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1998 Exemplary State & Local
Award Winners

Asset Management Strategies for Los Angeles County, Los Angeles County, California

This program develops a set of strategies designed to more effectively manage the County's real estate assets. These strategies address the need to generate the maximum amount of revenues, while reducing managerial costs. Establishing a framework for these activities accomplishes the objectives and provides examples of how the strategies are to be implemented.

This program reviews how the County makes real estate decisions and how these decisions affect its financial condition. The program aims to achieve the highest and best use of County real assets. It has also created an asset management model designed to improve the understanding of and to positively influence the continuous process of asset management. The major features of the program include: a) meaningfully assessing revenue potential or potential savings from more efficient use of properties; b) a one-time savings of approximately $20 million and sustainable annual savings of approximately $27 million; c) the adoption of an asset management mission statement for a strategic and pro active asset management system; d) the adoption of an asset management goals to maximize efficiency in planning and management; e) the development of a comprehensive real property land holdings' information system, f) the development of an asset management plan that balances goals of operations, revenue generation and financing, g) the implementation of a comprehensive strategic asset management program to enhance use of County assets by creating an accurate inventory of County assets, by evaluating the use of funds generated by real assets for current operations, and by evaluating significant operating, maintenance and repair/replacement costs associated with this aging inventory, as well as the maximization of several asset management initiatives.

Bruce J. Staniforth, Executive Director, LACO Economy & Efficiency Commission, 500 W. Temple, Room 163, Los Angeles, CA 90012, (213) 974-1491, bstanifo@co.la.ca.us

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Back to Basics, City of Tucson, Arizona

The Back to Basics (B2B) pilot program is a policy initative directed at rehabilitating and revitalizing Tucson's older neighborhoods. B2Bputs into practice a partnership between the residents of the city and city workers, including department directors. By focusing on neighborhoods ranging in size from six to ten blocks, B2B has created an area in which these two forces can work side-by-side as equals and as neighbors.

B2B is a direct product of the citizen participation process. The City of Tucson has listened to its citizens through various mechanisms including its Citizen and Neighborhood Service team efforts. It also sponsored a series of "vision forums" where residents gave their ideas of what they would like their city to be in the 21st century. B2B is one of the initiatives that resulted from these forums. B2B allows residents to decide what they want to do to revitalize and rehabilitate their neighborhoods. In addition to investing faith in its residents, the City is investing $5.1 million in this initiative. This initiative also incorporates mechanisms to leverage other funds and resources. B2B is intended to empower neighborhood residents to take control of developments and improvements in their neighborhoods. In 1997 the Mayor and Council allocated $5.1 million of general revenue funds, Community Development Block Grants (CDBG) and Highway User Revenue Funds to fund this program. This money was allocated to a select number of pilot neighborhoods. Just as important as the program objective is the implementation mechanism of B2B. The B2B program is administered by a group of City Department Director's and implemented by NETeams of the City's Citizen and Neighborhood Services Division. A vital feature of the participation of the City employees is that they volunteer to be on the NETeams, thus assuring their commitment to the project and its activities. There are eighth NETeams operating in assigned geographic areas throughout Tucson.

Cecilia Cruz, Executive Intern, City of Tucson, City Hall, P.O. Box 27210, 255 W. Alameda, Tucson, Arizona 85726-27210, and (520) 791-4202, ccruz1@mail.ci.tucson.az.us

Community Emergency Response Team, City of Anaheim, California

Anaheim's volunteer disaster response program is called CERT (Community Emergency Response Team) The program purpose is: 1) To ensure all residents of Anaheim know what to do before, during, and after any disaster - especially a catastrophic earthquake; and 2) To provide an effective means of coordinating the efforts of both government and volunteer response forces during and following a major disaster.

Earthquakes, fires, floods, windstorms, landslides and hazardous material spills - they have all happened in California. We don't have to go very far back into history to recognize that some of the victims of earthquakes, floods, fires, and windstorms have had to wait for many hours, several days or even weeks before effective government assistance became available. Even in areas where natural disasters occur regularly, how often do we see families and neighborhoods that are not prepared? The use of volunteers in the time of disaster is an integral part of any disaster response program. But, how many jurisdictions have a plan to effectively use and manage the many thousands of volunteers that appear when a major disaster occurs? Anaheim does! The City of Anaheim's Fire Department and Office of Emergency Services have developed a community based, "Neighbor Helping Neighbor" emergency response program, which provides pre-disaster training for Anaheim residents and business owners. The program started over 5 years ago and has grown to over 460 Anaheim residents and business owners. To ensure that the volunteers provide the highest level of service possible, CERT members voluntarily participate in monthly disaster related training classes involving topics such as Light Search and Rescue, Disaster Medical and First Aid, Care and Shelter Operations, Impact Assessment and Emergency Communications. There are eight training classes. When a volunteer has completed all eight classes, he/she is recognized for their achievement by the City Council.

Robert G. Berg, Emergency Services Coordinator, City of Anaheim Fire Department, 500 E. Broadway, Anaheim, CA 92805, (714) 765-4083, bberg@anaheim.net

Information Network for Public Health Officials, State of Washington Department of Health

The Information Network for Public Health Officials (INPHO) project has made Washington the nation's first state with a public health system fully connected to a modern high-speed information management network.

Through e-mail and the Internet, tools largely absent from the public health arena, local public health professionals serving Washington's 39 counties and state government enjoy quick, convenient electronic access to timely, relevant, accurate and authoritative information for disease prevention and health promotion. INPHO also benefits every Washingtonian. For example, the state's hamburger-based E. coli outbreak of 1993 wasn't identified until about 600 cases and one death was reported. The state's juice-based E. coli outbreak of 1996, for which public health officials had access to INPHO's communication tools, was identified and contained in just six days, with far fewer cases reported. Before INPHO began deployment in 1995, the state's 33 local health jurisdictions (LHJs) were forced to rely on the telephone to communicate with one another and the state Department of Health (DOH). One-third had only stand-alone computers. Local health professionals found it difficult at best to reach consensus on responding to emergencies, and state officials had little opportunity to share information with their local counterparts. Washington was among 14 states selected by the national Centers for Disease Control (CDC) as a model for the CDC INPHO effort. It was the first state to finish, in June 1997. Today each local health jurisdiction has its own local area network and the means to connect to DOH, the CDC, other health jurisdictions and other local networks.

Name: Ron Seymour, INPHO Project Manager, Washington State Department of Health, P.O. Box 47904, Olympia, WA 98504-7904, (360) 236-4425, res0303@doh.wa.gov

New York State's NEW Civil Service, State of New York Department of Civil Service

This program made substantive improvements to the state's civil service system, such as increasing the inter-agency mobility of employees, increasing the turn-around time for providing employment test results, and the establishment of a Public Management Internship Program.

Between 1970 and 1995, twenty-seven major reports appeared calling for improvements in New York State's civil service system. Despite repeated efforts to effect reform, the competing interests, needs, and requirements of a constitutionally-based merit system, a highly-codified civil service law, seventy-plus state agencies, seven employee organizations, the legislature, the budget, and the courts had produced a complex political, legal, fiscal, and organizational culture in New York State that was highly resistive to change. With the approach of the 21st century, however, cumbersome operations and outdated procedures were no longer acceptable in an environment that demanded governmental efficiency, fiscal economy, and high-tech capability. In September 1995, Governor George Pataki appointed Civil Service Commissioner George Sinnott to chair a task force whose mission was to effect sweeping change in New York State's civil service system. Within less than two years, the task force, in conjunction with the Department of Civil Service, had made measurable and lasting improvements in the standards and delivery of New York State's merit system services during a period of significant work force reduction and fiscal austerity, while at the same time overcoming enormous obstacles to establish civil service excellence.

Michi Vonnegut, Principal Personnel Examiner, NYS Department of Civil Service, Building #1, Harriman State Office Building Campus, Albany, NY 12239, (518) 457-7007, mmv@cs.state.ny.us

Southwest Florida Water Management District Supervisory Control and Data Acquisition Outreach Program, Southwest Florida Water Management District

The Southwest Florida Water Management District Supervisory Control and Data Acquisition (SCADA) Outreach Program provides real-time information on weather and hydrologic conditions to local governments in eight Florida counties, State Emergency Management officials, three Federal agencies and numerous private entities serving in excess of three million residents of Florida at no additional cost.

Through public-private partnerships, the public receives enhanced services while program costs are actually reduced. The program uses an existing scientific data collection network and turns it into a life and property saving mechanism. Real-time information on weather conditions is transmitted to local emergency management officials instantly so they can make evacuation and other life and property saving decisions. During Hurricane Georges (Sept. 1998), eight Florida counties relied upon this system to help them weather the storm safely. Additionally, temperature information is transmitted to farmers so they can use water wisely and protect their crops from frost damage. Last year this saved the economy of Florida several million dollars. We are using an existing asset in a new way resulting in improved services and reduced program costs while serving the people. Excellence in government at its finest.

Timothy De Foe, Director, SW Florida Water Management District, 2379 Broad Street, Brooksville, FL 34609-6899, (345) 796-7211, judi.reed@swfwmd.state.fl.us

Tacoma's Wastewater Treatment Alternative Project, City of Tacoma, Washington

This wastewater treatment program implemented by the City of Tacoma combines technological advances to simplicity of the process to provide an economical and environmentally friendly treatment of effluents.

The City of Tacoma provides exceptional wastewater treatment at the North End Wastewater Treatment Plant by using an innovative physical/chemical process combined with a biological filter-polishing step. The entire process is automated with an advanced computer control system. This process results in a high quality effluent despite its significant capital cost savings and lower operational costs compared to conventional full-biological treatment processes.

Charles E. Montgomery, Wastewater Treatment Plant Manager, Public Works Dept., City of Tacoma, 2201 Portland Avenue, Tacoma, WA 98421, (253) 502-2154, cmontgom@ci.tacoma.wa.us

Town of Kinderhook "911" Awareness Campaign, Town of Kinderhook, New York

The program is an effort to improve town-wide public safety by increasing the number of conspicuously posted decals displaying street addresses, thereby improving the efficiency of emergency response efforts. The "911 Awareness Campaign" included the Town providing and installing reflective decals to homes and businesses at no cost. The intent of the project was to 1.) provide residents with the necessary materials to properly identify their homes and 2.) provide clearly marked and posted address identification to assist medical, police and fire personnel responding to an emergency.

The Town had approximately 3,200 physical addresses of which an estimated 1,000 were not identified with proper "911" address identification numbers. In an effort to fund the program, a major local retailer was approached with the idea of donating the necessary reflective decals. The response was favorable and a private / public cooperative venture was established. With support in place, the next step was conducting a town wide "needs assessment" or survey to determine the actual and specific addresses requiring "911" identification. An estimated 1,000 informational packets were distributed. Over a period of several months, the "911 Awareness Response Cards" were returned and the information was tallied on a spreadsheet. The program resulted in a total of 214 residents responding to the "Town of Kinderhook 911 Awareness Campaign" which equals 1,234 decals of various numbers and characters. The 214 additional homes identified equals a 21% response rate and that many more homes which can now be identified by responding emergency vehicles. However, the program did not conclude at this point. There still remained the coordination effort of "installing" the reflective decals on the mailboxes of the 70 residences that indicated the option on the "Response Card". The remaining effort included the continued involvement of volunteers.

Peter Bujanow, Councilman, Town of Kinderhook, P.O. Box 123, Valatie, NY 12184-0123, (518) 784-9487, bujanow@berk.com

University of Southern Florida Technology Deployment Center, University of South Florida

The Technology Deployment Center (TDC) is a cooperative defense conversion program designed to transition the resources of a 96-acre Federal nuclear weapons production facility in Pinellas County, Florida to the private sector.

The TDC is cooperatively directed through the University of South Florida and economic development leaders from local industry councils, city governments, and private industry. The TDC strategy was essential in supporting the plant, its employees and capabilities through its most critical period; and successfully transitioning those employees and capabilities into small, private sector companies. The TDC is the only successful program of its kind.

Guy Hagen, Coordinator, Technology Deployment Center, 13301 Bruce B. Downs Blvd., MHH338, Tampa, FL 33612, (813) 974-7346, hagen@oed.usf.edu

WorkFirst Post-Employment Labor Exchange, State of Washington Employment Security Department

The WorkFirst Post-Employment Labor Exchange (WPLEX) is operated by the Washington Employment Security Department and is part of Washington State's WorkFirst Program, which was implemented August 1, 1997, in response to federal welfare reform legislation. Four partner state agencies work together to assist welfare recipients get into the labor market and advance to become financially independent. The program's philosophy is to "Get a Job, Get a Better Job, Get a Career". The Washington Employment Security Department is the employment agency that assists WorkFirst clients find jobs.

The Employment Security Department implemented WPLEX, which assists welfare recipients or former welfare recipients who have gone to work at least 20 hours a week advance up the wage ladder. The goal is to help people up and out of poverty, rather than abandoning them once they find their initial job. The cornerstone of WPLEX is a telephone call center that houses staff who aggressively and proactively contact working clients to encourage them to participate in post-employment activities. WPLEX connects clients with vocational training that can help them get additional skills so they have greater earning potential. WPLEX also connects clients with assistance for other retention issues that may be jeopardizing their ability to remain employed, such as childcare, substance abuse, domestic violence, and anger management. The major focus of WPLEX, however, is to act as a personal job search advocate on behalf of clients. These clients did what they were asked to do. They took a job. WPLEX is designed to reward this positive behavior by making better jobs more accessible and attainable for the working clients. Staff contact employers, a la "headhunter" approach to make job referrals to higher paying jobs and otherwise marketing their clients to employers. They also refer clients to job openings that have been listed by employers, assist with resume updates, and offer other job leads.

Barbara Paine, Program Coordinator, Employment Security Department, State of Washington, P.O. Box 9046, Olympia, Washington 98507-9046, (360) 438-3201, BPaine@ESD.wa.gov

Last updated:  08/05/2002

Rutgers University-Campus at Newark
Graduate Department of Public Administration