Davenport Public Works Case Analysis

The Civil Service test for this job title was not open or scheduled to be opened in the near future. The District engaged in discussions regarding how to proceed with filing this vacancy and decided that the best course of action would be to work with Central Office to assist with getting Civil Service to open this job title for localized testing. This action proved successful and in June 2015, the test announcement was published on the Civil Service website and other locations such as Career Link. In July, we were notified that a list could be pulled. Certification #11875 had one name, Joseph Gurinko. The position was posted again from September 15, 2015 to September 19, 2015, and no bids were received. Mr. Gurinko was interviewed from the Civil Service list. The interview panel consisted of: Michael Rebert,

We are pleased to announce that Janel Ezernack has been promoted to the position of District 6 Front End Coordinator. In her new role, Janel will report to Cecilia Sarabia, District 6 Manager.

WHEREAS, Sam’s admirable career began on March 5, 1990, as Project Inspector for Public Works, he was transferred to the Department of General Services as a Project Inspector I in 2009. His position was later reclassified to Quality Control Coordinator, where he remained until his retirement. Sam has provided reliable and exemplary service during his career; thereby gaining tremendous respect, trust, and admiration from Calvert County Citizens, Contractors, and fellow constituents

An unannounced monitoring inspection was conducted on this date. I arrived at the operation which is located at 4826 University Park, Texarkana about 3:02 pm. I was greeted by Angela Davidson the the assistant director. The purpose of the inspection and the subchapters that would be evaluated were explained to Angela. Jennifer Treadway the director arrived at the center approximately 10 minutes later.

The floor was then ceded to Superintendent, Dr. Richard Faidley, who provided a detailed account of various personnel changes within the district. This report included resignations, unpaid leave approval, change in status of current professional and support staff, new professional and support staff hires, and extracurricular appointments. Interestingly, the wife of board member Chmielewski, who currently works as a part-time nurse in the district, was approved as a substitute nurse. This vote was separated from the roll call votes on all other positions to allow Dr. Chmielewski to abstain.

I asked Madison if she had seen equations like this before and she said that she had. I asked her if the equations would have the same solution. Madison said that the equations would not have the same solution because w and n could not be the same. She further explained that the solutions could not be the same because w and n were different alphabets. Although Madison was very firm in her statement, her nonverbal movements (i.e. nodding her head and tapping her finger as if she were counting) led me to believe that she was trying to determine a solution for one of the equations. I asked her if she would like an equation with smaller numbers and she said “yes, please.” So, I wrote

In the course of this change, senior managers wish the whole organization can fit with the changed situation and the operation of the new reorganized structure can be more smooth and efficient. But also through this change, the middle managers, especially branch managers and

It is with great enthusiasm that I recommend Jerry Standifer for the Assistant Superintendent position at West Fargo Public Schools. In my first week of employment at West Fargo Public Schools, Mr. Standifer scheduled a luncheon meeting to discuss his position as AVID Coordinator and the specific goals within the program to support our students in preparing them for post-secondary and their future careers. I was very impressed with the passion he demonstrated for students and their learning. My respect for Mr. Standifer’s leadership skills continued to soar over the past five years working closely with him on our Administrative Leadership Team and as the district coordinator for our AVID program.

The United School District (USD) 475 is located in the small town of Junction City and on the military installation of Fort Riley, Kansas where I lived from June of 2004 to December of 2014. Shortly after receiving my high school diploma in 2012, I applied for the position of Paraprofessional at an Elementary school. I thought that this would be the perfect opportunity to gain some experience in this field, since my original goal was to become a special education teacher. However, what I did not anticipated was that this formal organization was plagued by an array of bureaucratic shortcomings that affected the effectiveness and efficiency of the support staff.

Roles: Higher administration at the district level will develop strategic priorities to ensure success of the plan each year. Building administration, teachers and staff will implement plans at the building

Synee’ Davenport is a “2016” graduate of Dr. Ronald E. McNair High School in Atlanta, Georgia. She is currently a freshman at Georgia State University College majoring in Neuroscience. Synee’ plans to continue her education until she receives her doctorate degree in Neuroscience. Her plans are working as a Neuroscience Lab Technician, and she wants to become well-qualified for research in the medical areas of the nervous system.

Plagued by “slow turnaround times, shoddy work, and unresponsive service” (p. 1), city manager Frank Palos took action by conducting an internal performance audit on the P&Z department. As predicted the audit revealed several problems and issued several recommendations for improvement. The recommendations included “streamlining planning and zoning procedures, establishing a performance standard for timeliness of plan reviews, and simplifying the zoning code” (p. 1). Thus, the department implemented the following reforms: increased staff autonomy, formation of a Citizen Advisory Board (CAB), and creation of performance indicators. Success soon followed as the reforms reduced processing times by 60%. Unfortunately, the department still had problems, budget deficits (p.2). The problems resulted from the fee collection of some permitting processes. While some less complex projects resulted in profits, other complicated projects incurred extra costs and resulted in budget shortfalls. In other words, the fee collected did not cover the department costs for carrying out the permitting process. In order to address this problem, Finance Director Frank Toto suggested moving to a new accounting scheme called activity-based costing. Although, this proposal solves many of the issues and has received support, there has also been stark opposition. Several P&Z staff and other city employees worry about operational changes and even possible power shifts within

Currently, Dr. Charles Webb is serving as interim superintendent for the system. He was hired on a six-month contract after Dr. Lula Mae Perry resigned.

Another important change after the organizational transition was the establishment of many Temporary and Permanent Cross-unit Groups. These groups include:

Internal changes may be triggered by organisational strategies: centralisation/ merger due to pressures of “economies of scale” for market-place competitiveness, which may lead to closures, redundancies, change in Job descriptions, re-training / re-skilling.