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The Boston Management Consortium dOSTOW PUBLIC LIBk/^*' GOVERNMENT DOCUMENTSDEPARTMENf RECEIVED SEP 2 4 1999 VO® ^ X r s e \ ^ ' e n O Itismypleasure tohonorthe 1998CityExcellenceAwardswinningand finalistteams.TheAwards celebratetheaccomplishmentsofcityofBostonemployeeswhohaveimprovedcityservicesthrough hardworkandcreativeproblemsolving.Whiletodaywehonorthewinningand finalistteams,there aremany,manyteamswhoarestnvmgtomakeadifference forthe peopleofBoston. Itismypleasure tohonoralloftheseteamsfortheirsignificantcontributionstomakingBostonagreatplace toliveand work. TogetherweareimprovingthequalityoflifeinBoston. MayorThomasM. Menmo Acknowledgements Emcee CongratulatoryAds KarenMannella The BostonGlobe Boston Herald Bookletand Poster Design Awards Project Manager John Deputyand LisaDelaney, MetroDesign Adele Pollis,APAssociates Photography DirectorofDevelopment PatriciaGolden,GoldenPhotography ValerieSandberg BookletWriting DirectorofCommunications Paul Sandberg KeithWesterman Booklet Printing Awards Interns CityofBostonGraphicArtsDepartment HonorLydonandJodieEdwards Booklet Distribution BostonBusinessJournal AllofusatWB56wishtocongratulatethe 1998CityExcellenceAwardswinningand finalistteamsfortheiroutstandingaccomplishmentsandsignificantcontributionstothecityofBoston. — Screening Committee Judging Panel AboutThese Awards RuthAnnBramson BillNigreen,Chair The BostonManagementConsortium President,LocalStrategies,Inc. VicePresidentofQualityManagement, establishedtheCityExcellenceAwardsin FidelityInvestments KennethCaldwell 1989 toencouragelearning,creativityand ChiefofStaffBostonPublicSchools RichardA. Dapra collaborationwithincitygovernmentto VicePresidentandManager, LaurieCiardi HumanResourceDevelopment, betterservethepublic. Over70teams Mayor’sOffice LibertyMutualGroup werenominated forthe 1998 City SuperintendentAnnMarieDoherty LawrenceS. DiCara,Esq. ExcellenceAwards.Ascreening BostonPoliceDepartment Peabody&Brown committeeselectedtwelve finalistsfrom amongmanyqualifiedapplicantswithin KevinMacCurtin EllenEssenfeld ChiefofOperations,BostonFireDepartment CAOandExecutiveVicePresident, sixawardcategories. The finalistsmade PNCBankNewEngland presentationsbeforeajudgingpanel, PatriciaA. Malone ChiefofStaff,EnvironmentSetyices WilliamEonvielle whichselectedthesixwinningteams. SeniorVicePresident, We allknowthat thereare many Robert Markel TheFotvmCorporation issues facingacityofBoston’ssize and ExecutiveDirector, BostonManagementConsortium MichaelE. Glavin stature. We oftenlooktocitygovern- DirectorofStateandLocalDevelopment, ment toaddressall ofthese issues,yet ElaineO’Connor BankBoston ResearchAnalyst,Officeofthe we knowthe Mayorandotherofficials ChiefOperatingOfficer LesHeininings cannot addressthemalone. Finding GeneralDirector,HumanResourcesTraining, KristenO’Connor JohnHancockFinancialServices solutions requirespartnerships PublicHealthCommission partnershipsbetweencitydepartments, MelissaMacDonnell communityagencies, businesses, GregPerkins CorporateRelationsDirector, — ResearchManager, FleetBankofMassachusetts academiaand Boston residents so BostonRedevelopmentAuthority that innovative, effective approaches WilliamB. Parent LisaSignori ExecutiveDirector,Innovationsin maybe developed. ChiefojStaff,OfficeoftheChiefFinanceOfficer AmericanGovernmentProgram,Kennedy Thestoriesofthisyear’swinning BillStanton SchoolofGovernment teamsand finalistsremind usofwhatwe SpecialAssistant,BasicCityServices Erven Samscl canaccomplishwhen we worktogether. SeniorVicePresident, Team memberswere not discouragedby AdalbertoTeixeira AmericanExpressFinancialAdvisors DeputyChief,HealthandHumanSetyices the enormityofthe tasksconfronting RobertE. Motta them. Theyhavedone difficultjobswell LaborRelationsCoordinator,BostonEdison byemployinginnovativeapproachesand developingreal,workable solutions. We salute the 1998 City ExcellenceAwards winningteamsand finalists fortheir spirit anddedicationand forshowingus the best thatBostonhastooffer! Managing for Safer Neighborhoods Award “Asasociety,wehave beenslowtorecognizethe harmsufferedbychildren whowitnessviolenceintheir everydaylives. Itis gratifyingtoseeagroupof healthcareprofessionals andpoliceofficers addressingtheissuewith sensitivityandresolve. Bell Atlanticcongratulatesthe dedicated membersofthe ChildWitnesstoViolence Projectforthedifference Winner Outcomes theymakeinthelivesofthe Child Witness toViolence Project • Officersparticipatingin the program feel BostonPoliceDepartmentand betterequipped tointervene onbehalfof childrentheyserve.” Boston Medical Center childrenwhowitnessviolence, andenvision forthemselvesabroaderrolein managing RobertMudge,Vice Learning domesticviolencesituations. • Participantsattend presentationsaboutthe • Sincetheirinvolvement in theseminar, 78 President, Massachusetts, psychologicaleffectsofviolence on children percent ofparticipatingofficerssaytheyhave BellAtlantic-NewEngland whowitnessit. made referralstohealthcare professionals. • Police officersimproveskillsinchild Fully95 percentreport that theseminars mten'iewmgtechniquesand assessingthe affected thewaytheyperformtheirjobs. need forinterventionand referral. • Socialworkersand healthcare professionals are taughtabout lawenforcement procedures and the police role inviolence prevention. • Team membersfrom bothsides-police officersandhealthcare providers-learn to reevaluate theirperceptionsofoneanother. • The programincreasesawarenessofethnic andcultural differencesthatmayaffecta team member’sabilitytointerveneeffectively. When,undertheumbrellaoftheinnovative “Thereisatremendousamountof District ITs CommunityService Office. ChildWitnesstoViolence Project,social importantlearningtakingplacethroughthis Johnstonsayshe nowrecognizesthat, for workersfromthe BostonMedicalCenter’s project, learningthattranslatesinto manyyoungbystanderstoviolence, the DepartmentofPediatricsbeganconsulting meaningfulinterventiononbehalfofchildren victimizationisjustbeginning. Seminar withrepresentativesoftheBostonPolice exposedtoviolence,’’saidBostonPolice leaderscaution theofficersto treatyoung Department,neithergroupperceivedthe DepartmentCommissionerPaul Evans. children withextremesensitivityand otherasanaturalally. Butastheyexchanged carefullyevaluate the need foroutside perspectivesontheenduringharmsuffered Envisioning a Broader Role intervention. Saidone officer, “Now, when 1 bychildrenexposedtoviolence,both Team-ledseminarshavedrawnonthebroad- respond, 1 don'tjust assessthe parents’ realizedtheyhaduncoveredadeepwellof rangingexpertiseofsocialworkersand needs. 1 do a threepronged-assessment: the commonconcern. Forsuccessfullybuilding psychologists,medicalresidentsandpediatric father, the motherand thechildren. ” anelfectivecollaborationbetweenthesetwo specialists.Theyhavetrainedsergeants, Face-to-face meetingswith police disparatecultures,theChildWitnessto communityserviceofficers,policeacademy officialshave alsohelped the program’s ViolenceProjectishonoredwiththisyear’s pediatricsocial workersshed theunhelpful BellAtlanticManagingforSafer stereotypestheysaymayhavehampered NeighborhoodsAward. A cooperationwithlawenforcementin the Thecommunity’sstake inthe team’s past. Police officersagree. “At firstwe successishigh:Atroublingsurveyof weren't sure iftheyappreciatedwhatour childrenin the pediatricclinicatBoston Commitment jobentailed,”saidone,comparingtheinitial MedicalCenterrevealedthattenpercent misapprehensionto“sumowrestlers hadwitnessedeitherastabbingorshooting meeting60’s llowerchildren.” byagesix. Without intervention,young to Boston's Butthose doubtshavegivenwaytoa childrenwhowitnessviolenceareatheight- deeplymeaningiul and productive partner- ened riskforschool failure, socialization ship. “We’ve learned a newappreciation and problems,stress-relateddisordersand Children respect forthe roleofpolice officers,”said violentbehaviorin laterlife. Program DirectorBetsy McAlisterGroves, LICSW. “We areabletoworktogetherina Referral and Intervention muchmoresophisticatedway. Themaincomponentoftheteam’sstrategyis “It mayseem likean unlikelycollabora- early,decisiveaction. Frequentlyfirstonthe staffandthedistrict’sVietnamesecommunity tion, but in fact it’sperfectlynatural,”she sceneofaviolentincident,policeareina relationsspecialist. The learningisreciprocal: says. “Thisisnot rocketscience. Itcanbe unic[uepositiontoassesstheneedfor teamleadersreviewtraumaassessmentand replicated. Eventually, therewill be asimilar intervention. Iftheofficerelectstoreferthe child interviewingskillswiththepolice program ineverycounty in thestate. childforfurtherevaluation,theteam’smental officers,whointurndiscusspolice interven- healthcliniciansareavailableforimmediate tionpracticesanddomesticviolencelaws. responseandcomprehensiveintervention. In Asa resultofthe training, many police onecase,policechargedamanwithassaulting officerssaytheytakea more active role in hiswifeinfrontofhertwochildren. The administeringtochildrenwhowitness arrestingofficer,whohadparticipatedmthe violence. Oneofficersaid hehabitually ChildWitnesstoViolenceProject,referredthe approached domesticviolencesituations familytotheteam’scounselingstaff. Thestaff withasingle, narrowimperative: remove wasabletoreassurethechildren,whowere thechildren from the room. “Wejust sufferingrecurrentnightmares,andrestorea wanted togetthemoutoftheline offire,” measureofstabilitytothefamily. sayspatrolmanPaulJohnston, amemberof Neighborhood Award Pride “Nothingsaysmoreabouta neighborhood’scommitmentto itsyoungpeoplethanthe qualityandconditionofits ^1 schools. Byinvolvingcommuni- yBbI ^ .'vbpl"'1fwrlai W:-" tiesintherevitalizationoftheir schoolyards,theBoston SchoolyardInitiativeunifies parents,educatorsand studentsbehindamost worthwhilemission-toinstilla senseofprideinourschools andcreatenew,excitingways Winner Outcomes forourchildrentolearn. The Boston Schoolyard Initiative • Through theinitiative,communities,schools, AmericanExpressFoundation, DepartmentofNeighborhood Development, parents, residentsandgovernmentagencies Boston PublicSchools,Parksand Recreation across thecityareworkingtogetherto onbehalfofAmericanExpress Department,OfficeofBudgetManagement, City beautifyand revitalize schoolyards. FinancialAdvisors,American TrustOffice, BasicCityServicesandFund for • Nineschoolyardswillbecompletebytheend ExpressTRSandAmerican BostonSchoolyards ofthe 1998school term, andseven are entenngconstructionshortly. ExpressBankisproudto Learning • Fourteenschoolyardsareunderdesign; ten sponsorthisyear’s • Theteamverseditselfinthe“communitydesign otherswillenterthe planningstageshortly. NeighborhoodPrideAward.” process,"enablingittoguideschoolyardprojects throughtheirdesignanddevelopmentphases SamSamsel,SeniorVice whileallowingschoolsandneighborhoodsto President,AmericanExpress retaindecision-makingauthonty. • The teamaddressesissuesraisedatquarterly FinancialAdvisors w^orkshopsandotherregularmeetingsthat assist theeffortsofschoolyardcommittees. • Landscapearchitectsmetwithstudents,teacher andneighborhood residentson topicssuchas landscapeanddesign,schoolyardsafetyand playequipment. • Theteamlearned tocoordinateandcombine i»MEBI(AN theeffortsofprivateandpublicsectorpartners. ® Schoolyardsareplacesforchildrentorunand “The program isbringingpeople into fortheplayground. Parentstoo,wereclosely play,jumpropeandshootbaskets. But the process ofrevitalizingtheirschools ina involvedmmanyphasesoftheTrotter beyondmereutilitarianvalue,schoolyardsare waytheyhaven’t before,” says Fishstein. schoolyard’splanninganddesignprocess. deeplysymbolicofaneighborhood’scommit- “It’sentirelyneighborhood-driven and “Thisprogram isanexcellent example menttoeducatingandprovidingforitsyoung school-driven.” ofcommunities rallyingbehind their people.Adesolateorunderutilizedschoolyard The programhasbeensuccessful, m schools. It'simpossible to overstate the signalstothecommunity-andtoitsown part,because the teamhaslearned to positive difference this program makes in students-thatschoolsareinhospitableplaces managea“communitydesignprocess” that the lives ofBoston’syouth,” says Chiefof unworthyofcareandrevitalization. emphasizes“how-to-do”over“how-to- Basic CityServices MichaelJ. Galvin. “The TheBostonSchoolyard Initiativewas build.” Inotherwords, participantsare outside ofaschoolshould reflect the establishedin 1995 ontheunanimous given leaveto designaschoolyardthat importantworkgoingonwithin itswalls. recommendationofataskforceappointedby reflectsthe individualneedsoftheschool The Boston Schoolyards Initiativebrings MayorThomasMenino. Today, thirty anditsneighborhood. “Thisisnot acookie- thatgoal closerto reality.” schoolyardsacrossBostonarebeing cutterprocess,”saysFishstein. “Each renovatedandbeautified,and tenmore are Coordination and Compromise inplanninganddesignstages. “Weapplied Acontinuingchallenge forprojectorganizers forthisparticularaward,”saidProject istoremainopen-mindedtothe Reviving ManagerJanetFishstein, “becausethisreally community’s“wish-list,”yetmindfulofthe doesrestore pridetocommunities,”The legalandadministrativerequirementsofa awardscommitteeagrees: theBoston Schooiyords publicly-fundedinitiative. Privateandpublic Schoolyard Initiativeisrecipientofthisyear’s sectorteammembersmeetfrequentlyto NeighborhoodPrideAward,sponsoredby discussthestatusofprojectsandguard AmericanExpress. and Reuniting againstproblemsthatconceivablycould jeopardizetheircapitalfunding. Theteam Creating “Community Centers” hasalsolearnedtostretchfundingdollarsby Theinitiativeembracesaboldmodel,gaining Communities incorporatingpnvatecontributionsintotheir favoramongneighborhoodadvocatesacross publiccontracts-byallowing, forexample, thecountry,oftheschoolyardasaliteral anindividualtodonateabenchorpieceof “communitycenter”-aplacewherechildren playequipment. cansafelylearnandplay,and fromwhicha community-individualsandschoolsand Aswithanymultifaceted project ofsuch communitycanderiveasenseofprideand privatesectorpartners-hasembraceda scope, differencesofopinionare inevitable. unity.Assuch, theBostonSchoolyard muchmore open-minded process.” Positionsoftenvarywidely, andthe team Initiativereachesouttoparents, teachers, Theopinionsofparentsandtheschool- hasincreasinglylearned toresolveinternal students,neighborhoodresidentsandorgani- childrenthemselveswerewelcomedintothe dissent throughcompromiseandmediation. zations, localbusinessandcorporate renovationprocess. Landscapearchitects, “Truthfully, thereis tonsofconflict,” sponsors. Inalargecitywherechildrendo hiredtorenderdesignservicesandconduct saysFishstein. “Butbyencouragingpeople notalwaysattendschoolintheirown workshops,actuallyenteredclassroomsand tocome forwardwithnewideasandremain neighborhoods, theinitiativehasdrawn solicitedideasfromthechildren.Atthe open-minded, I thinkthat thosedifferences communitiesandschoolstogetherin WilliamH, TrotterSchoolin Dorchester,90 actuallyenhanced the process.” dramaticfashionandralliedthemtoa percentofthesuggestionsprovidedby commonpurpose. studentswereintegratedintothefinalplans Leadership Award “Anyonewhohaswalkedor drivendownWashington Streetcanappreciateits tremendouspresenceand potential. BankBostonis proudtosponsorthisyear’s LeadershipAwardandto honoritsrecipient,the WashingtonStreetTask Force. Ithasdemonstrated visionanddetermination, helpingtosecureabright futureforoneofBoston’s mostdistinguishedstreets.” Winner Outcomes IraA.Jackson, Executive WashingtonStreetTaskForce • The creationofalarge-scale proposal, VicePresident, BankBoston BostonRedevelopmentAuthority,Mayor’sOffice presented to MayorThomasMeninolast ofBusinessServices,DepartmentofNeighborhood year, articulatingspecificrecommendations Development,BostonTransportationDepartment, forthe revitalization oftheWashington Mayor’sOfficeofNeighborhoodSendees,Boston Streetcorridor. ParksandRecreationDepartment,Boston • The investmentof$165 million,including LandmarkCommission,SouthEndLandmark housingand retailstores,street reconstruc- CommissionDistrict,TheMeninoProject,Office tionand redesign, and a finalcommitmentto ofCulturalAffairs,BostonMainStreetsand the “SilverLine”transitprojectconnecting EnhancedEnterpriseCommunity-Boston DudleySquare todowntownBoston. EmpowermentCenter. • Investmentin the presentationand rehabilitationofseveralhistoricbuildings. Learning • TheinclusionofastretchofWashington • Teamleaderslearnedtofunctionasmediators, Streetin the“MainStreets”program,a bnngingasenseofbalanceandunitytotask partnershipbetweenthe cityand the National forcemeetings. Trust forHistoric Presentation. • Thetaskforceovercameconflictsandcompeting intereststhatthreatenedthesuccessoftheinitia- tive,fashioningatrulycollaborativeeffonthat yieldeditsfinalproposalandrecommendation. ^BankBoston WendingthroughChinatown, theSouth potentialconflictsamonglocal community residentialand recreationalattractions. Says End,Roxbury,JamaicaPlainandRoslindale, leaders, theyalso recognized theneedto Lathrop, “Whatwehavepresentedislessa WashingtonStreetisthecommonthreadina smooth thepolitical tensionsendemic ‘plan’thanan‘implementation.’Thisis patchworkofethnicallyandeconomically amongcityagencies. Assuch, the project ongoing. Itisentirelyresult-oriented,a diverseBostonneighborhoods. However, this waspurposefullycastasanadministration template forfutureaction.” historicgatewaytodowntownBostonhas initiative, anddid notbearthestamp ofany suffereddecadesofprivateandpublic individualcitydepartment. $165 Million in New Investment disinvestment. In 1996,agroupoflocal The taskforce alsoresolveda tenden- The taskforcealsoresearchedtheneedsof community,businessandgovernment tiousdispute that for 12yearshad disrupted WashingtonStreetbusinessesandresidents, leaderslaunchedanaggressiveprogram planstoconstruct publictransitser\hce solicitingtheirinputandgamenngtheir aimedatrevitalizingtheWashingtonStreet alongWashingtonStreet. The long-awaited support. Theymetwithexpertsonurban corridor.TheWashingtonStreetTaskForce, SilverLine project, anelectricbusline revitalization,andsecuredaccesstofinancing recipientofthisyear’sBankBoston linkingDudleySquare to downtownBoston, forareabusinessesthroughlocalbanksand LeadershipAward,hastakensignificant will beginworkbythespringof 1999. lenders. Andmostimportant, theymoved stridestowardreversingyearsofneglectand “The accomplishmentsofthis task force forwardaprocessthat,despiteyearsofwell- restoringthelustertooneofBoston’s intendedefforts,had lamdormantforwhat grandestboulevards. Reviving a seemedaneternity. “Othergroupshadstudiedandstudied An Unprecedented and studied," said one prominent Grand and Collaboration communityleader. “Finally, thisonecame Clearly,thetaskforcecouldnotreturn forward andsaid, ‘We’re notgoingtojust recommendationstothemayoruntilit studyanymore. We’regoingto do Historic reachedconsensuswithinitsranks. Theteam something.’” composedawtde rangeofinterests,however, And It has. “The resultsofthe task andsomeofthem-notably,localresident Bouievard force’seffortsareevident,”saysKostaras. andbusinessleaders-hadclashedinthe “There is $165 millionofnewinvestmentm past. The foremostchallenge facingtaskforce housing, neighborhoodstores, acommunity leaders,therefore,wastomediateamong are trulyinspiring,said ChiefEconomic healthcenteranda newpublic transit line competingpartiesanddivergingagendas. Development OfficerThomasO’Brien. alongWashingtonStreet. Thingsare The key, accordingto Project Director “They have undertakenadifficult project definitely movingforward.” James Kostaras, wasencouragingteam and, withinarelativelyshort time, moved it members to abandon “positions”-which dramatically forward.” have a qualityofpermanence-and focus Theeffortsofthetask forceyieldeda instead on common interests. Meetings collaborationamonggovernment,business gaveway to brainstormingsessions. and residential leadersthat Kostarascalls Through effective mediation, team “unprecedented.”The fruitsofthatcollabora- members learned to de-emphasize turf tionareevidentinthe finalreportand battlesand maintain a persistent focuson recommendationspresentedtothemayorlast theircommon goals. “It wascollective yearbytask forceChairRandi Lathrop. The leadership at its best,” says Kostaras. proposalenvisionsatree-linedboulevardthat Asa large-scale communityplanning capturesthe“importantarchitectural,social project, theWashingtonStreetinitiative andcultural historyofthearea.” It articulates required the active participation ofCity asweepingvisionofarevitalizedWashington Hall.Justas team membersmitigated StreetasoneofBoston’spremiercommercial, Customer Award Service ‘LibertyMutualGroup applaudsmembersofthe ElderlyandDisabledHousing Divisionandtheireffortsto bringqualitylow-income housingtoBoston. Throughan ambitiousprogramofcompre- hensivereform,thedivision hasdramaticallyimprovedthe conditionofitsbuildingsand thedeliveryofservicestoits residents. Thisgroupof dedicatedcityemployees exemplifiesthespiritof excellenceincustomer Winner Outcomes service,andisamply Elderlyand Disabled HousingDivision • The teamreducedturnaround on non- BostonHousingAuthority emergencymaintenance requestsbyalmost deservingofthisaward.” 90 percent. Learning • Vacancieshavebeen reduced from8percent RichardA.Dapra, • Allmanagersparticipate in trainingcourses to lessthan4percent. VicePresidentandManager, designedtoenhance theirjobknowledgeand • Problemswiththe provisionofheatand improve theirskills. Managersare taught to hotwaterdunngthewinterhavebeen HumanResource embrace amorecomprehensivevision of virtuallyeliminated. Development, propertymanagement. • More than 500capitalandoperatingbudget • Newly-hired managersundergosixmonths improvementshavebeen performedover LibertyMutualGroup ofintensive training,bothonsite and in thelast threeyears. classrooms. • Maintenancestaffreceivesformal trainingwithinand outside theirareas ofspecialization • Teamstaffersmeetregularly todiscusstheir jobsandwaystoimprove thedeliveryof service toresidents. • The teamhasacquiredskillsinthecollection tIBERlY andanalysisofdata. MUTUAL