WorkSource Montgomery - Montgomery County Govt Grant Reporting Scorecard

A strong economy and low unemployment should mean opportunity for all. But the reality is that not all have equitable access to quality jobs and upward mobility. Wages have not kept pace with the cost of living with many working families struggling to make ends meet.  At the same time, businesses struggle to find the skilled workforce necessary to meet their needs.  Traditional services are not sufficient.  A strong Montgomery County workforce development system must implement both economic development and social service strategies, requiring inclusive and intense stakeholder engagement. 

Through stakeholder engagement, workforce development service delivery is more efficient and effective. Key to enhancing service delivery is collective stakeholder facilitation and leadership to convert from current practices of isolated and disconnected entities of service delivery to a community of service providers engaging a systemic approach that cohesively brings together industry, education, government, and community-based services in an integrated and comprehensive way. A community of service providers shares a vision, vocabulary, strategies, and outcomes.  For example, to achieve sustainable employment for our job-seekers, the criteria of employability must be collaboratively developed with the employer.

WorkSource Montgomery's Strategic Priorities are:

1.  To increase strong customer-focused practices with a sustainable employment placement rate.

• Through many enhancements within the operations of the Job Centers and the implementation of the HIRE (Helping Individuals Reach Employment) program, WSM and our partners have improved customer access by bringing the services such as workshops and job assistance supports into community libraries and regional centers.
• Utilizing a data driven approach, future strategies include expansion of the HIRE programs to address regional demographics, through the expertise and partnership of our non-profit partners that are well established within the community.  Community partnerships build trusting relationships and individualized career navigation with the job-seekers promoting stronger employment sustainability.

2.  To increase employer engagement and career pathway partnerships in strategic industries.

• Strong formalized partnerships with Montgomery College (MC) and The Universities at Shady Grove (USG) resulted in new pathway programs in construction, transportation, auto-technician, IT/coding, health care, hospitality and entrepreneurship.
• Utilizing a data driven approach, future strategies include increased work-based learning opportunities, stronger partnership with MCPS and its career readiness program, including active participation with the Montgomery County Collaboration Board (MCCB), and increased hiring events.

3.  To enhance current community-based partnerships.

• Through monthly meetings with our core partners housed at the Wheaton Job Center, we have formalized coordination of services through an MOU agreement that resulted in mutual referrals for supportive services addressing barriers to employment, cross-agency training, shared processes, and enhanced communication.
• In partnership with key stakeholders, future strategies include asset mapping, assessing resources, and identifying gaps of services, in order to replicate the intent of the MCAL model by convening and building capacity to all workforce development providers in order to better serve the most vulnerable.