Lead national team supporting State and local governments to prevent households from becoming homeless in the first place and make the rehousing process more efficient, effective, and equitable. GPL supports localities’ progress in reducing homelessness through the alignment and coordination of systems beyond homeless response agencies to create broader local ownership of the problem of, and solutions to, homelessness. Currently providing applied research support and technical assistance to Chicago, Colorado, Detroit, and Los Angeles. The jurisdictions will test approaches on the following initiatives:Streamlining the permanent supportive housing process in Chicago to address the length of time individuals are homeless, improve the client experience, and increase program financial sustainability.Connecting individuals in Colorado state prisons to housing services pre-release to reduce the likelihood of future homelessness.Establishing a comprehensive, coordinated, and strategic upstream homelessness prevention system in Detroit to connect unstably housed individuals to appropriate supports, including legal defense for eviction cases.Researching recent increases in Latinx homelessness in Los Angeles and designing and testing service models to more equitably connect those in need to housing .

Senior thesis advisor for human-centered design projects on permanent supportive housing

Develop and operate an innovative department for building permanent housing solutions for homeless households, evolving temporary initiatives from the NYC Office of the Mayor into a fully dedicated office, integrated into one of NYC's largest city agencies (14K FTE, serving 3M New Yorkers with annual operating of $9.7B). Grow initial staff of 2 FTE's in 2016 to presently manage 30+ FTE's with diverse skill sets to coordinate nearly 7000 placements annually into portfolio of permanent housing (from 1,000 placements in 2016 prior to launch of Office). Design and oversee performance management systems for all housing initiatives, working to standardize key program inputs and streamline the referral process across all programs. Create internal and external reporting systems to brief Executive Agency leadership on program deliverables on reoccurring basis. Articulate maturity strategy to stabilize portfolio, scale, and expand scope. Oversee start-up and ongoing operation function for office for vendor contracts and OSAHS staffing, developing contracting mechanisms through competitive procurement process for new programs, negotiate with vendors and coordinate throughout agency for execution (add $22M in new contracts to Office). Lead staff recruitment and onboarding through City labor requirements, facilitate access and training to critical IT systems, develop staffing plans, facilitate team restructures, and monitor staff resources and outputs to maximize efficiency across all programs and increase annual homeless placements overall.

Serve as primary liaison for core agency work at the Department of Homeless Services and the Human Resources Administration, with combined annual operating budgets of $10.78B and over 15,000 employees Citywide.Led weekly interagency meetings on priority health and human services policies areas, coordinating across various deputy mayor’s agencies, including Dept. of Homeless Services, Human Resources Administration, Dept. of Housing and Preservation Development, New York City Public Housing Authority; and within City Hall, including First Deputy Mayor, Deputy Mayor for Health and Human Services, Deputy Mayor for Housing and Economic Development, and Office of Management and Budget. Design and manage system to track performance of new initiatives driving Administration’s key policy commitments, including: daily and weekly data collection, presentations on progress, and corrective action planning; sample policy areas include homeless prevention programs (10 distinct initiatives) and permanent housing programs (9 initiatives), representing $1B City investment over 4 years. Coordinate weekly briefings for Mayor and Deputy Mayors, synthesizing performance data, process improvements, and short/medium/long-term recommendations for health and human service priorities; coordinate analysis of intergovernmental considerations, cost, legal constraints, and communication materials/strategies.

Lead overhaul of workforce development unit through diversifying funding streams, capacity building for baseline operations (work readiness curriculum, job placement rates and long-term retention rates) and new program innovations focused on long-term career advancement. New innovations include adapting a sector-based approach, implementing hard-skills training, centralizing business development, and implementing subsidized work programs.

Oversee portfolio of 8 distinict workforce initiatives for special populations, placing over 4,000 jobseekers annually and operating independently of the Workforce1 Career Centers (WIA One Stops), including a high-profile $6.2 million program collaboration between NYC Dept. of Probation and the Mayor’s Center for Economic Opportunity; assumed Director’s position to ensure 2 contractors achieved performance-based contracts to place 1,250 Probationers paying a minimum of $9/hr over 22 months.

Oversaw both adult workforce operations and launched a Department of Youth and Community Development In-School Youth Program. Supervised a team of intake specialists, job developers, career counselors and interns. Interfaced with local schools, houses of worship, small businesses, block associations and other community based organizations. I was appointed chair of the Formerly Incarcerated Services committee of the Bedford Stuyvesant Public Safety Corps, a community-based task force that includes a variety of City and State representatives.

Connected former offenders, recovering substance abusers, and long-term welfare recipients to employment opportunities for Times Square Ink, the court’s job training program annually serving over 250 adults. Placed over 150 job seekers into full-time permanent jobs with opportunities for advancement; maintained and expanded network of employer partners; established internship opportunities to enhance program training. Routinely exceeded performance goals for NYC Human Resource Administration “Special Populations” and NYS Division of Probation and Correctional Alternatives contracts; assisted in program restructuring to integrate both mandated and voluntary participants. Provided individual and group job counseling for participants; instructed all participants on career expectations and planning; tracked participant placement and retention.