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A New Standard
When our administration launched our Customer Service
Initiative in June of 2016, our goal was to set a new
standard across state agencies and change the culture
throughout government to improve services for all
citizens.
Marylanders expect the best possible customer service
from their state government, and that is exactly what
they deserve. With the launch of our statewide Customer
Service Initiative, we are working to continually improve
state agencies and give our workforce the leadership, the
training, and tools they need to be successful.
Our primary objective was for each state agency to create
a customer service improvement plan reflective of the
specific services they provide to Marylanders. Plans included initiatives surrounding team training and
recognition, performance measures, and the collection of customer feedback. And all improvement
plans needed to adhere to the principles of the Governor’s Customer Service Promise, a new pledge for
state government to be:
● Friendly and Courteous
● Timely and Responsive
● Accurate and Consistent
● Accessible and Convenient
● Truthful and Transparent
The Governor’s Customer Service Workgroup was tasked with implementing the initiative and
monitoring its success, and providing our administration with an annual review of the progress made at
each agency. This report outlines our collective accomplishments over the past year, and we are proud
to share this success story with our customers – the constituents, businesses, and stakeholders of this
great state. Agency-specific details can also be found on their respective websites.
Special thanks go to the members of the Workgroup for their diligent efforts, including Chair Gregory
Derwart, Vice Chair Randall Nixon, Vice Chair Mike Morello, and the team from the Governor’s Office of
Performance Improvement for compiling the data and stories that define these initial achievements.
But stay tuned, because with this new standard in place we’re just getting started!
Larry Hogan
Governor
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The Voice of the Customer
Before the Hogan Administration took office, the measurement of customer satisfaction with state
services and agencies was anecdotal at best. Several agencies had their own program-specific surveys,
but the state as a whole had not analyzed overall satisfaction. Governor Larry Hogan and Lt. Governor
Boyd Rutherford made it a priority to initiate this performance metric so that success could be
measured moving forward.
After agencies drafted and initiated their improvement plans in the autumn of 2016, a simple three-
question online survey was created, which went live in January of 2017. The survey was designed to
gauge constituent satisfaction with services they received from the state. Links to the survey were made
available on agency websites, in the signature block of state team member e-mails, and from the
Governor’s Customer Service web page at http://www.maryland.gov/pages/customerservice.aspx.
Help us serve you better by completing this Customer Satisfaction Survey.
Overall, how satisfied are you with the customer service provided? (required)*
Very
Satisfied
Somewhat
Satisfied
Neutral
Somewhat
Dissatisfied
Very Dissatisfied
Please rate our customer service on the following attributes: (required)*
Very
Satisfied
Somewhat
Satisfied
Neutral
Somewhat
Dissatisfied
Very Dissatisfied
Reason for your contact with the state:
Comments/suggestions about our service:
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The survey has seen sustained engagement, gathering
almost 10,700 constituent responses from January through
June of 2017. In addition, nearly 400 responses were
submitted by state workers about their interactions with
other state agencies. All told, this amounted to just over
11,000 survey submissions in this six-month period; well on
pace to break the 20,000 survey mark before the end of
2017.
Survey volume has been consistently high week-over-week,
with the largest week bringing in 660 constituent surveys.
Even the the lowest-volume week saw over 300 constituent
submissions.
Seven agencies received over 800 surveys each between January and June, 2017: Labor (1,312); Human
Services (1,289); Transportation (1,113); Education (1,164); Health (1,029); Natural Resources (871); and
Environment (868). These seven agencies represent over 70% of the survey responses collected. Of the
other participating agencies, 14 received between 100 and 300 responses, while the remaining
organizations were rated by constituents between one and 80 times.
Overall satisfaction (defined by those who responded as “Very Satisfied” or “Somewhat Satisfied”) was
81.2% in the first quarter of 2017, rising to 82.1% in the second quarter, for a total overall rating of
81.7%. Of the 21 agencies that received more than 100 survey responses, 14 of them had overall
satisfaction ratings above the total overall average. This includes Small, Minority, and Women Business
Affairs (96.1%); Emergency Management (95.1%); Housing and Community Development (93.2%);
Commerce (92.9%); Natural Resources (90.7%); Juvenile Services (87.7%); Assessments and Taxation
(87.5%); Environment (86.3%); Labor (85.9%); Secretary of State (85.4%); Performance Improvement
(84.4%); Budget and Management (83.3%); Education (82.5%); and the Lottery and Gaming Control
Agency (82.0%).
Improvement in overall customer
satisfaction is apparent across the
agencies. Statewide, overall satisfaction
increased from 81.2% satisfied in the first
quarter to 82.1% in the second quarter, an
increase of almost a full percentage point
while also increasing in the number of
responses. Individually, 16 of the 37
participating agencies saw increases in
their second quarter rating of overall
customer service over their first quarter
scores.
When asked to rate the service provided
by the state based on the five attributes
specified in the Governor’s Customer
Service Promise, constituent satisfaction
“The document I needed
was emailed back to me
faster than I ever thought
possible! The folks in this
office really have their
act together! Thank you
to them all!”
% of Constituent
Respondents “Satisfied”
Jan. 1, 2017 - Jun. 30, 2017
Total
Overall Satisfaction
81.7%
Satisfaction by Customer
Service Promise Attribute
Friendly and Courteous
84.2%
Timely and Responsive
82.6%
Accurate and Consistent
81.7%
Accessible and Convenient
82.0%
Truthful and Transparent
81.7%
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with the individual values was equally as high, if not higher, than the overall satisfaction score.
As with overall satisfaction, ratings for the second quarter improved for each Customer Service Promise
attribute over the first quarter.
In addition to the numeric satisfaction data collected by the survey, agencies also receive valuable
insight on their performance via the comments included with the responses. Whether the comment is a
compliment about the service provided by an individual agency team member, a complaint about a
particular process, or a request for assistance, each comment is reviewed by the intended agency. Then,
follow-up action is taken as necessary.
For each survey submitted that includes contact information, the Governor’s Constituent Services office
creates a record in its contact management system. This allows the state’s executive leadership to track
the status of agency interactions to ensure that citizens are receiving a response to their comments as
well as getting assistance when it is requested. Of the over 5,900 records created from the Governor’s
Customer Service Survey submission, the average response time is just over five days.
Customer Experience Success Stories
Improving customer experience means looking at procedures from multiple perspectives. For example,
by improving business processes we are able to reduce the time it takes to process applications,
licenses, and permits. State agencies are using proven performance and process improvement
techniques such as Lean Management to eliminate waste, remove bottlenecks in transaction processing,
and to reduce errors and re-work.
Agencies are also delivering more solutions online so that information and transactions can be
completed on-demand 24 hours a day, 7 days a week, 365 days a year.
Here are some of our success stories.
At the Maryland Department of Housing and Community Development,
improving the customer experience included moving applications from
paper to online so that business owners and municipalities can easily apply
for the Neighborhood BusinessWorks program and the Local Government
Infrastructure Financing program. The Neighborhood Revitalization
program also automated its customer-facing grants system so that
hundreds of users can now submit payment requests and tax credit
certifications online.
Also, programs like the Maryland Mortgage SmartBuy program improves the customer experience by
supporting Marylanders with student loan debt to make homeownership a reality.
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Whether it is an entrepreneur trying to start a
business, or a corporation in existence for decades,
the Maryland Department of Assessments and
Taxation maintains the paperwork that allows
businesses to operate in Maryland. Two years ago, most charter filing transactions were completed by
mail or in-person. If a customer wanted to start a business or reserve a trade name in Maryland, they
had to wait 10 weeks while paperwork was processed. After a business owner filed their annual
Personal Property Return, they had to wait 14 weeks for assessors to review the submission.
Today, thanks to a strong push to improve the customer experience, Maryland Business Express, an
award winning online platform, is available for filing business paperwork and requesting documents
online. More than half of all documents are now filed online, 40% are performed outside of normal
business hours, and 1 in 5 users access Maryland Business Express on a mobile device. The time to
process document copy requests has been reduced from 10 weeks to 5 weeks; business formation
processing has been reduced from 10 weeks to 4 weeks; trade name processing times have been
reduced from 10 weeks to 48 hours; the time it takes to process business filings decreased from 57 days
in 2015 to 28 days; and the average wait times at the Customer Service Counter has decreased from 45
minutes to less than 30, plus there is no wait time in the Department’s 24 local offices because staff are
always available to interact with walk-in customers.
At the Maryland Department of Transportation,
the best way to serve its customers is to offer
online, on-demand options to conduct business,
with increasing emphasis on customer
engagement through mobile devices. MDOT’s
new OneStopShop was created to make it easier
to purchase an E-Z Pass, register a vehicle, buy
or reload a CharmCard (a rechargeable smart
fare transit card), obtain a hauling permit, and
more. Even when a personal visit to an MDOT
office is needed, innovations in customer service
can expedite the process. For example,
customers can make appointments to go into a
Motor Vehicle Administration branch office and
will be seen within 15 minutes of their
appointment time.
The Maryland Department of Health is also
improving the customer experience from multiple
perspectives. In January 2017, the Medicaid
program implemented an online claims submission
process. Prior to this, healthcare providers
typically submitted paper claims, resulting in a 6-8 month time lag before claims were processed. As a
result of the new process, providers are able to directly enter Part B claims in the Department’s
eMedicaid Portal. Claims entered before 3pm Monday through Friday are processed the same day and
paid within the same week. Since January, the Department has processed more than 88,000 claims.
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The Maryland Department of the Environment is improving the customer
experience with solutions like the ePayments Portal that allows customers to
pay invoices online, replacing paper processes. The National Pollutant
Discharge Elimination System now offers online submission and payment for
Stormwater Discharge Permits associated with General Construction Activities.
The Water Supply Information and Permitting System is also now online
enabled for the approval of water appropriation permit applications, and the
subsequent monitoring of performance compliance. Users can easily check the
status of permit applications. The Department is now also modernizing its Electronic Permit Tracking
System to improve the customer experience.
One way that the Maryland Department of Juvenile Services is
improving the customer experience is by continually listening to
its customers to enhance the user experience and ease of
accessibility of its website. For example, in response to
inquiries from families, the Department website has a page that
provides the menus and food for the month for each of its 13
secure facilities so that families can have confidence their kids are receiving balanced meals while in
detention.
In FY 2018, Juvenile Services plans to launch a family engagement page which will provide important
information about the department and the juvenile justice process, including an events calendar page to
display events at each facility where families can participate in family engagement events with the
Department’s youth.
At the Maryland Department of Labor, Licensing and Regulation,
improving the customer experience includes innovative programs
like Maryland Apprenticeship 2.0. Through the passage of House Bill
467 – Providing Our Workers Education and Readiness (POWER) –
Apprenticeship Act, the Department’s Division of Workforce Development and Adult Learning offers the
Maryland Apprenticeship and Training Program (MATP). Apprenticeships combine supervised,
structured, on-the-job training and related technical instruction to teach apprentices the skills necessary
to succeed in a specific occupation. The apprentice works full-time and receives training for a sponsoring
organization. As the apprentice completes training and demonstrates skills mastery, the percentage of
an apprentice’s wage increases until the apprentice completes the program and then makes the
journeyperson’s wage. There are over 230 registered occupations and over 9,000 registered
apprentices.
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Timely Responsiveness
Timely and efficient responsiveness is a basic hallmark of providing good customer service, with the
understanding that responding to a customer inquiry in a timely manner does not mean the same thing
in every instance. Timeliness is determined by both the process in question as well as any regulatory
guidance. Completing a background investigation is not held to the same timeline as acknowledging an
e-mail. The common thread, though, is meeting the expectation that was set for the customer. A
number of state agencies and departments have established internal rules as “basic” customer service
guidelines. Responding to social media messages within 24 hours is relatively common, though some
agencies far exceed that expectation. Standard business practices in many agencies require that e-mails,
telephone messages, and written correspondence be replied to within 24 – 48 hours. But there are
times when resolving an issue within 48 hours simply isn’t possible. It is for instances like this that the
Department of General Services requires that all inquiries at least be acknowledged by e-mail or phone
within 24 hours, even if no final resolution is achieved at that time, to provide the customer with the
knowledge that their question was received and is being addressed, as opposed to being left to wonder
if they had even been heard.
Process changes can lead to significant reductions in the
amount of time it takes to resolve a problem or complete a
customer request. At the Department of Housing and
Community Development, the staff in the customer service
division were all cross-trained and given access to the
customer service phone line and the general customer service
e-mail inbox. This change now allows all of the customer
service staff – not just the telephone operators – to assist with
phone calls during periods of high call volume, as well as to
more quickly attend to incoming e-mail requests. The
Maryland Department of the Environment used a performance
improvement system to streamline its Lead Rental Registry
system. The result of that project eliminated a three week long
backlog of responses to customers and reduced the time to
respond to new inquiries to 24 hours or less.
Hours of Operation
In order for the state to meet the needs of its customers, services need to be offered at times which are
convenient to the user. As part of the Governor’s Customer Service Initiative, agencies were asked to
review their hours of operation to better align service hours with the availability of their customers.
While standard office hours remained largely consistent, other accommodations were made by agencies
to bring services to the constituents on their time.
At the Maryland Environmental Services, a number of employees are provided with cell phones so they
can be contacted outside of their normal work hours if needed. Additionally, many employees work
outside of normal business hours – either on-call or even on-site – to meet customer needs. The
Department of Juvenile Services keeps their community offices open late on certain days to meet with
“As the president of MedStar
Franklin Square Medical
Center, let me clearly state
how impressed I have been
with the customer focus
from DBM. It shows how the
Hogan Administration is
living up to its Customer
Service Promise. This is
another example of good
government in action.”
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families in order to accommodate work and home-life schedules. This happens on both an as-needed
basis and, as in the case of Wednesdays at their Baltimore City offices, as part of a regular schedule.
The ultimate goal is to make services available on-demand. By
moving processes online, the customer is able to complete their
transactions with the state when they want, no longer
constrained by complications such as office hours, remote
locations, and transportation issues. Agencies such as the
Department of Housing and Community Development, the
Maryland State Police, the Department of Human Services, the
Maryland Energy Administration moved a number of their
program applications online. At the Department of Assessments
and Taxation, 40% of the transactions on the online Maryland
Business Express platform are performed outside of “standard”
business hours, and one in five users access Business Express on a
mobile device. The Department of Transportation created an online one-stop shop to bring together the
most popular customer service needs from across their transportation business units. The Department
of Labor, Licensing, and Regulation is exploring a similar licensing one-stop shop concept for
implementation in the near future.
Embracing the shift to mobile technologies, the Maryland Lottery and Gaming Control Agency has
created mobile apps that allow users to check their scratch-off tickets for winners, create a digital
lottery ticket that can then be scanned at their retail location of choice to purchase an actual lottery
ticket, find the latest winning lottery number, view Keno and Racetrax game winners, and more. In fiscal
year 2017, these Lottery apps were downloaded almost 320,000 times.
Connecting Online & Going Social
In today’s modern age, information is shared at the speed of the internet. No longer is it necessary to
wait for the broadcast news or tomorrow’s morning edition to get the news of the day. Instead, critical
updates can be pushed to those who most need it whenever they need it. The use of websites and social
media now allow state agencies to communicate directly and immediately via rich, interactive media.
Every state agency has a website. Combined, those webpages were viewed over 47 million times in fiscal
year 2017. While the websites vary in content from agency to agency, each is intended to provide the
public with information and resources. Contact information, published reports, datasets; these are
common among the agency websites. A number of agencies offer very interactive services via their sites.
While not every service or process is available online, the option to complete an application online is
becoming more and more common across state websites. Whether it is the ability to renew your driver’s
license via the Motor Vehicle Administration’s website or reserve a campsite on the Department of
Natural Resources’ online Compass site, offering these kinds of services to the public on their schedule is
the goal.
Customized reporting and dashboards provide user-driven, real-time reporting options for interested
parties. The Maryland State Department of Education’s State Report Card and the Maryland Department
of Health’s Vital Statistics online interface are both excellent examples of on-demand reporting that is
“It was so refreshing to
be able to speak to a
person that cared about
your issues. Your
customer service is
excellent!”
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produced by the user, not the report. Another great example is the Governor’s Office for Children’s
Child Well-Being Scorecards. The Scorecards include performance measures that are populated with
data not just from state agencies, but also from Local Management Boards – county and municipal
entities partnered with the state to provide services beyond what either could do alone.
Social media is now a critical portion of state agencies’ online strategy. Nearly every agency utilizes
Facebook and Twitter to broadcast information on at least a semi-regular basis. These stories reach the
over 740,000 followers of state
agencies and departments on
Facebook, and over 345,000
Twitter followers.
Some agencies have a set of
minimum standards for social
media use; for example Maryland
Environmental Services reports
that they have established a
minimum for themselves to post
on Facebook at least five times
each week. Other agencies post
or tweet on an “as needed”
schedule, but make a concerted
point of responding to messages
received via their social media
accounts within a very short timeframe. The Department of Housing and Community Development
reports that they typically respond to messages to their Facebook page within seven minutes.
The Maryland Emergency Management Agency received a “Very Responsive” rating from Facebook for
responding to 90% of messages in less than five minutes. MEMA became the first state emergency
management agency in the nation to join Nextdoor, a private social network that allows them to target
information with communities by geography. This gets timely preparedness and alert information
directly to the residents who need it.
At the Maryland Department of Commerce, Development Counsellors International (DCI), an agency
that specializes in marketing locations for tourism and economic development, recently released its
analysis of all 50 state economic development agencies and their social media presence and following.
DCI tracked social media activity for a six-month period and monitored number of followers,
engagement and reach across Twitter, Facebook, YouTube and Instagram. In their report of findings, DCI
ranked Maryland as the #5 state for overall social activity and #2 for Twitter (Activity on LinkedIn was
not available for their analysis).
The Governor’s Customer Service Initiative prompted a number of agencies to expand their social media
presence and usage. In 2017, the Maryland State Police increased their Facebook “friends”/likes by
17,000 and Twitter followers by 8,300. The Department of Human Services more than doubled their
Twitter followers, as did the Maryland Department of Transportation, who also tripled their number of
Facebook “friends”/likes. Other common additions to the social media outlets used by agencies include
Instagram, Snapchat, and LinkedIn.
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Engaging the Team
Training & Continuous Improvement
Customer service is a
continuous process of
self-assessment,
improvement, and re-
assessment. And while
the customer service
“attitude” may or may
not be instinctual for
some, the skills
necessary for
successfully delivering
a positive experience
to your clients can be
taught. To this end,
training is important
to creating a skillset
that will provide team
members with the
tools to deliver consistently good service to those that deal with the state. This is why training is one of
the anchor points of the Governor’s Customer Service Initiative.
Each agency provided customer service training over the course of the past year. Both online and in-
person training were used. In order to achieve and maintain high customer service standards, training
will now become an annual, ongoing process. Many agencies have made customer service training a
part of the new team member orientation process. Several larger agencies have their own trainers on
staff. The Customer Service Portal, and internal web service developed by the Governor’s Office of
Performance Improvement, helps agencies connect with these seasoned trainers and share resources to
bring this critical resource to their agencies.
Moving forward, agencies will continue to provide their team members with customer service training
opportunities. Whether the training is online, peer-to-peer mentoring, or in a face-to-face class led by
professional trainers, keeping these skills fresh is critical to providing the citizens of the state with the
customer service experience they deserve. Additionally, agencies will continue to use their survey
feedback to help them focus on areas of their business that need improvement from the customer
perspective, and review their standard operating procedures to identify processes that could be
modified to provide a more positive customer experience.
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Team Member Recognition
The Governor’s Customer Service Heroes Award was
created in the spring of 2017 to recognize team
members throughout state government who have
gone above and beyond the call of duty to solve a
specific problem for a customer, or have improved a
process to create efficiencies. Here are some of their
success stories.
Frank Pullifrone – Maryland Department of General
Services
Mr. Pullifrone is a Project Manager in the Facilities
Planning, Design and Construction Division at the
Department of General Services. When the Grand
Building, a state-owned property in Cumberland, MD
lost its heating and air conditioning due to emergency
systems failures, Mr. Pullifrone led the replacement
process. He repeatedly traveled four hours round trip
between Baltimore and Cumberland to ensure the project was successful. The Grand Building houses
the Canal Place Authority, which oversees the preservation, development, and management of the
Canal Place Preservation District, a
designated heritage area in Cumberland
around the western end of the C&O Canal.
Ellington Churchill, Secretary of the
Department of General Services, received
many compliments about Frank’s efforts at
Canal Place regarding his knowledge, how he
works with others at the site, and his
perseverance to see the project through to
completion. For this effort, Frank was
awarded the first Customer Service Heroes
Award by Governor Hogan on April 5, 2017.
Cybil Preston – Maryland Department of Agriculture
Maryland State Apiarist, Cybil Preston, and disease detector dog, Mack, have been working together
since 2015 to inspect Maryland registered honey bee hives. Maryland honey bees are exported to other
states and play a vital role to the food supply.
Mack has been trained to detect American foulbrood (AFB), a devastating and highly contagious honey
bee disease. The beekeeper is required to destroy the hive if AFB is found. This team spends the cold
months of the year working together to protect Maryland's bees. The beekeepers are always happy to
have Mack since he can inspect 100 colonies in 45 minutes, a task that would take the human inspector
“One of the ways to
improve our customer
service culture is to
recognize and celebrate
members of our team who
have gone above and
beyond the normal service
expectations to solve
problems and to improve
the services that we deliver
in a manner consistent with
the values embodied in our
customer service promise.”
–Governor Larry Hogan
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all day. Generally, Mack and Cybil work to
certify the larger beekeepers, those that ship
out of state, to places like California, ensuring
an almond crop. The customer service this
team provides, certifying over 1,700 Maryland
beehives per year, is essential for beekeepers
and the out of state transport of bee hives.
MDA is very proud of our dynamic duo--the
only one in the United States--and they have
been featured in numerous national news
stories. To expand the customer service Cybil
is also on the search for a second disease
detector dog, which we hope to have certified
by the end of the year. Thanks to their work,
Governor Hogan awarded Cybil Preston with a
Customer Service Heroes Award on May 10, 2017.
Natasha Jones & Jessica Mencos – Maryland Department of Transportation, Motor Vehicle
Administration
The Motor Vehicle Administration (MVA)
received an inquiry from an elderly
customer who was new to the State of
Maryland and needed an identification card
for medical benefits and other purposes.
The customer lives in a nursing home and
was physically unable to visit an MVA
branch office. MVA team members Natasha
Jones and Jessica Mencos offered to visit
the nursing home to collect all the
necessary information to process an
identification card. They brought a white
background from a branch office for the photo and cell phone camera. Jessica held up the white
background while Natasha took the photo. They captured the customer’s signature on a blank sheet of
paper. The customer provided copies of her identity, social security card and residency documents.
Once back at headquarters, Natasha emailed the customer’s signature and picture to their technology
team. They resized the photo and signature, and formatted all the images. Once the technical solution
was in place, the application was completed. The customer was mailed her new ID Card and was very
pleased with the premier customer service provided to help her obtain this critical document. On May
24, 2017, Governor Hogan recognized Natasha and Jessica’s efforts with their Customer Service Heroes
Awards.
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Audrey Clark and Christine Farrelly, Maryland Department of Health
When a constituent provides feedback through the Governor’s Customer Satisfaction Survey, that
feedback is provided to the appropriate agency for follow up. In this case, a constituent who is a
physician’s assistant by occupation used the survey to offer suggestions for how the Maryland
Department of Health could improve the processing of applications. Audrey Clark from the Office of
Controlled Substances Administration and Christine Farrelly from the Maryland Board of Physicians took
the constituent’s advice and
implemented measures to
immediately improve the processing
of applications. They also set in
motion plans to share information in
real-time. The result will reduce the
administrative burden for the
applicant and the agency and will
increase information reliability. For
this effort, Ms. Clark and Ms. Farrelly
were recognized with a Governor’s
Customer Service Heroes Award on
June 21, 2017.
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Participating Agencies
● Department of Aging
● Department of Agriculture
● Department of Assessments and Taxation
● Department of Commerce
● Department of Budget and Management
● Department of Disabilities
● Department of Education
● Department of the Environment
● Department of General Services
● Department of Housing and Community
Development
● Department of Health
● Department of Human Services
● Department of Information Technology
● Department of Juvenile Services
● Department of Labor, Licensing, and
Regulation
● Department of Natural Resources
● Department of Planning
● Department of Public Safety and
Correctional Services
● Department of Transportation
● Department of Veterans Affairs
● Governor’s Office of the Business
Ombudsman
● Governor’s Office for Children
● Governor’s Office of Crime Control and
Prevention
● Governor’s Office of the Deaf and Hard of
Hearing
● Governor’s Office of Community Initiatives
● Governor’s Grants Office
● Governor’s Office of Performance
Improvement
● Governor’s Office of Small, Minority, and
Women Business Affairs
● Higher Education Commission
● Insurance Administration
● Lottery and Gaming Control Agency
● Maryland Emergency Management Agency
● Maryland Energy Administration
● Maryland Environmental Service
● Maryland Institute for Emergency Medical
Services Systems
● Maryland Stadium Authority
● Military Department
● Office of the Secretary of State
● State Police
Governor’s Customer Service Workgroup
● Gregory Derwart, Chair
● Mike Morello, Vice Chair
● Randall Nixon, Vice Chair
● Pat Pscherer
● Laura Bruner
● Amelia Chasse
● Sue Battle-McDonald
● Anthony Burrows
● Crystal Glover
● Herb Jordan
● Diane Langhorne
● Susan Lyon
● Hannah Marr
● Ewing McDowell
● Corbett Webb
● Michael White
● Vickie Wilkins
● Julie Woepke