Davenport Public Works Case Analysis

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.

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

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

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

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

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.

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.

Administration: reviewed operational policies, no changes in hours of operation, no changes in ages of children. Reviewed training for director Jennifer. Jennifer did state she had sent paperwork in to designate Angela Davidson as the new director. I had not received the paperwork. Jennifer stated she would have Angela to bring it to the office on

I coordinate my department’s State mandated Disability Advisory Committee (DAC) acting as a liaison between the DAC, the OCR, and the Commissioner’s office. In that role I have orientated new members of the committee annually, made sure the bylaws are up to date, kept CalHR informed via the Work Force Analysis that we indeed have an active DAC. In the years since I have coordinated the DAC, the DAC has grown, become more active in the Department, taken the lead in educating departmental staff about disability issues, and continues to look for ways to make a positive

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.

Welcome remarks by Ms Rapp: Thanked everyone for joining and introduce new employee D’Angelo Galang who replaced Missy Gingrich as the Far East Activities Coordinator.

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.

The Executive Vice President of Operations for the project, Mark Curletta, said everything seemed to be going along well and they were expecting to get final approval at Monday's city council meeting. That was until a few weeks ago when they were told project was taken off the agenda. "Were scratching our heads because we don't understand the actions of the city officials were

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

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.