Working Together for Public Service:Appendix E

U.S. DEPARTMENT OF LABOR
Working Together for Public Service

Appendix E
INDEX of SURVEYS RECEIVED[21]

NORTHWEST

Coalition Labor Agreement
The parties achieved a consolidation of six union contracts into one and "cleaned-up" their employer-employee relationships.

Clark County, WA

360-699-2456

Steve Foster

Human Resources Director

Clark County

P.O. Box 5000

Vancouver, WA 98666-5000

Consensus Decisions & Collaborative Bargaining
A significant decrease in adversarial positioning resulted from moving to a process of consensus decision making.

Rainier, OR

503-556-3777

Gene Carlson

Rainier School District

P.O. Box 160

Rainier, OR 97048

Development of and Training in Interest-Based Problem Solving

Salem, OR

503-378-3807

Daniel Ellis

Chairman

Oregon Employment Relations Board

528 Cottage Street, NE; Suite 400

Salem, OR 97310

NORTHEAST

Challenge to Change and Time to Cooperate
The parties achieved a substantial improvement in the handling of biosolids.

Philadelphia, PA

215-686-2150

Michael Nadol

Special Assistant to the Mayor

Mayor's Office of Management & Productivity

Municipal Services Building

1401 JFK Boulevard, 14th Floor

Philadelphia, PA 19102-1684

Compressed Salary Schedule
School employees eliminated six steps in their pay schedule and received a substantial pay increase.

Manassas, VA

703-791-7451

Zuill Bailey

Director of Information Services

Department of Information Services

Prince William County Public Schools

P.O. Box 389

Manassas, VA 22110

Court Unification through Labor Management Cooperation
Process developed to aid in the transition from a county-funded trial court system to state-funded system.

Trenton, NJ

609-633-6540

Mark Rosenbaum

Administrator of Labor and Employee Relations

Administrative Office of the Courts

Richard J. Hughes Justice Complex, CN 966

25 Market Street

Trenton, NJ 08625

Continuous Quality Improvement
This joint effort (85% of employees unionized in Department of Transportation) has focused on safety improvement and now includes an annual quality training and recognition conference. It's an award-winning program.

Harrisburg, PA

717-783-1068

Richard Harris

Director

Operations Review Group

Pennsylvania Department of Transportation

105 Transportation & Safety Building

Harrisburg, PA 17120

Curbside Refuse Collection Program
The focus is on the Remote Water Meter Reading Program and the Refuse Collection Program. Both have decreased cost and improved customer satisfaction.

Rochester, NY

716-428-6836

Edward Woisin

Principal Staff Assistant

Department of Environmental Services

City of Rochester

300-B City Hall

Rochester, NY 14614-1290

Labor Management Committee
This joint committee in the Rochester school district examines and resolves problems that the contract does not address.

Rochester, NY

716-546-2681

Martha Keating

Labor Management Committee

Rochester Teachers Association

30 North Union Street

Rochester, NY 14607

Loan Interchange Law (RIGL 42-40)
A cooperative project that permits state government agencies, in times of austerity, to share (loan) staff.

Providence,RI

401-277-2200

Beverly Dwyer

Human Resource Program Administrator

Rhode Island Department Administration

One Capitol Hill

Providence, RI 02908-5860

Merger and Reorganization of Fire Department and the Bureau of Paramedical Rescue

Norfolk, VA

804-664-4789

Claus Koepke

Management Services

City Manager's Office

City of Norfolk

1101 City Hall Building

Norfolk, VA 23501

Handling Citizen Complaint Calls Through the Total Quality Transformation (TQT) Process

Erie, PA

814-870-1340

Robert Walczak

Superintendent

Bureau of Streets

City of Erie

2001 French Street

Erie, PA 16503

Philadelphia School District Cooperative Initiative
A formalized, inclusive communications process involving all employee groups representing school district staff.

Philadelphia, PA

215-351-1180 ext 31

Naomi Alper

Communications Director

Philadelphia Area Labor Management

Committee

414 Walnut Street, Fifth Floor

Philadelphia, PA 19106

Plan for School-Based Planning and Shared Decision Making
A way to improve the quality of instruction and the work environment for teachers.

East Syracuse, NY

315-437-0109

Maureen McManus

President

East Syracuse-Minoa United Teachers,

Local 2623

303 Roby Avenue

East Syracuse, NY 13057

Quality through Participation
How a change in state political leadership has changed this union's perception of the value of cooperation

Albany, NY

518-785-1900 ext. 223

Lorelei Landau

Labor-Management Coordinator

New York State Public Employees

Federation, AFL-CIO

1168-70 Troy-Schenectady Road

Albany, NY 12212-2414

Remote Meter Program
Describes the benefits, human and financial, achieved by converting from direct read to electronically encoded water meters.

Rochester, NY

716-428-7509

Donald Navor

Director

Bureau of Water & Lighting

City of Rochester

10 Felix Street

Rochester, NY 14608

Testing Services Division Revitalization
A project to consolidate, automate, and engage all levels of workers in an effort to improve the quality of work and worklife.

Albany, NY

518-457-5465

Willard Merwin

Assistant Director

Testing Services Division

New York Department of Civil Service

The W. Averell Harriman State Office

Building Campus

Albany, NY 12239

Ulster County-CSEA Labor/Management Committee

Kingston, NY

914-340-3542

Karen MacIntosh-Frering

Labor-Management Coordinator

Ulster County-CSEA Labor-Management

Committee

P.O. Box 1800

Kingston, NY 12402

SOUTHEAST

Alabama D.A.R.E. (Drug Abuse Resistance Education) Training Center
Trains police officers to work cooperatively with public schools on drug prevention programs.

Huntsville, AL

205-532-7201

Ric Ottman

Chief

Huntsville Police Department

P.O. Box 2085

Huntsville, AL 35804

CALM (Cooperative Association of Labor and Management)
Improve labor/management communication with focus on problem areas; where communication has broken down.

Fort Lauderdale, FL

305-761-5310

Scott Milinski

Employee Relations Director

City of Fort Lauderdale

100 North Andrews Avenue

Fort Lauderdale, FL 33301

Collaborative Efforts to Stop the Demand for Drugs

Huntsville, AL

205-539-7339

Deborah Soule

Executive Director

Partnership For a Drug Free Community, Inc.

P.O. Box 2603

Huntsville, AL 35804

Compensation Review Study and Resulting Market-Based Pay System

Virginia Beach, VA

804-427-8374

Fagan Stackhouse

Director

Department of Human Resources

City of Virginia Beach

Municipal Center, Building 18

Virginia Beach, VA 23456

Employee Involvement in Public Safety Compensation and Performance Management Systems Design

Charlotte, NC

704-336-4508

Karen McCotter

Performance Management Manager

Human Resources Department

City of Charlotte

600 East Fourth Street

Charlotte, NC 28202

Excellent People Improving Quality (EPIQ)
Employees work in teams to identify ways to improve customer service.

Altamonte Springs, FL

407-263-3789

Allison Marcous

Quality Management Coordinator

City of Altamonte Springs

225 Newburyport

Altamonte Springs, FL 32701

The Fox Squad
Community policing in high crime, high density public housing.

Huntsville, AL

205-532-7201

Ric Ottman

Chief

Huntsville Police Department

P.O. Box 2085

Huntsville, AL 35804

Personnel Rules Revision Committee

Venice, FL

941-485-3311

Rollie Reynolds

Director of Personnel

City of Venice

401 West Venice Avenue

Venice, FL 34285

Refuse Collection Incentive Program
Has resulted in significant crew performance and customer satisfaction.

Winston-Salem, NC

910-727-2638

David Martin

Department of Public Works

City of Winston-Salem

P.O. Box 2511

101 North Main Street

Winston-Salem, NC 27102

Safety Bonus Day Program
A joint labor-management project to make work safer for employees and save money on worker compensation premiums.

Lauderhill, FL

954-730-3000

Desorae Giles

Assistant to the Mayor

City of Lauderhill

2000 City Hall Drive

Lauderhill, FL 33313

Springfield Initiative
A customer/employee service survey to improve city services.

Springfield, MA

413-787-6058

Patricia Devine

Personnel Department

City of Springfield

36 Court Street

Springfield, MA 01103

Quality Management in Arkansas State Government
A program to involve state employees in problem solving and decision making.

Little Rock, AK

501-682-5352

Artee Williams

State Personnel Administrator

Arkansas Department of Finance and

Administration

P.O. Box 3278

Little Rock, AK 72203

SOUTHWEST

Alternate Work Schedule
Extends hours that staff is available to clients in a way that better serves both employees and customers.

San Diego, CA

619-525-3675

C.J. Thomas

San Diego Housing Commission

1625 Newton Avenue

San Diego, CA 92113

Building Austin's Standard in Customer Service (BASICS)
A cooperative program that has succeeded in improving citizen attitudes about city services.

Austin, TX

512-499-3215

Joe Canales

Director

Human Resources and Civil Service

City of Austin

P.O. Box 1088

Austin, TX 78767

Citizen and Neighborhood Services Pilot Projects
Is a labor-management project that seeks to create an efficient, user-friendly information and response systems throughout the city.

Tucson, AZ

520-791-4204

Cathy Reynolds

Organizational Effectiveness

City Manager's Office

City of Tucson

P.O. Box 27210

Tucson, AZ 85726-7210

Goal Planning for the Future
Employee involvement in setting the goals for this fire department has resulted in better morale and service quality.

Hobbs, NM

505-397-9308

Mike Ravenelle

Captain

Fire Department

City of Hobbs

301 East White Street

Hobbs, NM 88240

"Kaiser-on-the Job" 24- Hour Managed Care
A project to test the effectiveness of bringing managed care to workers' compensation.

San Diego, CA

619-236-2203

Terry Aronoff

Employee Benefits Coordinator

Department of Human Resources

County of San Diego

444 West Beech Street, 3rd floor

San Diego, CA 92101-2942

Mutual Gain Bargaining and Labor Management Committees
Also called interest based negotiations, this process leads to less adversarial bargaining.

San Jose, CA

408-277-5849

Regina V.K. Williams

City Manager

City of San Jose

801 North First Street

San Jose, CA 95110

Neighborhood Improvement Program
Staff from city departments formed teams to address problems specific to neighborhoods

Napa, CA

707-257-9586

Tom Johnson

Operations Chief

City of Napa

P.O. Box 660

Napa, CA 94559-0660

Reinventing Union Sanitary District
This project improved operational effectiveness and customer service through employee empowerment.

Fremont, CA

510-790-0100 ext 256

Judi Berzon

Human Resource Administrator

Union Sanitary District

37532 Dusterberry Way

Fremont, CA 94536

MIDWEST

Collective Bargaining Health Care Saving Transferred into Base Wage Increase

Lansing, MI

517-485-3310

Fred Parks

Executive Director

Michigan Corrections Organization,

SEIU Local 526M

426 South Walnut Street.

Lansing, MI 48933

Cooperative/Collaborative Process
Focuses on how the cooperative process has improved employee morale and the quality of education.

Berea, OH

216-826-3311

Robert Cistolo

President

Berea Federation of Teachers

P.O. Box 271

Berea, OH 44017

Disability Management Project

Lansing, MI

517-335-4274

Karen Beauregard

Administrator

Disability Management Office

Michigan Department of Civil Service

Capitol Commons Center

400 South Pine

Lansing, MI 48909

Employee Insurance Task Force
Decisions about employees insurances no longer made by City Administrator but by Employee Insurance Task Force who negotiate coverage and cost directly with insurance companies.

Newton, IA

515-792-2787

Barbara Majerus

Assistant City Administrator

City of Newton

P.O. Box 399

Newton, IA 50208-0399

Innovation in Recruiting and Hiring: Attracting the Best and Brightest to Wisconsin State Government

Madison, WI

608-266-1136

Robert Lavigna

Administrator

Division of Merit Recruitment and Selection

Wisconsin Department of Employment Relations

137 East Wilson Street

Madison, WI 53702

Joint Health Care Committee
A cooperative approach to negotiating health care coverages and costs.

Columbus, OH

614-466-2923

Teri Decker

Management Co-Chair

Office of Collective Bargaining

Ohio Department of Administrative Services.

106 North High Street, 7th Floor

Columbus, OH 43215-3019

Joint Labor-Management Committee to Control Health Care Cost

Peoria, IL

309-672-8575

Patrick Parsons

City of Peoria

419 Fulton Street, Room. 203

Peoria, IL 61602

Labor-Management Committees & Shared Decisions
Promotion and creation of cooperative committees by State Bureau of Mediation Services and the Minnesota School Boards Association.

St. Peter, MN

507-931-2450

Carol Ries

Minnesota School Boards Association

1900 West Jefferson Avenue

St. Peter, MN 56082-3015

Labor-Management-Health Care Cost Containment Committee

Toledo, OH

419-245-1001

Daniel Hiskey

Assistant Operations Officer

Office of the Mayor

City of Toledo

One Government Center, Suite 2200

Toledo, OH 43604

Operation "Street Pride"
This joint labor-management project established a "safe haven" symbol and process for the children of Springfield to use in times of distress.

Springfield, OH

513-324-7321

James Bodenmiller

Personnel Director

City of Springfield

76 East High Street

Springfield, OH 45502

Quality Minneapolis Budget System Redesign
A process that involves all stakeholders in budget redesign and outcome based decision making.

Minneapolis, MN

612-673-2591

Tom Tiedemann

Quality Coordinator

City of Minneapolis

350 South Fifth Street, Room A-25

Minneapolis, MN 55415-1393

State Human Resources Reform Act of 1994
A project to reform Oklahoma's State Government personnel system.

Oklahoma City, OK

405-521-6301

Oscar Jackson

Administrator and Cabinet Secretary of Human

Resources

Oklahoma Office of Personnel Management

2101 North Lincoln Boulevard, Suite G-80

Oklahoma City, OK 73105-4904

State of Nebraska Labor/Management Council
An FMCS initiated program in the Department of Public Institutions to help them resolve workplace issues, like the disciplinary process.

Lincoln, Nebraska

402-471-4605

Sherri Collins-Wimes

Labor Relations Representative

Nebraska Department of Administrative Services

301 Centennial Mall South

P.O. Box 95061

Lincoln, NE 68509-5061

Total Quality Management
An effort to improve service delivery systems through the practices of TQM.

Palatine, IL

847-359-9057

Sam Ferguson

Director of Data Processing

Village of Palatine

200 East Wood Street

Palatine, IL 60067

Upward Mobility Program
Is a joint training program which provides career counseling, direct tuition payment, and promotional priority.

Springfield, IL

217-524-1381

Tammy McClure

Deputy Director of Human Resources

Bureau of Personnel

Illinois Department of Central Management

Services

503 Stratton Office Building

Springfield, IL 62706

THE VIRGIN ISLANDS

Grievance Mediation

The Virgin Islands of the United States

809-773-5580

Lorin Kleeger

Counsel

Virgin Islands Public Employee Relations Board

P.O. Box 2984

Christiansted, USVI 00822

Task Force Survey

As part of its informaton gathering activity, the Task Force sought examples of excellence in public service that came about through workplace cooperation. Some of the people that provided examples were asked to make presentations at some of the regional hearings of the Task Force. This questionnaire was completed by the persons in an organization who were involved in seeking service and workplace excellence.

SURVEY FORM

The Secretary's Task Force is seeking examples of excellence in policy, programs or services that have significant or primary roots in workplace cooperation. The Secretary's Task Force has a mandate to identify such examples of excellence and to identify the factors that support and sustain cooperation leading to excellence. The Task Force will be able to hear from or visit a selected number of examples brought to its attention. The Task Force will examine the trends and common features in other examples provided to us, and will publicize, through its report and other means, examples, resources, and key principles from which other public workplaces can learn.

In this questionnaire, we are asking your organization to inform us about examples of workplace excellence from which we and others in the public service can learn. Please answer the attached questions. If possible, please fill out jointly, so that the employee and management groups involved can comfortably sign off on the form. Please complete and return as soon as possible in order to maximize the chance of your example being included in the Task Force's report.

When completed please fax to Professor Jon Brock (206) 616-1748 or mail to Prof. Brock at the Cascade Center for Public Service, University of Washington, 303 Parrington Hall, DC-14, Seattle WA 98195.

If you have questions, please call Leslie Redd at the Cascade Center, (206) 685-0523.

Agency:    __________________________________________________
Address:   __________________________________________________
Contact person(s):  _________________________________________
Phone:      _________________________________________________
Fax:     ____________________________________________________
Name of Project or Initiative:  _____________________________

RESULTS

1. Please describe the primary result of the cooperative effort you are describing in terms of improvement in service effectiveness or efficiency. On an attached page, please write a few paragraphs that summarize the impact of the improvement, i.e., change in service effectiveness, improvement in service quality or customer satisfaction, better match of skills to task, lower cost of a key service, policy change, etc. If you have any measurements that demonstrate the extent of the improvement, please note them also.

2. Please describe the results in terms of the impact on the quality of work and worklife.

3. Describe changes, if any, in the process or technology or in the way the job is done. Include changes in interactions within the agency and relationships with other agencies, customers or suppliers.

4. How pervasive is the change? For example, what is the size of the agency budget and workforce involved? Does it represent a whole department, the whole city, county, state, school district, fire district, etc.? If it has moved beyond its original location, how was the idea transferred?

5. Has there been any alteration in features of the personnel or civil service system as a result of or as a prelude to this service improvement? For example, were there any changes in classification practices, compensation systems, hiring, transfer or removal practices as part of this service improvement?

PROCESS

1. Were there any false starts or barriers in the process that were overcome on the way to success? What were those and how were they overcome?

2. How long has this service improvement project been going on?: Since the idea was first raised. Date:; Since the service change or improvement was put into place. Date:

3. What accounts for the longevity of the project, or for its demise? What has sustained it?

4. From where was the most resistance and how was it handled? How successfully?

5. Is there a state bargaining law operational in this jurisdiction? Are there aspects of that statute and its related regulatory structure that contributed to making this change successful? Are there aspects of that structure that had to be worked around in order to implement the changes described above? If there is not a state bargaining law, was there an employee association involved?

6. If this has been done in conjunction with an organized employee organization , please briefly note the results or major impacts, if any, in terms of labor management relations such as:: Contractual changes; Work rule changes; Improved or new joint committees; Changes in contract administration; Changes in statute; Changes in bargaining relationships; Changes in conflict resolution practices; Impact on grievances or grievance handling

7. Has this change in service and relationships now survived an election cycle or change in either labor or management leadership? What effect have elections, elected officials or political relationships had on the project?

TYPE OF CORPORATION

1. How is the cooperation carried out? Is there a formal committee or other forum? Please describe.

2. What form of agreement defines the ongoing cooperative arrangement or other governance of this change in service or policy?

GENESIS

1. How did this cooperative relationship begin?: Was there a leader who believed in or heard about this approach?; Was there a crisis?; Budget pressure?; An opportunity?; Other?

2. What commitments or provisions, if any, were made regarding the impact on employees, services? For example:: Retraining programs/re-deployment to other functions; Early out incentives; Placement opportunities; Measurements

3. What, if any other outside assistance was helpful (or harmful!)?

4. What else should others know about this change in service and job quality that would help them do something similar or otherwise learn from your experience?

5. Is there any other feature of this service improvement through cooperation you are especially proud of or wish to highlight?