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Statement ofthe Issue Montgomery County Organizational Reform Commission Workforce Training Montgomery County has made the training of its residents to become productive members of the workforce a top priority over the years and is to be commended for doing so. This can include such worthy tasks as the development of job-seeking skills, specific marketable ski1ls, and job-placement assistance. A number of highly capable entities within the County play important roles in this process, including the Montgomery County Workforce Investment Board, Montgomery College, Department of Health and Human Services, Housing Opportunities Commission and Division of Workforce Services. Discussion ofthe Issue and Recommendations ORC members met with representatives of virtually all components of the County's workforce training system. While their functions are separate, some specific aspects are similar and could form the basis for consolidation that could lead to overall savings and efficiencies. The ORC is sensitive to the needs of the various client communities that are the intended recipients of this workforce training. We have sought to make value-added recommendations that will save money and enhance the effectiveness of government operations. ~ To eliminate duplication, provide support and assistance to grantees, and increase the reach of workforce services in the County, the ORC recommends that the Montgomery County Workforce Investment Board (WIB), the Division o f Workforce Services (DWS), and its contractors coordinate oversight of the workforce grants awarded by the Executive and the Council. Specifically,werecommendthefollowingchanges. Withregardtothe: 1) Role of the WIB - The WIB would develop grant criteria and lead the grant review. Thegrantreviewwouldalsoincludecommunitymembers. 2) Role of DWS - DWS would staff the WIB and oversee the work of the one-stop contractor, including ensuring that assistance to grantees would be included in the scope ofwork oftheir contract. 3) Role of the DWS contractors - DWS contractors would work with the grantees to increase their knowledge and skills, issue checks to grantees, provide oversight o f the grants through regular reporting by the grantee and monitoring, and develop the network among the grantees. Other activities that may be part of this change could be the development of common outcome measures and application ofprogram standards. In order to ensure that this change is beneficial to all, there must be sufficient funding for the grants, the administration of the grants (financial and programmatic oversight), and the - 15PDF Image | Montgomery County Organizational Reform
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