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City initiatives help close the gap between spending and revenues.

For more information about city and town program examples, available from NLC's database of more than 3,000 ideas listed by topic, call NLC's Municipal Reference Service at (202) 626-3130.

Atlanta, Ga.

POP: 394,017 CONTACT: Maj. Lee New, (404) 818-6700 ADDRESS: City of Atlanta, Police Department, 175 Decatur Street, S.E., Atlanta, GA 30303

DESCRIPTION: Atlanta uses retired police officers as volunteers at special events and city festivals. The retirees wear their own uniforms and guns but serve in a volunteer capacity. The city reports that over 110 officers have been recertified to meet state standards and requalified on the firing range. Each has also been updated on criminal law, city ordinances, policy and police procedures.

SOURCE: RETIRED COPS DON UNIFORMS FOR BIG EVENTS. City Hall Digest, v18 n4 (Apr. 1994) p7. Franklin, NC: City Hall Communications.

San Marino, Calif.

POP: 12,959 PROGRAM NAME: San Marino Accident Reduction Tool CONTACT: Deborah 0. Bell, Assistant City Manager (818) 300-0700 ADDRESS: City of San Marino, 2200 Huntington Drive, San Marino, CA 91108

DESCRIPTION: The San Marino Accident Reduction Tool (SMART) program was implemented in response to skyrocketing workers' compensation costs. SMART pays employees an annual cash bonus of up to $250 if the department's workers' compensation costs are less than the lowest cost within the last three years. As a result of increased employee awareness, compensation costs have declined by 32 percent since the program was begun.

SOURCE: SMART APPROACH TO ACCIDENT PREVENTION. Western City, v70 n9 (Sep. 1994) p16. Sacramento, CA: League of California Cities.

Portland, Ore.

POP: 437,319 PROGRAM NAME: Innovation Loan Fund PROGRAM STARTED: 1993 CONTACT: Tim Grewe, Director (503) 823-5288 ADDRESS: City of Portland, Bureau of Finance and Planning, 1220 Southwest Fifth Avenue, Portland, OR 97204

DESCRIPTION: Portland's Innovations Loan Fund was established to provide funds for innovations that either earn or save the city money. It supports four projects which could save the city more than $500,000. The installation of irrigation wells and pump to replace the current system used in the Governor Tom McCall Waterfront Park is expected to save $140,000. Other projects range from installing a new park water slide to computerizing information on women and minority-owned businesses.

SOURCE: INVESTING INNOVATION. Public Innovator, n7 (Jun. 30,1994) p2-4. Washington, DC: Alliance for Redesigning Government.

Colorado Springs

POP: 306,363 PROGRAM Name: Manifest Mailing System CONTACT: Kenneth Baker, Office Services Manager (303) 578-6780 ADDRESS: City of Colorado Springs, 30 South Nevada Avenue, Suite 401, Colorado Springs, CO 80901

DESCRIPTION: Colorado Springs saves money by using the Manifest Mail System (MMS) in the processing of water, electric, natural gas, and wastewater utility bills. MMS is a U.S. Postal Service automation program which permits the merging of pieces with non-identical weights and rates in a first-class permit imprint mailing. MMS prints the weight, envelope sequence number, and postage of each piece in a keyline along the bottom edge of the envelope, and produces two computer-generated reports required for acceptance of each mailing. Customer accounting procedures were modified to reflect the automation process. The city reports that about 20 hours a day in staff time has been saved with an annual savings of more than $73,000.

SOURCE: INNOVATIVE MUNICIPAL PROGRAMS. 1994 p57-58. Denver, CO: Colorado Municipal League.

Mooresville, N.C.

POP: 9,317 CONTACT:City Hall (704) 663-3800 ADDRESS:City of Mooresville, P. O. Box 878, Mooresville, NC 28115 DESCRIPTION: Fire fighters in Mooresville helped renovate a building the town had purchased to serve as the new fire department headquarters. The town's 14 paid firefighters and 28 volunteers provided the labor, putting more than 4,200 hours of labor into carpentry and finish work during regular work hours. The Town Council provided $160,000 for construction materials and masonry, plumbing, and architectural contractors. The renovated structure features a large garage area for the fire apparatus, modem offices, and living quarters for the firefighters. Town officials say the donated time and labor saved the town over $100,000.

SOURCE: MONEYSAVERS. Connecticut Town & City, v23 n1 (Jan./Feb. 1995) pl6. New Haven, CT: Connecticut Conference of Municipalities.

Thornton, Colo.

POP:55,031 PROGRAM STARTED: 1994 CONTACT:Joyce Hunt, Assistant City Manager (303) 538-7200 ADDRESS:City of Thornton, 9500 Civic Certer Drive, Thornton, CO 80229

DESCRIPTION: Thornton merged its fire department with the West Adams County Fire Protection District to provide enhanced fire protection and emergency medical services to over 180,000 residents at a lower cost. The city and the district will save between $300,000 to $500,000 a year, beginning in 1996, as a result of the merger. The two jurisdictions signed a collective bargaining agreement for employees in both departments, developed software which estimates response times under certain scenarios, developed a funding formula, and the signed an Intergovernmental Agreement between the two parties establishing the North Metro Fire Rescue Authority. Four existing stations will be closed, while three new stations will be opened to provide better geographic distribution.

SOURCE: BEST PRACTICES OF CITY GOVERNMENTS. January 1995 p39-40. Washington, D United States Conference of Mayors.

Rye, N.Y.

POP: 14,936 PROGRAM STARTED: 1995 CONTACT: City Hall (914) 967-5400 ADDRESS:City of Rye, 1051 Boston Post Road, Rye, NY 10580

DESCRIPTION: Rye and the Village of Rye Brook have established a combined Sound Shore Police District to provide improved services to the two communities at reduced costs. The new district maintaing the present number of patrols, Detective Services, the Youth Officers program and the D.A.R.E. program. The consolidation allows for expanded training and specialized services, with the elimination of duplicate command, supervisory, dispatch, and record keeping functions. The two communities could save as much as $1.2 million annually by reducing the police forces from 64 employees to 49 employees. The cost of operating the District would be apportioned based upon the equalized taxable assessed value of the two communities, with approximately 60 percent of the costs allocated to Rye and 40 percent to Rye Brook. Oversight is provided by a Police District Board comprised of the mayors from both cities, the city manager from Rye the city administrator from Rye Brook, and a fifth member to be selected by the four other members. The budget is approved by the Rye Brook Village Trustees and the Rye City Council.

SOURCE: MAYORS OF RYE AND RYE BROOK ANNOUNCE PLANS TO CREATE A POLICE DISTRICT NYCOM Municipal Bulletin, (Mar./Apr. 1995) p24. Albany, NY: New York State Conference of Mayors.
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Title Annotation:NLC Examples Database
Publication:Nation's Cities Weekly
Date:Jul 10, 1995
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