We all know her as the CEO of Baltimore, and the Mayor who assumed power amidst scandal to battle an enormous budget deficit. She is the second youngest Mayor, and the second female Mayor in the city’s history, and honored with numerous awards and accolades since being sworn into office in February 2010. We sat down with Madame Mayor Rawlings Blake to discuss her ambitious agenda for Baltimore, the challenges of being a working mother, achievements made to date, and the legacy she would like to leave to Charm City.
Charmed | You have set a thoughtful and ambitious agenda for Baltimore City, promoting legislative and policy initiatives that improve people’s lives. Better Schools. Safer Streets. Stronger Neighborhoods. What key initiatives have been accomplished?
Mayor| Several things have been accomplished in these areas, and there is more to come.
1) Better Schools. This year, despite a historic $121 million budget deficit, we provided critical funding for our schools. We fully funded the City’s obligation to the schools, doubled investment in the Teach for America program, maintained funding for Experience Corps, preserved funding for effective after-school programs, and maintained funding for school-based health centers.
These are programs that produce real results for our children, and give them the resources they need to be healthy, alert and prepared for every school day.
In the coming year, I will be working on improving school attendance. Children miss learning time when they are tardy or chronically absent. These children have the lowest scores on standardized tests. It is important to work with organizations to identify the children and families that need supportive services to ensure students do not miss valuable school-time.
2) Public Safety. In the last decade, we have made tremendous progress on public safety. Overall violent crime is at two-decade lows. This is not a cause for celebration but a call for further action. The historic reductions in violent crime demonstrate that Baltimore can be a safer City. This year, we introduced a Comprehensive Plan to balance the budget to avoid laying-off hundreds of police officers. We maintained funding to vital specialized units and crime camera technology that support the efforts of patrol officers. Also, the Commissioner and I are implementing a plan to hire 450 new police officers in the next two years.
Further, we are working with our state and federal criminal justice partners to make sure violent criminals are given significant penalties for gun offenses.
When I participate in a Citizens On Patrol (COP) walk in the City, I walk with not only citizens, but agency heads and City employees to identify other quality of life challenges and problems that need to be addressed. It builds trust between residents and City Hall. I depend community input. I am also a big proponent of using technology to assist with every area of government. We utilize Facebook,. Twitter, and Nixle to communicate with the public.
3) Stronger neighborhoods. In September, my administration will unveil a plan to help confront the problem of vacant houses in Baltimore. There are as many as 30,000 vacant homes in neighborhoods across the City, and we cannot begin to rebuild unless we can put them in the hands of responsible communities, developers, and non-profit organizations. Removing the blight caused by vacant homes will breathe new life into struggling communities and create jobs for the City.
Charmed | What is Baltimore City’s greatest asset?Mayor| Baltimore is a city of strong and vibrant neighborhoods. I don’t know of many other cities where people so closely identify with their neighborhood. Part of why our neighborhoods are so dynamic is the spirit of the people of Baltimore. Look North, South, East, or West—you can find communities more than a century old, each with its own personality, design, and charm.
I was quite impressed with how our communities came together during the snow storm. We embrace each other. It is a real hometown. Even if you are not from here, the community just wraps you in, and I love that about our city.
Charmed | What legacy do you want to leave to the city of Baltimore?
Mayor| I am not concerned about my legacy. I have a vision for Baltimore: better schools, safer streets, and stronger neighborhoods for our citizens. My administration is focused on making every community in Baltimore an attractive place to raise a family, start a business, and lead a fulfilling life.
Charmed | Being a working mom, what advice do you offer to other working moms?
Mayor| My advice would be to treat yourself as you would your best friend, with forgiveness. Don’t beat up on yourself for the small things. Allow yourself to make mistakes. And remember that memories and relationships are built on quality not quantity.
Charmed | What are your aspirations for the newly created Baltimore City Chief Service Officer position and its impact on the community?
Mayor| The people of Baltimore are an untapped source for good. The Chief Service Officer will be responsible for engaging residents in moving the city forward. The position is a new and innovative platform for civic engagement.
In the first year, I want our new Chief Service Officer to be connecting hundreds of people with meaningful volunteer activity in their community. I expect it will be the start of a movement. Residents will no longer look at a problem in the City and say, “What is the City doing about this?”; they will reach out and say “What do you need me to do?” and be part of the solution.
Charmed| What is being done to ensure all children have access to city sponsored programs and events, regardless of financial need?
Mayor| I want every child ready to learn when they enter school, and ready to earn when they leave school. But too often I hear parents and young people say, “I didn’t know how to find the closest recreation center,” or “How can I find a job?” I asked my staff to find a way to pull information about all of our resources into one place so people can more easily find what they need.
In the spring, we launched a new program called “Youth B’More” that does just that. Now, every child and family can find and connect with resources available to them. On the site www.youthbmore.com, with a simple search, you can find the recreation, education and employment opportunities offered by many City agencies.
Charmed| The “Transition Tracker” is a unique way for citizens to monitor the progress on mayoral objectives. Why was it important for your objectives to be transparent to the community?
Mayor| I grew up believing that I could impact my city, and I want people to have that same feeling. I found it to be useful to get information out in real time about things that are going on. I want people to know what we’re doing all the time. I want to be able to tell people exactly what’s going on, and I want to get feedback. People who are active in their communities take pride in their ability to connect with government. They like to know ahead of time what’s going on, and they, in turn, own that information and share it with other members of the community. We’re looking for ways that we can do even more of that. I’ve been pushing social media in my administration. We have Facebook, we have Twitter, we have YouTube videos, and we also have Nixle, a text messaging system for alerts and advisories.
Charmed| In 2007, you launched and hosted citywide “Baltimore’s Top Neighborhood Moms & Dads” contests to allow communities to recognize and honor men and women doing exceptional work to make their neighborhoods better, safer and stronger. What have you learned about Baltimore parents through this contest?
MAyor| There are those who show great dedication to family and community. It is inspiring to see the commitment of those people in our neighborhoods who protect, cherish, and build upon everything that is good about Baltimore. Sadly, too often in our city children don’t have the role models they need at home. Neighborhoods do not become good or bad over night. When individuals come together and take ownership of their neighborhood’s success, challenges become opportunities, and we begin to make progress. Those neighborhoods and their families become strong and thriving.
Charmed| What is city government doing to improve lives for families and children in Baltimore City?
Mayor| This year, Baltimore City taxpayers faced the worst fiscal crisis in the City’s modern history. The gap between the cost of maintaining services and revenue was $121 million, equal to half the police force or the entire firefighter force. We confronted this crisis together, and made the tough choices necessary to protect our core priorities: public safety and public education. This year’s budget fully funds our obligation to public schools, maintains every single police officer, reduces fire company closures, and keeps all community libraries open–all without raising property taxes.
Charmed| What exciting developments and improvements are in store for Baltimore?
Mayor| In the last decade, more and more, Baltimore has become an attractive place for sporting events. Now, with the advent of the Baltimore Grand Prix in Septmeber 2011, we are a home for Indy Car Racing. This event is a game changer for Baltimore. According to estimates, over five years the City will generate $11 million in direct tax revenue, 2000 full-time equivalent jobs will be created, and $250 million in spending will be injected into the local economy.
I am also excited about next year’s US Conference of Mayors Annual Meeting. Baltimore is hosting the largest meeting of national political leaders Maryland has ever seen. This will be a unique opportunity to share the best of Baltimore with the leadership of our nation’s top cities, as well as our key federal partners. It is my goal that Baltimore will be the best host city the U.S. Conference of Mayors has ever had!
Reporter- Zach Davidsonhttp://www.baltimorecity.gov/.
To find additional information and city resources, visit
