Telling Our Organizational Success Story

Structural Improvments

These improvements refer to changes in the organization's structure, including its hierarchical levels, reporting lines, departments, and divisions. Structural change may involve reorganizing teams, creating new positions, merging departments, or establishing new organizational units.

Montgomery County Fire and Rescue Services

Integrated Health and Welfare Response Initiative

What We Did: Enhanced the collaboration between Adult Protective Services (APS) and the Mobile Integrated Health (MIH) program by embedding a nurse and a social worker trained by APS into MIH teams. This unique partnership, a potential first in the nation, has brought APS's expertise directly to MIH's field operations. The APS-trained professionals assist in triaging high-utilization cases, identifying individuals who meet APS criteria, and ensuring effective coordination with APS investigators.

 

Good Things That Happened: This project has delivered quicker assessments and interventions, particularly for the elderly in crisis; eliminated gaps in service delivery; established a more holistic and comprehensive health solution for vulnerable groups; improved health outcomes; increased knowledge across teams; and strengthened community trust.

Montgomery County Public Libraries

Branch Operations Enhancement

What We Did: Restructured the branch library administration into six administrative groups, each managed by a dedicated Regional Manager. This structural change optimized oversight of the 22 branch libraries across the County. By consolidating the administration into fewer units, the department achieved a more unified and effective management approach.

 

Good Things That Happened: This reorganization resulted in fiscal savings and enhanced operational efficiency. The department saved over $560,000 in direct costs and avoided additional costs of over $800,000. This structural improvement has enabled the department to allocate resources more strategically, improving services for the public while maintaining fiscal responsibility.

Office of Procurement

Operational Restructuring

What We Did: Implemented a comprehensive restructuring of the Division of Operations team and realigned the Procurement Specialist portfolio assignments. This restructuring aligned procurement specialists with departmental needs, moving away from the previous model of division by service and commodity types. This change streamlined the procurement process and improved inter-departmental collaborations, leading to more efficient operations.

 

Good Things That Happened: The realignment has significantly enhanced customer satisfaction by improving the speed, accuracy, and quality of procurement processes. It has facilitated faster turnaround times for departmental procurement actions and has fostered a more knowledgeable and skillful workforce. This structural improvement has also led to a reduction in wasted time, creating a more effective and efficient workflow. This not only benefits the internal operations but also positively impacts our client relations and overall service delivery.

Alcohol Beverage Services

Inventory Control Loss Prevention Unit

What We Did: Established a new Inventory Control Loss Prevention Unit (ICLPU). This unit, with a dedicated manager and three field officers, focuses on reducing losses due to theft, fraud, and operational issues. In addition to the new unit, ABS upgraded other systems for surveillance and monitoring, case management, and point-of-sale and inventory management.

 

Good Things That Happened: As a result of this effort, ABS enhanced security, improved reporting, and enabled data-driven decision making for increased efficiency. ABS also created partnerships with internal and external entities and revamped processes that increased accuracy, improving the customer and employee experiences.

Office of Grants Management

Streamlined Grant Managment

What We Did: Established a new office specifically for grants management to optimize the process of securing and managing grants. The Office of Grants Management is a vital asset in the county's efforts to secure necessary funding and ensure these resources are utilized effectively for the betterment of the community. 

 

Good Things That Happened: The Office of Grants Management generates efficiency in multiple areas. Among other things, it centralizes the grant application process, leading to more efficient and effective funding acquisition; ensures adherence to grant requirements, reducing the risk of penalties and maximizing fund utilization; expands access to diverse grant sources, enabling the county to capitalize on more funding avenues; facilitates better coordination among county departments for grant-related projects, ensuring cohesive and strategic use of resources; and leverages data to improve grant management and inform strategic planning for future funding opportunities.

Office of Human Resources

Strategic Human Capital Optimization Initiative

What We Did: Initiated a strategic restructuring to improve human capital management by transferring five positions to the Office of Human Resources and reallocating $332,500 in funds to enhance recruitment and training capabilities.

 

Good Things That Happened: The transfer of five critical positions into the Office of Human Resources (OHR) creates a robust core, driving efficiency in HR operations. With a fortified staffing capacity, OHR is better equipped to attract top-tier talent and implement effective job classification systems. Increasing funding expands OHR’s strategic functions, particularly in recruitment and training. Soon-to-be developed tailored training programs will ensure that the county's workforce is skilled and ready to face the dynamic demands of its mission. This restructure is a clear indication of investment in people, aligning HR practices with best-in-class standards. By centralizing HR, the county is not just reacting to today's challenges but proactively preparing for future organizational needs.

Other Structural Improvements:

See dozens of other structural improvements that have been made acrosss County Government:

Process and Procedural Enhancements

Refining our processes translates to a more efficient and satisfying work experience for our staff, allowing them to focus on what they do best.

Department of Environmental Protection

Cured in Place Pipe (CIPP) Lining to Repair Damaged CMP Pipes

What We Did: The use of Cured in Place Pipe (CIPP) Lining is being used to repair corroded and damaged corrugated metal pipes (CMP) in the SWIM Structural Maintenance program in lieu of more costly and time-consuming traditional pipe replacement techniques. Corrosion of CMPs is a ubiquitous problem throughout public works. The Cured in Place Pipe (CIPP) Lining to Repair Damaged CMP Pipes in Stormwater Management Practices project implemented targeted interventions in the Watershed Restoration Division, focusing on innovative methods to resolve key challenges and enhance outcomes, saving money and reducing neighborhood construction impacts.

 

Good Things That Happened: An upcoming project to repair a 72" stormwater facility pipe under Steeple Rd. in Germantown will be completed in only 2 days using CIPP lining, avoiding a potentially weeks long construction process, lengthy traffic disturbances, and much higher costs. Since 2021, the combined work on 20 pipe repair projects has saved over $7 million.

Department of Health and Human Services

eICM Onboarding

What We Did: The Children, Youth & Families (CYF) Division developed a self-paced eICM training regimen that is specific to the job responsibilities of its staff, including step-by-step manuals, training videos, knowledge acquisition quizzes, and mock activities. Supervisors received clear instruction on training new staff.

 

Good Things That Happened: Supervisors have clarity about the onboarding/training process and can provide guidance to their new staff. Staff have completed mock cases with fewer mistakes, demonstrating better knowledge acquisition from the manuals and training videos. Staff begin using eICM faster and with greater confidence and accuracy

Department of General Services

Utility Bill Auditing

What We Did: The Department of General Services (DGS) must audit over 23,000 County utility bills to ensure each utility bill is correct before it is paid. County contractors identify incorrect utility bills, then interface with utility providers and correct utility bills before payment processing. The Utility Bill Audit process targets interventions between DGS and County utility bill providers, focusing on innovative methods that result in capturing dollar savings from utility billing errors and water credits.

 

Good Things That Happened:The Utility Bill Audit process was launched FY13 as part of the department's ongoing effort to optimize resources. DGS has captured $4.06 million in savings from FY13 to FY24 which the County would have otherwise paid. DGS continues to develop efficient and effective processes that optimize DGS resources.

MC311

Resident Communications Enhancments

Office of Animal Services

Process and Policy Changes

What We Did: The Office of Animal Services established many new policies to revitalize the intake and adoption process. These changes include reducing the number of questions on the adoption questionnaire by 50% and responding to appointments requests within 24 hours; replacing rigid scoring systems with informative conversations; eliminating discriminatory questions about homeownership and housing type and enhancing accessibility by providing materials in English, Spanish, and Chinese; and updating the appointment system.

 

Good Things That Happened: Updating the appointment system led to reduced wait times, improved satisfaction, and enhanced customer service. The department was able to complete record numbers of appointments, while adoption rates increased 81%. Overall, the new policies allowed for more personalized adoption experiences. Adopters successfully introduced new pets into their homes under less stressful conditions and began dialogues on responsible pet ownership practices.

Office of Racial Equity and Social Justice

Operating Budget Equity Tool (OBET)

What We Did: Designed a new tool to integrate a racial equity perspective into the budget development process to identify and reduce racial inequities within the County. The program has introduced tools and discussions around racial equity since the FY21 budget season.

 

Good Things That Happened: The impact has been significant. The tool allows robust analysis and recommendations to be used by decision-makers to allocate resources that support the County's goals of reducing racial disparities. Anecdotal evidence suggests that the budget discussions now consistently apply a racial equity lens, leading to more equitable decision-making processes.

Department of Transportation

Streamlining Transportation Demand Management Fees

What We Did: Transportation Demand Management (TDM) fees are collected annually from commercial properties in the County's six Transportation Management Districts to help support services to reduce traffic impacts, increase multimodal travel, and achieve the County's planning and climate change goals. The prior process was labor intensive and not fully effective, resulting in administrative burdens for private sector as well as County staff, and unpaid fees and inequities in compliance. Commuter Services collaborated with the Department of Finance Treasury Division to integrate TDM fee collection into the property tax billing system. This streamlined invoicing and collection, consolidating charges into one bill, which simplified recordkeeping for property owners/managers and accounting staff.

 

Good Things That Happened: TDM fees are now integrated with a consistent, well-understood process, improving customer understanding of amounts owed, purpose, and deadlines. A readily accessible online record and history of payments is available, minimizing overdue accounts and promoting equity among payers. Staff time is expected to be reduced by as much as 50% even as the number of accounts increases over time, while creating a more reliable revenue stream to support TDM services. Collaboration across departments can produce useful insights, resulting in innovative approaches to improve processes, helping to reduce inefficiencies and administrative burdens for both public and County staff.

Electronic Correspondence and Residential Response Form

What We Did: The Montgomery County Department of Transportation's (DOT) Engineering Division and Transportation Engineering Division have implemented two significant improvements to streamline their processes and enhance service delivery: implementing an electronic correspondence system and developing a residential response form. The electronic correspondence system allows for electronic signing of all division correspondence, where before approval processes were managed via email. The residential response form was developed to reduce the length and complexity of written responses to residents. The form uses checkboxes and bullets for comprehensive resident responses, replacing the need for lengthy emails and letters.

 

Good Things That Happened: The electronic correspondence system allows efficient tracking and signing of documents, enhancing project controls and accountability. This system has brought about fiscal savings and improved performance in terms of speed and accuracy, while also increasing transparency. Notably, it has halved the turnaround time for document processing, leading to more efficient project planning and construction phases. The residential response form delivery significantly improved the speed and accuracy of public responses, and boosted customer satisfaction. It has been vital in managing the increasing volume of residential requests for studies and traffic treatments, which have grown nearly fivefold since 2018. Both of these improvements have been implemented at no additional cost to the County.

Innovation Team & Office of Human Resources

Hiring Process Playbook

What We Did: Montgomery County Government (MCG) recognized the need for a more streamlined hiring process. In response, the Innovation Team and Office of Human Resources (OHR) developed the OHR Hiring Process Playbook, a procedural improvement initiative. The Playbook incorporates a behaviorally informed one-page guide, complete with checklists and best practices. It is designed to facilitate effective communication between departments and recruiters, crucial for an efficient hiring process. The specific format of the Playbook provides a clear, step-by-step guide.

 

Good Things That Happened: The step-by-step guide will accelerate hiring timelines, making the process more systematic and structured. Enhanced procedural clarity leads to improved performance in hiring speed and quality while simplifying the hiring process. 

Technology & Enterprise Business Services

Business Continuity Enhancements

What We Did: Executed a comprehensive business impact analysis and risk assessment across County operations to identify crucial systems and acceptable downtime. The department upgraded the data center to a Tier 4 facility with superior security and resiliency features, repurposing the old center for backup. It enhanced connectivity and established robust network failover systems. Additionally, the department modernized the County's storage and computing, significantly reducing its carbon footprint.

 

Good Things That Happened: This initiative has led to a remarkable reduction in recovery times for critical systems, from hours to minutes. These technological advancements have not only improved internal operations but also positioned the County as a service provider to other jurisdictions, creating potential for new revenue streams. The transition to Equinix and adoption of Nutanix have realized substantial energy savings, contributing to sustainability goals. By consolidating workloads and upgrading technology, energy consumption and vulnerability to cyber threats have been dramatically reduced.

Other Procedural Improvements:

See dozens of other procedural improvements that have been made acrosss County Government:

Training and Organizational Cultural Improvements

Cultivating a dynamic culture is about valuing the ideas and input of our workforce, promoting an atmosphere where every voice matters and every team member feels a sense of belonging and purpose.

Department of Correction and Rehabilitation

In-House Crisis Intervention Training

What We Did: Relying solely on external programs, such as those offered by the Montgomery County Police Department, limited access to training tailored to the specific demands and environment of corrections. This gap made it harder for staff to address crises safely and effectively, potentially increasing safety risks for both employees and incarcerated individuals while hindering rehabilitation efforts. The Department of Correction and Rehabilitation (DOCR) successfully implemented its first in-house Crisis Intervention Training (CIT) program, tailored specifically to address the unique challenges within corrections.

 

Good Things That Happened: This innovative approach equipped staff with specialized skills to effectively de-escalate crises and support individuals with mental health needs in a correctional setting. Tailoring training to the specific dynamics and challenges of the corrections environment highlighted the value of leveraging internal expertise to develop practical, scenario-based approaches that better equip staff to manage mental health and behavioral crises. Additionally, this initiative reinforced the need for ongoing collaboration, staff feedback, and adaptability to ensure the program remains relevant and effective in meeting the evolving needs of both staff and incarcerated individuals.

Revitalized Spaces, Recharged Teams

What We Did: Outdated facilities can create significant obstacles to maintaining safety, efficiency, and well-being. Additionally, outdated spaces can contribute to low morale, hinder rehabilitation efforts, and increase maintenance costs, straining resources and operational effectiveness. Recognizing the importance of creating welcoming and functional spaces for staff, DOCR successfully revitalized the visiting area and break rooms across Medical, Detention Services, and Community Corrections, as well as the cafeteria and gym, and added wellness programs. These upgrades included modern furniture, improved lighting, fresh décor, new gym equipment, and massage chairs. The revamped gym allows employees to work out, and the breakrooms now serve as relaxing retreats where employees can recharge, fostering a sense of appreciation and well-being.

 

Good Things That Happened: This initiative has not only enhanced morale but also has had a positive impact on productivity and teamwork, demonstrating DOCR's commitment to supporting its dedicated staff who work tirelessly in demanding environments. Revitalizing workspaces is more than décor, it is the investment in DOCR's workforce. Maintenance and continued facility updates promote teamwork and create a sense of pride, contributing to a stronger and more engaged workforce.

Office of Community Partnerships

Cultural Improvements

What We Did: The Office of Community Partnerships within the Community Engagement Cluster/Urban Districts created the Translations Unit and established an MCG Employee Limited English Proficiency (LEP) Class. The Translation Unit provides translation assistance in Amharic, Chinese, French, Korean, Spanish, and Vietnamese to County Departments. The LEP class trains County frontline employees to efficiently serve limited English proficient residents. The training includes topics such as cultural demographics and linguistic diversity, language access requirements and resources, and effective communication strategies with LEP populations.

 

Good Things That Happened: The work of the Translations Unit significantly contributes to making the County more equitable and inclusive. It reduces language barriers and expands access to services and programs for residents with limited English proficiency. The employee training improves customer satisfaction, increases accuracy in employee performance, and enhances employee morale. Overall, these improvements by the Office of Community Partnerships contribute to a more inclusive and equitable community, ensuring better service and communication for residents with limited English proficiency. These initiatives enhance both the performance of County employees and the satisfaction of the diverse community they serve.

Montgomery County Fire and Rescue Services

Cross-Department Community Resilience Team

What We Did: Deployed a cross-departmental "learning team" at one of the County's largest apartment complexes, focusing on developing a targeted methodology to increase community resilience and streamline Community Risk Reduction efforts. The initiative, led by Montgomery County Fire and Rescue Service's (MCFRS) Operations division, involved a detailed investigation of the actual conditions at the Enclave Apartments. The team engaged in on-the-ground interactions and deep research, aided by the Department of Permitting Services, the Department of Housing and Community Affairs, and CountyStat, to tailor their services specifically for the impacted community. This approach marked a shift from generic service provision to a targeted, context-specific strategy. The project's next phase will expand its scope, incorporating insights and feedback from the initial deployment. It aims to refine methodologies, enhance inter-agency collaboration, and further tailor services to meet specific community needs.

 

Good Things That Happened: The team’s hands-on approach has significantly improved the quality of community risk reduction services. By establishing personal contacts and deeply understanding the community's context, the team has been able to offer more relevant and effective solutions. This new methodology not only benefits the residents of the Enclave Apartments but also serves as a model for future community risk reduction initiatives across various communities. 

Department of Environmental Protection

GreenLight Communications Workshop Training

What We Did: The Communications Division of the Department of Environmental Protection (DEP) implemented a media training program to improve staff skills in promoting programs and interacting with the media. Recognizing that staff felt unprepared for media interactions, DEP Communications developed a training plan to educate and inspire them. This program, classified as "employee training," aims to better prepare staff for interviews and on-camera presentations.

 

Good Things That Happened: The media training program has resulted in improved employee skills and morale. Since its implementation, staff members have expressed overwhelming support for the media training, with requests for regular repeat training. This has led to better preparation for media interactions, evidenced by four staff members being interviewed by local media to promote various programs and projects. The success of this initiative highlights the importance of effective media training in enhancing staff capabilities and promoting departmental initiatives.

Office of Human Resources

Montgomery County Leadership Academy

What We Did: In partnership with the Universities at Shady Grove, the Office of Human Resources established the Montgomery County Leadership Academy (MCLA) to cultivate adaptive leadership and continuous learning among Montgomery County Leadership Services (MLS) employees. Approximately 35 diverse management employees participate, representing varied backgrounds, departments, and experience levels. The program covers may topics including problem solving, emotional intelligence, persuasion, communication, ethics, change management, diversity and inclusion, and community wealth building.

 

Good Things That Happened: The MCLA enhances professional and personal skills in a changing environment. It develops leadership skills; promotes an inclusive, growth-oriented culture; encourages innovative and collaborative problem-solving; and strengthens community engagement and ethical leadership.

Other Training and Cultural Improvements:

See dozens of other training and cultural improvements that have been made acrosss County Government:

Service Improvements

Alcohol Beverage Services

Local Products Partnership

What We Did: Alcohol Beverage Services’ (ABS) Local (LOC) Program supports local alcohol manufacturers through marketing and in-store product placement. LOC helps local brewers, distillers and fermenters get a foothold in the competitive alcohol market. This year, ABS partnered with Visit Montgomery on two projects. Together, they wrapped two of ABS’s alcohol delivery trucks with Visit Montgomery’s Tastemakers Trail marketing, and ABS participated in the tourism bureau’s Go MoCo Month campaign by offering 10% off local products through the month of May.

 

Good Things That Happened: Trucks are highly visible on County roadways, viewed by commuters from all over the metro area and giving local businesses an impactful boost. The Go MoCo Month campaign generated a 79% increase in revenue in the LOC category over the previous May.

Dry January

What We Did: Although ABS sells alcohol for wholesale and retail, it is also committed to responsible consumption. ABS recognizes that Dry January represents a time when many people abstain from alcohol or practice mindful drinking. ABS aimed to satisfy customers who wanted a different kind of “adult” beverage. ABS celebrated Dry January with discount prices on non-alcoholic beverages in its retail stores. ABS also offered tastings of alcohol-free products and posted mocktail recipes on its social media accounts to promote health and moderation. The project aimed to connect with customers who wanted the taste and ritual without the negative consequences of alcohol.

 

Good Things That Happened: Although non-alcoholic products are a small sales category for ABS, year-over-year sales were up 15.5%. While it may have seemed counterintuitive, Dry January generated buzz around health and responsibility, which are top priorities for the department. More than increasing the bottom line, ABS aimed to connect with consumers looking for new ways to enjoy the taste and ritual of drinking without the negative consequences of alcohol.

Highly Allocated Products Distribution Expansion

What We Did: ABS uses a two-pronged approach to distributing its rare products—monthly drops and lotteries. The department wanted to make these highly allocated (HAL) products more accessible and equitable for County residents. ABS made two changes. It revamped its popular Second Saturday HAL releases to include four Sundays per year to accommodate customers who are unable to participate on Saturdays for various reasons, most notably religious observances. ABS also offered a special lottery that was open to Montgomery County residents only, in addition to its Montgomery County and Maryland resident lotteries.

 

Good Things That Happened: With the new Sunday drops and special lottery, the HAL program enjoyed growth in customer support, positive media representation, supplier allocations and total sales. More than 7,800 County residents entered the special lottery. ABS continues to pursue its commitment to fair and equitable access to rare and hard-to-get products. The team learned that even the most popular and successful programs have room for improvement and expects that the HAL program will continue to evolve with changing trends and opportunities.

Department of General Services

Going Green Initiative

What We Did: In December 2018, the Department of General Services (DGS) embarked on a journey to reduce its environmental footprint through the Green Initiative. This innovative program aimed to promote sustainability by leveraging cutting-edge technology and encouraging eco-friendly practices. The Going Green Initiative project implemented targeted interventions in Central Services, focusing on innovative methods to resolve key challenges and enhance outcomes.

 

Good Things That Happened: Key Achievements: Implemented energy-efficient technologies on over 600 multifunctional printers (MFPs); enabled customers to delete unwanted print jobs, reducing paper waste; and automatically deleted print jobs held for 30 days, minimizing unnecessary printing. The team gained critical insights into effective strategies and innovative approaches that can be applied across similar projects in DGS.

 

Health and Human Services

Community Connect Application

What We Did: Developed the Community Connect Application to streamline client transactions and enhance Case Worker efficiency in the Department of Health and Human Services (DHHS). This application allows clients to access services 24/7 through a digital portal, update records, track application statuses, and apply for DHHS services. Case Workers can directly upload documents from the client's application, reducing time spent on manual data entry and back-and-forth communication. The second phase of the project will introduce features for residents to apply for major County programs, including health, dental, and rental assistance. It will offer bilingual Spanish access, real-time application status updates, and virtual assistance for users on the portal.

 

Good Things That Happened: The application has significantly reduced the need for clients to visit DHHS offices physically, improving the client experience. It has also allowed Case Workers to focus more on client service rather than administrative tasks, resulting in a more efficient case management process. These improvements not only enhance service delivery but also increase accessibility and convenience for residents seeking DHHS services.

Bridges to Wellness

What We Did: Expand the School & Community Youth Services (SCYS) by implementing the Bridge to Wellness initiative. The initiative extends mental health services, case management, and youth development support to 19 Montgomery County Public Schools high schools that do not have high school wellness centers. This expansion, approved by the County Council, included hiring a full-time mental health professional, a case manager, and a youth development specialist for each school. HHS staff diligently worked on updated budgets, staffing plans, referral procedures, and provided continuous support and training to nearly 60 new staff members.

 

Good Things That Happened: The program has increased access to vital services for families and students in need. It is anticipated that the program will contribute to reduced psychiatric hospitalizations, decreased school absenteeism and delinquency, and improved family self-sufficiency. So far, the initiative has provided 8,000 mental health support sessions to almost 700 students. Furthermore, 88% of students receiving therapy for at least 6 months showed significant improvement or maintained their condition.

Department of Environmental Protection Improvements

 

Transfer Station Radio Infrastructure Installation and Upgrade

What We Did: Installed a new radio communication system, including new radios, five repeaters, antennas, and a dedicated Wi-Fi network.
Good Things That Happened: Enhanced operational efficiency and safety across the 52-acre site. Reduced programming time for radios by 97% and decreased safety incidents by 41.3%.

Hauler/Collector Licensing Application

What We Did: Transitioned the licensing process from a paper-based system to an automated online procedure.
Good Things That Happened: Streamlined process from weeks to hours, reducing station traffic. Improved customer satisfaction and operational speed, and repurposed full-time employees.

Tire Tracking Application

What We Did: Implemented a tire tracking application to monitor tire disposals and ensure compliance with hazardous waste permits.
Good Things That Happened: Halved the time for data collection, streamlined compliance process and provided valuable data for policy making.

Unattended Vehicle Processing Kiosks

What We Did: Installed self-service kiosks for vehicle processing at the Material Recovery Facility.
Good Things That Happened: Improved accuracy in environmental reporting and operational efficiency, cutting transaction time by half and freed up staff for other duties.

Transfer Station Enforcement Application

What We Did: Developed a mobile application for recording violations and generating Notice of Violation documents.
Good Things That Happened: Reduced violation processing time from 30 minutes to 3 minutes. Significantly enhanced efficiency and accuracy of enforcement operations.

 

Department of Transportation Service Improvements

Active School Zone Alert on WAZE App

What We Did: Traffic safety is a top priority in Montgomery County, especially around schools where children and families are walking. In 2023, the school bus monitoring program issued 52,066 citations, highlighting the urgent need for drivers to remain vigilant and prioritize the safety of students. Montgomery County school zone alerts have been integrated into the WAZE app. Using the time protocols programmed into school zone flashers, the app sends real-time notifications to drivers via mobile phone or in-car GPS, alerting them to reduce speed and exercise extra caution in these areas.

 

Good Things That Happened: Key Achievements: Prevention is challenging to quantify, but if this alert prevents even a single injury or loss of life among the county's residents or youth, it will be invaluable—far outweighing any associated costs. The team gained critical insights into effective strategies and innovative approaches that can be applied across similar projects. Integrating multiple strategies to notify the public about safety is extremely important to create behavior change.

Paint the Plow Contest

What We Did: Many residents do not fully understand the importance of the County's public service workers and their contribution to their quality of life. The public does not often get to interact and learn from public service employees. MCDOT Highway Services Division implemented the Paint the Plow Truck Day Community Engagement Initiative project. This included a free, interactive truck day event and a middle school snowplow naming and decorating contest. Attendees at the event rate the snowplow designs and award cash prizes for the first, second, and third place went to the participating schools' art program.

 

Good Things That Happened: In 2024, MCDOT received an outpouring of gratitude from Montgomery County Public Schools (MCPS) for student and community member exposure to the work of the Highway Services Division. Students and event attendees gained an understanding of the important job of DOT workers. The team gained critical insights into effective strategies and innovative approaches that can be applied across similar projects in the Department of Transportation.

 

Zero Emission Bus Transition Roadmap

What We Did: A Zero Emission Bus Transition Plan was released in Spring of 2024, to ensure that the Montgomery County Climate Action Plan goal of zero emissions by 2035 is achieved. The plan will be updated regularly to reflect new funding streams and advanced technology options.

 

Good Things That Happened: Creation of a comprehensive planning, management and tracking tool that evaluates risks and mitigation strategies; provides current and future technology and energy options; analyzes operations, capacity, and service needs; provide costs and funding sources considerations; and clearly outlines next steps for implementation. The team gained critical insights into effective strategies and innovative approaches that can be applied across similar projects. Collaboration between DGS and MCDOT allowed for an in-depth look at plans for acquiring buses, and the needed facilities and infrastructure to support them, to inform decisions.

White Flint West Workaround by MCDOT's Engineering Division

What We Did: Improved roads and built new paths for biking and walking in North Bethesda. This helps the area grow and become a better place to work and live.
Good Things That Happened: Invested $74 million in improvements to make this area better for business and enjoyable for people.

Woodmont Avenue and Bethesda Avenue Cycletracks by MCDOT's Engineering Division

What We Did: Built safe paths for biking and walking in downtown Bethesda.
Good Things That Happened: Costing nearly $2 million, this project makes it safer and easier for people to get around without a car.

MCDOT Highway Services Tree Maintenance Program Grant Efforts

What We Did: Planted over 2,000 trees along streets and sidewalks.
Good Things That Happened: With grants totaling $437,000, we added significant numbers of trees to make neighborhoods nicer and greener.

EV Charging Partnership Initiative in Public Parking Garages by MCDOT's Parking Division

What We Did: Worked with Pepco to add 16 new electric vehicle (EV) charging stations in our parking areas.
Good Things That Happened: This investment in new infrastructure did not cost any county dollars and improved access to charging stations for owners of EVs.

Parking Meter Modernization by MCDOT's Parking Division

What We Did: Updated parking meters to make them easier to use and better for the environment.
Good Things That Happened: These new meters save approximately $378,000 every year. They’re better for everyone who parks in the county.

Bike Match MoCo by MCDOT Commuter Services Office & Communications Team

What We Did: Started a program where people can donate bikes they no longer use to be distributed to others who need them.
Good Things That Happened: This program doesn’t cost the county anything, and over 500 people have gotten bikes. It’s great for health and getting around.

MCDOT Ride With Pride Inclusion Campaign

What We Did: Launched a Pride-themed bus to celebrate inclusivity. It traveled all over the county for Pride month.
Good Things That Happened: Wrapping the bus cost $8,500, which is $1,500 less expensive than usual advertising. The bus was a hit on social media and news, showing the county's commitment to equality and making public transport a welcoming space for everyone.

 

Department of Permitting Services

Tracking Turnaround Times on a Permitting Dashboard

What We Did: Creating a dashboard to show customers the timeline for reviewing and issuing building permits in a permitting services department can be a valuable tool. A clear and accessible dashboard shows customers where their permit stands in the review process, building trust and setting realistic expectations. It also kept the department accountable to deadlines, ensuring that reviews and approvals happened on time. Customers can easily see how long each stage of the process is taking, holding everyone involved to a higher standard.

 

Good Things That Happened: The permitting dashboard assists developers to plan their projects accordingly to complete on time and budget. It enhanced transparency, communication, and customer satisfaction. However, it required addressing challenges related to data accuracy, system integration, real-time updates, user interface design, and ongoing resource allocation. By overcoming these challenges, the dashboard can significantly improve both the customer experience and internal efficiency for the department.

Auto-Delivery of Use and Occupancy Certificates via Email

What We Did: Implemented an automated system for delivering Use and Occupancy (U&O) certificates via email immediately after a permit receives a final inspection. This technological improvement allows primary permit applicants to receive U&O certificates instantly. Customers can also search online and print the U&O certificate using the permit number.

 

Good Things That Happened: This change, using existing department resources without additional software costs, reduced delays in occupying new homes or commercial properties and enhanced customer satisfaction. It also improved employee morale by freeing up staff resources for other critical tasks. The department saved on materials like envelopes and postage, and customers benefited significantly by being able to occupy their properties without unnecessary delays.

Department of Recreation Improvements

Department of Recreation Kids Day Out / Teens Day Out

What We Did: Expanded partnerships with MCPS to provide full-day programs for kids and teens on non-school days, including special programs for children with disabilities.
Good Things That Happened: MCPS contributed $56,775, saving families a substantial amount in registration fees. 2,271 youth enjoyed safe, engaging activities for 18,168 hours, reducing unsupervised time and risky behaviors.

Department of Recreation Senior Outdoor Fitness Equipment

What We Did: Created the first outdoor fitness area for seniors in the County at Holiday Park Senior Center, featuring a variety of accessible exercise equipment.
Good Things That Happened: Significant community engagement and improvement in physical and mental well-being of seniors. Received the NaCo award of Best in Class in 2023.

Department of Recreation Teen Mental Health First Aid

What We Did: Launched the first Teen Mental Health First Aid (tMHFA) program in Maryland, teaching teens how to support their peers in mental health crises.
Good Things That Happened: 22 youth became certified TMHFA Youth Ambassadors, leading to the successful "VIBE Check Up" program in teen camps.

Department of Recreation Free In 23' and more in 24'

What We Did: Shifted from individual transactions to community benefit, offering free access to all Recreation and Senior Centers.
Good Things That Happened: Decreased revenue by $200,000 but saw a 51.64% increase in foot traffic and a 47% rise in enrollments, enhancing community well-being and equity.

 

Department of Environmental Protection (DEP) Service Improvements

Eliminating Bacteria Pollution in Willet Branch

What We Did: The Little Falls Watershed Alliance discovered elevated bacteria levels in Willett Branch leading DEP to conduct investigations with a consultant, KCI, in downtown Bethesda. Investigations revealed sewage entering the storm drain system on North Lane at the convergence of three large buildings and the Bethesda Metro which greatly increased the difficulty in tracking the pollutant source. The Bacteria Pollution in Willett Branch project implemented targeted interventions in Watershed Restoration and Energy, Climate and Compliance, focusing on innovative methods to resolve key challenges and enhance outcomes.

 

Good Things That Happened: With the cross-connection identified and repaired, a significant source of daily pollution was eliminated from the storm drain system and the environment. This success was featured in a blog by Little Falls Watershed Alliance. The team gained critical insights into effective strategies and innovative approaches that can be applied across similar projects in the Department of Environmental Protection.

Gude Landfill Remediation

What We Did: DEP remediated and capped over 160 acres of Gude Landfill and replaced the above-ground landfill gas collection piping system with an enhanced below-grade landfill gas collection system. The department also restored the stormwater management system by installing a new stormwater pond and other stormwater management features. The Gude Landfill Remediation Project minimizes environmental impacts by enhancing landfill gas collection as well as leachate management. This project includes passive reuse amenities to promote land reuse.

 

Good Things That Happened: This remediation project resolves the Consent Order issued by Maryland Department of the Environment. The passive reuse amenities that are planned after construction will provide a recreational park for County residents, more specifically Derwood Station, located adjacent to Gude. The team gained critical insights into effective solid waste remediation strategies and innovative approaches that can be applied across similar projects in the Department of Environmental Protection.

 

ESD BMP Public Maintenance Program

What We Did: Implemented a program to maintain stormwater management practices on County property, using sustainable planting plans.
Good Things That Happened: Achieved over $500,000 in annual cost savings at one pilot site and earned recognition from the National Association of Counties and the Water Environment Federation.

Commercial Food Scraps Recycling Partnership Program

What We Did: Provided technical support and developed partnerships to facilitate food scrap recycling for commercial entities.
Good Things That Happened: Successfully guided 37 partners to recycle over 1.8 million pounds of food scraps, boosting recycling efforts and customer satisfaction.

New Energy-Efficient Buildings Property Tax Credit

What We Did: Introduced a property tax credit system to encourage energy-efficient building practices.
Good Things That Happened: Promoted sustainable building, aligning with the County's climate goals and supporting the needs of the building owner community.

Residential Electrification Incentives Pilot Program

What We Did: Developed a pilot program to help residents transition to efficient electric appliances and systems.
Good Things That Happened: Allocated a budget of $775,000 for equitable fund distribution and direct payment upon work completion, simplifying residential electrification.

Montgomery Energy Connection

What We Did: Created a central hub for energy resources and education, funded by $1.6 million from Pepco/Exelon merger funds.
Good Things That Happened: Engaged in over 92,000 interactions, promoting energy efficiency and financial assistance, exemplifying successful government-community partnerships.

 

Montgomery County Police Department

Drone as First Responder (DFR) Program

What We Did: Launched a Drone as First Responder program, using unmanned aircraft systems (UAS) to quickly respond to 911 or police calls, providing aerial support in emergency situations. Drones are prepositioned on buildings within operational areas. Upon receiving an emergency call, they are deployed to the scene, offering real-time information to ground officers. This aids in efficient resource allocation, better decision-making, and potentially de-escalating incidents, enhancing safety for officers and the community.

 

Good Things That Happened: This program has improved police response times, making MCPD more efficient. It helps in locating and apprehending suspects and, in some cases, reduces the need for ground officer deployment. The DFR program is strictly for responding to emergency calls and is not used for surveillance or patrolling.