interactions, and crop damage by rats. An agency booth 

 was also hosted by personnel from the Oregon and 

 Washington State ADC offices. 



We provided cooperative toll-free telephone services to the 

 public in Maryland, Wisconsin, and Vermont. Phone bank 

 personnel handled more than 22,500 wildlife damage 

 management calls, including 18,500 relating to nuisance 

 wildlife in Maryland and Wisconsin and 4,000 calls about 

 rabies in Vermont. Cooperators in this service include the 

 Maryland Department of Natural Resources, Wisconsin 

 Department of Natural Resources, and the Vermont 

 Departments of Fish and Wildlife, Health, and Agriculture. 



Workforce Planning Initiative 



During 1995, ADC offered two developmental opportunities 

 designed to increase the workforce's leadership skills and 

 the program's ability to fill future leadership vacancies. 



The first developmental opportunity, a course entitled ADC 

 Critical Skills Development for Nonsupervisory Personnel, 

 was designed to build critical leadership skills in 

 nonsupervisory personnel. To enable employees at all 

 levels to prepare themselves to perform (formal or informal) 

 leadership roles, the ADC Workforce Planning Team 

 identified 12 leadership skills critical to the success of 

 everyone in our workforce. These skills include vision/ 

 change management, customer orientation, conflict 

 management, teamwork and team building, concern for 

 improvement, influencing and negotiating, leadership, 

 interpersonal skills, creative thinking, problem solving, oral 

 communication, and external awareness. In addition, limited 

 matching funds were provided to help employees pay for a 

 training course or developmental assignment to enhance 

 their skill level in 1 or more of the 12 critical leadership skills. 



ADC Program Highlights, 1995/S 



