Raw Data + – Garrett County Local Management Board

Garrett County Local Management Board

Public Group active %s

The Local Management Board (LMB) was established during the mid-1990’s in an effort to change the way services were provided to children and families in their communities. The LMB identifies priorities and targets resources within the Garrett County community with a focus to increase local authority to plan, implement, and monitor children and family services.

LMBs serve as the coordinator of collaboration for child and family services. They bring together local child-serving agencies, local child providers, clients of services, families, and other community representatives to empower local stakeholders in addressing the needs of and setting priorities for their communities.

Strategies prioritized and funded by the Garrett County Local Management Board are aligned with Governor Moore’s Engaging Neighborhoods, Organizations, Unions, Governments, and Households (ENOUGH) Initiative. The ENOUGH Initiative is a whole-government, whole-community approach aimed at tackling the root causes of poverty for Maryland residents. There are four ENOUGH Result Areas:
– High Quality Childcare and Education
– Healthy Families*
– Economically Secure Families
– Safe and Thriving Communities*

*Denotes Result area prioritized by Garrett County

Vision: Assure the availability of quality care, service, and education through a collective voice for children, youth, and families.
Mission: Promote a stable, safe, and healthy environment for children, youth, and families through local partners.

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Garrett County Local Management Board

https://mygarrettcounty.com/groups/local-management-board/

Measurements	Target Goal	Status	Desired Trend	Contributor	June 2019	July 2019	June 2020	July 2020	December 2020	June 2021	January 2022	June 2022	September 2022	June 2023	July 2023	August 2023	September 2023	October 2023	November 2023	December 2023	January 2024	February 2024	March 2024	April 2024	May 2024	June 2024	July 2024	August 2024	September 2024	October 2024	November 2024	December 2024	January 2025	February 2025	March 2025	April 2025	May 2025	June 2025	July 2025	August 2025	September 2025	October 2025	November 2025
Percent of all LMB staff and Board members that have completed no less than introductory training (ex., Results Accountability 101) in Results Accountability (RA) as provided by a trained RA trainer in the last 3 years		Active	Increase	LMB	4		6	6	5	5	5	5	7	11	47	47	47	47	47	47	47	47	47	47	47	47	47	47	47	47	47	47	53	53	53	53	53	53	53	53	53	53	53
Number of all LMB staff and Board members that completed Results Based Accountability certification		Active	Increase	LMB	4		6	6	5	5	5	5	7	11	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	1	3	3	3	3	3	3	3	3	3
Percent of programs/strategies that employ one or more research-based practices (including promising practices, best practices, and evidence-based practices) listed on a national clearing house registry		Active	Increase	LMB	50		20405		2	2	2	1			83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	83	50	50	50	50	50
Percent of staff and board members who reported an understanding of R/ED principles after participating in training and education opportunities. (As Applicable)		Archived	Increase	LMB	50		3	3	4	4	4	4	4	4
Percent of vendors who reported an understanding of R/ED principles after participating in training and education opportunities. (As Applicable)		Archived	Increase	LMB	63		1	1	2	3	1	2
Percent of community members who reported an understanding of R/ED principles after participating in training and education opportunities. (As Applicable)		Archived	Increase	LMB		11	11		2	2	3	1
Percent of staff and board members who reported an understanding of ACEs and TIPs principles after participating in training and education opportunities. (As Applicable)		Archived	Increase	LMB				20405	20405	20405	20129	20129
Percent of vendors who reported an understanding of ACEs and TIPs principles after participating in training and education opportunities. (As Applicable)		Archived	Increase	LMB					2	2	2	3
Percent of community members who reported an understanding of ACEs and TIPs principles after participating in training and education opportunities. (As Applicable)		Archived	Increase	LMB				11		11	11	11		13
Number of families and youth served by programs funded through the LMB's Community Partnership Agreement	300	Active	Increase	GCLMB Staff, Partners After School at Oakland Staff, Learning Beyond the Classroom Staff, Early Care Healthy Families Staff									3	3			166			131			166			188	166	166	166	200	200	200	213	213	213	219	219	219
Number of Local Care Team Meetings Held to Recommend Community-Based Resources for Families and Youth.	15	Active	Increase	GCLMB Staff, Referring Agencies, Families and Youth, Garrett County Health Department, Maryland Coalition of Families, Department of Juvenile Services, Department of Social Services, Developmental Disabilities Administration, Garrett County Public Schools, Local Behavioral Health Authority, Maryland Division of Rehabilitation													7			2			9			12	1	0	3	2	1	1	1	0	1	2	4	0	0	2	1	2	2
Percent of individuals that were reached by LMB initiatives who were positively impacted as it relates to the GCLMB prioritized result areas		Active	Increase																								81	81	81	85	85	85	76	76	76	78	78	78

Data Narrative

Local Management Board PMs Defined:

Number and percent of all LMB staff and Board members that have completed no less than introductory training (ex., Results Accountability 101) in Results Accountability (RA) as provided by a trained RA trainer in the last 3 years- Number and percent of all LMB staff and Board members that have completed no less than introductory training (ex., Results Accountability 101) in Results Accountability (RA) as provided by a trained RA trainer in the last 3 years. New data available monthly. Number and percentage of LMB staff and Board members that completed Results Based Accountability certification- NUM: Number of all LMB staff and Board members that completed Results Based Accountability certification DEN: Total number of LMB staff and Board members. Number and percent of programs/strategies that employ one or more research-based practices (including promising practices, best practices, and evidence-based practices) listed on a national clearing house registry. New data available monthly. Number and percent of programs/strategies that employ one or more research-based practices (including promising practices, best practices, and evidence-based practices) listed on a national clearing house registry- Numerator: Number of LMB Funded programs/strategies that employ one or more scientifically-researched practices. Denominator: All Children's Cabinet-funded programs/strategies; Number of new and ongoing programs/strategies. This will not change throughout the fiscal year as programs are funded from June-July. New data available monthly. *In FY 2026, the GCLMB is calculating this measure by assessing the two programs and four community support strategies listed below. Number of families and youth served by programs funded through the LMB's Community Partnership Agreement- The GCLMB receives Community Partnership Agreement funding through the Governor's Office for Children, which is allocated to community-based programs.The number of families and/or individual youth served by each of the GCLMB funded programs in Garrett County are reported quarterly by program vendors. Number of Local Care Team Meetings Held to Recommend Community-Based Resources for Families and Youth- The Local Care Team (LCT) is coordinated by the LMB. This measure reports the total number of LCT Youth Review Meetings held in which the parent/legal guardian (and youth, as appropriate) attends the meeting and receives community-based resource recommendations and/or referrals. New data is available monthly. The target reflects the yearly goal (July-June). Percent of individuals that were reached by LMB initiatives who were positively impacted as it relates to the GCLMB prioritized result areas - Each program and initiative funded by the GCLMB reports “Better Off” measures under the Results Based Accountability Framework. This reported percentage is the average percentage of individuals served who reported they are “Better Off” as a result of the program/initiative they were served by. This is reported quarterly by program vendors. ____________________ In Fiscal Year 2026 (July 1, 2025 - June 30, 2026), the Garrett County Local Management Board (GCLMB) is supporting two programs and additional community support strategies/initiatives. GCLMB funded strategies are in alignment with Maryland’s ENOUGH Initiative as well as locally identified priorities. Programs:

Early Care Healthy Families- Home Visiting program that follows the Healthy Families America model and operates out of the Garrett County Health Department (GCHD)
Learning Beyond the Classroom- LBTC is a program operated by the Garrett County Judy Center for families with children ages birth to five who live within one of the communities visited by the LBTC bus. The program provides resources and activities for youth and families.

Community Support Strategies:

ACEs/HOPE Education- providing funding to train local professionals in the Adverse Childhood Experiences (ACEs) and Healthy Outcomes from Positive Experiences (HOPE) curriculum. The newly trained professionals will provide training and education to families and other local professionals to spread awareness, knowledge, and skills.
Garrett Resource Guide Promotion- The Garrett Resource Guide is an online tool that provides contact and service information for a large variety of resources in Garrett County. The GCLMB aims to increase awareness of this tool.
Community Baby Showers- The Community Baby Showers are hosted by the Garrett County Judy Center and provide necessary resources and tangible support items to new and expectant mothers.
Power Up Parent Conference- The Power Up Parent Conference is hosted by the Garrett County Judy Center and provides educational parenting workshops, a night’s stay at the WISP Resort, and meals for parents free of charge to families as well as local resource connection

Additionally, the Governor’s Office for Children supports three other initiatives of the Garrett County Local Management Board:

Benefits Access- The GCLMB, supported by the Governor’s Office for Children, is aiming to increase access to benefits such as WIC, SNAP, Medicaid, etc.
Fiscal Mapping- The Governor’s Office for Children is providing Fiscal Mapping Resources to Local Management Boards to allow for the maintenance of data related to funds allocated for children, youth, and families in their local jurisdictions.
Local Care Team- The Garrett County Local Care Team addresses families who have children with complex needs and may be at risk of out-of-home placement. The GCLCT provides recommendations to families about available local resources and services that may assist their child.

The Garrett County LMB participates in regular and ongoing planning for current and future Community Partnership Agreements, ensuring alignment with priorities identified by the Governor’s Office for Children and Garrett County’s community members. LMB's responsibilities concerning the initiatives include the following:

Monitor and evaluate funded programs and contracts for performance and compliance
Designate staff to fully execute the Agreement and other grants awarded from the Governor's Office for Children (GOC) and/or the Children's Cabinet, within budgetary limits;
Ensure policies and procedures are in place as required;
Notify the Office (GOC) in writing of any Board changes, including, but not limited to Board name, address, phone number, Point of Contact, Board chair, etc. Notification of changes should be sent to the Assistant Deputy Director of the Office via email as soon as the change is known;
Designate a Point of Contact for the Board as a means of communication with the Office;
Designate an individual to attend or participate by phone in meetings with the Office. These meetings provide a regular forum for communication between the Office and the Boards about expectations, changes in policies and regulations, best practices, highlights of Board work, and other pertinent information;
Operate according to written practices, rules, and/or protocols;
Adopt its jurisdiction's policies and/or establish its own written policies and procedures for personnel, procurement, finance, and accounting;
- When adopting its own policies, the Board shall revise those policies as necessary to reflect changes in the manual and other applicable federal, state, and/or local laws, regulations, and policy; and,
Make its policies and procedures accessible to its community partners.

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