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

Wed Nov 30 13:05:39 UTC 2011

Hi Fred and All,

We all do indeed deserve due process. There has been scant little of that if 
any over the decade I've been back in Michigan from this scofflaw regime or 
the so-called judicial, or quasi-judicial system here. Let us take the 
countless and arbitrary Administrative Law Judge garbage alone. First, as we 
all know there has been some sort of rigging of that system as Meade came up 
over and over again in a so-called random draw defying all known rules of 
not only law, but, even Mathematics, and likely Physics too. As we've also 
seen and is documented in the public record commissioners let alone grievant 
weren't afforded all documents in accessible formats including even exhibits 
in a timely manner which was a fundamental denial of due process and equal 
protection through violating the ADA/504. Moreover, the assistant attorney 
general's like King and Shmidt were complicate in these outrages too 
numerous to mention while MCB frittered away vital dollars for their 
services and witch hunts against blind folks. Moreover, there were in the 
minutes of meetings various violations of the Open Meetings Act were numbers 
of these rummied cases were held in closed session called not by the 
grievant, to whom the privilege applies, but rather by folks like Pilarski 
acting at the bidding of Cannon. Thus these quasi-judicial proceedings were 
held in secret without the review of the public. This notion was struck down 
in the U.S. Supreme Court when it came to court proceedings in the Richmond 
Newspapers Case. (That is a case I did my term paper on by the way in my 
Media Law course.)

But, I do digress...

No customer for years has had due process either as we all know because our 
ombudsmen so-to-speak are CAP. And CAP is asleep at the switch to be kind. 
Moreover, years ago I applied for an Administrative Hearing on an illegal 
closure but no one was equipped to meet my demands for access then. I won 
because when someone fights back against clear cut bullies acting illegally 
they cave. But, I wanted M PAS to sue systemically for I envisioned at the 
time that if MCB was not sued for fundamental violations and other state 
actors then it would continue.

I'm not Nostradomas, but it has continued, these gross violations of law and 
equity that is. In fact they have accelerated as we all know.

Nor, can we forget the high profile cases we know all to well such as the 
gross violations of law and equity against our brothers and sisters in NFB 
MI including Dave, Hazell, and Christine.

We know those cases are only the tip of the proverbial iceberg.

Regardless, Cannon will get far more due process than anyone else. That is 
for certain. For he is a priveledgedindividual who is spite of his pretenses 
to the contrary has a personal sense of entitlement though he is a highly 
paid public official. He doesn't deal with due process though for the rest 
of the unwashed masses being the self anointed king he is.

We are the only ones who "play fair" in this outrage against democratic and 
legal procedures. We are the only ones who act upon the rule of law which 
includes due process. He, once again in documented fashion wouldn't know due 
process if it bit him on his rather large backside.

Sincerely,

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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