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NCPP home:
http://newark.rutgers.edu:80/~ncpp/,
email:
ncpp@andromeda.rutgers.edu
Rutgers, State University of New Jersey, Campus at Newark
Graduate Department of Public Administration
National Center for Public Productivity
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1989 Exemplary State & Local
Award Winners
APERCU, Loveland, Colorado
Summary: The "City of Loveland's Training and Development Program
(APERCU)" provides training and development opportunities to enhance
employees' insights into and understanding of their jobs, skills, community,
health, safety, and personal and professional development.
Text: The "City of Loveland's Training and Development Program"
is also known as "APERCU," which is French for "insight and
understanding." The program was initiated in 1988 by the City of Loveland
Personnel Department as a public and private employer partnership in employee
training and development. Employees from 26 area employers have attended
APERCU programs. This cooperative program allows the City to offer comprehensive,
high quality training at a very low cost. As an internal service fund the
Personnel Department receives funding from other Departments for our services.
Fees paid for classes attended are in addition to monies currently paid
to fund the department. Participants from other employers pay registration
fees on a per student/cost recovery basis. The City's Personnel Department
provides all program design, publicity, marketing, registration, set-up,
evaluation and billing. The City provides the meeting facilities and training
sites. Training sessions are conducted by in-house experts, personnel from
participating organizations, and independent training consultants. To determine
the needs of the City and other employers, surveys were conducted of employees.
The topics currently explored include Work Safety, Health and Wellness,
Supervisory Skills, Management Development, Communication Skills, Computer
Literacy, etc. Opening the APERCU program to area employers and centralizing
the training function has had a dramatic impact on the program and the organization.
It has resulted in an increased awareness of what other departments and
employees do and the issues they face. There is an increased sense of belonging
to the group of City employees. There is a more global view of what issues
and situations face the City. There is an increased awareness of other businesses
which operate in the community. The exchange of ideas, suggestions, concerns
and challenges has also positively impacted the community's perception of
the City's ability and willingness to solve problems. Relationships with
the public has improved, fewer complaints are received, and in a 1988 annual
survey of citizen satisfaction with services, the city received its highest
evaluation ever. CONTACT: Todd Gamble Senior Personnel Analyst City of
Loveland Personnel Department 500 East 3rd Street Loveland CO 80537 303/667-6130
Automated Juror Selection and Jury Tracking System, Athens, Georgia
Summary: The "Automated Juror Selection and Jury Tracking System"
provides a model for computerized system which uniquely tracks juror eligibility,
suitable for smaller governments. This system has resulted in administrative
efficiency and cost savings.
Text: The program described is an automated on-line and batch juror selection
and unique tracking system such that the innovative part of the system,
apart from simply automating the selections process on a random basis, is
the ability to track juror eligibility for both the Traverse and Grand Juries
for the State Court and the Superior Courts. This automated Jury Selection
and Tracking System was designed to comply with all legal requirements,
has never been challenged, and represents considerable savings in money
estimated now at $46,000-$55,000/year. It further has resulted in a savings
of time (about 2-3 equivalent full-time people (EFT), is efficient and rapid,
and has the "blessing" and approval of State and Superior Court
Judges using it as a vast improvement over the prior, cumbersome, costly,
time-consuming manual process. The Juror Tracking subsystem is the only
one known in its tracking of juror eligibility throughout the life of a
given Jury Box (file of potential jurors) and including Box Exhaustion and
Turning of the Box (when the jurors in the Box are all used or ineligible,
and a new Box has not been authorized, the Box continues to track eligibility
of all Jurors, and selections continue until a new Box is prepared and certified
for use). All judges are very pleased with the accuracy of a given jury
panel selected; the fact that a juror's history is completely and accurately
tracked; a juror's eligibility status is tracked; juries drawn are truly
randomly and impartially selected; juries are free from tampering and human
error; juries may be drawn and processed at any time; the same jurors do
not appear repeatedly panel after panel; and jury responsibilities are shared
by a representative population.
CONTACT: Dorothy G. Harrison Manager City of Athens Data Processing PO
Box 448 Annex Room 350 Athens GA 30603-0448 404/354-2690
Bureau of Administrative Adjudication, New Orleans, Louisiana
Summary: The "Bureau of Administrative Adjudication" provides
an alternative to the criminal prosecution of individuals who fail to correct
public health housing and environmental violations in New Orleans, Louisiana
$17,050 in fines and hearing costs have been collected.
Text: Facing the dire need of an alternative to the criminal prosecution
of individuals who fail to correct public health, housing and environmental
violations, the Bureau of Administrative Adjudication was created within
the Environmental Health Division of New Orleans, Louisiana Health Department.
Cases are generated by enforcement agencies; they are submitted to the Chief
Clerk of the Bureau, processed in accordance with legal requirements as
set forth by State Statutes and City Ordinance, and a hearing date is assigned.
On the assigned date, a Hearing Officer is provided sworn testimony by the
enforcement agency and the defendant, and renders a decision. If the defendant
is found guilty, a hearing cost along with a fine are levied against the
defendant. In addition, the defendant is given a specific time to correct
the violations. The use of the Municipal Court prior to the establishment
of this Bureau in 1988, had involved a tremendous amount of man-hours, and
had created a sense of apathy among personnel. Having access to an in-house
prosecutory avenue that is not hindered by the rigid requirements and limitations
of a disassociated Municipal Court, has resulted in a more efficient and
timely system. Interagency cooperation has been greatly enhanced, and of
the hearing costs and fines imposed through administrative adjudication,
$17,050 has been collected.
CONTACT: Herb Bayhi Director City of New Orleans Health Department City
Hall, Room 8W02 1300 Perdido Street New Orleans LA 70112 504/565-6887
Caring for Kids Neighborhood Day Care Home Project, Jacksonville, Florida
Summary: "Caring for Kids Neighborhood Day Care Home Project"
in Jacksonville, Florida is a collaborative neighborhood day care effort
to increase options for welfare recipients to attain permanent self-sufficiency
by becoming licensed family day care home providers, resulting in savings
of $11,000 per recipient in welfare payments.
Text: Jacksonville, Florida has 8,634 Aid to Families with Dependent Children
(AFDC) recipients. It is estimated that there are approximately 50,300 children
who are 13 years of age or younger and in need of day care. The Caring for
Kids Neighborhood Day Care Home Project addresses the issues of long-term
unemployment/welfare dependency, inadequate job skills and educational training,
and an inadequate supply of neighborhood home day care services. Interested
welfare recipients have the option of becoming licensed family day care
home providers, thus achieving economic self- sufficiently. This entrepreneurial
project has provided a myriad of classroom/work experience and support services,
and is funded mainly by the City of Jacksonville, which guarantees each
participant a child care subcontract from $13,000-$15,000 annually. Through
the partnership between the City and the private sector, the program has
been able to provide welfare recipients with a meaningful occupation, thus
building a sense pride and dignity. It has been able to lower unemployment,
has saved taxpayers $11,000 per recipient in welfare payments, and provides
additional day care capability in the low-income areas where it is most
needed. Begun in 1988, the program boasts a 100% success rate.
CONTACT: Camilla Sims-Jones Division Chief, Child Services City of Jacksonville
Human Services Department 421 West Church Town Center Building, Suite 401
Jacksonville FL 32202 904/630-3647
Carlsbad Growth Management Program, Carlsbad, California
Summary: The "Carlsbad Growth Management Program" is an effective
approach to managing City growth by ensuring the adequacy of public facilities
and services, using public facility performance standards and a comprehensive
approach to facility planning and financing. Text: The City of Carlsbad's
Growth Management Program responds to the growing concern of residents about
the tremendous growth the City has experienced in recent years. In 1980,
the population of this 40 square mile community was a mere 30,000. Today
in 1989, over 60,000 people inhabit the city. For three years in a row,
the City had an average growth rate of 10%. Citizens complained of congested
streets, lack of parks and overcrowded schools. With this as the setting,
the Carlsbad City Council, staff, citizens and development community worked
together to design and implement a Growth Management Program which would
effectively address the concerns of all parties. The most unique feature
of the Program is its use of public facility performance standards and its
comprehensive, detail-oriented approach to facility planning and financing.
By adoption and implementation of the Program, the City has developed a
way to absolutely ensure that adequate public facilities and services will
be provided concurrent with the demand created by growth. The program goal
is to manage residential, commercial and industrial growth based upon compliance
with eleven facility-based performance standards. The program uses a three-tiered
comprehensive planning approach: 1. CITYWIDE FACILITIES AND IMPROVEMENTS
PLAN -Adopted eleven public facility performance standards -Divided the
City into 25 Facility Management Zones -Detailed existing Citywide public
facilities -Projected ultimate Citywide public facility needs 2. LOCAL FACILITIES
MANAGEMENT ZONE PLANS -Implements the provisions of the Growth Management
Plan -Prepared by property owners within each of the 25 zones -Phases all
development and public facility needs in accordance with the Growth Management
Plan -Details financing mechanisms to provide for the public facilities
3. INDIVIDUAL DEVELOPMENT PROJECTS -Must comply with the provisions of the
Local Facilities Management Plan -Must implement the provisions of the Citywide
Facilities and Improvements Plans After implementing its Growth Management
Plan for nearly three years, the accomplishments include: 1) 14 of the 25
zones in the City have adopted Local Facilities Management Plans 2) One
new community park has been developed. The entire acreage for another community
park has been dedicated rather than piecemeal dedication as was done previously
3) A Citywide traffic analysis has been prepared and an annual monitoring
program is in place to measure on-going service levels of all major roads
and intersections 4) Major road improvements have occurred in numerous areas
in the city 5) A financing plan has been adopted to fund improvements to
the three freeway interchanges in the city 6) A new fire station has been
constructed and another is under construction 7) A site has been acquired
to build a new branch library 8) The city has adopted a 25 year, build-out
capital improvement program (CIP) rather than just a 5-year plan The City
of Carlsbad's Growth Management Program precisely and comprehensively links
growth with adequate public facilities. Unless all eleven public facility
standards are satisfied within a zone, no development permit may be approved.
The eleven facility standards are not just goals or guidelines, they are
precise performance standards. Although each city must decide what standards
are best for their community, the principle of strictly complying with performance
standards for public facilities and services could serve as a model for
other communities.
CONTACT: Michael J. Holzmiller Planning Director City of Carlsbad Planning
Department 2075 Las Palmas Drive Carlsbad CA 92009 619/438-1161
City Wide Service Request System, Syracuse, New York
Summary: The City of Syracuse has initiated the computerized "City
Wide Service Request System (CWSRS)" which channels complaints and
requests for various services to a centralized telephone system, enabling
the city to track the disposition of the service request.
Text: The City Wide Service Request System (CWSRS) was developed using an
IBM System 38 with several terminals located at various City departments.
The function of this network is to channel all incoming calls into one centralized
bank of telephones. Calls are screened for the seriousness and nature of
complaint. Emergency calls are given top priority. All calls are data-entered
as soon as they are received and each given a status code. The address and
description of the complaint is recorded and the information is sent to
the appropriate department for immediate action. Seven departments within
the city make up the network. These departments received the vast majority
of complaint calls as well as calls for information. CWSRS makes it virtually
impossible to lose work orders. Verification of all calls with their date,
time, and address are key punched. Accountability is further enhanced by
the Five Day Overdue Report (which is designed to report all complaints
not resolved within five working days), perhaps the single most important
facet of the program, generated on a weekly basis. CWSRS handled 20,650
complaint calls in 1988. Because of the efficiency of the computer program
and the easy to follow training manual, the city needs only to employ four
full time operators to handle the very large volume of calls. City residents
no longer must make several calls to reach the proper department with which
a particular complaint should be registered. A good example of the system's
effectiveness is displayed in the reduction in size of the Five Day Reports
since implementation. The reports had initially averaged three or more pages
(with 8-10) complaints per page) a week to each bureau. Presently, the average
size of the weekly reports has been reduced to approximately one page. This
indicates clearly that two thirds of the complaints left unresolved after
five business days at the time the program was initiated are now resolved
in that period of time.
CONTACT: Linda J. Dombrow Director City of Syracuse Bureau of Research
422 City Hall Syracuse NY 13202 315/448-8020
Employee Assistance Program, Buena Park, California
Summary: The "Employee Assistance Program" provides "in-house"
counseling to employees of Buena Park, California in the areas of stress,
alcohol and drug abuse, family and marital crisis, job problems, child and
spousal abuse and money and credit management problems.
Text: A unique and innovative program for small city government, the Employee
Assistance Program (EAP) is a holistic approach to meeting the personal
needs of the city employee. The program is provided and managed "in-
house" by the City Psychologist for all types of crisis intervention.
Efforts are also made to assess the potential employee as they enter the
system through psychological screenings, and to continue their development
both personally and professionally through exposure to the in-service training
program, "Investment in Excellence". The variety of problems receiving
assistance include: family and marital crisis; stress; alcohol and drug
dependency; job problems; child and spousal abuse; legal problems; care
of and issues relating to elderly or infirm relatives; death and dying;
and money and credit management problems. The change that led to significant
cost savings was the institution of EAP. Prior to EAP the City Psychologist
worked in crisis intervention with the City Police Department. The vehicle
for handling the general employee population problems did not exist. Consequently,
problems with employee absenteeism due to accidents and illness were rising.
The city noticed the growing trend and decided to address it. Since the
introduction of EAP, the program has been directly or partly responsible
for over $2 million in savings, most of this being realized in a reduction
in disability retirements from four to one. Most agencies this size have
traditionally "contracted-out" their EAP services because the
up-front per employee cost usually appears lower. This program demonstrates
that a smaller agency can have an "in-house" program, and can
save considerably more money in doing so. CONTACT: Tom Abbott Program
Director City of Buena Park Administrative Services Dept. 6650 Beach Boulevard
Buena Park CA 90620 714/521-9900
Enhanced Budget Presentation, Stamford, Connecticut
Summary: For "Enhanced Budget Presentation," The Commissioner
of Finance for the City of Stamford, Connecticut developed an annual book
of information relevant to sound budget decision-making.
Text: An annual book developed by the City of Stamford, Connecticut, serves
as an explanatory back-up to the 200 pages of computer- printed dollar figures
that had traditionally been the City's budget decision tool. This book sets
forth: a description of the mission of each department; selected operating
statistics; a ten-year history of actual departmental expenditures, the
budget for the current year, and the Mayor's request for the coming year;
a ten-year departmental revenue history, the budget for the current year,
and the estimated amount for the coming year; a five-year history of full-time
positions in each department; and a detailed explanation of selected line
item budgetary requests for the coming year. This volume has become invaluable
to the fiscal boards as they make their budget decisions, as it enhances
the original computer-printout (which is still also prepared). The result
is that taxpayer dollars are spent more wisely, resources are allocated
on the basis of demand for services and on the basis of government policy,
as defined in the missions of the various operating departments of the City.
CONTACT: Paul A. Pacter Commissioner of Finance City of Stamford Finance
Department PO Box 10152 Stamford CT 06904-2152 203/977-4182
FAST, New York, New York
Summary: "FAST" is a 26-member unit, composed of architects, engineers
and tradesmen, that has served as the in-house construction team of New
York City's Bureau of Facilities Management (BFM). FAST is a time-efficient
and cost-effective alternative to the City's capital process.
Text: In FY 1988, BFM's director developed the Facilities Action Strategy
Team (FAST), an in-house design and construction team to respond to facilities
problems. FAST has addressed the problem of efficiently completing the construction
and conversion of space to meet the City's changing needs. The City's capital
construction process, while imbued with the best intentions, has sometimes
proven too protracted and too costly. The crises that New York City has
undergone have required efficacious construction of new facilities, and
without FAST, the process of constructing them would have been significantly
prolonged. Utilizing FAST has allowed the City to save money, increase the
quality of construction and ultimately improve City services in a wide variety
of projects. Such projects include the construction of emergency holding
pens for alleged criminals awaiting arraignment at the Manhattan Criminal
Court, the building of a facility to test would-be firefighters, and the
design and construction of wire centers for the City's planned telecommunications
system. FAST's efficient construction of emergency holding pens, which drew
praise from the district attorney, allowed the City to expand quickly an
innovative program to expedite criminal cases through the justice system.
FAST is currently responsible for 19 projects with an estimated total worth
of $12,000,000. Past projects have resulted in time savings of 50- 67%,
and have resulted cost savings from 20-50%. However, FAST's most critical
contribution has been in providing the City with capability to respond to
a variety of facilities problems which must be solved immediately. For example,
without the construction of arraignment facilities, the City's criminal
justice initiative, the Tactical Narcotics Program (TNT) would have been
less effective. FAST's flexibility insures that they can respond to a variety
of facilities issues. Ranging from the expansion of existing court facilities
to a mayoral print shop, each is considered a high priority. As the FAST
team performance indicates, the efficiency of an in-house construction team
provides an invaluable service.
CONTACT: Rudolph J. Fatutta Director City of New York Bureau of Facilities
Management 1 Centre Street 16th Floor North New York NY 10007 212/669-7292
Fast Track Residential Street Reconstruction Program, Schaumburg, Illinois
Summary: The "Fast Track Residential Street Reconstruction Program"
is a pavement management computerized system which "fast tracks"
and evaluates the status of street repair in Schaumburg, Illinois.
Text: The Village of Schaumburg has experienced rapid growth from its population
of 2,000 in the early sixties to the current residential population of 65,000.
The same growth has occurred in the commercial and industrial development.
This expansion produced inadequately designed streets, many of which were
under construction at the same time, increasing traffic flows, and deferred
maintenance. As a result, 10-15 years later, Schaumburg was faced with a
large percentage of streets in need of major repair. How to determine which
streets to repair first under existing budget constraints and ease community
inconvenience became a monumental problem. In order to support the theory
that many of the streets were reaching a critical stage and convince the
elected officials that major funding was required, a pavement management
system that would "Fast Track" this repair problem was needed.
The Public Works Department selected and modified the FHWA/Caltrans Flexible
Pavement Management System, a computer software package compatible with
the department's AT&T 6300 PCs. In November, 1986 all village streets were
surveyed by employees trained in-house and the data was entered into the
system. Data included five types of visual pavement failure as well as drainage
and curb problems. The Caltrans System generated a report assigning each
street a priority number, a rating (good, fair, poor, failed) and a suggested
strategy for repair (no repair, patching/crackfill, resurfacing, reconstruction).
This information was then loaded into a D-Base III+ program (developed in-
house) which gave a listing of streets by priority and repair strategy,
as well as a cost estimate for work to be completed. The Village then contracted
with InfraStructure Management Services of Arlington Heights, Illinois to
determine the actual condition of the pavement, sub-base and sub-grade through
non-destructive testing. This verified what the in- house survey revealed
and lent authenticity to the results of the modified CALTRANS program. The
reports identified 15.3% of the streets (23 miles) to be in poor condition
(needing resurfacing) and 27% (41 miles) of the network in a failed condition
(needing total reconstruction). With these reports in hand, a proposal was
made to the elected officials. It was apparent that the current funding
(mainly State Motor Fuel Tax) was not going to be adequate to correct these
problems. Based on the information supplied by the Department of Public
Works, a plan was presented to repair 42% of the entire street system over
a three year period. The Village Board approved a Bond Issue for $30 million
in 1987 of which $20 million was allocated for street reconstruction.
CONTACT: Robert H. Miller Director Village of Schaumburg Public Works
714 South Plum Grove Road Schaumburg IL 60193 312/894-7100
Home Ownership Program, Greenville, South Carolina
Summary: The City of Greenville, South Carolina "Home Ownership
Program" is a public-private venture which provides for the construction
of modestly priced homes for purchase by low-income citizens, and has produced
22 new homes (of a total of 38 planned homes).
Text: This program addressed the lack of quality housing in low income over
several years. As the housing conditions deteriorated, owner occupants moved
away from the areas. Disinvestment continued and housing conditions became
progressively worse in the community. A second problem was the conversion
of homes from owner occupancy to rental units, creating a vicious cycle.
The Home Ownership Program provides for the construction of moderately priced
housing by families of low income. It combines Federal Community Development
dollars for down payment and site improvement assistance from human service
agencies, below market financing provided through the South Carolina State
Housing Authority and competitive bidding for home construction to produce
a low purchase price ($30,000) and affordable monthly payments ($236.06)
for program participants. The program is sponsored and coordinated by the
City's Community Development Department. The program has been operating
for four years and has produced 22 new homes in two different communities
(a total of 38 are planned), and has made a significant contribution to
neighborhood stabilization and revitalization. The City has approximately
$10,000 invested in each home and believes that it has received a significant
return on that investment. No owner has defaulted on mortgage payments or
has been delinquent. The program benefits all participants: 1) Low income
families gain a new home that they otherwise would never have been able
to afford; 2) Their children thrive on the stability provided by growing
up in a home in which the head of the household is working to purchase the
home; 3) New homes help stabilize and revitalize the neighborhoods which
stimulating private investment; 4) The city government gains a new tax base
and a solid core of people dedicated to maintaining and improving the quality
of life in city neighborhoods; and 5) Home contractors benefit, because
the program supports small business. CONTACT: Jim Campbell Communications
and Training Manager City of Greenville Communications and Training PO Box
2207 Greenville SC 29607 803/240-4524
Law Enforcement Evaluation System, Paramount, California
Summary: The City of Paramount, California has instituted a citizen
"Law Enforcement Evaluation System", which has resulted in improved
service accountability and service delivery, more productive community interaction,
and reduced crime levels.
Text: In 1982, the Rand Corporation published a HUD sponsored study on conditions
of U.S. suburbs of over 10,000 people. The City of Paramount ranked as one
of eight disaster American suburbs, scoring in the bottom in 9 of 16 disaster
indicators, ranking 31 in the State of California in the category of highest
number of serious crimes committed per 100,000 population. Gangs were running
rampant, graffiti was everywhere and crime was on the increase. Because
of the cosmopolitan nature of the community, with its large Hispanic population,
it was difficult for law enforcement to relate to the community; and the
community was outraged at the poor service it was receiving. Public perception
of poor service delivery was exacerbated by the use of County deputies from
L.A. County. Deputies were not specifically assigned to patrol Paramount;
there existed a large turnover of officers. Because a deputy might only
work in the city one or two days per month, they appeared apathetic and
did not seem to care about the quality of service delivery. To combat this
situation, the City implemented several programs. To make the Sheriffs recognize
that they were working for the City, specific officers were assigned to
Paramount. The City seal was affixed to the officers patrol cars. And, to
create more accountability, to improve the quality of service delivery,
and provide a more effective, efficient and productive law enforcement service
delivery, the City initiated the Law Enforcement Evaluation System. This
program requires the deputies, upon completion of service, to hand out evaluation
forms to every victim or complaining party after each call. All the resident
has to do is put check marks in boxes and mail the already addressed post
card to the Sheriff's Station in order to evaluate the City's law enforcement
service. Every three months a recap of the data is provided to the City
Council. Each deputy also receives a copy of every returned card evaluating
his/her performance. Whenever a negative comment is received on an evaluation
form, the Lieutenant calls the citizen to resolve or respond to the complaint.
The results of the Citizen Satisfaction Survey Forms have been phenomenal.
With a 20% rate of return, 93% rated the deputy as courteous. Seven percent
rated the deputy as "other" while only 1% rated the deputy as
indifferent. In 83% of the cases, the deputy's performance was rated as
excellent. In 13% of the cases, the deputy's performance was rated as good,
in 1% the deputy's performance was rated as fair, and 3% rated the deputy
as "other". The deputies previously thought because of all the
complaints, residents hated them. They have found instead that they are
overwhelmingly appreciated. This has improved their attitude towards the
community. Instead of hundreds of complaints and gripe sessions, there is
now only an occasional complaint, productive Neighborhood Watch meetings,
and praise and understanding for deputies. Additionally, gang activity has
been drastically decreased. Major crimes for FY 1987/88 have been reduced
to FY 1978/79 levels despite the fact that this year Paramount is the eighth
fastest growing city in Los Angeles County. And most importantly deputies
are providing a higher quality of service with open communication with residents.
CONTACT: Patrick H. West Deputy City Manager City of Paramount Public
Safety 16400 Colorado Avenue Paramount CA 90723 213/220-2039
Local Government Program, Austin, Texas
Summary: The "Texas Comptroller's "Local Government Program"
provides a manual to help city and county governments of every size set
up a standard accounting system, as well as a team of one-on-one consultants
who offer city, county and other local officials technical assistance in
the interpretation of changing state regulations.
Text: Originated in 1975, the Local Government Program began with the development
of the Standard Financial Management System for Texas Counties, now called
the " Red Book," a manual to help any of the state's 254 counties
develop an accounting system. The Red Book offered a double-entry system
for larger, more sophisticated counties, and a "simplified" system,
using a combination journal-ledger that any county worker with no previous
bookkeeping experience could keep. Positive response to the Red Book resulted
in the development of a traveling Comptroller staff that traveled statewide
to help counties evaluate their financial management systems and make improvements.
When the staff wasn't out in the field, they were readily available for
consultation by phone. Regional workshops were added, and the Standard Financial
Management System for Texas Cities, the Blue Book, was developed to help
cities with their accounting procedures. Since 1985, the program moved in
a new direction with the creation of a newsletter for Texas local governments,
"City and County Financial Management Systems". This new thrust
of the Local Government Program allowed the Comptroller to provide a higher
level of service to more local governments at a savings --a timely solution
for cost savings when Texas faced serious budget problems. The quarterly
newsletter updates state laws and regulations and includes news analysis
and technical aids for local government financial management. It regularly
discusses areas of mutual endeavor between the Comptroller and cities and
counties and specifically explains the application of state laws and regulations
to local government financial management. Written in plain English, it is
offered free of charge to over 11,000 subscribers, including 10,000 City
and county officials, hundreds of local government managers and employees,
CPA firms and others interested in local government financial management.
CONTACT: Tom Nilsen Supervisor City of Austin Local Government Division
111 East 17th Street Austin TX 78711 512/463-4000
Mayor's Handicap Parking Enforcement Team, Flint, Michigan
Summary: The "Mayor's Handicap Parking Enforcement Team (HPET)"
of Flint, Michigan was established in August 1988 to help meet the educational
and enforcement concerns of handicap parking issues. A plan in which volunteers
were trained and authorized to issue tickets to violators of handicap parking
laws was established. As a result of budget constraints due to a high unemployment
rate, declining population and decreasing revenue, the Flint Police Department
has experienced a dramatic reduction in the number of its officers on the
street. This factor, along with a high rate of crime, often necessitated
making the enforcement of handicap parking laws a low priority within the
department. The citizens and public officials of Flint recognized this dilemma
and enthusiastically supported the establishment of the volunteer enforcement
team. The HPET volunteers, by working cooperatively with the Police Department,
the Secretary of State's office and Department of Building Inspections address
four major problem areas concerning handicap parking 1) enforcement, 2)
the addition of correctly signed spaces, 3) public relations and 4) distribution
of handicap parking permit information. Through funding received from the
City Council, donations, fundraisers and ticket revenue the project is completely
self-supporting. Revenue from all of these sources was $34,096 and total
expenses were $16,150. The Flint Police Department, by providing administrative
support, has 44 well trained volunteers in the community who address the
concerns of a special population. There is a dramatic change in the availability
and number of handicap parking spaces in Flint. Four hundred additional
handicap parking spaces have been placed at local businesses, through labor
provided by UAW Job Bank volunteers.
CONTACT: Joanne M. Hartranft Director City of Flint Mayors Office on
Aging 1101 South Saginaw Street Flint MI 48502 313/766-7276
Medical Care of Children Project, Fairfax County, Virginia
Summary: The Fairfax County, Virginia, "Medical Care of Children Project
(MCCP)" provides affordable medical services to children from indigent
families who lack Medicaid, health insurance, cash or other resources.
Text: The Medical Care for Children Project (MCCP) is a public/private partnership
that provides low-cost medical services to children from indigent families
which lack Medicaid, health insurance, cash or any other resources to pay
for health care. MCCP has two components, namely: 1) acute care, which consists
of services for acute illnesses provided by private physicians and medical
laboratories at a cost to the clients of $1 per service; and 2) comprehensive
services, which consist of preventive, general care, inpatient, physical
therapy, mental health, and pharmacy services provided by a health maintenance
organization at no cost to clients. Non-profit community organizations identify
eligible children, broker and arrange the services (e.g., recruitment of
physicians, client appointments, transportation) and process payments. The
goals of the program are to reduce the incidence and consequences of late,
inadequate, or lack of treatment of children's illnesses and to facilitate
family efforts to become self-supporting. In an effort to achieve these
goals MCCP has increased the number of poor children receiving low or no-cost
pediatric services, increased the number of health care providers who deliver
services to low-income children at reduced or no cost, increased the continuity
of health care for low-income children, increased family's resources for
food, clothing and shelter and reduced costs for health care, transportation,
and other medical costs. The budget for FY1988 is $106,646, which came from
the County's general fund and included the costs of the care provided by
the HMO and private physicians as well as costs to identify eligible children,
recruit providers, pay pharmaceutical and medical laboratory costs, and
administer the program. MCCP provides health services to indigent children
at minimal cost to the County as follows: 1) Private physicians agree to
provide services at 50% of usual charges; 2) HMO agrees to provide services
at cost below County's contribution for County employees enrolled in the
HMO; 3) Medical laboratories and pharmacies provide services at 50% of usual
charges or at cost; and 4) To reduce costs further, County and community
organizations tap existing community resources for medical care (e.g., the
Lions Club for funds to pay for eye care, the American Cancer Society for
screenings).
CONTACT: Jean M. Van Devanter Director City of Fairfax Office of Public
Affairs 4100 Chain Bridge Road Fairfax VA 22030 703/246-3187
Medical Quality Assurance Program, Lee County, Florida
Summary: The Emergency Medical Service of Lee County, Florida's "Medical
Quality Assurance Program" is an ongoing comprehensive medical quality
assurance program, designed to achieve and maintain an optimal level of
pre-hospital patient care.
Text: The problem addressed by the "Medical Quality Assurance Program"
is the inability to qualitatively measure pre-hospital patient care provided
by Lee County, Florida's Emergency Medical Service. Prior to the implementation
of this program, problems of improper patient care were dealt with in a
reactionary nature. This required a change from a reactionary to a preventative
orientation. Components of this program include direct review of all run
reports, in- field observation, as well as the evaluation of medications,
medical equipment, protocols and procedures. During the analysis of certain
medical equipment it was found that their use was ineffective in certain
cases. By narrowing the inclusion criteria regarding the employment of this
equipment, a significant reduction in expenditures is being experienced.
As part of this quality assurance program, a follow up reporting system
was established with the local medical facilities. This opened a channel
of communication with the medical professionals of those facilities which
had, until then, remained unused. As a result of this intercommunication,
Lee County Emergency Medical Service is able to measure the true caliber
of care given to their patients. Through the intensive scrutiny of run reports,
Lee County EMS is able to identify undesirable trends in patient care and
inform their personnel of it. Once the personnel is informed of a deficiency,
the appropriate remedial actions can take place. This heightened awareness,
coupled with a positive work environment, decreases the likelihood of costly
medical malpractice litigation.
CONTACT: M.K. Wilkinson Acting Director City of Fort Myers Public Safety/EMS
PO Box 398 Fort Myers FL 33902-0398 813/332-3111
Note Sale Directly to Residents Parsippany-Troy Hills, New Jersey
Summary: The "Note Sale Directly to Residents" issued high yield
tax exempt notes to both large and small investor-residents in order to
finance the final phase of the Lake Hiawatha Flood Control Project.
Text: As part of an effort to build pride in Parsippany, residents were
invited, during the month of September, 1988 to purchase one year tax exempt
notes. These general obligation notes were specifically issued to finance
the final phase of the Lake Hiawatha Flood Control Project. (Lake Hiawatha
is an area within the Township with a long history of drainage problems).
The denominations of the notes sold were in amounts as little as $500. in
order to give the very small investor an opportunity to participate. A legal
opinion was obtained stating that these financial instruments were exempt
from Federal and State income tax. The rate was determined on the Monday
morning of each of the four weeks during September and was the rate in effect
for the duration of the note term. The rate was set to include the normal
brokers profit resulting in a higher yield than was available in the market
place. The maturity date of the note was set at exactly one year after the
day of purchase. During the month of September, 1988, 566 notes were issued
totaling $2,320,000. Residents had the benefit of making small investments
tax free and purchasing their investment free of any broker or commission
fee. The program resulted in financing a much needed project, to control
flooding, and in building a deep sense of pride and unity in their community.
Ordinarily, an individual who wishes to invest in the Municipal market would
normally be required to purchase instruments in denominations of at least
$5,000 through a broker. The emphasis in this program was to allow the "very
small" Township investor an opportunity to participate in the fund
raising activities of their community, an opportunity that they would not
otherwise be capable of obtaining. Here the "very small" investor
could take advantage of high yield tax exempt notes without paying commission
fees to a broker. In total, 475 notes were sold in amounts of less than
$5,000 of the total 566 notes issued.
CONTACT: Robert Griffith Comptroller City of Parsippany Department of
Finance 1001 Parsippany Boulevard Parsippany NJ 07054 201/263-4295
Operations Improvement and Development Program Hillsborough County, Florida
Summary: The "Operations Improvement and Development Program"
in Tampa, Florida enhances pubic service delivery through supporting and
developing employee involvement in improvement teams, work simplification
teams, InterSolve teams, management training, employee and trade skills
training, strategic planning and technology transfer.
Text: The problem confronting Hillsborough County, Florida, which the Operations
Improvement and Development Department Programs address, is an increasingly
typical one: the public has increasing demands and expectations for services
but is unwilling to fund these service demands through increased taxes.
Twenty thousand people a year are moving into Hillsborough County and approximately
eighty percent of these newcomers are locating in unincorporated parts of
the County. The resulting stress on the infrastructure and social and economic
services is severe and increasing in pressure. The Operations Improvement
and Development Department of Hillsborough County was formed in 1987 to
respond to both the top administrator's and the Board of County Commissioners'
expressed need to make dramatic changes. The need for change was based on
instability reflected in a new County Administrator every two years and
a weakened relationship between the Board and County employees. The creation
of the Operations Improvement and Development Department was one of several
changes which included the restructuring of the organization to flatten
the layers of decision-making and the creation of a new professional ladder
in which compensation is based on performance. The Operations Improvement
and Development Department is part of the Productivity and Service Team
which includes Public Information, Cable Services, Information Technology,
Legislative Liaison, and Human Resources. As the name suggests, these departments
share the common goal of improving the overall productivity of Hillsborough
County through the hiring and retaining of competent and committed staff,
keeping up with the latest technology, and offering support to help implement
the County's mission to "provide quality public service second to none".
The Operations Improvement and Development Department is staffed by a team
of professionals who are experts in process consulting, organizational development,
management development, strategic planning, and operations planning. The
mission of the department and its programs is to enhance public service
delivery, reduce the cost of public service and improve the quality of services
to the residents of Hillsborough County. This mission is accomplished through
supporting and developing employee involvement and improvement teams, work
simplification teams, InterSolve teams, management training, employee and
trade skills training, strategic planning, and technology transfer. Emphasis
throughout the development of improvement teams was on measurable results.
Annualized documented cost savings and cost avoidances total $3.59 million.
One indication of the success of the program is the broad spectrum of departments
which have documented savings. The program works not only in those easily
measured departments which have documented savings. The program works not
only in those easily measured departments such as Solid Waste and Public
Utilities but also the "softer" delivery areas such as Social
Services and Aging Services. Another indicator of the success of the program
was found in the results of the Employee Survey. This survey measured employee
satisfaction on a broad range of job components. The results indicated that
employees who participate on employee teams or in training and development
programs were more satisfied overall than those employees who did not participate
in these programs.
CONTACT: Richard O. Mayer Director City of Tampa Operations Improvement
Develop 625 Twiggs Street Suite 203 Tampa FL 33602 813/272-5047
Park Place Senior Center, Arlington Heights, Illinois
Summary: The "Park Place Senior Center" of Arlington Heights,
Illinois uses formal community partnerships involving eight agencies which
provide centralize services to promote independence and quality of life
to senior citizens.
Text: After several years of research, the Arlington Heights Senior Citizens
Commission determined the need for a multi-purpose senior center. Senior
services were available in the community to the growing number of aging
residents, but were fragmented, located at different sites, and administered
by different agencies. The problem facing the Village was how to meet this
challenge of developing a comprehensive network of services at a time when
local, state and federal funding was being cut. The key factor for the success
of this project has been the development of formal community partnerships.
The Village did not have the resources or expertise to provide a holistic
service system. Therefore, it has aggressively sought community support.
Presently, there are eight agencies permanently housed at the Park Place
Senior Center. These agencies represent local government, private for-profit,
and not-for- profit organizations. The Village operates the Senior Center,
planning, developing and coordinating services. The agencies receive from
the Village rent-free space in exchange for the provision of direct client
services. The individual agencies retain administrative control, yet work
in concert with each other in an integrated service delivery system. Co-location
and the development of community partnerships have been the key factors
influencing the success of Park Place. Park Place has proven that by working
together it is extremely cost effective and that all parties involved can
better enhance their programs by pooling resources. For example, in 1982
the Village committed approximately $62,000 to operate the Center. The combined
budgets of the other agencies represented $346,000. Therefore, the Village,
by offering rent free space, gained provision of senior citizen services
valued at five times the cost of its initial investment. This pattern of
growth has continued. Although the Village is providing 100 per cent of
the costs to heat and maintain the Center, this represents only 14 per cent
of the total costs to provide all of the services. Another unique feature
of Park Place is that the Senior Center serves a six township area. It is
progressive for a municipal sponsored center to offer its services to an
area greater than its city boundaries, at no extra charge.
CONTACT: Mary Jo Zeller Senior Center Director City of Arlington Heights
Department of Health Park Place Senior Center 306 West Park Street Arlington
Heights IL 60005 312/253-2340
Program Measurement System, St. Petersburg, Florida
Summary: The "Program Measurement System" was designed and
implemented as a multi- faceted data collection and system of analysis of
governmental performance in terms of program outcome measures. The goal
of this system is to provide information to policy makers of St. Petersburg,
Florida in three areas; management, budgeting and accountability.
Text: The City's Program Measurement System is a systematic approach of
objectively obtaining and evaluating information regarding the performance
of City programs against established objectives. It requires City management
to focus on results rather than activities, and provides information needed
by City Council, the City management team and departmental personnel to
make informed decisions, as well as informing the public of the degree of
accomplishment of City programs. It is a centrally coordinated system which
provides analysis and support to department personnel and identifies potential
problems and areas of opportunities to the City management team. The system
is designed to focus on service outcomes rather than agency output or workload
measures. All programs are approached from a perspective of their ultimate
impact on the citizen. This program offers three separate components: 1)
The Program Measurement System, as explained in the program training manual,
gives a step-by-step approach to the development of a mission statement,
goals, objectives and measures for each program of government. 2) The mini-surveys
allow a government to get direct information from their "clients"
on how well they are doing on a regular basis which is essential to assessing
the effectiveness of their programs. 3) The FOCUS Group concept, a structured
approach involving the use of "internal consultants" to target
problem areas or programs which need improvement. The FOCUS Group component
of the Program Measurement System has had the most immediate impact on cost
savings, revenue increases and improved services. In the Occupational Tax
Section, the FOCUS Group analyzed revenue and field hours and recommended
the creation of an additional inspector position. This investment was recovered
through increased revenue collection in less than three months and now contributes
and additional $100,000/year in increased occupational tax revenue. Another
FOCUS Group that was formed to study the City's Consolidated Warehouse made
recommendations that resulted in improvements which turned an operating
deficit of $10,000/ month to an operating profit of $7,000/month and reduced
the overhead from 21% to 19% in only one year.
CONTACT: Jerry Gianakis Budget Supervisor City of St. Petersburg Budget
& Management PO Box 2842 St. Petersburg FL 33731 813/892-5275
Salt Lake County Business/Government Alliance, Salt Lake County, Utah
Summary: The "Salt Lake County Business/Government Alliance" in
a public-private partnership, comprised of business community members and
members from Salt Lake County government which plans, studies, and implements
solutions to common problems facing the County and business.
Text: In today's complex and highly technical society the business/government
combination represents a unique method of solving community problems without
costly consultant fees. Private business managers and executives bring valuable
private sector expertise and knowledge -- pro bono -- to County government
decision-making. The value of private sector volunteers serving as members
of a BGA and its task forces during the two years 1987 and 1988 alone is
calculated at $172,400 based on a standard hourly rate of $40. The creation
of task forces and subcommittees of BGA enlarges the circle of participation
for Salt Lake County residents. Many more citizens, professionals and non-professionals,
in the private sector are provided an opportunity to play an important role
in shaping County government decisions. These task forces and subcommittees
effectively help promote and maintain "open door government".
During the last seven years of its existence the Business/ Government Alliance
has studied and made recommendations to Salt Lake County in a wide variety
of areas. These recommendations have greatly aided in policy decisions and
improved efficiencies in Salt Lake County government. The BGA has closely
examined and made recommendations for Salt Lake County in Facilities Planning,
Water Management, Salt Palace (County-owned sports arena), Change in form
of County government, Criminal justice system, County tax system, County
government roles and revenues and Transportation solutions. CONTACT:
Nancy Plant Intergovernmental Relations Manager City of Salt Lake City Administrative
Services 2001 South State Street N4100 Salt Lake City UT 84190-3000 801/468-3337
Sanitary Infiltration/Inflow Removal Program, Johnson County, Kansas
Summary: The "Sanitary Infiltration/Inflow Removal Program" was
designed in Mission, Kansas, to reduce sanitary sewer backups in homes and
buildings and prevent bypasses to streams during rainfall events.
Text: Johnson County residences experienced sanitary sewer backups for over
30 years during moderate and heavy rainfalls. Also, uncontrolled bypasses
of sewage to receiving streams occurred during the rainfall events which
posed health and environmental hazards and violated EPA regulations. A large
portion of the water that causes backups originates from private residences
that have connections to the sanitary sewer which allow storm or ground
water (I/I) to enter the collection system. In order to eliminate storm
water from entering the sanitary sewer, modifications to the plumbing within
homes that have I/I connections must be performed. However, the costs of
these repairs were fully reimbursed to the homeowners. Homeowners who have
an I/I connection are contacted by Johnson County Unified Wastewater Districts
and asked to obtain bids for modifications from qualified plumbers. Bids
are submitted to the Districts for review of plumbing codes and functionality.
A plumber is selected to perform the repairs necessary to reroute the storm
water from the sanitary sewer to an appropriate means of discharge. Payment
for the repairs to the private residents were previously reimbursed to the
homeowner. However, it was realized that a savings was evident by utilizing
the County's tax exempt status. Payments were then reimbursed directly to
the plumber, saving 5-6% of the costs. By eliminating storm water on private
property, larger sewer pipes were not needed. Comparing replacement of sewers
versus rehabilitation of I/I sources in the three watersheds in which the
program was implemented, there is a cost savings of over $65,000,000. From
June, 1986 to present, the program has removed 2,700 sources at a cost of
$1,700,000 which removed 8,700,000 gallons per day during a one year storm
event. Due to an increase in staff, the program is expected to remove over
15,000 sources by the end of 1992. CONTACT: Jim Bills Infiltration/Inflow
Planning Coordinator Johnson County Wastewater-Engineering Division 6000
Lamar Avenue Room 100 Mission KS 66202 913/384-1100
Service Enhancement Program", San Diego, California
Summary: The "Service Enhancement Program", in San Diego, California
has developed a system to enhance service delivery to citizens while maintaining
the commitment to service of city employees who are requested to increase
productivity in the face of cutbacks as a result of Proposition 13.
Text: Since voter approval of Proposition 13, municipalities in California
have had to face the challenge of maintaining productivity after serious
budge cuts. The attitude of many employees at the City of San Diego continues
to reflect the resentment of having to increase their productivity without
the personnel, training, equipment and office space they perceive necessary
to do their work. The City Manager wanted to change the attitude of employees
from the top to the bottom of the organization. He wanted all employees
to act as "If our customers had a choice, they'd choose us". This
motto and the City Mission Statement became the foundation for 1988 - The
Year of Service. In February 1988, the Office of the City Manager requested
proposals for service enhancement programs from all department directors.
Three departments - Building Inspection, Parks and Recreation, and the Fire
Department - were selected to participate in the first phase of a city-
wide program aimed at enhancing service to citizens. The key components
include: 1) Development of performance measures which will assist each department
in monitoring the effectiveness of their service. 2) Development and administration
of pre- and post- citizen surveys 3) Development of a quarterly service-oriented
employee newsletter 4) City-wide training in customer service philosophy
and techniques 5) Inclusion of a customer service function and standards
in each employee's performance evaluation 6) Revision of city-wide policies
and procedures to streamline them for service to the customer 7) The development
of a telecommunications system to improve communication to city customers
CONTACT: Trudy Sopp Program Manager City of San Diego Organization Effectiveness
202 "C" Street San Diego CA 92101-3868 619/236-6025
Shared Savings Program Pittsburg, California
Summary: The "Shared Savings Program (SSP)" of Pittsburg,
California, is the culmination of the Public Services Department's ten year
effort to build private sector incentives into municipal public works employment
as an effort to cut costs, while escalating productivity.
Text: The City of Pittsburg's Shared Savings Program (SSP) has been in operation
since May, 1987. The program links employee compensation with efficient
utilization of equipment, supplies, and labor resources. The result of this
venture is that Pittsburg's employees have grown to appreciate the value
of City property and materials while significantly reducing the cost of
public works services. Briefly stated, the Shared Savings Program works
as follows: 1) Participants in the program are selected by their peers 2)
All monies that the park personnel have direct control of is pooled in a
single fund. 3) The group has its own accountant to log all costs on a daily
basis 4) All materials and supplies, repairs, etc., along with salaries
are charged to the account 5) Quality is controlled within the Parks System
through a vehicle known as a "Deficiency Notice". The Deficiency
Notice places a financial penalty against the group's account. Individual
deficiencies do not exceed $200 6) Savings (coming in under budget) are
split 60/40 with shares going to the employees and City, respectively The
unit cost of maintenance services has been reduced in meter reading from
78 cents to 33 cents per unit. One individual now reads all water meters
realizing approximately 120 hours per month, versus 1 1/2 individuals using
approximately 240 hours per month. The results in the Street Sweeping program
were also significant with costs falling from $15 to $10 per curb mile swept,
cutting 40% per month off the time previously required for this work. The
Unit Compensation program in janitorial services has reduced costs significantly.
(The last "low" private sector bidder came in $32,000 - more expensive
than the city's crew!) The SSP in the Park Maintenance was responsible for
an estimated $60,000 in its first year of operation. This savings was generated
at the same time that there was an appreciable improvement in the quality
of services provided by the Division.
CONTACT: Robert Soderbery Director City of Pittsburg Public Services
Department PO Box 1518 Pittsburg CA 94565 415/439-3600
Strategic Planning for Unified Decision Support, Fremont, California
Summary: The "Strategic Planning for Unified Decision Support (SPUDS)
Program" represents the attempt by the Fremont, California to develop
an integrated interdepartmental strategic plan as a response to the need
for long-term vision and the development of interdepartmental cooperation
to implement that vision.
Text: The "Strategic Planning for Unified Decision Support (SPUDS)
Program" has become a critical part of the City of Fremont operations.
A new breed of public organizational management, it both values the accumulated
wisdom of city staff professionals, and demands a context be set for budget
requests. SPUDS offers the rare opportunity for staff to take a step back
from everyday affairs and crises in order to evaluate our environment, to
anticipate, to plan and ultimately to gain control. Each year every city
department enters into strategic planning sessions led by facilitators from
the Management Analysis Division. In these sessions, city staff define the
department's overall mission, review the past year to identify key issues
facing the department, develop strategies and action plans to respond to
those issues and finally identify other City departments whose cooperation
is critical to the department's strategic plan. The SPUDS process coincides
with the preparation of the annual budget document in order to create an
interactive relationship between financial decision-making and organizational
planning; it provides a strategic context for budget decisions and establishes
a financial context for operational planning. SPUDS has produced many concrete
results -- The Public Works Department identified the need to standardize
their definitions of service levels, and created new service definitions
and an action plan to ensure the new standards are met. The Fire Department
administration recognized its need to become an integral and professional
contributor to the central administration of the city, and restructured
its organization to respond more effectively to the community needs (not
the least of which is the creation and management of three new fire stations).
A cooperative effort between the Human Services Youth and Family Counseling
Center and the Police Department produced a unique and multifaceted program
to respond to substance abuse problems. The Finance Department, in order
to provide more responsive and useful service to departments, implemented
a philosophy of decentralization by first developing finance staff teams
dedicated to specific departments, and the by placing emphasis on building
greater financial expertise capacity within each department. A critical
part of SPUDS was a participant survey, which was sent to all those involved
after the annual process was completed. While the results are not yet compiled
for the 1988-89 SPUDS process, the first years' participant response was
overwhelmingly favorable. 88.7% of the respondents felt the process significantly
helped them think about their departments' goals.
CONTACT: Neil Grasso Administrative Assistant City of Fremont 39700 Civic
Center Drive Fremont CA 94538 415/790-6760
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Last updated March 17, 1997.
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