To continue my career with the Port Authority and utilize my administrative skills to benefit mutual growth and success in the agency. My core competencies are creative thinking, organizational and planning, oral and written communication, attention to detail, initiative, decision-making, adaptability, and teamwork.
Senior Executive to Chief Operating Officer – 2008-2017
Thrive in challenging fast paced environment, where principal has large span of control over key operations including: four major business units including Aviation, Ports, Tunnels & Bridges, PATH Rail and Operations Services. In 2012, the COO was also responsible for PA Police (PAPD), Office of Emergency Management, Project Management Office and Security Project Management. This experienced level performs a full range of duties that require considerable
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Maintain a shared efficient filing system. Led a project to develop and streamline paper files, minimizing need for physical files by 70% and reducing research time by 80%.
Oversee procurement and inventory of office supplies; manage annual supply budget of $9K.
Build strong relationships with department staff and supported departments through positive attitude and caring; initiate timely response communications.
Senior Executive Secretary to Executive Director - 2007-2008
Despite junior standing in the Agency, provided most senior level of administrative support in the Agency. Handled confidential matters and ongoing coordination with other external Agency heads, CEO’s, VIPs, international officials, and elected officials, including planning and coordinating corporate meetings, luncheons and special events, complete with agenda and itinerary preparation. Completed scope of work until departure of Executive Director in 2008. In addition to administrative roles and responsibilities that go further than simple secretarial responsibilities and logistics, I was able
The NHS change model has been selected for this quality improvement. The NHS change model consists of eight dimensions, which are described as a useful tool to enhance change. This model has been identified as being effective in health care organisations, encouraging the use of teamwork to implement systematic improvements.
Ja Young, thank you for breaking down what the difference are between diagnostic, formative, and summative assessments that demonstrates mastery of nurse practitioner competencies. After reading your post, I also felt it is important to examine the mastery of “policy” through courses such as health policy, which we will be taking in our program. It is important for nurse practitioners to not only understand the changing policies regarding scope of practice, but also how to advocate and contribute to the development of health policies (Dzubur, 2015). As nurse practitioner students, we can increase our exposure to political changes to practice by joining organizations such as California Association of Nurse Practitioners (CANP) and attending events such as Lobby day.
Nurses are key components in health care. Their role in today’s healthcare system goes beyond bedside care, making them the last line of defense to prevent negative patient outcomes (Sherwood & Zomorodi, 2014). As part of the interdisciplinary team, nurses have the responsibility to provide the safest care while maintaining quality. In order to meet this two healthcare system demands, the Quality and Safety Education for Nurses (QSEN) project defined six competencies to be used as a framework for future and current nurses (Sherwood & Zomorodi, 2014). These competencies cover all areas of nursing practice: patient-centered care, teamwork and collaboration, evidence-based practice, quality
Ask each and every frontline employee to be approach able every time and be friendly with the customers.
The NHS was then finalised during 1948, the main role of the NHS was to reduce health inequalities throughout Britain, so that everyone could be treated the same way, whatever their finance stability, job status and location. They believed that this programme should have reduced inequalities throughout Britain. It was created by Aneurin Bevan and Edwin Chadwick but it was successful until the Prime Minister at the time who was Margaret Thatcher accepted the Bill through Parliament. The NHS included the Public Health Acts such as maternal and child welfare, availability for beds in hospitals and General Doctors in local areas. The NHS also included things such as Vaccinations and Immunisations and social work skills such as home helps and also
What kinds of programs, activities, projects, or services would you propose for implementation if you are selected for the position(s) you have applied
Chief Mangan was the spearhead of new plans, however, the approval was still relied on by the Chief and his staff, he needed to permit administrators and first line officers to create general views and projects themselves. Hand-picked one for each department, Mangan gave them roles and duties to present to their staff regardless of where they ranked in that area. This was so that all departments could become one under one umbrella with different job duties to make the organization run smoothly. “While Mangan expanded the managerial duties, because civil service regulations controlled promotion throughout all levels of the department except for the Assistant Chief and Chief positions, he had little authority to replace supervisors who were not up to these new roles. As a result, Mangan identified individuals in the department who were innovators and gave them authority to design new programs, regardless of their rank” (Cordner, 2016, p
Always have a connection with your customers such as listening to their complains, or suggestions.
Recommendation #3: Hire new staff immediately and make sure that they are receiving extensive training. Potentially hire an on call staff to provide extra support for peak time of
3.)Offer Additional Education and Training: Finally, leaders have the opportunity to offer training and education to the struggling team member in an effort to improve the relationship, trust and job performance as a result.
Core Competencies - Working Smarter, Not Harder! The Opportunity You have a good product, a good market share, a good distribution. How do you "raise the bar" and become truly great? The Solution
My main professional goals are to continue developing a career that will incorporate three major components: 1) Educating and promoting health/wellness domestically and internationally, 2) Evaluating programs and initiatives within the fields of community health, mental health and substance abuse, and 3) Working with low-income and minority communities to strengthen and rebuild
Over 20 years of HR experience that includes hiring of a mix of university students through senior leaders. I've hired over 2,500 employees and coached individuals from all levels of the organization.
Competency mapping the buzz word in any industry is not complicated as it may appear. At the heart of any successful activity lies a competence or skill. In recent years various thought leaders in business strategy have emphasized the need to identify what competencies a business needs, in order to compete in a specific environment. Competency mapping is a strategic (Mily Velayudhan T.K, 2011) HR framework for monitoring the performance and development of human resource in organizations.
First, it needs to take the time to understand why the staff acted in such a negative manner and these means truly listening to what the staff is saying and jointly develop ideas that might improve relations in the future. Next, it must act upon this input by designing and implementing activities and/or procedures that will achieve improved relationships and identification. Finally, it must reassess its organizational structure and possibly secure additional contracts to establish advancement pathways.