The administration of County Executive Ike Leggett, in eight years, has a long list of significant accomplishments, all aimed at making a good Montgomery County even better. And this was done during one of the nation’s greatest economic downturns and despite severe fiscal challenges and fewer resources.

Putting the County’s Fiscal House in Order

• ReversedunsustainableCountygovernmentspendingincreasesthattotaled42percentinthefouryearsbefore he took office – more than 10 percent every year.

• Closed$2.9billioninbudgetgapsover8yearswhileprotectingeducation,publicsafety,andhelpforthemostvulnerable and while investing in the future.

• RealizedzerogrowthinCountygovernmenttax-supportedspendingforhisfirstfiveyears–despiteaninflationrateof8percentanda12percentincreaseinCountypopulation.Countyspendingactuallydecreasedin2011—thelowestrateofgrowthin18years.Overall,Countytax-supportedspendingincreasedbylessthan2percentayearovereightyears.

• SavedCountytaxpayers$569millionoverfouryears–withtensofmillionsofdollarsinongoingsavingseveryyeargoingforward–byimplementingcompensationchangesforCountyemployees–nocost-of-living increases for four years, no increments for three years, furloughs, and restructured retirement and health benefits.

• ProtectedtheCounty’sTriple-Abondratingoverthelasteightyears,despitefederalgovernmentwagefreezesand sequesters, saving taxpayers tens of millions of dollars in borrowing costs.

• Eliminated10percentofCountygovernmentworkforcepositionsfrom2008to2011.

• WasthefirstCountyExecutiveto“blowthewhistle”onabusesindisabilityretirementforCountyemployeesand advanced needed changes.

• BoostedCountyfinancialreservestotheirhighestlevelintheCounty’shistorytobetterhelptheCountyweather future economic downturns.

• Set-aside,forthefirsttime,substantialfinancialresourcestodealwithstormsandotheremergencies.

• Setacoursetofullyfundretireehealthbenefitsby2015–nopreviousCountyExecutiveeversetasideresources to cover these obligations.

TheLeggettRecord

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Excellence in Education

• IncreasedoperatingfundingfortheMontgomeryCountyPublicSchoolstokeepMontgomeryCountythenumber one education county in the number one education state.

• Won$4.1billioninStateoperatingdollarsforschoolsovereightyears,increasingfrom$396millionin2007to$624millionin2014,withper-pupilspendingincreasingfrom$2,473in2007tonearly$4,000in2014--a63percent increase.

• IncreasedCountycapitalfundingtohistoriclevelstomeetsupportneededMCPSmodernizations,renovations, additions and other projects.

• Wonover$300millioninStateschoolconstructionfundsforMontgomeryCountyovereightyears,$50millionmore than the total in the eight years before he took office.

• IncreasedfundingforMontgomeryCollegeatatimeofrecordenrollmentincreases.

• SupportedthegrowthoftheUniversitiesatShadyGrove,includingamuch-needed$20milliongarageprojectthatmadepossiblea2014Stateappropriationof$4.3milliontoconstructanewbiosciencesandengineeringbuilding.

Building Our Future & Creating Good Jobs

• Tooktheleadinworkingwithbusiness,thecommunity,thePlanningBoard,andtheCounciltocrafttheGreatSenecaScienceCorridorandWhiteFlintmasterplans,whichwillgrowlifesciences,stimulategoodjobsandcommerce, and foster walkable communities, connected by transit, where residents can live and work. These projects,togetherwiththeSmartGrowthInitiativeandtheWhiteOakScienceGateway,areprojectedtocreate100,000 new jobs in the County in the coming years – the largest single job boost in County history.

• Succeededinpurchasingthe155-acreformerSite2intheEastCountyfromtheWashingtonSuburbanSanitaryCommissionfordevelopmentastheWhiteOakScienceGatewaytoadvancelifesciences.

• CreatedBioHealthInnovation,amarket-driven,public-privatepartnershiptofocusonassistingCountycompanieswithcommercializinglifesciencesresearchdevelopedlocally,andhelpedwinsignificantinvestment from China for the project.

• EncouragedexpansionofnewfederalfacilitiesintheCounty–NationalCancerInstitute($200million,575,000squarefeet,2,100staffatShadyGroveLifeSciencesCenter),NuclearRegulatoryCommission(350,000squarefeet),NationalInstituteofAllergy&InfectiousDiseases(50,000squarefeet,2,000employees).

• HelpedbringjobstotheCountyfromsuchcompaniesasMicrosoft,Hewlett-Packardand,AerasGlobal,among others.

• Attractedheadquartersfora)ChoiceHotelsInternationalinRockville,b)DigitalManagementInc.inBethesda,anewmanufacturingfacilityforBoeing/DigitalReceiverTechnologyinGermantown,expansionofheadquartersofAdvancedBioScienceLaboratoriesatShadyGroveLifeSciencesCenter,locationofanewHolyCrossHospitalontheGermantowncampusofMontgomeryCollegewith1,500newjobs,expansionofMesoScaleDiagnosticsintothreebuildingsinRockville,andRadioOnecommunicationsnetworkintodowntownSilverSpring.

• OpenedTheFillmoreSilverSpringmusichallinDowntownSilverSpring.

• HelpedbringtheTigerWoodsAT&TNationalGolfTournamenttoMontgomeryCounty,resultinginoverallaverageeconomicbenefitofmorethan$20millioneachyear.

• BroughtanewCostcotoWestfieldsMontgomeryWheaton,creatinghundredsofnewjobsandstrengtheningWheatonredevelopment.

• Initiatedan11-pointBusinessAssistanceProgramtolendahelpinghandtoCountybusinessesduringthedepthsoftheGreatRecession.

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• BroughttheMarylandBiotechnologyCentertoMontgomeryCountyandinitiatedaBiotechnologyTaskForceledby industry leaders to draw up a blueprint for taking the County’s biotechnology excellence to the next level.

• EstablishedaGreenEnergyTaskForcetomapoutdirectionsandpossibilitiestomaketheCountyafocusforgreen technology.

• InitiatedtheMontgomery“OpenForBusiness”efforttostreamlinethepermittinganddevelopmentapprovalprocess to save time and cut costs.

• InitiatedanefforttoboosttheCounty’snighttimeeconomyinSilverSpring,Bethesda,Wheaton,Rockville,andGermantowntoenhancelifestyleandentertainmentofferingsformillenials--youngpeoplelookingtoputdown roots in communities with jobs and lifestyle options.

• Initiatedthenation’sfirstlocalBiotechnologytaxcredit,designedtoencourageinvestmentinCountybiotechnology firms.

• LedtheefforttokeepthefederalNationalOceanographicsandAtmosphericAgencyinSilverSpringandthefederalHealth&HumanServicesintheParklawnBuildinginTwinbrook,saving7,200federaljobsintheCounty.

• MovedWheatonredevelopmentforwardwithplanstolocatetheMaryland-NationalCapitalPark&PlanningCommission and County agencies on land near the Metro station, while investing in new housing nearby, strengtheningWestfieldsMontgomerywithCostco,planningforanewcombinationlibrary/recreationcenter,andworkingtoincorporateWheaton’suniqueexistingsmallbusinesses.

• AdvancedWheatonrevitalization--morethan$163millioninprivateinvestmentinWheatonandnearly1.5million square feet of new development over the past six years.

• LedeconomicdevelopmentmissionstoChina,India,Korea,andIsraeltoencourageforeigninvestmentintheCounty and win business for County companies.

Smart Growth Initiative

• InitiatedtheCounty’sSmartGrowthInitiative,whichwillsignificantlystrengthentheCounty’staxbasebycreatingnew,high-qualityjobsandfosteringgrowthandexpansionoftheCounty’sbiotechnologysector.County-ownedlandinthelifesciencetriangleandaroundtheShadyGroveMetrowillbemoreefficientlyusedtoexpandbiotechnologyeffortsandtobuildtransit-orientedhousing–6,000newunitsneartheShadyGroveMetrosite,alone.RevenuesfromthesaleofthatlandarebeingusedtoupgradeobsoleteCountyfacilities,saving the County hundreds of millions of dollars that otherwise would have been invested in obsolete facilities inthewrongplaces.ItwassaidtheShadyGroveSectorPlan,approvedbytheCouncilyearsago,couldneverbe implemented. Leggett did it.

• AssuredanactiveleadershiproleinadvocatingforkeymajormasterplansthatsupporthisSmartGrowthvisionofthefutureandwillcreate100,000newjobs--thelargestsinglejobgrowthintheCounty’shistory:

• TheGreatSenecaScienceCorridorMasterPlanwilltransformtheCounty’ssuccessfulShadyGroveareaintoamajorLifeSciencesCenter.Atbuild-out,thePlancallsforatotalof17.5millionsquarefeetofcommercialofficespace,9,000dwellingunitsandtheprojectedcreationofover50,000jobs.

• TheWhiteFlintSectorPlanwilltransformanauto-orientedsuburbandevelopmentpatternalongRoute355intoadenser,mixed-used“urban”center.Atbuild-out,thePlancallsfor12.98millionsquarefeetofnon-residentialdevelopment,14,300dwellingunitsand48,600jobs.

• TheShadyGroveSmartMetroGrowthInitiativewilltransformanunderutilizedindustrialareanearMetrointoawalkable,dynamictransit-orientedurbandevelopmentthatwillcreate4,000residentialunits.

• TheWhiteOakScienceGatewayMasterPlanwilltransformthisportionoftheCounty.TheplanwillfocusonleveragingtheconsolidatedheadquartersoftheU.S.FoodandDrugAdministration,anewhospital,anda300-acrepublic-privatepartnershipintoamajormixed-usebio-techhub–theLifeSciVillage.

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Helping Small Business

• BroughttheNationalCybersecurityCenterforExcellencetoMontgomeryCountywith$17millioninfederaland state funding to establish the County as a national center for civilian cybersecurity.

• InitiatedtheMontgomery“OpenforBusiness”initiativetostreamlinethedevelopmentapprovalprocesstosave time and money so projects can be finished sooner, creating jobs sooner and adding to the County’s tax base. Changes can save up to a year off the timeframe for selected projects.

• Consolidatedthe2,500annualfireinspectionsforcommercialandresidentialpropertiesundertheDepartmentofPermittingServices,doingwhatusedtotaketwotosixweeksinonlyonebusinessday–andatnoadditional cost nor fee for repeat inspections.

• ExpandedtheCounty’sSmallBusinessReserveProgramthatencouragesCountydepartmentstospendwithlocal businesses.

• EstablishedtheSmallBusinessPlusprogram–investingover$36millioninCountydepositsinCounty-basedcommunitybankstoleverageatleast$70millionmoreinthosebanks’assetsdevotedtonewlendingtosmallbusinesses in the County – gaining a good rate of return on investment for the County and creating hundreds of new jobs.

• InitiatedtheNewFarmerProgramtopairyoungfarmers-to-bewithavailablelandfromestablishedfarmers.

• MadeiteasiertodobusinesswiththeCountybyeliminatingbidrequestandsubscriptionfees,lowering,increasing direct purchase and informal solicitation thresholds, and unbundling large contracts to give small and minority businesses a better chance.

• WorkedtostrengthentheCounty’snon-profitsector,whichemploys43,000peoplewithtotalwagesof$2.2billion.

Saving Lives and Protecting Our Property

• OpenedfivenewFire&Rescuestations--ineightyears--tobetterprotectCountypropertyandfamilies.ThisoccurredinspiteofthefiscalchallengescausedbytheGreatRecession.Duringthe12yearspriortoLeggetttakingoffice--despiteboomtimes,theCountyopenedonlytwonewstations–despitepopulationgrowthintheUpCountyandelsewhere.

• ImprovedCountystormresponsewithanewStormOperationsCenterthatincludesstate-of-thearttechnology.

• ProvidedallCountyandcontractorsnowtruckswithGPSmapsprogrammedwiththe220Countysnowplowroutes.

• InitiatedaStormwebsitewhereresidentscanmonitorthelocationsofplowsandroadconditions;andinvestedinnewsnow-clearingequipment.

• Placedfivenew3500-gallonFire&RescuetankersinnorthernareastostrengthenUpCountyandruralfirefighting capabilities.

• SuccessfullyimplementedtheCounty’sEmergencyMedicalServicesTransportationreimbursementprogramwhich allows the County to bill health insurance companies for reimbursement of ambulance transport, at no costtoCountytaxpayers.Thismeans$14-18millioneveryyearinadditionalfundingtobuymoreambulances,improve training, support the volunteers, bolster staffing, and improve response times.

• Expandedfour-personstaffinginFire&Rescue,whichimproveslifesupportresponsetimesandperformance.

• InvestedinFire&Rescue,withresultthatimprovedfireinsuranceratingscouldleadtolowerinsuranceratesfor County businesses and residents.

• Responsetimetocriticalfirecallswithinsixminutesofcallsto911improved124percent(from25percentto56percent)inurbanareas,insuburbanareasfrom11percentto33percent,andinruralareasfromzeroto10percent.

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• ResponsetimestoAdvancedLifeSupportambulancecallswithineightminutesofcallsto911improvedfrom38percentto62percentinurbanareas,insuburbanareasfrom31percentto51percent,andinruralareasfrom11percentto26percent.

• Montgomerywentfrom13civilianfiredeathsin2007toonlythreein2013–an80percentreduction.

• KeptthepressureonPEPCOforgreateraccountabilityinsupplyingreliableelectricitytoCountyresidentsandbusinessesduringemergencies.TheCountyExecutive’sPEPCOWorkGroup,chairedbyformerLockheed-MartinCEONormanAugustine,producedadetailed,highly-acclaimed192-pagereportusedbytheCountyandtheMarylandPublicServiceCommission.DueinparttoaggressiveCountyintervention,$50millioninPEPCOincreaserequestswererejectedlastyear.

Protecting the Environment

• ExpandedCountyrecyclingtobethemostexpansiveintheregion–andsetanewgoaltorecycle70percentoftheCounty’swasteby2020.

• ProposedandimplementedthenewCountyBagLawtoreducelitterinCountystreamsandalongroadsides,protecttheenvironmentandreduceCountylitterpickupcosts.Earlyresultsshowa50percentreductioninplastic bags in County waterways.

• ReducedpaperusagebyCountygovernmentbymorethan40percent,savingmorethan$1millionayearandtheequivalentof1,500treesannually.

• DevelopedacomprehensiveClimateProtectionPlanfortheCountytoreducegreenhouseemissionsby80percentby2050,basedon58recommendationsfromLeggett’sSustainabilityWorkingGroup.

• InitiatedandwonlegislationtoprotecttheCounty’streecanopy,requiringthereplacementoftreestakenoutby development.

• ExpandedtheCounty’sAgriculturalReserveto92,000acres–almostone-thirdoftheCounty–protecting94percent of farmland under easement, the highest in the nation.

• ContinuedthepurchaseofmorerenewableenergybyCountygovernment,alreadythehighestlevelofanygovernmenteastoftheMississippiRiverandsettargetsforincreasedrenewablepurchases.

• ExpandedtheCounty’spurchaseof“cleanenergy”vehicles.

• RequirednewCountygovernmentbuildingstobeLEED-certified,aprocessfeaturesandconstructiondesigned to save energy and use recycled materials.

• Initiatedthe“greenbusinesscertification”programtoencourageprivatecompaniesintheCountyto“gogreen.”

• ImplementedthefirstcountyprogramintheStatetocarryouttheState’sM-4stormwaterprogram,aimedatprotecting water quality by controlling runoff from paved surfaces to our streams and water supplies.

Libraries

• RenovatedlibrariesinOlneyandGaithersburg,whileconstructingnewSilverSpringlibrarytoopenattheendof2014.

• AddedregularandSundayhours,evenduringthebudgetchallengesoftheGreatRecession.

• Foughttoexpandavailabilityandaffordabilityofincreasinglypopulare-booksandelectronicmaterials.

• Proposed,convenedandparticipatedinahugelysuccessfulday-long,first-everSummitontheFutureofLibraries designed to solicit input from library supporters and officials that would help shape and redefine the role of libraries in Montgomery County.

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• SupportedandsignedtheproclamationenablingtheRockvilleLibrarytoberenamedRockvilleMemorialLibrary in honor of County residents who gave their lives serving their country.

Fighting Crime

• IncreasedfundingforthePoliceDepartmentby28percentoverLeggett’sfirstsevenyears–despitetheGreatRecession–andatmorethantwicetherateofotherCountygovernmentspendingduringthatperiod.

• Addedmorethan100positionstoPoliceoverlastthreeyears.

• Seriouscrimedecrease33percentoverhissevenyears--morethantwicethedecreaseincrimenationallyover roughly the same time period and eight times lower than the rate of decrease for the previous seven years in the County before Leggett took office.

• Allcrimesinadecreaseof27percentintheCounty--almostthreetimeslowerthanthe9percentdecreasenationallyandanevenbettercontrasttothe8percentoverallincreaseincrimesinthe7yearsbeforeLeggetttook office.

• Vehicle-relatedtheftsfellfrommorethan10,000in2008toabout4,600in2013–morethana50percentreduction.

• EstablishedaPoliceCentralGangUnitwithinthePoliceDepartment.

• Resultedinanearly50percentreductioningang-relatedcrimessincetakingoffice.Therehasnotbeenagang-relatedhomicideintheCountysince2010.

• StrengthenedthefightagainstdomesticviolenceandhelpforitsvictimsbyestablishingtheFamilyJusticeCenterandaLethalityAssessmentProtocolforusebyprosecutors,lawenforcementagencies,andsocialservice workers.

• Openedin2014anewCountyAnimalShelter&AdoptionCentertoreplacetheolddilapidated,obsoletefacility.

Making Government More Effective & Accountable

• EstablishedtheMC311CallCenterandwebportal,aone-stopshopforCountygovernmentinformationandservices.Inthreeyearsofoperations,311hasreceivedmorethantwomillioncallsandthewebportal,nearly500,000visits,withsatisfactionratesaround80percent.

• EstablishedCountyStat,whichanalyzesreal-timedatatoholdCountydepartmentsandagenciesresponsibleandaccountable.CountyStateffortshavesavedtheCountytensofmillionsofdollarsandhelpedtoensuremore effective delivery of County services and programs.

• Held20TownHallMeetings–morethanallpreviousCountyExecutivescombined--plusdozensofbudgetforms to get residents’ ideas.

• ParticipatedinregularOn-LineChatswithresidents.

• InitiatedopenMontgomery,whichimprovesgovernmenttranparency,offersCountyresidentsandbusinessesaccess to a growing array of County data and information available for download, and includes links for mobile devices and social media participation.

• ReorganizedCountydepartments,establishinga)anOfficeofEmergencyManagement,b)aresstructuredDepartmentofTransportation,andc)aDepartmentofGeneralServicestooverseeCountyprojectsandcontracts.

• Initiatedanew“NeighborhoodProjects”websitesoresidentscantrackCountybuildingprojects.

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• LocatedPolice,Fire&Rescue,andEmergencyManagement,pluselementsoftheDepartmentofTransportation,intheCounty’snewPublicServiceHeadquartersonEdisonParkDriveinGaithersburgtoenhancecooperationandefficiency–anotherpieceofLeggett’sSmartGrowthInitiative.

• InitiatedaCountyauditoftheHomeownersPropertyTaxCredit,savingtheCountyupto$3millionbyidentifying ineligible properties.

• LaunchedepermitsandeplansinPermittingServicestoenablebusinessesandresidentstosubmitplansandreceive permits electoronically, saving significant amounts of time, money, fuel, and paper.

• ConsolidatinginWheatonofficesoftheCounty’sPark&PlanningCommissionPermittingServicesandEnvironmentalProtectiontocreateaone-stopshopfordevelopersandresidents,moveCountyagenciesoutofleasedspace,andsavetheCounty--andresidents--money.

Making Our County Safe & More Walkable

• Invested$30millionoverfiveyearsintheCounty’sfirstComprehensivePedestrianSafetyprogram–targetingHigh-IncidentAreas,wherecollisionsaredown45percentoverfiveyears,reducingpedestriancollisionsandseverecollisions,andreducingcollisionsby35percentwheretrafficcalmingmeasureshavebeeninstalled.

• Collisionsreducedby72percentwithinaquartermileofCountyschoolstargetedforengineering,educationandenforcementunderthe“SafeRoutestoSchools”program,whichhasassessedallCountyschools.

• Initiatedacampaign,workingwithmallandparking-lotowners,toaddresspedestriansafetyinparkinglots,whichaccountfor30percentofpedestrianincidents.

• Constructed16milesofnewsidewalksand173disabilitiesaccessimprovementsandimprovedaccessibilityandpedestriansafetyatmorethan2,500busstops,adding7.6milesofsidewalksand62,000squarefeetofbus stop pads.

• PromotedtheCounty’snew“RoadCode,”whichallowsforthedesignofsaferstreetsforpedestriansandbicyclists.

Preserving Our Neighborhoods’ Quality of Life

• WonCodeEnforcementReformlegislationtoprotectresidentialneighborhoods,furtherlimitinghome-basedbusinesses,parkingoff-streetinyardsorwithunregisteredvehicles,andthepavingoffrontyards.

• Wonlegislationtoprohibitheavycommercialvehiclesandrecreationalvehiclesfromparkingonresidentialstreets.

• Increasedresidentialandruralroadresurfacingfrom$17millionintheeightyearsbeforeLeggetttookofficeto$117millioninhiseightyears–a676percentincrease.

• CompletedNeighborhoodVitalizationprojectsinGlenmont,GlenEcho,BatteryPark,ForestGlenandBrookmont.

• Initiateda“GiveAHand-Up,NotaHand-Out”campaignwithhomelessserviceproviders,thefaithcommunity,andCountyCouncilmemberGeorgeLeventhaltodiscouragepanhandlersandtrulyhelpthoseinneed.

Expanding Transportation Options for All

• Wonmorethan$1billioninStatetransportationfundingforMontgomeryCountyin2013,includingfundsforthePurpleLine,theCorridorCitiesTransitway,andcritically-neededroadprojects.Leggett’spersistentadvocacyformoreStatetransportationresourcesovertheprevioussixyearswaskey.

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• Increasedspendingonprimaryandarterialroadresurfacingfrom$37millionto$67million–80percent–inLeggett’s eight years over the previous eight years and increased residential and rural road resurfacing from $17millionintheeightyearsbeforeLeggetttookofficeto$117millioninhiseightyears–a676percentincrease.

• Initiatedworkonafuture90-mile“BusRapidTransit”systemalongdedicatedright-of-waytoconnectandenable job growth.

• Initiatedthefirst-ever,top-to-bottominventoryandassessmentofpavingneedsonCountystreets.

• InitiatedaCounty“Bikeshare”programwith53stationsandhundredsofbikesinSilverSpring,TakomaPark,Rockville,Bethesda,FriendshipHeights,andShadyGrove.

• Secured$100millioninfederalfunding,workingwithourMembersofCongress,tosupporttransportationupgradesneededtoservetheexpansionoftheBethesdaNavalCenter,aresultofitsconsolidationwiththeWalterReedMedicalCenter.Theconsolidationinvolves2,500morejobsintheCountyandadoublingofvisitorstotheBethesdacenter.

• Completedasix-year,$35millionupgradeoftheCounty’strafficmanagementsystemandsignals;installedextendedbatteryback-upsforseveralhundredkeysignals.

• Beganparkingmeterpaymentbycell-phoneprogram.

• Providedreal-time,automatedscheduleinformationviamobiledevicesforRideOnbusarrivalsanddepartures

The Strength of A Changing County

• BroughttogetherthemostdiverseleadershipeverinCountyseniormanagement.

• ExpandedCountysupportforEnglishliteracyprogramsforadults.

• OpenedadaylaborcenterinGaithersburgonCountylandinhisfirstfourmonths,endingacontroversythathadhandcuffedGaithersburgofficialsandthepreviousCountyadministrationforfiveyears.Thatcenter,andothersinSilverSpringandWheaton,haveservedthousandsofworkerswithemploymentandtrainingoverthepast eight years.

• Expandedthe“WelcomeBack”Centertohelpforeign-trainedhealthprofessionalsgetU.S.accreditation--from nurses to behavioral health professionals and doctors.

• SupportedtheAfricanAmerican,Asian,andLatinoHealthInitiativesintheircontinuingworktoclosethe“healthgap”intheCountyandtargetparticularhealthchallengesintheircommunities.

Seniors

•HeldaCountywideSeniorSummitandformedahigh-levelSeniorSubcabinettofocuseffectiveactionon seniorissues–evenduringtheGreatRecessionwhenresourcesweretight.

• SupportedtheSeniorAgenda,ablueprintforthefutureinitiatedbytheCountyCommissiononAging.

•Supportedthedevelopmentofneighborhood“villages”(15currentoremergingvillages)whichinvolvesasignificant number of older adults in volunteering and funded a village coordinator position.

•ContinuedgrowthofintergenerationalprogramsbyJCAHeymanInteragesCenter,OASIS,andothers.RecognizedbyGenerationsUnitedasa“Best IntergenerationalCommunityintheUnitedStates”.

•OpenedtheWhiteOakCenterwithaseniorwing,includinganutritionlunchprogram,whichwillenableadditional participation by seniors in recreation programs.

• SignificantlyincreasedcommunicationandoutreachonCountyseniorservicesthroughmailings,printing,advertsiningandSeniorwebsite.

• SupportedtheannualJewishCouncilfortheAging50+EmploymentExpotoconnectseniorstoemployers,benefitting thousands of County residents.

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•InitiatedtheFallsPreventionCampaign,rangingfrompubliceducationandfiresafetytopartnershipswithCountynon-profitsandhospitalsandexpandedBoneBuildersclasseswithhundredsofparticipants.

•Acquiredorpreservedmorethan9,000unitsofaffordablehousing.Futureseniorhousingprojectsincludemorethan600unitsnexttonewSilverSpringLibrary,inWhiteOak,adjacenttoGlenmontMetroandinWhiteFlint.

• Initiatedaseniortransportationservice,inpartnershipwiththeJewishCouncilonAging,whichprovidesdoor-to-doortransportationtoCountyseniorcentersforseniorsinneed.

• Increasedhomedelivereyofmealstohomeboundseniors,from73,873in2007to181,683in2012–a146percent increase.

• IncreasedAdultProtectiveServicesinvestigationstoprotectseniorsby22percentbetween2007and2013.

• WorkedtostrengthenintergenerationalprogramsintheCounty.In2013MontgomeryCountywasnamedoneofMetLife’s“BestIntergenerationalCommunities”.

•InitiatedtheSeniorTransportationPartnershipwiththeJewishCouncilonAgingfordoor-to-doortransporttosenior centers

•IncreasedresourcesforLong-TermCareOmbudsman,AdultDayCareandin-homenursemonitoringservices.

•ExpandedincomeeligibilityforCallNRideprogram.

•IncreasedoutreachonSeniorFireSafetyinitiatives.

Veterans

• Established,forthefirsttime,aMontgomeryCountyVeteransCommission,toadvisetheCountyontheneedsof60,000localCountyveteransandtheirfamilies.

• SupportedaCharterAmendmenttogiveCountyhiringpreferencesforveteransandindividualswithdisabilities.

• WonfederalsupportforhousingvouchersforveteransandworkedwiththeVeteransAdministrationtoopenanoutpatientclinicinSilverSpring.

• OpenedaMentalHealthHotlinetoassistveteransandtheirfamilies.

• LaunchedtheCountyVeteransEducation&BenefitsPartnershiptoimproveservicesforveteransatMontgomery County colleges and universities.

• DedicatedVeteransPlazainSilverSpringandRockvilleMemorialLibrarytohonorCountyveteransandtheirfamilies.

Help for the Most Vulnerable

• Initiatedthree“NeighborhoodOpportunityNetwork”servicecentersinSilverSpring,WheatonandGaithersburgtomeetincreasedneedsbylow-incomeandworkingfamiliesduringtheGreatRecession,bringing services closer to those in need and serving more than 10,000 residents a year.

• MetincreasingdemandforIncomeSupportintheCountywhichdoubledbetween2006and2013,andhomeenergyassistance,whichincreasedby40percent.

• TookaleadingroleinsigningresidentsupunderthefederalAffordableCareAct,enrollingthousandsofCounty residents.

• SupportedcriticaltechnologymodernizationwithintheDepartmentofHealth&HumanServicestoachievemore efficiencies and more effective and coordinated delivery of services.

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• ExpandedtheLinkagestoLearningprogramtoserve5,000at-riskstudentsin26schools.

• Expandedservicestothedevelopmentallydisabledby32percentbetween2006and2013.

• Deliveredmentalhealthcaseservicesto53percentmoreCountyresidentsbetween2007and2013.

• Trainedmorethan2,000childcareprovidersannuallyandgavetechnicalassistancetomorethan 1,000 providers.

• IncreasedthelocalWorkingFamiliesIncomeTaxCreditbymorethan80percentovereightyears,despitethefiscalchallengesoftheGreatRecession.

• IncreasedtheCounty’scommitmenttobattlinghomelessness,increasingthenumberofpermanentsupportivehousingbedsbymorethan40percentandinitiatedthe“100,000Homes”campaignintheCountytoreachout to medically needy homeless and place them in housing.

• Replacedreducedfederalfundingtocontinuetodeliverpre-natalcareto1,600low-incomeyoungwomenthroughtheCounty’sMaternityPartnershipProgramwithlocalhospitals.

• Implemented“HousingFirst”strategythathashelpedtoreducetheCountyhomelessnessby11percent.

• CoordinatedthecomprehensivelocalresponsetotheworldwideH1N1flupandemic,withaneffectivepublicawareness campaign, medical testing, and vaccine distribution.

• Expandedprimarycareservicestouninsuredadultsthroughthe“MontgomeryCares”program,serving32,000Countyresidentsannually.AdditionalCountyprogramsprovidedhealthcaretoapproximately3,000low-incomekidsanddentalservicestonearly3,000childrenandadults.

• Initiatedschool-basedHealthandWellnessCentersatsevenCountyelementaryschools.Fundedschoolhealthrooms,staffedbytheCounty,tohandlenearly600,000visitsannually.

• LaunchedProjectSearchtocreatejobsinCountygovernmentforseverelydisabledpeople.

• OpenedVisitationHouse,whichenableschildrenseparatedfromtheirfamiliesinthechildwelfaresystemtohavefamilyvisitsinahome-likesetting.

• IncreasedmentalhealthservicestoHaitianandotherFrench-speakingimmigrants.

• Increasedrespitecareforfamiliesofdisabledchildren.

• IncreasedMentalHealthAssociationSuicideHotlineandCrisisPreparednessServices.

• Expandedmentalhealthservicestohome-boundseniors.

• Addedfundsfora20%inflationaryadjustmentfortheDevelopmentalDisabilitysupplementandothertax-supportedcontractswithnon-profits.

• RaisedtheAdultFosterCarereimbursementrateforseniorassistedlivinggroup

Housing for Working Families

• Investedover$320millionoverthepastsevenyearsintheHousingInitiativeFundtopartnerwithcommunityinstitutions to increase the supply of affordable housing.

• Constructed,acquiredandpreservedmorethan12,000unitsofaffordablehousingforworkingfamilieswithprojectionof15,000byyear’send,despiteaseverereductioninnon-Countymatchingfundsduetotherecession.

• CreatedtheAffordableHousingTaskForcetofosternewideasandapproachestotheissue;andhasimplementednearlyalloftheir17recommendations.

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• Initiatedoneofthemostaggressivehomeforeclosurepreventioncampaignsinthenation,counselingmorethan13,000Countyresidents.

• PartneredwithHabitatforHumanitytorehabandreuseforeclosedpropertiesforaffordablehousing.

• Initiateda“watchlist”ofvacant,foreclosedhomestoprotectneighborhoodqualityoflife.

• FormedtheTenantWorkGroupandconductedthefirst-eversurveyofCountytenants.FundedtheMontgomeryCountyRentersAlliancetoadvocateforCountytenants.

• ProposedandwonlegislationthatgivestheCountytherightoffirstrefusaltobuyaffordablehousingbeing put on the market. The law has allowed the County to purchase many units and, in other cases, leverage new owners to keep housing affordable.

• Completedweatherizationofmorethan1,300homesoccupiedbylow-incomeresidentstosaveonenergy.

• AddressedtheneedsofolderneighborhoodsthroughtheFocusedNeighborhoodAssistanceAreasprogram,withimprovementscompletedinGlenmontandGermantownandoneunderwayinMontgomeryVillage.

• FoughtsuccessfullyincourttorequireapartmentownerstoacceptfederalSection8vouchersforrent.

Accomplishments…By the Numbers

County Property Taxes • DuringIkeLeggett’sfirstsevenyears(FYs08-14)Countypropertytaxesincreased$290.5million–23.7

percentoversevenyears.Comparison:FYs01-07–$334millionoverprevioussevenyears–28percent.

All County Taxes

• CountyTaxesAsAShareofPersonalIncomewentfrom4.41percentinFY07(lastnon-Leggettbudgetyear)towhatwillbe4percentinFY2015--a10percentdecrease.ThisincludesallCountytaxes(includingenergytaxes)withexceptionofhotel/moteltax.

Schools Construction Funding from State

• Leggett’syears:$302million,$38millionaverage

• Previouseightyears:$252million,$29million

Crime

• SeriouscrimefellduringIkeLeggett’sfirstsevenyearsby33percent.Allcrimefellby26percent.

• The33percentdropinseriouscrimeintheCountywasmorethantwicethedecreaseincrimenationallyoverthesametimeperiod--andeighttimeslowerthantherateofdecreasefortheprevioussevenyearsintheCounty(2000-06).

• The26percentdropinallcrimesintheCountywasthreetimeslowerthanthe9percentnationallyandcontrastedwithan8percentoverallincreaseincrimesinthesevenyearsbefore(2000-2006).

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Gang-Related Crimes

• 2007:507

• 2008:442

• 2009:285

• 2010:232

• 2011:302

• 2012:250

• Reductionofabout50percent(49.3percent)ingang-relatedcrimessinceLeggetttookoffice.Nogang-relatedhomicidessince2010(onein2007,twoin2009,threein2010).

EMSI—ALL Jobs

2001 -2006

• FairfaxCounty/Citygrew712,755to755,953 ............................................................................10.29percent

• MCgrew589,234to634,576 .........................................................................................................7.7percent

• USgrew ........................................................................................................................................6.38percent

2007 to 2013

• Fairfaxgrew808,251to835,61727,366 ......................................................................................3.4percent

• MCgrew642,232to659,44317,211 ....................................................................................2.7percent

• USgrew ........................................................................................................................................1.58percent

2010 to 2013

• Fairfaxgrew799,964to829,80129,837 ...............................................................................3.7percent

• MCgrew629,591to662,12132,530 ..............................................................................5.2percent

Bureau of Labor Statistics(Doesnotcountself-employed&othercategories)

1995 to 2006

• FairfaxCo./Citygrew433,805to597,759163,954jobsgain .............................................37.8percent

• MCgrew379,323to464,83385,510jobgain .................................................22.5percent

• USaswhole .................................................................................................................................16.7percent

County Road Infrastructure

• FromFY2000-2007,theCountyspent$37milliononprimaryandarterialroads.

• ForLeggett’sfirsteightyears,theCountywillhavespent$66.7million–80percentmore.

• FromFY2000-2007,theCountyspent$17.7milliononresidentialstreetsandruralroadsintheCounty

• ForLeggett’sfirsteightyears,thefigureis$137.6million–a676percentincrease.

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13

Response Time Measures – from 911 call dispatch to arrival(in minutes and seconds):

Advance

Live

Support

Basic

Life

Support

Fire

Category Population Zone FY06 FY13

Metropolitan 14:27 10:50

-23.6%

Urban 15:48 11:31 -26.9%

Suburban 15:05 12:02 -20.1%

Rural 16:01 12:16 -21.5%

Metropolitan 13:43 11:54 -11.09%

Urban 13:50 11:38 -15..7%

Suburban 14:54 12:52 -13.9%

Rural 15:25 13:15 -13.7%

Metropolitan 9:51 8:05 -15.3%

Urban 14:02 8:23 -38.4%

Suburban 13:29 8:54 -32.7%

Rural 14:22 11:04 -22.3%

Fire & Rescue Response Times

14

15

16

17