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[Mark Zandberg]
Please review Edmonds School Board Policy 3300 R-1 and help me understand how the purchase/lease of pianos from the Seattle Piano Gallery complied with this policy...
Please also review RCW 28A.335.190 and help me understand how the same transaction complied with state law...
[Duncan]
These questions appear to seek legal advice or opinion. As you are well aware, Patterson Buchanan has been retained to represent Edmonds School District, and provide legal advice on matters of its concern. Should you desire an answer to the questions above, I suggest you consult with your own counsel.
I have and it doesn't.
Editorial: Edmonds School District is a public agency and should have no concern other than that of serving the public. Spending public funds to insulate public servants from public scrutiny does nothing to advance the public's interests.
Due to a recent relocation to a tropical environment, the blog is not being actively maintained or updated. I will be back in the Edmonds area on Tuesday, December 11th and will respond to comments and post new entries at that time.
If questionable forces are planning a raid on this blogger's home, I'll have you know that a highly competent housesitter has been enlisted to guard the estate until my return.
Thank you for visiting and I look forward to the many emails and kind comments upon my return.
Mark Zandberg
Chief Executive of Blog Content Development
Visit a Doctor: Actually, this isn’t a tactic, it’s a necessity. You will be undergoing a lot of stress during this whole process. It is likely you will have headaches, insomnia, gastro-intestinal problems, and fatigue. Go and get help. You need to take steps to take care of yourself. At the very least ask for something to help you sleep so your mental acuity does not wane. You will need to be on the top of your game to be free from fear! If you really need it, use the Employee Assistance Program to get things off your chest or go see your pastor. You will be validated as most people who learn about the culture at the District are incredulous. If things get really bad, as a last resort, file a workman’s comp claim for work related stress. Don’t laugh; you make actually have to do this. Use the time to center yourself and focus your energy on what is important.
Lawyer Up: If you have union representation, use it. For those of you without union representation, it is probably worth hiring an attorney. Check out legal aid associations if need be. If the union rep or attorney is poorly prepared, prepare for them. As you can tell from this blog, or have been through a divorce, you know that many lawyers are not that smart. They just have a good vocabulary and have read some law books. You are just as qualified to formulate the gist of your defense and craft the strategy to argument your case. If you truly want to keep your job, YOU need to take control and call the shots. All you need them to do is be your mouthpiece and strike fear in the District to a potential law suit. As an outsider, they can be more eloquent and dispassionate, as they will not have to keep their emotions in check. The key to the game is not to let them “get” to you and con you into believing their side of the story.
Age/Gender/Race/Religion Card: Use it if you have to. The District has paid out dearly in discrimination cases. Check where you are in the age range in your department to see where you fall in comparison to others. Celebrate if you are older than everyone else. If you are pushing 50 or are older, yippee! Make sure you look as old as possible and let that gray show! As for gender, if you are a woman, muster up those tears even if you have to put a nail in your shoe! Point out inequities between treatment of men and women, real and or imagined. Remember, it’s the perceived threat and how they make you feel that is important! And if you have been so blessed with even 1/16th of heritage or have a family religion considered as a minority, be sure to embrace it! Make it your identity. Put a dream catcher above your desk; wear your yarmulke, dashiki or birka.
Postpone/Delay/Cancel: Turn the tables and string them along. Book up your calendar with meetings that directly conflict with your interrogators open time or take a day off to make sure you are not available to meet at any time you know you will not be ready for battle. You want to be ready to rumble, do not go in if you are not at the top of your game. There are sick days, vacation days, personal days, and my favorite, bereavement leave. Search the obituaries for people with names that are identical to yours; that is on both sides of your family. Make sure to check out of state obituaries, as the number of days allotted for an out of state funeral are greater than an in-state affair. It helps if you have name like Nguyen or Smith somewhere in your family.
Conduct: During this time of strife, you need to make sure you do not give them anymore ammunition. So, stay off the internet for personal reasons. Do not check your personal email or order your prescriptions on line. Use it solely for work. Do not come in late or leave early. Do not take an extra five minutes at lunch or at break. Even if it’s going to snow and you want to gas up the car at lunch for your commute home. Stave off the desire if it might make you late. And by all means do not, under any circumstances, work overtime for them. If they are going to squeeze you, why would you help them when they are in a pinch? If they say you cannot keep up with your work load, show them the log of what you do on a daily basis to show you are not goofing off.
Quitting: If you do quit, make sure it is to your advantage. If you haven’t taken all of vacation, sick, or personal days, take them. The District has a problem giving people what they are owed. Also, if you want to minimize the impact of paying for your health insurance on COBRA, make sure to work at least one day of a new month. Your benefits will be paid for the month you quit and the next. If you have to wait for three months for your new coverage to kick in, you will only have to put out one month’s worth of payment!
Step Five: Never forget how to play the game.
Things are cyclical at the District and once bitten; you are more likely to be bit again. When you see the political winds begin to change, prepare yourself. You will get better at predicting when the storm will hit and be ready for another round. You will strike back at them harder, faster, and will be far more clever and fearless as you have become a seasoned player. It is after all, it’s a game that never ends, so you must play to win.
Step Six: Print this Manual
In the spirit of Abbie Hoffman’s Steal this Book, print this manual and keep it and/or share it with your District colleagues. It was written to help you save your job, screw with HR before you leave if you so please, but most of all it was written to confirm your suspicions that the District is the most dysfunctional place you have ever worked so you can survive the berating. The goal here is to reduce the impact any investigation may have on your self esteem and personal life as it will take a negative toll on your psyche. You are not as bad as they paint you out to be. In fact, you are a far better person than they will ever know, because they never give you the chance. That is not what they do. Do not be your own worst enemy and believe the load of crap they shovel out. Do not be afraid. FIGHT BACK and choose not to be their whipping boys and girls. As Abbie Hoffman would say, "POWER TO THE PEOPLE!"
Editor's Note: Thank you to another guest contributor. This is the final part in a series of three.
I have been reading a certain agreement between Cypress Equities and the Edmonds School District for the current Lynnwood High School site across from Alderwood Mall. Unfortunately, I haven't yet made it past page 20.
Section 10. Environmental Contingencies
Notwithstanding Developer's approval of the condition of the Real Property during the Feasibility Study Period, Developer shall have the right to terminate this Agreement due to either of the environmental issues described in this Section 10.
10.1 Should the Developer discover Hazardous Materials contamination (not caused by Developer) on the Real Property between the Phase II Termination Date and the Closing Date, and, in Developer's reasonable, good faith business judgment such Hazardous Materials contamination cannot be remediated or eliminated in a timely and economically feasible manner by Developer's use of commercially reasonable efforts, then Developer shall deliver written notice of same to Owner ("Developer's HazMat Notice"). Within forty-five (45) days after the date on which Owner receives Developer's HazMat Notice, Owner shall deliver written notice to Developer stating whether or not Owner agrees to remediate or eliminate the Hazardous Materials contamination at issue, at Owner's sole cost and expense ("Owner's HazMat Response Notice"). Should Owner elect to remediate or eliminate the Hazardous Materials contamination at issue and such remediation or elimination will be completed by Owner no later than one hundred eighty (180) days after Owner's HazMat Response Notice, Owner shall promptly proceed to perform such remediation work and Developer shall have no right to terminate this Agreement. If Owner elects to remediate or eliminate the Hazardous Materials contamination at issue but does not complete such remediation or elimination within one hundred eighty (180) days of the HazMat Response Notice, then Developer shall have the right to terminate this Agreement by delivering written notice of termination to Owner within sixty (60) days after Developer's receipt of Owner's HazMat Response Notice. If Developer timely exercises its right of termination under this Section 10.1, this Agreement shall terminate on the date on which Owner receives Developer's termination notice, all Earnest Money (including any portion of the Earnest Money previously released to Owner, which portion shall be returned to Developer without interest) shall be returned to Developer, and the Parties shall have no further rights or obligations under this Agreement except for those that expressly survive the termination of this Agreement.
What this means is that if the Developer hits contamination, the District must rush in, correct the problem and cover all of the expense for doing so. They must also remediate the contamination within 180 days - not an easy thing for a public agency to accomplish. Unless District management has a friend waiting in the wings with their engines running.
Two problems surface here.
First, I hope the District does not include such language in their lease for the Maintenance and Transportation site. The problems at that site couldn't possibly be corrected in 180 days. The cost for such remediation would quickly gobble the lease proceeds for a number of years and crossing into the 181st day could dissolve your ground lease.
Second, why wouldn't such a Hazardous Materials clause be included in the purchase of the new Administration site? Afterall, if its good enough for the private sector, why not use it to the advantage of the District? It's almost as if the District wasn't interested in protecting public resources.
Editor's Note: Section 10.2 covers environmental conditions, like an excessively high water table, that could result in a similar termination of the Agreement, release of Earnest Money and departure of the Developer - though without an opportunity for the District to correct the problem. Termination would be at the discretion of the Developer.
Somebody needs to tamper with this witness. He isn't doing the District any favors and quite frankly, how much worse can it get? Here is the latest from an on-going email conversation.
[Anonymous]
There are now some concerns being voiced. Apparently, the Edmonds School District was burned by their transaction. What happened there?
[Arnie]
I guess there were some misunderstandings.
They asked me for an invoice and then sent me a purchase order for some pianos, and then a check to pay for them. Then they wanted the check back, though I could never figure out why.
I think they were rightly disappointed that my 5 year store warranty for the new Kawai made Diapasons that they bought will not be honored because I had to shut my store down.
So, now I am wondering. Why send a check and then ask for it back? How was this vendor selected from the long list of piano distributors that would have been happy to treat the District right? Just how much money did the District pour down this hole? I thought this hole was a friend of management. What happened?
Step One: Acceptance
As an Edmonds School District employee you must accept the fact that at some time you are going to fall into disfavor with your direct supervisor. As Superintendents and Principals come and go, and Directors and Middle Managers change, so will the political waters you swim in wax and wane with danger. You can work years under the same administrator, or even under several administrators, and be considered a rock star in your arena. All it takes is change at the helm and “you know what” will roll down hill. Your once OK boss will turn on you in a second for a minor infraction to deflect blame and attention, or the new regime brought in to “clean house” has you on a target list given to them at hire.
Step Two: Recognition
Take a look at your current boss and evaluate their demeanor. The four personality types most apt to put the screws to you at the drop of a hat are the following:
The Megalomaniac: This is the micromanager from Hades. They are a control freak and micromanage certain operations they perceive as most important to the current regime and their goal is to ingratiate themselves with the Superintendent and School Board. They make what ever the Supe and Board wants happen at any cost. They insult your intelligence by asking you do to the inane, and outrage your at their less than ethical behavior. This manager is a bane on society, wasting tax dollars to build their empire of power. They see their job as influence peddling, not education.
The Supe or Supe Staff Wannabe: This is the manager who has reached a dead-end in their career. They are insecure to the point of arrogance and worry about their reputation. They secretly fret that they aren’t good enough, smart enough or well-liked. The thing is they aren’t and they will turn on you once you do anything to burst their bubble of denial. They are vulnerable with every school board election and change in administration. This manager is particularly dangerous and vindictive because they are over emotional and take things personally.
The Passive/Aggressive Do-Nothing: This manager is a cruising deadbeat. They are either ready for retirement or got their job because one department wanted to get rid of a bad apple before there was too much damage from its rot. They say anything in meetings to appease the powers that be and then retire to their office, bookstore, or coffee shop, to do literally nothing. If you rock the boat in any shape or form, especially if you point out that they aren’t doing their job, watch out. The only good thing about this manager is that they are so lazy they will not have their ducks in a row to actually do you any harm. You will though, be tormented and miserable through the process.
The Unqualified Yet Promoted or Hired: This manager is not qualified to do their job. They have no education, experience, or training to do their work nor are they remotely cognizant that they are in over their heads. They frequently make blunders, engage in unprofessional behavior, and make you roll your eyes once they leave the room. At a distance their antics are laughable, but dealing with them day in and day out is a real drag as you live with their stupidity and the consequence of their mistakes. They are the most likely to be the fall-guy in a shake down in management and will do anything to save themselves. So watch out, when it hits the fan, they will make sure it flies by and hits you because they are desperate.
Step Three: Ask yourself do you really need this job?
Really, do you absolutely have to have this particular job with the School District? There are plenty of jobs out there, even state jobs, you just have to look. While you are still employed you can use Work Source in Lynnwood to help you search. Its free and an incredible resource. Do not pigeon hole your self to one employer and one job. The upcoming "Millennials" do not, why should you? They know there are more jobs out there than people. Follow their lead!
But if you feel boxed in because you’ve given 20 or more years to the District, have kids and like the schedule it affords your family, or are near retirement, take heart, you will more than likely not be terminated when the nonsense starts. Remember, you only get fired if you have sex with a student, know of someone who had sex with a student and not report it, steal, or kill someone AND then brag about it. However, after weathering the process, your chances of advancement will evaporate and you will forever be a “stained employee.” Get used to 3% raises, mid point adjustments, and crappy terms for your union contract or bargained agreement.
The only exception to the above rule is if you whistle-blow. You are screwed. Prepare yourself for constructive termination by having an employed spouse, savings, or a generous relative. It is highly recommended to start a blog or contribute to this one to vent your frustrations as you look for work.
Editor's Note: Thank you to another guest contributor. This is part one in a three part series.
Step Four: Play HR using one if not all of the following tactics.
All of the following are fair game whether you plan to stay or are actively looking for a job with the exception of the last which only applies to those who have found other employment. Remember, if you are looking for another job, the District is only allowed to confirm your employment period, your title, your salary, and whether or not it was a voluntary resignation or not or a layoff. Any innuendo, “off the record” disparaging comments are against the law. So for those of you planning to leave, enjoy the game of “Playing HR” to the hilt.
Document: Once you get wind that you are a target, start writing EVERYTHING down. This is your primary ammunition for up coming events. Keep a phone log of all your conversations. Keep a daily record of all your accomplishments and take notes at all your meetings where work is assigned. Ask questions to make sure they clarify what they mean when they speak. Simply ask, “Now let me get this straight, you want the following….” When your boss or another colleague starts acting like a jerk or bully, write down verbatim what was said. Record the times, places, and the names of people in the room. Write down not only your verbal response, but how it made you feel. What was your reaction? Are you feeling dread, fear, or anxiety? These are tools to be used later in the game. If you have trouble writing it all down, just jot down the pertinent facts in a small notebook and ask a family member or good friend to ghost write or type for you as you tell them your story. Most importantly, keep none of the documentation at work. There is no lock that cannot be opened. Your desk is not your private property. Keep everything on your person, lock it in your car, and take everything home with you.
Compare & Contrast: In your documentation be sure to write down inequities between how you are being treated as compared to other staff under the same management. Point out blaring or gross indiscretions that were over looked by the same manager because of favoritism. Look for the egregious acts such as time fraud, L&I fraud, harassment of any type, and theft. Make sure you have evidence. Use that camera on your phone if you have to! Cloud the waters and distract the “investigation” to another topic. It will dilute their energy, point them to real issues they cannot ignore and bog down the system.
Clarify at Nauseam: During the “investigation” you will be asked some of the most demeaning questions meant to break your spirit. There will be accusations from the mundane to the ridiculous, all to raise your ire and break your composure. They want to instill fear and provoke an inappropriate outburst. DO NOT FALL FOR THIS. Pause at every question. Drink water if you have to. Start out with, “I want to make this clear, you are asking me….” Then paraphrase what they say. Then ask them on what basis they would make an accusation, ask them, “Why do you think I did ….where did you get the idea I did…what is your source of information...who is your source…?” Ask for documentation. Is there a memo written, an email, a recording of a voice mail message? Ask for dates and times. Ask to see the evidence. If they don’t have any, be sure to say “Really?” Pause again. You can then ask them why you are there. If they do have “evidence,” tell them that the situation may have occurred but your understanding of the facts are different and/or to your knowledge, have been twisted. Reveal the fact that you have been tracking everything; that you have an electronic or handwritten journal. DO NOT have it with you at your first meeting. When you do bring it in, only photo copy or print out the pertinent sections to prep you to discuss the issue at hand. Verbally feed them details of your counter argument bit by bit over several meetings. This gives you time to think and prepare between meetings. Work it slowly to your advantage. Counter every argument in writing to be filed in your personnel file. In fact, never let anything negative get into your personnel file without a written rebuttal; take the time to write a reply to a poor evaluation. Tell your side of the story. It is also critical that you do not give them copies of your original journal, only formal written documents summarizing the meeting and your argument. If you do give it to them, they will peruse it to find gaps and build a counter argument to use against you. It is not a work product; it does not belong to them. It is your ace in the hole. Play the long game. Bog them down. This is all on the clock, so it doesn’t matter if you are actually working or spending your time in HR.
Editor's Note: Thank you to another guest contributor. This is part two in a series of three.
A quick-thinking reader reminded me that according to the District's lawyer, they no longer retain copies of checks. [Read this entry] The question I am being asked now is, where did these recent copies of the Seattle Piano Gallery checks come from? Well, I don't have an answer for you, but I have a response that would likely come from the District - if we could wait 30 days for a response.
One of the checks - the one that was actually deposited - was apparently provided by the Bank of America after a district manager made a request. It was faxed to the District on November 14, 2007 at 11:54 am. This would support the premise that copies of checks are not retained by the District, but of course they are just a telephone call away.
The second check - the one that was not deposited - may not actually be a "retained" copy, but rather a copy made after my request for such. I suspect the original check is still laying around the ESC somewhere. Perhaps it is waiting for a legal conclusion through the courts or the passage of time.
Clearly, the whole picture is not evident here. The next request should be for "All communication between the District (or any of its agents, representatives or designees) and the Seattle Piano Gallery (or any of its agents, representatives or designees) since August 4, 2004". That might reveal a tiny bit more about how public funds are expended.
Editorial Note: Hey! Arnie's not responding to an email sent yesterday. Did somebody tamper with my witness?
Question: Why are you blogging?
Zandberg: After more than six years with the Edmonds School District, it became abundantly clear that staff was being targeted for abuse by management, incompetent leaders were making monumentally stupid decisions, and there was no effective way to bring about change while still working within the District.
Question: When did you decide to do this?
Zandberg: As my voice of opposition slowly elevated to a point where management could no longer tolerate vocalized dissent, my position was rendered useless and I was forced to decide between taking public funds for doing a fraction of my actual job or leave the District at once. Any person with morals would have chosen the latter.
Question: Are there things in the district you'd like to see done differently?
Zandberg: The District needs a system of checks and balances. To keep an organization functioning at its optimal level, you need intelligent people asking well-articulated questions. Currently, there is a lot of fluff and illusion. Simple deception goes unchallenged and in fact is frequently praised by people who have absolutely no understanding of fiscal responsibility.
Question: What is the biggest challenge the district faces right now?
Zandberg: Incompetence.
Question: What things have you observed from your kids being in district schools?
Zandberg: I don’t have children but if I did, they would be in private school.
Question: Are there new things you'd like to see done in the district?
Zandberg: I would like to see board policy applied constructively, to start. Then I would like to see the Auditor actually look beyond the official, District cover sheet. There is a whole lot of waste going on and our region’s children deserve much better.
Question: In a tight fiscal climate, what would be your spending priorities?
Zandberg: My priorities regarding spending would be first and foremost in support of students and the District’s mission statement. I would not make it a priority to enrich friends or professional colleagues or enter into unfavorable business arrangements to the detriment of District objectives.
Question: What's one of your hobbies?
Zandberg: I live and breathe for public service. While some may think reading is a hobby, I consider it something you do on the train between stations. My hobby is uncovering corruption wherever it hides and rooting out evil business practices that negatively impact public agencies.
Question: What are you reading right now?
Zandberg: I am reading some internal documents from the International Criminal Tribunal for Rwanda in Arusha, Tanzania.
In an effort to get to the bottom of this piano scam, I asked for the following: "One legible copy of any and all checks from the Seattle Piano Gallery dated after August 4, 2004."
I received a copy of a check numbered 8277 from the Seattle Piano Gallery to the Edmonds School District in the sum of $4,617.36, dated August 31, 2005 for what is described as a Diapason #118506. I will confirm if this piano number might be among the pianos listed on the "lease" agreement between these two entities.
I also received a copy of a check numbered 8716 from the Seattle Piano Gallery to the Edmonds School District in the sum of $1,740.80, dated February 1, 2006 for what is described as "Profit refund on Diapason 118506". This check also had the following information printed on the reverse, "Negotiation of this check constitutes an accord and satisfaction and a release of all claims against maker."
The District's legal counsel states that check number 8716 was received but "not deposited or otherwise cashed by the District." I suspect it has everything to do with the statement typed on the reverse side of the check. Is there a problem? I thought Marla and Arnie were friends. Why would Arnie be reluctant to pay the appropriate amount due to the District? By my calculations he's just a bit more than $100,000.00 short.
Appeal to Counsel: This transaction doesn't look very good. Is there something for which I should be asking? Is there something missing? An "RCWs don't apply to me" card, perhaps?
[Sarah Mack]
Dear Mr. Zandberg:
I've had the pleasure of reading your recent blog entries pertaining to the use of the Beverly Elementary School Parking lot for your "employer's" holiday party overflow parking. To avoid any confusion in the future, please direct any facility use requests you may have, for yourself or any of your employers, with the exception of [your primary public sector employer], through our office. We will be happy to then forward any such requests to the appropriate person at the School District.
[Mark Zandberg]
So, you are retracting Duncan's earlier direction? It is a good thing I spoke up and asked [deleted] the meaningful question, otherwise one of my employers would have gotten a free ride.
So, if I seek to rent a parking lot in the District, I write an email to a law firm and inquire as to availability, they then forward the inquiry to the District, with their bill attached. The District receives the inquiry, checks the status of the lot and reports back to a law firm so I can eventually discover if the lot is available. If the lot I select is not available, the process repeats until a vacancy is identified.
Once a lot has been identified, I submit a check for $15 ($5.00/day and a $10 scheduling fee) and a certificate of insurance with endorsement to the law firm and they forward it to the District, with their bill attached.
If changes to the booking are needed, because in all fairness it has happened many times in the last seven years, I would report my change to the law firm and they would return to step one to broker the discovery of an available time slot. Fortunately, the certificate and check would already be with the District.
What happens if my check bounces? The District could potentially incur hours and hours of legal bills for a $15 revenue "drip" (as opposed to a stream). Where is the logic in that?
Critical Question: Where is Ross Perot when you need him? I hear a giant sucking sound and it needs a pie chart. Why not start up a business and have all of the public requests for parking processed through esd15.org? Of course, the gap between each step above will be the mandatory 30 days.
A wise rabbit once said, "If you don't have anything nice to say, then don't say anything at all." Well, I think that rabbit is dead. But in keeping to the spirit of constructive engagement, we cordially invite any offended party to contact our complaints department and formally request that any offensive entries be modified. We wouldn't want to upset or unnecessarily target anyone, purely because they happened to work for a terribly corrupt and misguided organization.
You may send your complaints to amber@esd15.org and she will promptly schedule your concern(s) for review at our next blog management meeting.
In the meantime, if you have to comment about an entry, please use the most delicate terminology you can muster. We are a force for change and do not want to stoop to the tactics of lesser entities.
Thank you.
Mark Zandberg
Chief Executive of Blog Content Development
Let's think about things for a moment. Just a moment. I wouldn't want to create a lot of stress and cause anyone to miss a day of work for the District.
One of my current employers expressed a need for parking to accommodate a year-end party at our broker's residence on December 1st. Of course, I recommended Beverly Elementary as a place where guests could park and a limousine could ferry them to and from the party. I knew there would be a charge and wanted to test my replacement. Our office staff immediately contacted the school and they were promptly told that the school is a public facility and that our office was welcome to use it without charge. A notification was typed up and sent to all of our staff at our three offices. Everyone knew to park at Beverly Elementary.
Then a certain blog entry was posted that caused a rather simple set of minds to quickly revoke the access that was already granted. But it wasn't done with just a simple "no". Someone felt the need to report that public schools are not public property and then spewed forth a number of other inaccuracies in a very rude manner. Very humorous and clearly a severely uninformed public servant with no concept of public service.
Of course, an announcement had to be sent out to our more than 200 agents rescinding the information about Beverly Elementary. Think of what we now had the opportunity to tell everyone. Think of all that bad publicity for our local school district. Isn't it a shame?
Good thing we had already lined up more reliable parking. It's a spot we've been using for the last five years without charge.
Disclaimer: I am sure Ms. Hall is very qualified in a vast spectrum of things, just clearly out of her element in the public sector. But thank you for being so predictable.
Why would anyone knowingly seek to have a lot of unnecessary calls redirected to everyone in Facilities? If you know there is a problem, be a part of the solution. Inform the people that are impacted and reduce telephone traffic. How many times does anyone need to hear that the water looks or tastes funny?
The incorrect way to address a facilities issue:
Our Maintenance Department has been receiving many, many calls regarding the water problems. They have requested that calls regarding the water be directed to myself as the Planning and Property Management Specialist. (If I am out of the office, you may direct your calls to Bob Hansen, Lisa Liebert, or Janice Heighway. This will free Maintenance to handle all of their other calls much more efficiently.
Thank you in advance for your cooperation.
The correct way to address a facilities issue:
It has recently been brought to our attention that the water color and/or quality at the ESC has changed. Maintenance has been advised and we are aggressively working on the matter and expect to have a solution in place shortly.
Thank you for your patience.
Class dismissed.
Step One:
Call employee to a meeting late on a Friday and inform them they are being investigated. Give no specifics, especially if you have them. Use euphemistic terms such as “inappropriate conduct,” or “misuse of District property.”
This action results in worry-overload for the employees over the next 48-hours and in the best case will induce paranoia. Employee will wonder about that pen they have in their car and about their bathroom habits.
Step Two:
Treat employee like a pariah. Engage in secret meetings. Interview all colleagues and ensure they engage in shunning activities to test their loyalty to the District. Identify any dissenters for future targeting. This promotes further isolation of employee and can aid in triggering depression.
Step Three:
Bring employee back into meeting and verbally assault them with outrageous accusations. Make mountains out of molehills and humiliate and denigrate them as much as possible. Do not rely on any concrete evidence; just keep hammering away at conjecture, innuendo, and especially at “he said, she said, they said we said.” Remember the more insulting and improbable the accusation, the better. This will aid to break any confidence or backbone the employee may have to defend them self.
Remember the investigation is not an attempt to get at the truth, resolve any issues, or foster an environment for performance improvement. The game is to punish, punish, punish!
Step Four:
Cancel, postpone, reschedule and delay meetings as often as time allows. This will help wear down the employee as they are strung along. Stress induced migraines will cause decreased productivity and absenteeism, furthering your case against them!
Step Five:
Have employee enter into a Performance Improvement Plan with expectations meant to badger and demean. Maybe they’ll tire and quit.
If not, label employee as permanently “stained” and pass over for promotion or professional growth no matter if there is any improvement in performance.
Step Six:
Ignore all the above steps if employee has a relative in HR. If a Whistle Blower, refer to Constructive Termination Manual.
Editor's Note: My gratitude to the mystery contributor that sent along HR's playbook.
I happened upon a rather amusing email recently. It was sent at 2:19 PM on Friday, March 24, 2006 and reads as follows:
Hi, Steve and Mark,
(I just composed a magnificent message that I'm not sure made it to you, so will try again -- if this duplicates, I apologize!!)
I am going to remove myself from the weekly meeting schedule with Mark, and assume that you two will meet without me but let me know if there are issues we need to discuss. I will miss my weekly dose of intelligent humor, Mark, and want you to know I do appreciate all the work you are juggling for us.
Please don't hesitate to let me know if there are topics we need to discuss, and don't feel as though a list needs to develop before we touch bases on any one topic.
Thanks so much, and have a wonderful weekend!
Marla
There is no longer a need to wait a whole week for an intelligent dose of humor. You can read the blog every day and get hopped up on the giggles in a matter of moments.
[Mark Zandberg]
Just to be absolutely clear, communication with my former employer on behalf of my current employer does not need to pass through your office, correct?
[Duncan Fobes]
You are correct - communications in the course of your duties with your new employer do not go through me
Thanks - duncan
[Mark Zandberg]
I am writing to inquire as to the status of Beverly Elementary's parking lot on December 1, 2007. We would like to rent it for the day. Are the following conditions still correct?
1. Certificate of Insurance with an endorsement,
2. $5 a day with a $10 scheduling fee.
Please advise.
Thank you.
[Stephanie Hall]
Mr. Zandberg,
Per board procedure 9200 R-1, schools schedule their facilities. Please contact Beverly Elementary at (425) 431-7732 as to the availability of their parking lot on December 1st. In addition, in order to know what fees apply, you will need to identify the group requesting the use of the facility, as well as the amount of time being requested. The following link will take you directly to the District’s website: www.edmonds.wednet.edu/propertymgt/newfac.html
Please let me know if you have additional questions. I can be reached at (425) 431-7332.
Thank you,
Stephanie Hall
[Mark Zandberg]
Your website is beautiful and informative. It also says that parking is handled through Property Management. Is this a change in District practices? The school is reporting that there are no charges for parking because they are a public facility. Would this also apply to the building then?
Just curious.
Please advise.
Stephanie Hall apparently has no idea who I am. First, there are no parking rates on the website she provided. Secondly, the category of user does not apply to parking lots. Thirdly, she tells me that I need to provide the "amount of time" I require and parking lots are rented per day. Fourth, she tells me to contact the school and they tell me there isn't a charge. Finally, I made the web page to which she referred me. I know what it says and I know what it doesn't say. It doesn't say that parking is free.
This is part of the high price being paid for selecting an unqualified candidate. I am sure Ms. Hall is qualified to do something, but certainly not the job she is currently being paid public funds to perform.
If a person can be so bewildered by renting out parking lots, how comprehensive an evaluation is she conducting in response to development in the District? Is she able to visit each and every development and evaluate the future needs of students walking to school or a bus stop? If these requests are stacking up, this translates to a direct cost to developers for project delays. Perhaps I should ask for the last twenty evaluations? Is there even one?
The inability to manipulate development data in FileMaker Pro will also cost the District dearly. Without the skills to search past Requests for Review, the District's ability to evaluate the pace and location of new construction is stunted considerably. I am imagining a reversion to the pre-historic days of typing everything out by hand. It is time consuming and utterly useless when evaluating growth in the District. But then, since the Board doesn't understand an enrollment forecast, why bother developing one?
Of greatest concern... What are the chances Ms. Hall would detect a property scam like paying $6 million for contaminated property? I'd say slim to none. If the scam was detected, what are the chances she would report it to the auditor and cause a problem for her friend, Marla? Lesser still.
Fun link: http://www.youtube.com/watch?v=lj3iNxZ8Dww
I was the subject of an HR investigation at the District some years ago. It involved out-of-state plates, a disability permit, an irate visitor to the ESC and an employee poised to cash-in with a legal case. I will type it up tomorrow after work. Prepare to laugh at the manner in which the investigation unfolded.
11/27 Sorry, still looking through files. For some reason, I have been accumulating them recently.
Shortly after my initial Letter to the Editor of the Edmonds Beacon, a resident from the City of Edmonds called my work number and asked me a few questions, like "Are you the Mark Zandberg that wrote the Letter to the Editor in the Edmonds Beacon?" and "Do you stand behind what you wrote in the paper?"
Of course, I told the caller that I was the author of the letter and that I don't stand behind what I wrote - I stand in front of it. I don't hide behind my opinions. I also informed him that it was my personal view and that he was interrupting by calling me at work.
He then recited my home address and told me that he knew where I lived. Of course, by this stage in the call, I had already Googled his telephone number from the Caller ID to confirm my suspicions. The caller was Roger Hertrich.
Before the call ended, Roger wanted to make sure that I heard him say that he was "going to have my job". In retrospect, I am a little bewildered. There were only two applicants for Planning and Property Management Specialist and Roger's name was not among them. If he wanted my job, he really should have applied for it. With the connections he obviously has with District Management, he would have been a shoo-in.
Mayor Gary Haakenson
City of Edmonds
Dear Gary,
I am writing to endorse Marla Miller for the position of Economic Development Director for the City of Edmonds. In the short time that I have known Marla (we met more than 18 months after I started working for the Edmonds School District), I have yet to encounter a greater advocate for economic development in the City of Edmonds. Her priorities while working for the District were clearly aligned with city governments, particularly the City of Edmonds. Marla never missed an opportunity to funnel District resources toward her favorite city and her many accomplishments will be uncovered shortly.
You may recall the recent transaction involving the Old Woodway Elementary property. Marla managed to offer up the entire 11 acre site to a short list of her favorite developers - while few among them could demolish a school full of hazardous elements. Once the top offer was identified, she removed the building from the equation and sold the vacant portion without putting the property on the market. You see, more developers would have been interested in vacant land and would have driven the price way up. She then allowed the City of Edmonds to pay a similar price for the half with the building and allegedly discounted the price of the City's share by the cost of demolition.
Clearly, she has already proven her talent at helping the City of Edmonds. Just imagine how effective she would be if she was working directly for the City. I strongly support her candidacy and appeal to your senses to immediately hire her. The District would save a tremendous amount of money and the City would greatly profit with her on staff. For the sake of our region's children and their educational needs, please contact her for an interview.
Sincerely,
Mark Zandberg
Resident, City of Edmonds
Disclaimer: This letter of reference was not requested by Marla Miller. My endorsement is offered in an attempt to encourage Marla to pursue other professional opportunities and leave the Edmonds School District as soon as possible. The position of Economic Development Director is currently being occupied by Stephan Clifton, on an interim basis, until a qualified individual can be found.
[Mark Zandberg]
