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Council Period 12
Council Period 13
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
RESOLVED, BY THE COUNCIL OF THE DISTRICT OF
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
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2704 Whistling Court, Waldorf, Maryland, 20601 (301)
932-5614 // email@example.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.
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
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.
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.
Director, Vehicle Operations, US
Postal Service, Washington DC, 1999 to present.
Director (Postmaster) US Postal Service, Washington
DC, 1992 to 1999
- 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
- 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.
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
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.
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,