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HomeMy WebLinkAboutMINUTES - 03071995 - 1.14 TO: BOARD OF SUPERVISORS 5E L Contra Bob Hofinann, Interim Director Costa FROM: -i Social Service Department s _... . Count V DATE: February 16, 1995 - eeuK�'` SUBJECT: Appointment to the Advisory Council on Aging SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND.AND JUSTIFICATION RECOMMENDATION: Appoint to the Advisory Council on Aging to fill existing vacancy in the Member at Large category to replace Calla Klein, the following term which expires September 30, 1995: Trevor Evans-Young, Sr. 169 Orchid Court Hercules, CA 94547 As the term for the Member at Large vacancy expires soon, September 30, 1995, we request -approval for Mr. Evans-Young to continue into the new term ending 9/30/97. BACKGROUND/JUSTIFICATION: The Advisory Council on Aging recommends the appointment of the above person to fill this vacancy in the Council. A13 MALAPPT.wp CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE (S): ACTION OF BOARD ON APPROVED AS RECOMMENDED OTHER VOTE OF SUPERVISORS L11 I HEREBY CERTIFY THAT THIS IS A TRUE !�—UNANIMOUS(ABSENT > AND CORRECT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN. �r1 �dwuar srr�-la ATTESTED 7 9� CC: PHIL BATCHELOR,CLERK OF THE BOARD OF SUPERVISORS AND COUNTY ADMINISTRATOR BY� QQN� DEPUTY M382 (10/88) U ? 19 CONTRA COSTA COUNTY ADVISORY BOARDS, COMIViYSSIONS O$ COWW67ES APPLICATION FORM Nameapplying e of advisory board fore N VC- Application C-Application Form must be typed or hand printed. Name of Applicant: c a- yoc�'d G s2, 0 1 Home Address: � E))-f cl"_ Home Phone: ila_4 c$AI,esc A q tf-S� 7 Business Address: Work Phone: Signature Pole— Date: l t Personal Experience, Skills and Interests Education/Background: RECEIVED OCT 2 71994 Occupation (student, for pay work, not for pay work, retiree or similar): CLERK BOARD OF SUPERViSORS CONTRA COSTA CO. 4 r Community Activities: l�c�c Special Interests: '-' / Iry U,9 4— Information: I. File completed application with Clerk of the Board, 651 Pine Street, Room 106, Martinez, CA 94553. 2. Members of some advisory-bodies may be required to file annual Conflict of Interest Statements. 3. Meetings of advisory bodies may be held in Martinez or in areas not accessible by public transportation. 4. Meetings may be held either in the evenings or during the day, usually once or twice a month. 5. Some boards assign members to subcommittees or work groups requiring additional time. CC : 1715T- = C,4o- v lq OFFICE ON 4&1 N6- — B. Summary of Resume of Trevor Evans-Young, Sr. ( Retired) Current Address : 169 Orchid Ct. Hercules, Ca 94547 (510) 799-6476 Last Position Occupied : Deputy Regional Commissioner-- SSA 1/89 to 12/93 Social Security Administration 75 Hawthorne Street 7th Floor San Fransisco, Ca 94105 Type of Position :Supervised over 3000 skilled, technical, administrative and clerical employees throughout Arizona, Nevada, California,l Hawaii and the Pacific Territories to administer the national Social Security Program. Awards : Commissioner's Citation 1973, 1979 High Quality Increases 1975, 1979 Associate Commissioner's Citation 1976 Merit Pay Award 1982 Education : High School Graduate, See Attached Education brief Additional Work Experience : Director Western Program Service Center ; Director of Operations, Southeastern Program Serivice Center ; Deputy Director of Operations, Southeastern Program Service Center ; Program Analysis Officer, Southeastern Program Service Center ; Management Analyst, SSA, Baltimore, Md. EXECUTIVE QUALIFICATIONS NAME: Trevor- Evans-Young 1. Integration of Internal and Ext6rnal - Prograin/Policy Issues A key aspect of the various positions I have held involved integrating a variety of complex issues and activities of the Social Security Administration's (SSA) programs, operations and management. These include: Serves as alter ego- of the Regional commissioner, SF. In all management positions in the field, managed the Regional staff of SSA in carrying out the goals and operations of the SSA program to ensure responsive service to the public. Served as primary focal point between SSA and the Regional Disbursing Office of the Treasury Department in coordinating and implementing payment of benefits and stopping payment of benefits to over 5.4 million beneficiaries in the eight (8) Southeastern states, and in the SF Region, 13 states with over 5 million beneficiaries. Conducted meetings with key officials of the U.S. Postal Service to discuss coordination of services with SSA regional activities. Dealt frequently with members of the Office of Inspector General (OIG) of HHS and General Accounting office (GAO) to discuss fraud issues, audits and organizational operations relating to social security benefits. - Met and negotiated frequently with key officials of the Federal Archival Records Center on maintenance of SSA records and files. . - Conducted meetings with officials of the Health Care Financing Administration to coordinate and ensure that SSA activities were consistent with HHS goals. This was accomplished in the southeast. region and covered a range of program policy and operational activities. 2 Have dealtfrequently with Federal Reserve Bank and private bank officials to discuss problems relating to check delivery service. Have frequently lead and served on various Task Forces for the Commissioner of SSA to report on various bureaus' operating conditions, space control problems, staffing and other personnel matters, management concepts, resource management improvements, and other criteria deemed necessary by the Commissioner. Very frequently conducts workshops for the SSA on methods of operations, management styles and controls. Very frequently conducts reviews of personnel management practices and recommends changes such as position descriptions, series and grade levels. Frequently conduct panel discussions at conferences of SSA management officials on the expansion of employee development programs, training programs and operation modes. a Frequently contact other {government agencies and private industrial representatives to review new equipment on the market and new management philosophies and techniques. Initiates new ideas in management techniques, personnel systems, operating methods, employee development programs, management philosophy, new operating equipment and conduct experiments and prove theories. Meet frequently .-:with State officials on conducting disability programs ands policies in their respective states. Represents SSA in meetings of the Federal Executive Board to discuss a broad range of policy and interagency decisions. 2. organizational Representation and Liaison In addition to the relationships with outside agencies and individuals described in item t1, above, have represented SSA, personally and through subordinate staff, in other areas as follows: Have conducted briefings on the full range of program operations and policy, administrative management and personnel management issues for Executive Staff of HHS 3 and SSA and officials of OPM, GAO, RRB, and to provide support and information for SSA programs. Conducts meetings with State officials concerning disability program including policy, operational and fiscal matters. Have presented briefings on SSA program and management issues to congressional staffs, including members of the House Ways and Means committee and the National Academy of Sciences. Have served as spokesperson for SSA in dealing with labor organizations. Have conducted briefings of SSA program and management policies to organizations within SSA and outside SSA including employee groups, private organizations, and representatives of foreign governments. Integrated and, coordinated activities with all levels of SSA in various regions and central office. I. Have developed an understanding .of the role of political leadership in government by attendance at an OPM course on Intergovernmental Relations. Regularly attended meetings of SSA Executive Staff to discuss changes in operating policies, organization changes and management styles. Frequently conduct meetings in the SSA Regional Office to brief Regional Executive Staff on ongoing and future operational matters which will impact field offices. Gives direction on Regional SSA policies ;to Executive Staff. 3. Direction and Guidance of Programs, Projects, or Policy Development I have provided program planning and policy development while occupying various positions in central office and in the field. Examples of my qualifications include: - Extensive experience in collecting and analyzing data during my tenure as a Management Analyst. - Served as Director of an Operations Analysis Staff designed to deal with complex operational issues which impact service to over 5 million SSA beneficiaries. Extensive and broad experience at all levels in organizing work, establishing organizational structures and establishing written operating procedures; organized, 4 trained and developed staffs during experimental processes. Assigned to develop and implement a new organization for six (6) Program Service Centers. Assisted in the redesign of the Office of Disability Operations by conducting briefings, reviews and seminars on redesigning new organizations. Served as Director of a Program Service Center with over 1,500 employees serving 8-13 States and over 5.4 million SSA beneficiaries. Served as head of workgroup to recommend Strategic Operational Plans for the future. Conducted extensive reviews of operational projects and systems and Program Service Center functions. Prepared extensive reports to the Commissioner of SSA on the review of these organizations. Provided leadership to projects which provided long range plans for alternative operational processing and administrative operations. This resulted in streamlined work operations and processes, reduced processing time for all types of cases, increased motivation of staffs and provided job enrichment for clerical and semi- technical positions. 4. 'Resource Acquisition and Administration In all managerial positions I have held, I have been responsible, in varying degrees, for the full range of activities such as staffing and budgeting as follows: Serves as the alter egolof the principal Social Security Administration (SSA) official in a major geographic segment of the United States, provides executive leadership and/or coordination for the Retirement, Survivors, Disability and Health Insurance (RSDHI) , Black Lung Benefits and Supplemental Security Income (SSI) programs. Represents SSA and directs and conducts its relationships within HHS and with other Federal and non- Federal agencies and organizations. Serves as principal line official for program operations and as an advisor to other top officials on regional program and administrative matters. Serves as the principal SSA spokesperson for regional interests and concerns. Directs a continuing critical appraisal of the SSA Program Service Center organization, mode of operation, and management policies. Furnishes leadership and direction for the retirement and survivors insurance operational activities in authorizing, controlling, 5 - maintaining, adjusting, making changes in status, reconsidering and certifying payments for the retirement and survivors insurance benefits, and maintaining accounting controls of related benefit accounts. On the basis of his/her judgments, initiates or recommends initiation of appropriate -action to optimize program service center effectiveness with regard to operating instructions and procedures, legislation, the exploration of application of new techniques and changes in management practices and pol.icies. As Staff Director for the Operational Analysis Staff, I was responsible for these functions in the immediate work unit and, in addition, it was necessary that I provide data as to long range plans for total Program Service Center operational activities. These included attendance at court proceedings, conferences, seminars, operational reviews, etc. The duties and responsibilities of the various positions require my subordinates to prepare operating instructions, provide overall technical direction and support to a staff of over 2,000 technical and clerical employees involving complex policy and operational matters. Initiated the development of computer programs designed to reduce processing time and extensive workpower and provide audit trails and security for paying SSA benefits. The implementation has impacted SSA on a national basis. During my tenure as Staff Director, Operations Analysis Staff, I initiated emphasis on the use of handicapped employees to serve in various positions and this increased awareness among managers of the capabilities of handicapped employees. Strong emphasis was exerted in use of minority and female employees in special work projects and staff assignments to overcome deficiencies in staffing assignments under the Affirmative Action Plan (AAP) . 5. Utilization of Human Resources My involvement in the utilization of human resources has been at three levels--as a manager of a work unit, a management analyst responsible for providing support services to the agency as a whole and as Deputy Regional Commissioner. Examples of involvements in this .area include: 6 Delegation of work to the lowest possible level of the organization while increasing motivation and upward mobility aspects of the employee. In assisting with the redesign of positions in the modular organization, considers utilization of computer processes to do simple tasks. Responsible for evaluating subordinate managers' performance and extensively involved in selecting, individuals for managerial positions. Also selects high level technical employees for PSC and field positions. Used rotation and detail system to enhance career development of staff and broaden their skills and understanding of all areas of personnel management and operational processes. Established a system for monitoring performance standards and required documentation of the standards in written form. Recommending employees for high level awards such as Commissioner's Citation and other Federal awards. Selecting employees for Regional Commissioner's Citations. Decides appropriate workpower needed to process work in the region in order to schedule overtime, reassignment of personnel, details and to determine number of technical positions to be filled at any given time. Determine disciplines needed for hiring based on projected workloads and availability of candidates. Supervising a workforce of over 3,200 employees spread over four states and Pacific Territories. 6. Review of Implementation and Results All my managerial positions require developing and managing processes. for monitoring, followup and evaluation. As- a result of my expertise in conducting reviews (operational, administrative and personnel) , I have developed the necessary skills for preparing reports and conducting implementation of recommendations. I have led numerous reviews of various organizations and made many recommendations to higher level SSA officials including the Commissioner of SSA. I also was given the 7 responsibility to track those, accepted and report on results. My review included high level components such as SSA Program Policy Staffs, Data Operations Centers, all Program Service Centers, the Office of Disability Operations and Office of International Operations. I served on SSA Committee to review the Office of Disability Operations and the resultant report was made available to various , -congressional committees to strengthen the disability process. I wrote an operational work process manual which was used to implement and monitor the major organizational design of SSA Program Service Centers. I I was assigned the responsibility of continual monitoring of experimental prodesses and preparation of reports concerning accomplishments for the SSA. I prepared a recommendation for transferring disability workloads to other field offices to improve productivity and processing time: The resultant activities caused other transfers and provided better service to almost 6 million disabled beneficiaries. My current duties require -continual monitoring of all phases of operations and implementation of complex technical and administrative processes. Conducted operational experiments to determine the feasibility of SSA 'processing work without the benefit of folders or documents in folders. The successful experiment resulted in SSA Is implementation of f olderless processing of work. Headed up workgroup to recommend SSA Strategic Plans for the future. A majority of the recommendations have been implemented including the 800 number system. Set goals and objectives, evaluate and develop for alternative plans or , . program improvements. The results are seen in big-annual and annual reports on accomplishments of SES plans. Education Background , Trevor Evans Young, Sr. Date of Course Hours Course Name Sponsoring Organization 10/62 20 Supervisory Orientation Civil Service Comm. (CSC) 4/63 150 Supervisory Basics (CSC) 10/63 40 Supervisory Basics Advanced (CSC) 8/64 40 Supervisory Middle Management (CSC) 6/66 24 Report Writing (CSC) 10/70 12 Interviewing & Counseling (CSC) 10/71 14 Ideas & Authors (CSC) 1/72 28 Design for Organization Renewal Penn State Univ. 2/72 24 Creative Problem Solving (CSC) 12/72 30 Effective Briefing Technics (CSC) 1/73 14 Seminar for Associates SSA 3/73 40 Conference Leadership (CSC) 8/75 40 New Frontiers of Mgmt. Univ. Of Michigan 6/77 44 Advanced Mgmt. Seminar (CSC) 9/78 44 Problem Solving & Decision Making I (CSC) 1/79 4 Union Agreements (CSC) 5/80 80 Intergovernmental Relations (CSC Univ. of Tenn.) 9/81 7 Performance Appraisal SSA 4/84 8 Future Issues Office of Personnel Mgmt(OPM) 4/84 2 Team Building Workshop (OPM) 4/84 8 Ideas &Authors I (OPM) 10/84 8 How to Build better teams (OPM) 9/85 120 Federal Executive Institute (OPM Univ. Of Va.) 1/86 32 Understanding B 1 siness Policy Brookings Inst. 5/86 8 Asso. of Information & Image Management 10/86 16 Workshop of the Future SSA 12/87 16 Managing Managerial Relations Duke Univ. 1/88 4 Gramm-Rudman Hollings Budget (OPM) 10/88 32 Secretary's Executive Leadership ASPER 6/89 8 Ethical Responsibilities of Federal Mangers (OPM) 9/89 24 Organizational Strategy (OPM) 3/90 24 Basic Wordperfect 5.0 SSA 6/90 40 Executive Leadership in a Changing Policy Environment Brookings Inst.