Telling Our Organizational Success Story

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.

 

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

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

 

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.

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. We also created partnerships with internal and external entities and revamped processes that increased accuracy, improving the customer and employee experiences.

 

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.

 

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 our workforce is skilled and ready to face the dynamic demands of our mission. This restructure is a clear indication of our investment in our people, aligning our HR practices with best-in-class standards. By centralizing HR, we are not just reacting to today's challenges but proactively preparing for future organizational needs.

 

What We Did: MC311 has made numerous enhancements across many departments to streamline service and reduce the number of transfers an individual experiences before receiving an answer to their questions.

• Department of Environmental Protection Queue Creation: A new queue was established to handle high-volume calls efficiently, enabling quicker onboarding of agents and reducing the wait times for callers. This leads to faster connection to services, improved accuracy in service requests, and a simpler process for both customers and customer service representatives.
• Health and Human Services Internal Transfer Elimination: By removing unnecessary internal transfers, customers now experience first-contact resolution or are quickly directed to HHS experts. This change has improved service efficiency and reduced complexity for users.
• Department of Permitting Services Internal Transfer Reduction: Simplifying the scheduling process for inspections, especially when customer contact IDs are unavailable, has alleviated significant customer pain points. This results in more efficient call resolution and better operational performance.
• Knowledgebase Article Streamlining: MC311 has collaborated with other departments to refine the information provided to customer service representatives, aiming to reduce the volume and complexity of knowledge base articles. This makes it easier for customers to access county information and services and enhances the clarity of instructions for customer service representatives..
• Customer Survey Expansion: In partnership with CountyStat, MC311 is measuring customer satisfaction across various channels, which now allows for a detailed analysis of performance by department. These surveys aim to use customer feedback to refine and improve service standards countywide.

Good Things That Happened: Overall, these improvements have led to a more efficient, user-friendly experience for County residents, marked by quicker service connections, increased operational efficiency, and greater customer satisfaction

 

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.

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 as 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.

 

What We Did: The Montgomery County Department of Transportation's (MCDOT) 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.

 

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. 

 

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

Good Things That Happened: This initiative has led to a remarkable reduction in recovery times for critical systems, from hours to minutes. Our technological advancements have not only improved internal operations but also positioned us 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 our sustainability goals. By consolidating workloads and upgrading technology, we've dramatically reduced our energy consumption and vulnerability to cyber threats.

 

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.

 

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 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. 

 

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.

 

What We Did: In partnership with 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.

 

What We Did: Developed the Community Connect Application to streamline client transactions and improve program 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. Clients can directly input household information and upload documents pertaining to their requested services and both the information and documents are automatically associated with other service. This significantly decreases application completion time. Validation of information and communication with the customer will be streamlined through our eligibility system to the client dashboard for transparency and efficiency in application processing. 

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 multi-lingual (Spanish, French, Vietnamese, Amharic, Mandarin Chinese, Korean)  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. The client will have real-time presumptive eligibility status feedback for all applications. The customer will also have a 24/7 dashboard access of all detailed outcome of all application results, including benefit approval status and coverage time. 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. 



Under Construction: The Community Connect Portal is a dynamic and evolving platform that promises to be flexible to the needs of the community. With that same focus we want we are launching the site in multiple phases to receive feedback from the community regarding the current site functionality. There will be a provider portal phase of this project that will be encourage a transparency of approved services and vendor payments and invoicing. The customer will see the services that are being paid to providers on their behalf and providers will automatically see the approved benefits the client is authorized to access their services. To name a few future enhancements: 

Mobile application:

• Training Videos to help with site navigation. 
• Cross agency applications such as Early Head Start, MCPS, REC 
• MCares Vendor eligibility solution 
• Virtual Assistant Staffing (FAQ and Live Help) 

 

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, and 97% of students surveyed 

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.
Impact:
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.

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: We spent $74 million 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 lots of trees to make our 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 charging stations in our parking areas.
Good Things That Happened: This didn’t cost our county anything, and it helps people who drive electric cars.

Parking Meter Modernization by MCDOT's Parking Division
What We Did: Updated our parking meters to make them easier to use and better for our environment.
Good Things That Happened: We’re saving about $378,000 a year with these new meters. They’re better for everyone who parks in our county.

Bike Match MoCo by MCDOT Commuter Services Office & Communications Team
What We Did: Started a program where people can donate bikes, and we give them 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: It cost $8,500, saving us at least $1,500 compared to usual advertising. The bus was a hit on social media and news, showing our commitment to equality and making public transport a welcoming space for everyone.

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 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.

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.

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.
Overview: 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.