of their purchase, I confronted the stress issue. Simply put, it was my opinion that the program would reduce stress and make their job easier. I explained the nature and purpose of the program and the specific goal of eliminating the adversarial relationship that often existed, particularly in restaurant inspection.
The inspectors understood the program thoroughly and were most concerned with management's support of their work, should there be any problem implementing the new program. I expressed my support and discussed the basis of their feelings.
All in all, the session went well, with a lot of "clear the air" type comments being made by both labor and management. Above all, I explained how I saw the success of the program as hinging on their attitude and enthusiasm for Silver Platter, specifically pointing out that I would be willing to recommend merit salary adjustments for inspectors whose performance was exemplary in the development of Silver Platter.
The response of front-line personnel was not surprising. As with any new endeavor, they were concerned about the program's impact on them and what incentives would be available, if any, for outstanding performance. My responses were consistent with what I would recommend in any new program since support and rewards, in my judgment, must be built into any successful program. I would suggest that attention to front-line personnel is extremely critical to any application of interactive corporate compliance.
Many of the points regarding front-line personnel apply to management as well. Reasonable incentives and a "share of the business" so that managers feel committed are of equal necessity. Providing opportunities within the professional ranks and simple recognition are items that must be considered with professional staff.
As we approach program start-up, management has increased its commitment and is taking the lead role in implementation.
Whether Camden County's experiment with interactive corporate compliance proves successful remains to be seen. Thus far, the development of the Silver Platter Award has exhibited all the characteristics normally attributed to the creation of new government programs (i.e., sensitivity to politics, interest groups, and the implementing bureaucracy). The program's requirements and rewards have been purposely kept simple and straightforward so that the results can be easily measured. Positive rewards have been constructed, and a target audience has been identified. We have indications that top