When I look at myself and the people around, I ponder what makes me so bless..  Instead of a law degree, I think I will pursue a degree in Public Administration (1998 - 2000) signed “Always a Public Servant”.

 

CHANGE

MANAGEMENT STRATEGIST. SYSTEM RE-ENGINEER 

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While still employed with the District of Columbia and trained in Orlando, Florida,  State of Alabama and Washington, District of Columbia,

 

Askew, an energetic and ready to learn type employee, was charged with managing an innovate business re-engineering process that would bridge the lines between a paper driven procurement system to a “paperless” system vie a Top Down Model approach to satisfying the end user demand for outcomes for the Department of Human Services at 23.

 

Askew can be accredited for the design and dissemination of the programmatic cost center structure and recommendation for the most effective compatible system for an automated procurement system for the Health and Human Services Division of the GDC. This transition of 2,000+ employees/ providers, re-configuration in network software, shift in the productivity workflow, upgrade of software and hardware equipment is the contributing factor for the higher than norm service delivery now seen in Human Services related areas of the Government of the District of Columbia.

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Askew has served as the finance and administration/ operations expert for two of the most expansive federal compliance measures placed on the District of Columbia’s leadership and employees by the federal court system's Jerry M Consent Decree and the Evan Class Mandate. All under 25.

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I affirm its responsibility to develop the spirit of responsible professionalism within its membership and to increase awareness and commitment to ethical principles and standards among all those who work in public service in all sectors. (American Society  for Public Administratos , 1999)

 

As the first published (Blueprint for Tomorrow) Chief Administrative Officer for Youth Service Administration and Jerry M compliance team member, Askew developed and administered human capital development and fiscal assessment plans for DC Department of Youth Services as a measure to reduce chronic overtime costs to include an inter-agency recruitment plan to fill all agency vacancies.

 

Under his leadership, two teams of experts traveled to 5 states in 14 days to interview over 350 candidates and hired the top 60 as full time permanent employees. Each employee was housed and trained through a new intensive correction's training model.

 

As the member of the Evans Class Action Decree's transition team (Mental Retardation and Developmental Disability, now the Developmental Disability Service agency, Askew managed an emergency audit, within 120 days of redeployment, as means of streamlining the funding requirements for the Mental Retardation and Developmental Disability Administration (MRDDA).  This resulted in a funding increase of $8M and onsite revised ACA approved training module.

 

ADVISORY: HEALTH AND HUMAN SERVICES 

Deputy Chief Administrator Officer/ Human Services

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With a passion for service to community, Mr. Askew, in 2007, was selected by the Deputy Chief Administrator Officer/ Human Services for City of Richmond to serve as an advisor on the alignment of the Human Services/ Social Services related programming to include approximately (10) departments/ initiatives and (22) community not-for-profit organizations resulting in a consortium of collaborative planning created to provide a long term blueprint and operating system to measure the needs of its citizens.  In his late  20's, Askew had the privilege of serving over a dozen appointed 1st and 2nd in command officiates and cabinet level management compliment during his tenure.

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The creation of a Consumer Based Continuum of Care Human Services Model presented to the Mayor’s  L. Douglas Wilder Cabinet.........

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While managing the collaborative IT Capitol projects for an entire cluster (Office of the Deputy Chief Administrative Officer for Human Services for the City of Richmond, Virginia), Askew noticed and examined the funding resources and project variables for several of the Cabinet level Director’s. When mentioning the overlap of the IT request made to the centralized information technology units, Askew was then charged with developing a global operating system/ model that would realign the cluster projects in order to meet the demand of the public, reduce cost to the City, and facilitate a system that would encompass the business needs of the organization as a whole. 

 

Through the creation of a Consumer Based Continuum of Care Human Services Model presented to the Mayor’s cabinet on September 20, 2007 (Richmond Works: Measuring, Mapping, and Improving the Well-Being of Residents) and January 10, 2008 (Data Driven Decision Making: Improving Services Delivery in our Community), he managed and coordinated a team of managers and liaisons in addressing outcomes for performance measures designed to increase the efficiency and effectiveness of the program deliverable on an on-going basis in less than one year employed by the City. This project position Askew to serve as management support for the 1st ever Mayor's Emergency Management Operation's  Manual for the City of Richmond Virginia Government.

 

Askew's volunteerism and oversight  includes various services and programs (substance abuse services, electronic monitoring, mental health unit, Teen Court, mentoring programs, community services, restitution, truancy, GED class, CASA Program, Domestic Violence Liaison, 4-H and Boy Scout Diversion and community programs (day treatment, parenting classes).

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As much as direct contact and ultimate services are important to Askew, his ability to coach, teach, and develop a strong educational curriculum, by aligning concept and theory, accessing accountability and application to real life experience for a long term impact; could only be tamed through his love for teaching. 

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"No Child Left Behind."

The Bush's push the reading challenge.

Schools move towards integration of educators and business specialists in the classroom 

 

Prior to America’s campaign “No Child Left Behind”, Askew belief in learning and teaching was formed while serving as a “teen” phonic instructor at the Russell Corporation Early Childhood Literary Program for the Advancement of English and Mathematical skills in 1990-1991 and while still in high school, serving as a substitute teacher for Algebra, Calculus and Advance Math courses for his peers and lower level students at the suggestion of the School’s Mathematic Department Chair, Larry Williamson.

 

In 2004, Askew was honored with serving as a fiscal consultant and Charter Board member for the Washington Public Charter School located in Capitol Hill, Washington, District of Columbia. With 12 years of consistent experience, Mr. Askew served as a faculty member at Potomac College of Washington, District of Columbia in the areas of general education & finance and management studies.

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Obama - Gray factor

 

Vesting in the Community through a Labor Initiative, Obama's job creation efforts super-cede the public's expectation.

 

Vesting in the lineage of future constituencies as a corporation and foundation was driven by the mandates and encouragement of the Mayoral Leadership of Vincent C. Gray and the Obama Administration in 2012 - 2013. Vie contracting vehicles offered by an administration of experience and trained government professionals, the launch of the Lineage Institute campaign lifted its quality training and professional development platform for a transitioned workforce for all person(s) and population(s), worldwide.

 

Askew’s expectation for himself and his students are raised every session where he consistently states “99% is not acceptable.” 

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