[nfbmi-talk] how many deserve a score greater than zero?

Tue Nov 29 22:43:08 UTC 2011

As we can see in the public record most of these things have simply not been 
accomplished by established deadlines and for that matter information even 
upon request has not been forthcoming at all to anyone.

Let me go to the RSA Monitoring corrective actions required last year and 
still not done to this very date. That includes important Eaton and Ingham 
ISD Transition Programs and the long awaited and promised Independent Living 
manual.

Moreover, we all note even bare boned financials have not been forthcoming 
even upon repeated requests let alone remitted to commissioners monthly as 
required.

Nor have to this date the commissioners received state e-mail adresses...And 
I checked on that today.

Let alone the references herein to Equal Opportunity, anti-discrimination 
protections, or following the ADA which we all know isn't done.

Frankly, there isn't a deadline missed in this. Not one...

And those are documented facts.

Joe
----- Original Message ----- 
From: "Fred wurtzel" <f.wurtzel at comcast.net>
To: "'NFB of Michigan Internet Mailing List'" <nfbmi-talk at nfbnet.org>
Sent: Tuesday, November 29, 2011 5:32 PM
Subject: Re: [nfbmi-talk] how many deserve a score greater than zero?

I don't think zero is an option.  Only 1, 2 or 3 are allowed.  2 and 3 are
passing.At least, this is my understanding.

Re: my evaluation, I see very little performance on these issues.  I'll be
interested in the Director's point of view.  We all deserve due process,
after all.

-----Original Message-----
From: nfbmi-talk-bounces at nfbnet.org [mailto:nfbmi-talk-bounces at nfbnet.org]
On Behalf Of joe harcz Comcast
Sent: Tuesday, November 29, 2011 3:55 PM
To: nfbmi-talk at nfbnet.org
Subject: [nfbmi-talk] how many deserve a score greater than zero?

MICHIGAN COMMISSION FOR THE BLIND

2011 DIRECTOR'S OBJECTIVES & COMPETENCIES
AS APPROVED AT DECEMBER 10 COMMISSION MEETING

Objectives

Objective 1:  The Rehabilitation Services Administration (RSA) conducted its
monitoring review of the Commission in 2009 and submitted its final report
to MCB November 5, 2010.  The final RSA report included eight findings which
require corrective actions by the agency and MCB staff will be working with
RSA's designated liaison on a regular basis to provide technical assistance
in the development of these actions and monitor progress.  The agency
director will provide monthly updates to commissioners on interactions with
RSA and resulting compliance, beginning January 29, 2011 and post final
corrective action plans on the website.

Objective 2:  Develop a comprehensive board orientation packet and program
that insures that a new board member understands their role clearly.

§        Solicit information from the board, consumers, staff, and
administrators as to what elements should be included in a comprehensive
board orientation packet-program by March, 2011.

§        Propose a comprehensive board orientation packet-program to the
board for approval by the June 2011 meeting.

§        Implement the board orientation packet-program when ever a new
board member is appointed to the board prior to their first board meeting.

§        Work with DELEG and DTMB to ensure that each new board member
receives a state e-mail address for board correspondence only within 10 days
of a commissioner being sworn in.

Objective 3:  Plan and conduct up to three in-service workshops for
commissioners on subjects chosen by commissioners, such as the
Randolph-Sheppard Act, the range of transition services provided to
consumers and/or agency interactions and collaborations with senior
organizations and agencies, Veterans organizations, etc. Presentations would
be conducted by MCB staff and, in some instances, as appropriate, external
partners may be utilized as warranted.  The workshops could be scheduled
adjacent to commission meetings in March, June, September or December to
help minimize costs

Objective 4:  Work with DELEG to secure a facilitator to continue the work
of the BEP/EOC Ad HOC Committee and facilitate the MCB Planning and Quality
(PAQ) Team through September, 2011.  The facilitator will help plan and
conduct six meetings of the Ad Hoc Committee and four PAQ Team Meetings,
beginning in January, 2011.  Progress reports on the efforts of these two
committees will be provided to commissioners quarterly.

Objective 5:  Continue the work of the agency's committee to review and
improve staff training, particularly training of new agency staff.  The
committee also includes representation from the MCB Consumer Involvement
Council (CIC), the Michigan Council of the Blind and Visually Impaired
(MCBVI) and the National Federation of the Blind (NFB) of Michigan.  The
committee's works includes a focus on enhancing the understanding of
blindness and issues facing blind persons, which is intended to assist staff
in serving clients most effectively.  The progress on the committee's
recommendations will be reported to Commissioners quarterly, with its final
report to Commissioners in December, 2011.

Objective 6: Demonstrate strong commitment to performance appraisal and
feedback through the development of goals and objectives and performance
expectations; provide fair and objective performance evaluations; ensure
timely submission of evaluations for subordinate staff and/or self
evaluations.

Objective 7:  Provide positive direction in the implementation of EEO
programs, such as EEO, Diversity, Discriminatory Harassment, and ADA,
through training and monitoring, in order to ensure compliance with all
federal and state civil rights statutes.  Also ensure that equitable
practices are adhered to in the areas of selection, hiring, assignments,
discipline, and training.  Demonstrate commitment to workplace safety
through the establishment of safety policies, procedures, and safe working
conditions.  Respond timely to reporting requirements for information on
these practices.

Competencies

1.          ADAPTABILITY: Maintaining effectiveness when experiencing major
changes in personal work tasks or the work environment; adjusting
effectively to work within new work structures, processes, requirements, or
cultures.

2.          ALIGN PERFORMANCE FOR SUCCESS: Focusing and guiding others in
accomplishing work objectives.

3.          BUILDING PARTNERSHIPS: Identifying opportunities and taking
action to build strategic relationships between one's area and other areas,
teams, departments, units, or organizations to help achieve business goals.

4.          BUILDING TRUST: Interacting with others in a way that gives them
confidence in one's intentions and those of the organization.

5.          COMMUNICATION: Clearly conveying and receiving information and
ideas through a variety of media to individuals or groups in a manner that
engages the audience, helps them understand and retain the message, and
permits response and feedback from the listener.

6.          CUSTOMER FOCUS: Making customers and their needs a primary focus
of one's actions; developing and sustaining productive customer
relationships.

7.          DECISION MAKING: Identifying and understanding issues, problems,
and opportunities; comparing data from different sources to draw
conclusions; using effective approaches for choosing a course of action or
developing appropriate solutions; taking action that is consistent with
available facts, constraints, and probable consequences.

8.          DELEGATING RESPONSIBILITY: Allocating decision-making authority
and/or task responsibility to appropriate others to maximize the
organization's and individual's effectiveness.

9.          DEVELOPING A SUCCESSFUL TEAM: Using appropriate methods and
flexible interpersonal style to help develop a cohesive team; facilitating
the completion of team goals.

10.     FACILITATING CHANGE: Encouraging others to seek opportunities for
different and innovative approaches to addressing problems and
opportunities, facilitating the implementation and acceptance of change
within the workplace.

11.     INNOVATION: Generating innovative solutions; trying different and
novel ways to deal with work problems and opportunities.

12.     LEADING THROUGH VISION/VALUES: Keeping the organization's vision and
values at the forefront of associate decision-making and action.

13.     PLANNING AND ORGANIZING WORK:  Establishing courses of action for
self and staff to ensure that work is completed efficiently.

14.     STRATEGIC PLANNING: Obtaining information and identifying key issues
and relationships relevant to achieving a long-range goal or vision;
committing to a course of action to accomplish a long-range goal or vision
after developing alternatives based on logical assumptions, facts, available
resources, constraints, and organizational values.

15.     TECHNICAL/PROFESSIONAL KNOWLEDGE/SKILL: Possessing, acquiring, and
maintaining the technical/professional expertise required to do the job
effectively and to create customer solutions.  Technical/professional
expertise is demonstrated through problem solving, applying technical
knowledge, and product and service management for the functional area in
which one operates.

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