Innovative ideas, projects, collaborations, and partnerships

Innovations
Current
Innovations
Jul 2024 Target
Goal Period ended July 2024

        Innovations

        • DLC developed a comprehensive Supplier portal on its website that provides product and suppliers business data such as licensee deliveries and returns, quantity on hand and on order, and sales trend reports.
        • DLC developed a comprehensive set of reports available to licensee-holders that include a payment report supporting detail for ACH debits and reports to show open orders, delivered and returned. Reports are available on the iStore application and can also be emailed upon request.
        • DLC completed a reorganization of the Operations Division, creating two separate divisions- wholesale and retail; and increased the number of management positions to improve operations; as well as modifying business practices with the advent of ORACLE systems and modifying ORACLE to streamline operations.
        • DLC conducts monthly training sessions for licensees and suppliers to improve the utilization of our interactive internet applications iStore and iSupplier. The result of the training is evident in that 48% of orders originate from the iStore internet ordering platform. This relieves calls going to the Order Section, which in turn enables the same staffing level to respond to callers more quickly.
        • DLC has established a standard email address for major business functions such as Accounts Payable, Accounts Receivable, Cashiers, Ordering and Licensing/Regulation to facilitate easier access to the respective team and quicker response coordination.

        Collaborations and partnerships

        • DLC has worked closely with local business owners to assess their needs and support legislative changes to promote growth. As a result, over 13 new alcohol have taken effect that include ratio improvements, new licenses and positive changes to existing laws.
        • DLC collaborated with the Council's Ad Hoc Committee on Liquor Operations, including actively participating in meetings and providing departmental statistics and information.
        • DLC developed, is implementing and monitoring an "Improvement Action Plan" with six major categories, 18 milestones and over 200 individual items for improvement. This was accomplished by collaboration with The County Executive's Office (ERP and CountyStat), the Department of Finance, the Office of Management and Budget and the Office of Human Resources.
        • DLC trained 1,372 servers and sellers in FY15 in their free, three hour alcohol education course, entitled Alcohol Law Education and Regulatory Training (ALERT) that instructs sellers and servers on safe, legal practices and requirements.
        • DLC obtained over $100,000 in in grants, awards and material contributions in FY15 that funded mystery shopper programs, the Cops-in-Shops program, regional safety alliances, the Annual Maryland Alcohol Forum, the Be My DD(Designated Driver)Program, the Adult Host Responsibility Campaign; and provided training materials, ID books and calendars, decals, key chains, and brochures promoting safe sales and service.

      Data Governance

      describes the quality of the data itself. Governance issues generally indicate that the data source is considered incomplete or unreliable.

      Model Health

      describes the quality of the predictive model. If the model health is poor, the trend prediction should not be trusted.

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