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Mission Statement

The Office of the County Executive provides political leadership to the community and administrative direction to the County's departments and offices. The Office is committed to providing accurate, timely, and effective support to the County Executive and the Chief Administrative Officer (CAO) as they carry out their responsibilities to residents and employees of Montgomery County in an atmosphere that is characterized by excellence, efficiency, openness, equity, and integrity.

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Budget Overview

The total recommended FY19 Operating Budget for the Office of the County Executive is $5,872,922, a decrease of $212,045 or 3.48 percent from the FY18 Approved Budget of $6,084,967. Personnel Costs comprise 85.36 percent of the budget for 36 full-time position(s) and five part-time position(s), and a total of 35.50 FTEs. Total FTEs may include seasonal or temporary positions and may also reflect workforce charged to or from other departments or funds. Operating Expenses account for the remaining 14.64 percent of the FY19 budget.

Linkage to County Result Areas


The Office of the County Executive supports and also enforces all eight of the County Results Areas.

Performance Measures


The primary focus of the Office of the County Executive is to provide policy direction, reinforce accountability, and ensure the achievement of results for our residents. In support of these objectives, this office primarily uses the following tools to measure the effectiveness of the policy directions provided to County departments:

1. Departmental performance plans, headline performance measures, and program performance measures that are reviewed and monitored on a routine basis;

2. A "Dashboard" reporting system on departments' headline performance measures and program performance measures that monitors and reports to the public, in real time, the County's successes and challenges; and

3. High level indicators of County performance and quality of life, that serve as a barometer of County performance benchmarked against a regional and national grouping of comparable jurisdictions.

Accomplishments

  • Earned a fifth consecutive "Certificate of Excellence" from ICMA's Center for Performance Analytics.
  • Improved the County's use of MC311 data to identify areas for focused attention to drive performance.
  • Internal Audit completed and published nine audit reports (FY17 and FY18, to date). Working with departments, the Internal Audit office has seen continued progress in closure of open recommendations from office the Inspector General, Office of Legislative Oversight, and Internal Audit reviews.
  • Further progress was made on taking actions to bring closure to audit/review recommendations open greater than one-year during FY17.

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Initiatives

  • Continue to refine methods to conduct "Community Analytics," leveraging Census and other publicly available data to explore multiple demographic, economic, and quality of life-related characteristics of the County at a more granular level.
  • Develop set of interactive tools that bring together multiple administrative data sources into a single view, allowing for in-depth, near-real time analysis and exploration of data related to a wide range of quality of life issues.
  • Serve as lead for the first County-wide resident satisfaction survey since 2009.
  • Developed the County's first "Vision Zero" strategic plan to reduce the number of pedestrian and bike related fatalities and severe injuries to zero by 2030.
  • In coordination with Department of Technology Services, completed site visits to every Executive Branch department and office. Conducted sessions to identify and support ways in which County employees can make use of the Open Data program to address issues, connect with customers, collaborate more effectively, and realize other benefits of this resource commonly thought of as primarily public-facing.
  • Partnering with Department of Environmental Protection (DEP) and other departments to adopt and seek certification from the STAR Communities (Sustainability Tools for Assessing and Rating Communities) framework, which will allow for upgrade of the County's Community Indicator Project. This will facilitate use of peer benchmarking to identify community strengths and opportunities for improvement, and obtain external recognition and validation of the County's work in a variety of quality of life areas.
  • Leading the implementation of the Pew Results First framework with Department of Corrections and Rehabilitation and the Department of Health and Human Services, which provides a means to identify and apply evidence-driven and evidence-informed practices to policy and budget decisions.
  • Working with multiple departments on piloting automated County forms for use by residents and businesses.

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Innovations and Productivity Improvements

  • Supported DEP, Department of Housing and Community Affairs, Department of Liquor Control (DLC), Age-Friendly Montgomery and other departments and offices with analysis and "internal consulting" that normally would have been contracted out at an additional expense.
  • Continue to place graduate students from the University of Maryland's School of Public Policy within departments to perform their Master's Degree "capstone" projects which provided a benefit to the County. Formed a partnership with the University of Maryland's School of Information Sciences to bring graduate students to County government for project based opportunities.
  • Internal Audit is conducting several high priority reviews during FY18, including those highlighted below. These reviews are designed to advance program and operational improvements in the areas/functions identified:

    • Internal Control Review of Retail Store Operations (DLC)
    • Internal Control Review of Fleet Asset Management Operations (Department of General Services)

Program Descriptions

  County Executive - Policy Planning and Development

The County Executive oversees the enforcement of the laws of Montgomery County and provides executive direction to all departments and offices of the County government. The County Executive develops policies; proposes services, programs, budgets, and legislation to the County Council; adopts Executive Orders and Regulations; and appoints citizens to...

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  CAO - Supervision & Management of Executive Branch Departments

The Chief Administrative Officer (CAO) oversees the operations and services of all departments and offices of the Executive Branch. The CAO also advises the County Executive on all administrative and government operations/service related matters and coordinates final review and decision-making on policies, programs, service delivery, budgets, legislation, regulations and related...

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  Internal Audit

The Internal Audit program provides independent strategic risk-based auditing services. The core function of this program is to improve internal controls and provide reasonable assurance of reliable financial reporting; effective and efficient operations; legal and regulatory compliance; fraud investigations and deterrence; and the safeguarding of County assets....

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  Administration

The Administration program provides budget development and analysis, fiscal and inventory control, personnel and payroll management, training and supervision, procurement, and contract administration....

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Budget Trends
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Program Contacts

Contact Sonetta Neufville of the Office of the County Executive at 240.777.2516 or Jane Mukira of the Office of Management and Budget at 240.777.2754 for more information regarding this department's operating budget.

Related Links
Budget Summary
TitleActual
FY17
Budget
FY18
Estimate
FY18
Recommended
FY19
%Chg
Bud/Rec
COUNTY GENERAL FUND
EXPENDITURES
Salaries and Wages3638484.003988650.00 3772354.00 3863169.00-3.2
Employee Benefits992435.001180619.00 1089053.00 1149789.00-2.6
County General Fund Personnel Costs4630919.005169269.00 4861407.00 5012958.00-3.0
Operating Expenses780246.00778036.00 725898.00 859964.0010.5
County General Fund Expenditures5411165.005947305.00 5587305.00 5872922.00-1.3
PERSONNEL
Full-Time34.0036.00 36.00 36.000.0
Part-Time5.005.00 5.00 5.000.0
FTEs32.6035.50 35.50 35.500.0
County General Fund Revenues0.000.00 0.00 0.000.0
 
GRANT FUND - MCG
EXPENDITURES
Salaries and Wages86633.00105082.00 105082.00 0.00-100.0
Employee Benefits19771.0028096.00 28096.00 0.00-100.0
Grant Fund - MCG Personnel Costs106404.00133178.00 133178.00 0.00-100.0
Operating Expenses84381.004484.00 4484.00 0.00-100.0
Grant Fund - MCG Expenditures190785.00137662.00 137662.00 0.00-100.0
PERSONNEL
Full-Time1.001.00 1.00 0.00-100.0
Part-Time0.000.00 0.00 0.000.0
FTEs1.001.00 1.00 0.00-100.0
REVENUES
Federal Grants190422.00137662.00 137662.00 0.00-100.0
Grant Fund - MCG Revenues190422.00137662.00 137662.00 0.00-100.0
 
DEPARTMENT TOTALS
Total Expenditures5601950.006084967.00 5724967.00 5872922.00-3.5
Total Full-Time Positions35.0037.00 37.00 36.00-2.7
Total Part-Time Positions5.005.00 5.00 5.000.0
Total FTEs33.6036.50 36.50 35.50-2.7
Total Revenues190422.00137662.00 137662.00 0.00-100.0
FY19 Recommended Changes
TitleExpendituresFTEs
COUNTY GENERAL FUND
FY18 ORIGINAL APPROPRIATION594730535.50
Changes (with service impacts)
Add: Support for Implementation of Vision Zero [CAO - Supervision & Management of Executive Branch Departments]750000.00
Other Adjustments (with no service impacts)
Increase Cost: FY19 Compensation Adjustment711460.00
Increase Cost: Annualization of FY18 Lapsed Positions396500.00
Increase Cost: Motor Pool Adjustment [County Executive - Policy Planning and Development]66670.00
Increase Cost: Printing and Mail [CAO - Supervision & Management of Executive Branch Departments]2610.00
Decrease Cost: Retirement Adjustment-456870.00
Decrease Cost: Annualization of FY18 Personnel Costs-631250.00
Decrease Cost: Increase Lapse [CAO - Supervision & Management of Executive Branch Departments]-1582950.00
FY19 RECOMMENDED587292235.50
 
GRANT FUND - MCG
FY18 ORIGINAL APPROPRIATION1376621.00
Other Adjustments (with no service impacts)
Technical Adj: Transfer BRAC Position from CEX to DOT [County Executive - Policy Planning and Development]-137662-1.00
FY19 RECOMMENDED00.00
Program Summary
Program NameFY18 APPR
Expenditures
FY18 APPR
FTEs
FY19 REC
Expenditures
FY19 REC
FTEs
County Executive - Policy Planning and Development13566979.0312402108.00
CAO - Supervision & Management of Executive Branch Departments390729824.50377699624.50
Internal Audit5255521.005534781.00
Administration2954201.973022382.00
Total608496736.50587292235.50
Charges to Other Departments
Charged DepartmentCharged FundFY18
Total$
FY18
FTES
FY19
Total$
FY19
FTES
COUNTY GENERAL FUND
Permitting ServicesPermitting Services1889691.002063651.00
CIPCapital Fund3143752.003262732.00
Total5033443.005326383.00
Future Fiscal Impacts ($000s)
TitleFY19FY20FY21FY22FY23FY24
COUNTY GENERAL FUND
EXPENDITURES
FY19 Recommended5873.0000005873.0000005873.0000005873.0000005873.0000005873.000000
No inflation or compensation change is included in outyear projections.
Restore One-Time Lapse Increase0.000000158.000000158.000000158.000000158.000000158.000000
Restoration of one-time lapse adjustment in the budget development year
Labor Contracts0.00000029.00000029.00000029.00000029.00000029.000000
These figures represent the estimated annualized cost of general wage adjustments, service increments, and other negotiated items.
Subtotal Expenditures5873.0000006060.0000006060.0000006060.0000006060.0000006060.000000