Maryland Managing for Results (MFR) is a strategic planning, performance measurement, and budgeting process that emphasizes use of resources to achieve measurable results, accountability, efficiency, and continuous improvement in State government programs. The power and appeal of Managing for Results is that it integrates various management tools and techniques, provides direction for the future based on what is important for meeting consumer needs, and leads government to do the right thing with the best use of resources.
Maryland Managing for Results started in 1996 when the Governor appointed an Interagency Steering Committee staffed by the Department of Budget and Management (DBM), to develop the Maryland MFR initiative. The Committee developed a strategic planning approach to management that is enhanced by program performance measurement. As expressed by a Steering Committee member, "If we have strategic planning without performance measurement, we know that we are going in the right direction, but do not know whether we are getting to where we want to go. If we have performance measurement without strategic planning, we know how fast we are going, but do not know whether we are going in the right direction." The Governor's Interagency Steering Committee for MFR also published an in-depth Guidebook on how to Manage for Results, and developed an extensive training program in consultation with the University of Baltimore. Beginning in July, 1997, Maryland implemented MFR over a three year period throughout the Executive Branch of Maryland State government. Legislation passed during the 2004 legislative session codified the Maryland Managing for Results initiative in the State Finance and Procurement Article.
Managing for Results is linked to the State budget process and managerial decision making. The Department of Budget and Management requires agencies to submit with their annual budget requests their overall agency missions, visions, key goals and performance measures, as well as the missions, goals, objectives and performance measures for every program in their agencies. These components of agency strategic plans are included in the budget books published annually by DBM. The Office of Budget Analysis in DBM assesses agency MFR submissions within the context of the Governor's and agencies' priorities and based upon established criteria. Managing for Results is one tool that is used in making budgetary recommendations and decisions.
In coordination with the Governor’s Office, DBM publishes a MFR State Comprehensive Plan that provides a broad directive for improving and making more cost effective State resources and services. The Department of Budget and Management monitors results in key performance areas identified in the State Comprehensive Plan to assess the progress that State government is making in addressing key policy issues and efficiently solving problems that confront the State. DBM reports on the State’s progress in an annual MFR Performance Report.
In 2007 the Governor’s Office began implementation of StateStat - a performance-measurement and management tool to make state government more accountable and more efficient. Legislation passed during the 2007 legislative session codified StateStat in the MFR section of the State Finance and Procurement Article. StateStat and MFR are complementary processes. MFR strategic plans establish outcomes that agencies strive to achieve. StateStat helps agencies achieve MFR goals and objectives by examining business processes and strategic issues. The StateStat process involves frequent submission, review, and discussion of data and strategies to achieve improved performance. MFR requires annual submission and review of agency missions, goals, objectives, performance measures; data definitions and control procedures; data certifications; and discussion of agency performance.