**OPM DIRECTOR\'S AWARD FOR OUTSTANDING**

**ALTERNATIVE DISPUTE RESOLUTION PROGRAMS**

**Why was the program established and what facilitated its
development?**

The Alternative Dispute Resolution (ADR) Program was established to
provide an informal means for labor and management to resolve disputes
at the lowest level within the Bureau of Engraving and Printing (BEP),
restore productivity to areas impacted by conflict, and improve working
relationships among the affected parties.

Early in its history, the BEP Joint Labor Management Partnership Council
(BEP Executive Staff and heads of the 16 unions) decided that as
partners they needed an alternative method for resolving disputes. Both
labor and management wanted a method that was fast and informal. They
realized early in the partnering initiative that as partners they would
have to do business differently.

**How were obstacles to development of the program overcome?**

The ADR Program (ADRP) was a Joint Labor Management Partnership
initiative. However, we experienced obstacles in obtaining buy-in from
the Labor Management Relations Office, first line supervisors, managers,
office chiefs, and executives who were not members of the Joint Labor
Management Partnership Council. Nevertheless, very early in the process,
we had the advantage of having the Director, EEO and some top management
and union officials involved in developing the program. Due to such
support, we were provided adequate resources and funding for the
program.

We overcame these obstacles by providing management and union officials
with presentations that included the benefits and uses of ADR\--e.g.,
improved working relationships, control of outcome of the dispute and
savings of time and money. Draft proposals were provided to each of the
management and union officials, which included the benefits of
establishing an ADRP, to obtain their feedback. This strategy was used
to get the officials involved in the development of the program. In
addition, it afforded them an opportunity to provide us with feedback
and address their issues and concerns regarding implementation,
operation, and benefits of the program. We solicited the assistance and
involvement of the Labor Management Relations Staff by inviting them to
join the Alternative Dispute Resolution Steering Committee. We also
designed and provided informal seminars and formal training courses for
the managers, supervisors, union heads, shop stewards and program staff
personnel to educate them on the benefits and uses of ADR. However, a
lot of the program success is due to the nature of the ADR Committee. By
drawing individuals from all levels and parts of the organization and
then vesting them with knowledge and abilities in the power of ADR, the
program grows on an interpersonal basis.

**What are the goals and objectives of the program?**

The objective of the ADR Program is to change the BEP culture in a way
that promotes resolving conflict promptly and informally at the source.

The goals include:

Resolving disputes before they accelerate and escalate.

Reducing caseloads and appeals in the informal and formal Equal
Employment Opportunity (EEO) or Labor Management Relations (LMR)
complaint processes.

Reducing time spent on EEO and non-EEO issues by supervisors,
specialists and employees as a result of having a separate forum to
address these concerns.

Reducing expenses incurred through BEP\'s traditional complaint process
(including legal staff versus similar case resolution during informal
stage through ADR conflict resolution).

Improving employer and employee morale and satisfaction.

Enhancing image with customers and stakeholders.

**What types of workplace disputes are covered or excluded by the
program?**

The types of workplace disputes covered by the BEP ADRP include: EEO
complaints, Grievances, Unfair Labor Practices, Disciplinary Actions,
Adverse Actions, Employee/Employee Disputes, Employee/Manager Disputes,
Manager/Manager Disputes, Harassment Complaints, Debt Issues, and
Violence in the Workplace.

The types of workplace disputes that are excluded by the program include
those covered under Title 5 of the U.S. Code Section 582(b) (e.g,
matters that involve policy issues, matters that significantly affect
persons who are not parties to the dispute or proceedings, and matters
that involve providing a public record) and criminal activity.

**What type of ADR technique(s), e.g., mediation, does the program
use?**

The Alternative Dispute Resolution Program (ADRP) uses counseling,
mediation, fact- finding, conciliation, and facilitation techniques. The
range of techniques that we use allows for more flexibility in meeting
the challenges of a wide range of adversarial situations.

**How does the program work (procedural steps) for individual
disputes?**

Cases are received in the ADRP through referrals from EEO, LMR, Office
of Chief Counsel or through petitioner request.

If the ADRP Coordinators agree that a case is appropriate for ADR, the
Coordinator/Mediator will explain the ADR process to the petitioner. If
the petitioner agrees to participate in the ADR program, the
Coordinator/Mediator will inform the petitioner of the steps necessary
to take to protect his/her rights if the ADR process is unsuccessful. In
addition, the Coordinator/Mediator will inform the respondent of the
request to mediate.

The ADRP Coordinator or Mediator may reveal the petitioners name to the
appropriate officials in order to attempt to bring resolution to the
issues.

If the ADR Coordinators determine that the matter is not appropriate for
ADR, in accordance with Title 5, the petitioner(s) shall have the right
to continue to process the allegation through one of the traditional
complaint techniques.

If the case is determined to be suitable for ADR, and the petitioner and
the respondent have agreed to participate in the mediation, the ADRP
Coordinator/Mediator will explain the mediation process to the parties.

If the case involves a previous EEO complaint, the petitioner will be
informed that the EEO process will be 90 days, instead of 30 days,
pursuant to 29 C.F.R.1614.

105 (F).

The ADRP Coordinator will make arrangements to obtain the services of a
mediator. The mediation will be scheduled as soon as possible.

The ADRP Coordinator will provide the mediator with any available
information if the mediator so requests.

The ADR effort will be concluded when one of the following occurs:

\(1\) Withdrawal of the complaint.

\(2\) Impasse, i.e., no resolution after reasonable efforts have been
made to reach agreement.

\(3\) Termination of the process by either party.

\(4\) Signing of a settlement agreement.

At the conclusion of the ADR process, the ADRP Coordinator/ Mediator
will ensure that all necessary settlement documents are appropriately
coordinated and signed and that the terms of any settlement agreement
are completed. The signed settlement agreement is a binding contract
between the parties, which is enforceable in a court of law. If there is
no resolution, the petitioner will be advised of his/her right to
utilize one of the formal complaint process techniques.

**How is the program staffed and funded?**

The ADR Program is staffed as follows:

**[BEP Senior ADR Official  GS-15]{.underline}**

Provides technical oversight and supervision of the program.

Establishes training requirements.

Develops sources of third party neutrals.

Provides administrative support to both the Washington D.C. and Fort
Worth, Texas facilities in administering the project in their respective
areas.

Maintains liaison with and reports to the Department on program
developments.

Collects data and evaluates the program.

Prepares reports on program activities.

Reviews settlement proposals/agreements.

**[ADR Specialists (Management Expert  GS-14 and Labor Expert 
GS-11/12)]{.underline}**

Develops sources of third party neutrals.

Evaluates whether issues presented during the interview process appear
suitable for ADR efforts.

Coordinates with EEO, LMR, and the Office of Chief Counsel cases which
are deemed suitable for the ADRP.

Provides logistical and technical support in their respective areas for
mediation and other types of efforts designed to facilitate resolution
of EEO concerns, and non-EEO concerns.

Explains the operation/function of the ADRP to the BEP Workforce.

Ensures that mediators receive appropriate training in relevant aspects
of ADR and in the specific features of the ADRP.

Monitors the progress of mediation efforts and report such efforts in
monthly progress reports to the Assistant to the Director.

Monitors the progress of the program and provide quarterly briefings and
reports to the Joint Labor Management Partnership Council.

**[Collateral Duty Mediators]{.underline}**

Interviews petitioners to determine whether an issue or concern would be
suitable for ADR.

Reveals any potential conflict of interest they may have, however
remote, to the parties.

Reviews any relevant background materials.

Describes the mediation or other process of dispute resolution to the
participants.

Conducts the mediation session.

Assists the participants in developing a settlement agreement.

2\. The program is funded under the budget of the Assistant to the
Director. The ADR office has a separate cost center for line items such
as the three full time positions, personnel compensation, personnel
benefits, training, supplies and equipment.

**How is the program publicized and its use encouraged (required)?**

The ADRP publicized and encouraged the use of ADR techniques through an
extensive marketing campaign. The program was advertised through
presentations, brochures, news articles and through the internal network
news system as follows:

*Briefings to the Executive Staff*  Formal presentations were provided
to promote the benefits and uses of ADR.

*ADR Brochure*  An ADR brochure (attached) was developed to educate the
workforce on the uses of ADR.

*ADR Videos * Videos were created as an effective tool for self-study
and for employees on evening and midnight shifts.

*Training Programs * Extensive training programs were designed to
educate supervisors and employees on the uses of ADR techniques.

*News Articles * Articles were published in the BEP internal
newsletters to publicize the ADR program.

*Commercials for the BEP Internal Network News * Commercials were
created to visually market the program.

*Mediator Selection * Persons were selected from various areas of the
organization who had a genuine interest in the process. Ten mediators
were selected with management expertise and ten mediators were selected
with labor expertise.

*Lunch-Time-Learning Seminars*  Mini seminars were hosted in the
cafeteria to provide access to the program for a wider audience.

**How is the program integrated with other programs in your agency,
e.g., EAP?**

The ADR program is uniquely staffed under the Assistant to the Director.
Unlike most Government ADR programs, the BEP program does operate under
the umbrella of the Equal Employment Opportunity Office. This provides
an additional objective source of workplace problem solving. It also
provides an alternative to the traditional complaint process techniques.
The BEP program provides ADR services for EEO and non-EEO cases such as:
Adverse Actions, Assignment of Duties, Compensation, EEO, Employee
Disputes, Grievances, Harassment, Non-selection, Unfair labor Practices
and Violence in the Workplace.

During the initial design of the program, the ADR Staff worked very
closely with the Equal Employment Opportunity and Employee Counseling
Office, Labor Management Relations and the Office of Chief Counsel in
the creation the required forms and for case referrals. The partnership
continued throughout each phase of the Pilot Project.

**What internal factors, e.g., budget, effect your program and how?**

Because of the organizational placement and its independence from Equal
Employment Office (EEO) and Labor Management Relations (LMR), internal
factors such as budget do not substantially effect the ADR program.
Mediation training is a shared responsibility of the operating
directorates. Staffing is a responsibility of the Office of the
Director.

**Retention of Neutrals**

**What procedures are used by the program to obtain the services of
neutrals?**

The idea had its genesis in a Joint Labor-Management Partnership Council
meeting in 1995. After some benchmarking and development of a strategic
plan, the program was officially implemented as a two-year pilot project
in January 1997. It was decided by the Labor-Management Partnership
Council that 10 employees from \"labor\" and 10 employees from
\"management\" would be selected to receive training as mediators and
who would form the nucleus of the BEP mediator pool. There are currently
2 full-time mediators and 18 employees who serve as mediators on a
collateral duty basis.

In order to retain the service of these neutrals beyond the training
period, the Alternative Dispute Resolution (ADR) Staff hosts monthly
meetings for the group to convene and share ideas for strengthening the
program, share their experiences and/or offer mediator tips to each
other. The Fort Worth, Texas mediators join the monthly discussions
telephonically via conference calls. Such brainstorming sessions serve
the purpose of not only establishing participatory management of the
programa value encouraged by the National Performance Reviewbut also
serves to bestow ownership of the success of program on each of the
neutrals themselves. The ADR Staff has also developed a recognition
system to reward the collateral duty mediators and those mediators who
demonstrate sustained superior performance and high achievement.

**What criteria does the program use in determining who qualifies as a
neutral?**

The initial 20 mediators were nominated by both labor and management.
The BEP Associate Directors nominated 10 management representatives and
nominations were also solicited from the Joint Labor Council, from which
10 bargaining units members were selected. Criteria for selection
included an assessment of the employee\'s overall suitability, that is,
a recommendation that the candidate possessed good verbal and non-verbal
communication skills, a track record of demonstrated interpersonal
skills and the ability to deal with controversial issues in an objective
manner.

The ADR Staff, in conjunction with the BEP University Staff, devised a
Mediator Certification Program (attached) which consists of 80 hours of
classroom training plus 16 hours of practical experience. A unique
aspect of BEP\'s 80-hour training curriculum is the requirement of 16
hours of training in facilitation skills in order to prepare the
candidate for mediating disputes involving multiple parties.

The BEP roster of neutrals comprises of a diverse group of BEP employees
who have completed the above-referenced 96 hours of approved
professional training as an ADR neutral and who have agreed to abide by
established ADR ethical standards. In addition, some of the mediators
have also attended the Federal Dispute Resolution Conference to gain
additional information and skills relevant to the practice of ADR. Our
mediators are also encouraged to join professional mediation networks,
such as Society of Professionals in Dispute Resolution (SPIDR), and
further expand their base of knowledge.

**What are the costs of using neutrals and how are the costs paid?**

By training a cadre of in-house employees to serve as mediators, using
neutrals to help resolve disputes is virtually cost free. The Bureau of
Engraving and Printing has two facilities, one in Washington, DC, and
one in Fort Worth, Texas. Nominations for the program were solicited
from both locations, resulting in a group of trained mediators on-site
in whichever location the dispute arises. There are occasions, however,
when the parties wish to have a mediator who is not an employee of BEP.
At such times, the BEP ADR Coordinator obtains a mediator from the
Treasury Sharing Neutrals Program. These mediators are Treasury
employees from various Treasury Bureaus who have agreed to serve and
assist another bureau, upon request. In addition, the program uses the
services of the Department of Health and Human Services, Sharing of
Neutrals Program and the Federal Mediation and Conciliation Service.

**How long does it take for neutrals to become involved after their need
is established?**

Cases are received in the ADR Office through referrals from Equal
Employment Opportunity (EEO), Labor Management Relations LMR), Office of
Chief Counsel or through direct petitioner requests. Once a party
approaches the ADR Office and requests a mediator to assist in resolving
their complaint, the ADR Coordinator (who is a trained neutral)
immediately conducts an intake interview in order to ascertain the
details of the dispute and to identify the relevant parties. Usually
within 24-48 hours, the coordinator makes contact with the second party
to the dispute and ascertains their interest in meeting with the
petitioner and the mediator in an attempt to resolve the issue. If the
second party agrees to participate in mediation, then the parties must
mutually agree on an internal or external mediator. The ADR Coordinator
will then contact the selected mediators to schedule the mediation. The
mediation itself is generally scheduled within five workdays, or less,
depending on the availability of all of the parties.

The Bureau of Engraving and Printing\'s ADR Program is particularly
proud of the statistics documenting its success during its two-year
pilot period of January 1997 through December 1998:

In 1997, 82 percent of the cases were resolved successfully through
mediation, and were resolved within 25 days after the dispute was
brought to the attention of the ADR Staff.

In 1998, 94 percent of the cases processed were resolved through
mediation within 15 days of bringing the dispute to the attention of the
ADR Staff.

BEP\'s ADR Program is particularly proud of its 94 percent resolution
rate during its second year of operation, as described above. The 1998
resolution rate of 94 percent, and the 1997 rate of 82 percent, both far
exceed the federal agency ADR program average resolution rate of 70
percent. Currently, the ADR Program\'s 1999-resolution rate at the end
of the second quarter is 100 percent. These exceptional resolution rates
can be attributed, in part, to the caliber of training that we provide
to our neutrals, the inter-agency networking opportunities which
vicariously helps them to improve upon their skills through the sharing
of lessons learned with other federal mediators, and to the dedication
and commitment of our mediators who understand the program\'s mission.
The mission is to resolve complaints as early as possible, at the lowest
level, while minimizing administrative costs. These high resolution
rates can also be attributed to the education and awareness training
given to the BEP workforce, which extols the virtue of the mediation
process, and places emphasis on the cost savings to the government for
early resolution.

**If employee/neutrals are used, how are they trained and what is the
training cost?**

In 1997, the Bureau of Engraving and Printing entered into an
Interagency Agreement with the Federal Mediation and Conciliation
Service (FMCS) to provide ADR mediation skills training for the 20
employees nominated and selected for this purpose. The Agreement also
specified that FMCS provide training and orientation to the BEP
workforce in both Washington, DC and in Fort Worth, Texas. Such training
includes, but is not limited to, an ADR overview, a discussion of the
benefits of ADR, the various forms of ADR, the mediation process and how
it works, and benchmarks from the public and private sectors. FMCS is
reimbursed at their standard rate hourly for both preparation and
delivery services. The Agreement covers a period of five years and FMCS
continues to provide training services to BEP as mutually agreed.

**How are agency personnel trained to recognize when and how to use
ADR?**

Agency personnel were trained to recognize when and how to use ADR
through a variety of sources. First, the Federal Labor Relations
Authority provided training to the top management and labor officials.
Second, the Federal Mediation and Conciliation Service and the FPMI
Communications, Inc., conducted an introductory ADR overview for the
mediators, supervisors, managers, union officials, and specialists.
Third, the Alternative Dispute Resolution Committee, with the support of
the Bureau of Engraving & Printing University staff, provided additional
training to agency employees through Lunch-Time-Learning Seminars and
regularly scheduled supervisory training for first line supervisors.
Last, the ADR staff offers overviews to individual offices and has an
open door policy that allows any employee desiring information on
Alternative Dispute Resolution to contact us or just walk-in. Also, a
specially designed conflict resolution training course was conducted for
the BEP Police force. The course was designed to provide new police
officers with conflict resolution skills. In addition, all employees
have been provided a BEP Mediation Guidebook (attached) which provides a
summary of the ADR program, ADR techniques and the types of disputes
handled through the program. The guidebook was provided through
electronic mail and distributed through training sessions.

**What processes are in place to assess training needs and how do they
work?**

The processes in place to assess training needs are 1) feedback from
customer surveys, 2) recommendations from management and union
officials, and 3) Mediator Skills Assessments. Training Surveys are
provided to each training participant. The data received from responses
to the questions allow the ADR Staff to assess how well the information
provided in class was retained. The ADR Coordinators evaluate the data
received from surveys, recommendations and the skills assessments to
make appropriate changes to training courses and to provide mediator
technique tips to the mediators.

**How does the program judge the success of training already provided?**

The training program success can be judged by the high case resolution
rate and is attributed to the education and awareness training provided
to the BEP workforce and the internal mediators. The ADR Staff evaluates
the internal mediators through a specially designed training course
entitled Advanced Mediation Practicum. The training provides an
opportunity to assess how well the individual mediators retained the
training information provided and how effectively they utilize the
skills and techniques demonstrated in the training courses attended

**Who does the training, who receives it, and how are its costs paid?**

The Bureau of Engraving and Printing management, mediators and workforce
received ADR training as follows:

F*MPI Communications Inc*. - In November 1996, FPMI Communications, Inc
conducted an introductory ADR overview for Managers, Supervisors, Union
Heads, Shop Stewards, Program Staff, Human Resources Staff, Specialists
and the ADR Committee. The course was entitled: Positive Dispute
Prevention and Resolution. Approximately 50 persons attended the
training sessions. The course was funded through the BEP University.

*Federal Mediation and Conciliation Service* - The Bureau of Engraving
and Printing entered into an Interagency Agreement with the Federal
Mediation and Conciliation Service (FMCS) to provide Alternative Dispute
Resolution awareness and mediation skills training for the workforce and
for employees nominated and selected as internal mediators. Training
courses provided by FMCS included: Alternative Dispute Resolution
Mediation Training; ADR Workforce Training; Advanced Mediation; and
the Advance Mediation Practicum. In addition, FMCS provides mediation
services on an as needed basis. FMCS is reimbursed at their standard
hourly rate for both preparation and delivery of services. The
interagency agreement is funded through the budget of the Office of the
Director.

*US Department of Agriculture * The US Department of Agriculture
conducted two ADR training courses for the BEP mediators entitled
Conflict Theory and Practice and the Facilitators Workshop. The
courses were funded through the BEP University.

*Justice Center of Atlanta * Several members of the ADR Committee
attended the intermediate Mediation Skills Workshop at the Justice
Center of Atlanta.

*ADR Conferences -* ADR Committee members attended the 1997 and 1998
Federal Dispute Resolution Conferences. These conferences provided
information and skills training relevant to the practice of the use of
ADR. In addition, the ADR Committee attended the conference entitled
Managing Conflict in the Workplace and Beyond sponsored by Bowie State
University. The conferences were funded through the BEP University.

*Lunchtime Learning Seminars* - The ADR Staff/Committee conducted ADR
Overview Lunchtime Learning Seminars in both the Washington, DC and Ft.
Worth facilities. Approximately 400 employees both labor and management
participated. In addition, ADR overviews were provided to the Ft. Worth
facility supervisors and managers during their regularly scheduled
supervisor training sessions. The seminars were conducted internally;
therefore, additional funding was not required.

How do (could) other agencies or organizations benefit from your
training?

The BEP ADR Staff developed an extensive ADR Training Curriculum
requiring that each Mediator complete a minimum of 96 hours of training,
observe three mediation sessions, participate as a lead or co-mediator
for three mediation sessions, and participate in a minimum of six annual
committee meetings. The BEP ADR Staff/Committee expanded its services to
assist other government agencies in system design for new ADR programs
and pilot projects and providing training opportunities as follows:

The Alternative Dispute Resolution Staff offers slots for mediation
training to other Treasury Bureaus and Federal Agencies e.g. Treasury
Departmental Offices, Internal Revenue Service, Financial Management
Service, U.S. Customs, and Federal Aviation Authority. This enables
small Bureaus and Agencies an opportunity to provide quality mediation
skills training to employees selected to be internal mediators at little
or no cost.

The Alternative Dispute Resolution Staff provides ADR Systems Design
overviews to Treasury Bureaus and other Federal Agencies. This provides
the agencies and bureaus with benefits of on-the-job experience and
training lessons learned when developing, establishing and implementing
an ADR Program. ADR Overviews were provided to the following Treasury
Bureaus and Government agencies to assist them in the design,
development and implementation of an ADR program:

District of Columbia Superior Court (6/98)

Federal Aviation Administration (6/98)

Environmental Protection Agency (3/99)

Office of Government Ethics (12/98)

Internal Revenue Service (3/98)

Department of the Justice, Executive Office of the US Attorneys (9/98)

National Institute of Health (9/9/98)

Department of the Treasury, Departmental Offices (6/98)

US Patent and Trade Office (6/98 and 7/98)

The ADR Staff also provides a wide array of educational and training
presentations to the Department of Treasury, BEP workforce, other
Government agencies and other ADR practitioners on the principals and
practices of ADR as follows:

BEP First-line Supervisor Training  ADR Overview (Guest Speakers 6/98)

BEP EEO New Initiatives Workshop (Guest Speakers 8/98)

Society of Professionals in Dispute Resolution Conference (Panelist
5/98)

Society of Professionals in Dispute Resolution Conference (Panelist
11/98)

The ADR Staff /Committee provides mentoring services to assist high
school and college students with the skills necessary to resolve
conflict; develop self esteem; prepare job applications; dress for
success; prepare for professional job interviews; and to prepare for the
workplace as follows:

***Partners in Education (PIE)* ** The ADR Staff worked very closely
with EEO to assist in the success of the PIE programs at BEP (attached).

***Banneker High School Peer Mediation Program** -* The ADR
Staff/Committee assisted in the development of a Peer Mediation Program
for Benjamin Banneker Academic High School (attached). The purpose of
the program is to provide students with peer mediation training and
mentoring needed to become skilled Peer Mediators. The program provides
an opportunity for the BEP Mediators to gain additional practical
experience.

***McKinnley High School Mentor Program* -** The ADR Staff provides
mentoring services for alumni students of McKinnley High School.

The ADR Staff/Committee has fully supported the Department of Justice
ADR Working Groups by serving as presenters or facilitators at the
following workshops/seminars:

Supporting ADR: Roles and Responsibilities of Union, Management and
United States Office of Personnel Management (1/14/99)

Basic Overview of ADR (2/2/99)

Designing an ADR Training Program (2/16/99)

Small Agency Caucus (2/23/99)

The Alternative Dispute Resolution Staff/Committee provides mentoring
services to less experienced mediators through the following programs:

a\) *Treasury Sharing Neutrals Program* - The ADR Staff recommended the
creation of a Sharing Neutrals Program and initiated the implementation
of the Treasury Program on Sharing Neutrals (attached). The goal of the
program is to provide high quality neutrals to Treasury Bureaus at
little or no cost. The project has a pool of experienced neutrals who
mentor less experienced neutrals from a variety of Bureaus on a
collateral duty basis.

b\) *Mediation Services* - The ADR Staff/Committee provides mediation
services to support the following Treasury Bureaus and other Government
agencies through the Department of Treasury Sharing Neutrals Program and
the Department of Health and Human Services, Sharing Neutrals Program:

Bureau of Alcohol, Tobacco and Firearms

Department of Commerce

US Customs Service

Federal Aviation Administration

General Services Administration

Tarrant County Court System (Texas)

Department of the Treasury, Departmental Offices

**What types of records are used to ascertain the benefits of ADR?**

[Tracking Reports]{.underline}  Monthly tracking reports, which include
case statistics, are provided to the Senior ADR Official and the ADR
Committee Members.

[Customer Service Reports]{.underline}  Customer Service Reports are
provided to each party after the completion of each mediation session.

[Training Evaluations]{.underline}  Training evaluation forms are
provided to all attendees to obtain feedback on the training services
provided. Training sessions and seminars are modified to meet the needs
and request of the attendees.

[Case Evaluation Reports]{.underline}  The results of each of the above
tracking reports are analyzed and reported in a yearly summary report
and provided to the Department of Treasury, the BEP Director, Executive
Staff and the Joint Labor Management Partnership Council.

What concrete cost-savings, including agency staff time, has the program
provided?

During the two-year pilot project period the ADR Program processed a
total of 88 cases with an estimated cost avoidance of \$1,910,000. The
cost avoidance calculations were derived by the ADR Staff based on the
EEOC report which provided evidence, through the Department of Air Force
study, that the average processing cost of an EEO case is approximately
\$80,000. In addition the cost avoidance calculations include an
estimate of \$5,000 for cases which otherwise would have to be resolved
through the grievance process.

At the present time, costs savings are identified for EEO and grievances
only. However as the program continues to use various ADR methods and
types of cases it will be possible to evaluate cost savings from other
types of cases.

**How has the program affected dispute resolution processing times and
resolution rates?**

During 1997, where employees have agreed to use the mediation or
fact-finding processes, 83% of the cases were resolved through
conciliation within approximately 25 days (versus 180 days or more
through the traditional complaint process) after the dispute was brought
to the ADRP. During 1998, where employees have agreed to use the ADR
process, 94% of the cases were resolved within 15 days (versus 180 days
or more for the traditional process) after the dispute was brought to
the ADRPP. The ADRP increased the percentage of resolutions from 83% to
94% and reduced the processing time from 25 days to 15 days.

**What types of specific positive effects can be attributed to the
program?**

The specific positive effects that can be attributed by the ADR Program
are as follows:

Improved working relationships between management and employees.

Improved working relationships between co-workers.

Improved employee morale.

Reduced expenses through BEPs traditional complaint process.

Processed a portion of BEPs disputes through the use of ADR quickly,
efficiently, fairly and effectively.

Designed and developed the Treasury Program on Sharing Neutrals.

Provided mediation services to other Treasury Bureaus and Government
agencies.

Assisted other Treasury Bureaus and Government agencies in the design
and implementation of an ADR program.

Provided ADR outreach services to local inner city schools.

**How has the program changed the culture of your organization?**

The ADR program has enhanced and strengthened the Labor-Management
Partnership. Successful partnering has opened the direct channels of
communication for all the stakeholders involved and has created a
**Win/Win** relationship within BEP. The ADR Program concentrated on
creating a positive dispute prevention atmosphere using partnering
concepts to help define common goals, foster problem solving methods and
improve communication. Our main focus is to encourage parties to change
from their traditional adversarial relationships to a more cooperative
approach in resolving disputes. Through the successful efforts of the
ADR Pilot Project, the Joint Labor Management Partnership Council
received honorable mention for the **John N. Sturdivant Partnership
Award** (attached). The award established by the National Partnership
Council in 1995, recognizes and promotes outstanding and innovative
partnerships throughout the executive branch.

The ADR Staff was the recipient of this years **BEP Quality Achievement
Award** (attached) for the establishment and implementation of the ADR
Program and improving working relationships between management and
employees, co-workers and improving employee morale.

In addition, the ADR Program was acknowledged in the Office of Personnel
Management ADR Partnership Handbook as having a successful ADR program
that came about through a partnership with the BEP unions.