District of Columbia
Society of Certified Public Managers
Improving Public Service by Improving Public Managers

Askew Award Paper Abstracts

2005 AACPM Conference

Arkansas

Solving the Confusion of the MOU Process by Hiring an Independent Facilitator - John Casey

The Workforce Investment Act of 1998 requires all agencies that provide workforce services to co-locate in a One-Stop setting with each partner paying its fair share of incurred expenses. Accomplishing this has proven to be very difficult. The development of a cost allocation/resource sharing agreement with all partners has defeated the spirit of the law. The law was designed to enhance services; instead, the process of reaching an agreement has resulted in partners leaving the One-Stops. Therefore, people needing workforce services are not receiving them. Also, not having a cost allocation/resource sharing agreement could result in millions of dollars of questioned costs to the partners. The best solution to this dilemma is to hire an independent facilitation as proposed in the project plan.

Florida

The Case Study of a Major Decision - Ed Garrett

You just got a new job and the guy in charge of a major project assigns you to: organize a stack of application 1-foot thickwork your way through 40 file cabinetsplow through literally hundreds of permit files track you findings on giant spreadsheets"It might take you 1000 hours," he says, "Last time it took 17 months Don't forget your regular duties, once you learn them" What are you going to do now? In 2004 Mr. Garrett made what seemed at the time to be a radical management decision to allow a major oil company (Exxon-Mobil) to participate in the regulatory review of its own applications to recertify the operating permits for 120 oil and gas wells in the State of Florida. The effects of his decision were phenomenal. The total time of the project was reduced from 17 grueling months to 5 months with a cost savings of 85% for the State of Florida and 55% for Exxon-Mobil. New, simpler, user-friendly systems were developed. A great working relationship was formed between the state regulators and industry. In the end both sides were winners. This project is a must read for state regulators.

Idaho

Early Childhood Mental Health - Annette Wilkinson

This project was based on the critical need to provide state-wide comprehensive services to children under the age of five, specifically 0-3 years, who exhibited social emotional concerns. Aware of the explosion of information about the significant effects of early experience on the well being of children during this very your age, Annette wanted to ensure that Idaho was moving in the right direction.

1. Outcomes achieved included:
2. A foundation was laid for the development of a state plan.
3. Buy-in was achieved from critical stakeholders around the state.
4. A model of Early Childhood Mental Health System of Care was developed with templates of how the service was to be provided.
5. A referral protocol was developed for children who have social emotional concerns.
6. Screening and assessment instruments for children from birth to three were identified and are being implemented in many regions.

Kansas

Customer Information and Transition Unit - Dan Ahrens

When consumers are in need of Social Services assistance, they don't always know what services are available. Additionally, the agency has developed a variety of additional consumer access methods, which have amplified the need for a streamlined process for consumer needs evaluation and service delivery.

The Customer Information and Transition Unit was created that was responsible for service coordination and communication both internal to SRS, community partners, and other stakeholders. Their focus was on integrating the customer with any necessary services and transitioning them to the proper support programs in the agency and community. Follow-up surveys indicated marked progress in the customer relations department, particularly in rapid response time, and knowledge of community programs. This project has been instrumental in impacting service delivery.

Kentucky

"Consular Notification Requirements for Kentucky Law Enforcement Agencies" - Shawn Marie Herron

This project applies analytical, conceptual, and technical skills to the problem of supplying information to a complex network of law enforcement agencies in a timely manner. The information in question was necessary after the Mexican Consulate erroneously informed enforcement agencies that they were required to notify the consulate at the time of arrest of any Mexican citizen. (In fact, each arrested individual must only be notified of their right to request notification of the consulate.) The project was especially innovative because it proactively addressed an issue - before the issue gave rise to legal problems. The project demonstrated methods for providing important communication and leadership to a myriad of law enforcement agencies.

Mississippi

Performance Appraisal Review - Mark Johnson

The Performance Appraisal Review (PAR) is an important tool in assessing performance and developing a plan of improvement, but it has intrinsic weaknesses when applied to managers, simply because it is an evaluation entirely performed by the supervisor of the person evaluated. People who work with a manager daily are in a better position to provide feedback to the manager concerning performance. A Leadership Assessment Survey was developed based on concepts leaned in CPM classes and from additional research. The survey was refined and the process developed for conducting the survey. It was sent via e-mail to three peers in other divisions and to a subordinate. The surveys were anonymously returned to the supervisor, who reviewed the data with the evaluee. Survey respondents met for additional input on the survey and the entire process. Efforts are underway with the HR Director and the Training Officer to implement this assessment approach agency-wide, with the goal being to help all of our managers develop as leaders.

New Jersey

Strategic Planning and Community Policing - Joseph Blewett

As newly appointed Chief of Police for a police department serving 5,367 residents in a .64 square mile municipality, Joseph Blewett undertook the task of changing the way the department operates to a Community Policing philosophy. He utilized the various CPM components to develop a long term plan for the organization. This change effort includes assessing the current organizational culture, meeting with groups inside and outside of the department, establishing new and stronger lines of communication, and building trust within the community.

Officers and citizens have positively accepted the implementation of strategic management and planning. All officers in the department understand their levels of accountability and responsibility. The community and the officers are working together to improve the community, a goal of the Community Policing Program.

New Hampshire

Orientation to State Employment - Carolyn Egan, Denise Lamy, Barbara Landry, Sharon Perkins

This project provides generic orientation to new state employees. In addition, there are guidelines for accurate information to those citizens interested in employment within the State of New Hampshire Governmental System via the World Wide Web.

North Carolina

"Functional and Organizational Assessment of the North Carolina Wildlife Resources Commission's Stream Restoration Program - James C. Borawa

The North Carolina Wildlife Resources Commission's (WRC) stream restoration program was established in the 1990's as a way to repair degraded steam channels and improve aquatic and riparian habitat. Since the program's inception, it has resided in the Division of Inland Fisheries and has been lead by trained fisheries biologists. However, steam restoration projects encompass a wide range of activities involving several professional disciplines. These disciplines include engineering service, wildlife and fisheries biology, land acquisition, terrestrial and aquatic habitat management, heavy equipment operation and outreach/marketing. While the WRC has experts in these disciplines on staff, their expertise has not been utilized. The objective of this project was to assess the functional aspects of stream restoration projects and to identify organizational changes that could lead to a more efficient and effective stream restoration program. A team composed of representatives of most WRC division was convened for three meetings to conduct the program assessment. The team was effective in modifying the program goals and objectives statements, developing a stream restoration activities list, prioritizing division responsibilities for those activities, and identifying major issues related to implementing program changes. Furthermore, it developed measures of program improvement based on increasing the number of linear feet of stream restored annually, reducing the time taken to complete a stream restoration project and supported by upper management and efforts to implement the recommendations are underway.

Ohio

Cohort 12 - Regional Emergency Warning System - Marlene Anielski, Bob Blomquist, Barbara Kornuc, Kenneth Ledford, Katherine Procop

Due to the tornados, floods, and other emergency events that have occurred in recent years, Northeast Ohio cities have become more aware of the need for Emergency Management Plans and Early Warning Devices. A tornado in 2002 that destroyed property in Macedonia, Twinsburg, and Solon was a wake up call for local communities. During that event, the Outdoor Warning Siren System in Twinsburg alerted residents in Twinsburg and sections of Macedonia and Solon to see protective shelter thereby saving the lives of several and perhaps many residents. As a result, many cities have updated their Emergency Operations Plan and have investigated early warning systems.

The members of the project team agreed to address this issue on a regional basis, realizing that coordination of emergency efforts would increase and improve the effectiveness of an emergency plan and early warning system. The team members identified the target area and determined a method of study and implementation.

Chief Kenneth Ledford interfaced with other area Fire Chiefs and personnel to determine their level of interest and commitment to the project. Team members researched various early warning systems and funding options. Chief Ledford disseminated information back and coordinated the funding process with the other area Fire Chiefs.

Eight communities agreed to participate in the regional early warning system. A study was conducted to determine the locations for installation to maximize area coverage and sirens were purchased. Testing dates and times were coordinated with participating cities. Additionally, cities with existing siren systems agreed to coordinate their testing dates and times to coincide with the regional initiative.

Team member have accomplished the implementation of one of the first regional initiatives crossing not only municipal by also county borders. The Outdoor Warning Siren System will provide protection for residents in eight communities as well as those in surrounding areas.

Oklahoma

Contracting the Oklahoma Highway construction Material Technician Certification Board QC/QA Training and Certification Modules - Steven Sawyer

Using effective research methods, Steven reversed the deficit funding for this required training program and even generated surplus funds for the program. He did this while improving the quality of the instruction and content of the program.

South Carolina

Permanent Productivity Process Improvement Project - Joseph Lyde Graham III

The project's goal is to enable SCDMH's management to reliably monitor and measure the agency's service delivery and increase the productivity from clinical services. Lyde developed four core service delivery reports that addressed benchmarking points to begin improvement. In addition the core reports will enable a comprehensive revenue forecast for each activity in the budget. Finally, because Lyde's project has been recognized by his agency as having a significant impact on business operations, he has been asked to share his work with other administrators throughout the agency.

Texas

How to Get A Skate Park in Your Community - Ron Faulkenberry

Director of Economic Development, Ron Faulkenberry developed and worked toward implementing a community plan designed to address a major concern, in the City of Burnet, Texas. That concern was that young people needed more entertainment and recreation opportunities. The benefit of building of a city owned Skate Park was outlined in Ron Faulkenberry's Plan, which was a step by step approach on how to build a sage place for kids to skate.

Prior to Ron's efforts the youth in Burnet were skating in dangerous and/or illegal places. A major benefit of Ron's plan is that an existing park, which has become rundown and under utilized due to budget cutbacks could be restored to useful and productive status. Also working on this project helped bring the adults and the youth of the City of Burnet together and provided and opportunity for the city government of Burnet to get closer to its citizens through the formation of a unique public-private joint venture.

In short, the planning and development of the City of Burnet's Skate Park is proving to be a beneficial, inexpensive and effective way to provide recreation opportunities for the youth of the City of Burnet.

Utah

Team Upstream, Utah Division of Wildlife Resources - Michael Tribe, Paul Zahn, Norman Nakamura, Tanya Price, Boyde Blackwell, Craig Schaugaard, JJ Acker, Grazyna Janeczko

The Division of Wildlife Resources was experience difficulties in attracting employees to fill management positions. Team Upstream created a web-based employee survey to analyze why the problems were occurring. The web-based survey ensured participation by rural employees, which was an important aspect of the problem. They used the survey data to determine the root cause of the internal recruitment and retention difficulties. The survey revealed that compensation, volume of work and work location requirements were significant factors contributing to the problem. The team made three primary recommendations including hiring new managers higher on the pay scale, balancing work load and decentralizing management position. All recommendations were backed up with tools and mechanisms for implementation. Several aspects of the solutions have been implemented and other aspects are being prepared for implementation. In addition, the team presented valuable data, organized in a useful manner that will help the Division continue to improve their recruitment and retention processes.

Virginia

Sam Camden, Christy Porterfield

Project information not available at printing deadline.

Washington DC

Healthpro DC: A health promotion and Wellness Program for District of Columbia Employees - Samuel Barringtine, A. Chevelle Glymph, Carole R. Lee

The Federal government and many private agencies promote and support health services and disease prevention activities for their employees. Agencies are encouraged to adopt health policies and programs that reduce the risk of premature death or disability, foster healthy lifestyles, and support a healthy working environment. Many companies are beginning to recognize that the health of their employees has a direct impact on the "health" and productivity of the organization. Employees with chronic diseases and/or conditions, which may be prevented or controlled by diet and exercise, often have higher rates of absenteeism and health care usage than healthy employees with out chronic health problems.

Worksite wellness programs designed to promote health and prevent chronic illness are a wise investment of employers. The purpose of this study is to develop a business case for the implementation of a health promotion and wellness program in the District of Columbia by examining the following:

• Benefits to Employers and Employees
• Program Design Alternatives
• Critical Components for Program Success
• Recommendations for Implementation and Next Steps

The District of Columbia government through the development and implementation of health and wellness strategies would experience improved delivery of services to our citizens, improved health outcomes for out employees, and a reduction in health care and disability compensation costs.

Wisconsin

"Caretaker Supplement Handbook - Kathleen Luedtke

This project created a handbook for those people who receive funds from the state of Wisconsin for the care of disabled persons. The review committee wrote, "Luedtke's work meets a real need within her department and will likely represent a continuing savings in terms of staff timeWe recognized the likelihood that the handbook would never have been developed without her initiating the project. It isn't an assignment that would have been part of her normal workload. The handbook brings essential information into one well-organized document to the benefit of economic support workers and their customers statewide."

2004

Arkansas

CHRIS Provider management Redesign - Nella Garrison

CHRIS is Arkansas' Statewide Automated Child Welfare Information System (SACWIS) that is federally funded. The system captures all documentation of investigative and casework activity for state and federal reporting on child abuse, child protective services, supportive services, foster children, and adoption information. Designated Division of Children and Family (DCFS) employees also document Provider information in CHRIS. This information includes details such as name, addresses, services delivered, household member information, the counties that provide the services, etc. Providers in CHRIS are those people or agencies that provide needed services to Division of Children and Family Services clients.

The problem with the CHRIS system is that the current Provider design does not enable the system to meet certain SACWIS federal requirements and the system has lost data integrity. The current Provider design in CHRIS will need to be redesigned in order to enable the system to meet the outstanding SACWIS federal requirements to address eligibility, contracts and licensing aspects of our Providers. CHRIS is federally funded to meet these SACWIS requirements so we must work toward the goal of completion or we could lose funding.