Training & readiness officer (military rank- major)

Daniel Hershkowitz

Training & Readiness Officer (Military Rank- Major) - 597th TRANSPORTATION BRIGADE

Williamsburg, VA

Work Experience

Training & Readiness Officer (Military Rank- Major)

597th TRANSPORTATION BRIGADE -

Fort Eustis, VA

April 2012 to Present

Fort Eustis, Virginia • April 2012- Present

Training & Readiness Officer (Military Rank- Major)
Plans and directs training events for a 400 person organization composed of both military and civilian employees. Responsible for ensuring all training events are scheduled, performed, tracked, and reported as they pertain to organizational readiness to complete our worldwide mission.

Major Achievements:
• Served as the project lead for a long term plan to consolidate and streamline a business process that will provide better service to our customers and enable areas for cost savings initiatives.
• Selected to manage our fleet of Government leased vehicles. Put plans in place to reduce fuel costs, track and manage maintenance repairs, and ensure overall compliance with Federal and US Army policies and regulations.
MILITARY SURFACE DEPLOYMENT & DISTRIBUTION COMMAND (SDDC) HEADQUARTERS,

Transportation Logistics Officer / Transportation Feasibility Planner

The Army Service Component -

Scott AFB, IL

January 2010 to April 2012

Military Rank - Major)
Drives planning activities in support of strategic transportation for the SDDC Fusion Center related to the movement of forces, sustainment cargo, exercises and non-Department of Defense (DOD) sponsored cargo across the United States and strategic global seaports. Coordinates cargo movement between the US Transportation Command (TRANSCOM), SDDC Operations Center, US Central Command (CENTCOM), European Command (EUCOM), and Defense Logistics Agency (DLA) in support of Operation Enduring Freedom (OEF). Performs transportation feasibility analysis and planning for strategic sealift movements within the US Southern Command (SOUTHCOM) and Pacific Command (PACOM) areas of operation (AOR). Participates in planning and oversight while producing assessments, mission analysis, and decision briefs. Communicates the operational environment to senior leaders to guarantee that the chain of command has accurate comprehension of issues and challenges. Oversees the activities of 3 employees.

DANIEL HERSHKOWITZ • • dan.hershkowitz@yahoo.com

Major Achievements:
• Saved ~ $3M in surface movement costs for 4 SOUTHCOM exercises with comparative cost and mission analysis that maintained customer budget goals.
• Successfully led a teams strategic planning and surface movement operations for ~3.5K pieces of US Military cargo in the Pacific and Southern Command.
• Acted as the lead operations sealift and surface planner, and played a key role in the identification of a number of movement timeline flaws, offering remedial solutions to exercise planners.
• Served as the Operations Branch Lead for Kazakhstan, Kyrgystan and Tajikistan delegation visits, organizing the command brief in collaboration with the Deputy Commander and having content translated into Russian to enhance communication and cooperation.
• Chosen as the SDDC Operations Branch Team Chief for US Military equipment planning and organization of relief supplies sent to Haiti during relief efforts after the January 2010 earthquake through the Department of Defense Transportation System.
• Recognized for actions in support of the Haiti earthquake with a 4 Star General Commanders Coin.
• Received a 2 Star General Commanders Coin for job performance and one for a cost savings initiative concerning military cargo movement within strict budget constraints.

TARGET CORPORATION, Queens, New York • 2009
Major retail chain.

Overnight Logistics Executive Team Leader
Directed the day-to-day logistics team operations for early morning, overnight and backroom teams within a $90M in annual sales location. Employed state-of-the-art technology in managing receiving processes, freight flow and replenishment transition activities. Delivered exceptional production and inventory results. Built and led teams, spearheading their development, and ensuring proper training and certification acquisition. Drove the team in, and conducted personal outstanding customer service.

Major Achievements:
• Decreased truck unloading time for an average of 2.5K pieces by 15 minutes, enabling expanded team operations.
• Improved warehouse merchandise stocking performance through training and team management, increasing correctly stocked merchandise item numbers and reducing overstocking.
• Gained a complete working knowledge of work processes by participating in all aspects of work flow with employees.

Vehicle Repair Manager

ENTERPRISE RENT-A-CAR

2007 to 2008

Held accountability for a 4K vehicle fleet in Manhattan, Brooklyn and Staten Island safety and repair activities. Developed plans, and managed operations to ensure comprehensive and cost effective repairs in alignment with manufacturer and company guidelines. Supervised 2 employees, and reported directly to the Regional Vice President.

Major Achievements:
• Delivered minimal out-of-service repair time, resulting in maximum vehicle availability.
• Slashed vehicle maintenance costs ~$13K over 3 months by performing vendor audits and selecting more cost effective vendors, as well as training with employees.
• Grew company revenues by decreasing vehicle downtime 1 day.
• Increased the fleet safety rating 40% by insisting that office managers secure all manufacturer recalls to circumvent accidents, customer complaints and legal liability.
• Completed auto estimating and auto body repair shop training.

DANIEL HERSHKOWITZ • • dan.hershkowitz@yahoo.com

ENTERPRISE RENT-A-CAR -

New York, NY

1994 to 2008

A major rental care company that also operates under Alamo Rent-a-Car and National Rent-a-Car brands.

Vehicle Remarketing Manager

ENTERPRISE RENT-A-CAR

2004 to 2007

Planned rental fleet size, including the percentage of vehicle types, buy and sell scheduling and car business projection development. Led profitable wholesale rental fleet sales of ~4K vehicles. Managed a 7-member team consisting of 4 sales and marketing employees and 3 administrative staff responsible for rental fleet sales to existing accounts, as well as new customer acquisitions through personal sales calls.

Major Achievements:
• Boosted local buyer base by 30% in the 1st year through comprehensive sales, planning and collaboration activities with rental office management and auto dealerships.
• Grew the average vehicle sales price by $300 that increased revenues $500K+ through exceptional car market knowledge.
• Increased sales outside the New York metropolitan area by 20% through a sales and marketing strategy implementation.
• Eased customer concerns over vehicle competence by collaborating with the Vehicle Repair Department to address light vehicle damage visibility issues.
• Became a 2-time winner of the monthly Improves Sales Price award while competing with 7 surrounding Enterprise regions.

Vehicle Remarketing Manager

ENTERPRISE RENT-A-CAR

2002 to 2004

Oversaw the sales operations for ~6K damaged and insurance total loss rental vehicles from New York, New Jersey, Connecticut and Vermont. Supervised 3 sales and 2 administrative team members in vehicle marketing and sales.

Major Achievements:
• Participated in the planning and building infrastructure design for a 3-acre facility in Kearny, New Jersey that consolidated 4 states inventories to facilitate marketing and sales activities.
• Catapulted the buyer base by 300%.
• Increased overall sales price by $400 a vehicle within 90 days.

Additional Enterprise Rent-a-Car experience includes roles as Remarketing Supervisor and Daily Rental Store Manager. Details upon request.

Education

Bachelor of Science in Business Administration

State University of New York, College of Brockport -

Brockport, NY

Master of Science in Transportation Management

Florida Institute of Technology -

Fort Eustis, VA

Additional Information

AREAS OF EXPERTISE

Leadership • Logistics • Transportation • Strategic Planning • Operations Management
Business-to-Business Relationship Building • Team Building / Motivation / Retention / Management
Cost Saving • Negotiations • Supply Chain Management • Communication • Performance Assessment

Contractor - interim chief nursing officer

André Cromwell

Contractor - Interim Chief Nursing Officer - Adventist Behavioral Health

Rocky Mount, NC

Experienced executive with a background in the non-for-profit and for profit human services sector; I am looking to provide my clinical skills and managerial experience in a service-oriented environment.

Work Experience

Contractor - Interim Chief Nursing Officer

Adventist Behavioral Health -

Rockville, MD

October 2011 to Present

Responsible for 24-hour administrative supervision of a 160-bed psychiatric hospital.
• Review nursing department operations to ensure compliance with established standards.
• Initiate communication and meetings to coordinate program initiatives, communicate new directions, government regulations and policies, and review programmatic and administrative matters pertaining to care and service delivery.
• Manage the Nursing operations, activities, and budget to monitor fiscal activities and ensure expenditures are maintained within approved budgetary guidelines.
• Assure quality and safety in care practices providing an environment that promotes staff involvement in process improvement and creating of best practices for patient care.
• Provide support to administrative processes and clinical program operations and requirements to affiliated senior managers including Human Resources, Quality Improvement, and Medical Director.
• Supervise, authorize, and collaborate with management in the preparation of documentation and reports for Joint Commission on Accreditation of Healthcare Organizations (JCAHO).

Co-Owner

Wellbeing -

Clermont, FL

July 2010 to Present

Develop and conduct onsite health-related wellness seminars and training courses on diet modification, lifestyle change, and how to cultivate healthier habits that will lead to a higher quality of life.
• Develop and administer exercise programs for clients to improve cardiovascular and respiratory fitness, muscular strength and endurance, flexibility, and overall health.
• Assist clients in setting fitness goals as well as encouraging and motivating them to meet those goals.
• Monitor and track fitness progress.
• Responsible for operational aspects of the business such as growth and development, accounting, and administration.

Chief Nursing Officer

Adventist Behavioral Health -

Rockville, MD

February 2009 to July 2010

Responsible for 24-hour administrative supervision of a 160-bed psychiatric hospital. Developed and implemented nursing policies and procedures, objectives, and initiatives.
• Reviewed nursing department operations to ensure compliance with established standards.
• Member of the steering committee in preparation for Cerner implementation. The committee was responsible for customizing the Cerner system to meet behavioral health requirements and specifications and indentifying potential incapability issues between Cerner and the current pharmacy system. Selected to be a key super user for the Cerner system in preparation of training other staff members.
• Initiated communication and meetings to coordinate program initiatives, communicate new directions, government regulations and policies, and review programmatic and administrative matters pertaining to care and service delivery.
• Managed the Nursing operations, activities, and budget to monitor fiscal activities and ensure expenditures are maintained within approved budgetary guidelines. Assure responsible use of labor budget by evidence based hiring decisions and filling 26 FTEs in three months.
• Assured quality and safety in care practices providing an environment that promotes staff involvement in process improvement and creating of best practices for patient care.
• Oversaw accreditation processes for JCAHO, CMS, and Department of Health and Mental Health.

Interim Chief Operating Officer

SecureCare Services, Ltd -

Silver Spring, MD

July 2008 to October 2008

Supervised and authorized the preparation of documentation and reports for regulatory agency, funding sources, and internal operating requirements as required and in accordance with acceptable practices and procedures.
• Directed and coordinated the development and implementation of services, delegating responsibilities to appropriate staff to include maintaining and enhancing programmatic implementation.
• Supervised immediate subordinates and key support personnel.
• Represented the Center at functions and to interested government/public agencies or groups.
• Worked with the court appointed receiver to gather requested information and ensured continuation of services for the individuals served.
• Provided continuity during a time of transition.

Chief Operating Officer

National Children's Center, Inc -

Washington, DC

January 2006 to March 2008

Provide direct supervision to the program management staff, 13 FTEs in total, which are accountable for the operational and fiscal management of services to the people served. Indirect supervision of 450 FTEs.
• Manage administrative processes and clinical program operations and requirements in consultation with affiliated senior managers including the Finance Office, Human Resources, Management Information Systems, Quality Improvement, Medical Director, Facilities, and Transportation.
• Participate and lead the development of the operational budget and monitor fiscal activities to ensure expenditures are maintained within approved budgetary guidelines. Operating budget of 30 million dollars.
• Supervise and authorize the preparation of documentation and reports for regulatory agency, funding sources, and internal operating requirements as required and in accordance with acceptable practices and procedures; to include the medical waiver program.
• Direct and coordinate the development and implementation of services, delegating responsibilities to appropriate staff to include maintaining and enhancing program enrollment and attendance to achieve quality programmatic and fiscal goals.
• Initiate communication and meetings to coordinate program initiatives, communicate new directions, government regulations and policies, and review programmatic and administrative matters pertaining to care and service delivery.
• Lead member of union bargaining team that negotiated first contract with unionized employees.
• Member of the Mayors committee on Persons with Disabilities.

Interim Chief Executive Officer
• Interact with Board of Directors on policy and goal decisions.
• Supervise immediate subordinates and key support personnel.
• Develop innovative programs for the Center.
• Represent the Center at functions and to interested government/public agencies or groups.
• Manage and direct the Centers financial activities and budget.
• Develop and enforce organizational plans.
• Monitor operations, activities and budgets and foster economic growth throughout the Center.
• Approve personnel policies and procedures and hiring of upper level personnel.
• Approve all programmatic policies and procedures.
• Empowered by the Board of Directors to enter into all contracts on behalf of the National Childrens Center.

Clinical Consultant

Potomac Ridge Behavioral Health -

Rockville, MD

July 2005 to January 2006

Provided support to administrative processes and clinical program operations and requirements to affiliated senior managers including Human Resources, Quality Improvement, and Medical Director.
• Supervised, authorized, and collaborated with management in the preparation of documentation and reports for Joint Commission on Accreditation of Healthcare Organizations (JCAHO).
• Organized and managed staff and staffing functions to provide appropriate and efficient client contact, services and satisfaction in absence of Director of Nursing.
• Directed and coordinated the development and implementation of services, delegating responsibilities to appropriate staff to achieve quality programmatic and fiscal goals.
• Initiated communication and meetings to coordinate program initiatives, and review programmatic and administrative matters pertaining to care and service delivery.
• Formulated policy and procedures for Director of Nursing in collaboration with Human Resources.
• Led the team in Root Cause Analysis (RCA) implementation.

Deputy Director/Consultant

SecureCare Services -

Silver Spring, MD

March 2004 to July 2005

Represented the agency at functions and to interested government/public agencies or groups.
• Directed and coordinated the development and implementation of services, delegating responsibilities to appropriate staff to include maintaining and enhancing program enrollment and attendance to achieve quality programmatic and fiscal goals.
• Monitored operations, activities and budgets and foster economic growth throughout the agency.
• Approved all programmatic policies and procedures.
• Provided clinical oversight for nursing services.
• Decreased overtime by 10% and increased revenue by one million dollars.

Director of Nursing-Residential

Potomac Ridge Behavioral Health -

Rockville, MD

December 2000 to March 2004

Managed eighty-three bed residential adolescent units, including a staff six residential coordinators, 20 nurses, 30 mental health workers, and nurses and psychiatric technicians that float.
• Facilitated treatment planning to provide clinical support and supervision.
• Hospital performance improvement activities: budgeting, employee relations, supervision, implementation and revamping of programming.
• Managed the various psychiatrists and their schedules to maintain the highest level of patient care in-patient and residential.

Manager of Patient Care

Devereux Foundation -

Washington, DC

June 1996 to March 2001

Provided training, orientation, and development of new and present employees.
• Managed payroll and responsible for maintenance of full-time employees.
• Planned, developed, implemented and monitored the centers infection control.

Education

Masters of Science in Nursing

Washington Adventist University

MBA

Columbia Union College

Bachelor of Science in Health Care Administration

Columbia Union College

Associate of Science in Nursing

Oakwood College

Skills

American Heart BLS instructor

Chief financial officer/human resources director

Ann Marie P. Johnson

Chief Financial Officer/Human Resources Director/Medical Practice Office Manager

Chesapeake, VA

Performance-driven professional with over fifteen years of diverse experience in finance, business
operations, human resources, hospital administration, medical office management, medical billing, and coding. Recognized by superiors for ability to design and implement management processes, incorporate innovative cost and time saving strategies, impact business growth, and maximize profits.

Work Experience

Chief Financial Officer/Human Resources Director

MCLAUGHLIN ANDERSON LUXURY VILLAS

August 2007 to Present

Chief visionary and strategist of the organization with full responsibility for the planning, development, management, and marketing of a multi-million dollar luxury villa property management company. Directs all financial and human resources operations of the organization. Sets the ethical tone by providing a balanced point of view with respect to the Companys financial results and future expectations.
• Supports the President and provides leadership to develop goals and objects and establish systems for financial "best practice" controls to drive operational improvements.
• Formulates, justifies and executes a $1.2M annual budget; establishes budgetary financial policies and procedures. Conducts budget forecasting, budget variances analyses, financial reporting, cash flow projections, financial audits, and bank reconciliation.
• Partners with the President to reorganize company, reduce overhead expenses, rebuild sales, and institute a solid management infrastructure.
• Studies, analyzes, and reports on trends, opportunities for marketing, expansion, and projection of future company growth. Focuses on strategic planning, and process improvement.
• Manages and directs all human resources, payroll, and benefits administration functions; maintains personnel files, prepares and documents bi-weekly payroll.
• Evaluates and oversee all benefits, salary negotiations and wage rates. Analyzes and modifies compensation and benefits polices to establish equitable salary guidelines and ensure legal compliance.
• Conducts all employee recruitment, hiring, termination orientation, and training. Conducts skill and performance matching interviews designed to reduce turnover.
• Advises President on labor relations policies such as equal employment opportunities, unemployment insurance, and workers compensation to ensure compliance with federal, local, and regulatory agencies.
• Manages all credit, collections, accounts payables/accounts receivables, financial controls, internal procedures, and the companys effective and streamlined financial processes.
• Reviews, and prepares all monthly and annual financial reports for the CPA to prepare the Income Statements, Balance Sheets, and annual Corporate Tax Returns.
• Develops and maintains key, strategic, and trusting relationships with financial institutions, vendors, suppliers, wholesalers, agents, and software and database managers.
• Directs negotiations for all annual support and maintenance contacts, office equipment purchases and leases, as well as the companys professional and liability insurances.
• Prepares and distributes over 120 property owners monthly financial statements, reports, invoices, supporting documentation, and net rental proceeds via checks, ACH or wire transfers.
• Reorganized operations and facilitated seamless integration of automation procedures and leading edge information technology systems resulting in improved efficiency and data accuracy while significantly reducing operating costs.
• Initiated a business reorganization plan and spearheaded cost-reduction initiatives that reduced annual labor costs by 50%, overtime by 100% and material waste by 42%.
• Introduced continuous improvement and quality management programs, which resulted in a 25% increase in daily productivity and a 50% increase in customer satisfaction.
• Instituted a cross-functional team culture that provided the foundation for the companys growth despite downsizing during economic downturn and intense competition.
• Renegotiated cost-effective benefits programs, lease terms, key vendor and annual maintenance contracts for a 50% reduction over previous years budget.
• Established the use of Virtual Private Network (VPN) technology to expand operations throughout the accounting department and facilitate telecommuting.

Business Operations Manager

MATTHEW'S COMMERCIAL ENTERPRISES

October 2001 to August 2007

Managed the business office - full charge bookkeeping, bank reconciliation, auditing, billing, collections, payroll and human resources functions for thirty one employees.
• Administered $456K annual budget and defined bookkeeping policies and procedures
• Prepared financial statements with QuickBooks, general ledger and bank statements
• Prepared, reviewed and maintained contracts, bids, proposals, and vendors agreements
• Managed all payroll activities including timekeeping functions and generated reports
• Prepared and filed all tax returns, workers compensation and unemployment reports
• Oversaw personnel management, recruitment, benefit administration and training

Team Coordinator/Practice Manager

SENTARA HEALTHCARE -

Virginia Beach, VA

September 1998 to September 2001

Directed thirty employees across three hospitals. Managed daily billing operations, coding, charge entry and third party collections, operations in patient financial services, insurance verification, patient registration, admissions, scheduling, and financial reporting.
• Lead end-user trainer during Y2K and ER wireless patient registration system conversion
• Maximized the wireless system by educating staff in software capabilities and applications
• Developed and administered $185K annual budget; maintained stock/inventory control
• Established new collections procedures which reduced delinquent patient accounts by 50%
• Negotiated and maintained physicians credentials and contracts with third party payers
• Conducted daily audits for insurance verification, patient collections and registrations
• Recruited, interviewed, hired and trained employees; assigned daily and weekly schedules

Business Office Coordinator/Office Manager

PRIME CARE OF PENSACOLA -

Pensacola, FL

November 1996 to July 1998

Managed thirteen employees. Supported two Physicians and two Nurse Midwives. Directed all administrative, billing, operational and training functions including coding, medical records, procedure development, insurance contracts, and quality control programs.
• Lead trainer for staff and providers during conversion of the medical software system
• Facilitated training on coding changes, CMS billing, coding and regulatory requirements
• Identified and developed technological procedures to help staff work more efficiently
• Established physician fee schedule by CPT codes, maintained practices charge master
• Developed computerized patient confirmation system which decreased no-shows by 45%
• Managed bi-weekly payroll processing, employee records and benefits administration
• Managed accounts receivables to identify billing errors and ensure timely rebilling
• Reconciled daily deposits; prepared billing and collection audit reports

Business Office Manager/Certified Medical Assistant

MILLINGTON MEDICAL CLINIC -

Millington, TN

January 1994 to November 1996

Managed three employees in the business office. Directed all collections activities, accounts receivables, third party payer contracts, policy development, staff training, and implementation of computer systems operations. Performed clinical duties as needed.
• Implemented a computerized billing system which streamlined and automated workflow
• Reviewed and updated charge master for invalid/mismatched CPT and revenue codes
• Managed third party billing, coding, charge entry daily, monthly and annual reports
• Adjusted manual and electronic claims; processed duplicate claims and coding rejections
• Revised and implemented collection procedures on patient and third party payer accounts
• Redesigned all business forms which increased efficiency in daily administrative processes

Aviation Electrician's Mate

UNITED STATES NAVY -

Norfolk, VA

March 1990 to January 1994

Third Class Petty Officer: Honorably Discharged. Maintained the electrical systems on US Navy aircraft.
• Provided administrative support to Division and Department Heads.
• Maintained departments personnel training records and the publications library
• As CPR Instructor, trained over 67 personnel in Infant, Child, and Adult CPR

Education

Bachelor of Science to be awarded May 2013 in Health Services Management/Business Administration

NORFOLK STATE UNIVERISITY -

Norfolk, VA

2010 to 2013

Additional Information

•Recruitment, Leadership Training and Development, Benefits and Compensation Design
• Full charge Bookkeeping, Accounts Payables, Accounts Receivables, Financial Auditing
• Budget Forecasting, Management and Analysis, Business Planning, Staff Development
• ICD-9, CPT, HCPS Coding, Insurance Verification, Medical Terminology; HIPPA and OSHA
• Medical Billing, Claims Review and Resubmission for Medicare, Medicaid, HMOs, and PPOs
• Microsoft Office (Word, Publisher, PowerPoint, Outlook, Access), QuickBooks, Adobe Acrobat
• Strong organizational, communication, facilitation, presentation, and complaint resolution skills

Chief executive officer

Eva Johnson

Chief Executive Officer

Wildomar, CA

To seek a career where my skills and abilities are challenged.

KNOWLEDGE, SKILLS AND ABILITIES:
• Provide public planning and prepare complex budgets with multiple funding streams.
• Provide public policy, operations and project management.
• Promote creative problem-solver in Health and Human Services.
• Provide written and oral communications.
• Doctorate Degree in Public Administration/United States Army Veteran.
• Knowledge of labor/workforce development.
• Knowledge of standards and regulations for Federal and State grant guidelines.
• A valid Class C California Drivers License.
• Develop program performance standards/ Total Quality Management (TQM).
• Provide program planning, customer service, organizational management practices, analysis, and program evaluations that include public policies.
• Project analysis, program evaluation, organizational and staff performance evaluations and staff trainings.
• Provide staff supervision and leadership.
• Provide comprehensive solutions.
• Provide and review Lean Six Sigma processes.
• Provide program quantitative analysis.
• Provide creative, critical thinking, and working across all levels of the population to promote collaboration and effective working relationships.
• Provide strategic management, research and knowledge of applied program evaluation governing public policy and development.
• Provide strong negotiation skills.
• Extensive public service and commitment to public service.
• Provide public policy analysis, research and data interpretation.
• Promote leadership/team building/mentorship/instructor.
• Provide information technologies/ Information resource management.
• Review prevailing wages, labor standards and Title VI
• Promote strategic management.
• Design technical and analytical guidelines, policies and procedures.
• Review legislative and regulatory processes.
• Work closely with communities and government agencies and representatives.
• Adjunct Professor of Public Administration teaching Graduate level courses in Public Administration for National University.
• Child Protective Services: San Bernardino County: Dept. of Public Social Services
• Public and Community Health Services
• Adult Protective Services Riverside County: Dept. of Public Social Services
• In-Home Supportive Services
• Alcohol and Drug Services
• Mental Health and Outreach Services

Work Experience

Chief Executive Officer

Mentoring Today for Tomorrow Corporation

2003 to 2012

Services: Community-based Non-profit Health and Human Services
Population: At-risk and foster care youth
Population/service area: Riverside County
Supervisor: Executive Board of Directors:
Contact: William H. Hayling, MD, VP Mentoring Today for Tomorrow Inc.
(310) 738-1311
chwhmdr@msn.com

•Plan, direct, coordinate and administer the organizations financial and accounting responsibilities, budget, information systems and related administrative functions.
•Participate as a member of the executive team in the review, development and implementation of policies and procedures for carrying out the organizations goals and objectives.
•Monitor, evaluate and make recommendations regarding complex budgetary costs.
•Direct the development, preparation and implementation of the organizations budget, including the management of expenditures and revenues.
•Direct and manage the development, maintenance and evaluation of information systems.
•Acts as liaison with local, county, state and federal representatives in the evaluation of planning for future information systems needs.
•Conduct or direct and evaluate complex studies pertaining to a variety of financial, administrative and operational problems. Develop and implement effective solutions.
•Review and analyze new and revised proposed legislation to determine effects on the organization.
•Develop, review and approve plans for the effective utilization of office space, furniture, equipment, forms and supplies.
•Represent the organization on matters related to financial and administrative matters before the Board of Directors.
•Select, train, direct and evaluate subordinate managers.
•Provide overall direction for subordinate staff regarding professional standards, work quality and performance.
•Prepare, review and approve detailed reports and correspondence.
•Performs other related duties as required.

Mentoring Today for Tomorrow is a State of California recognized non-profit community-based organization developed in 2003. Under the Executive Board of Directors, plan, organize, direct and coordinate the financial and administrative functions of the organization. This position reports directly to the Board of Directors and is responsible for all financial, budgetary, information systems and general administrative functions of the organization. The duties include: Develop organizational programs and functions. Follow Federal, State, and local laws, codes and regulations. Provide exceptional interpersonal, analytical and leadership skills. Communicate effectively, both orally and in writing. Use computers to conduct analysis and develop reports. Plan, organize, assign, and review the work of subordinates including managers and directors. Establish and maintain effective relationships with others. Interpret, apply, and explain complex laws and regulations. Make effective decisions. Analyze and solve problems.

Information Technology:
Develop the strategic plan process for the IT unit. Continuously evaluate feedback from staff, stakeholders and the community. Identify new IT services and make improvements in existing IT services. Compare and revise goals, while aligning the IT objectives to industry trends, as well as, system-level priorities and goals.
Provide tactical/operational aspect that ensures that technology initiatives are planned, selected, and managed at the administrative level, and are sustainable from a fiscal, people, and process resource perspective to ensure ongoing delivery of services.
Develop effective processes to determine and to prioritize user technology needs.
Continue to deploy information technologies that provide tangible, measurable benefits for staff and clients. Enhance network based services, web enabled software systems and expanded information security tools. Update new technologies that provide seamless, integrated access to information services both in and out of the organization and departments will remain a high priority as outlined in the IT plan.
Develop, evaluate and update annually, allowing the opportunity to review and adjust to changing conditions. The plan is revised accordingly to reflect changes to priorities and goals.

Management and Leadership Style:
Allow the input of staff in decision-making practices. Provide positive feedback and opportunity for staff to learn through formal and informal methods led by example. Monitor, delegate and hold people accountable. Provide strategic, tactical, analytical and politically astuteness. Establish teams of experts to conduct marketing and business strategies to keep the organization and departments on pace with other organizations/departments in the same industry. Provide the highest level of integrity, self-confidence, sense of humor, honesty, humility, and discipline. Provide negotiations, arbitration and collective bargaining skills.

Community Collaboration:
The community collaboration consists of public and private community entities including school districts, unions, counties, local, county, state and federal officials, and other community agencies that provide community services. Mentoring Today for Tomorrow encourages effective information-sharing and open communication among agencies that may already collect relevant data, to develop integrated delivery services that include planned community collaboration, program evaluation, and policy implication to ensure the expansion of services that maximizes positive outcomes for families and communities. While working with other community agencies, Mentoring Today for Tomorrow provides service learning by providing comprehensive assessments, general instruction targeted through remediation and support that will reinforce learning objectives.

KEY ACCOMPLISHMENTS AND SIGNIFICANT ACHIEVEMENTS:
Develop public and business relationships, program administration, fiscal operations, human resource management facility management and organizational development (OD).

Public Relations: Identify target audiences, create a theme for the organization, develop tactics for communication, time-line for implementation, budgets and measure whether or not the organizational objectives are met through research tools.

Public and Program Administration: Develop the mission statement and vision to bring about change, short-term and long-term planning, and advocacy for the organization, build support within the community, local, state, county and federal officials and their staff, create a positive environment, communicate program development and success through websites, newsletters, local media outlets, and etc. Develop and deliver community service programs, manage complex projects. Coordinate and perform program management. Review administrative and technical duties necessary to achieve project and program objectives with limited resources. Manage, plan, coordinate and integrate various phases of comprehensive community services. Develop and manage activities that include initial planning, feasibility studies, community involvement, project design, project approval and activities. Meet deadlines on multiple projects. Design, implement, and monitor budgets and expenditures. Carry out board policies and review operations. Establish guidelines, policies and procedures. Research and evaluate data, prepare reports and other organizational information. Pay close attention to details, design research surveys and evaluate research data.

Fiscal Administration: Develop budgets, and review non-traditional funding streams, assign line item spending limits throughout the organization. Review treasurer notes and budgets. Review budget recommendations Prepare financial reports. Monitor budgets on monthly bases with amounts spend against set budgets. Make difficult budgeting decisions. Maintain a working relationship with local, State and Federal funding sources. Write private, state, federal and foundation grants. Monitor the departmental budgets which include: Monthly monitor, access, controls, reconciliation and comparison of assets with records, analytical reviews, review of outputs, transactional review, and general computer controls (Information system support and security, systems acquisitions, development and maintenance). Program Performance Budgeting (PPB), review future budget plans based on established goals and objectives for expenditures and performance measures to determine economic effectiveness of budget programs.

Human Resource Administration: Develop principles of supervision, training, and evaluation of staff. Develop staff trainings, principles and casework techniques. Plan, schedule, coordinate the activities of assigned professional and technical staff on a project or ongoing basis, organize, assign, review and evaluate the work of assigned line-staff, director, supervisors, managers and volunteers, and provide for staff selection and training. Develop staff- training manuals; create job descriptions and base salary schedules. Determine staffing needs to meet the organizational goals and objectives. Make difficult personnel decisions. Manage, supervise and evaluate directors, managers and staff. Develop process improvement career path planning, leadership development and succession planning, rewards and recognition, employee engagement and satisfaction, performance management and measurement, recruitment and retention, workplace environment and culture. Make all hiring decisions.

Organizational Management (OM) and development (OD) duties: identify, analyze, plan, develop, implement, coordinate and evaluate program activities. Improve existing organizational processes, meet new goals and objectives, increase profit and performance, reduce cost and create successful results through Total Quality Management (TQM), process redesign, benchmarking, Lean Six Sigma, and re-engineering. Review county, state and federal laws, rules and legislative processes.

KEY ACCOMPLISHMENTS AND SIGNIFICANT ACHIEVEMENTS:

Commissioner/Appointed

City of Murrieta -

Murrieta, CA

June 2005 to June 2008

Supervisor: Murrieta City Council
Contact: (951) 304-2489
City Population: 100,000
Departments: 50 departments
Staff: 200
Budget: $30,000,000

•Review complex principles and affairs of municipal government.
•Extensive knowledge of social and economic trends. Develop new programs, policies and methods to ensure efficient and effective operation of the city which includes parks and recreation, information technology, human and public relations, libraries and museums.
•Develop management practices. Prepare and analysis comprehensive reports.
•Analysis and evaluate programs, policies and operational needs. Review proposed programs and special projects.
•Skills in labor negotiations and collective bargaining. Make presentations to community groups, city council, public agencies and other commissions. Perform assign projects to completion.
•Expert in strategic data analysis.
•Interpret and apply city policies, procedures, laws, and regulations.
•Review and monitor municipal budgets.
•Prepare special reports.

Knowledge:
•Apply the principles and practices of management necessary to plan, organize, direct, manage, and evaluate financial and administrative operations.
•Apply the theory, principles, practices and application of governmental budgeting and accounting. Apply the principles and practices of public administration, organization, budget, management analysis, supervision, personnel management, modem information systems and organizational development.
•Review the administrative problems common to the operation of local government.
•Review state and federal laws, rules and regulations impacting financial accounting and budgeting.
•Interpret and apply provisions of federal, state and local legislation, rules and regulations pertinent to the administration of organizational policies and programs.
•Manage, train, develop and motivate staff.
•Communicate effectively both orally and in writing.
•Establish and maintain effective working relationships with, local, county, State and Federal representatives.
•Prepare clear and concise reports and correspondence.

Management:
To advise the city manager and city council on participatory style of government, city projects, contracts and annual city budgets. Assist in the annual budget review, capital improvement plan and debt service. Assist in the review and evaluation of operational and financial plans submitted by the departments that outline prospective programs and services, which include proposed funding increases, new initiatives, estimated costs and expenses, capital expenditures needed to finance programs and services. Conduct analytical studies that utilize expertise in financial and budgetary areas for trends affecting the citys business. Perform complex technical analysis and research to develop special programs. Develop and write recommendations.

Assist in the development and planning of programs for risk and loss control. Review regulations, city ordinances, economic development, city planning, public safety, code enforcement, public works and other duties assigned by the city council. Provide support directly to the city council on major projects, managing oversight and, provide economic develop support expedite resolutions and provide special research. Review code enforcement protocols, monthly review of law enforcement issues, regulations, city departments, local, state, federal regulatory reviews and guidelines. Direct, establish, and organize program goals, activities, and objectives that support the departments mission, strategic plan, goals and objectives. Recognize, develop, and/or foster development of creative processes or methodologies to resolve complex issues. Ten years of management and community organizational experience, strong attention to detail, accustomed to high personal productivity working with and managing a diverse staff, provide a strong sense of process, organization and possess strong relationship building skills. Use the ISO 9000 Quality Management Systems to help meet the needs of citizens/stakeholders while meeting the needs of regulatory and statutory requirements.

Public and Human Relations: identify target audiences, create a theme for the city, develop tactics for communication, time-line for implementation, budgets and measure whether or not the organizations objectives were met through research tools.

Key Accomplishments:
•Vast improvement of capital improvement plans with data evaluation and analysis.
•Serve as the city councils primary contact in the community and with citizenry.
•Review meeting minutes, comments, and communicate appropriate follow up actions. Track responses and resolutions. Coordinate efforts within the city government and communicate with elected officials and their staff.
•Provide liaison between the city council and the commissioners, to facilitate consideration of items on the council agenda.
•Establish standards for the communication of written and oral information to city council and provide quality assurance. Participate with senior management staff in the advancement of the City Councils work plan.
•Work with the city planning department to assist in implementing improvements for local parks and the specific plans for the Los Alamos Hills project. Serve as a led on fiber optic review, water conservation, utilities, human services, education, health-care and other city projects.
•Work with city staff to implement effective municipal compliance. Conduct presentation to council verbally and in writing, attend town-hall meeting, review community development project issues and citizenry concerns.
•Manage, coordinate, and administer special projects, publicize projects, monitor budgets and conduct financial analysis, and make recommendations based on best practices. Provide assistance to the city council in the development and analysis of budget submissions.
•Develop protocols for contingency planning in addition to emergency funding development.
•Review local, state, national, international policies and trends that affect the city.
•Inspire and foster team commitment, facilitate cooperation, and motivate team members to accomplish group goals and objectives.
•Appropriately apply principles, procedures, requirements, regulations and policies.
•Develop networks and identify internal and external politics that impact the city and act accordingly. Establish and maintain effective working relationships internally with employees, supervisors and administrators, as well as with the media, government, organizations, the legal community, and the justice system. Analyze high-level organizational systems and processes for efficiency and effectiveness, and direct the implementation of improvements. Make significant decisions on behalf of the city in accordance with statues, rules and policies.
•Participate in/on a variety of meetings, briefings, committees, and/or other related groups to represent the department and/or to provide technical expertise in assigned area of responsibility.
•Advise city council on planning, decision making, policy formation, public relations, contracts and operations. Ability to multi-task and prioritize in a high-stress, fast-paced, multi-demand environment, and the ability to make sound work-related judgments and decisions. Understand and effectively apply complex oral and written instructions, procedures, and to interpret and coordinate the development, and the implementation of policies and procedures. Provide training and consultation. Perform strategic research on issues for the city council, some of which may be of a sensitive nature. Assist in the development of the review process. Direct, guide and assist city staff. Consult with others on an as needed basis.

Quality Assurance and Placement Liaison

Inland Regional Center

1999 to 2002

Provide quality assurance and placement services for individuals with disabilities. Investigate and inspect small family homes, board and care homes, and other facilities that are dual licensed by the State of California and Inland Regional Center for Riverside and San Bernardino Counties. Work closely with Riverside and San Bernardino Departments of Public Social Services. Facility Management: review physical environments within the guidelines established by Inland Regional Center to support the goals of the organization within its facilities, recognizing compliance, issues, priorities, and the stewardship function of the facilities, grounds and personnel. Write and implement corrective action plans. Provide Training for Inland Regional Center vendors in California Codes Title 17 and Title 22.

Case Management, Quality Assurance and Placements

Inland Regional Center

1997 to 2002

Case Manager Duties

Inland Regional Center

1997 to 1999

Provide case management and advocacy services for individuals with disabilities. Maintain ongoing case load of 100 clients. Provide support, make home/facility visits and investigate complaints. Provide monthly written reports. Work closely and train with the State of California Community Care Licensing division for Riverside and San Bernardino Counties. Formal training that includes CA Title 17 and Title 22.

Education

Doctor of Management

University of Phoenix -

Phoenix, AZ

2008 to 2009

Doctor in Public Administration

University of La Verne

2002 to 2009

Master's of Art in Human Behavior

National University -

San Diego, CA

1996 to 1998

Bachelors of Science in Criminal Justice Administration

California State University -

San Diego, CA

1994 to 1996

Skills

Public policy development, community development, research and program evaluation. Conduct Total Quality Management (TQM), Lean Six Sigma and organizational leadership and management.