Back to legislation introduced in Council Period 14

Director of the Department of Consumer and Regulatory Affairs David A. Clark Confirmation Resolution of 2001
PR 14-165

Chairman Linda W. Cropp, at the request of the Mayor

A PROPOSED RESOLUTION IN THE COUNCIL OF THE DISTRICT OF COLUMBIA

Chairman Linda W. Cropp, at the request of the Mayor, introduced the following resolution, which was referred to the Committee on Consumer and Regulatory Affairs.

To confirm the mayoral appointment of Mr. David A. Clark as the Director of the Department of Consumer and Regulatory Affairs.

RESOLVED, BY THE COUNCIL OF THE DISTRICT OF COLUMBIA, That this resolution may be cited as the "Director of the Department of Consumer and Regulatory Affairs David A. Clark Confirmation Resolution of 2001".

Sec. 2. The Council of the District of Columbia confirms the appointment of

Mr. David A. Clark
2704 Whistling Court
Waldorf, MD 20601

as the Director of the Department of Consumer and Regulatory Affairs, in accordance with section 2 of the Confirmation Act of 1978, effective March 3, 1979 (D.C. Law 2-142; D.C. Code section 1-633.7), to serve at the pleasure of the Mayor.

Sec. 3. Fiscal impact statement.

The Council adopts the fiscal impact statement in the committee report as the fiscal impact statement required by section 602 (c)(3) of the District of Columbia Home Rule Act, approved December 24, 1973 (87 Stat. 813; D.C. Code section 1-233 (c)(3)).

Sec. 4. The Secretary of the Council of the District of Columbia shall transmit a copy of this resolution, upon its adoption, each to the nominee and to the Mayor.

Sec. 5. This resolution shall take effect immediately.

David Clark
2704 Whistling Court, Waldorf, Maryland, 20601 (301) 932-5614 // dclarkindc@aol.com

Manager / Director - Administration or Operations

P&L / Process Development / IT Systems Development / Strategic Planning / Startups / Turnarounds / Quality Assurance / Budgeting / Cost Control / Labor Relations / Government Contracts / Program Management

Accomplished senior executive in public administration with a proven record of superior leadership and change management in private business and the US Postal Service in an urban environment. Strong record as a dynamic leader, motivating employees to embrace change and eliminate waste to deliver improved efficiency and quality service. Recognized for development and successful application of business process reengineering efforts and strategic planning for multiple business units to drive improved customer service and satisfaction while meeting fiscal goals. A high-energy, exacting professional with exceptional communication and analytical skills.

Earned "Reinventing Government Award" from Vice President Gore for improving service.
Turned around on time delivery rates in Washington DC from 58% to 92%, in under two years.
Drove revenue 15%, supporting 639 operating facilities and operating $2 million below budget.
Established Baldrige quality process management system to achieve superior performance.
Drove customer satisfaction levels from 71% to over 90% with Customer Advocate program.
Established highly successful postal units providing service to the US House of Representatives.

Professional Achievements:

Turned around on time delivery rates from 58% to 92%, in under two years. Noted service performance of first class mail in the nations capital was worst in the country. Created process management teams and reengineered all processes from collection to delivery. Trained 300 managers on new system. Established controls to correct problems and monitor deviations. Improved organization to one of the best in the nation, earning National Executive Conference award for operational success.

Drove customer satisfaction levels from 71% to more than 90% with Customer Advocate program. Noted poor customer perception of USPS in the DC area. Created Customer Advocate and Advisory programs to identify problems, potential improvement areas, and to work with representatives of the local community . Managers and advocates then engineered systematic improvements in service delivery for the region. Positive community response elicited media attention and creation of a monthly USPS radio talk show.

Earned "Reinventing Government 'Hammer' Award" from Vice President Gore for improving service to the US government. Determined mail delivery system for 237 different federal agencies had no performance measurement in place. Low performance caused customer relations issues with political implications. Created working group of federal agency mailers to address service, quality, and customer satisfaction. Initiated interagency service agreements to address needs, greatly improving efficiency.

Established process management system to achieve quality performance. Noted USPS had been unable to establish effective quality teams. Implemented Malcolm Baldrige quality program to measure performance. Established Customer Perfect process management approach to achieving objectives. Ensured field operations synchronized functions with strategic objectives, generating broad efficiencies and inspiring adoption of the program nationally. Efficiency of the USPS is now at an all time high.

Established new postal units serving the House of Representatives. Realized House of Representatives no longer wanted to staff or manage the private postal operation at the national capitol. Created business model for assessing benefits and costs of acquisition. Created plan for shifting capital and human resources to the operation. Completed acquisition with full agreement of all stakeholders, HOR, Unions, USPS Management, and the Architect of the Capital on schedule.

Career Highlights:

Director, Vehicle Operations, US Postal Service, Washington DC, 1999 to present.

Managed fleet of 205,000 vehicles with an annual operating budget of $850 million. Developed budgets, programs, and processes for one of the largest logistics operations in the world.
No centralized leasing procurement process for vehicles existed. Worked with the functional groups of Purchasing, Finance, Procurement, Delivery, and the Postal Inspection Service, and coordinated efforts at all organizational levels to implement a national centralized system. Wrote the specs and the process that begins with assessing need at the local level up to approval and procurement at the national level. The process saves over $10 million in costs annually and will reduce acquisition cycle time from over six months to 35 days.

Director (Postmaster) US Postal Service, Washington DC, 1992 to 1999

Managed all mail operations and functions for Washington DC, including all Federal Agencies, supervising 2,518 postal employees through a staff of 126 managers. Exercised P&L responsibility for annual revenue generation of $342 million. Controlled operating budget of $124 million. Conducted labor union negotiations with local unions and on a national level with the Letter Carriers Assn., which has membership in excess of 250,000.
Coordinated planned facility activity with local and national stakeholders, as well as USPS representatives to improve postal facilities. Projects ranged from acquisition and construction to repair and alteration. Five delivery units were relocated to new quarters and 47 retail units were upgraded and renovated.
Served as a member of the USPS Capital Investment Committee for the Washington Metro Area.
Noted there was no common standard or expectations for evaluating performance of installation managers. Created balanced score card which established standards for budget, sales, customer service and training. Program permitted objective evaluation of unit and management performance.

Academic Achievements:

MBA, George Washington University, 1998. Graduate Study in Public Administration, University of Illinois, 1986. BS in Business Administration, University of the State of New York (Regents College) Albany, 1983. Certificate in Management, AMA, 1991.