Making Government Work for Everyone

For too long, Baltimore County has been divided—each council district acting like its own separate fiefdom. You see it in debates like Lansdowne versus Dulaney High School. While we’ve made progress, outdated systems and old ways of doing business still hold us back.

The truth is that our systems aren’t built for today. In fact, Baltimore County was nationally recognized for digital innovation mid/late last decade — peaking as high as #4 in the country — but in the last few years it’s fallen out of the top tier. We’re not keeping pace with the best-performing counties on technology, digital service delivery and modernization.

It shouldn’t take six years to build a home. Or 15 to build a school. Or 90 minutes to get from Rosedale to Tradepoint Atlantic by bus. It should not take a stack of paperwork to get a speedbump in your neighborhood or tee time with your councilman to get a permit. We can’t keep letting a vocal few hold back what the rest of us need.

It’s time to move forward as One County—united through collaboration, transparency and real public engagement.

This movement isn’t about small tweaks.

It’s about bold, systemic change that makes government smarter, faster and more responsive to the challenges we face today. Baltimore County deserves a government that works transparently, serves effectively, and puts people first.

The Smart BaltCo Initiative:

Smart BaltCo Initiative is a bold blueprint to rebuild the mechanics of County government with real accountability, modern technology and a culture that delivers results.

• Dynamic, Future-Focused Leadership: Establish two coordinated teams within the County Executive’s Office—a Response Team dedicated to the urgent challenges of the day, and a Four-Year Team charged with driving the long-term Action Plan. Together, they ensure we can manage today’s crises while never losing sight of tomorrow’s goals.
• Chief Modernization Officer: Create a Chief Modernization Officer for Baltimore County to lead efforts on efficiency, technology upgrades and service improvements and a delivery unit to focus on the 4-year plan. 
• No Wrong Door: Shift the culture across every county agency to a “Yes” mentality, where government is a partner, not a roadblock
  • Offer concierge-style customer service that helps residents navigate the system
  • Reimagine 311 as a fully engaged and integrated primary point of contact for all residents, instead of their councilmembers.
• Data-Driven Government Accountability: We will stand up a performance-based government measurement and management system, including fully utilizing BCStat and implementing ClimateStat, CrimeStat, SchoolStat, CommuteStat and HousingStat, which together will force collaboration internally and externally and improve our decision-making and tactics—and then we will give the public access to the very same system so that public can hold their government accountable.
  • Institutionalize CountyStat: The County Executive and senior staff will attend every CountyStat session and ensure meetings occur on a consistent, disciplined schedule—no skipped cycles, no delayed reviews.
  • Target Resources with Precision: We will pursue and publish disaggregated data to understand specific community needs so that County services, outreach and investments are guided by facts, not assumptions.
  • Use Data to Drive Results: All CountyStat programs will follow the same core principles: timely, accurate information shared by all; rapid deployment of resources; clear strategies and tactics; and relentless follow-up and assessment. This creates 360-degree accountability from top to bottom.
• Tech-Forward Bureaucracy: Deploy AI platforms like nVeris and modern workflow tools to eliminate red tape, streamline approvals and dramatically accelerate service delivery. These systems have reduced bureaucratic workload by up to 80% in major public agencies—and Baltimore County must embrace that same efficiency.
• Expand Equity in Procurement: Fully implement the Blue Ribbon Procurement Commission (link) reforms, initiated by CE Olszewski, and open County contracting to a broader, more diverse pool of vendors. We will set clear goals for veteran-owned, minority-owned and women-owned businesses—ensuring these pillars of our economy have real access to County opportunities and that public dollars strengthen every community.
• RADICAL Transparency: Introduce the RADICAL bill to require public reporting of all County lawsuit settlements—ending closed-door deals and restoring trust in a government that has too often stumbled through key accountability moments, from the IG reappointment and redistricting process to backroom settlements and Brady List concerns. Learn more from our action plan here.
• Top Quality Government: Ensure fair pay for county employees to attract and retain the top talent we need to deliver high-quality services.

The Engaged BaltCo Initiative:

Engaged BaltCo Initiative is our commitment to a government that shows up—accessible, responsive and deeply connected to the people it serves.

• Small Area Plans: Launch small-area planning efforts across the County and align them with the Master Plan. These plans will be created in partnership with community development organizations to ensure each community’s needs, heritage and vision are honored. See Nick’s Vision for these small areas plans with the One County Initiative. 
• Capital For a Day: Hold an annual Capital for a Day in each councilmanic district—bringing the County Executive, cabinet, and agency leaders directly into communities to address district-specific priorities.
• Office Hours: Require the Office of Community Engagement and the Department of Planning to conduct regular joint, in-district office hours, ensuring residents have predictable, accessible opportunities to raise issues and receive support.
• Revamp the Website: Redesign the County website into an AI-powered, interactive decision-tree that helps residents quickly navigate services, resources and information including making resources accessible in a variety of languages for our diverse communities across the County with Many Voice, One County Initiative. Read more about how Nick plans to Advance Equity in Baltimore County here.
• Community Surveys: Release ongoing community surveys to identify evolving challenges and guide data-driven policy responses.
• Better Budget Town Halls: Continue and improve Budget Town Halls—starting earlier in the budget cycle so residents’ input meaningfully shapes decisions.
• Stand Behind Every Executive Bill: Testify at each work session on County Executive legislation to ensure transparency, partnership and accountability.
• Improve Community Advocacy: Strengthen and expand the Department of Planning’s Capacity-Building Initiative and the Office of Community Engagement’s Community Leaders Summit, ensuring neighborhoods have the tools and training to organize, advocate and partner effectively with County government.
• Specialized Positions: Establishes specialized roles focused on communities that need direct, accountable representation:
  • Veterans Affairs Officer
  • Equity Officer
  • Renewable Energy Czar
  • Sign Czar

Baltimore County deserves modern, efficient and people-first leadership.

With Nick Stewart’s vision, we will break down barriers, build smarter systems and create a government that works—for everyone.

To see this plan in detail as it relates to solving the housing, revitalizing our communities and reinvigorating our economy, check out Nick’s Dream and Deliver Framework (click here) and his One County Initiative (click here) which represents the comprehensive plan for housing reform in County’s history. 

For more on Nick’s vision on modernizing government & uniting communities, check out his op-ed below:

Baltimore County’s next executive can’t return to business as usual | GUEST COMMENTARY

Baltimore County Executive Johnny Olszewski’s successor must maintain progressive, good governance movement, writes Nick Stewart.

Baltimore Sun