency measures installed under energy performance contracts and
grant-funded projects from the Maryland Energy Administration and U.S. Department of Energy.
The Department of Housing and Community Development budget includes $755,222 in General Funds to support
the Weatherization Program Delivery. This includes funding for core positions and non-personnel costs required
to operate the City’s weatherization program.
118
365
364
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Asthma Visits
2,544
3,031
3,525
3,588
3,132
3,369
3,602
3,415
3,007
1,548
2010 2012 2014 2016 2018
Number of Childhood Asthma ER Visits per 100,000 People
Source: Baltimore City Health Department
Asthma is a chronic lung disease that impacts more than 25 million people throughout the United States. The
number of childhood asthma ER visits per 100,000 people is used as a headline measure for prevalence of chronic
disease and conditions within the City of Baltimore. Data are provided by the Baltimore City Health Department
based on data from the Maryland Health Services Cost Review Commission (HSCRC). Data for 2019 and 2020
are not available because HSCRC has paused fulllment of data requests due a network security incident at the
Maryland Department of Health in December 2021.
Related Action Plan Goals
• Goal 1: Reduce public health disparities
across the City by decreasing environmental
hazards and improving air quality.
Related Services
• Health - Service 305: Healthy Homes
• Health - Service 310: School Health Services
• Housing & Community Development - Service
750: Housing Rehabilitation Services
The Fiscal 2023 recommended budget invests in services and programs that will help reduce childhood asthma:
The Health Department’s Community Asthma Program (CAP) provides home visits for Baltimore children with
asthma and expects 80% of children in the CAP to have improved symptoms. The service works to reduce emer-
gency department visits, the number of symptom days, and absences from school due to asthma.
As COVID-19 protocols safely allow, the Health Department will transition from virtual home visits to a hybrid
model that will allow for brief in-home visits with virtual follow-up. This will provide the opportunity for in-person
assessment of housing conditions that may be hazardous for children with asthma and allow for personalized
education and interventions based on that assessment.
The Fiscal 2023 budget includes $15.7 million in General Fund support from the City for School Health Services,
which is also supported by City Schools with $3 million annually, and an additional $1.5 million in grant funds.
The Health Department, through its Bureau of School Health and in partnership with City Schools, helps students
manage their asthma by keeping an Asthma Action Plan (AAP) on le in health suites. The AAP provides school
health professionals with individualized treatment plans for each student with asthma.
119
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Recreational Opportunities
525,327
496,443
783,037
939,710
882,355
1,038,658
1,019,390
847,423
132,488
148,501
2012 2014 2016 2018 2020
Number of Visits to City Operated Recreation Facilities
Source: Baltimore City Recreation and Parks
The indicator captures the reported number of visits to City-operated recreation facilities, which includes recre-
ation centers, city pools, and horticulture facilities (Rawlings Conservatory and Cylburn Arboretum). Also included
in this indicator is total enrollment in youth and adult sports programs. The number of visitors signicantly
dropped due to COVID-19 related closures. All recreation facilities closed in March 2020 and began offering
modied programming at the beginning of July with capacity restrictions. The agency anticipates operations to
increase in Fiscal 2023 as COVID restrictions allow.
Related Action Plan Goals
• Goal 3: Improve the cleanliness of Balti-
more neighborhoods, streets, parks, and pub-
lic spaces — while expanding green space
across neighborhoods.
Related Services
• Recreation & Parks - Service 645: Aquatics
• Recreation & Parks - Service 646: Park Main-
tenance
• Recreation & Parks - Service 647: Youth and
Adult Sports
• Recreation & Parks - Service 649: Special Fa-
cilities Management
• Recreation & Parks - Service 652: Therapeu-
tic Recreation
• Recreation & Parks - Service 653: Park Pro-
grams & Events
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Recreation Facility Visits indicator:
Beginning in Fiscal 2023 and through Fiscal 2025, BCRP will utilize $41 million in ARPA funds for capital invest-
ments to recreation centers, public pools, trails, playgrounds, and athletic elds and courts.
As COVID-19 health restrictions are lifted, BCRP anticipates increased participation year round at the various City
facilities. The budget includes $2.9 million in funding for the operation of the City’s four park pools, 11 neighbor-
hood pools, and four splash pads during the summer pool season, as well as ve indoor aquatic facilities year
round. In addition, BCRP operates various special facilities, including the Mount Pleasant Ice Rink, William Myers
Indoor Soccer Pavilion, Carrie Murray Nature Center, and Shake and Bake Family Fun Center.
120
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Water Cleanliness
2014 2015 2016 2017 2018 2019 2020 2021
Herring Run Moores Run Jones Falls Gwynns Falls
Geometric Mean for E.coli in Baltimore City Watersheds (MPN*/100 ml)
Source: Baltimore City Department of Public Works
* Most Probable Number
DPW measures fecal bacteria at 23 stations throughout Baltimore. The City is required to meet State and local
water quality standards, including bacteriological standards identied under State law as part of the 2002 Consent
Decree. Data are divided into four watersheds across the City. When pollutants enter waterways, it is detrimental
to the environment and public health. Although the Moores Run watershed results increased, they are within
acceptable ranges for this pollutant.
Related Action Plan Goals
• Goal 5: Provide an affordable, world class wa-
ter service while maintaining safe and high-
quality water standards.
Related Services
• Public Works - Service 671: Water Manage-
ment
• Public Works - Service 673: Wastewater Man-
agement
• Public Works - Service 674: Surface Water
Management
• Public Works - Service 675: Engineering
and Construction Management - Water and
Wastewater
• Rec & Parks - Service 654: Urban Forestry
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the cleanliness of City waterways indicator:
In Fiscal 2023, DPW plans to meet 100% of its Permit compliance in the National Pollutant Discharge Elimination
System (NPDES). DPW continues to strive for perfection through consistent testing, process adjustments as data
changes, and Preventive Maintenance to assist with optimal process operations.
The City will invest $826,224 in Street Tree Planting and Maintenance and maintain its tree canopy cover of 28%
through BCRP’s Urban Forestry division. Improving the City’s tree canopy can have numerous benets, including
reducing summer peak temperatures and air pollution, providing wildlife habitat, providing aesthetic benets, and
improving social ties among neighbors. In addition, a robust tree canopy can enhance property values and attract
businesses and residents.
121
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Opioid-Related Deaths
199
139
142
189
212
275
354
628
692
814
854
964
2010 2012 2014 2016 2018 2020
Number of Deaths Related to Opioids
Source: Maryland Department of Health Annual Overdose Death Reports
This indicator was previously reported under the Building Public Safety Pillar. The data includes all deaths that
occurred in the Baltimore City, including non-residents, related to opioids. In previous years, this indicator only
included deaths from heroin. As the number of deaths from fentanyl has grown and now exceeds heroin-related
fatalities, the indicator was changed to better illustrate the scale of this crisis. Data are not yet available for 2021,
however, the preliminary data as of June 30, 2021 shows 514 opioid deaths.
Related Action Plan Goals
• Goal 5: Accelerate and expand 9-1-1 alterna-
tive efforts to divert appropriate emergency
calls to trained behavioral health specialists,
improving Baltimore’s response to behavioral
and mental health crises.
Related Services
• Fire - Service 609: Emergency Medical Ser-
vices
• Health - Service 307: Substance Abuse and
Mental Health
• Police - Service 853: Patrol Support Services
The Fiscal 2023 recommended budget invests in efforts that will support positive movement on the Opioid-Related
Deaths indicator:
The Baltimore City Health Department will continue its syringe exchange program and Overdose Response Pro-
gram, which trains individuals in responding to opioid-related overdoses with Naloxone and other interventions.
In Fiscal Year 2023, the Health Department aims to exchange over 2 million syringes through its Community Risk
Reduction Services program and train over 5,500 individuals to administer naloxone.
In Fiscal Year 2023, Behavioral Health Systems Baltimore aims to serve at least 1,400 individuals at the Crisis
Stabilization Center and link at least 58 individuals to further care.
The Baltimore City Fire Department (BCFD) budget includes an additional $5.0 million in Special Revenue funds
support for Emergency Medical Services (EMS). These funds will go towards two additional Basic Life Support
(BLS) units, as well as the implementation of two new programs. The 911 Nurse Triage Program will place a
nurse in the 911 Call Center to triage and pick out the most low-acuity calls that are estimated at 5,000-7,000 per
year. The Population Health Initiative will integrate EMS with local health care system to arrange for alternative
transport to urgent care or a primary care doctor for certain responses.
122
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Operating Budget Recommendation for Clean and Healthy Communities
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Fire
611 Fire Code Enforcement General 5,448,260 5,771,187 322,927
Federal 171,867 171,041 (826)
State 188,601 187,695 (906)
SERVICE TOTAL 5,808,728 6,129,923 321,195
613 Fire Facilities Maintenance and
Replacement
General 19,477,689 20,640,452 1,162,763
Federal 3,690,315 3,672,610 (17,705)
State 1,371,816 1,365,234 (6,582)
SERVICE TOTAL 24,539,820 25,678,296 1,138,476
AGENCY TOTAL 30,348,548 31,808,219 1,459,671
General Services
189 Fleet Management Internal Service 67,122,237 70,202,050 3,079,813
726 Administration General
Services
General 756,922 1,360,111 603,189
Internal Service 64,745 72,688 7,943
SERVICE TOTAL 821,667 1,432,799 611,132
730 Public and Private Energy
Performance
General 666,005 816,191 150,186
State 1,225,000 1,867,201 642,201
Special Revenue 1,100,000 1,095,520 (4,480)
SERVICE TOTAL 2,991,005 3,778,912 787,907
731 Facilities Management General 10,712,183 9,753,363 (958,820)
Internal Service 28,988,847 29,573,329 584,482
State 250,000 250,000 0
SERVICE TOTAL 39,951,030 39,576,692 (374,338)
734 Capital Projects Division
Design and Construction
General 931,882 1,159,435 227,553
AGENCY TOTAL 111,817,821 116,149,888 4,332,067
Health
303 Clinical Services General 4,688,357 4,882,875 194,518
Federal 1,882,302 6,629,576 4,747,274
State 984,232 6,361,055 5,376,823
Special Revenue 104,604 102,874 (1,730)
SERVICE TOTAL 7,659,495 17,976,380 10,316,885
305 Healthy Homes General 1,315,837 1,500,933 185,096
Federal 921,094 851,477 (69,617)
State 713,462 1,486,092 772,630
SERVICE TOTAL 2,950,393 3,838,502 888,109
311 Health Services for Seniors Special Revenue 5,371,030 5,399,406 28,376
715 Administration Health General 4,833,711 5,634,001 800,290
Federal 5,793,584 6,216,276 422,692
123
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
State 2,325,004 2,189,443 (135,561)
Special Revenue 1,700,000 1,691,843 (8,157)
Special Grant 200,000 199,039 (961)
SERVICE TOTAL 14,852,299 15,930,602 1,078,303
716 Animal Services General 3,415,556 3,407,762 (7,794)
717 Environmental Inspection
Services
General 3,142,652 3,118,838 (23,814)
Special Revenue 34,107 33,944 (163)
SERVICE TOTAL 3,176,759 3,152,782 (23,977)
718 Chronic Disease Prevention General 252,151 283,294 31,143
Federal 45,882 21,993 (23,889)
State 457,022 457,170 148
Special Revenue 27,600 27,468 (132)
SERVICE TOTAL 782,655 789,925 7,270
720 HIV Treatment Services for the
Uninsured
General 1,356,402 1,420,742 64,340
Federal 30,211,064 29,770,016 (441,048)
State 23,891,789 23,182,892 (708,897)
SERVICE TOTAL 55,459,255 54,373,650 (1,085,605)
721 Senior Centers General 1,289,073 1,411,181 122,108
Federal 1,627,554 1,850,034 222,480
State 350,535 349,244 (1,291)
Special Revenue 101,081 100,597 (484)
Special Grant 16,432 16,432 0
SERVICE TOTAL 3,384,675 3,727,488 342,813
722 Administration CARE General 442,038 0 (442,038)
Federal 257,877 260,483 2,606
SERVICE TOTAL 699,915 260,483 (439,432)
723 Advocacy for Seniors
General
93,985
94,955
970
Federal 112,326 113,844 1,518
State 286,740 290,850 4,110
Special Revenue 401,241 588,700 187,459
SERVICE TOTAL 894,292 1,088,349 194,057
724 Direct Care and Support
Planning
State 2,740,012 2,654,787 (85,225)
Special Revenue 37,861 37,677 (184)
SERVICE TOTAL 2,777,873 2,692,464 (85,409)
725 Community Services for
Seniors
General 201,158 209,733 8,575
Federal 3,834,268 3,901,671 67,403
State 1,015,929 1,011,057 (4,872)
SERVICE TOTAL 5,051,355 5,122,461 71,106
AGENCY TOTAL 106,475,552 117,760,254 11,284,702
124
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
593 Community Support Projects General 2,208,549 2,294,359 85,810
Federal 42,078,452 10,575,198 (31,503,254)
SERVICE TOTAL 44,287,001 12,869,557 (31,417,444)
737 Administration HCD General 5,392,370 5,458,863 66,493
Federal 1,030,722 1,049,510 18,788
Special Revenue 200,000 0 (200,000)
SERVICE TOTAL 6,623,092 6,508,373 (114,719)
738 Weatherization Services General 1,160,643 1,151,513 (9,130)
State 7,351,297 6,390,992 (960,305)
SERVICE TOTAL 8,511,940 7,542,505 (969,435)
742 Promote Homeownership General 693,027 941,537 248,510
Federal 199,551 328,799 129,248
Special Revenue 150,000 150,000 0
SERVICE TOTAL 1,042,578 1,420,336 377,758
745 Housing Code Enforcement General 12,506,049 12,672,900 166,851
Federal 360,000 359,854 (146)
Special Revenue 51,864 0 (51,864)
SERVICE TOTAL 12,917,913 13,032,754 114,841
747 Register and License
Properties and Contractors
General 603,391 517,366 (86,025)
748 Affordable Housing Federal 985,398 775,705 (209,693)
Special Revenue 7,100,456 8,543,602 1,443,146
SERVICE TOTAL 8,085,854 9,319,307 1,233,453
749 Property Acquisition
Disposition and Asset Management
General 4,149,917 6,171,701 2,021,784
750 Housing Rehabilitation
Services
General 0 200,000 200,000
Federal 6,224,470 6,797,142 572,672
State 569,629 569,226 (403)
Special Grant 0 72,000 72,000
SERVICE TOTAL 6,794,099 7,638,368 844,269
751 Building and Zoning
Inspections and Permits
General 6,894,955 7,160,207 265,252
754 Summer Food Service Program General 0 16,464 16,464
State 3,711,967 3,757,282 45,315
SERVICE TOTAL 3,711,967 3,773,746 61,779
815 Live Baltimore General 606,663 1,108,452 501,789
AGENCY TOTAL 104,229,370 77,062,672 (27,166,698)
M-R: Environmental Control Board
117 Adjudication of Environmental
Citations
General 1,556,600 1,567,564 10,964
State 255,750 255,750 0
SERVICE TOTAL 1,812,350 1,823,314 10,964
AGENCY TOTAL 1,812,350 1,823,314 10,964
125
Housing and Community Development
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
M-R: Ofce of Homeless Services
356 Administration Homeless
Services
General 1,529,096 1,898,991 369,895
Federal 4,720,258 4,814,695 94,437
State 288,016 291,408 3,392
Special Revenue 737,188 746,004 8,816
SERVICE TOTAL 7,274,558 7,751,098 476,540
893 Homeless Prevention and
Support Services for the Homeless
Federal 260,503 261,479 976
State 263,115 262,923 (192)
SERVICE TOTAL 523,618 524,402 784
894 Outreach to the Homeless General 1,025,333 1,095,418 70,085
Federal 944,150 943,461 (689)
State 40,195 40,165 (30)
SERVICE TOTAL 2,009,678 2,079,044 69,366
895 Temporary Housing for the
Homeless
General 9,636,845 9,573,273 (63,572)
Federal 9,455,978 9,449,085 (6,893)
State 1,996,143 1,994,691 (1,452)
SERVICE TOTAL 21,088,966 21,017,049 (71,917)
896 Permanent Housing for the
Homeless
General 256,468 267,402 10,934
Federal 34,167,501 34,165,742 (1,759)
State 2,849,163 2,847,085 (2,078)
SERVICE TOTAL 37,273,132 37,280,229 7,097
AGENCY TOTAL 68,169,952 68,651,822 481,870
Municipal and Zoning Appeals
185 Board of Municipal and Zoning
Appeals
General 485,660 621,399 135,739
Planning
762 Historic Preservation General 637,911 626,625 (11,286)
Federal 100,000 0 (100,000)
State 100,000 0 (100,000)
Special Grant 50,000 0 (50,000)
SERVICE TOTAL 887,911 626,625 (261,286)
763 Comprehensive Planning and
Resource Management
General 2,299,347 2,343,028 43,681
Federal 150,000 0 (150,000)
State 225,000 0 (225,000)
Special Revenue 553,600 1,840,000 1,286,400
Special Grant 75,000 0 (75,000)
SERVICE TOTAL 3,302,947 4,183,028 880,081
126
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
765 Planning for a Sustainable
Baltimore
General 1,553,443 1,676,447 123,004
Federal 250,000 3,236,765 2,986,765
State 510,200 258,722 (251,478)
Special Revenue 482,046 696,042 213,996
Special Grant 663,000 0 (663,000)
SERVICE TOTAL 3,458,689 5,867,976 2,409,287
768 Administration Planning General 1,370,724 1,384,775 14,051
AGENCY TOTAL 9,020,271 12,062,404 3,042,133
Public Works
660 Administration Solid Waste General 2,262,856 3,331,527 1,068,671
661 Public Right of Way Cleaning General 18,173,437 18,576,302 402,865
Stormwater Utility 4,824,640 5,103,891 279,251
Federal 2,046,000 0 (2,046,000)
Special Revenue 1,635,908 1,715,624 79,716
SERVICE TOTAL 26,679,985 25,395,817 (1,284,168)
662 Vacant and Abandoned
Property Cleaning and Boarding
General 11,730,011 11,799,432 69,421
Federal 1,175,000 1,175,000 0
SERVICE TOTAL 12,905,011 12,974,432 69,421
663 Waste Removal and Recycling General 35,662,755 36,400,544 737,789
Stormwater Utility 0 499,859 499,859
Federal 850,000 0 (850,000)
State
500,000
0 (500,000)
Special Revenue 1,650,000 1,642,082 (7,918)
Special Grant 604,250 199,185 (405,065)
SERVICE TOTAL 39,267,005 38,741,670 (525,335)
664 Waste Re Use and Disposal General 26,856,145 28,080,621 1,224,476
Stormwater Utility 4,000,000 200,000 (3,800,000)
Federal 0 298,778 298,778
SERVICE TOTAL 30,856,145 28,579,399 (2,276,746)
670 Administration Water and
Wastewater
Wastewater
Utility
29,635,596 32,883,439 3,247,843
Water Utility 18,983,578 19,819,966 836,388
Federal 300,000 298,560 (1,440)
Special Revenue 400,000 398,082 (1,918)
Special Grant 250,000 248,801 (1,199)
SERVICE TOTAL 49,569,174 53,648,848 4,079,674
671 Water Management Water Utility 88,897,680 89,204,971 307,291
Federal 254,600 253,378 (1,222)
SERVICE TOTAL 89,152,280 89,458,349 306,069
672 Water and Wastewater
Consumer Services
Wastewater
Utility
14,071,415 14,071,415 0
Water Utility 8,541,030 9,670,484 1,129,454
127
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Stormwater Utility 1,790,907 1,790,907 0
SERVICE TOTAL 24,403,352 25,532,806 1,129,454
673 Wastewater Management Wastewater
Utility
128,036,256 130,986,469 2,950,213
Federal 1,400,000 1,393,282 (6,718)
State 750,000 746,402 (3,598)
SERVICE TOTAL 130,186,256 133,126,153 2,939,897
674 Surface Water Management Wastewater
Utility
1,737,528 1,740,902 3,374
Water Utility 559,991 563,960 3,969
Stormwater Utility 23,452,365 20,621,936 (2,830,429)
Federal 675,000 671,761 (3,239)
State 510,000 508,057 (1,943)
SERVICE TOTAL 26,934,884 24,106,616 (2,828,268)
675 Engineering and Construction
Management Water and
Wastewater
Wastewater
Utility
127,438,865 108,262,036 (19,176,829)
Water Utility 94,749,082 84,777,737 (9,971,345)
SERVICE TOTAL 222,187,947 193,039,773 (29,148,174)
676 Administration DPW General 1,752,457 1,722,760 (29,697)
Wastewater
Utility
1,791,531 1,863,466 71,935
SERVICE TOTAL 3,543,988 3,586,226 42,238
AGENCY TOTAL 657,948,883 631,521,616 (26,427,267)
Recreation and Parks
646 Park Maintenance General 13,490,118 13,894,395 404,277
State 3,761,052 1,945,359 (1,815,693)
Special Revenue 450,000 299,781 (150,219)
SERVICE TOTAL 17,701,170 16,139,535 (1,561,635)
650 Horticulture General 1,391,279 1,377,334 (13,945)
State 0 98,122 98,122
Special Revenue 511,564 516,423 4,859
SERVICE TOTAL 1,902,843 1,991,879 89,036
651 Recreation for Seniors General 493,760 493,382 (378)
Special Revenue 38,500 38,500 0
SERVICE TOTAL 532,260 531,882 (378)
652 Therapeutic Recreation General 513,371 552,243 38,872
653 Park Programs and Events General 577,141 834,273 257,132
Special Revenue 1,182,198 1,033,265 (148,933)
SERVICE TOTAL 1,759,339 1,867,538 108,199
654 Urban Forestry General 4,639,125 4,814,337 175,212
Special Revenue 0 800,000 800,000
SERVICE TOTAL 4,639,125 5,614,337 975,212
AGENCY TOTAL 27,048,108 26,697,414 (350,694)
128
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Transportation
548 Conduits Conduit
Enterprise
13,019,924 13,589,903 569,979
681 Administration DOT General 10,074,127 10,111,064 36,937
683 Street Management General 35,629,558 36,203,999 574,441
688 Snow and Ice Control General 6,830,313 7,087,162 256,849
690 Sustainable Transportation General 958,092 980,968 22,876
Federal 10,600 10,600 0
State 8,292,343 8,669,387 377,044
Special Revenue 5,943,139 9,509,323 3,566,184
SERVICE TOTAL 15,204,174 19,170,278 3,966,104
691 Public Rights of Way
Landscape Management
General 4,506,539 4,665,741 159,202
692 Bridge and Culvert
Management
General 3,838,316 3,658,492 (179,824)
694 Survey Control General 274,262 294,675 20,413
696 Street Cuts Management General 813,703 784,630 (29,073)
727 Real Property Management General 2,451,903 2,445,140 (6,763)
AGENCY TOTAL 92,642,819 98,011,084 5,368,265
GRAND TOTAL
TOTAL OPERATING BUDGET 1,209,999,334 1,182,170,086 (27,829,248)
LESS INTERNAL SERVICE 96,175,829 99,848,067 3,672,238
TOTAL OPERATING
APPROPRIATONS
1,113,823,505 1,082,322,019 (31,501,486)
Table in dollars.
129
Pillar: Equitable Neighborhood Development
Fund Name Fiscal 2022 Budget Fiscal 2023 Budget Change in Budget
General 59,936,570 66,114,953 6,178,383
Parking Enterprise 22,459,496 21,838,805 (620,691)
Parking Management 23,864,120 24,459,628 595,508
Federal 689,720,291 13,678,790 (676,041,501)
State 12,751,643 10,379,522 (2,372,121)
Special Revenue 1,905,131 1,999,051 93,920
Special Grant 51,000 50,756 (244)
Total 810,688,251 138,521,505 (672,166,746)
Table in dollars.
Key results funded in the Fiscal 2023 Recommended Budget:
• The Mayor’s Ofce of Employment Development’s (MOED) Career Center Network will provide 5,000 Balti-
more City residents with 21st century job skills with the help of a new comprehensive job readiness program.
• Visit Baltimore anticipates welcoming up to 25 million visitors to Baltimore in 2023 as health restrictions lift
and travel resumes.
• With recent attendance increases from virtual events and the strong housing market, 1,200 Live Baltimore
customers will be able to purchase a home in Baltimore City.
• The Law Department’s Minority and Women’s Business Opportunity Ofce (MWBOO) will work to provide 20
training and outreach sessions and reduce the number of days for application reviews by up to 67%.
Key budget decisions in Equitable Neighborhood Development:
• The recommended budget supports MWBOO with an additional $500,000 in funding to enhance their current
operations to support greater participation and create additional opportunities for local Minority Business
Enterprise and Women Business Enterprise business owners.
• The Office of Equity and Civil Rights will add two personnel, an Equity Data Analyst and Community Liaison,
to further achieve the goals set forth by the City’s Equity Assessment Program.
• The Department of Housing and Community Development (DHCD) will begin to utilize $100 million in Amer-
ican Rescue Plan Act (ARPA) funding to build new affordable housing units, address vacant properties, and
support low-income renters and homeowners. In addition, DHCD will receive over $1.7 million in additional
General Fund support to address vacants across the City based on recommendations from the recently
completed 30-Day Vacant Review.
• The recommended budget includes an additional $468,794 for Live Baltimore to develop a targeted ad cam-
paign to help attract more middle-income Black families and to translate marketing materials into Spanish
and other languages in order to reach more immigrant families and grow Baltimore City’s population.
• In order to strengthen Baltimore’s tourism industry, the budget includes $500,000 to reopen the Baltimore
Visitor Center, which closed at the onset of the pandemic, and $212,000 for a new event management system
for the Baltimore Convention Center.
• Lexington Market will utilize ARPA funds to complete the redevelopment project and increase Black and
women owned businesses. Additionally, Baltimore Public Markets will receive $238,000 to support the im-
plementation of a new point-of-sale system at several markets as well as SNAP terminals for vendors.
• The Fiscal 2023 budget reflects a $17 million reduction in Federal funding, which is largely due to removal
of one-time Community Development Block Grant (CDBG) funds related to the pandemic.
130
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Employment Rate
54.9%
54.4%
54.1%
53.4% 53.4%
53.8%
54.7%
55.3%
55.9%
56.7%
57.3%
88.8%
89.4%
89.8%
90.3%
91.4%
92.5%
93.6%
93.9%
94.4%
95.0%
91.2%
2010 2012 2014 2016 2018 2020
Ages 16 and Older Employment Rate Labor Force Employment Rate
City Resident Employment Rate
Source: U.S. Census Bureau American Community Survey 5-Year Estimates; U.S. Bureau of Labor Statistics, Local Area Unemployment Statistics
The labor force employment rate is the percentage of people in the labor force (i.e. those seeking work) who are
employed, or the inverse of the unemployment rate for Baltimore City. The employment rate for ages 16 and older
shows the percent of people employed out of all working-age city residents, including those who are not seeking
work due to school attendance, retirement, discouragement, or other reasons.
Related Action Plan Goals
• Goal 1: Continue to ensure an equitable
recovery from COVID-19 for Baltimore resi-
dents and businesses.
Related Services
• Housing & Community Development - Service
813: Emerging Technology Center
• Law Department - Service 869: Minority and
Women’s Business Opportunity Ofce
• M-R: Ofce of Employment Development -
Service 792: Workforce Public Assistance
• M-R: Ofce of Employment Development -
Service 793: Employment Enhancement Ser-
vices for Baltimore City Residents
• M-R: Ofce of Employment Development -
Service 795: Workforce Services for Balti-
more Residents
The Fiscal 2023 recommended budget invests in services and programs that will to support positive movement
on the Employment Rate indicator:
MOED will use $11.7 million in ARPA funding to expand workforce development for youth and disadvantaged job
seekers, including residents returning home from incarceration and recipients of public assistance. This funding
will help support Hire Up, Train Up, YouthWorks, and Workforce Supports Programming and Wage Subsidies.
MOED continues to utilize 3 full-time Career Development Facilitators (CDFs) to deliver career counseling and
intensive job coaching. Despite the impact of COVID-19, MOED was still able to provide intensive services to
491 residents in Fiscal 2021. Additionally, 4,065 residents received job readiness skills through the Career Center
Network.
131
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Number of Jobs
351.2
351.7
356.0
358.2
361.4
363.7
366.6
371.0
384.0
373.4
357.5
364.0
2010 2012 2014 2016 2018 2020
Annual Average of Non-Farm Jobs in Baltimore City (in Thousands)
Source: U.S. Bureau of Labor Statistics, Current Employment Statistics
Non-farm payrolls, which are captured by the U.S. Bureau of Labor Statistics Current Employment Statistics (CES)
dataset, include all public and non-public sector jobs (full-time and part-time) in the City of Baltimore, with the
exception of farm workers, household workers, proprietors, armed services, and the self-employed. The latest
data available from 2021 shows the number of non-farm jobs in Baltimore City began to rebound from 2020, the
onset of the pandemic.
Related Action Plan Goals
• Goal 1: Continue to ensure an equitable
recovery from COVID-19 for Baltimore resi-
dents and businesses.
Related Services
• Housing & Community Development - Service
809: Retention, Expansion, and Attraction of
Businesses
• Housing & Community Development - Service
813: Emerging Technology Center
• M-R: Ofce of Employment Development -
Service 793: Employment Enhancement Ser-
vices for Baltimore City Residents
• M-R: Ofce of Employment Development -
Service 795: Workforce Services for Balti-
more Residents
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Jobs in Baltimore indicator:
A $25 million Economic Recovery Fund was created with ARPA funding to support small businesses, non-prots,
artists, and childcare providers throughout Baltimore City.
Additionally, Baltimore Development Corporation (BDC) continues to offer a variety of programs that are designed
to help provide assistance to businesses seeking to remain or locate in the City. These programs include multiple
loan programs, the Enterprise Zone tax credit program, the Foreign Trade Zone, the Brownelds program, Tax
Increment Financing, and Payment in Lieu of Taxes (PILOTs).
132
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: Visitors to Baltimore
20.4
21.3
22.3
23.3
23.9
24.5
25.2
25.9
26.2 26.2
26.7
27.0
21.4
2008 2010 2012 2014 2016 2018 2020
Total Number of Visitors to Baltimore (in Millions)
Source: Visit Baltimore
This dataset comes from Visit Baltimore and includes domestic visitors to Baltimore for leisure and business
travel. The decline in visitors shown for calendar year 2020 is a direct result of the pandemic. Data has been
updated for this budget cycle to accurately reect the number of visitors per calendar year.
Related Action Plan Goals
• Goal 3: Reimagine and provide support to Bal-
timore economic engines, commercial corri-
dors, and the arts community, with a focus
on equity and opportunity for local business
owners and creatives.
Related Services
• M-R: Art and Culture - Service 493: Art and
Culture Grants
• M-R: Art and Culture - Service 824: Events,
Art, Culture, and Film
• M-R: Civic Promotion - Service 820: Conven-
tion Sales and Tourism Marketing
• M-R: Convention Center Hotel - Service 535
Convention Center Hotel
• M-R: Convention Complex - Service 540:
Royal Farms Arena Operations
• M-R: Convention Complex - Service 855: Con-
vention Center
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Visitors to Baltimore indicator:
As the destination marketing organization for Baltimore, Visit Baltimore received $2.5 million in ARPA funding in
Fiscal 2022 through the newly created Economic Recovery Fund. This funding will support the hospitality industry
and Baltimore-area hotels recovering from the nancial impacts of COVID-19. Baltimore City experienced a sharp
decline in Hotel Tax collected in the City due to travel restrictions. As restrictions have eased, the hotel and tourism
sector is beginning to recover. The latest travel forecast from Tourism Economics expects domestic leisure travel
in 2022 to surpass pre-pandemic levels. However, domestic and international business travel is not expected to
fully recover until 2024. The Fiscal 2023 recommended budget also includes $500,000 funding for Visit Baltimore
to reopen the Baltimore Visitor Center.
133
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Neighborhood Revitalization
16,461
16,810
16,084
15,957
16,053
16,357
16,708
16,969
16,610
16,771
16,836
16,458
15,367
2010 2012 2014 2016 2018 2020
Number of Vacant Residential Buildings
Source: Baltimore City Department of Housing and Community Development
This indicator was previously reported under the Clean and Healthy Communities Pillar. Vacant properties are
dened as any residential buildings that have been deemed uninhabitable by building code standards, and given
vacant building notices by the Department of Housing and Community Development (DHCD). Neighborhood spa-
tial change and the presence of vacant and abandoned properties have profound negative impacts on aficted
communities. Vacant properties decrease surrounding property values, affect the health of local housing markets,
may pose safety hazards, and can increase migration from affected neighborhoods.
Related Action Plan Goals
• Goal 1: Increase capital investment and en-
sure equitable access to services in formerly
redlined neighborhoods.
• Goal 4: Increase Baltimore’s overall popula-
tion with a focus on middle income families
and immigrants.
Related Services
• Housing & Community Development - Service
742: Promote Homeownership
• Housing & Community Development - Service
745: Housing Code Enforcement
• Housing & Community Development - Service
749: Property Acquisition, Disposition, and
Asset Management
• Housing & Community Development - Service
750: Housing Rehabilitation Services
• Public Works - Service 662: Vacant & Aban-
don Property Cleaning & Boarding
• Public Works - Service 661: Public Right of
Way Cleaning
The Fiscal 2023 recommended budget invests in services and programs that will support addressing the vacant
property indicator:
DHCD will receive over $1.7 million in additional General Fund support to address vacants buildings based on rec-
ommendations from the recently completed 30-Day Vacant Review. This funding will support additional personnel
to increase the City’s capacity to acquire vacant properties, speed up the disposition process, and assist small and
minority developers with the permitting and redevelopment process. In addition, DHCD will utilize ARPA funds to
build new affordable housing units, address vacant properties, and support low-income renters and homeowners.
134
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Operating Budget Recommendation for Equitable Neighborhood Development
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Housing and Community Development
809 Retention Expansion and
Attraction of Businesses
General 2,382,556 2,482,798 100,242
Special Revenue 165,769 165,648 (121)
SERVICE TOTAL 2,548,325 2,648,446 100,121
810 Real Estate Development General 2,382,556 2,482,798 100,242
Special Revenue 165,769 165,648 (121)
SERVICE TOTAL 2,548,325 2,648,446 100,121
811 Inner Harbor Coordination General 450,979 456,096 5,117
813 Technology Development
Emerging Technology Center
General 866,160 903,082 36,922
AGENCY TOTAL 6,413,789 6,656,070 242,281
Law
869 Minority and Women’s
Business Opportunity Ofce
General 723,436 2,033,692 1,310,256
Liquor License Board
850 Liquor Licensing General 1,159,972 1,174,137 14,165
M-R: American Rescue Plan Act
111 Economic Recovery Federal 680,284,732 0 (680,284,732)
M-R: Art and Culture
493 Art and Culture Grants General 7,061,336 7,380,263 318,927
824 Events Art Culture and Film General 2,472,656 2,500,718 28,062
Special Revenue 60,000 0 (60,000)
SERVICE TOTAL 2,532,656 2,500,718 (31,938)
828 Bromo Seltzer Arts Tower General 102,405 103,568 1,163
AGENCY TOTAL 9,696,397 9,984,549 288,152
M-R: Civic Promotion
590 Civic Promotion Grants General 1,195,629 1,589,812 394,183
820 Convention Sales and Tourism
Marketing
General 9,453,409 8,719,571 (733,838)
AGENCY TOTAL 10,649,038 10,309,383 (339,655)
M-R: Convention Center Hotel
535 Convention Center Hotel General 12,120,648 12,472,051 351,403
M-R: Convention Complex
540 Royal Farms Arena Operations General 584,363 598,550 14,187
855 Convention Center General 10,601,181 13,853,890 3,252,709
State 10,678,363 8,884,550 (1,793,813)
SERVICE TOTAL 21,279,544 22,738,440 1,458,896
AGENCY TOTAL 21,863,907 23,336,990 1,473,083
M-R: Ofce of Employment Development
792 Workforce Public Assistance Federal 3,054,440 2,091,137 (963,303)
State 100,000 0 (100,000)
SERVICE TOTAL 3,154,440 2,091,137 (1,063,303)
135
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
793 Employment Enhancement
Services for Baltimore City
Residents
General 1,579,986 1,665,537 85,551
Special Revenue 721,394 847,703 126,309
SERVICE TOTAL 2,301,380 2,513,240 211,860
794 Administration MOED General 1,013,033 1,500,535 487,502
Federal 28,939 (56,406) (85,345)
Special Revenue 458,978 486,148 27,170
SERVICE TOTAL 1,500,950 1,930,277 429,327
795 Workforce Services for
Baltimore Residents
Federal 6,352,180 11,644,059 5,291,879
State 1,973,280 1,494,972 (478,308)
SERVICE TOTAL 8,325,460 13,139,031 4,813,571
AGENCY TOTAL 15,282,230 19,673,685 4,391,455
M-R: Ofce of Equity and Civil Rights
656 Wage Investigation and
Enforcement
General 699,167 627,080 (72,087)
846 Discrimination Investigations
Resolutions and Concilations
General 1,243,278 1,756,000 512,722
Special Revenue 170,265 169,448 (817)
SERVICE TOTAL 1,413,543 1,925,448 511,905
AGENCY TOTAL 2,112,710 2,552,528 439,818
Planning
761 Development Oversight and
Project Support
General 1,097,774 1,147,192 49,418
Special Grant 51,000 50,756 (244)
SERVICE TOTAL 1,148,774 1,197,948 49,174
AGENCY TOTAL 1,148,774 1,197,948 49,174
Transportation
682 Parking Management Parking
Enterprise
22,459,496 21,838,805 (620,691)
Parking
Management
10,667,660 10,624,115 (43,545)
SERVICE TOTAL 33,127,156 32,462,920 (664,236)
685 Special Events General 1,673,212 1,568,298 (104,914)
687 Inner Harbor Services
Transportation
General 1,072,834 1,099,285 26,451
693 Parking Enforcement Parking
Management
13,196,460 13,835,513 639,053
695 Dock Master Special Revenue 162,956 164,456 1,500
AGENCY TOTAL 49,232,618 49,130,472 (102,146)
GRAND TOTAL
TOTAL OPERATING BUDGET 810,688,251 138,521,505 (672,166,746)
LESS INTERNAL SERVICE 0 0 0
TOTAL OPERATING
APPROPRIATONS
810,688,251 138,521,505 (672,166,746)
Table in dollars.
136
Pillar: Responsible Stewardship of City Resources
Fund Name Fiscal 2022 Budget Fiscal 2023 Budget Change in Budget
General 146,273,603 158,464,699 12,191,096
Internal Service 47,121,100 46,463,466 (657,634)
Water Utility 238,913 235,635 (3,278)
Parking Management 3,038,959 3,051,647 12,688
Federal 2,710,193 2,860,044 149,851
State 6,987,457 7,048,662 61,205
Special Revenue 14,041,247 14,413,924 372,677
Special Grant 298,760 337,555 38,795
Total 220,710,232 232,875,632 12,165,400
Table in dollars.
Key results funded in the Fiscal 2023 Recommended Budget:
• The Department of Finance’s Bureau of the Budget and Management Research (BBMR) will add an addi-
tional budget analyst to oversee the City’s special revenue and internal service funds. With the addition
of this position, BBMR anticipates saving the City an additional $1 to $2 million annually based on budget
recommendations.
• The Department of Finance estimates generating $1.5 million in additional property tax revenue for the City
from successful assessment appeals.
• The Law Department anticipates answering 90% of Public Information Act (PIA) requests on time. Under
State law, the City is required to acknowledge receipt of PIA requests in writing within 10 days. The Law De-
partment works with agencies to respond to PIA requests received directly by Law or the specic agencies.
Key budget decisions in Responsible Stewardship of City Resources:
• The Fiscal 2023 recommended budget includes funding for an additional position within the Department of
General Service (DGS) to oversee approximately 30% of DGS-managed buildings.
• The budget includes $251,000 for the Department of Planning to fund a State mandate, House Bill 409, that
requires the City to transition to a more frequent comprehensive planning cycle.
• In Fiscal 2023, the Board of Elections budget will decrease by $220,000 due to the implementation of mail-in
voting options. The agency will have higher printing and postage costs, but lower costs for virtual trainings
and election judge stipends.
• The recommended budget includes a $500,000 reduction to the Department of Finance as the City eliminates
the use of legacy systems and continues the implementation of the transition to Workday, an Enterprise
Resource Planning system.
• The Fiscal 2023 budget includes a $2 million contribution to the Fair Election Fund. The Fair Election Fund,
established in January 2020, provides public campaign nancing to candidates running for certain elected
ofces. The Fund will issue matching funds to candidates who agree not to accept individual donations
larger than $150 or donations from corporations, unions, and political action committees.
• The recommended budget includes $450,000 to automate the Board of Estimates submission process,
which will reduce staff time across agencies and enable better data tracking and analysis.
• In Fiscal 2023, the City will begin a new contract for an electronic billing and payment system. Once fully
implemented, residents will be able to view and pay all property bills in one place, as well as make payments
online, via mobile, or in person at over 350 locations throughout the city.
137
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Indicator: Prompt Vendor Payment
71%
76%
75%
70%
64%
69%
48%
52%
55%
65%
2012 2014 2016 2018 2020
% of Vendors Paid on Time
Source: Baltimore City Department of Finance
The prompt vendor payment rate is the percent of invoices paid within 30 days of receipt. In 2021, there were
106,500 invoices paid. Sixty-ve percent or 76,680 were paid within 30 days. The overall cycle time to pay invoices
remained at 55 days on average in 2021. This corrects data that was reported in Fiscal 2020.
Related Action Plan Goals
• Goal 1: Improve the overall reliability, access,
and transparency of the City’s nancial sys-
tems.
• Goal 4: Improve government performance,
accountability, and cross-agency collabora-
tion.
Related Services
• Finance - Service 609: Procurement
• Finance - Service 702: Accounts Payable
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the Prompt Vendor Payment indicator:
Finance’s Accounts Payable Division delivered two City agency Prompt Payment Workshop sessions explaining
the current invoicing process. A Prompt Vendor Payment Workshop has been developed and held with City agen-
cies, providing training on this new material.
The City continues to reform the procurement process in an effort to modernize procurement policies and pro-
cesses. The Procurement Assessment and Transformation RFP has been awarded and approved by the Board
Of Estimates (BOE). The ofcial launch is scheduled to begin on April 1, 2022, with the goal of updating the City’s
procurement regulations, policies, systems, administrative processes, technology, and overall capacity into Fiscal
2023.
138
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
Indicator: 311 Responsiveness
8.1
7.1
7.3
7.0
10.1
9.1
6.1
2015 2016 2017 2018 2019 2020 2021
Average Time to Close for 311 Service Requests (Days)
This indicator measures how many days it takes various agencies responding to 311 calls for service to complete
the request. This gure includes all categories of 311 requests opened and closed within the scal year, excluding
trafc calming studies, which average 6 months, and duplicate and transferred requests, as well as distinguishing
closed requests from cancelled. In Fiscal 2022, the City took an average of 6.1 days to close a 311 request. Data
has been updated to reect a change to the calculation formula to improve accuracy.
Related Action Plan Goals
• Goal 2: Deliver quality, efcient customer ser-
vice to all residents.
• Goal 5: Increase transparency and meaning-
ful resident participation in government.
Related Services
• Mayoralty - Service 125: Executive Direction
and Control - Mayoralty
• M-R: Ofce of Information and Technology -
Service 804: 311 Call Center
The Fiscal 2023 recommended budget invests in services and programs that will support positive movement on
the 311 Responsiveness indicator:
The 311 Call Center is the City’s call intake system where residents can request services and receive general
information. The 311 Call Center is also responsible for the development, implementation, and continuing support
of the Customer Service Request System, which provides universal, standardized, and inter-agency call intake and
work order management.
139
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Operating Budget Recommendation for Responsible Stewardship of City Resources
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Board of Elections
899 Fair Conduct of Elections General 7,095,321 9,204,268 2,108,947
City Council
100 City Council General 8,593,872 9,054,100 460,228
Comptroller
130 Executive Direction and Control
Comptroller
General 1,881,101 2,531,964 650,863
131 Audits General 4,977,617 5,534,968 557,351
132 Real Estate Acquisition and
Management
General 1,007,758 1,230,264 222,506
133 Ofce of Telecommunications Internal Service 10,216,235 9,685,146 (531,089)
136 Municipal Post Ofce Internal Service 4,262,998 4,264,410 1,412
AGENCY TOTAL 22,345,709 23,246,752 901,043
Council Services
103 Council Services General 798,867 813,388 14,521
Courts: Circuit Court
110 Circuit Court General 17,667,259 18,317,947 650,688
Federal 2,388,927 2,539,012 150,085
State 6,561,627 6,623,141 61,514
SERVICE TOTAL 26,617,813 27,480,100 862,287
AGENCY TOTAL 26,617,813 27,480,100 862,287
Employees’ Retirement Systems
152 Employees’ Retirement System
Administration
Special Revenue 5,859,075 5,863,979 4,904
154 Fire and Police Retirement
System Administration
Special Revenue 5,854,594 5,962,930 108,336
155 Retirement Savings Plan Special Revenue 848,728 850,089 1,361
AGENCY TOTAL 12,562,397 12,676,998 114,601
Finance
148 Revenue Collection General 8,247,297 8,807,169 559,872
Water Utility 238,913 235,635 (3,278)
Parking
Management
3,038,959 3,051,647 12,688
SERVICE TOTAL 11,525,169 12,094,451 569,282
150 Treasury and Debt
Management
General 1,277,407 1,310,823 33,416
698 Administration Finance General 2,036,766 2,101,078 64,312
699 Procurement General 4,182,739 4,363,093 180,354
Internal Service 232,131 212,486 (19,645)
SERVICE TOTAL 4,414,870 4,575,579 160,709
700 Surplus Property Disposal Special Revenue 161,349 163,120 1,771
701 Printing Services Internal Service 3,755,074 3,783,738 28,664
702 Accounts Payable General 910,666 1,092,879 182,213
140
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
703 Payroll General 3,758,870 3,665,578 (93,292)
704 Accounting General 3,058,262 3,240,260 181,998
707 Risk Management for
Employee Injuries
Internal Service 4,332,698 4,233,761 (98,937)
708 Operating Budget Management General 2,133,175 2,348,738 215,563
710 Fiscal Integrity and Recovery General 1,192,794 1,209,051 16,257
711 Finance Project Management General 1,403,877 1,415,198 11,321
AGENCY TOTAL 39,960,977 41,234,254 1,273,277
Human Resources
770 Administration Human
Resources
General 4,151,698 4,325,340 173,642
771 Benets Administration General 3,716,955 3,881,740 164,785
Internal Service 2,342,739 2,378,872 36,133
SERVICE TOTAL 6,059,694 6,260,612 200,918
772 Civil Service Management General 3,623,553 3,819,948 196,395
773 Learning and Development General 863,451 933,510 70,059
AGENCY TOTAL 14,698,396 15,339,410 641,014
Law
860 Administration Law General 1,650,622 1,655,189 4,567
861 Controversies General 5,536,242 5,338,537 (197,705)
Internal Service 3,053,293 2,996,217 (57,076)
SERVICE TOTAL 8,589,535 8,334,754 (254,781)
862 Transactions General 2,114,938 2,388,834 273,896
872 Workers’ Compensation
Practice
General 72,910 73,589 679
Internal Service 5,750,460 5,743,566 (6,894)
SERVICE TOTAL 5,823,370 5,817,155 (6,215)
AGENCY TOTAL 18,178,465 18,195,932 17,467
Legislative Reference
106 Legislative Reference Services General 812,997 834,509 21,512
107 Archives and Records
Management
General 576,493 603,476 26,983
AGENCY TOTAL 1,389,490 1,437,985 48,495
M-R: Cable and Communications
876 Media Production General 665,017 692,378 27,361
Special Revenue 676,001 676,000 (1)
SERVICE TOTAL 1,341,018 1,368,378 27,360
AGENCY TOTAL 1,341,018 1,368,378 27,360
M-R: Ofce of Information and Technology
802 Administration General 2,677,929 3,271,353 593,424
803 Enterprise Innovation and
Application Services
General 19,437,624 18,524,438 (913,186)
804 311 Call Center General 5,181,661 5,367,604 185,943
805 Enterprise IT Delivery Services General 10,203,861 11,132,853 928,992
Internal Service 13,175,472 13,165,270 (10,202)
141
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Special Revenue 70,000 150,000 80,000
SERVICE TOTAL 23,449,333 24,448,123 998,790
AGENCY TOTAL 50,746,547 51,611,518 864,971
M-R: Ofce of the Labor Commissioner
128 Labor Contract Negotiations
and Administration
General 957,075 1,194,061 236,986
Mayoralty
125 Executive Direction and Control
Mayoralty
General 11,552,945 15,855,409 4,302,464
Federal 321,266 321,032 (234)
State 425,830 425,521 (309)
Special Revenue 571,500 747,806 176,306
Special Grant 298,760 337,555 38,795
SERVICE TOTAL 13,170,301 17,687,323 4,517,022
AGENCY TOTAL 13,170,301 17,687,323 4,517,022
Ofce of the Inspector General
836 Inspector General General 2,253,984 2,331,165 77,181
GRAND TOTAL
TOTAL OPERATING BUDGET 220,710,232 232,875,632 12,165,400
LESS INTERNAL SERVICE 47,121,100 46,463,466 (657,634)
TOTAL OPERATING
APPROPRIATONS
173,589,132 186,412,166 12,823,034
Table in dollars.
142
Pillar: Other
Fund Name Fiscal 2022 Budget Fiscal 2023 Budget Change in Budget
General 195,927,572 222,614,219 26,686,647
Conduit Enterprise 10,000 10,000 0
Wastewater Utility 75,000 75,000 0
Water Utility 75,000 75,000 0
Stormwater Utility 20,000 20,000 0
Parking Management 5,000 5,000 0
Federal 85,000 3,435,000 3,350,000
State 15,000 6,015,000 6,000,000
Special Revenue 16,002,260 15,802,260 (200,000)
Total 212,214,832 248,051,479 35,836,647
Table in dollars.
Budget appropriations included in this section include centralized xed costs of City operations, including debt
service, retiree health benets, self-insurance costs, and contributions to the City’s retirement systems for grant-
funded positions.
Key budget decisions in Other:
• The Fiscal 2023 budget includes a reduction of $680 million in Federal funds. In Fiscal 2022, the City appro-
priated $670 million in Federal funds based on the initial estimate of funds the City would receive from the
American Rescue Plan Act (ARPA). The City received $641 million in ARPA funds, which will be able to be
spent until they expire since unspent grant funds are carried forward at the end of each scal year.
• The budget includes $1 million for the Contingent Fund, which exists to fund emergency or unanticipated
expenditures. The City Charter limits the annual appropriation to $1 million. Prior to approval of expenditures
from the Fund, the Board of Estimates reports to the City Council the circumstances surrounding the request
of the expenditure.
• The budget reects $21.8 million in principal, interest, and other expenses for Tax Increment Financing (TIF)
debt service payments. TIF bonds are widely used nancing mechanisms that have been adopted by the
City for public improvements, such as development of land and public infrastructure, within designated de-
velopment districts. The Fiscal 2023 budget includes payments for the Belvedere Square, Poppleton, Port
Covington, Clipper Mill, Harbor Point, Mondawmin Mall, and East Baltimore Development, Inc. (EBDI) TIFs.
143
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Operating Budget Recommendation for Other
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
M-R: Conditional Purchase Agreements
129 Conditional Purchase
Agreement Payments
General 3,961,522 8,159,723 4,198,201
M-R: Contingent Fund
121 Contingent Fund General 1,000,000 1,000,000 0
M-R: Debt Service
123 General Debt Service General 88,582,940 88,726,736 143,796
Special Revenue 15,767,260 15,767,260 0
SERVICE TOTAL 104,350,200 104,493,996 143,796
AGENCY TOTAL 104,350,200 104,493,996 143,796
M-R: Employees’ Retirement Contribution
355 Employees’ Retirement
Contribution
General 2,175,000 2,175,000 0
M-R: Innovation Fund
833 Innovation Fund Special Revenue 200,000 0 (200,000)
M-R: Miscellaneous General Expenses
122 Miscellaneous General
Expenses
General 25,620,323 34,196,957 8,576,634
Conduit
Enterprise
10,000 10,000 0
Wastewater
Utility
75,000 75,000 0
Water Utility 75,000 75,000 0
Stormwater Utility
20,000
20,000
0
Parking
Management
5,000 5,000 0
Federal 85,000 85,000 0
State 15,000 15,000 0
Special Revenue 35,000 35,000 0
SERVICE TOTAL 25,940,323 34,516,957 8,576,634
AGENCY TOTAL 25,940,323 34,516,957 8,576,634
M-R: Ofce of Neighborhood Safety and Engagement
619 Community Empowerment and
Opportunity
General 0 1,339,849 1,339,849
Federal 0 1,000,000 1,000,000
State 0 1,000,000 1,000,000
SERVICE TOTAL 0 3,339,849 3,339,849
AGENCY TOTAL 0 3,339,849 3,339,849
M-R: Retirees’ Benets
351 Retirees’ Benets General 33,204,808 34,103,936 899,128
144
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
126 Contribution to Self Insurance
Fund
General 23,897,170 31,097,844 7,200,674
M-R: TIF Debt Service
124 TIF Debt Service General 17,485,809 21,814,174 4,328,365
Mayoralty
168 Municipal Broadband Federal 0 2,350,000 2,350,000
State 0 5,000,000 5,000,000
SERVICE TOTAL 0 7,350,000 7,350,000
AGENCY TOTAL 0 7,350,000 7,350,000
GRAND TOTAL
TOTAL OPERATING BUDGET 212,214,832 248,051,479 35,836,647
LESS INTERNAL SERVICE 0 0 0
TOTAL OPERATING
APPROPRIATONS
212,214,832 248,051,479 35,836,647
Table in dollars.
145
M-
R: Self-Insurance Fund
Operating Budget Recommendation by Agency, Service, and Fund
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Board of Elections
899 Fair Conduct of Elections General 7,095,321 9,204,268 2,108,947
City Council
100 City Council General 8,593,872 9,054,100 460,228
Comptroller
130 Executive Direction and Control
Comptroller
General 1,881,101 2,531,964 650,863
131 Audits General 4,977,617 5,534,968 557,351
132 Real Estate Acquisition and
Management
General 1,007,758 1,230,264 222,506
133 Ofce of Telecommunications Internal Service 10,216,235 9,685,146 (531,089)
136 Municipal Post Ofce Internal Service 4,262,998 4,264,410 1,412
AGENCY TOTAL 22,345,709 23,246,752 901,043
Council Services
103 Council Services General 798,867 813,388 14,521
Courts: Circuit Court
110 Circuit Court General 17,667,259 18,317,947 650,688
Federal 2,388,927 2,539,012 150,085
State 6,561,627 6,623,141 61,514
SERVICE TOTAL 26,617,813 27,480,100 862,287
AGENCY TOTAL 26,617,813 27,480,100 862,287
Courts: Orphans’ Court
817 Orphans’ Court General 694,393 754,993 60,600
Employees’ Retirement Systems
152 Employees’ Retirement System
Administration
Special Revenue 5,859,075 5,863,979 4,904
154 Fire and Police Retirement
System Administration
Special Revenue 5,854,594 5,962,930 108,336
155 Retirement Savings Plan Special Revenue 848,728 850,089 1,361
AGENCY TOTAL 12,562,397 12,676,998 114,601
Enoch Pratt Free Library
788 Information Services General 28,481,175 29,585,345 1,104,170
State 14,184,508 14,921,811 737,303
Special Revenue 1,041,700 1,078,954 37,254
SERVICE TOTAL 43,707,383 45,586,110 1,878,727
AGENCY TOTAL 43,707,383 45,586,110 1,878,727
Finance
148 Revenue Collection General 8,247,297 8,807,169 559,872
Water Utility 238,913 235,635 (3,278)
Parking
Management
3,038,959 3,051,647 12,688
SERVICE TOTAL 11,525,169 12,094,451 569,282
146
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
150 Treasury and Debt
Management
General 1,277,407 1,310,823 33,416
698 Administration Finance General 2,036,766 2,101,078 64,312
699 Procurement General 4,182,739 4,363,093 180,354
Internal Service 232,131 212,486 (19,645)
SERVICE TOTAL 4,414,870 4,575,579 160,709
700 Surplus Property Disposal Special Revenue 161,349 163,120 1,771
701 Printing Services Internal Service 3,755,074 3,783,738 28,664
702 Accounts Payable General 910,666 1,092,879 182,213
703 Payroll General 3,758,870 3,665,578 (93,292)
704 Accounting General 3,058,262 3,240,260 181,998
707 Risk Management for
Employee Injuries
Internal Service 4,332,698 4,233,761 (98,937)
708 Operating Budget Management General 2,133,175 2,348,738 215,563
710 Fiscal Integrity and Recovery General 1,192,794 1,209,051 16,257
711 Finance Project Management General 1,403,877 1,415,198 11,321
AGENCY TOTAL 39,960,977 41,234,254 1,273,277
Fire
600 Administration Fire General 10,135,951 10,494,873 358,922
Federal 1,600,000 1,592,323 (7,677)
State 350,000 348,321 (1,679)
SERVICE TOTAL 12,085,951 12,435,517 349,566
602 Fire Suppression and
Emergency Rescue
General 171,709,992 173,291,225 1,581,233
Federal 1,026,850 1,047,156 20,306
State 1,420,686 1,420,587 (99)
SERVICE TOTAL 174,157,528 175,758,968 1,601,440
608 Emergency Management General 1,055,116 1,108,022 52,906
Federal 5,480,263 7,769,731 2,289,468
State 267,000 0 (267,000)
SERVICE TOTAL 6,802,379 8,877,753 2,075,374
609 Emergency Medical Services General 34,531,156 708,307 (33,822,849)
State 1,344,177 1,337,728 (6,449)
Special Revenue 19,837,221 59,837,221 40,000,000
SERVICE TOTAL 55,712,554 61,883,256 6,170,702
610 Fire and Emergency
Community Outreach
General 423,794 456,980 33,186
611 Fire Code Enforcement General 5,448,260 5,771,187 322,927
Federal 171,867 171,041 (826)
State 188,601 187,695 (906)
SERVICE TOTAL 5,808,728 6,129,923 321,195
612 Fire Investigation General 802,069 827,891 25,822
613 Fire Facilities Maintenance and
Replacement
General 19,477,689 20,640,452 1,162,763
Federal 3,690,315 3,672,610 (17,705)
State 1,371,816 1,365,234 (6,582)
SERVICE TOTAL 24,539,820 25,678,296 1,138,476
614 Fire Communications and
Dispatch
General 8,657,415 9,412,409 754,994
State 3,051 3,035 (16)
147
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Special Revenue 10,678,871 10,827,303 148,432
SERVICE TOTAL 19,339,337 20,242,747 903,410
615 Fire Training and Education General 4,545,391 5,172,477 627,086
AGENCY TOTAL 304,217,551 317,463,808 13,246,257
General Services
189 Fleet Management Internal Service 67,122,237 70,202,050 3,079,813
726 Administration General
Services
General 756,922 1,360,111 603,189
Internal Service 64,745 72,688 7,943
SERVICE TOTAL 821,667 1,432,799 611,132
730 Public and Private Energy
Performance
General 666,005 816,191 150,186
State 1,225,000 1,867,201 642,201
Special Revenue 1,100,000 1,095,520 (4,480)
SERVICE TOTAL 2,991,005 3,778,912 787,907
731 Facilities Management General 10,712,183 9,753,363 (958,820)
Internal Service 28,988,847 29,573,329 584,482
State 250,000 250,000 0
SERVICE TOTAL 39,951,030 39,576,692 (374,338)
734 Capital Projects Division
Design and Construction
General 931,882 1,159,435 227,553
AGENCY TOTAL 111,817,821 116,149,888 4,332,067
Health
303 Clinical Services General 4,688,357 4,882,875 194,518
Federal 1,882,302 6,629,576 4,747,274
State 984,232 6,361,055 5,376,823
Special Revenue 104,604 102,874 (1,730)
SERVICE TOTAL 7,659,495 17,976,380 10,316,885
305 Healthy Homes General 1,315,837 1,500,933 185,096
Federal 921,094 851,477 (69,617)
State 713,462 1,486,092 772,630
SERVICE TOTAL 2,950,393 3,838,502 888,109
307 Substance Use Disorder and
Mental Health
General 1,563,356 1,527,769 (35,587)
Federal 1,361,843 1,994,009 632,166
State 1,806,734 3,173,192 1,366,458
SERVICE TOTAL 4,731,933 6,694,970 1,963,037
308 Maternal and Child Health General 2,011,772 2,087,790 76,018
Federal 20,947,655 19,221,104 (1,726,551)
State 1,962,478 1,396,233 (566,245)
Special Revenue 921,345 821,023 (100,322)
Special Grant 1,223,183 747,231 (475,952)
SERVICE TOTAL 27,066,433 24,273,381 (2,793,052)
310 School Health Services General 15,725,944 15,781,786 55,842
Federal 306,468 307,660 1,192
State 506,367 871,166 364,799
Special Revenue 5,194,693 3,321,098 (1,873,595)
Special Grant 25,000 25,000 0
SERVICE TOTAL 21,758,472 20,306,710 (1,451,762)
311 Health Services for Seniors Special Revenue 5,371,030 5,399,406 28,376
148
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
315 Emergency Services Health General 36,490,083 981,732 (35,508,351)
Federal 704,910 15,215,868 14,510,958
State 8,637,338 10,725,314 2,087,976
Special Revenue 0 10,136,852 10,136,852
Special Grant 524,087 452,756 (71,331)
SERVICE TOTAL 46,356,418 37,512,522 (8,843,896)
316 Youth and Trauma Services General 768,215 1,276,236 508,021
Federal 453,193 139,372 (313,821)
State 388,454 265,203 (123,251)
Special Grant 41,028 40,833 (195)
SERVICE TOTAL 1,650,890 1,721,644 70,754
715 Administration Health General 4,833,711 5,634,001 800,290
Federal 5,793,584 6,216,276 422,692
State 2,325,004 2,189,443 (135,561)
Special Revenue 1,700,000 1,691,843 (8,157)
Special Grant 200,000 199,039 (961)
SERVICE TOTAL 14,852,299 15,930,602 1,078,303
716 Animal Services General 3,415,556 3,407,762 (7,794)
717 Environmental Inspection
Services
General 3,142,652 3,118,838 (23,814)
Special Revenue 34,107 33,944 (163)
SERVICE TOTAL 3,176,759 3,152,782 (23,977)
718 Chronic Disease Prevention General 252,151 283,294 31,143
Federal 45,882 21,993 (23,889)
State 457,022 457,170 148
Special Revenue 27,600 27,468 (132)
SERVICE TOTAL 782,655 789,925 7,270
720 HIV Treatment Services for the
Uninsured
General 1,356,402 1,420,742 64,340
Federal 30,211,064 29,770,016 (441,048)
State 23,891,789 23,182,892 (708,897)
SERVICE TOTAL 55,459,255 54,373,650 (1,085,605)
721 Senior Centers General 1,289,073 1,411,181 122,108
Federal 1,627,554 1,850,034 222,480
State 350,535 349,244 (1,291)
Special Revenue 101,081 100,597 (484)
Special Grant 16,432 16,432 0
SERVICE TOTAL 3,384,675 3,727,488 342,813
722 Administration CARE General 442,038 0 (442,038)
Federal 257,877 260,483 2,606
SERVICE TOTAL 699,915 260,483 (439,432)
723 Advocacy for Seniors General 93,985 94,955 970
Federal 112,326 113,844 1,518
State 286,740 290,850 4,110
Special Revenue 401,241 588,700 187,459
SERVICE TOTAL 894,292 1,088,349 194,057
724 Direct Care and Support
Planning
State 2,740,012 2,654,787 (85,225)
Special Revenue 37,861 37,677 (184)
SERVICE TOTAL 2,777,873 2,692,464 (85,409)
149
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
725 Community Services for
Seniors
General 201,158 209,733 8,575
Federal 3,834,268 3,901,671 67,403
State 1,015,929 1,011,057 (4,872)
SERVICE TOTAL 5,051,355 5,122,461 71,106
AGENCY TOTAL 208,039,698 208,269,481 229,783
Housing and Community Development
593 Community Support Projects General 2,208,549 2,294,359 85,810
Federal 42,078,452 10,575,198 (31,503,254)
SERVICE TOTAL 44,287,001 12,869,557 (31,417,444)
604 Before and After Care General 253,503 251,963 (1,540)
737 Administration HCD General 5,392,370 5,458,863 66,493
Federal 1,030,722 1,049,510 18,788
Special Revenue 200,000 0 (200,000)
SERVICE TOTAL 6,623,092 6,508,373 (114,719)
738 Weatherization Services General 1,160,643 1,151,513 (9,130)
State 7,351,297 6,390,992 (960,305)
SERVICE TOTAL 8,511,940 7,542,505 (969,435)
740 Dawson Center General 31,609 0 (31,609)
Federal 342,289 0 (342,289)
SERVICE TOTAL 373,898 0 (373,898)
742 Promote Homeownership General 693,027 941,537 248,510
Federal 199,551 328,799 129,248
Special Revenue 150,000 150,000 0
SERVICE TOTAL 1,042,578 1,420,336 377,758
745 Housing Code Enforcement General 12,506,049 12,672,900 166,851
Federal 360,000 359,854 (146)
Special Revenue 51,864 0 (51,864)
SERVICE TOTAL 12,917,913 13,032,754 114,841
747 Register and License
Properties and Contractors
General 603,391 517,366 (86,025)
748 Affordable Housing Federal 985,398 775,705 (209,693)
Special Revenue 7,100,456 8,543,602 1,443,146
SERVICE TOTAL 8,085,854 9,319,307 1,233,453
749 Property Acquisition
Disposition and Asset Management
General 4,149,917 6,171,701 2,021,784
750 Housing Rehabilitation
Services
General 0 200,000 200,000
Federal 6,224,470 6,797,142 572,672
State 569,629 569,226 (403)
Special Grant 0 72,000 72,000
SERVICE TOTAL 6,794,099 7,638,368 844,269
751 Building and Zoning
Inspections and Permits
General 6,894,955 7,160,207 265,252
752 Community Outreach Services General 1,431,415 1,728,152 296,737
754 Summer Food Service Program General 0 16,464 16,464
State 3,711,967 3,757,282 45,315
SERVICE TOTAL 3,711,967 3,773,746 61,779
809 Retention Expansion and
Attraction of Businesses
General 2,382,556 2,482,798 100,242
150
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Special Revenue 165,769 165,648 (121)
SERVICE TOTAL 2,548,325 2,648,446 100,121
810 Real Estate Development General 2,382,556 2,482,798 100,242
Special Revenue 165,769 165,648 (121)
SERVICE TOTAL 2,548,325 2,648,446 100,121
811 Inner Harbor Coordination General 450,979 456,096 5,117
813 Technology Development
Emerging Technology Center
General 866,160 903,082 36,922
815 Live Baltimore General 606,663 1,108,452 501,789
AGENCY TOTAL 112,701,975 85,698,857 (27,003,118)
Human Resources
770 Administration Human
Resources
General 4,151,698 4,325,340 173,642
771 Benets Administration General 3,716,955 3,881,740 164,785
Internal Service 2,342,739 2,378,872 36,133
SERVICE TOTAL 6,059,694 6,260,612 200,918
772 Civil Service Management General 3,623,553 3,819,948 196,395
773 Learning and Development General 863,451 933,510 70,059
AGENCY TOTAL 14,698,396 15,339,410 641,014
Law
860 Administration Law General 1,650,622 1,655,189 4,567
861 Controversies General 5,536,242 5,338,537 (197,705)
Internal Service 3,053,293 2,996,217 (57,076)
SERVICE TOTAL 8,589,535 8,334,754 (254,781)
862 Transactions General 2,114,938 2,388,834 273,896
869 Minority and Women’s
Business Opportunity Ofce
General 723,436 2,033,692 1,310,256
871 Police Legal Affairs General 2,148,597 2,367,078 218,481
872 Workers’ Compensation
Practice
General 72,910 73,589 679
Internal Service 5,750,460 5,743,566 (6,894)
SERVICE TOTAL 5,823,370 5,817,155 (6,215)
AGENCY TOTAL 21,050,498 22,596,702 1,546,204
Legislative Reference
106 Legislative Reference Services General 812,997 834,509 21,512
107 Archives and Records
Management
General 576,493 603,476 26,983
AGENCY TOTAL 1,389,490 1,437,985 48,495
Liquor License Board
850 Liquor Licensing General 1,159,972 1,174,137 14,165
851 Liquor License Compliance General 1,366,903 1,339,216 (27,687)
AGENCY TOTAL 2,526,875 2,513,353 (13,522)
M-R: American Rescue Plan Act
111 Economic Recovery Federal 680,284,732 0 (680,284,732)
M-R: Art and Culture
493 Art and Culture Grants General 7,061,336 7,380,263 318,927
151
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
824 Events Art Culture and Film General 2,472,656 2,500,718 28,062
Special Revenue 60,000 0 (60,000)
SERVICE TOTAL 2,532,656 2,500,718 (31,938)
828 Bromo Seltzer Arts Tower General 102,405 103,568 1,163
AGENCY TOTAL 9,696,397 9,984,549 288,152
M-R: Baltimore City Public Schools
352 Baltimore City Public Schools General 275,306,538 332,776,508 57,469,970
M-R: Cable and Communications
876 Media Production General 665,017 692,378 27,361
Special Revenue 676,001 676,000 (1)
SERVICE TOTAL 1,341,018 1,368,378 27,360
AGENCY TOTAL 1,341,018 1,368,378 27,360
M-R: Civic Promotion
590 Civic Promotion Grants General 1,195,629 1,589,812 394,183
820 Convention Sales and Tourism
Marketing
General 9,453,409 8,719,571 (733,838)
AGENCY TOTAL 10,649,038 10,309,383 (339,655)
M-R: Conditional Purchase Agreements
129 Conditional Purchase
Agreement Payments
General 3,961,522 8,159,723 4,198,201
M-R: Contingent Fund
121 Contingent Fund General 1,000,000 1,000,000 0
M-R: Convention Center Hotel
535 Convention Center Hotel General 12,120,648 12,472,051 351,403
M-R: Convention Complex
540 Royal Farms Arena Operations General 584,363 598,550 14,187
855 Convention Center General 10,601,181 13,853,890 3,252,709
State 10,678,363 8,884,550 (1,793,813)
SERVICE TOTAL 21,279,544 22,738,440 1,458,896
AGENCY TOTAL 21,863,907 23,336,990 1,473,083
M-R: Debt Service
123 General Debt Service General 88,582,940 88,726,736 143,796
Special Revenue 15,767,260 15,767,260 0
SERVICE TOTAL 104,350,200 104,493,996 143,796
AGENCY TOTAL 104,350,200 104,493,996 143,796
M-R: Educational Grants
446 Educational Grants General 11,325,031 11,666,035 341,004
Federal 300,000 300,000 0
Special Revenue 13,327,000 13,753,688 426,688
SERVICE TOTAL 24,952,031 25,719,723 767,692
AGENCY TOTAL 24,952,031 25,719,723 767,692
M-R: Employees’ Retirement Contribution
355 Employees’ Retirement
Contribution
General 2,175,000 2,175,000 0
152
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
M-R: Environmental Control Board
117 Adjudication of Environmental
Citations
General 1,556,600 1,567,564 10,964
State 255,750 255,750 0
SERVICE TOTAL 1,812,350 1,823,314 10,964
AGENCY TOTAL 1,812,350 1,823,314 10,964
M-R: Health and Welfare Grants
385 Health and Welfare Grants General 1,359,314 1,450,825 91,511
M-R: Innovation Fund
833 Innovation Fund Special Revenue 200,000 0 (200,000)
M-R: Miscellaneous General Expenses
122 Miscellaneous General
Expenses
General 25,620,323 34,196,957 8,576,634
Conduit
Enterprise
10,000 10,000 0
Wastewater
Utility
75,000 75,000 0
Water Utility 75,000 75,000 0
Stormwater Utility 20,000 20,000 0
Parking
Management
5,000 5,000 0
Federal 85,000 85,000 0
State 15,000 15,000 0
Special Revenue 35,000 35,000 0
SERVICE TOTAL 25,940,323 34,516,957 8,576,634
AGENCY TOTAL 25,940,323 34,516,957 8,576,634
M-R: Ofce of Children and Family Success
109 Administration Children and
Family Success
General 3,006,132 1,833,750 (1,172,382)
Special Revenue 78,000 100,000 22,000
SERVICE TOTAL 3,084,132 1,933,750 (1,150,382)
605 Head Start General 605,866 536,216 (69,650)
Federal 8,021,215 8,427,005 405,790
State 141,113 569,672 428,559
Special Revenue 0 150,000 150,000
SERVICE TOTAL 8,768,194 9,682,893 914,699
741 Community Action Partnership General 763,240 640,317 (122,923)
Water Utility 397,937 472,273 74,336
Federal 18,850,191 34,638,877 15,788,686
State
7,985,898 11,512,978 3,527,080
SERVICE TOTAL 27,997,266 47,264,445 19,267,179
AGENCY TOTAL 39,849,592 58,881,088 19,031,496
M-R: Ofce of Employment Development
791 BCPS Alternative Options
Academy for Youth
State 214,784 203,985 (10,799)
792 Workforce Public Assistance Federal 3,054,440 2,091,137 (963,303)
153
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
State 100,000 0 (100,000)
SERVICE TOTAL 3,154,440 2,091,137 (1,063,303)
793 Employment Enhancement
Services for Baltimore City
Residents
General 1,579,986 1,665,537 85,551
Special Revenue 721,394 847,703 126,309
SERVICE TOTAL 2,301,380 2,513,240 211,860
794 Administration MOED General 1,013,033 1,500,535 487,502
Federal 28,939 (56,406) (85,345)
Special Revenue 458,978 486,148 27,170
SERVICE TOTAL 1,500,950 1,930,277 429,327
795 Workforce Services for
Baltimore Residents
Federal 6,352,180 11,644,059 5,291,879
State 1,973,280 1,494,972 (478,308)
SERVICE TOTAL 8,325,460 13,139,031 4,813,571
796 Workforce Services for Ex
Offenders
General 199,697 207,211 7,514
Federal 557,000 554,732 (2,268)
State 951,403 942,145 (9,258)
SERVICE TOTAL 1,708,100 1,704,088 (4,012)
797 Workforce Services for Out of
School Youth Youth Opportunity
General 3,191,275 3,085,217 (106,058)
Federal 991,323 746,456 (244,867)
State 100,000 99,593 (407)
Special Grant 165,000 164,327 (673)
SERVICE TOTAL 4,447,598 4,095,593 (352,005)
798 Youth Works Summer Job
Program
General 2,564,529 2,834,461 269,932
Federal 2,001,816 1,999,258 (2,558)
State 3,376,891 3,463,083 86,192
Special Revenue 1,065,000 1,112,862 47,862
SERVICE TOTAL 9,008,236 9,409,664 401,428
800 Workforce Services for WIOA
Funded Youth
Federal 4,118,574 3,655,566 (463,008)
AGENCY TOTAL 34,779,522 38,742,581 3,963,059
M-R: Ofce of Equity and Civil Rights
656 Wage Investigation and
Enforcement
General 699,167 627,080 (72,087)
846 Discrimination Investigations
Resolutions and Concilations
General 1,243,278 1,756,000 512,722
Special Revenue 170,265 169,448 (817)
SERVICE TOTAL 1,413,543 1,925,448 511,905
848 Police Community Relations General 728,486 769,041 40,555
AGENCY TOTAL 2,841,196 3,321,569 480,373
M-R: Ofce of Homeless Services
356 Administration Homeless
Services
General 1,529,096 1,898,991 369,895
Federal 4,720,258 4,814,695 94,437
State 288,016 291,408 3,392
154
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Special Revenue 737,188 746,004 8,816
SERVICE TOTAL 7,274,558 7,751,098 476,540
893 Homeless Prevention and
Support Services for the Homeless
Federal 260,503 261,479 976
State 263,115 262,923 (192)
SERVICE TOTAL 523,618 524,402 784
894 Outreach to the Homeless General 1,025,333 1,095,418 70,085
Federal 944,150 943,461 (689)
State 40,195 40,165 (30)
SERVICE TOTAL 2,009,678 2,079,044 69,366
895 Temporary Housing for the
Homeless
General 9,636,845 9,573,273 (63,572)
Federal 9,455,978 9,449,085 (6,893)
State 1,996,143 1,994,691 (1,452)
SERVICE TOTAL 21,088,966 21,017,049 (71,917)
896 Permanent Housing for the
Homeless
General 256,468 267,402 10,934
Federal 34,167,501 34,165,742 (1,759)
State 2,849,163 2,847,085 (2,078)
SERVICE TOTAL 37,273,132 37,280,229 7,097
AGENCY TOTAL 68,169,952 68,651,822 481,870
M-R: Ofce of Information and Technology
757 CitiWatch General 2,191,312 2,409,933 218,621
Special Revenue 305,000 450,000 145,000
SERVICE TOTAL 2,496,312 2,859,933 363,621
802 Administration General 2,677,929 3,271,353 593,424
803 Enterprise Innovation and
Application Services
General 19,437,624 18,524,438 (913,186)
804 311 Call Center General 5,181,661 5,367,604 185,943
805 Enterprise IT Delivery Services General 10,203,861 11,132,853 928,992
Internal Service 13,175,472 13,165,270 (10,202)
Special Revenue 70,000 150,000 80,000
SERVICE TOTAL 23,449,333 24,448,123 998,790
AGENCY TOTAL 53,242,859 54,471,451 1,228,592
M-R: Ofce of Neighborhood Safety and Engagement
617 Criminal Justice Coordination General 738,498 1,075,175 336,677
Federal 1,499,039 1,634,458 135,419
State 1,500,000 600,000 (900,000)
SERVICE TOTAL 3,737,537 3,309,633 (427,904)
618 Neighborhood Safety and
Engagement
General 3,917,262 3,833,590 (83,672)
Federal 3,451,129 3,448,740 (2,389)
State 7,225,000 7,080,627 (144,373)
Special Revenue 1,150,000 1,125,000 (25,000)
Special Grant 679,032 50,000 (629,032)
SERVICE TOTAL 16,422,423 15,537,957 (884,466)
619 Community Empowerment and
Opportunity
General 0 1,339,849 1,339,849
Federal 0 1,000,000 1,000,000
155
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
State 0 1,000,000 1,000,000
SERVICE TOTAL 0 3,339,849 3,339,849
758 Coordination of Public Safety
Strategy Administration
General 1,113,778 1,411,670 297,892
State 45,000 45,000 0
Special Revenue 300,000 999,900 699,900
SERVICE TOTAL 1,458,778 2,456,570 997,792
AGENCY TOTAL 21,618,738 24,644,009 3,025,271
M-R: Ofce of the Labor Commissioner
128 Labor Contract Negotiations
and Administration
General 957,075 1,194,061 236,986
M-R: Retirees’ Benets
351 Retirees’ Benets General 33,204,808 34,103,936 899,128
M-R: Self-Insurance Fund
126 Contribution to Self Insurance
Fund
General 23,897,170 31,097,844 7,200,674
M-R: TIF Debt Service
124 TIF Debt Service General 17,485,809 21,814,174 4,328,365
Mayoralty
125 Executive Direction and Control
Mayoralty
General 11,552,945 15,855,409 4,302,464
Federal 321,266 321,032 (234)
State 425,830 425,521 (309)
Special Revenue 571,500 747,806 176,306
Special Grant 298,760 337,555 38,795
SERVICE TOTAL 13,170,301 17,687,323 4,517,022
168 Municipal Broadband Federal 0 2,350,000 2,350,000
State 0 5,000,000 5,000,000
SERVICE TOTAL 0 7,350,000 7,350,000
AGENCY TOTAL 13,170,301 25,037,323 11,867,022
Municipal and Zoning Appeals
185 Board of Municipal and Zoning
Appeals
General 485,660 621,399 135,739
Ofce of the Inspector General
836 Inspector General General 2,253,984 2,331,165 77,181
Planning
761 Development Oversight and
Project Support
General 1,097,774 1,147,192 49,418
Special Grant 51,000 50,756 (244)
SERVICE TOTAL 1,148,774 1,197,948 49,174
762 Historic Preservation General 637,911 626,625 (11,286)
Federal 100,000 0 (100,000)
State 100,000 0 (100,000)
Special Grant 50,000 0 (50,000)
SERVICE TOTAL 887,911 626,625 (261,286)
156
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
763 Comprehensive Planning and
Resource Management
General 2,299,347 2,343,028 43,681
Federal 150,000 0 (150,000)
State 225,000 0 (225,000)
Special Revenue 553,600 1,840,000 1,286,400
Special Grant 75,000 0 (75,000)
SERVICE TOTAL 3,302,947 4,183,028 880,081
765 Planning for a Sustainable
Baltimore
General 1,553,443 1,676,447 123,004
Federal 250,000 3,236,765 2,986,765
State 510,200 258,722 (251,478)
Special Revenue 482,046 696,042 213,996
Special Grant 663,000 0 (663,000)
SERVICE TOTAL 3,458,689 5,867,976 2,409,287
768 Administration Planning General 1,370,724 1,384,775 14,051
AGENCY TOTAL 10,169,045 13,260,352 3,091,307
Police
621 Administrative Bureau General 84,280,608 77,757,555 (6,523,053)
Federal 276,316 8,274,757 7,998,441
State 852,250 15,851,457 14,999,207
Special Revenue 6,048,498 4,685,521 (1,362,977)
SERVICE TOTAL 91,457,672 106,569,290 15,111,618
622 Police Patrol General 225,563,431 223,631,357 (1,932,074)
Federal 2,500,000 2,498,178 (1,822)
State 4,189,589 4,097,314 (92,275)
Special Revenue 1,400,140 1,000,000 (400,140)
SERVICE TOTAL 233,653,160 231,226,849 (2,426,311)
623 Criminal Investigation Division General 53,525,250 56,774,998 3,249,748
Federal 1,580,240 1,614,898 34,658
State 4,005,463 4,605,574 600,111
SERVICE TOTAL 59,110,953 62,995,470 3,884,517
626 Data Driven Strategies General 7,299,707 7,347,107 47,400
Federal 4,447,967 4,438,873 (9,094)
State 1,175,833 1,193,519 17,686
SERVICE TOTAL 12,923,507 12,979,499 55,992
628 Public Integrity Bureau General 12,517,320 14,805,138 2,287,818
State 144,034 157,679 13,645
SERVICE TOTAL 12,661,354 14,962,817 2,301,463
635 Recruitment Section General 33,790,603 23,924,648 (9,865,955)
State 255,367 199,806 (55,561)
SERVICE TOTAL 34,045,970 24,124,454 (9,921,516)
642 Crime Laboratory and Evidence
Control
General 21,992,312 22,870,634 878,322
Federal 430,409 404,696 (25,713)
State 255,910 255,723 (187)
SERVICE TOTAL 22,678,631 23,531,053 852,422
807 Compliance Bureau General 23,673,196 38,223,593 14,550,397
Federal 25,893 25,874 (19)
State 1,998,288 1,996,831 (1,457)
SERVICE TOTAL 25,697,377 40,246,298 14,548,921
157
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
816 Special Operations Section General 40,281,473 38,239,674 (2,041,799)
Federal 145,085 143,917 (1,168)
SERVICE TOTAL 40,426,558 38,383,591 (2,042,967)
853 Patrol Support Services General 19,551,891 21,554,198 2,002,307
Federal 576,912 560,945 (15,967)
State 3,050,031 2,444,604 (605,427)
SERVICE TOTAL 23,178,834 24,559,747 1,380,913
AGENCY TOTAL 555,834,016 579,579,068 23,745,052
Public Works
660 Administration Solid Waste General 2,262,856 3,331,527 1,068,671
661 Public Right of Way Cleaning General 18,173,437 18,576,302 402,865
Stormwater Utility 4,824,640 5,103,891 279,251
Federal 2,046,000 0 (2,046,000)
Special Revenue 1,635,908 1,715,624 79,716
SERVICE TOTAL 26,679,985 25,395,817 (1,284,168)
662 Vacant and Abandoned
Property Cleaning and Boarding
General 11,730,011 11,799,432 69,421
Federal 1,175,000 1,175,000 0
SERVICE TOTAL 12,905,011 12,974,432 69,421
663 Waste Removal and Recycling General 35,662,755 36,400,544 737,789
Stormwater Utility 0 499,859 499,859
Federal 850,000 0 (850,000)
State 500,000 0 (500,000)
Special Revenue 1,650,000 1,642,082 (7,918)
Special Grant 604,250 199,185 (405,065)
SERVICE TOTAL 39,267,005 38,741,670 (525,335)
664 Waste Re Use and Disposal General 26,856,145 28,080,621 1,224,476
Stormwater Utility 4,000,000 200,000 (3,800,000)
Federal 0 298,778 298,778
SERVICE TOTAL 30,856,145 28,579,399 (2,276,746)
670 Administration Water and
Wastewater
Wastewater
Utility
29,635,596 32,883,439 3,247,843
Water Utility 18,983,578 19,819,966 836,388
Federal 300,000 298,560 (1,440)
Special Revenue 400,000 398,082 (1,918)
Special Grant 250,000 248,801 (1,199)
SERVICE TOTAL 49,569,174 53,648,848 4,079,674
671 Water Management Water Utility 88,897,680 89,204,971 307,291
Federal 254,600 253,378 (1,222)
SERVICE TOTAL 89,152,280 89,458,349 306,069
672 Water and Wastewater
Consumer Services
Wastewater
Utility
14,071,415 14,071,415 0
Water Utility 8,541,030 9,670,484 1,129,454
Stormwater Utility 1,790,907 1,790,907 0
SERVICE TOTAL 24,403,352 25,532,806 1,129,454
673 Wastewater Management Wastewater
Utility
128,036,256 130,986,469 2,950,213
Federal 1,400,000 1,393,282 (6,718)
State 750,000 746,402 (3,598)
SERVICE TOTAL 130,186,256 133,126,153 2,939,897
158
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
674 Surface Water Management Wastewater
Utility
1,737,528 1,740,902 3,374
Water Utility 559,991 563,960 3,969
Stormwater Utility 23,452,365 20,621,936 (2,830,429)
Federal 675,000 671,761 (3,239)
State 510,000 508,057 (1,943)
SERVICE TOTAL 26,934,884 24,106,616 (2,828,268)
675 Engineering and Construction
Management Water and
Wastewater
Wastewater
Utility
127,438,865 108,262,036 (19,176,829)
Water Utility 94,749,082 84,777,737 (9,971,345)
SERVICE TOTAL 222,187,947 193,039,773 (29,148,174)
676 Administration DPW General 1,752,457 1,722,760 (29,697)
Wastewater
Utility
1,791,531 1,863,466 71,935
SERVICE TOTAL 3,543,988 3,586,226 42,238
AGENCY TOTAL 657,948,883 631,521,616 (26,427,267)
Recreation and Parks
644 Administration Recreation and
Parks
General 5,276,628 5,991,040 714,412
State 1,750,471 1,456,773 (293,698)
SERVICE TOTAL 7,027,099 7,447,813 420,714
645 Aquatics General 2,708,100 2,592,103 (115,997)
Special Revenue 0 300,000 300,000
SERVICE TOTAL 2,708,100 2,892,103 184,003
646 Park Maintenance General 13,490,118 13,894,395 404,277
State 3,761,052 1,945,359 (1,815,693)
Special Revenue 450,000 299,781 (150,219)
SERVICE TOTAL 17,701,170 16,139,535 (1,561,635)
647 Youth and Adult Sports General 866,843 1,201,789 334,946
Special Revenue 184,345 185,722 1,377
SERVICE TOTAL 1,051,188 1,387,511 336,323
648 Community Recreation Centers General 15,758,512 16,769,166 1,010,654
Federal 439,661 759,816 320,155
Special Revenue 2,256,260 1,395,313 (860,947)
Special Grant 300,000 300,000 0
SERVICE TOTAL 18,754,433 19,224,295 469,862
649 Special Facilities Management
Recreation
Special Revenue 3,262,955 3,304,926 41,971
650 Horticulture General 1,391,279 1,377,334 (13,945)
State 0 98,122 98,122
Special Revenue 511,564 516,423 4,859
SERVICE TOTAL 1,902,843 1,991,879 89,036
651 Recreation for Seniors General 493,760 493,382 (378)
Special Revenue 38,500 38,500 0
SERVICE TOTAL 532,260 531,882 (378)
652 Therapeutic Recreation General 513,371 552,243 38,872
653 Park Programs and Events General 577,141 834,273 257,132
Special Revenue 1,182,198 1,033,265 (148,933)
SERVICE TOTAL 1,759,339 1,867,538 108,199
159
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
654 Urban Forestry General 4,639,125 4,814,337 175,212
Special Revenue 0 800,000 800,000
SERVICE TOTAL 4,639,125 5,614,337 975,212
AGENCY TOTAL 59,851,883 60,954,062 1,102,179
Sheriff
881 Courthouse Security General 4,100,564 4,146,221 45,657
882 Deputy Sheriff Enforcement General 10,784,661 10,884,508 99,847
State 50,000 49,761 (239)
Special Revenue 1,750,000 1,741,602 (8,398)
SERVICE TOTAL 12,584,661 12,675,871 91,210
883 Service of Protective and
Peace Orders
General 2,312,054 2,256,678 (55,376)
884 District Court Sheriff Services General 2,777,035 2,761,775 (15,260)
889 Child Support Enforcement General 1,769,708 1,789,736 20,028
Federal 1,100,000 1,116,616 16,616
SERVICE TOTAL 2,869,708 2,906,352 36,644
AGENCY TOTAL 24,644,022 24,746,897 102,875
State’s Attorney
115 Prosecution of Criminals General 28,386,555 29,237,657 851,102
Federal 1,825,120 2,023,082 197,962
State 7,118,639 7,650,361 531,722
Special Revenue 325,660 324,097 (1,563)
Special Grant 0 139,430 139,430
SERVICE TOTAL 37,655,974 39,374,627 1,718,653
781 Administration State’s Attorney General 8,074,813 8,346,672 271,859
786 Victim and Witness Services General 1,940,214 2,015,863 75,649
Federal 2,711,564 2,692,392 (19,172)
State 55,706 0 (55,706)
SERVICE TOTAL 4,707,484 4,708,255 771
AGENCY TOTAL 50,438,271 52,429,554 1,991,283
Transportation
500 Street Lighting General 20,117,007 19,903,881 (213,126)
548 Conduits Conduit
Enterprise
13,019,924 13,589,903 569,979
681 Administration DOT General 10,074,127 10,111,064 36,937
682 Parking Management Parking
Enterprise
22,459,496 21,838,805 (620,691)
Parking
Management
10,667,660 10,624,115 (43,545)
SERVICE TOTAL 33,127,156 32,462,920 (664,236)
683 Street Management General 35,629,558 36,203,999 574,441
684 Trafc Management General 10,881,532 10,414,269 (467,263)
Special Revenue 692,862 689,537 (3,325)
SERVICE TOTAL 11,574,394 11,103,806 (470,588)
685 Special Events General 1,673,212 1,568,298 (104,914)
687 Inner Harbor Services
Transportation
General 1,072,834 1,099,285 26,451
688 Snow and Ice Control General 6,830,313 7,087,162 256,849
160
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Service Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
689 Vehicle Impounding and
Disposal
General 8,267,972 8,294,829 26,857
690 Sustainable Transportation General 958,092 980,968 22,876
Federal 10,600 10,600 0
State 8,292,343 8,669,387 377,044
Special Revenue 5,943,139 9,509,323 3,566,184
SERVICE TOTAL 15,204,174 19,170,278 3,966,104
691 Public Rights of Way
Landscape Management
General 4,506,539 4,665,741 159,202
692 Bridge and Culvert
Management
General 3,838,316 3,658,492 (179,824)
693 Parking Enforcement Parking
Management
13,196,460 13,835,513 639,053
694 Survey Control General 274,262 294,675 20,413
695 Dock Master Special Revenue 162,956 164,456 1,500
696 Street Cuts Management General 813,703 784,630 (29,073)
697 Trafc Safety General 17,766,339 25,964,489 8,198,150
Federal 488,426 490,381 1,955
Special Revenue 10,000 13,719,722 13,709,722
SERVICE TOTAL 18,264,765 40,174,592 21,909,827
727 Real Property Management General 2,451,903 2,445,140 (6,763)
AGENCY TOTAL 200,099,575 226,618,664 26,519,089
GRAND TOTAL
TOTAL OPERATING BUDGET 3,986,774,415 3,463,130,479 (523,643,936)
LESS INTERNAL SERVICE 143,296,929 146,311,533 3,014,604
TOTAL OPERATING
APPROPRIATONS
3,843,477,486 3,316,818,946 (526,658,540)
Table in dollars.
161
Comparison of Current and Prior Year Operating Budget
Summary by Fund
Fund Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
General 1,992,751,000 2,056,900,000 64,149,000
Conduit Enterprise 13,029,924 13,599,903 569,979
Wastewater Utility 302,786,191 289,882,727 (12,903,464)
Water Utility 212,443,211 204,820,026 (7,623,185)
Stormwater Utility 34,087,912 28,236,593 (5,851,319)
Parking Enterprise 22,459,496 21,838,805 (620,691)
Parking Management 26,908,079 27,516,275 608,196
Federal 937,263,151 278,028,389 (659,234,762)
State 164,840,575 192,670,550 27,829,975
Special Revenue 131,742,175 200,282,333 68,540,158
Special Grant 5,165,772 3,043,345 (2,122,427)
Total 3,843,477,486 3,316,818,946 (526,658,540)
Table in dollars.
Internal Service Fund by Agency
Agency Name Fiscal 2022
Budget
Fiscal 2023
Budget
Change in
Budget
Comptroller 14,479,233 13,949,556 (529,677)
Finance 8,319,903 8,229,985 (89,918)
General Services 96,175,829 99,848,067 3,672,238
Human Resources 2,342,739 2,378,872 36,133
Law 8,803,753 8,739,783 (63,970)
M-R: Ofce of Information and
Technology
13,175,472 13,165,270 (10,202)
Total 143,296,929 146,311,533 3,014,604
Table in dollars.
162
Permanent Full-Time Positions
There are 13,862 full-time, permanent positions budgeted for Fiscal 2023. Of those positions, 9,474 or 68% are
supported by the General Fund.
For position information by agency and service, please refer to the Agency Detail publication.
14,006
13,984
13,447
13,275
13,299
13,543
13,694
13,717
13,747
13,862
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
# Positions
By Fund
10,138
10,126
9,576
9,392
9,341
9,499
9,586
9,387
9,403
9,474
3,868
3,858
3,871
3,883
3,958
4,044
4,108
4,330
4,344
4,388
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
0
5k
10k
All Other Funds General Fund
# Permanent FT Positions
163
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
Fund Name Fiscal 2021 Actual Fiscal 2022
Budget
Fiscal 2023
Budget
Position
Change*
General 9,387 9,403 9,474 71
Internal Service 452 440 436 -4
Conduit Enterprise 120 120 120 0
Wastewater Utility 899 890 890 0
Water Utility 950 949 949 0
Stormwater Utility 146 146 146 0
Parking Management 154 164 164 0
Federal 569 595 627 32
State 480 477 477 0
Special Revenue 550 554 574 20
Special Grant 10 9 5 -4
Total 13,717 13,747 13,862 115
*
Change is calculated between Fiscal 2022 and Fiscal 2023
164
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
By Agency
Fund Name Fiscal 2021
Actual
Fiscal 2022
Budget
Fiscal 2023
Budget
Position
Change*
City Council
General 81 81 81 0
AGENCY TOTAL 81 81 81 0
Comptroller
General 66 67 67 0
Internal Service 35 35 31
AGENCY TOTAL 101 102 98
-4
-4
Council Services
General 6 6 6 0
AGENCY TOTAL 6 6 6 0
Courts: Circuit Court
General 86 86 86 0
Federal 13 13 13 0
State 33 33 33 0
AGENCY TOTAL 132 132 132 0
Courts: Orphans’ Court
General 5 5 5 0
AGENCY TOTAL 5 5 5 0
Employees’ Retirement Systems
Special Revenue 80 81 81 0
AGENCY TOTAL 80 81 81 0
Enoch Pratt Free Library
General 350 350 346
-4
State 95 94 95 1
Special Revenue 10 10 10 0
AGENCY TOTAL 455 454 451
-3
Finance
General 252 228 231 3
Internal Service 32 35 34
-1
Water Utility 3 3 3 0
Parking Management 0 21 21 0
Special Revenue 2 2 2 0
AGENCY TOTAL 289 289 291 2
Fire
General 1,646 1,644 1,651 7
Federal 3 3 9 6
Special Revenue 85 85 85 0
AGENCY TOTAL 1,734 1,732 1,745 13
165
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Fund Name Fiscal 2021
Actual
Fiscal 2022
Budget
Fiscal 2023
Budget
Position
Change*
General Services
General 57 66 66 0
Internal Service 347 333 333 0
AGENCY TOTAL 404 399 399 0
Health
General 181 182 178
-4
Federal 277 275 285 10
State 116 111 100
-11
Special Revenue 331 333 338 5
Special Grant 8 8 4
-4
AGENCY TOTAL 913 909 905
-4
Housing and Community Development
General 365 363 371 8
Federal 63 63 67 4
State 5 4 4 0
Special Revenue 5 4 4 0
AGENCY TOTAL 438 434 446 12
Human Resources
General 72 73 73 0
Internal Service 2 2 2 0
AGENCY TOTAL 74 75 75 0
Law
General 75 83 91 8
Internal Service 32 32 31
-1
AGENCY TOTAL 107 115 122 7
Legislative Reference
General 6 6 6 0
AGENCY TOTAL 6 6 6 0
Liquor License Board
General 20 20 20 0
AGENCY TOTAL 20 20 20 0
M-R: American Rescue Plan Act
0 10 0
-10
0 10 0
-10
M-R: Cable and Communications
General 4 4 4 0
AGENCY TOTAL 4 4 4 0
166
AGENCY TOTAL
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Fund Name Fiscal 2021
Actual
Fiscal 2022
Budget
Fiscal 2023
Budget
Position
Change*
General 147 145 149 4
AGENCY TOTAL 147 145 149 4
M-R: Environmental Control Board
General 8 8 8 0
AGENCY TOTAL 8 8 8 0
M-R: Ofce of Children and Family Success
General 21 23 19
-4
Water Utility 3 4 4 0
Federal 17 18 18 0
State 88 88 88 0
AGENCY TOTAL 129 133 129
-4
M-R: Ofce of Employment Development
General 45 45 46 1
Federal 113 112 131 19
State 6 6 7 1
Special Revenue 7 8 10 2
AGENCY TOTAL 171 171 194 23
M-R: Ofce of Equity and Civil Rights
General 23 22 24 2
AGENCY TOTAL 23 22 24 2
M-R: Ofce of Homeless Services
General 16 16 16 0
Federal 31 38 38 0
State 0 1 1 0
Special Revenue 3 3 3 0
AGENCY TOTAL 50 58 58 0
M-R: Ofce of Information and Technology
General 142 156 145
-11
Internal Service 4 3 5 2
AGENCY TOTAL 146 159 150
-9
M-R: Ofce of Neighborhood Safety and Engagement
General 15 15
16 1
Federal 2 2 2 0
AGENCY TOTAL 17 17
18 1
M-R: Ofce of the Labor Commissioner
General 6 6 8 2
AGENCY TOTAL 6 6 8 2
167
M-R: Convention Complex
OPERATING BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
(continued)
Fund Name Fiscal 2021
Actual
Fiscal 2022
Budget
Fiscal 2023
Budget
Position
Change*
General 74 76 83 7
Special Revenue 0 0 2 2
Special Grant 2 1 1 0
AGENCY TOTAL 76 77 86 9
Municipal and Zoning Appeals
General 4 4 4 0
AGENCY TOTAL 4 4 4 0
Ofce of the Inspector General
General 15 18 18 0
AGENCY TOTAL 15 18 18 0
Planning
General 48 48 48 0
Special Revenue 0 1 1 0
AGENCY TOTAL 48 49 49 0
Police
General 3,100 3,091 3,114 23
Federal 13 24 24 0
State 71 73 73 0
Special Revenue 9 9 0
-9
AGENCY TOTAL 3,193 3,197 3,211 14
Public Works
General 713 729 731 2
Wastewater Utility 899 890 890 0
Water Utility 944 942 942 0
Stormwater Utility 146 146 146 0
Special Revenue 3 3 3 0
AGENCY TOTAL 2,705 2,710 2,712 2
Recreation and Parks
General 341 348 379 31
Federal 0 0 3 3
State 18 19 29 10
Special Revenue 13 13 13 0
AGENCY TOTAL 372 380 424 44
Sheriff
General 213 212 212 0
AGENCY TOTAL 213 212 212 0
State’s Attorney
General 319 319 314
-5
Federal 34 34 34 0
168
Mayoralty
Fiscal 2023 Executive Summary OPERATING BUDGET RECOMMENDATIONS
(continued)
Fund Name Fiscal 2021
Actual
Fiscal 2022
Budget
Fiscal 2023
Budget
Position
Change*
State 47 47 46
-1
AGENCY TOTAL 400 400 394
-6
Transportation
General 865 858 858 0
Conduit Enterprise 120 120 120 0
Parking Management 154 143 143 0
Federal 3 3 3 0
State 1 1 1 0
Special Revenue 2 2 22 20
AGENCY TOTAL 1,145 1,127 1,147 20
13,717 13,747 13,862 115
*
Change is calculated between Fiscal 2022 and Fiscal 2023
169
GRAND TOTAL
Intentionally left blank.
Capital Budget Recommendations
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Capital Budget Recommendations
Intentionally left blank.
Overview of Capital Budget Recommendation
Total Capital Budget: 792.6 million
Where the Money Comes From
Revenue Bonds 314.1M (39.6%)
State 102.1M (12.9%)
Federal 94.0M (11.9%)
General 90.5M (11.4%)
General Obligation Bonds
80.0M (10.1%)
Other 73.5M (9.3%)
Conduit Enterprise 23.4M (2.9%)
County Transportation Bonds 15.0M (1.9%)
How the Money is Used
Public Works 412.1M (52.0%)
Transportation 106.1M (13.4%)
Administration 83.7M (10.6%)
Community Development
80.1M (10.1%)
Recreation 59.4M (7.5%)
Education 27.9M (3.5%)
Economic Development
23.1M (2.9%)
Totals may not equal 100% due to rounding. Charts in millions.
173
CAPITAL BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
The Fiscal 2023 capital budget recommendation is $792.56 million, an increase of $304,989,000 or 62.6% from
Fiscal 2022. The capital budget can uctuate considerably from year to year due to project schedules, the timing
of borrowing, and the availability of grant funding. Per Board of Estimates policy, a capital project is a physical
betterment or improvement costing more than $50,000 and any preliminary studies relative to that project. It does
not include projects that cost less than $50,000, vehicular equipment, repairs and maintenance costing less than
$100,000, and salaries for positions that are not part of the cost of the project. The chart below shows this year’s
proposed capital budget, as well as the prior six years of appropriation by fund type.
FY17 FY18 FY19 FY20 FY21 FY22 FY23
Other Loans and Bonds Grant and Special Funds Pay-As-You-Go
Dollars
524.0M
1.1B
680.9M
627.5M
823.2M
487.6M
792.6M
Capital Funds FY20 Budget FY21 Budget FY22 Budget FY23 Budget
Pay-As-You-Go
General 50.0 0.5 15.0 90.5
Conduit Enterprise 23.0 41.0 5.0 23.4
Wastewater Utility 16.4 0.0 0.0 0.0
Water Utility 19.6 0.0 0.0 0.0
Stormwater Utility 2.3 1.7 0.0 0.0
Grant and Special Funds
Federal 75.2 40.0 39.7 94.0
State 26.2 8.6 52.2 102.1
Loans and Bonds
General Oblig. Bonds 80.0 80.0 80.0 80.0
Revenue Bonds 223.6 451.5 199.5 314.1
County Trans. Bonds 26.0 15.0 15.0 15.0
Other
Other 85.2 184.8 81.2 73.5
GRAND TOTAL 627.5 823.2 487.6 792.6
*
Totals may not equal gures in graph due to rounding.
Table in millions of dollars.
174
Fiscal 2023 Executive Summary CAPITAL BUDGET RECOMMENDATIONS
Six-Year Capital Plan
Fund Name FY23 FY24 FY25 FY26 FY27 FY28
Pay-As-You-Go
General 90,500,000 20,500,000 20,500,000 20,500,000 20,500,000 20,500,000
Conduit Enterprise 23,370,000 23,370,000 23,370,000 23,370,000 23,370,000 23,370,000
Grant and Special Funds
Federal 94,029,000 58,069,000 48,779,000 48,779,000 48,779,000 48,779,000
State 102,126,000 11,500,000 11,000,000 8,500,000 7,500,000 5,000,000
Loans and Bonds
Gen. Oblig. Bonds 80,000,000 80,000,000 80,000,000 80,000,000 80,000,000 80,000,000
Revenue Bonds 314,059,000 518,110,000 265,446,000 430,903,000 106,710,000 158,217,000
County Trans. Bonds 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000
Other
Other 73,477,000 172,779,000 160,528,000 31,911,000 80,038,000 65,138,000
GRAND TOTAL 792,561,000 899,328,000 624,623,000 658,963,000 381,897,000 416,004,000
Table in dollars.
175
Capital Budget Fund Sources
Capital Funds Fiscal 2021
Budget
Fiscal 2022
Budget
Fiscal 2023
Budget
Dollar
Change*
Percent
Change*
Pay-As-You-Go
General 500,000 15,000,000 90,500,000 75,500,000 503.3%
Conduit Enterprise 41,000,000 5,000,000 23,370,000 18,370,000 367.4%
Stormwater Utility 1,750,000 0 0 0
Grant and Special Funds
Federal 39,967,000 39,668,000 94,029,000 54,361,000 137.0%
State 8,630,000 52,152,000 102,126,000 49,974,000 95.8%
Loans and Bonds
General Oblig. Bonds 80,000,000 80,000,000 80,000,000 0 0.0%
Revenue Bonds 451,538,000 199,518,000 314,059,000 114,541,000 57.4%
County Trans. Bonds 15,000,000 15,000,000 15,000,000 0 0.0%
Other
Other 184,827,000 81,234,000 73,477,000 (7,757,000) -9.5%
GRAND TOTAL 823,212,000 487,572,000 792,561,000 304,989,000 62.6%
*
Change is calculated between Fiscal 2022 and Fiscal 2023
Table in dollars.
General Fund Backed Sources
The City’s General Fund typically supports several fund sources in the capital budget, including capital General
Funds (PAYGO capital), General Obligation Bonds (debt), General Funds - Highway User Revenues (PAYGO capital
dedicated to transportation), and County Transportation Revenue Bonds (debt dedicated to transportation).
176
Fiscal 2023 Executive Summary CAPITAL BUDGET RECOMMENDATIONS
General Funds and Highway User Revenue
A portion of the City’s General Fund revenue is dedicated to capital improvements. Using recurring General Funds
for PAYGO is considered to be good scal practice, as it reduces the City’s debt burden. General funds (PAYGO)
are one of the most exible revenue sources available to the City, and can be used for priority projects for which no
other fund source is available. In addition, the City dedicates a portion of its annual State Highway User Revenue
(HUR) allocation to capital improvements. HUR is collected by the State and allocated to jurisdictions for certain
eligible uses, such as transportation projects.
The Fiscal 2023 recommended budget includes $90.5 million in General Funds and HUR for capital projects, the
largest investment of General Funds in over a decade. This historic investment is funded by approximately $30
million from a projected surplus in Fiscal 2022 and $35 million from new revenue from participation in the State’s
Emergency Service Payment Program. Funded projects for Fiscal 2023 include:
• $3 million for infrastructure upgrades to meet compliance with the Americans with Disabilities Act (ADA)
statute;
• $25 million for facility improvements for the Baltimore City Fire Department; and
• Approximately $17.4 million for renovations at Department of Public Works sanitation yards.
General Obligation Bonds
In 2020, voters authorized $80 million in General Obligation bonds per year for Fiscal 2022 and 2023. General Obli-
gation bonds must be used for affordable housing, schools, public infrastructure, and community and economic
development in accordance with the loan authorization approved by voters. The debt service to repay the bonds
is paid from the City’s future General Fund revenue. Funded projects for Fiscal 2023 include:
• $1.65 million for the construction of the new Parkview Recreation Center in the Penn North neighborhood;
• $2.9 million to renovate the Forest Park Enoch Pratt Free Library Branch; and
• $19 million for Baltimore City Public Schools facilities, including $2.25 million for the construction of the
new Furley Elementary School and $14 million for systems replacements, renovations, and repairs across
various buildings.
MDOT County Transportation Revenue Bonds
Following the dramatic loss of HUR funds in 2010, the City has partnered with the Maryland Department of Trans-
portation since 2014 to issue $15 million annually in MDOT County Transportation Revenue Bonds to be repaid
with future General Fund Highway User Revenue. These funds must be used on eligible projects, such as trans-
portation projects.
Federal and State Funds
The Fiscal 2023 recommended budget includes approximately $94.0 million in Federal Funds and $102.1 million
in State Funds. The large increase in State Funds is the result of a historic State surplus in Fiscal 2022, which were
directed towards one-time investments in capital infrastructure and facility renewal. Funded projects for Fiscal
2023 include:
Federal Funds
• Department of Transportation typically receives $30 million per year in federal Highway Transportation funds.
The City must provide a 20% match for eligible projects such as bridges. The Fiscal 2023 budget includes
177
CAPITAL BUDGET RECOMMENDATIONS Fiscal 2023 Executive Summary
$40 million, an increase of $10 million, in anticipation of additional federal Highway Transportation funds
resulting from the federal Infrastructure Investment and Jobs Act.
• Department of Housing and Community Development (DHCD) receives federal Community Development
Block Grant (CDBG) funds to be used for capital projects that serve low and moderate income residents.
State Funds
• Baltimore City Recreation and Parks (BCRP) typically receives $6 to $7 million per year in Program Open
Space funds from the State. Some of these funds require a 25% match from the City.
• The State set aside $10 million for two police station renovations, and another $10 million for two re station
upgrades.
• The State is contributing $10 million to help the City upgrade many sidewalks and street crossings to be in
compliance with the Americans with Disabilities Act.
In Fiscal 2023, American Rescue Plan Act (ARPA) funds will support capital projects for BCRP and DHCD. Details
about these projects can be found in the COVID-19 Federal Aid section. The City anticipates additional federal
funding through the Infrastructure Investment and Jobs Act, which includes funding for clean drinking water, high-
speed internet, addressing the climate crisis, and rebuilding roads, bridges, and rails.
Utility Funds
The Fiscal 2023 recommended includes $23.4 million in utility funds. Utility funds include bonds issued by the
City to be repaid with future revenue and funds from current operating revenues such as water bills and conduit
fees.
Water, Waster, and Stormwater Funds
The Water, Wastewater, and Stormwater programs within the Department of Public Works are fully funded with
enterprise revenue, which include the fees paid for water, sewer, and stormwater services. Capital projects within
these programs are paid for by a combination of current utility fund revenue, debt that will be repaid by future
utility funds like revenue bonds and State or federal loans, and other sources such as County grants.
Conduit Funds
The Conduit Enterprise Fund, within the Department of Transportation, operates similar to the utility funds, but is
based on charges to non-City entities and City agencies renting space in the City-owned and operated underground
conduit system. The conduit system is a unique public resource that provides access to substantial portions of
the public right of way without the necessity of opening and closing streets and disrupting trafc that is common
in many urban areas. Projects funded with these funds are directly related to the conduit system. Fiscal 2023
recommended capital funding totals $23.4 million.
178
Appendix
FISCAL
2023
EXECUTIVE SUMMARY
Board of Estimates Recommendations
Appendix
Intentionally left blank.
Learn More
Below are ways to engage with the Bureau of the Budget and Management Research (BBMR) and learn more
about the City’s budget.
Budget Publications
Every year, the City publishes ve budget documents.
1. The Preliminary Budget Plan publication contains the initial budget recommendations from the Department
of Finance, which is presented to the Board of Estimates.
2. The Executive Summary publication contains the Board of Estimates recommendations for the budget,
which is presented to the City Council.
3. The Agency Detail publications, Volume I and Volume II, contain detailed budget information by agency and
service.
4. The Community Guide to the Budget contains an overview of the major funding recommendations of the
adopted budget.
5. Summary of the Adopted Budget contains the adopted budget, as well as additional exhibits about the City’s
nancial policies and practices as outlined in the Government Finance Ofcers Association (GFOA) Distin-
guished Budget Presentation Awards Program.
A copy of the Executive Summary and Agency Detail budget publications can be found at the Enoch Pratt Central
Library in the Maryland Room for reference use. The Central Library is located at 400 Cathedral St, Baltimore, MD
21201.
All publications are available in PDF format from the BBMR website.
Capital Improvement Program
The Department of Planning develops the City’s six-year Capital Improvement Program. Information on the capital
budget process, agency proposals, the annual equity analysis, and more details about the capital budget can be
found on the Department of Planning website.
Taxpayers’ Night
Every year, the Board of Estimates, which is tasked in the City Charter with formulating and executing the scal
policy of the City, hosts a public hearing on the Preliminary Budget Plan called Taxpayers’ Night, as required by
the City Charter. This event provides City residents the opportunity to provide feedback on the Preliminary Budget,
which the Board of Estimates takes in to consideration before submitting the recommended budget, formally
called the Ordinance of Estimates, to the City Council. The City Council also hosts a Taxpayers’ Night on the
Ordinance of Estimates.
Annual Comprehensive Financial Report
The Annual Comprehensive Financial Report (ACFR) is a nancial document that complies with standards set by
the Governmental Accounting Standards Board. Baltimore City’s current and past ACFRs can be accessed through
the Department of Finance website.
181
APPENDIX Fiscal 2023 Executive Summary
Baltimore City Charter
The City Charter is a legal document that establishes the organization, powers, functions, and essential procedures
for Baltimore City. It can be accessed through the Department of Legislative Reference website.
Social Media
Connect with the Bureau of the Budget and Management Research on Twitter and Facebook @baltimorebudget
for infographics, budget process updates, event invitations, and more.
Open Budget
Use Open Budget, an interactive budget exploration tool, to easily drill into agency budgets. The associated dataset
is also available through Open Data.
Community Budget Presentations and Questions
Residents and community groups can request a community budget presentation from a member of BBMR or ask
182
Glossary
ACTIVITY: A subdivision of a service that species how the service is performed. Some services may be accom-
plished through the performance of only one activity, while other services may require the performance of two or
more activities.
AGENCY: An organization authorized by the Mayor and City Council to operate in the best interest of the public.
Each agency is obligated by the City Charter to submit a budget request outlining projected costs of operation for
the upcoming scal year to the Director of Finance and/or Planning Commission, as applicable.
AMERICAN RESCUE PLAN ACT (ARPA): The American Rescue Plan Act (ARPA) is a $1.9 trillion economic stimulus
package passed by the U.S. Congress and signed into law in March 2021. ARPA includes State and Local Fiscal
Recovery Funds (SLFRF), which provides direct aid to state, local, and Tribal governments to support the response
to and recovery from the COVID-19 public health emergency.
APPROPRIATION: The legislative authority to spend and obligate a specied amount from a designated fund
account for a specic purpose.
ASSESSABLE BASE: The value of all taxable property within the boundaries of the City of Baltimore.
ASSESSED VALUATION: A valuation set upon real estate and other taxable property by the State Department
of Assessments and Taxation and utilized by the City of Baltimore as a basis for levying taxes. All taxable real
property follows a 3-year reassessment cycle, and the resulting assessed valuation is an estimate of the current
market value.
BOARD OF ESTIMATES (BOE): The Board of Estimates (BOE) is the highest administrative body of the City. It
consists of ve voting members: the President of the City Council, who serves as President of the Board, the
Mayor, the Comptroller, the City Solicitor, and the Director of Public Works. The BOE is responsible for formulating
and executing the scal policy of the City, with its primary policy tool being the recommended annual Ordinance
of Estimates, the City’s budget. It is also responsible for awarding contracts and supervising all purchasing by the
City.
BUDGET: A proposed plan of revenue and expenditure for a given year.
CAPITAL FUND: A set of budget accounts established to plan for specic capital projects nanced by revenues
received from City funds, bonds, State, federal, and other miscellaneous funds.
CAPITAL BUDGET: The appropriations for capital projects, which comprise the rst year of the Capital Improve-
ment Program.
CAPITAL IMPROVEMENT PROGRAM (CIP): A six-year plan specifying physical improvements recommended by
the Planning Commission after reviewing the requests of City agencies.
CAPITAL PROJECT: An improvement to City property, which by policy of the Board of Estimates must be physical
betterment or improvement costing more than $50,000 and any preliminary studies relative to that project. It does
not include projects that cost less than $50,000, vehicular equipment, repairs and maintenance costing less than
$100,000, and salaries for positions that are not part of the cost of the project.
CONDUIT ENTERPRISE FUND: Established to budget for revenue charged to private and public entities renting
space in the City-owned and operated underground conduit system and system-related expenses.
CONVENTION CENTER BOND FUND: Established in Fiscal 1995 to budget and account for hotel tax revenues to be
dedicated to support the payment of principal and interest associated with City indebtedness to nance one‐third
of the $150 million cost of the joint City‐State expansion of the Baltimore Convention Center. In Fiscal 2020, the
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APPENDIX Fiscal 2023 Executive Summary
City fully paid off the bonds associated with this expansion; however, the City may continue appropriating funds
for future renovation or expansion of the Center.
CORONAVIRUS AID, RELIEF, AND ECONOMIC SECURITY ACT (CARES): The Coronavirus Aid, Relief, and Economic
Security Act (CARES) is a $2.2 trillion economic stimulus bill passed by the U.S. Congress and signed into law in
March 2020, in response to the economic fallout of the COVID-19 pandemic in the United States. Under CARES,
state, local, territorial, and Tribal governments received direct aid to assist in responding to the pandemic.
CURRENT LEVEL OF SERVICES BUDGET: Estimates of the appropriations needed by each municipal agency for
the next ensuing scal year. These estimates are formulated in order to maintain the same service level for each
particular service, purpose, activity, or project included in each agency’s budget.
DEBT SERVICE: Principal and interest payments on debt (bonds) incurred by the City.
DEDICATED FUNDS: Includes revenue, which by law, contract, or regulation may be used only to support appropri-
ations for specic purposes.
FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA): The Federal Emergency Management Agency (FEMA)
is an agency of the United States Department of Homeland Security, which coordinates the response to disasters
and emergencies that occur in the United States. As part of the federally declared COVID-19 emergency, FEMA
emergency aid has been made available to state and local governments on a reimbursement basis.
FISCAL YEAR: The time frame to which the annual budget applies; this period is July 1 through June 30.
FUND: A sum of money segregated for specic activities. Use of this money requires adherence to special regu-
lations established for each type of fund. The funds identied within Baltimore City’s budget are the Capital Fund,
Conduit Enterprise Fund, Convention Center Bond Fund, General Fund, Internal Service Fund, Parking Enterprise
Fund, Parking Management Fund, Special Grant Fund, Special Revenue Fund, Stormwater Utility Fund, Water Utility
Fund, and Wastewater Utility Fund.
FUND BALANCE: A fund balance is the accumulated difference between actual revenues and expenditures over
time in each fund.
FUNDING SOURCE: Income/revenue received which supports an appropriation.
GENERAL FUND: A central fund into which most of the City’s tax and unrestricted revenues are budgeted to support
basic City operations and pay-as-you-go (PAYGO) capital projects.
GENERAL OBLIGATION BOND: A municipal bond backed by the full faith and credit of the jurisdiction. Every
two years, the City of Baltimore must get permission from voters through a ballot referendum to issue General
Obligation Bonds (GO Bonds). GO bonds are borrowed funds that are used for capital projects, including affordable
housing, schools, public infrastructure, and community and economic development. The debt service to repay the
bonds is paid from the City’s future General Fund revenue.
GRANT: A contribution made from either the private sector to the City or by one governmental unit to another unit.
The contribution is usually made to support a specied service, function, or project.
INDICATOR: A measure that represents a quality of life improvement that the City tracks and is ultimately aiming
to improve. The City has 17 measurable Indicators organized within each of the Priority Outcomes that reect
many of the City’s greatest challenges.
INTERNAL SERVICE FUND: Established to budget for the nancing of goods and/or services provided by certain
City agencies to other City agencies or programs on a cost reimbursement basis.
LOAN AND GUARANTEE ENTERPRISE FUND: Established to budget for the self-supporting program of loans and
guarantees administered by the Department of Finance pursuant to policies and procedures approved by the Board
184
Fiscal 2023 Executive Summary APPENDIX
of Estimates. Closed in Fiscal 2018 and transferred into General Fund in Fiscal 2019.
OBJECT OF EXPENDITURE: A group of similar services, commodities, equipment, or personnel costs used to
clarify spending within the budget. Objects of expenditure identied within Baltimore City’s budget are:
• Salaries: Payment to personnel for services rendered to the City including overtime, shift differential, sick
leave conversion, full-time, part-time, and contractual personnel costs.
• Other Personnel Costs: Payment for benets provided to City personnel including City contributions for
Social Security, retirement, health plans, and prescription drug costs.
• Contractual Services: Payment for services rendered to the City under contractual arrangements, such as
rents and telephone service.
• Materials and Supplies: Payment for consumable materials and supplies, such as custodial supplies and
heating fuel.
• Equipment: Payment for replacement or procurement of City property other than real property.
• Grants, Subsidies and Contributions: Payment in support of various non-prot or private sector activities,
which will provide health, welfare, educational, cultural, and/or promotional benets to residents of Balti-
more.
• Debt Service: Payments for interest and principal of bonds issued by or on behalf of the City.
• Capital Improvements: Payment for the acquisition of real property or improvements made to existing City
property.
OPERATING BUDGET: A plan, approved by the Mayor and City Council, for appropriating funds to agencies for op-
erating costs during the scal year. This plan establishes legal expenditure limits and will reect appropriations
budgeted according to services, sources of funding, and costs of service operation other than capital improve-
ments over $50,000; items of repair, maintenance or emergency nature over $100,000; or Bureau of Water and
Wastewater items of repair, maintenance, or emergency nature over $250,000.
ORDINANCE OF ESTIMATES: A bill enacted by the City Council, and approved by the Mayor, which gives legal
effect to the appropriations included in the annual budget.
OTHER POST EMPLOYMENT BENEFITS (OPEB): The Government Accounting Standards Board (GASB) mandates
that OPEB be recorded as accrued liabilities in the annual nancial statements of governmental entities. Annual
contribution to a Post-Employment Benets Trust Fund is required.
OUTCOME BUDGETING: A budget process that aligns resources with results that matter most to residents. It’s a
budgeting tool that integrates strategic planning, long-range nancial planning, and performance management.
OVERTIME: Payments to employees eligible for additional compensation for services rendered after a regularly
scheduled work period subject to negotiated labor contracts and the federal Fair Labor Standards Act.
PARKING ENTERPRISE FUND: Established to budget for operating and debt service expenses for City nanced
garages substantially supported by revenues derived from operation of these garages.
PARKING MANAGEMENT FUND: Established to budget for the administration of the City’s parking garages and
lots, parking enforcement activities, and operation of garages and lots nanced with General Obligation Bonds.
PAY-AS-YOU-GO (PAYGO): Capital projects funded from current year General Fund revenues.
PERFORMANCE MEASURES: Specic performance metrics that show the results or public benets of the services
provided. The benets can be in the form of an amount of products or services provided (outputs); reect the cost
per unit of output or outcome (efciency); gauge how well a service meets customer expectations (effectiveness);
or changes in attitudes, behaviors, knowledge, skills, and conditions as a result of the service (outcome).
PILLARS: Goals established by the Mayor for improving the quality of life for Baltimore’s residents. The current
Pillars are:
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APPENDIX Fiscal 2023 Executive Summary
• Prioritizing Our Youth
• Building Public Safety
• Clean and Healthy Communities
• Equitable Neighborhood Development
• Responsible Stewardship of City Resources
POSITIONS: Represents those permanent full and part-time jobs that have a job number assigned.
• Permanent Full-Time: Payments to an employee lling a permanent full-time budgeted position for services
rendered on a continuing basis.
• Permanent Part-Time: Payments to an employee who works less than a full-time schedule.
RESULTS TEAMS: An interdisciplinary group of six to eight members assigned to a particular Pillar that reviews
and ranks agency budget proposals in order to help the Mayor develop a budget recommendation that maximizes
outcomes, or results, achieved for dollar spent.
REVENUE: Income generated by taxes, nes, penalties, notes, bonds, investment income, property rental, user
charges, federal grants, State grants, private grants, county grants, and miscellaneous services.
SERVICE: Replaces program in the budget structure. An activity or set of activities performed by an agency that
has: identiable costs for budgeting purposes; a clear public purpose and measurable objectives; and clear lines of
accountability for its performance and scal management. Services are the means to achieving desired outcomes
for City residents. Each Service has a unique three-digit numeric code used to identify services within an agency.
SEVERANCE PAY: Payments to permanent full-time and part-time employees due to them for accumulated leave
balances, including vacation, personal, sick, etc., pursuant to provisions of negotiated labor agreements.
SPECIAL FUNDS: Established to budget for revenues derived from certain State, federal, and private governmental
grants, as well as other revenue sources that are restricted to expenditures for specic purposes.
STIPENDS: Payments to participants in certain grant-funded programs for a specic purpose.
STORMWATER UTILITY FUND: Established to budget for the operating and capital expenses of the City’s stormwa-
ter management system.
SUB-OBJECT OF EXPENDITURE: A subdivision of an object of expenditure in which groups of similar services or
related articles are further delineated into more specic types of expenditures.
SUPPLEMENTARY APPROPRIATIONS: Additional spending authority provided by the City Council and approved
by the Mayor derived from revenues from any source, other than the full rate property tax and other taxes, imposed
in excess of or in addition to those relied upon by the Board of Estimates in determining the tax levy required to
balance the annual Ordinance of Estimates. These appropriations include grants from private or governmental
sources that could not be expected with reasonable certainty at the time of the formulation of the proposed
Ordinance of Estimates, additional appropriations for services included in the annual budget made necessary by
a material change in circumstances, or new services which could not be reasonably anticipated at the time of
formulation of the Ordinance of Estimates.
All such appropriations must be embodied in a separate ordinance limited to a single service, purpose, activity, or
project and provide the revenue necessary to support the appropriation.
TARGET: Targets are the annual numerical benchmarks an agency aims to achieve for a performance measure.
TRANSFERS: Charges or expenditure reimbursements used as follows:
• To reimburse a program for costs which are charged as overhead to special grants.
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Fiscal 2023 Executive Summary APPENDIX
• To transfer expenditures between funds in order to adjust the amounts derived from various sources for a
multi-funded program rather than split each object and sub-object of expenditure.
• To reimburse a program for services rendered where the reimbursement is calculated on a fee basis rather
than for specic expenditures.
WASTEWATER UTILITY FUND: Established to budget for the operating and capital expenses of the City’s sewage
facilities.
WATER UTILITY FUND: Established to budget for the operating and capital expenses of the City’s water supply
system.
WORKDAY: An enterprise, cloud-based application designed for human capital management (HCM) and nancial
management systems. Baltimore’s WorkDay implementation is divided into two phases:
• Phase 1 involved the City’s HCM system (personnel management and payroll) and went live in January 2021.
• Phase 2 involves the City’s nancial management systems (grants management, accounting, procurement,
etc.) and will go live on July 1, 2022.
187
Municipal Organization Chart
City Council
LEGISLATIVE
BRANCH
City Council
President
Council
Services
Inspector
General
INDEPENDENT
AGENCIES
Board of
Ethics
Board of
Estimates
QUASI GOVT.
AGENCIES
Baltimore
Museum of Art
Visit Baltimore
Enoch Pratt Free
Library
Baltimore Dev.
Corp.
Maryland Zoo
Walters’ Art
Gallery
Family League
PUBLIC SAFETY
Circuit Court
Orphans’ Court
Sheriff
State’s Attorney
STATE
Board of
Elections
Liquor License
Commissioners
Board of School
Commissioners
Baltimore City
Public Schools
Social Services
SCHOOLS
PREPARED AND MAIN TAINED BY THE DEPARTMENT OF LEGISLATIVE REFERENCE
THE PEOPLE
City Administrator
Mayor
EXECUTIVE
BRANCH
Audits
Comptroller
Real Estate
Telecom.
Equity &
Civil Rights
Finance
Fire
General
Services
Legislative
Reference
Health
Human
Resources
Law
Police
Planning
Housing &
Community
Development
Public Works
Recreation &
Parks
Transportation
Cable & Comm.
(Charm TV)
Immigrant Affairs
Homeless Services
Minority & Women-
Owned Business Dev.
Performance &
Innovation
Baltimore City
Information Tech.
Government Relations
Employment
Development
Neighborhood Safety
& Engagement
Constituent Services
Children & Family
Success
MAYOR’S OFFICES CITY AGENCIES
Board of Finance
Board of Municipal
& Zoning Appeals
Planning
Commission
Environmental
Control Board
Comm. on
Sustainability
Licensing for
Towing Services
Parking Authority
Historical & Arch.
Pres. (CHAP)
Inclusionary
Housing Comm.
CITY SERVICES
Civil Service
Commission
Labor
Commissioner
Employees’
Retirement
Wage Comm.
Fire & Police
Retirement
Comp. Comm. For
Elected Officials
EMPLOYMENT
Biennial Audits
Oversight Comm.
Affordable Housing
Trust Fund Comm.
Fair Election Fund
Comm.
OVERSIGHT
LGBTQ Comm.
Public Art Comm.
Comm. for Women
Veterans' Comm.
Hispanic Comm.
Community
Relations Comm.
Youth Comm.
Public Safety
Advisory Comm.
War Memorial
Commission
Comm. on Aging &
Retirement Ed.
Mayor’s Comm. on
Disabilities
COMMUNITY
INPUT
BOARDS & COMMISSIONS
Muni. Post
Office
Workforce Dev.
Board
Inspector General
Advisory Board
FEDERAL PROGRAM
MANAGER
Housing Authority of
Baltimore City
188
Municipal Structure
Under the Baltimore City Charter the City’s executive functions are vested in the Mayor, the Board of Estimates,
and an independent Comptroller. The City’s legislative functions are vested in the City Council.
Recent Charter Amendments
The City Charter establishes a strong mayoral form of government, which gives the Mayor wide discretion over
City operations and nances. In 2020, Baltimore City voters passed two Charter amendments that impact this
structure.
The rst Charter amendment established the position of City Administrator to serve as the Chief Administrative
Ofcer of the City. Appointed by the Mayor, the City Administrator oversees the City’s day-to-day operations, in-
cluding the delivery of City services. The rst City Administrator was appointed in January 2021 by Mayor Brandon
M. Scott.
The second Charter amendment created City Council authority to amend proposed funding levels from the General
Fund within the Operating and Capital Budgets. This broader budget authority will rst impact the Fiscal 2024
budget process. The budget process will still require approval by both the Board of Estimates and City Council
before going to the Mayor for nal approval.
Executive
Mayor
The Mayor is the chief executive ofcer of the City. The Mayor is elected for a term of four years and is eligible
to succeed themselves without limitation as to the number of terms. If the Mayor is disabled or absent from the
City, the President of the City Council acts as ex-ofcio Mayor. If the Mayor resigns, is permanently disqualied, or
dies in ofce, the President of the City Council becomes Mayor for the remainder of the term. The Mayor appoints
department heads and municipal ofcers, serves on the Board of Estimates, and appoints two of the other four
members of the Board of Estimates. In addition to these executive powers the Mayor also has the authority to
approve or veto ordinances.
• Mayor: Brandon M. Scott
Chief Administrative Ofcer
The position of Chief Administrative Ofcer provides additional professional management capacity to support
the day-to-day operations of City government and advises the Mayor on the effective, efcient, and economically
prudent administration of public resources. The City Administrator executes the Mayor’s policies with the as-
sistance of colleagues across City government. The City Administrator’s Ofce is comprised of the Deputy City
Administrator and three Deputy Mayors.
• Chief Administrative Ofcer: Christopher J. Shorter
• Deputy City Administrator: Chichi Nyagah-Nash
• Deputy Mayor for Community and Economic Development: Ted Carter
• Deputy Mayor for Equity, Health and Human Services: Faith P. Leach
• Deputy Mayor for Public Safety: Vacant at time of publication
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APPENDIX Fiscal 2023 Executive Summary
The Comptroller is a city-wide elected ofcial that is a member of the Executive branch, but is independent of the
Mayor. Elected for a term of four years, the Comptroller is eligible to succeed themselves without limitation as to
the number of terms. Pursuant to Article V of the City Charter the Comptroller serves as a member of the Board of
Estimates and the Board of Finance. The Comptroller has executive responsibility for the Department of Audits,
the Department of Real Estate, the Department of Telecommunications, and the Municipal Post Ofce.
• Comptroller: Bill Henry
Board of Estimates
The Board of Estimates (BOE) formulates and executes the scal policy of the City with its primary policy tool being
the recommended annual Ordinance of Estimates, the City’s budget. The BOE is also responsible for awarding
contracts and supervising all purchasing by the City. The BOE is composed of ve voting members: the President
of the City Council, who serves as President of the BOE, the Mayor, the Comptroller, the City Solicitor, and the
Director of the Department of Public Works.
• City Council President: Nick J. Mosby
• Mayor: Brandon M. Scott
• Comptroller: Bill Henry
• City Solicitor: Jim Shea
• Director of Public Works: Jason W. Mitchell
Legislative
City Council President
The City Council President is city-wide elected position that presides over the City Council and serves as a voting
member. The Council President is also President of the Board of Estimates. The Council President is elected for
a term of four years and is eligible to succeed themselves without limitation as to the number of terms. In the
event of a vacancy in the Mayor’s ofce, the Council President becomes Mayor for the remainder of that term. If
the position of Council President is vacant, the members of the Council elect a new Council President
• City Council President: Nick J. Mosby
City Council
The City Council is the City’s legislative body, with the power to enact all ordinances and resolutions. City Council
members are elected from 14 districts, and the President is elected at-large, by all voters of the City.
• First District: Zeke Cohen
• Second District: Danielle McCray
• Third District: Ryan Dorsey
• Fourth District: Mark Conway
• Fifth District: Isaac “Yitzy” Schleifer
• Sixth District: Sharon Green Middleton, Vice President
• Seventh District: James Torrence
• Eighth District: Kristerfer Burnett
• Ninth District: John T. Bullock
• Tenth District: Phylicia Porter
• Eleventh District: Eric T. Costello
• Twelfth District: Robert Stokes, Sr.
• Thirteenth District: Antonio Glover
• Fourteenth District: Odette Ramos
190
Comptroller
Operating and Capital Plan Budgetary Control
Operating Plan
Level of Control
Budgetary control is maintained at the service level for each operating fund (and at the project level for each capital
project), by the encumbrance of estimated purchase or contract amounts prior to the release of purchase orders
to vendors. Purchase orders which result in an overrun of either operating or capital balances are not released
until additional appropriations are made available. In addition, the City has established a program of nancial
vulnerability assessment to provide ongoing review of internal nancial controls.
Mechanisms
• Bureau of the Budget and Management Research: All purchase requisitions are reviewed for justication
and approved for funds by an analyst in the Bureau of the Budget and Management Research. The Bureau
prepares regular revenue and expenditure projections to serve as operating guides for policy makers and
budget administrators in support of budget monitoring in order to ensure that budgetary shortfalls are not
incurred. All purchase requisitions and all items going before the Board of Estimates (BOE) for contract
awards are reviewed for justication and approved for funds by an analyst in the bureau.
• Mayor’s Expenditure Control Committee: All personnel matters that require BOE approval must be submitted
to the Expenditure Control Committee for review and recommendation prior to submission to the BOE.
• Space Utilization Committee: All actions affecting the disposition of property through sales, the leasing of
City-owned real property and City leasing of property owned by third parties, interdepartmental leases, and
the declaration of surplus real property are reviewed by the Committee. Recommendations are developed
prior to submission to the BOE for nal action to assure optimum return on real estate transactions.
• Contingent Fund: This account exists to fund emergency and/or unanticipated expenditures. The City Char-
ter limits the annual contingent appropriation to $1 million. Prior to approval of expenditures from the Fund,
the BOE reports to the City Council the circumstances surrounding the request of the expenditure.
Appropriations
The adopted budgetary plan is prepared and appropriated on a service basis by fund. The City’s integrated nancial
management system tracks spending by service, activity, and object level within each fund. Purchase orders which
result in an overrun of either operating or capital balances are not released until additional appropriations are made
available.
Encumbered Funds
Funds encumbered for contracts, purchase orders and capital improvements are carried over to the ensuing scal
year upon agency request and availability of funds.
Carryovers
Unencumbered appropriations for a particular service, purpose, activity, or project may, upon the recommendation
of the head of the municipal agency concerned and the Director of Finance, and with the approval of the BOE, be
carried over to the subsequent scal year if necessary to accomplish that service, purpose, activity, or project.
Appropriations which are not carried over lapse at the end of the scal year in which appropriated, except for
special funds ( e.g., State and federal grants, enterprise funds, etc.), the balances of which are automatically
carried over.
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APPENDIX Fiscal 2023 Executive Summary
Capital Plan
Government accounting standards and the City Charter require that operating revenues and expenses be clearly
distinguished from revenues and expenses associated with capital projects (these are the design, development,
construction and extraordinary repair and rehabilitation of physical plant and facilities, excluding vehicle acquisi-
tions). The BOE has dened capital projects as physical betterment or improvements costing more than $50,000;
items of repair, maintenance, or emergency nature costing more than $100,000; and Bureau of Water and Wastew-
ater items of repair, maintenance, or emergency nature costing more than $250,000. Physical improvements are
not restricted to buildings, but encompass a wide range of projects including street and highway construction,
maintenance and improvement of water and sewer systems, community development programs, and playground
development. In general, capital facilities are considered to have at least a 15-year useful life. Projects funded in
the Capital Budget Plan have been included in the six-year Capital Improvement Plan.
Appropriations
A large share of appropriations in the Capital Budget derive from federal grants, State grants, general obligation
bonds, revenue bond proceeds, and County grants. County grants pay for a prorated share of water and wastew-
ater improvements.
Signicant appropriations are derived from the Water Utility and Wastewater Utility Funds used to nance the local
share of utility improvements.
The City embraces a Pay-As-You-Go capital funding policy, which annually nances a portion of capital improve-
ments from current revenues of the General Fund and Water and Wastewater Utility Funds.
Monitoring
The Capital Accounting Section of the Bureau of Accounting and Payroll Services manages an automated system
which checks documents and actions creating obligations or charges in capital project accounts against avail-
able appropriations. All documents creating shortfalls are returned to agencies for corrective actions. In addition,
the Section reviews BOE actions, extra work orders, and other actions to determine impact on project balances.
All agencies ongoing capital projects are monitored by agencies on a continuous basis by assigned project engi-
neers who are responsible for construction oversight to prevent project delays and overruns, as well as to ensure
compliance with project approval procedures and appropriation limits.
Periodic surveys are conducted to assess the physical condition of facilities in the City’s inventory. Those facilities
in need of improvements are considered in a subsequent Capital Improvement Program along with other City
priorities for funding in a future year.
Particular attention is directed in the Capital Improvement Plan to infrastructure rehabilitation and facilities mod-
ernization.
Integrated Financial System
The Department of Finance has an integrated nancial management system, which links capital planning and the
accounting function. This system supports the monitoring activity described above. This system allows a careful
tracking of authorized charges to the various projects and comparison to detailed project cost estimates. The
system also assures the integrity of project payments to consultants and contractors.
Cost Control
Value engineering standards and techniques are applied to control costs in the design and project scope devel-
opment phases, as well as to anticipate and resolve project problems early. The BOE must approve all costs that
would exceed any funding previously approved by the Board for a project.
192
Key Budgetary and Financial Policies
The establishment of clear objectives to align budget planning and ongoing agency operations to address the
long-term issues and concerns confronting the City fails unless supported by sound scal management policies.
This section presents major budgetary and nancial policies that frame annual budget plan development and
implementation. Many supporting policies, including payroll, purchasing, and retirement, are not summarized
here.
Operating and Capital Budget Policies
Fundamental budget policies are set forth in the City Charter.
• Balanced Budget: The adoption of a balanced budget is not mandated by the conditions stated in Article
II of the City Charter; however, it is implicit that the revenues the City projects to receive in the next scal
year from all existing revenue sources must be sufcient to cover the total anticipated expenditures of the
next scal year. The Department of Finance recommends an operating budget to the Board of Estimates
that includes the appropriations needed for the operation of each City agency, program, purpose, activity,
and project, as well as the specic revenue sources. Total revenues are either equal or greater than the
recommended appropriations, and may be supplemented, if necessary, with prior year fund balance.
• Public Hearings: The Charter mandates that the Board of Estimates and the City Council conduct public
hearings on the proposed budget.
• Timely Adoption: The Charter schedule requires budget adoption no later than ve days before the scal
year begins.
• Budget Amendment: The Charter provides means for adopting supplemental appropriations funded from
unanticipated revenues and/or new grants and sources that materialize during the year, except for property
tax revenue. The City’s policy is to minimize the use of supplemental appropriations. In addition, the Char-
ter allows for and spells out the procedures for amending the budget to transfer appropriations between
programs within an agency and between agencies.
• Budget Monitoring and Execution: Budget analysts work closely with agency scal ofcers throughout the
scal year, from implementing the current year budget to planning the next year’s budget. Expenditure and
revenue projections are developed and reviewed on a monthly basis. The Mayor, through the Department of
Finance, exercises appropriate scal management to adjust budget policies, as necessary, to live within the
limits of the current adopted plan. The City Council reviews budget performance each quarter, during the
budget development period in the fourth quarter, and during the normal course of hearings on supplemental
appropriations.
• Long-Range Capital Plan: The Charter requires the Department of Planning to develop a long-range Capi-
tal Improvement Plan (CIP), which is updated every year. The plan is prepared in conformance with basic
capital budgeting policies, which include appropriating funds in the year in which projects are likely to begin,
nancing a portion of capital improvements from current revenues, and estimating the impact of capital
projects on the operating budget.
Fiscal 2021 and 2022 Compliance
As of publication, the City is in the process of completing budget amendment actions for the Fiscal 2021 budget
to ensure that the City closes the scal year with a balanced budget. In addition, the City is taking proactive efforts
to amend the Fiscal 2022 budget to reect a recent court ruling regarding the Fire and Police pension system. The
Fiscal 2022 budget met all requirements regarding hearings, adoption, and capital funding.
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APPENDIX Fiscal 2023 Executive Summary
Financial Forecasting Policies
The City maintains a ten-year revenue and expenditure forecast for the General Fund. The multi-year forecast
provides the basis for establishing budget targets and resource allocation to meet the Mayor’s budget priorities.
Reserve Policies
In 1993, the Budget Stabilization Reserve, also known as the unassigned fund balance or Rainy Day Fund, was
established. The Reserve is designed to provide budgetary exibility should material funding shortfalls or unan-
ticipated expenses occur. It may not be used to supplement a planning year budget, and funds drawn from the
reserve must be replenished within ve scal years.
In 2010, Baltimore voters approved a Charter amendment that eliminated a provision limiting the size of the unas-
signed portion of the General Fund balance to 1% of budgeted revenues. This restriction had placed the City in a
relatively poor position compared to other large cities and worked against the City’s interest in achieving sound -
nancial practices. The Charter permits a $1 million contingency appropriation and the Fiscal 2022 budget included
the full $1 million.
Financial Reporting Policies
The City has received the Government Finance Ofcers Association (GFOA) annual award for Excellence in Finan-
cial Reporting for over 24 years and the Distinguished Budget Presentation award each year applied since Fiscal
1988. The Comprehensive Annual Financial Report is prepared in conformance with the Governmental Account-
ing Standards Board requirements. The City annually prepares the required full disclosure statements to comply
with Securities and Exchange Commission requirements, provides fully descriptive notes in its annual nancial
report and disclosure statements, and secures an unqualied independent audit report.
Investment Policies
The City’s investment policy, adopted in July 1995, covers investment objectives, types of investments, delegation
of authority to invest, internal controls, and reporting requirements. The City operates on a pooled cash basis
and maintains a tiered portfolio containing a pyramid of investments with a long-term base and short-term top,
in order to maximize and stabilize returns. The City has maintained a ratio of current assets to current liabilities
greater than 1.0 since 1989, a ratio of less than 1.0 is considered a scal stress warning sign.
Self-Insurance Policies
The City, through its Ofce of Risk Management, has a comprehensive program of risk exposure identication,
evaluation, control, and nancing. The City is self-insured in the area of casualty and property losses, including the
uninsured portion of City buildings and contents, worker’s compensation and employers’ liability, employees’ and
retirees’ health insurance, and third party general liability and automobile liability losses. To the extent possible,
the City plans to address concerns about risk management reserves by making additional appropriations and by
adjusting agency premiums to help provide adequate funding.
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Fiscal 2023 Executive Summary APPENDIX
Debt Policies and Credit Rating
Long-Term Bond Ratings Moody’s
Rating
Standard &
Poor’s Rating
General Obligations Bond Aa2 AA
Water Senior Lien Aa2 AA-
Wastewater Senior Lien Aa2 AA
Water Subordinate Lien Aa3 A+
Wastewater Subordinate Lien Aa3 AA-
Stormwater Senior Lien Aa2 AA-
In 1990, the City adopted a formal debt
policy which sets forth annual borrow-
ing limits, consolidation of all nancing
arrangements within the Department of
Finance, refunding and renancing poli-
cies, and limits on key debt management
ratios. In the development of the annual
borrowing plan, the effects of debt on key
ratios outlined in the policy are updated
and analyzed. The objective is to main-
tain the City’s reputation in the credit rat-
ing community as having a conservative
approach to all aspects of debt manage-
ment including debt service expenses, debt retirement schedules, and debt capacity ratios. The policy recognizes
the fundamental role that debt has in the effort to maintain or improve the City’s credit rating.
The City maintains a General Obligation (GO) bond rating of ‘Aa2’ from Moody’s Investors Service and ‘AA’ from
Standard & Poor’s. In May 2007, both of these ratings were upgraded from ‘A1’ and ‘A+’, respectively, after 40 years
of being at the same rating, reducing the City’s borrowing costs and saving the City money. In 2014, Standard &
Poor’s upgraded the City’s bond rating from ‘AA-’ to ‘AA’, citing strong scal management. The City prepares an
annual debt report, semi-annual multi-year debt service projections, and a periodic debt affordability analysis.
Fiscal Policies for Economic Development
The Comprehensive Economic Development Strategy plan submitted to the State in 1999 sets forth economic
development goals, objectives and priorities. A primary goal of the economic development plan is to attract more
job generating businesses to the City. To that end, the City has developed a variety of development incentives
including loans, grants, and tax incentive programs. The budget plan estimates and reports on one type of tax
expenditure, property tax credits. The City is committed to performing consistent and thorough analysis of the
cost and benet of its tax incentive programs.
Fiscal Stability Practices
• Employee and Retiree Benets Program Costs: Since total employee compensation costs are the largest
share of the City’s expenses, it is absolutely essential that options to control costs of employee benets be
examined. The City has an ongoing joint labor-management Health Insurance Committee. Certain recom-
mendations made by the committee are subject to bargaining processes with employee groups.
• Budget Emergencies: The City Charter provides a mechanism for the Department of Finance, under guide-
lines approved by the Board of Estimates, to establish expenditure schedules or strict budgetary allotments
when warranted by nancial conditions. In addition, the City Charter permits the budget to include up to $1.0
million in General Fund appropriations as a contingent fund for emergencies.
195
Expenditures: Operating and Capital Fund Types
The Fiscal 2023 total recommended operating and capital appropriations of $4.1 billion are budgeted in six dif-
ferent fund sources. Each type, and the individual fund sources that comprise it, are described in the following
section.
General Fund
The General Fund is the City’s largest and principal fund, supported by locally generated revenues and some State
Aid. The General Fund is used to budget and account for all activities not required by law, accounting practice, or
management objective to be separately budgeted. These funds have the most exibility in how they can be spent.
The charts below show General Fund revenue trends for three major revenue sources (Property Tax, Income tax,
and State Aid) and budget trends for three large agencies (Fire, Police, and Transportation).
46.6%
48.4%
45.6%
48.8%
49.9%
49.6%
50.8%
49.7%
51.5%
49.0%
17.0%
17.8%
18.6%
18.7%
18.4%
19.1%
20.4%
20.1%
19.2%
20.1%
5.0%
5.0%
4.4%
3.7%
4.0%
4.3%
5.8%
6.0%
8.2%
9.0%
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Budget
Property Taxes Income Taxes State Aid
Select Revenues and State Aid as a Percent of General Fund Revenue
Percent
12.6%
12.5%
11.9%
12.8%
12.9%
12.9%
13.4%
12.9%
12.9%
11.1%
25.0%
26.4%
26.8%
27.2%
26.7%
26.9%
26.5%
25.1%
26.2%
25.5%
7.2%
7.3%
7.8%
6.0%
6.4%
6.6%
6.4%
6.5%
6.3%
6.5%
FY14 Actual
FY15 Actual
FY16 Actual
FY17 Actual
FY18 Actual
FY19 Actual
FY20 Actual
FY21 Actual
FY22 Budget
FY23 Budget
Fire Police Transportation
Select Agency Expenditures as a Percent of General Fund Expenditures
Percent
196
Fiscal 2023 Executive Summary APPENDIX
Special Purpose Budget Funds
The City’s budget contains two special purpose budgetary funds, the Parking Management and Convention Center
Bond funds. These funds are merged with the General Fund in the City’s Annual Comprehensive Financial Report.
The Parking Management Fund budgets for the operations of on-street parking activities and operations of parking
facilities supported by the General Fund. The Convention Center Bond Fund budgets for debt service supported by
the City’s Hotel Tax, a General Fund revenue source. The City completed its nal Convention Center debt service
payment in Fiscal 2020, with future year contributions being made to offset future expansion or renovation costs.
Grant Funds
These funds are used to budget and account for all activities that have restricted uses supported by dedicated
revenue. This group consists of federal, State, special revenue, and private grant funds.
Enterprise Funds
These funds are used to budget and account for operations, including debt service, that are nanced and operated
as an ongoing concern. Costs of providing services, including depreciation, are nanced or recovered primarily
through user charges or other dedicated revenues. Enterprise funds in the City’s budget are the Conduit, Parking,
Stormwater Utility, Water Utility, and Wastewater Utility funds. Repayment of debt service expenses incurred by
the City Industrial Development Authority, an enterprise fund, are reected in the debt service payments of the
respective funds that have utilized Authority nancing.
Internal Service Funds
The budget includes proprietary type funds accounting for the nancing of goods and services provided by cer-
tain City agencies to other agencies on a cost reimbursement basis. These include: Mobile Equipment, Printing
and Graphics, Municipal Post Ofce, Department of Telecommunications, Risk Management, Public Buildings,
Unemployment Insurance, Hardware and Software Replacement, and 800 MHz Radio Maintenance.
Capital Project Funds
All revenue sources, including loan proceeds, intergovernmental grants, certain dedicated revenues, and fund
transfers comprised of Pay-As-You-Go support from current revenues of other funds are budgeted and accounted
for in this fund group.
197
Intentionally left blank.
Chief Administrative Ofcer:
Christopher J. Shorter
Finance Director:
Henry J. Raymond
Acting Deputy Finance Directors:
Robert Cenname
Yoanna Moisides
Assistant Budget Director, Revenue:
Pedro Aponte
Assistant Budget Director, Planning and Operations:
Maggie Keenan
Assistant Budget Director, Policy and Administration:
Mara James
Budget Management Analysts:
John Burklew
Yolanda Camp
Jaime Cramer
Unyime Ekpa
Philip S. Gear
Christopher Quintyne
Revenue and Long-Term Financial Planning Analysts:
Zhenya Egorova
Jose Perez
Data Lead:
Sara Brumeld
Business Analyst:
Robert Feehley
Information Systems Analyst:
William Kyei
Executive Assistant:
Jeanine Murphy
The City of Baltimore budget publications are available at the
Enoch Pratt Free Library Central Branch in the Maryland Room
and online at budget.baltimorecity.gov.
For additional information, contact the Department of Finance,
Bureau of the Budget and Management Research:
469 City Hall - 100 N. Holliday Street; Baltimore, MD 21202
P: 410.396.5944 or Email: budget@baltimorecity.gov.
Fiscal 2023
Agency Detail-Volume II
Board Of Estimates
Recommendations
MAYOR BRANDON M. SCOTT
CITY OF BALTIMORE, MARYLAND
CATHERINE E. PUGH
MAYOR
CATHERINE E. PUGH
MAYOR
Department of Finance
Bureau of the Budget and Management Research
469 City Hall,100 N. Holliday Street
Baltimore, Maryland 21202
410-396-5944
