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.

The LMB serves 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.

Improving results for children, youth, and families is the goal of all Local Management Board activities. Maryland established eight Child Well-Being Results, and all LMB programs, initiatives, and partnerships are devoted to ensuring the following:

Babies Born Healthy*
Healthy Children*
Children Enter School Ready to Learn *
Children are Successful in School
Youth will Complete School
Communities are Safe for Children, Youth, and Families*
Youth Have Opportunities for Employment or Career Readiness
Families are Economically Stable*

*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.

Group Admins

Raw Data +

Garrett County Local Management Board

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

Measurements	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
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
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
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
Percent of staff and board members who reported an understanding of R/ED principles after participating in training and education opportunities. (As Applicable)	Active	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)	Active	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)	Active	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)	Active	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)	Active	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)	Active	Increase	LMB				11		11	11	11		13

Data Narrative

For FY25 (July 1, 2024-June 30, 2025) the Garrett County Local Management Board (LMB) has seven initiatives in which they are actively involved. LMB initiatives include: Programs:

Early Care Healthy Families
Learning Beyond the Classroom
Partners After School

Community Support Initiatives:

Affordable Housing Feasibility Study (Continuation)
Rachel's Challenge
Trauma Informed Care Summit
Community Baby Shower
Educational Outreach and Marketing
Community Schools Food Banks
Establishment of a Warming Shelter

The Garrett County LMB participates in regular and ongoing planning for current and future Community Partnership Agreements. The LMB hosted a series of Listening Sessions in which it invited stakeholders and community members to review and discuss data related to the Results and Indicators set by the Governor's Office to determine the health and well-being of families and children in Garrett County across the state. The most recent available data was shared, along with previous years, and Garrett County data was compared to other counties and state averages. Discussions were held about the factors that may contribute to the data and the community partners that can assist in changing the data's direction, or keep it trending in the desired direction. After hearing and participating in these discussions, the Board Members made collective and educated decisions on funding initiatives. Similar Listening Sessions are being planned for the FY26 Community Partnership Agreement and will be announced publicly. 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.

Performance measures for the Board are reported semi-annually and annually to the GOC and recorded similarly on mygarrettcounty.com.

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