Volume 1, Number 3 August/September 1995
Stewards of Virginia's parks: A family affair
Beautiful beaches, mossy lagoons and large cypress trees are to be found at First Landing-Seashore State Park in Virginia Beach. You may even encounter friendly park manager Fred Hazelwood at Virginia's most visited state park. He might be delivering a lecture to school children, overseeing a construction project, enforcing the law or working in his office. You may even see one of Hazelwood's four children. Wherever you spot him, it is likely that you will find him with a smile on his face, because he loves his profession. "It's much more than a job to me," said Hazelwood, "It's a lifestyle."
Part of what makes his profession a lifestyle is that Hazelwood and two other staff members and their families live at the park to perform their around-the-clock duties. The state mandates that some staff, including managers, live at their parks. "It's not an option," said Hazelwood. "We live here to provide 24-hour security and law enforcement. It is far less expensive for the state to house a limited number of staff rather than pay the salaries for 24-hour a day security."
Fred Hazelwood recently assembled his family (wife, Pat; sons, Erik and Scott; and daughter, Kristin. Eldest daughter, Karin, was out of town) at their First Landing-Seashore State Park home and introduced an endearing family with mutual respect for one another and for nature. Hazelwood oversees operations of a unique place, nestled in Virginia Beach and touching the Chesapeake Bay and its nearby lagoons.
Hazelwood began his career in the state park system as a wage employee maintenance ranger in 1975 at Holiday Lake State Park in Appomattox. Later, he became chief ranger there. In 1981, he became the first manager at Sky Meadows State Park, on the eastern side of the Blue Ridge Mountains, before going to Westmoreland State Park as its manager. He kept that position until 1985, when he came to the recently renamed First Landing-Seashore State Park. Hazelwood also oversees the North Landing River Natural Area Preserve and the North West River Natural Area Preserve.
What drew the Northern Virginia-raised, University of Virginia graduate to the park system? "I liked the idea of this kind of lifestyle," said Hazelwood. Pat Hazelwood, a nurse at Virginia Beach General Hospital, had "all positive feelings" about first moving to Holiday Lake State Park with her husband in 1975. "I like the woods, as opposed to the city," she said. "A vast front yard sounded appealing. There were some things to consider, though. After spending the winter months isolated, with very few park visitors and with the nearest neighbor miles away, having 'our yard' suddenly filled with thousands of people in the spring was something that we had to decide if we could adjust to.
"I thought that the lifestyle would be fun and challenging, and I was right. This is a great place to raise children. We just end up doing more together. We sure have played a lot of games especially when we lived at more isolated parks. Our family grew together by being together."
Hazelwood will whisper that the family often has been a willing, off-season, volunteer labor force. They have helped to clean up the bay. They have planted trees and even split wood. Repairing a barbed wire fence and herding cattle back into a pasture at Sky Meadows State Park is among the children's most memorable park "duties." "The kids help a lot," said Pat.
The family sometimes lost electric power, and even water, for week-long stretches when they were in more isolated areas. But there has always been quite a bit of fun. Laughter erupted when the entire family recalled a rainstorm at Sky Meadows that created a huge mud puddle just perfect for diving and splashing kids. "They were having so much fun! Who cared if they were covered from head to toe with mud?" chuckled Hazelwood.
Kristin, 15, and Hazelwood's youngest daughter, said of the lifestyle, "I feel comfortable in nature. I remember the four of us always running around outside together." When she visits friends "I have to keep the radio turned way down when we are outside. Life in a neighborhood is so different!"
Oldest son, Erik, 19 and a rising sophomore at Purdue University, would not want to live in a "neighborhood." Few other teenagers share his appreciation for nature. "Pro-conservation has grown on me - I wouldn't even consider littering or carving up trees like some of my friends might."
Scott enjoys "capture-the-flag" games in the woods and can always find something new in his "backyard." He also is used to the regular questions from local friends, like "Do you live in a cabin or do you have indoor plumbing?" The questions most often are answered with a grin.
All four Hazelwood children have their sights set on ambitious careers, as a clinical child psychologist (Karin), a mechanical engineer (Erik), a professional football player (Scott) and a doctor (Kristin). "I've always told them to set their goals high, get into the best colleges they can and let me worry about the money. I think their development of confidence, self-sufficiency and a degree of comfort with the outdoors may be attributed to the park's lifestyle," said Hazelwood.
While Hazelwood has successfully acclimated his family to state parks, his goal is to promote wider family-oriented use at all of the parks. "Family-oriented use of Virginia's parks is a value worth promoting, and I think there are enough people in Virginia interested in perpetuating this idea.
"We spend many of our vacations in other state parks, and consider other park families to be part of our extended family. We keep up with each other," said Pat.
Not just for camping
"This park is not just for campers," said Hazelwood. "We offer environmental education, and promote day use, too. We seek creative ways to include people, rather than to exclude them."
The park sponsors a variety of environmental and interpretive education programs. Local educational groups take advantage of the park's coastal setting to create an animated learning environment. More than 1,200 volunteers from the local community contribute to these and other park efforts.
"Learning to appreciate nature here at the park is more interesting than it can ever be in a classroom," said Hazelwood. "The programs here are educational and entertaining." One recent lesson taught children exactly how littering could affect living creatures. An instructor blew up a plastic bag to show how similar it looked to a sea turtle's main course jellyfish.
The park has 10 permanent job slots and 23-24 seasonal wage employees. "But we depend on our volunteers," said Hazelwood. "Besides our volunteers from the local community, we select people ordered to perform community service by the court system."
Although a portion of the park system's funding comes from the state's general fund, reasonable user's fees, for parking, camping and cabins provide substantially toward the maintenance of all state parks.
Is this for you?
What does it take to enter this profession? "It is not an opportunity to hug trees or to be left alone with nature," said Hazelwood. "It is a people job. Our employers are our visitors. And we are here to serve them. You would need a general understanding and appreciation for people, as well as for nature. The people, through their votes, decide whether parks will continue to exist."
"Before entering this profession, you must first ask yourself, 'How well do I work with people?' You have to have built-in flexibility, because you will need to respond to many situations." Hazelwood and his counterparts wear a number of hats. They serve as law enforcement officers, reacting and responding to problems, rather than spending inordinate amounts of time just patrolling the area. "There are too many other things to do," said Hazelwood.
Park officials must have public speaking skills, the ability to prepare presentations and have a good understanding of the public media. "We also do the bulk of our own maintenance. In fact, we built our house with the help of nearby vocational technical school students. We do car maintenance, plumbing, electrical work, oversee the sewage disposal system - you name it." As park manager, Hazelwood also performs the administrative component of park operations procurement and revenue management and he holds several professional and occupational licenses and certifications, including those for forest warden, water plant operator, conservation officer and law enforcement official. "You also have to enjoy moving," said Hazelwood with a smile. "We've moved eight times in 20 years."
Hazelwood proudly asserts that Virginia's park system is far superior to others on a national level. Many states build fancy golf courses or luxury accommodations in their parks. "That's not what we are about here," he said. The state park system maintains its 60-year-old philosophy that the parks in Virginia exist to feature natural resources. "Our job is to preserve natural areas that let you use your imagination. We invest naturally in people here not fancy things."
Myths and misconceptions
In the past, it was more natural for people to automatically spend time outdoors. Today, many people have little exposure to natural areas. "I want people to know that it is okay to spend time outdoors. It's even okay to be outdoors at night," said Hazelwood. "This might sound amusing, but in the age of electronics and television, many people are growing up without a sense of familiarity with the outdoors. Some people only go outside when they have to. Some people do not like to go outside at night. Night hikes are offered to help people get used to being outside after dark. If people can overcome their reluctance to being outside when the lights go out, we have made some progress," said Hazelwood. "After all, the bulk of the world is still a great place to be. Acre per acre, this park is the safest place in Virginia Beach and that is true of all Virginia state parks. We are here to teach you how to appreciate the outdoors."
Gaining access to a rental cabin is no longer as difficult as it once was. "Our toll-free phone number has improved the park's reservation system (1-800-922 PARK). We prevent damage to park resources while welcoming people into our management equation. We have built bridges over trails and focus our law enforcement efforts on education. There also are many unseen volunteer conservationists that maintain the park's beauty through their efforts," Hazelwood added.
First Landing-Seashore State Park offers more than 19 miles of hiking trails, a visitor's center, a mile of beachfront, housekeeping cabins, 235 campsites, picnic areas, boat ramps and a bicycle trail. Situated in 2,900 acres, the park hosts 1.2 million visitors a year. It also is one of Virginia's original six state parks that opened in June of 1936.
The park recently was renamed First Landing-Seashore State Park because John Smith and America's original English settlers first landed on the beaches here before continuing on to Jamestown. "I'd like to encourage everyone to visit this unique environment," said Hazelwood. "This not only is a great place to raise a family, it's a great place to bring yours."
Anywhere in Virginia, there is a state park within an hour's drive. The 28 state parks, 15 natural areas and six historical sites can be found in the mountains, Piedmont and coastal plain. They offer varied recreational, cultural and historical resources. Accommodations range from primitive camping ($7 per night) to two-bedroom cabins that sleep as many as six people (starting at $440 per week). Besides traditional recreational opportunities, Virginia state parks offer interpretive and educational programs.
In the past two years, the state parks system has grown by five. Four parks were purchased with funds from the 1992 Parks and Recreational Facilities bond referendum: James River State Park (Buckingham County), R. Andy Guest Jr. Shenandoah River State Park (Warren County), Karlan State Park (Lee County) and Belle Isle State Park (Lancaster County). Old Dominion Electric Cooperative and Virginia Power donated the acreage and visitor center at Staunton River Battlefield Historic State Park (Halifax County). The latter three are open to the public, but there is very limited access at the Karlan site.
In 1936, Virginia opened six new state parks, including (First Landing)-Seashore State Park. Virginia also was the only state to open an entire parks system in one day. The parks system grew slowly until the 1960s. During this decade Virginia became the first state to designate and acquire natural areas as part of the system. Also premiering that year was the state's first comprehensive study of outdoor recreation in Virginia, known as The Virginia Outdoors Plan. This plan is updated every five years and contains recommendations and considerations regarding acquisition of state parks and additional development sites.
Major improvements on tap for the '95 Combined Virginia Campaign
For the thousands of state employees who contribute to their favorite charities via the Combined Virginia Campaign, things won't be quite the same when the fall campaign season begins next month. Concluding a year of study and planning, the Department of Personnel and Training has implemented a number of far-reaching improvements in the operation of the CVC. As a result, the revised CVC represents a bold and successful example of a re-engineered government process which provides improved customer service and enhanced operational efficiency.
"While the CVC has enjoyed tremendous growth since its inception in 1986, its success was attained each year through a convoluted process which almost defied flow charting," explained Ivan Tolbert, the State Combined Virginia Campaign Coordinator.
The labyrinthine path of contributor dollars has been streamlined under the new system with a process which lowers costs and ensures that all participating charities gain an even greater share of each dollar donated through the CVC. Additionally, state employees can now give freely to any CVC charity throughout the state, using a single pledge card, without the cumbersome process of acquiring one of 17 different pledge cards for various regions of the state, as had been the practice. Every employee will now receive one statewide charity directory, although the local presence by region will be preserved with separate pages devoted to each geographic region of the state. Other major improvements being implemented for the 1995 CVC include:
In addition to these benefits for state employees who participate in the annual $2.4 million fund raising program, other technical efficiencies promise benefits for the participating federations, individual charities and the campaign's regional administrators.
"As it stands, this revision of the CVC is a 'win-win' situation for all involved. These improvements will add lustre to the Combined Virginia Campaign's already fine reputation as one of the best public-sector campaigns in the nation," Tolbert said.
A new look
A secondary result of the significant change in the program was the design of a new CVC logo to replace the familiar "Capitol-in-a-Heart" symbol that adorned CVC materials for the past nine years.
The new design, shown here, is intended to reflect an image that is softer than the stolid capitol building, imbuing the symbol with a more dynamic sense of flow, feeling and movement, noted the new symbol's designers in the Department of Personnel and Training's Office of Employee Communications. That office coordinates screening of charity applications and manages the overall campaign throughout the year.
A number of state employees and campaign managers had urged a redesign of the CVC logo. In the Charlottesville area, for instance, CVC campaign managers argued that the capitol building depicted in the logo too closely resembled the rotunda at the University of Virginia, another symbol often used by UVA in its own promotional materials. Others felt the official governmental image conveyed by the capitol building was too staid for a charitable effort.
"While few of the operational changes to the CVC will be evident to state employee donors, those involved in managing the campaign know that the process changes are quite significant," said Tolbert. "For us, it seemed like a natural time to introduce the new logo design."
The new symbol, which evokes an image of plant-like growth of the heart, led quite naturally to ideas for a complementary slogan. "Give from the Heart," the tagline for the previous logo might have continued to suffice for the new design, but it didn't go far enough to capture the essence of growth so prominent in the redesigned symbol, according to Tolbert.
After considering and discarding a number of alternatives, employees who participated in a brainstorming session to create a new slogan chose "Harvesting Hope." The idea was to describe the functional mission of the CVC for the thousands of people who benefit from charitable contributions gathered, or "harvested," by the CVC from amongst the state work force. Their generosity, which has steadily grown during each year of the CVC, provides hope, as much as actual services, to thousands of Virginians and many thousands more from throughout the nation and the world who benefit directly from the CVC's largesse.
Transportation Department rises above summer flood challenge
This is the third installment of a continuing series on executive branch operations.
Rain poured for several days. The ground was soaked - so saturated that it could hold no more. On that Tuesday, June 27, it happened. A tropical-like storm hung up on the Blue Ridge Mountains' Doubletop, Fork and Jones mountains in Madison County. It literally dumped up to 22 inches of rain down the mountains' eastern slopes.
The Rapidan, Robinson, Conway and South rivers couldn't bear it. Walls of water, one estimated at 50 feet on the Rapidan, coursed down these streams' beds that normally can be crossed on foot, wreaking havoc and leaving millions of dollars in property damage. The rivers cut new paths on their way to the sounds and the ocean. The waters replaced highways and roads that stood in their paths.
Putting the roads and bridges back, making a path for utility crews to use to restore electricity and communications, and opening the way for those people in Madison, Greene and Rappahannock to return to their homes and families proved the mettle, over the next three weeks, of employees at the Virginia Department of Transportation (VDOT).
In Madison County, Madison Area Headquarters Superintendent Jimmy Clore credited the experience, knowledge and dedication of his VDOT crews for a quick response. Free Union Superintendent Harold Gentry in western Albemarle County and Standardsville Acting Superintendent Cecil Gibson in Greene County agreed. First and foremost, they had to assure the safety of the motoring public. This was done by quickly placing barricades and signs advising motorists of roads closed because of high water or flood damage, and rerouting traffic wherever possible.
These VDOT people were working in their own backyards, Culpeper District Maintenance Engineer Gale Lipscomb said. "Because they knew the roads, the bridges, the communities and the ways of the streams and rivers, we were able to rapidly and methodically close roads and control traffic," she said.
VDOT personnel who have worked in the three counties for many years cannot remember a time when there was so much devastation wrought by flood waters. Some stood in awe at the two Route 29 bridges across the Rapidan River as the waters rose the 30 feet to the bottom of the southbound lane bridge, then rose more to eventually send whole trees, rocks and other debris over the top and downstream, carried by a wall of water towering 15 to 20 feet above the bridge.
"It was awesome," Lipscomb reported from the site on the day of the flood. "You wouldn't believe it unless you saw it."
"I've never seen anything like it," said Standardsville Acting Superintendent Gibson, who also was at the scene on the south side of the river. This wall washed out the roadway on the south side of both bridges. Route 29, a major artery between Northern Virginia and Charlottesville, was closed for three days. The southbound span remains closed.
If you can visualize this, you can understand what VDOT and its contractors faced when conditions finally permitted them to enter the hardest hit mountain hollows. When they did get in, sunup-to-sundown labor was needed to reopen damaged roads. There was nothing left of Route 662 between Wolftown and Graves Mill and on to the Blue Ridge Mountain and the Shenandoah National Park boundary where it ends.
Garth and Kinsey Runs and the headwaters of the Rapidan River devoured the road like you would eat a bar of soft chocolate. Crews worked untiringly, day-in and day-out, through Independence Day to replace, wherever they could find solid ground, giant sections of Route 662 destroyed by the torrents of water. It was not until mid-July that one bridge serving the Graves Mill community was located and recovered," Gibson recounted.
This was a typical situation facing all.
In Greene County, Gibson and his crews, reinforced by VDOT personnel from other districts and by private contractors' personnel, faced washouts caused by the Conway River, the boundary between Greene and Madison County. On the Madison side, Clore faced similar destruction of roads for which his headquarters has primary responsibility.
As flood waters receded, Gentry in Albemarle County, like his counterparts, immediately began temporary repairs. In late July, he and his crews were still making repairs to roads in the Apple Valley section of Albemarle County, damaged mostly by waters of the bloated Moormans River.
What did this require of VDOT and its people? "It took perseverance and a lot of determination on the part of our people," Lipscomb said. "They did it and did it well. They knew what to do, how to do it and when to do it. They worked like a real team, which, of course, they are."
"I am proud of all these people," she continued. "They came through for all of us and reconnected all of those severed road arteries." Everyone scheduled for vacation over the July 4 weekend just stayed on "without question," said Madison headquarters' Clore. "Others came back from vacation." At times, as many as 600 people were working to restore roads.
Besides crews responsible for the more severely affected counties, there were VDOT
volunteer crews from the Fredericksburg and Richmond districts, along with volunteers from
other Culpeper district residencies who came after
cleaning up from less severe flooding of roads in their areas. This emergency work went on
through the first half of July. It was not until the weekend of July 15 that VDOT people
in Madison, Greene and Albemarle counties took a weekend off.
And the work still goes on. Jimmy Clore's crews continue working to reopen Route 662, beyond Graves Mill, so residents who live in the Lost Valley community can get in and out. Right now some sections of the once hard-surfaced road are loose gravel and not much wider than one lane, built where it was safe to build them. After all, the Rapidan River ate much of the road as it roared down the mountain side, relocating itself as it pleased.
The roads are open, but some secondary roads remain recommended for use only by local traffic. It is the same for Cecil Gibson and his crews on the roads along the Conway River in Greene County and for Harold Gentry and his crews for the roads flooded and damaged by the waters of the Moormans River in Albemarle County.
These are only temporary repairs, just a beginning. Permanent repairs are needed. Bridges need to be replaced, others need to be cleared from streams or river beds where they were dumped by receding flood waters. And lost sections of roadways need to be returned to their original rights-of-way so affected Virginians can resume their lives as they were before the June storm.
"This work will be done with the same dedication and resourcefulness that VDOT demonstrated during the storm. Dedication to the mission of serving the people of Virginia is a hallmark of VDOT's and all other state employees," said Robert E. Martinez, Virginia Secretary of Transportation.
| "Hands Across Virginia" helps Virginia flood
victims Governor Allen has since created a public-private partnership that will match contributions of housing materials, money and volunteers with needy individuals to help rebuild and repair the 2,000 flood-ravaged homes in Virginia. "Hands Across Virginia is a coalition of housing agencies, nonprofit charities and individuals interested in helping fellow Virginians rebuild their lives and communities as quickly and as inexpensively as possible in the aftermath of this devastating natural disaster," said Governor Allen. The initiative will use an 800-number (1-800-923-3542) to solicit housing contributions and recruit volunteers, especially skilled craftsmen such as carpenters, plumbers and masons. In conjunction with Hands Across Virginia, the Virginia Housing Development Authority will be making mortgage loans available with rates as low as zero percent. These loans will be made to flood victims located in areas ineligible for other disaster relief funds. The program also will assist Virginians who reside in declared disaster areas but who are not receiving sufficient levels of assistance from federal disaster relief organizations. A separate toll-free number, 1-800-227-VHDA, has been established for flood victims seeking home financing support. |
Understanding the new prescription drug program
Key Advantage, Cost Alliance and HealthKeepers enrollees have a new drug prescription program carrier. The new program, PAID Prescriptions, replaced PCS on July 1. This program is administered through Trigon Blue Cross Blue Shield. The following information will help employees make a smooth transition.
Coordination of benefits
Coordination of benefits is designed to eliminate duplicate payments for the same covered service. This feature, previously part of your medical plan, became a feature of the new prescription drug program on July 1. It applies to employees' dependents who have group coverage beyond the state health benefits plan.
Here is how it works:
If your Commonwealth of Virginia coverage is primary coverage, your prescription drug claims can be processed at any pharmacy that participates in your new pharmacy network. Pay your co-payment when you receive your prescription, and the pharmacy will handle the claim for you. This process is fast, convenient and paperless.
If your dependent's state coverage is secondary to other coverage, it is important to use your primary coverage first. The PAID membership pharmacy system is set up to show if you have secondary coverage. After using your primary coverage, you may apply for reimbursement from PAID. If you do not use your primary coverage first, the claim will be rejected at the pharmacy. To apply for secondary reimbursement, send the following information to PAID Prescriptions:
Reimbursement for the difference between what your primary coverage paid and the new pharmacy network allowance has been in effect since July 1. If the primary coverage pays for the total cost of a prescription, there will be no secondary coverage reimbursement.
New mail service program
Mail service prescriptions should be sent to National Rx Services, Inc. of Virginia, instead of CareMark. For any prescriptions you currently have with CareMark, take the following steps to have them filled by National Rx Services.
Prior Authorization for certain drugs
The prescription drug program requires that certain medications be reviewed for medical necessity or contractual compliance before they can be covered through PAID Prescriptions. See your SourceBook for the list of these medications under the Key Advantage, Cost Alliance, and HealthKeepers plans.
How to request prior authorization: Trigon conducts the review for prior authorization for medical necessity of certain excluded medications. You may submit a letter from your doctor or use the Commonwealth of Virginia Prescription Drug Program Prior Authorization Request Form (#111167). The letter from your doctor must include the following information:
Send letter or form to:
Trigon Blue Cross Blue Shield
Drug Prior Authorization Unit
MD 44E, P.O. Box C-85040
Richmond, VA 23261-5040
Prior authorization requests will be reviewed within two business days of receipt of complete medical information. If a request is approved, you will receive authorization by mail. If not approved, both you and your doctor will be notified by mail.
Under the former PCS drug program, prior authorization required that a copy of your authorization be sent to the mail-order pharmacy. Under the new drug program, this is no longer necessary. Your authorization will be transmitted from Trigon to the pharmacy computer system. Therefore, when you go to a pharmacy to obtain your prescription, the authorization already will be on file.
Rules for traveling out of the state or country
Traveling out of state: Take your prescriptions with you so that you can have them filled at any participating pharmacy in the country. You will only need to present your medical identification card and pay the usual co-payment. A claim will not need to be filed.
Or, you must pay the full amount for any prescription and submit a claim for reimbursement. You will be reimbursed at the network allowance amount, less your co-payment.
Traveling out of the country: Plan ahead by knowing whether you will need a refill
while you are out of the country. First, obtain a letter from your employer verifying the
length of time you plan to be out of the country. Send this letter to the Trigon Prior
Authorization Unit. Then, send a copy of your prescriptions, or a letter from your doctor,
listing the medications you will need, including strength, dose and quantity. You will
need to prepay all co-payments in excess of a single co-payment
per prescription. This must also be sent to the Trigon Prior Authorization Unit. The
single co-payment will be paid to the pharmacy at the time you pick up your prescription.
An authorization will be rendered within two business days following receipt of the above information in the Trigon Prior Authorization Unit. Then your pharmacist may fill the prescriptions.
Transition of current prescriptions to PAID
If you currently have prescriptions with a PCS pharmacy that does not participate in your new pharmacy network, you will need to have those prescriptions transferred to a participating pharmacy.
Ask your pharmacy to contact the PCS pharmacy to have these prescriptions, which still have refills, transferred. If your current PCS pharmacy also participates in the new network, all you need to do is have your insurance information updated on the pharmacy computer. Present your new medical identification card to your pharmacist to update the computer. If your pharmacy does not participate in the new network, and you choose not to have your prescriptions transferred, you will need to pay the full amount for your prescription and file a claim for reimbursement. You will be reimbursed at the new network's allowable amount, less your co-payment.
QUESTIONS?
For questions regarding coordination of benefits or prior authorization requirements while traveling: Call Trigon customer service at (804-355-8506) in Richmond, or at 1-800-552-2682 if outside Richmond.
New mail service program questions: Call National Rx Services at 1-800-355-8279, or Trigon customer service at (804) 355-8506 in Richmond, or 1-800-552-2682 if outside Richmond.
After WTA: embracing the change
Feelings of concern and anxiety are natural during times of change. Such concerns, though understandable, usually stem from insecurity about how the change will affect you personally. There are concerns about how to get the work done now, the recommendations yet to be implemented, and perhaps most of all, wondering about the destination of that formidable avalanche of what is now unassigned work. As employees we may have asked ourselves "Why is this change happening?" and "What will the new directions and goals be?"
Reducing the size of government, an effort that most people support, is the answer to "why?" Since it was done on a voluntary basis, this reduction provides a great opportunity to implement a fundamental cultural change in the state work force.
"What will the new directions and goals be?" In order to answer this, we need to look at the nature of government. State government is a human institution, it is not buildings, or computers, or organizational charts. It is people. The new goal will be to produce better government with fewer people. Many of us will be asked to accept challenges that walk hand-in-hand with uncertainty. By accepting these challenges, you will be taking the first steps in designing a more effective system of government. It is likely that our jobs will change, perhaps dramatically. We will see organizations restructured in a nontraditional manner. In fact, the way things get done may no longer depend on the "structure" of an organization. Work activities will be guided by a change in organizational "culture" instead. So the answer to "How will we get it done?" is "In a new and different way," by those among us who accept this cultural change and lead the way through this process.
The state office of Compensation Management (OCM) in the Department of Personnel and Training (DPT) is evaluating the potential impact that major restructuring of agencies will have on the design of jobs and pay practices. OCM will be working closely with agencies to assist with the development of new pay plans in anticipation of changes in the way we do business. These new pay plans will be, by design, nontraditional, flexible, and better able to reflect the new cultural change. If you have questions or concerns about how restructuring and changes in pay practices will affect you, contact:
Office of Compensation Management
DPT
101 N. 14th Street
Richmond, VA 23219
· A toll-free phone number is now available for the State Employee Assistance Service, a confidential counseling, assessment, and referral service developed to help state employees cope with such problems as marital and family conflicts, financial difficulties, job stress, substance abuse and communications issues. The new number is 1-800-388-4180. The local number in Richmond, 804-786-6741, remains.
· Active participants in the group life insurance plan administered by the Virginia Retirement System may now purchase additional coverage for themselves, their spouses and their children under a new optional group life insurance plan. Open enrollment begins September 1 and ends October 31. To enroll, call 1-800-711-1171.
· The Commonwealth Human Resource Development and Training Association (CHRDTA) will sponsor a nine-part teleconference series "Entrepreneurial Government Workshops," beginning in September. The series will explore such leading-edge topics as visionary leadership, continuous improvement, empowered performance, creating and sustaining change and rekindling commitment. The workshops will be offered at several Commonwealth training locations. For more information, or to register, contact your human resources office or the Department of Personnel and Training, at (804) 225-2157.
· There will be a three-week Open Enrollment period this fall, with changes in health benefits effective January 1, 1996. This will bring the health benefits plans into a calendar year cycle. Changes in premiums will be closer to changes in compensation (in December). Employees will be notified about when their agency's Open Enrollment period will begin, sometime in November. The plan for flexible benefits reimbursement accounts will be brought into conformance with the calendar year, as well. This will occur in two phases, depending on whether an employee is enrolled in a medical or dependent care reimbursement account. If you are not currently enrolled in a reimbursement account, you will have an opportunity to enroll during the fall 1995 Open Enrollment period, for an effective date of January 1, 1996, for calendar year 1996. If you recently enrolled in a reimbursement account, effective July 1, 1995, you will maintain that election through June 30,1996. Then, you may make a new election for a six month period (July through December 1996). You also will be able to make an election in the fall of 1996 for calendar year 1997. Fall Open Enrollment will be taken over KATY, the state's interactive voice response system.
The editor invites employees to submit brief items that would be of interest to state employees. While we will make every effort to print these items, placement cannot be guaranteed because of space limitations. Send submissions to: Kristina Murden, editor, Commonwealth Currents, Department of Personnel and Training, 13th Floor, 101 North 14th Street, Richmond, Virginia 23219.
by George Allen
Striving for More Virginia Jobs from Europe
Education and law enforcement, in my judgement are the top two responsibilities of your Virginia government. The best way to raise revenues for these and other important government tasks is to have a vibrant, prospering economy where people are working and businesses are flourishing.
Virginia must have positive, pro-enterprise tax and regulatory policies that encourage and reward business men and women who take risks, invest, expand and create jobs. Government doesn't create jobs but sets the conditions for opportunity. The Governor must set priorities for moving Virginia competitively forward, and for building a safer, more prosperous and better educated environment in which you live, work and raise a family. In this report, I want to focus on my recent trade mission to England, Sweden and Germany.
Private business leaders and entrepreneurs traveled with state officials on a two-week trade mission to Europe's prosperous business regions to take advantage of the continent's investment potential. We targeted England, Germany and Sweden because each had a long record of successful investments in Virginia. We called on business, financial and professional leaders to encourage increased business opportunities and investment, not only for those with existing businesses in the Commonwealth, but also for those who were prospects for new investments. Our intuition was right.
The purpose of this mission was:
Our team had an ambitious schedule, from promoting Virginia peanuts and KP Foods in London, to Susan and I pitching Virginia as a perfect tourism destination to British and German tour operators and agents. While visiting with existing employers in Virginia, such as Klockner, Volvo, ICI Films, C&W Telecommunications, Allied Colloids, Siemens and IABG a BDM affiliate, our mission was to express our appreciation and to discuss with them their goals and how Virginia could help them succeed.
These meetings fortified my resolve to improve basic academic standards in our primary and secondary schools and to provide balanced regulatory policies based on the newest technology and scientific evidence. The meetings also reinforced, for me, the competitive importance of our Right to Work Law, our gateways to North American ports at Hampton Roads and Dulles Airport, and the outstanding work ethic of Virginians.
In the near future, Virginia will see more investment and job opportunities from many of these companies due to this trade mission and ''follow-up'' efforts by the Commonwealth and responsive localities.
The most immediate successes of the mission were the four companies with whom we ''closed deals'' for Virginia. We returned home with about $43 million in new investment secured. In greater detail, they are:
1) Muhlbauer High Tech International, a Bavarian German firm, which will invest $20 million over five years for a new plant employing 150 Virginians to serve the North American semiconductor and smart card capital equipment market.
Some of the key reasons that Muhlbauer chose Newport News, Virginia were our pro-business climate, excellent port, transportation infrastructure, the Langley Research Center, Virginia's Continuous Electron Beam Accelerator Facility and our commitment to attracting ''Industries of the Future'' with customized work force training.
2) Boehringer Ingelheim, a German firm with headquarters near Frankfurt, a successful pharmaceutical agent manufacturer, will invest $17.2 million to expand its current plant in Petersburg, Virginia, plus relocate 20 positions from New Jersey to Virginia. This company, as with most international companies, can locate anywhere in the United States or the world. This particular company's dedication to innovation is most impressive. An added bonus is that Boehringer will also lease space at the Virginia Biotechnology Park at VCU.
3) Tom Wat, Inc., a Bradford, England world-leading distributor of educational toys, recreational equipment and various gifts, will relocate to Suffolk its warehouse and distribution facilities, bringing a $500,000 investment and creating 47 new jobs.
4) F.A.G. Bearings Corp., a Schweinfurt, Germany-based firm after we had a most productive early morning meeting in Munich agreed to relocate its North American Logistics Center from Stamford, Connecticut to Virginia. By this autumn, they will be in a new 100,000 square foot facility located within the Lake View Industrial Park in Suffolk. With an initial investment of more than $3.5 million, the company is expected to create 25 new jobs.
One significant reason this respected bearings manufacturer chose this Virginia site was to avail itself of the Virginia Port Authority foreign trade zone (FTZ). In this FTZ, foreign and domestic goods may be stored, displayed and assembled with customs duties deferred until they are actually sold outside in the United States market. A FTZ is an outstanding, logical attraction which benefits employers with lower operating costs while creating new business and job opportunities.
I am pleased that Virginians stand to gain more investment and a significant number of new jobs from our efforts. Throughout the mission, the United States consuls and embassies were superb. The strategic business alliances that will be beneficial for Virginians and our old and new friends in Great Britain, Sweden and Germany are most gratifying and exciting.
Just think of it. Fifty years ago a conference was held in Potsdam on how to dismantle Germany's industrial capacity. Just a few years ago, President Ronald Reagan stood and challenged, ''Mr. Gorbachev, tear down this wall.'' And now we are brainstorming together in Potsdam on how to build high-tech bridges between Virginia and Brandenburg.
COMMONWEALTH CURRENTS
Published for Commonwealth of Virginia Employees by the Department of Personnel and Training
Volume 1, Number 3
August/September 1995
Charles E. James, Sr.,
Director, Department of Personnel and Training
Ivan Tolbert, Executive Editor
Kristina Murden, Editor
Mike Cody, Graphic Designer
© Copyright 1995 Commonwealth of Virginia