Leadership Analysis of FY22 and Summary of FY23 Approach

FY22 demonstrated how MDEM staff balanced the continued demands of an ongoing pandemic response with the need to adapt to a new normal and refocus on projects and opportunities which had been set aside during the height of the response. MDEM staff showed incredible resilience and flexibility as they met the needs of customers in the COVID environment. This included redesigning in-person training for online delivery, developing strategies for virtual engagement of stakeholders, and identifying safe ways to come together in person when the need arose to meet customer demands. The MDEM leadership team is proud of what the department has accomplished in FY22 to meet the needs of our customers' diverse needs. 

In October of 2021, MDEM transitioned from being an agency within the Maryland Military Department to a standalone, cabinet-level department. The Maryland 9-1-1 Board was also transitioned under the new department from the Department of Public Safety and Correctional Services. While MDEM’s mission didn’t change, how the Department did business evolved in several ways.  In a customer-first approach, the Mission Support Directorate worked hard to minimize impacts to customers including grant recipients, vendors, and state agency partners. 

FY23 will be the first full fiscal year for MDEM as a Department. The Department will continue to refine areas new to our staff like vendor payment processing, procurement, and website management to improve our customer service capabilities. Some strategies the Department will use include:
  • Working with the Governor’s Office of Performance Improvement to streamline financial processes.
  • Monitoring observable employee customer service performance to ensure that corrective actions were taken to facilitate improved performance where needed
  • Tracking survey responses and reaching out to customers whose ratings were less than "very satisfied"
  • Leveraging performance data to assist in data-based customer service planning and decision-making
  • Delivering customer service refresher training to all staff members to address and improve performance gaps
  • Delivering “just-in-time training” to remediate and address customer service matters not addressed or covered in training