MASSACHUSETTSOFFICE OF

DISPUTE RESOLUTION

ANNUAL REPORTFY 2001

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JANE H. WELLS(1930 - 2002)

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After thirteen outstanding years at the Massachusetts Office of Dispute Resolution, anddecades of exceptional public service, MODR's Deputy Director and friend, Jane Wells losther long battle with cancer, and passed away on January 20th 2002.

As one of the founders of MODR, Jane drew upon her immense talents in business, educationand politics to turn the Massachusetts Mediation Services, initially a special project with ahandful of employees, into the Massachusetts Office of Dispute Resolution, a statutory agencywith a full time staff of 10. As a leader, Jane shaped the mission and work of the agency andguided MODR through an incredible period of growth.

In November, 2001, many friends of MODR joined us in celebrating Jane’s accomplishmentsat a wonderful reception. Her dedication, hard work and famous sense of humor werehonored. It was truly a celebration of Jane as a colleague, as a leader, and as a woman.

If dedication is described as a commitment to a vision, then Jane demonstrated truededication. Her commitment has been to a vision of peace and justice in a wide array ofimportant issues. We are so grateful to have been blessed with her strong, compassionateand transformative leadership, her grace and her wit – and we are truly privileged to havehad the opportunity to work with Jane at MODR!

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Massachussetts Offfice of Dispute ResolutionM O

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CONTENTS

Introduction

Letter from the Executive Director

MODR Mission and Vision

MODR History

Projects and Accomplishments

Systems Intervention

Special Projects

Court Programs

State Agency and Public Programs

Public Involvement

Training

Internal Highlights (Includes MODR Budget)

Looking to the Future

MODR Staff and Contact Information

Executive Order # 416: Integrating ADRInto State Government

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Appendix

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LETTER FROM THE EXECUTIVE DIRECTOR

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First, implementation of Executive Order #416 launched the Administration’s initiative tointegrate ADR into State Government. It also created the framework for MODR to fullypursue our statutory mandate to assist state agencies to improve the resolution of disputeswithin their jurisdictions. Our role as lead agency for the ADR Executive Order begins a newera for MODR in state government as we now provide, in addition to direct ADR services,systems level consultation, guidance, and education to more than 100 executive branchagencies in the creation and implementation of ADR initiatives.

Second, MODR participated, as one of three programs, in a major national pilot project todesign and implement evaluation tools and procedures for public dispute resolutionprograms. This initiative is the culmination of a long-standing interest and need amongpublic policy dispute resolution providers to establish reliable evaluation systems and toolsthat can be used to demonstrate the value of dispute resolution in the public sector. Wewill implement this new approach to collect and evaluate dispute resolution data in thecoming year.

Third, the institutionalization of court-connected ADR services and dedication of full-timecourt personnel to ADR in the Superior Court has provided us with the opportunity to examineour future role in the courts. MODR’s services to the court are evolving from on-site programoperations to more systems level consultation on policy and program development.Membership on the Supreme Judicial Court Standing Committee on Dispute Resolutionand a variety of court task forces and advisory groups has given MODR the opportunity toserve additional Trial Court Departments.

Finally, I am pleased to have been named the third Executive Director of MODR. As Icomplete my first year in that role, I look forward to an exciting and dynamic future servingstate government with the talented staff and affiliated panel of neutrals and consultantsof our agency.

Susan M. JeghelianExecutive DirectorTel. (617) 727-2224

susan.jeghelian@state.ma.us

Fiscal Year 2001 has been a busy, exciting and productive time forthe Massachusetts Office of Dispute Resolution (MODR) as wecontinue to provide extensive Alternative Dispute Resolution (ADR)services, including mediation, facilitation, training and processconsultation to government agencies and the public. Several criticaldevelopments created new challenges and new opportunities forthe agency this year, and will continue to shape our future as well.

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M O D RMISSION

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GUIDING PRINCIPLESSupport responsive and effectivegovernment.Share information, experience andexpertise to improve the practiceand development of ADR in stategovernment.Model high standards of practicein order to preserve the integrity ofADR processes in public settings.Design flexible processes to bringabout solutions that are creative,fair, efficient, and durable.Value and respect diversity.Emphasize voluntary processes andinclude good faith participation.Educate individuals and institutionsso they understand that conflict isnatural, that resolution is possible,and that there are better ways toapproach conflict.Increase public participation indecision-making .Draw on ADR expertise from thepublic and private sectors.

VISIONOver the next five years, MODR will strive toensure that the prevention and resolution ofconflicts becomes an integral part of the cultureand practices of state government.

MODR is a state agency dedicated topromoting and facilitating Alternative DisputeResolution (ADR) within public entities. We assistpeople and organizations to recognizepotential conflicts and to approach, prevent,and resolve them in creative and constructiveways. We believe that government functionsbest when there is a collaboration betweencitizens and decision makers .

MODR provides tools and resources thatsupport effective and responsive governmentincluding consultation, facilitation, mediationand training. We assist public entities, includingstate agencies and municipalities, in dev-eloping integrated conflict managementsystems, thus improving their ability to deal withconflict.

MODR'S HISTORYThe Massachusetts Office of Dispute Resolution began in 1985 as The Massachusetts MediationProgram pilot project, with one staff person. With funding in part from the National Institute forDispute Resolution and the Boston Foundation, the office was one of the first four state ADR officesin the country. After continued growth, the agency was established by law in 1990 (M.G.L. Ch. 7,Section 51) and is charged by statute to aid the executive, legislative and judicial branches ofgovernment, including municipalities and other public institutions, in the resolution of disputes. To-day, in 2001, the now ten-person agency provides a number of high quality dispute resolution ser-vices to citizens and agencies around the Commonwealth.

Since 1985, MODR has become a major contributor of Alternative Dispute Resolution (ADR) servicesin the Commonwealth, operating programs for public and environmental agencies and for theTrial Courts. Charged with implementing Executive Order #416, which directs state agencies toutilize ADR to resolve disputes wherever appropriate, MODR is now assisting over 100 agencies indeveloping ADR plans and programs. As a result, this year, many agencies will have begun sub-stantial work around dispute resolution.

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M O D REXECUTIVE ORDER #416 AND ADR COORDINATORS

In recognition of the significant benefits of ADR and to encourage its use, the Governorissued Executive Order #416 in November 1999. The Executive Order directs stateagencies to “work diligently to fully utilize, wherever appropriate, ADR to resolvedisputes…” Moreover, it directs each agency to appoint an in-house ADR Coordinatorand to prepare a plan for implementing ADR within the agency. To facilitate thatprocess, in 2001, MODR trained ADR Coordinators from 107 state agencies to build ADRcapacity and resources.

SYSTEMS INTERVENTION

MODR'S EXECUTIVE ORDER ACTIVITIES THIS YEAR

Facilitated the appointment of 107 of the 111 Executive Branch Agency ADRCoordinators, including the Governor's Office.

Designed and offered an ADR Orientation/Training for agencies; 92 agenciesparticpated.

Designed and provided a dispute resolution needs assessment tool for agencies.

Created a database to track agency ADR activity in the Commonwealth and oversawthe collection of 91 reports and plans from state agencies.

Offered networking and continuing education events for ADR Coordinators ona quarterly basis, including Brown Bag Lunch Sessions.

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COMMONWEALTH DISPUTE RESOLUTION AWARDSThis year, the Executive Office for Administration and Finance and the Massachusetts Officeof Dispute Resolution were pleased to launch the first annual “Commonwealth DisputeResolution Awards” under Executive Order #416. The goal of these awards is to recognizeindividuals or groups of individuals who play significant roles in the promotion, use oridentification of ADR, or who play significant roles in resolving disputes affecting theCommonwealth. Moreover, the awards highlight the good work around ADR that is beingdone in state government, especially that which is replicable, inspires others and has asignificant impact on government as a whole. There are two categories of Awards: TheJohn T. Dunlop Dispute Resolution Award for Innovative Systems Design, and The MassachusettsOffice of Dispute Resolution Award for Innovative Casework.

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POLICY CONSENSUS INITIATIVE (PCI) EVALUATION PROJECT

The Policy Consensus Initiative (PCI), a non-profit organization, is working with MODR, TheUnited States Instititue for Environmental Conflict Resolution and the Oregon DisputeResolution Commission to develop a framework for evaluating public sector ADR Programs.The intent is to develop a "best practices" approach or set of useful principles for evaluatingpublic policy dispute resolution programs. Moreover, the project will produce tools toevaluate ADR and to assess MODR's performance. The project will provide Massachusettsspecifically, as well as other state and federal government dispute resolution programs,with ways to assess their performance and demonstrate their value as investments ofboth public and private dollars.

The work this year set the groundwork for evaluating the effectiveness of ADR programsand for providing critical information and feedback from participants and practitioners.In particular, MODR will be able to measure the effectiveness of public policy andenvironmental dispute resolution services. The second phase of the project will soon becompleted and includes the development of instruments and database modules forevaluating mediation, training, facilitation and dispute resolution systems design.

MUNICIPALITIES PROJECTRecently, MODR began providing increased ADR services to cities and towns throughoutthe Commonwealth. This project specifically targets issues that have created broadcontroversies in communities. MODR offers a variety of collaborative processes to helpmunicipalities and citizen groups resolve disputes, which include high quality mediation,meeting facilitation, consensus building and training.

As a municipality, each community can access the services and resources of MODR toassist in resolving conflicts. Municipalities can use ADR in a variety of ways: as adisputant, as an intervener, to clarify issues, for policy development, for internaldisputes, for zoning and planning issues or for environmental concerns. When amunicipal government is one of the disputing parties, ADR processes can often avoidlawsuits and maintain positive relationships with a wide variety of groups and individuals.ADR can meet the needs of municipal governments while saving time and money,and by building goodwill in the community.

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SPECIAL PROJECTS

“…Use a facilitator in order to come to a common goal on difficult issues. This processallows you to look at yourself from the outside, instead of with the blinders that we allseem to have…”

– Member of a Town Planning Committee

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COURT PROGRAMS

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MODR has worked with the Massachusetts Superior Court since 1987, and with the Land Courtsince 1999, designing and administering a variety of dispute resolution programs, and trainingcourt personnel. As an approved provider of dispute resolution services, MODR offers mediation,arbitration and case evaluation services to civil cases referred by the court and parties. Thiscollaboration helps make dispute resolution services available to litigants and insures theintegrity, impartiality and quality of those services. Since its inception, MODR has successfullyresolved over 2000 court-referred cases, with an overall settlement rate of 76%.

In addition , MODR has worked with the Boston Municipal Court (BMC) through membershipon the Boston Bar Association Task Force. MODR's work with the BMC has focused on theestablishment of two BMC ADR Programs for civil cases: the Case Conference Program andthe Mediation Program. MODR also assisted the Probate and Family Court and the JuvenileCourt through its membership on the Permanancy Mediation Coalition. In this capacity, MODRprovides technical advice and support to court and ADR program personnel that providemediation services to families and children in adoption cases.

MODR is an active member of the Supreme Judicial Court's (SJC) Standing Committee onDispute Resolution and its Education and Implementation Subcommittees. Through membershipon the SJC Standing Committee, MODR has assisted with the development of the UniformRules and the education of court employees.

MODR'S COURT ADR PROGRAMS

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MODR NETURALS

MODR assigns the most appropriate neutral for each situation from its own qualified panel,which includes mediators, facilitators, arbitrators, case evaluators, trainers and consultants.Neutrals have diverse backgrounds and expertise in a wide range of dispute resolutionprocesses and subject areas. The excellence and diversity of this panel enables MODR toprovide high-quality services to a broad array of issues. Currently, over 60 neutrals workwith MODR on a regular basis.

ARBITRATIONArbitration is typically used byparties who want a speedy andfinal solution to their dispute. Af-ter hearing arguments and re-viewing evidence, an arbitratorrenders a binding (or nonbind-ing) decision. Arbitration is of-ten used where privacy and/oran arbitrator's 's special izedknowledge are important, suchas in commercial, construction,employment, insurance, andtort cases.

CASE EVALUATIONCase Evaluation al lowsparties to meet informallyand confidentially with anexperienced neutral whogives them an opinion on thesettlement value of the case,or a prediction of thepotential jury/court amount.

MEDIATIONMediation is a voluntary,confidential and f lexibleprocess in which a neutral,third party mediator assistsnegotiations between two ormore disputing part ies.Agreements reached inmediation often meet theneeds of all involved parties,reflect mutually acceptable,creative and workableresolutions, and are more likelyto be upheld.

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Office of General Counsel Environmental Program/Department of EnvironmentalProtection (DEP)Bureau of Waste Site Cleanup Environmental Program/DEPHousing Appeals Committee Mediation Program/Department of Housing andCommunity DevelopmentMassachusetts Commission Against Discrimination ADR ProgramMassachusetts Rehabilitation Commission Mediation Program (New in FY01)

• MODR expanded ADR services to all 14 Superior Courts in the Commonwealth.• MODR's Executive Director is a member of the SJC Standing Committee on Dispute

Resolution and assisted in the drafting of Qualifications Standards for court-connected cases.

• MODR's Director of ADR Court Programs is a member of both the SJC Education andImplementation Subcommittees and assisted with the presentation of an ADRsymposium for Judges in June 2001.

• MODR's Director of ADR Programs is a member of the Permanancy MediationCoalition and assisted with funding advocacy for expansion of services throughoutthe Commonwealth.

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THIS YEAR IN COURT PROGRAMS

STATE AGENCY PROGRAMSMODR collaborates with several state agenciesin the design and operation of ongoing ADRprograms. These agencies regularly referspecific types of conflicts to MODR, such asaffordable housing development issues, land usematters, vocational service disputes and housingand employment discrimination complaints.These collaborations have significantly increasedaccess to ADR services for participants andlitigants.

ENVIRONMENTAL PROGRAMSSince 1985, MODR has handled over 300disputes in Massachusetts includinghazardous waste clean-up and cost all-ocation agency cases, wetlands dev-elopmental cases, facility siting controversies,and other land use disputes. In all, 83% ofenvironmental cases referred have movedforward to mediation and 73% of these caseshave settled.

STATE AGENCY AND PUBLIC PROGRAMS

CASE HIGHLIGHTMODR's Court ADR Program was approached by a Superior Court Judge to assist with a pro selitigant who had a claim against a municipality. The 6-year old claim had been tried in BostonMunicipal Court and was currently in Superior Court as a trial de novo. The conflict escalated andthe plaintiff became suspicious of the town. The town was willing to negotiate, but found it achallenge to speak with the plaintiff directly. MODR and the court felt that if the town counsel andplaintiff were able to sit down in a mediated session, the parties would be able to reach a mutuallybeneficial agreement. Despite the many prior years of litigation, the parties did meet and after 5hours of mediation, the matter was conditionally resolved to the parties satisfaction.

COURT PROGRAMS

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PUBLIC INVOLVEMENTM O D R

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FACILITATIONFacilitation is a collaborative process in which an impartial

facilitator helps parties reach consensus or meet their goals.

Facilitators help groups identify problems, clarify issues and

make decisions. Using a facilitator allows participants to

engage more fully in the discussion of substantive issues.

CONSENSUS BUILDINGConsensus Building assists groups to reach an agreement

by helping parties sort through existing options, as well as

develop and create new ones. The results usually enjoy a

wide range of support and the likelihood for ongoing

conflict is significantly reduced.

REG - NEGRegulatory Negotiation is a relatively new approach to the

adoption of regulations by government entities. Reg-Neg

brings together regulators, those affected by a proposed

regulation and other interested parties to develop a regu-

lation through the process of negotiation. Thus, outside par-

ties are included before a draft regulation is even devel-

oped or issued. The negotiation of the contents of the regu-

lation marks the end rather than the beginning of the pro-

cess and enables the passage of the regulatory matter to

conclude much more smoothly , quickly, and efficiently.

The Emerald Necklace, Boston

EMERALD NECKLACEFACILITATION PROJECT

Listed on the National Registerof Historic Places, the EmeraldNecklace is one of the oldestpark systems in the country.Flood control issues, invasiveflora choking the river, andwater quality concerns led tothe development of theEmerald Necklace Master Plan,with Phase One concentratingon the Muddy River fromJamaica Pond to the Back BayFens.

Since 1999, MODR hasfacilitated meetings for theEmerald Necklace Cit izensAdvisory Committee (CAC),representing over twenty localenvironmental and communitygroups. The Secretary of theExecutive Office of Environ-mental Affairs appointed theCAC to review and offerfeedback on the Draft Environ-mental Impact Report toensure that the restorationproject avoids, minimizes andmitigates environmental im-pacts.

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M O D R

MODR facilitates the monthly meetings of the Citizens Coordinating Council (CCC).The CCC serves as a vehicle for community involvement in the implementation of thesettlement agreement regarding the clean-up of the PCB's in the Housatonic River.The CCC includes representatives of diverse interests and stakeholders in the regionincluding General Electric Corporation, state and federal government officials,representatives of environmental organizations, local government, business andcommunity groups. The CCC also serves as a mechanism to ensure that all parties tothe negotiated agreement are able to honor their commitments. The CCC encouragesparties to listen to, learn from, and incorporate the ideas and concerns of the communityto the greatest extent possible in implementing the settlement agreement.

PUBLIC INVOLVEMENT THIS YEAR

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GE-HOUSATONIC RIVER CITIZEN COORDINATING COUNCIL

√ Continued four multi-party facilitation projects and initiated two new ones.

√ Facilitated several high-profile, multi-party, public involvement processes.

√ Acquired 16 complex multi-party mediation cases referred through theenvironmental programs.

2001 LARGE SCALE FACILITATIONS

Emerald Necklace Citizens' Advisory Committee

General Electric - Housatonic River Citizens' Coordinating Council

General Electric - Housatonic River Citizens' Coordinating Council:Connecticut Sub-Committee

New Bedford Harbor Superfund Forum

No-mans Land Island Technical Review Committee

South Weymouth Naval Air Station Restoration Advisory Board

PUBLIC INVOLVEMENT

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M O D RTRAINING

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MODR provides dispute resolution training to state and municipal employees. These trainingprograms encourage participants to explore dispute resolution skills and the theories behindthem. Participants have an opportunity to learn real skills that will help them handle conflictsin their organizations, and are able to practice these newly learned skills though role-playsthat mirror the conflict situations they face in their work. Skill building can focus on a varietyof areas, from conflict analysis and prevention, to creative problem solving, to negotiatingwith challenging personalities.

MODR custom designs each training program by identifying the specific needs of anorganization through focus groups, surveys and interviews with prospective trainees andtheir managers. Each participant walks away with hands-on skills for resolving disputesand a greater sense of confidence in dealing with conflict.

Kirk Fallis of MODR presenting at a recent training event, with Jeannie Adams and Karen Sontag of MODR.

QUOTATIONS FROM TRAINEESI think the most valuable aspect of the training was that everyone was involved assoon as possible.This training will help me go into future conflict situations with more confidenceand hopefully more effectiveness (Department of Mental Retardation).We learned ways to handle negative comments and ways to turn them intopositive questions.This training will really help my work with big groups.Excellent and highly effective -- we would never have accomplished this on ourown (Department of Education).I found the whole course was valuable -- from the negotiating to the publicspeaking (Mass Highways Department).

TRAINING at MODR

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TYPES OF TRAININGConflict ResolutionConsensus Building

DiversityFacilitationMediation

NegotiationPartnering

Workplace ViolencePrevention

THIS YEAR IN TRAINING & OUTREACH

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Conducted ADR Training for 111 agencies' ADR CoordinatorsProvided 24 days of training to state agenciesPresented the workshop, Dispute Resolution in the Human Services Environmentat the MA Association of Mediation Programs and Practitioners' (MAMPP)ConferenceReceived consistent high satisfaction ratings from trainees

DMR PROVIDER COLLABORATIVE NEGOTIATION TRAINING

In the spring of 2001, MODR presented seven two-day negotiation skills trainingsacross the state to the Department of Metal Retardation (DMR) servicecoordinators and their counterparts in the vendor agencies that serve DMRconsumers. The training focused on negotiating the types of issues that sometimesarise in human service settings, typically disputes about the provision of residentialand vocational services. Training groups, who routinely negotiate or problemsolve with each other, together can reduce the time needed to resolve issuesand produce better outcomes for all participants.

Karen Corbett of MODR at arecent Facilitation Training.

AGENCY TRAININGS THIS YEAR

TRAINING

OPEN ENROLLMENT TRAININGS

New in FY02, MODR wil l offer Open-Enrollment Courses that offer ADR skillstrainings in a cross-agency forum. For thefirst t ime, agencies wil l have theopportunity to send a handful ofemployees to training sessions outside theagency. MODR wil l also continue tosponsor intra agency programs.

• Massachusetts Rehabilitation Commission• Department of Revenue• Massachusetts Developmental Disabilities Council• Department of Mental Retardation• Massachusetts Water Resources Authority• Fiscal Affairs Division

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MODR BUDGETIn order to meet its annual operating budget and cover its expenses, MODR charges feesfor its services, with the exception of initial consultations, as provided for in its enablingstatute. (M.G.L. ch. 7, s. 51). Two types of fees are usually involved in MODR's fee-for-servicework:

1) Fees for MODR staff time in designing, coordinating and providing services.2) Fees for the work of private sector neutrals and consultants who also provide

services.

Payments of ADR fees to MODR by state agencies are simplified through the use of theInterdepartmental Chargeback Billing System on MMARS (IE/IV), instead of needing toprocure dispute resolution services under a separate contract.

BUILDING MODR CAPACITY

√ Created a Director of Training management position to enhance MODR's ability toprovide high quality ADR training programs.

√ Developed and implemented a written project management team model.√ Developed and implemented a written staff professional development policy

and plan.√ Implemented a Diversity Plan.√ Increased utilization of in-house professionals to provide direct services.

INTERNAL HIGHLIGHTS

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TEAM MODELTalented professional staff is the most valuable asset of any organization and MODR is privelegedto employ highly qualified professional staff with a wide-range of experience. During FY01, MODRintroduced the matrix team model as a tool to more fully utilize the skills and leadership abilitiesof MODR staff.

This model increases opportunities for staff participation and decision-making on importantprojects, enhances client-agency benefits from our diverse staff capabilities and enriches staffwork experiences overall.

We will continue to refine this model for collaboration within our agency in order to increase oureffectiveness in providing high quality ADR services.

1100-1103 Main Operating Account: $471, 8521100-1104 Retain Revenue Account:Retained Revenue Ceiling of $150,001100-1108 Inter-Governmental Chargeback Account: Retained Revenue

Ceiling of $300,00

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M O D RLOOKING TO THE FUTURE

In the last 15 years since the Massachusetts Office of Dispute Resolution was founded,the role of mediation, facilitation and various other consensus building strategies haveincreasingly been recognized as valuable and desirable for effectively dealing with arange of public policy issues.

This year, for the first time, state agencies responded to the direction of ExecutiveOrder # 416 by establishing and developing their annual plans for incorporating ADRprograms into their agencies. In response to these plans, next year, MODR will focus ondetermining the most effective ways to help agency ADR Coordinators implementappropriate ADR strategies and will begin working with those agencies whodemonstrate the greatest interest and need for ADR.

In addition to working with agencies, MODR launched a new comprehensive initiativeto provide ADR services to municipalities in the Commonwealth. Next year, MODR willcollaborate with strategic and municipal leaders to help them to achieve a moreresponsive, efficient, collaborative and cost effective government.

As the interest and need for ADR programming increase, MODR continues to respondthrough its direct service offerings. New in FY02, MODR will hold statewide OpenEnrollment trainings for agency personnel on a variety of topics including Negotiation,Facilitation and Consensus-Building. As a result of budgetary restrictions, many agenciesmay no longer be able to engage MODR services for the same number of employeesas in prior years. However, the Open Enrollment Trainings will give agencies theopportunity to select a few key employees to be trained in these and other criticalADR skills.

Another exciting initiative continuing at MODR will be the Policy Dispute ResolutionEvaluation Project, through which MODR and other organizations are developing aframework for evaluating ADR programs. This initiative will provide Massachusetts withways to assess our performance and will demonstrate the value of investments of bothpublic and private dollars. Ultimately, a set of best practices will be produced to helpevaluate public policy ADR programs.

FY02 will certainly be an exciting year at MODR. We look forward to sharing ouraccomplishments with you in our next Annual Report.

"Conflict is a growth industry...Everyone wants to participatein decisions that affect them: fewer people will accept

decisions dictated by someone else."Getting to Yes: Negotiating Agreement Without Giving In, Roger Fisher & William Ury

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Susan M. Jeghelian, Esq.Executive Director

Jane H. WellsDeputy Director *

Jeannie AdamsDirector of ADR Programs

Israela Adah Brill-Cass, Esq.ADR Program Coordinator

Karen CorbettTraining and Outreach Coordinator

Kirk Fallis, Esq.ADR Program Coordinator

Amanda GriesbachADR Program Coordinator

Harry ManasewichGovernment Programs Coordinator

Nicole Metsisto Mazer, Esq.ADR Program Assistant

Clifford McCarthyADR Program Coordinator

Lee Ann RossOffice Administrator

Karen SontagDirector of Training

MODR STAFF FY01M O D R

* Incoming Deputy Director, Loraine Della Porta, Esq.M OD R

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CONTACT MODR

Massachusetts Office of Dispute ResolutionOne Ashburton Place, Room 501

Boston, Massachusetts 02108

M O D R

2001 MODR Staff (from left to right)Harry Manasewich, Jane Wells, Amanda Griesbach, Cliff McCarthy, Lee AnnRoss, Karen Corbett, Susan Jeghelian, Nicole Mazer, Jeannie Adams, Karen

Sontag, Israela Brill-Cass (Missing: Kirk Fallis)

www.state.ma.us/modrPhone: 617.727.2224

Fax: 617.727.6495

Nicole Stone:NU Co-Op 2001

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2001 Interns:Jaclyn Brand, Corrine

Hood, Paul Lawton, GinaPerry, Don Stacey, Mara

Young.

2001NortheasternUniversity

CO-OP Students:Troy Botts, Kristen

Chamberlain, NicoleStone.