Volume 5, Number 5 * November 1999
Published for Commonwealth of Virginia Employees
by the Department of Personnel and Training
|
Volume 5, Number 5 * November 1999
|
|
|
Published for Commonwealth of Virginia Employees
by the Department of Personnel and Training
|
|
Governor Gilmore
Launches
|
|||||
|
Quick to thank all those involved in the CVC, the Governor said: "To each of you here today, to your colleagues throughout state government and to the dedicated state employees who organized the campaign, thank you on behalf of all Virginians." Behind the scene, more than a thousand employees throughout the Commonwealth donated their time and energy to implement the CVC. The campaign is supported by approximately 19,000 donors. "There are nearly a thousand charities to choose from, and it's easy to give through a simple payroll deduction," Slater reported. In addition to payroll deduction, employees can make donations by writing checks, contributing cash, donating shares of stock or by using their credit cards. "The CVC is a very efficient way to give back to our communities," he noted. Most grateful for the generosity are the thousands of people who benefit directly from the largess of CVC contributors. Among them are state employees themselves. Weaver addressed the kickoff rally and expressed her sentiment for the steadfast work of a longtime CVC participant _ the Meals on Wheels organization. Weaver grew up in Fredericksburg. She works in Richmond and is the only caregiver for her elderly mother, who continues to reside at home in Fredericksburg. "My mother could do a few things for herself, but the one thing that she could not handle on her own was the preparation of her meals. I called Meals on Wheels. The people there were wonderful. They visited my mother the very next day, and they have been there every day since then. Meals on Wheels has made all the difference between my mother being placed in a nursing home or staying in her own home. For that, I am blessed." Ginder also is a state employee, serving for the past two years as the director of the Massey Cancer Center and as a professor of internal medicine and human genetics at Virginia Commonwealth University. Ginder witnesses firsthand the good that CVC dollars do for institutions like the Massey Cancer Center. The Center is the CVC donor's fourth most popular agency, receiving $41,000 last year alone. Ginder shared his appreciation for the selflessness of state employees who designate gifts to the Massey Cancer Center. "Each day in Richmond the Massey Cancer Center is conducting cancer research that does and will make a difference in people's lives. Thank you for your help and please remember that this is National Breast Cancer Awareness Month."
|
|||||
|
a Department of Fire Programs Specialty |
|||||
 In
Virginia, fire causes more than $2.5 million in property loss each week
and annually claims approximately 100 lives. The Virginia Department of
Fire Programs (VDFP) provides a central role in fire training, education
and certification to Virginia's 777 local, military and industrial fire
departments. The training programs are offered to firefighters, fire instructors,
state fire marshals and other officials involved in fire inspection, investigation
and prevention. Some of the more specialized training offered by VDFP is
the Virginia Aircraft Rescue Fire Fighting (VARFF) program. The VARFF program,
which has operated for more than 20 years, instructs airport firefighters
on aircraft fire emergency incidents. This program is one of only seven
nationally accredited programs of its kind in the United States.
"Federal law requires that all air carrier airports have an airport fire department and that those firefighters maintain mandatory annual ARFF certification," said Shirley J. Ybarra, Commonwealth Secretary of Transportation. "This training is very important to the continued safety and success of Virginia's air carrier airports." Virginia air travelers can breathe a bit easier knowing that they are protected by some of the world's best trained airport firefighters. One of the features that makes Virginia's Aircraft Rescue Fire Fighting program so special is a "state of the art" training system known as a Mobile Aircraft Rescue Fire Fighting Trainer (MARFFT). The MARFFT looks like a small corporate jet. Actually, it is a "state-of-the-art," computer-controlled system designed to safely simulate realistic aircraft fire scenarios. This new mobile system was introduced last July and provides training for multiple aircraft emergencies, such as fires in the cabin, engine compartment or the brake and fuel systems. Other training components include an ejection seat, landing gear, cockpit flight data recorder, and a mock-up of a "Sidewinder" missile to allow for munitions training. The trainer uses propane gas in training fires because it is both cost-effective and environmentally friendly.
"This is a proactive response to the needs of Virginia's airport fire departments," said Troy H. Lapetina, executive director of VDFP. "Of the thousands of airports in the US, only a few have the capabilities of training today's aircraft firefighters to the stringent standards set by the Federal Aviation Administration, the National Fire Protection Association and the Department of Defense." Ninety percent of the $1.1 million cost for the MARFFT was covered by a grant award from the Federal Aviation Administration. A grant from the Virginia Department of Aviation paid for 8 percent, and a payment by the VDFP of the remaining 2 percent, or just under $22,000 completed the purchase. "This is a sophisticated teaching tool that will add to the protection of life and property for all our citizens and visitors to the Commonwealth," Governor Jim Gilmore said. "I'm proud that Virginia's training program in this vital area of public safety is one of only seven nationally accredited programs of its type. This is the first state-owned comprehensive Mobile Aircraft Rescue Fire Fighting Trainer in the nation. It shows why Virginia is gaining a reputation as having one of the country's best-trained fire services."
|
|||||
|
FEEDBACKThis is part of a series of articles to inform state
employees about the results of Governor Gilmore's statewide employee survey Management Practices
Employees who participated in the Governor's statewide survey or took part in one of his town hall meetings expressed their views about what has been broadly defined as state government's "management practices" — how well Virginia government agencies oversee and implement special initiatives and daily operations. Of course, the specific activities of state agencies and the management practices they use to deliver taxpayer services and conduct state business are too vast to itemize, much less evaluate, within the context of a survey or meeting. Even so, most management practices fall within two broad categories that affect all state government operations: Fiscal Management and Human Resources Management. The employee survey, in addition to highlighting general areas of agency management practices, also recovered information about two state-wide management initiatives created to improve the overall operation of government programs and services: the State Employee Fraud, Waste and Abuse Hotline and the Employee Suggestion Program. Specific survey findings, as they relate to management practices, revealed that employees are well equipped to perform their jobs and understand what is expected of them, with 74 percent of survey respondents reporting they have the appropriate technology and equipment to do a good job and 65 percent saying they understand the state's policies and procedures, although a majority (59 percent) feel such policies and procedures are not evenly applied for all employees. Survey respondents expressed frustration with "the bureaucracy," saying it takes too long to fill a vacant position (82 percent), it is too difficult to fire poor performers (82 percent of respondents said they know people in their agencies who don't do their fair share of the work), there is too much paperwork (57 percent), and there are too many procedural steps to take just to do their jobs (65 percent). Most employees who participated in the survey believe the Employee Suggestion Program saves money for the state (61 percent), and nearly as many felt the same about cost savings associated with the State Employee Fraud, Waste and Abuse Hotline (57 percent believe it saves money). Still, it was clear that too many employees simply were not aware of the programs, their purpose nor their value to state government. The Department of the State Internal Auditor, which manages the anonymous hotline (toll free, 1-800-723-1615), reports that it has identified more than $2.5 million in fraud, waste and abuse since it began operating in 1992. This figure may be understated, noted State Internal Auditor Merritt Cogswell, because of the significant number of state agency process or internal control improvements that may result in future or recurring savings, but which are difficult — if not impossible — to accurately quantify. In fiscal year 1999, the hotline received more than 600 calls. Approximately 24 percent of the cases completed during FY 1999 substantiated fraud, waste or abuse. Funds identified during these investigations amounted to nearly $380,000. There also is the value of the many non-monetary benefits that generally derive from more efficient government operations. "I can say unequivocally that the State Employee Fraud, Waste and Abuse Hotline is a benefit to the citizens of the Commonwealth. This is so not only in terms of identifying and correcting fraud, waste and abuse, but also as a deterrent to fraud, waste and abuse, and in many cases it improves the internal controls and accountability over the Commonwealth's resources," Cogswell said. The Employee Suggestion Program, begun as a centralized statewide program within the Department of Personnel and Training in 1985, has operated since 1994 on a decentralized basis and is managed by individual state agencies. ESP admin-istrators study employee suggestions and recommend implementation of those suggestions that have merit. Employees may receive a share of the savings that result from their suggestions as an award. In many cases, suggestions that have improved agency operations, but did not necessarily involve cost savings or generate revenue, have resulted in the award of extra leave time or a certificate of recognition for those employees with the winning ideas. During the past five years, there has been a steady decline in the number of suggestions made by employees, but the quality of their recommendations and the resulting cost savings have held steady. During this period, more than 2,400 suggestions were submitted to the ESP, resulting in estimated cost savings of $771,000 and employee awards of $149,000. According to Theo Dennison, senior personnel policy analyst with DPT, "In order for the program to continue to save money for the Commonwealth and improve agency operations, employees need to make greater use of the program. We encourage employees to continue to share their ideas for improved governmental operations." Fiscal Management Managing the financial systems and resources of the Commonwealth is a responsibility larger than any single agency or secretariat. To perform effectively requires constant communication and expertise from a variety of individuals and agencies throughout the Commonwealth. The finance agencies manage the financial programs of the Commonwealth from collecting taxes to paying the bills to distributing aid to localities. Their responsibilities include forecasting and collecting revenues, managing the Commonwealth's cash and investments, selling bonds, overseeing internal audit, and preparing and executing the Commonwealth's budget. The Commonwealth's financial management practices have become the model for other states to emulate. Virginia continues to maintain the highest possible bond rating — triple-AAA — from Standard and Poor's, Moody's Investors Service, and Fitch IBCA. The Commonwealth also received "straight A's" for sound fiscal performance — one of only two states to receive top ranking — in the last survey conducted by Financial World magazine and was ranked the best financially managed state in the prior surveys. This year, Virginia once again was recognized for its sound fiscal and management practices. Fifty state governments were evaluated by the Maxwell School of Citizenship and Public Affairs at Syracuse University and Governing magazine to determine how each state is going about improving its effectiveness in managing resources and programs. Virginia was evaluated in five key areas: Financial Management, Capital Management, Information Technology Management, Human Resources Management, and Managing for Results (Performance Measures). In addition to being recognized as one of the four best managed states in the nation, Virginia received the single best overall rating among all the states reviewed. The Commonwealth will continue to strive for innovations on a variety of fronts, allowing Virginia to be regarded as the best managed state in the nation during future examinations. In the fiscal year just ended, the Commonwealth generated a surplus exceeding $167 million. In the Governor's December budget, $104 million of the surplus will be earmarked for deposit into the Revenue Stabilization Fund — or "Rainy Day" fund. This will bring the total amount of money in the fund to more than $700 million in Fiscal Year 2001, to guard against a possible future economic downturn. The health of this fund was one important measure of fiscal responsibility that contributed to Governing magazine's high rating of Virginia's financial stability and management. Making reference to this magazine article recently, while addressing the money committees of the General Assembly, Governor Gilmore said, "Virginia's overall grade was the highest of all the states surveyed _ making Virginia the best managed state in the nation. This is an honor of which we should all be proud...in state government and across Virginia. The sound financial management practices that afforded us the opportunity to provide historic tax relief and to fulfill past promises must remain the top consideration in any future initiatives. Our coveted triple-AAA bond rating must remain intact, and we must be driven by what is best for our financial well-being."
Human Resources Management Perhaps no state agency has been more thoroughly impacted by the findings of the state employee survey and the town hall meetings than the Department of Personnel and Training. "The number one goal we have made in our agency's four-year strategic plan is to be responsive to the needs of employees. We are focusing our agenda on the concerns and opportunities presented during the Governor's employee outreach initiatives," assured Sara Redding Wilson, DPT's director. From a central agency standpoint, DPT manages statewide compensation and human resources policies and procedures. To address compensation issues, the agency is working with the Technical Advisory Committee (TAC) and the Employee's Advisory Council (EAC) of the Commission on Reform of the Classified Compensation Plan. From the human resources perspective, recent evidence suggests that management practices will only improve in the months ahead. Thanks to a working partnership between the Department of Employee Relations Counselors, the Virginia Retirement System and DPT, hundreds of state government HR managers participated in this fall's first annual statewide human resources management conference. Among their goals was the sharing of intra-agency knowledge, experience and insight about how to customize human resources "best practices" for practical application in the Commonwealth's workplaces throughout state government. |
|||||
The Century Date Change Initiative (CDCI) Project Office has been busy since the announcement of the State Employee Y2K Awareness Campaign this past May. CDCI has been involved in many community outreach programs, including Virginia Community Connections. Firmly believing that a well-informed public is a well-prepared public,
CDCI — in conjunction with the Utility Providers of Virginia —
developed Virginia Community Connections. As part of the Community Connections series, CDCI participated in the
recent State Fair of Virginia. CDCI's theme, "What's your Contingency?"
focused on Y2K preparedness, both at home and at work. The interactive
exhibit included resource materials from utility providers, local governments,
federal agencies and other affected business sectors, as well as the computer
game "What's your Contingency?" Being prepared for possible
disruptions due to Y2K is good planning. For a listing of things to do,
in order to be prepared at home and at work, refer to the State Employee
Y2K Awareness Campaign brochure which was distributed to state employees
during the summer. For additional brochures or campaign materials, contact
Brendan LaCivita of CDCI, at (804) 786-1434; extension 3003. Employees
should refer their questions and concerns about Y2K to their agency's
Y2K coordinator or to CDCI's toll-free information line, at 1-888-2000-258.
"Together, we can transform Y2K from a problem to a solution for
success," LaCivita said. |
|||||
|
Commonwealth Paychecks get a Facelift Coming soon to a payroll office near you! The revamped paycheck pictured
to the right. Beginning this fall, the Department of Treasury and the Department of Accounts will use a new laser printing, pressure sealing system to combine stub information, the paycheck and mailing envelope in a single document. The sealed document will contain the employee's name and address, with the employing agency listed in the return address space. For the nearly 60,000 state employees whose pay is direct-deposited to a bank, the earnings notice also will be printed using the new system. |
|||||
|
Salary Increases to Affect Take-Home Pay in November Governor Gilmore and the General Assembly have approved salary increases totaling 6.25 percent for classified state employees. First, the state's entire salary structure will increase by 4 percent effective November 25, 1999. This adjustment will automatically result in a 4 percent pay increase for all classified employees, except those whose salaries are above the top of their salary ranges. In addition, employees whose annual performance evaluation ratings are "Meets Expectations," "Exceeds Expectations," or "Exceptional" also will receive a one-step (2.25 percent) performance increase. Employees whose salaries are at or above the top of their salary range will receive an equivalent lump-sum payment, rather than an increase in base salary. Employees who are rated "Fair, But Needs Improvement" or "Does Not Meet Expectations" will not receive a performance increase. They will remain on the same step they now hold on the current salary range once the new range takes effect. Special salary increases are approved for employees in certain job classes, effective November 25, 1999. These employees, including Game Wardens, Corrections Officers, Juvenile Corrections Officers, Correctional Education teachers, Central State Hospital Forensic Unit employees, Marine Patrol Officers and Agricultural Food Inspectors, are not eligible for the one-step increases approved for other employees. Newly hired employees with probationary expire dates of October 25, 1999 or later, and employees hired between October 25 and November 24 will not receive performance increases on November 25, 1999. However, these employees (except those receiving the special increases noted above) will be eligible for a one-step increase after completion of their probationary periods. Wage employees will receive a 4.0 percent across-the-board increase, effective November 25, 1999. Additional information has been provided to your agency's human resources officer, with details about the salary increases and their implementation.
|
|||||
|
Pay Yourself Back
If you're like most working Virginians, your paycheck
is stretched constantly to cover more and more expenses. Among these
may be medical costs not payable by insurance, such as co-payments,
deductibles or necessary dental work. Working parents may incur ever-rising
day care expenses for their children, and adult dependent care is becoming
significant for many families. With flexible reimbursement accounts,
you can get the government to help pay those bills by avoiding taxes
on the money you put into these accounts. Flexible reimbursement accounts
are one of the few true tax shelters available to working people.
Flexible Reimbursement Accounts are a way to put aside money now, before taxes are deducted for expenses you have later. These IRS-approved, tax-free accounts save you money on medical and dependent care expenses. Here's how they work. You authorize per-pay-period deposits to your Flexible Reimbursement Account from your before-tax salary, and as you incur medical or dependent care expenses, you request tax-free withdrawals from your account to reimburse yourself. Because you've planned ahead, you can anticipate these costs and receive considerable tax savings. The enrollment period for setting up either a Medical Expense Reimbursement or a Dependent Care Reimbursement Account is November 1 through December 1. To learn more about Medical and Dependent Care Flexible Reimbursement Accounts, contact your Benefits Administrator or call the Fringe Benefits Management Company (FBMC), which administers the Commonwealth of Virginia program, at 1-800-342-8017. FRA election forms also are available at the Department of Personnel and Training's web site http://www.dpt.state.va.us/hbenefit.htm
|
|||||
Ornate Fabergé Creations Back on Display at Fine Arts Museum
For patrons of the Virginia Museum of Fine Arts, the wildly popular current showing of "Splendors of Ancient Egypt" naturally brings to mind previous spectacular exhibitions mounted by the museum. One of the favorites was 1996's hugely successful Fabergé exhibit. For those who found special favor in this show, there is good news: The VMFA has put its large, world-renowned collection of Russian imperial Easter eggs and decorative arts by Peter Carl Fabergé back on display in a permanent gallery setting. The VMFA's collection is one of the largest of any museum outside Russia. "Old favorites are now joined by recent gifts from other donors (most of the collection was donated by Lillian Thomas Pratt in 1947), as well as other fine objects that have long remained in storage," said the museum's Director Katherine C. Lee. "Visitors will enjoy our exciting new installation that directs the eye both to the preciousness of these works of art as well as to their remarkable history.
Following in his father's footsteps, Fabergé was a master jeweler. He was born in St. Petersburg and won a Gold Medal for his craftsmanship at the Pan-Russian exhibition in 1882. Attending the exhibition was someone who would subsequently exert enormous influence over Fabergé's career _ Russian Czar Alexander III. Shortly thereafter, Fabergé was named goldsmith and jeweler to the Russian Court and found Alexander's favor in a proposal he made to create an elaborate Easter egg for presentation to the Czarina. This effort was so well received that it became an annual tradition throughout Alexander's reign and that of his son Nicholas II. The five eggs in the Pratt exhibit all are from Nicholas's reign. The Pratt collection also includes the 1897 Pelican Egg, the 1903 Peter the Great Egg, the 1912 Czarevitch Egg and the 1915 Red Cross Egg. Three years after unveiling the Red Cross Egg, Nicholas and his family were assassinated by Bolshevik revolutionaries in the basement of a Siberian building. David Park Curry is the VMFA's curator of American Arts. "Even the smallest piece of Fabergé rewards scrutiny _ its craftsmanship can surprise; its beauty or whimsy can delight. One need spend only a few minutes with these engaging artworks to see how Fabergé has become an international household name," he said. The VMFA galleries are open Tuesdays through Sundays from 11 a.m. to 5 p.m., and Thursdays until 8 p.m. Visitors are encouraged to keep the museum free to all by making a ($4 suggested) donation. More information about this and other museum exhibits and programs is available by referencing the museum's web site at www.vmfa.state.va.us or by dialing (804) 367-0844. |
|||||
|
Stated Briefly...
|
|||||
The
1999 Commonwealth of Virginia Campaign (CVC) got off to a grand start
last month, with a kickoff celebration at the State Capitol. Governor
Jim Gilmore, who serves as the campaign's honorary chairman, joined those
state employees in attendance at the event to commend all of the state
employees who are responsible each year for the CVC's success. This year's
campaign is expected to raise more than $2.4 million for eligible charities.
Sharing the podium were Secretary of Administration Bryan Slater, Phyllis
Weaver, the human resources manager for the Virginia Department of Labor
and Industry and Gordon Ginder, director of the Massey Cancer Center.
The
Commonwealth of Virginia Campaign began October 1 and will continue through
November 30. Employees should refer questions about the campaign to their
agency's CVC coordinator.
Built
to VDFP specifications, the system is transportable, allowing fire training
to be delivered on-site to airports throughout the state. Virginia has
ten large commercial or "air carrier" airports, more than nine
US Department of Defense air facilities and 60 general aviation airports.
Previously, Virginia's airport fire departments had to send people as
far away as Texas for this type of training.
and town hall meetings, as well as to address common questions and concerns.
Each article will focus on a specific topic and correspond with the subjects
of most concern to the many employees who participated in the Governor's
outreach efforts.
The
goal of the Community Connections program is to give Virginia's citizens
an opportunity to receive accurate and timely Y2K information. This summer's
kickoff event, at the Virginia Beach Pavilion Convention Center, was broadcast
live to Christopher Newport University in Newport News. 
The
familiar boxes that have contained vital employee earnings and benefits
information on pay stubs for more than a decade are headed for the state
government dust bin. Replacing them will be a new paycheck and stub, but
only the look has been changed. All of the information on pay, benefits
and deductions will continue to be reported on the new form.
