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Montgomery County Organizational Reform Commission A Process for Implementation Should the County's elected leadership embrace these recommendations, we suggest that a process be established to implement them in a matter that is comprehensive, inclusive and deliberative. The very nature and complexity of unifying parts or all of currently disparate organizations strongly indicates that these efforts cannot be achieved with the simple waving ofa wand. Rather, it will take the diligence and hard work of those directly involved to give these consolidations or restructurings a chance for success. There is ample precedent within the County for these collaborative efforts leading to successful change. According to the Council resolution that created the ORC: • Any organizational proposal for County government in the Commission report must take the form of a reorganization plan that the Executive could submit to the Council under Charter §217. • The Executive must, not later than February 28, 2011, either present to the Council under Charter §217 the reorganization plan recommended by the Commission or an alternative reorganization plan that the Executive concludes will produce at least the same level of cost savings, or inform the Council in writing why no reorganization plan is necessary. • If the Executive does not present to the Council any reorganization plan or other proposal contained in the Commission report, the Council President must introduce each plan or proposal that can be implemented by County legislation as a bill before the Council. • The Council must, not later than March 31, 20 II, hold one or more public hearings on the reorganization plan, if any, presented by the Executive, and each bill introduced; and must vote on each plan submitted and each bill introduced before the FYI2 operating budget is adopted. Hard Choices Words such as "consolidation" and "reorganization" broadly describe ways in which at least some progress might be achieved to help the County emerge from the difficult circumstances in which it is currently mired. Stripped away from these comforting words, though, the savings most generally achieved by consolidation and reorganization will quite frankly result in fewer County employees. Whether this is brought about by shedding duplication or by intensifying the work programs of County staffers, the ORC recognizes the hard choices that need to be made. We also recognize the suffering and dislocation that some individuals will feel when their professional career status is altered or diminished. We have confidence that when presented with the necessity to do so, our County's elected leaders and senior officials will work hard to bring about these changes with compassion and fairness. We sincerely believe they will all fully recognize the unquestionable dedication of County employees and the obligation of the County to treat them fairly in the event of any change to their operations. -6PDF Image | Montgomery County Organizational Reform
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