1992 Exemplary State & Local
Award Winners

Automated Fingerprint Identification System, Western Identification Network, Roseville, California

Summary: Criminal justice administrators from ten western states formed an interstate partnership to develop a multi-state "Automated Fingerprint Identification System"(AFIS). The Western Identification Network (WIN), a non- profit corporation, was formed specifically to implement and manage a cooperative system that would help solve crimes, expedite the process and cut costs associated with criminal proceedings.

Text: WIN was established as a corporation in May 1988 and by September 1988, NEC Technologies, Inc. was selected to provide the integrated identification system. The states of Alaska, California, Idaho, Nevada, Oregon, Utah, Washington, and Wyoming consolidated their efforts to obtain the necessary funding to implement the WIN AFIS system. WIN has grown in membership to include the US Postal Inspections Service, US Secret Service, US Immigration and Naturalization Service and the state of Montana. The program allows each of its members to conduct a fingerprint search against approximately 1.2 million records. When fingerprints are recovered from a crime scene, a fingerprint search can be launched from the respective state for a combined six state search, and if needed, the four networked systems. The program helps to solve crimes, save time, and cut costs at all levels of investigation and criminal proceedings. Prior to WIN, criminals could commit a crime in one state, cross state boundaries and commit the same or additional crimes in hopes of eluding law enforcement officers. The WIN/AFIS network provides a valuable investigative tool for the law enforcement community when fingerprints are recovered from a crime scene. Prior to AFIS, it was virtually impossible and cost prohibitive to manually search an unidentified fingerprint against a state's manual file. The most impressive aspect which evolved from the WIN concept was the willingness and cooperative spirit and support of each Governor, Attorney General, law enforcement administrators and managers in each western state who were able to agree upon a goal and achieve it. The obstacle of crossing state boundaries to combine resources for purchasing an AFIS was monumental. Initial meetings were set up in which the law enforcement administrators or delegated managers mapped out strategy for developing a regional AFIS. It took many hours of researching state laws, preparing written documentation requesting information and attending AFIS work shops conducted by numerous vendors. Most of all it took the support and belief of all who were a part of this concept to believe in its success, investigative potential, and ability to convince legislators to fund such a program. It is, and continues to be, a combined cooperative state and federal team effort.

Contact: Gary B. Goad Projects Coordinator Western Identification Network, Inc. 2260 Douglas Boulevard, Suite 270 Roseville, CA 95661 Phone: 916/786-8010 FAX: 916/786-8734

Child Support Enforcement Program, Clermont County, Ohio

Summary: The "Child Support Enforcement Program" was established in 1975 as Part D of Title IV of the Social Security Act. The Program helps to strengthen families and reduce welfare dependency by placing the responsibility for supporting children where it belongs - on the parents. Most importantly, the receipt of child support helps make it possible for children to grow in confidence and competence and become healthy, productive, independent adults, often with a positive relationship with the absent parent.

Text: The need for a nationwide parent location and child support collection and enforcement system was acknowledged in 1975 by the U.S. Congress which had become aware that many of the children receiving public assistance had living parents who were responsible for them and should have been making child support payments. Legislators were, to a large extent, motivated by the need to contain welfare costs. This, coupled with the belief that when a non-custodial parent has resources they, and not the taxpayer, bear the responsibility for supporting their child, led to an amendment which established Title IV-D of the Social Security Act (Public Law 93-647). Each county in Ohio is required to establish a separate CSEA. It is the responsibility of the CSEA to carry out federal and state IV-D program requirements and to make child support services available to those in the community in need of them. Close coordination between CSEAs and the State Office of Child Support is the single most important factor leading to effective implementation of a highly qualified, cost effective child support program. The CSEA has the responsibility for the direct administration of the program to ADC recipients and non-ADC recipients in the county.

Contact: Jeff Conner, Support Chief Clermont County Child Support Enforcement Agency 2400 Clermont Center Drive Suite 107 Batavia, OH 45102-1957 Phone: 513/732-7248 FAX: 513/732-7433

Diversity Commitment, San Diego, California

Summary: In a proactive effort to be responsive to the diversity within their workforce as well as the communities they serve, the City of San Diego undertook an organization-wide change effort. The Diversity Commitment is a long-term and strategic plan which includes data gathering and discussion, ongoing education, problem-solving, and changes in system-wide policies and procedures. Over 200 qualitative and quantitative changes have occurred in the way business is done, people are treated, and policies are carried out.

Text: The Diversity Commitment is a city-wide effort dedicated to changing the way all employees are viewed, valued, and treated. Through this effort, the City hopes to uncover and reduce the "isms" (ie, sexism, racism, heterosexism) inherent in the policies and behaviors which impact agency effectiveness and productivity. San Diego has a long history of successful recruitment and hiring of women and people of color into the system. Up to 1992, however, the City was not as successful in addressing their needs, such as support systems and equitable policies, once they joined the organization. The diversity effort was launched by the City Manager's Office to frame diversity as a strategic direction and future resource. The goal is to create an environment where differences are valued and all City employees are a productive part of a high performing team delivering services to a community of over 2 million people.

Contact: Trudy J. Sopp, Ph.D. Manager, Organization Effectiveness Program City of San Diego 202 "C" Street - MS-8A San Diego, CA 92101-3868 Phone: 619/236-6025 FAX: 619/236-5584

Economic Development/Government Equity Program (ED/GE), Montgomery County, Ohio

Summary: Montgomery County, Ohio developed the "Economic Development/Government Equity Program (ED/GE)" to strengthen the regional economic base, promote rational county-wide growth, leverage other available development funds, and foster interlocal government cooperation.

Text: During the 1980s Montgomery County, Ohio faced economic pressures and fiscal constraints similar to those that plagued other local governments during that period: rising public service costs, lower-than-forecast tax revenues, federal and state aid reductions, and a mobile industrial base. To cope with these trends, the county developed the Economic Development/Government Equity (ED/GE) Program. The program seeks to strengthen the regional economic base, promote rational county-wide growth, leverage other public and private development funds, and foster interlocal government cooperation. ED/GE provides $5,000,000 yearly to fund county-wide economic development projects; in return, local jurisdictions that participate in the program must share a portion of their new economic growth with other communities in the county. Results from the first funding cycle indicate the program is a success: other development funds were leveraged by ED/GE funds by a ration of 2:1, thousands of jobs within the county were created or retained in area businesses, and all participating jurisdictions shared in the costs and benefits of economic development.

Contact: Kevin J. Carver, Director Montgomery County Community & Economic Development Department 451 West Third Street Tenth Floor Dayton, OH 45422 Phone: 513/225-6141 FAX: 513/225-6327

Farming Safely in the Thumb, Huron County, Michigan

Summary: "Farming Safely in the Thumb" is a program of the Huron County Health Department serving Huron, Sanilac and Tuscola Counties in the State of Michigan. The program provides safety education/training to farmers/farm workers including family members. It is funded by a Safety Education and Training (SET) Grant from the Michigan Department of Labor.

Text: The rapidly changing agricultural environment of new pesticides and equipment as well as the continued usage of old and possibly dangerous farming equipment requires preventive measures to reduce, and hopefully eliminated, farming related injuries and deaths. "Farming Safely in the Thumb" is a multi-faceted, safety education/prevention program for the farmers/farm workers. The overall goal of the program is the reduction of agriculture related injuries and deaths. Farming Safely helps in the identification of hazards and provides recommendations toward eliminating them or at least increasing skills for dealing with those that can not be eliminated. The Huron County Health Department administers the 4-H and Farm Bureau and 4-H Tractor and Farm Machinery Safety Courses for youth 10 years old and older. These courses provides safety education and "Certificate of Training" for students 14 years and older. The county also conducts "First-on-the-Scene" Workshops which provide training on "what to do before EMS arrives" in the event of a traumatic injury.

Contact: Geraldine R. Smith Agriculture Safety Specialist Huron County Health Department 1142 South Van Dyke Bad Axe, MI 48413 Phone: 517/ 269-9721 FAX: 517/ 269-9066

Friends for Life, Albuquerque, New Mexico

Summary: The "Friends for Life" program establishes a new base-level of services for committed juveniles through the use of volunteers and community services and resources. This new base-level is an array of intimate services provided by the volunteers which include basic nurturance, friendship, companionship, role modeling, mentoring, emotional developmental assistance, and non-formal surrogate family relationships. From this new base-level the more traditional program and therapeutic services (psychological, educational, chemical dependency, cottage programming, recreation and religious) can be launched and administered more effectively.

Text: "Friends for Life" is a program that matches juvenile residents of the New Mexico Girls' School with a volunteer or volunteer couple from the surrounding neighborhoods. The volunteers are recruited and are well established mainstream people who become friends, companions, role models, mentors and surrogate families to young women who desperately need to be wanted. As the relationship develops the volunteer and resident experience bonding and the volunteer is able to nurture the resident often resulting in significant emotional development on the part of the young women. In many cases the volunteer-mentoring relationship continues long after the juvenile has been released into the community. The volunteer helps to develop probation and aftercare plans and in some situations chooses to adopt the resident.

Contact: A. Nick Gonzales, Superintendent Youth Diagnostic & Development Center New Mexico's Girls' School 4000 Edith Blvd. NE Albuquerque, NM Phone: 505/841-2400 FAX: 505/841-2428

Greensboro's Affordable Housing Vision, Greensboro, North Carolina

Summary: "Greensboro's Affordable Housing Vision" is funded by the Greensboro Housing Partnership Trust Fund that was created by the allocation of one cent of the City's ad valorem tax for the exclusive use of affordable housing initiatives. This unique funding program grew out of the Community's awareness of the need for affordable housing in Greensboro and its commitment to fund this prioritized need. Working with a budget of approximately $1 million annually, the City's special division of Housing Development has acted as partner, facilitator and catalyst uniting diverse groups in this effort.

Text: The intent of the Greensboro's Affordable Housing Vision is to provide decent, affordable, safe housing to all of its citizens within this generation. The Greensboro Housing Partnership Trust Fund was created by the allocation of one cent of the City's ad valorem tax for the exclusive use of affordable housing initiatives. In 1989, a goal was set of having 500 families living in affordable housing by 1995. In just three years 680 homes were either completed or well underway. The Partnership invested $7,641,831 in public funds and generated $26,203,474 in private capital for a total of $33,845,305 in new or rehabilitated housing. Program emphasizes public/private partnerships with both non-profit and for-profit developers to provide housing to those earning 30-50% of the area's median income.

Contact: Andrew S. Scott Special Assistant to the City Manager Housing Development-Department of Planning & Community Development City of Greensboro PO Box 3136 Greensboro, NC 27402-3136 Phone: 919/373-2349 FAX: 919/373-2544

Hudson County AIDS Network of Care, Hudson County, New Jersey

Summary: Hudson County New Jersey has the second highest per capita incidence of HIV/AIDS in the country. The "Hudson County AIDS Network of Care" responds to the epidemic through a coordinated system of care. Text: The Hudson County AIDS Network of Care responds to the needs of HIV/AIDS clients through comprehensive system of care. A case management approach is incorporated to reduce the fragmentation of care that usually exists within a county-wide service delivery system. The Network provides for an early detection and treatment program for individuals infected with the HIV virus. A systems approach that utilizes community partnerships withtin the county and among the diverse municipalities enhances the quality of services provided and reduces the costs associated with delivering such high level services. A consortium of non-profit health care and human services providers was created to promote a cooperative spirit, rather than a competitive one, that would provide the most comprehensive system of care possible to needy residents of Hudson County. Grass roots planning and the involvement of community groups since the onset of the program minimized fear and NIMBY attitudes among County residents. This grass roots planning ensured the development of a county-wide network of care that is culturally responsive and reflective of the ethnically diverse community.

Contact: Carole Ann Wilson, Director Department of Human Services Hudson County 567 Pavonia Avenue Jersey City, New Jersey 07306 Phone: 201/795-6933 FAX: 201/795-6200

Information Network of Kansas (INK), State of Kansas

Summary: The "Information Network of Kansas(INK)" provides on-line computer access to public information maintained by State, County and Local government entities, to the businesses and citizens of Kansas in support of economic and educational development.

Text: To provide equal and affordable access to public information, the State of Kansas legislature enacted the Information Network of Kansas Act in 1990. Directed by a 10 member board consisting of government agency CEOs and private citizens appointed by the governor, INK's mission is to provide equal electronic access to public information to the businesses and citizenry of Kansas in support of economic and educational development. All funding and management for the project are provided by a private sector network manager awarded an employment contract through a competitive bid. In its first year of operation, INK has over 2000 subscribers accessing 83 on-line applications consisting of over 100 separate information sources within Kansas state, county and local government. Today's network is accessed with a personal computer or Macintosh via a modem and a regulated fee of $.40 per minute is charged the subscriber for the electronic access to the public information. In 1993, free access in all Kansas public libraries and multi-media kiosks in many supermarkets and shopping centers will be added. Being 100% fee funded, INK has never requested nor received any public appropriations, grants or subsidies of any kind.

Contact: Jeff Fraser, General Manager The Information Network of Kansas 106 Capitol Tower 400 SW 8th Avenue Topeka, KS 66603 Phone: 913/296-5154 FAX: 913/296-5563

Model for Capping Wage and Benefit Costs, Marion County, Ohio

Summary: Marion County and its largest union developed a model for negotiating wages and benefits which places a cap on the employer's future expenditures. The model defines the employer's maximum future personnel service costs while giving the union flexibility to bargain changes in salaries, insurance and other employee benefits.

Text: The County was faced with a voter mandated property tax reform that threatened the stability of future county revenues. For budgeting purposes the county was seeking a way to place a total cap on its annual personnel expenses while recognizing the union's need to obtain a reasonable wage and benefit package for its employees. The model, that the union and the county jointly developed, achieves both objectives while enhancing mutual trust and respect through a collaborative bargaining process. Marion County negotiated a three year labor contract with an economic reopener in the 2nd and 3rd year. Contract language allows the Union the right to bargaining on the cost and type of benefits including its cost-of-living adjustment (COLA). However, the total annualized cost to the county for all wages, benefits, and "related payroll costs", shall not exceed 6% for the succeeding year. This model also creates an incentive for employees to control their use of health, dental and worker's compensation benefits. Employees can influence their COLA or purchase additional benefits by decreasing the cost of insurance. The employees are rewarded for decreasing these costs while the County's total personnel costs remain fixed. The employer can project wage and benefit costs for budgeting purposes prior to the completion of the negotiations on the economic components of the labor contract.

Contact: Randy Curtis Director of General Services Marion County, Department of General Services 220 High St. NE Salem, OR 97301 Phone: 503/588-5455 FAX: 503/588-5495

New Jersey Hazardous Material Training Program, State of New Jersey

Summary: The "New Jersey Hazardous Material Training Program" develops, maintains and administers training courses in hazardous materials response that comply with or exceed standards established under state mandate. The Unit also maintains a computerized registration database and certificate issuance system for the states 120,000 public sector emergency responders.

Text: New Jersey, being one of the leading chemical producing states in the nation, has had a long record of concern about hazardous materials and their potential impact on society and the environment. The program was designed in response to a clear and urgent need to ensure that public sector employees are prepared to respond quickly, efficiently, and effectively in the event of a release of a hazardous substance. After closely reviewing federal standards and OSHA legislation, the Hazardous Material Emergency Response Planning Unit of the NJ State Police developed a statewide Hazardous Material Training Program. The courses are developed in a modular format to accommodate students' availability. The program has been universally accepted in the emergency response community due to its method of development, in particular, its utilization of input from a variety of highly qualified and motivated personnel with diverse fields of experience. This vital and dynamic program has created a highly regarded standardized training throughout the State of New Jersey with the objective of minimizing potential injuries and deaths associated with chemical spills by ensuring a safe, professional response to hazardous material incidents.

Contact: Sgt. John Connolly, Supervisor NJ State Police Hazardous Material Emergency Response Planning Unit Box 7068 West Trenton, NJ 08628-0068 Phone: 609/538-6065 FAX: 609/538-0345

Operation Border Crossing, Port Authority of New York and New Jersey

Summary: The Port Authority Police, with the assistance of Bergen County police officers, conduct surveillance of suspected drug buyers as they make purchases in the Washington Heights section of New York City. The buyers are followed and those heading to New Jersey, via the George Washington Bridge, are arrested.

Text: The basic premises of the operation include P.A. C.I.B. Detectives surveilling known "drug buy" locations in Washington Heights, that are frequented by New Jersey and Pennsylvania registered vehicles, for the purpose of buying illegal drugs. Following observation by P.A. Detectives of a "drug buy", the vehicle and occupants are monitored during their return trip back to New Jersey, via the George Washington Bridge. Once back in N.J. a marked police vehicle with uniformed officers will make a vehicle stop. The stop will be based upon probable cause information, supplied by C.I.B. Detectives to the marked units. The occupants of the target vehicle will be placed under arrest for possession of narcotics. The involvement of an Assistant Prosecutor and members from the Bergen County Prosecutor's Office will insure conformity with established operational rules and Stop, Search and Seizure legal requirements. On the N.Y.C. side of the bridge, Bergen County and N.Y.C.P.D. - T.N.T. assisted our C.I.B. Detectives with targeting suspect vehicles.

Contact: James O'Neill, Inspector Port Authority of NY & NJ Public Safety Department Journal Square Transportation Center One Path Plaza Jersey City, NJ 07306 Phone: 201/216-6818 FAX: 201/963-2812

Operation Hand Up, State of Hawaii

Summary: "Operation Hand Up" offers homeless single men and women housing, job training and employment opportunities for a minimal fee of $200 a month. The program is designed not to be a handout, but a hand up to independence and regained self-esteem.

Text: Operation Hand Up was inaugurated August 15, 1992 by the City and County of Honolulu as a pilot program to augment other efforts on behalf of homeless individuals and as a demonstration project to show the efficacy of such a program to the State of Hawaii. It offers a helping hand to employable individuals by giving them clean, subsistent housing, laundry and shower facilities, and one hot meal a day for $200 a month; four options for work or job training; and counseling for drug or alcohol abuse, stress management and other personal problems. To implement the pilot program, the City leased warehouse space from the State of Hawaii and converted it into 39 individual cubicles, plus space for an office, a kitchen, laundry facilities and men's and women's bathrooms and showers. The cost of materials to erect the Operation Hand Up facility, named Hale Kai (Sea House), was $35,000 and was funded by the City and County of Honolulu Building Department. The annual budget is $160,000, funded by the City's Department of Housing and Community Development. Work Hawaii has spent a total of $32,555 in job training and placement of Hale Kai residents. Though limited in the numbers of homeless it is capable of serving, Operation Hand Up has proven to be a very successful program.

Contact: Jeremy Harris, Managing Director City of Honolulu 530 South King Street Honolulu, HI 96813 Phone: 808/ 527-5796 FAX: 808/ 523-4666

Personnel Pilot Program, State of Florida

Summary: The Division of Workers' Compensation increased productivity under a "Personnel Pilot Program" authorized by the 1991 Legislature for a net added value of $687,034. Through the flexibility granted under the new legislation the division implemented several innovative practices that resulted in cost savings and cost avoidances.

Text: The Division of Workers' Compensation achieved increases in productivity, quality and customer satisfaction under a pilot program authorized by the provisions of Senate Bill 2302 for Fiscal Year 1991-92. Using flexibility granted under this legislation, the Division streamlined the classification and pay plan, flattened the organizational structure, developed monetary and non-monetary employee incentive programs and created innovative training and career development programs. During the year, the division achieved a net cost avoidance of $687,034.

Contact: Kitty Convertino, Audit Administrator Florida Department of Labor and Employment Security 2012 Capital Circle SE Hartman Building, Room 304 Tallahassee, FL 32399 Phone: 904/488-9015 FAX: 904/488-5695

Program for Successful Risk Management, Culpeper, Virginia

Summary: This report uniquely describes a methodology format that risk managers can utilize to obtain a realistic picture of the results of their program. The concepts presented relate the factors which impact on their risk management program to the actual results once the technique of implementing the program are put into action. These techniques can be applied to achieve a successful risk management program. Text: This report summarizes the results of the improvements in the Culpepper's insurance and risk management program over a four year period using FY 87-88 as the base year. It describes the factors that should have caused its insurance and risk management cost to increase significantly and graphically depicts the reductions that actually occurred. The Town actually saved $237,130 over the four year period and reduced its insurance cost by 39.1 percent. It also explains the procedures, steps and techniques employed to implement the program, which resulted in the cost savings realized. The results reflected in this report have been accomplished without a formal safety policy, but a Loss Control/Safety Manual has now been prepared and is in the process of being adopted. Before the initiation of this program the Town's workers compensation costs were escalating out of control; it was in an assigned risk pool and injuries were mounting. The other insurances were not being properly analyzed, coverages were deficit in some areas and no attention was being given to safety practices and risk management control. This report addresses the problems related to establishing and maintaining a cost effective risk management program. It examines the direct contrast between the factors that impact the cost of insurance, the steps taken to implement a cost effective risk management program and the positive results achieved, once the problems were identified as well as the methodology involved in solving them. The innovative aspects of the program provides a methodology for the risk manager to establish a correlation between the factors which impact the insurance/risk management program. Supervisors now have a better understanding of the risk management program, the numerous benefits to be derived from a formal safety program and the necessity for improved employee safety in the workplace.

Contact: R. Edward Duncan Director of Management Services Town of Culpeper 118 W. Davis Street Culpeper, VA 22701 Phone: 703/825-1464 FAX: 703/825-7582

River of Dreams, Phoenix, Arizona

Summary: "River of Dreams" is the first National Park Service sanctioned Grand Canyon raft program for people with significant physical, medical and mental disabilities. The City of Phoenix Parks, Recreation and Library Department collaborated with nonprofit organizations and commercial outfitters to pioneer this landmark program of accessibility.

Text: In the fall of 1991, the City of Phoenix sponsored the first National Park Service sanctioned Grand Canyon raft trips for people facing significant physical disabilities and life threatening illnesses. Two trips were offered, each spanning two weeks and 225 river miles through some of the highest rated whitewater rapids in the country. Most of the participants had never before rafted or camped out-of-doors. Their backgrounds were diverse, but all shared a life long desire to experience the Grand Canyon firsthand rather than through someone else's words. This program has shown that the nation's natural environment is everyone's birthright, and that some of its most inaccessible terrain can be safely accessed through creative thinking, hard work and open attitudes.

Contact: Kathryn D. Salmon Employee Programs Coordinator City of Phoenix 135 North 2nd Avenue Phoenix, AZ 85003 Phone: 602/262-7786 FAX: 602/534-2848

Self-Help Support System, State of New York

Summary: The New York State "Self-Help Support System" is a joint partnership of the state departments of State, Environmental Conservation and Health, the Environmental Facilities Corporation, and The Rensselaerville Institute. This innovative and dynamic technical assistance team, the only public-private coalition of its kind in the country, provides expertise to alleviate water and wastewater problems of small communities.

Text: The need for improvement in water and wastewater systems is well documented. In New York State water systems alone, reliable estimates put capital needs at over 6 billion dollars (in 1980 dollars). Rural systems (serving 10,000 people or less) account for 1.2 billion of this total. For wastewater systems, the situation is even worse. Documented needs exceed $10.2 billion, with another $3.75 billion estimated. Despite the need, federal and state programs do not provide sufficient funds to solve these problems - especially in our smaller, rural communities. Self-help is an important alternative for many communities with urgent needs and very limited financial resources. Self-help begins with the idea that local communities have traditionally done many things for themselves, recognizing the principle that the best way to get money is to need less of it. Since its inception several years ago, its small staff of five has provided technical assistance to 316 towns and villages as a field operations-style program. This effort has generated 113 construction projects saving New York State's communities $15 million. Unfortunately, due to increased federal and state regulatory demands for the 1990s, the demand is exceeding staffing capability.

Contact: David Pilliod, Director Department of State Office for Local Government Services 162 Washington Avenue Albany, NY 12231 Phone: 518/473-3355 FAX: 518/474-4765

Shared Aide Service: Cost Effective Home Care, Erie County, New York

Summary: "Shared Aide Services (SAS)" was implemented in 1989 as a more efficient model for home health care service delivery. With SAS, Erie County was able to conserve Medicaid funds, enhance client independence, and use personal care aides more efficiently.

Text: Erie County confronts the difficult challenge of administering a quality home care program in the face of escalating costs and a shortage of personal care aides. The County initiated a Shared Aide Service (SAS) to address these issues. SAS is a more efficient model of home care than the traditional home care model. With traditional home care, aides are assigned to individual clients for specific blocks of time. In contrast, with SAS aides care for several clients at a site, making short visits to assist each client with specific tasks as needed. Erie County initiated SAS in 1989 as a demonstration project serving 28 clients living in one senior citizen building. Its' success led to rapid expansion to the current 635 clients at 48 SAS sites. SAS provides quality care, better utilization of personal care aides, enhanced client independence, and substantial savings in Medicaid costs. Erie County estimates use of SAS saves Medicaid more than $4,250,000 per year. Erie County is committed to providing quality home care to its' residents, however the expense of care and a growing shortage of personal aides threaten the availability and quality of care. The objectives of SAS are to: provide quality care and continuity of care for clients; promote better utilization of home health care personnel; increase job satisfaction and career growth for aides; and reduce Medicaid costs. SAS required Erie County to provide a flexible, task oriented system of care within a regulatory framework and billing procedures that were rigid and time oriented. New procedures for assessment, authorization, and prior approval of payment were developed. Provider agency roles changed and aides had to be taught to reorganize their care.

Contact: Christine Bush, Administrative Director Community Alternative Systems Agency Statler Towers 107 Delaware Avenues Suite 1800 Buffalo, NY 14202 Phone: 716/858-2303 FAX: 716/852-3260

STARR (Substance Treatment and Recidivism Reduction) Program , Durham County, North Carolina

Summary: The "STARR (Substance Treatment and Recidivism Reduction) Program" is a 12-step based substance abuse treatment, life skills education, and community referral program designed to keep a targeted inmate population (both male and female) in recovery and out of jail. During the four week program, twenty local agencies/groups work directly with the STARR Program inmates.

Text: There are four components of the STARR Program, encompassing a minimum 75 hours of class/group time required of all inmate graduates:

• Substance Abuse Lectures/Recovery Therapy Groups
• Self-help Classes/Community Referral Enrollments
• Life Skills Education/12-Step Meetings
• Continuing Care Management/Tracking The STARR Program was implemented as not just another in-jail substance abuse treatment program, but as a program that also addresses inmate issues of financial, social, medical, legal, housing, family, educational, and recovery needs. Initially funded by a grant from the Governor's Crime Commission as a model program for the state of North Carolina, since October 1990 through February 1993, 636 inmates have entered and 505 have graduated the STARR Program, with a graduate re-arrest recidivism rate of 29% (thus saving Durham County Government just over $105,000 in inmate jail time/expense).
  
  Contact: Larry R. Haverland, Director Program Durham Sheriff's Department Jail 326 E. Main Street Durham, NC 27701 Phone: 919/560-0960 FAX: 919/560-0854
  
  

  Statewide Long-Term Improved Management (SLIM) Program, State of Arizona

  Summary: The Statewide Long-Term Improved Management program is an effort to streamline state government while improving the quality of services delivered by using a variety of management techniques, including Total Quality Management. Working in conjunction with state employees, a report was delivered to the Governor detailing over 300 recommendations for improving services within the 12 agencies examined.
  
  Text: The Governor of Arizona (Symington) believed that state services could be delivered at a higher quality and at a lower cost if the quality management principles were infused into the culture of government. In order to review the largest 12 agencies within the Executive Branch, a steering committee in cooperation with teams of state employees and a cadre of outside consultants evaluated what was taking place within each of the 12 agencies selected. These teams of employees analyzed the processes used to deliver services, organization structures, areas of duplication and/or overlap, areas for potential privatization, spans of control, layering of management, cost of management, cost of quality, and resource utilization. Working with agency management, this process produced recommendations which then moved into the implementation phase. Implementation of recommendations are completed by "empowered" agency employee teams, facilitated by a member from the SLIM Team. This process includes production of detailed plans, measurements for continuous improvement, costs to implement, enhancements to the original recommendation, and a recording of savings from final implementation.
  
  Contact: Tim Boncoskey, Operations Manager Office for Excellence in Government 1700 West Washington, Suite 300 Phoenix, AZ 85007 Phone: 602/542-7546 FAX: 602/542-1220
  
  

  Value Engineering for Clean Water Program, San Diego, California

  Summary: Value Engineering (VE) is a tool for evaluating the cost-effectiveness, reliability, quality, and safety of design projects. Qualified consultants, each an expert in their respective fields, assess the design and cost estimate submitted by the designer. The Clean Water Program for Greater San Diego has undergone nine VE studies resulting in savings of over $70 million.
  
  Text: The Clean Water Program (CWP) retains qualified consultants, each an expert in their field, to perform a Value Engineering (VE) study on projects that include the design of pipelines, water reclamation plants, secondary wastewater treatment plants, and sludge processing facilities. The main objective is to evaluate proposed design, and related cost estimates, submitted to the City by designers, ensuring that performance, reliability, quality, and safety are provided at lowest possible life cycle cost. Between January 1991 and April 1992, the CWP conducted nine VE studies at a total cost of $824,000. The exercise resulted in changes in design and modification of cost estimates which yielded savings of over $70 million, for an overall savings to fee ratio of 85:1. Each VE study proceeds in three stages: 1) Pre-workshop; 2) Workshop; and 3) Post-workshop Pre-workshop: It involves gathering all pertinent information, develop strategies, prepare cost, energy and life cycle models. Workshop: The VE Team develops cost-saving ideas for design alternatives within the established constraints. Post-workshop: The designer reviews and responds to the VE Team ideas with recommendations to accept of reject. The City staff reviews both proposed VE ideas and designer's responses. Then the City staff makes decisions on which the VE Team recommendations are to be implemented at the VE Team Implementation meeting, a joint meeting between the VE leader, the designer and the City staff. The results of the VE study are presented in a report that includes a description of each recommendation (i.e., a summary of the preliminary design and proposed changes, a comparison of cost estimates, and a detailed discussion on the advantages and disadvantages of each recommendation). The report also contains the City's decision on either accepting or rejecting each recommendation.
  
  Contact: Harold Bailey, Deputy Director or Pete Wong, Senior Civil Engineer Clean Water Program for Greater San Diego 401 "B" Street, Suite 1000 San Diego, CA 92101 Phone: 619/533-4205 FAX: 619/533-4267
  
  

  Vendor Information Program (VIP), State of Oregon

  Summary: The "Vendor Information Program VIP" is the first automated bid access system in the country. Vendors using an IBM compatible personal computer and modem can access current and historical bid information, 24 hours a day, 7 days a week. Vendors can view and download purchasing information in the convenience of their own office.
  
  Text: The Vendor Information Program (VIP) fundamentally changed the way the State of Oregon procures products, trade services and public works. VIP replaced fifty years of public purchasing protocol, encumbered with a labor intensive, cost prohibitive paper bid distribution system. VIP implemented in October of 1991, has increased the number of vendors participating in the State's bidding process by 50%; saved in excess of $60,000 a year in paper and postage costs; over $500,000 a year in personnel costs and more than $10 million dollars in products purchased. The entire system cost less than $400,000 to implement, mostly for the IBM computer and public relations effort to sell this new way of doing business to the vendor community. The savings mentioned above were realized through competition. Not only are more vendors bidding for state business-instant access to RFP's has increased the number of bidding vendors by one third-but the historical information available to the vendors on similar contracts has improved the quality of bids. With the old way of doing business, three or four bids would be submitted for a contract and there would be a wide margin between the quotes. According to the Director of Purchasing, "Price quotes were all over the board, but with VIP, the bids are right on target and very competitive."
  
  Contact: Sandra Burt, Administrator Department of General Services, Purchasing Division 1225 Ferry Street SE Salem, OR 97310 Phone: 503/378-4643 FAX: 503/373-1626
  
  

  Victim Offender Mediation Program, Albuquerque, New Mexico

  Summary: The "Victim Offender Mediation Program" reinforces cognitive and problem solving skills for juvenile offenders. It enables offenders to experience responsibility and accountability for their actions. It helps youth understand the human impact of their actions from an emotional as well as material aspect.
  
  Text: The Albuquerque Victim Offender Program is structured as a public-private partnership between the New Mexico Center for Dispute Resolution, a private non-profit agency, and the local juvenile probation and parole office (which is under the New Mexico Department of Children, Youth and Families). NMCDR staff have an office at the juvenile probation office. All cases involving restitution are first screened by NMCDR staff to assess appropriateness for mediation. If cases are suitable and the parties agree, a mediation is conducted by volunteer mediators. The cases are then returned to juvenile probation office to monitor the agreements and collect any monetary restitution if it was negotiated. Recent research on the Albuquerque program, and two other sites in the country, has demonstrated that both juvenile offenders and their victims are significantly more likely to have experienced fairness by the juvenile justice system compared with similar offenders and victims who did not participate in mediation. Further, offenders are significantly more likely to complete their restitution obligation successfully then similar offenders who were ordered by the court to pay restitution, with no mediation involved.
  
  Contact: Walter Lawendowski Program Coordinator New Mexico Center for Dispute Resolution 510 2nd Street NW Albuquerque, NM 87102 Phone: 505/247-0571 FAX: 505/247-2535
  
  

  Water Management Productivity Improvement Program West Palm Beach, Florida

  Summary: The South Florida Water Management District (SFWMD) Productivity Improvement Program (PIP) is a comprehensive design which addresses a critical need in response to widespread public demands for optimal utilization of scarce governmental resources. A substantive productivity improvement program is essential in order to enhance overall South Florida Water Management District performance, while at the same time encourage widespread public commitment and support. Productivity improvement is defined as a centralized effort to control the yield of resources put into a public agency.
  
  Text: The District's Productivity Improvement Program is a unique design that complements the existing notion that District resource expenditures should be clearly linked to strategic initiatives based on current mission priorities. The five main components of the District PIP are: Department/Program designed productivity plans; A Productivity Improvement Advisory Council; A District-wide Steering Committee; Departmental PIP Task Forces; and A Central Coordinating Unit. These components were established as a result of an exercise which integrates administrative structure with a management planning system. This is an activity which defines a holistic district-wide productivity improvement program in a continuous quality improvement environment. The above equates to an overall enhancement of the quality of work life at the District while improving quality of services in meeting public demands.
  
  Contact: Tilford C. Creel, Executive Director South Florida Water Management District 3301 Gun Club Road West Palm Beach, FL 33406 Phone: 407/686-8800 FAX: 407/687-6436
  
  

  Zero Incarceration Placement Program, Los Angeles, California

  Summary: The "Zero Incarceration Placement Program" is an interim foster care placement program which reduces juvenile hall time from 28 to 7 calendar days following the placement order. The program operates within existing resources and achieves $1.7 million in annual juvenile hall savings.
  
  Text: In December of 1991, an empowered Los Angeles County Probation Department work team implemented an interim foster care placement program which requires no additional resources but reduces juvenile hall time from 28 to 7 calendar days following the placement order. This public-private partnership program is operated by three highly skilled placement deputies, called "Zippers", who work in concert with the courts and the various group homes to make the best possible match between the minors and the facilities providing an interim program. The "Zippers" receive from the court immediate notification of the order, then interview the minor, contact the group home, and arrange for transportation out of juvenile hall and into placement. The program saves $1.7 million annually in juvenile hall costs, provides critical and immediate treatment for an average of 69 wards per month (over 800 annually), reduces juvenile hall overcrowding, reduces the occurrence of AWOL from group homes, and reduces group home vacancy factors. For several years, Los Angeles County juvenile halls had been plagued with severe overcrowding. While many successful programs were implemented to reduce overcrowding, one particular segment of the population continued to occupy beds for a month or more after the disposition hearing. These were minors with "open placement" orders, cases in which the Juvenile Court had ordered the minors to be placed outside of their own homes. Although these minors no longer required the closed setting of juvenile hall, they could not leave until an available bed in the right placement facility for their individual needs had been located. Refinement of existing procedures had reduced the previous number of these cases (200 to 300) on any given juvenile hall day, but there still remained about 100 wards who were detained for an average of 28 days before placement. The program provides an excellent example of what can be accomplished by empowering a team of front-line employees to resolve a long-standing problem. The team was able to step outside of the traditional thinking which had stalemated earlier attempts to resolve the problem. Through the assignment of three full-time experts to make the best possible match between minor and facility, it was discovered that in most cases the initial plan of moving the minor to a different facility for the long-term program was not necessary. Most minors simply move from the interim to a long-term program at the same facility. Also, inasmuch as the program was conceived and designed by the total placement team, there were no problems in distributing the previous caseloads of the "Zippers" amongst all the remaining placement deputies. The program provided many trade-offs for the caseload deputies and all were committed to the concept.
  
  Contact: Bob Polakow, Director Program Development Los Angeles County Probation Department 9150 E. Imperial Highway, Rm A86 Downey, CA 90242 Phone: 310/940-2842 FAX: 310/803-3886

Last updated:  08/05/2002

Rutgers University-Campus at Newark
Graduate Department of Public Administration