Serves as a member of the chief executive leadership team and an active participant in making strategic decisions affecting AABR. In partnership with the Chief Executive Officer (CEO), the CPO is responsible for establishing a strategic vision and guiding philosophy that will inform short- and long-term programming goals, drive new programs, and carefully monitor the progress toward those efforts. Responsibility for all program staff, their supervisors, and program administrative/support staff.… Show more Serves as a member of the chief executive leadership team and an active participant in making strategic decisions affecting AABR. In partnership with the Chief Executive Officer (CEO), the CPO is responsible for establishing a strategic vision and guiding philosophy that will inform short- and long-term programming goals, drive new programs, and carefully monitor the progress toward those efforts. Responsibility for all program staff, their supervisors, and program administrative/support staff. Strategic leadership position and rely on the program directors for day-to-day program management. Serves on the chief executive leadership team, represents outreach services, residential services, day habilitation, community, and clinical programs, contributes to strategic planning, leads program development, crafting messaging, and enhances core relationships. The chief executive team also supports development activities with the goal to increase community and financial support. • Develop policies and procedures aligning service delivery with the requirements of government contracts, grants, foundations, or as otherwise required by the organization. Review pertinent data points for intersectional correlations that could support new or improved programming or funding opportunities. • Manage program budgets to ensure appropriate allocation of program funding. Build external relationships, collaborations, and partnerships with other organizations to broaden services. Identify potential new relationship targets and strategize with the CEO. • Manage and prioritize relationships with key partner organizations. • Promote program wins and client success stories throughout the organization, including staff, funders, private donors, and collaborative partners to keep individuals motivated and informed about AABR. • Promote clear communication and collaboration between all departments throughout the organization to ensure succinct progress toward current goals. Show less

Develop and identify opportunities for business growth and create market strategies based on those opportunities to meet and exceed revenue targets. Increased day habilitation population by over 35%. Developed Residential opportunities increasing 17 opportunities • Directed the opening and successful operation of a Drug and Alcohol program for children and an outpatient clinic in PA. • Oversaw the school for autistic and emotionally disturbed children as part of the juvenile justice system.… Show more Develop and identify opportunities for business growth and create market strategies based on those opportunities to meet and exceed revenue targets. Increased day habilitation population by over 35%. Developed Residential opportunities increasing 17 opportunities • Directed the opening and successful operation of a Drug and Alcohol program for children and an outpatient clinic in PA. • Oversaw the school for autistic and emotionally disturbed children as part of the juvenile justice system. Developed and opened a successful, thriving, revenue-generating PWW program without walls in Nassau and Suffolk County, NY • Plan, coordinated, and ensured the implementation of strategies to develop donors, funding, and contributions to support the organization. Acquired several federal and private Grants resulting in 2.5 million Dollars of Revenue • Provided input regarding policy and procedure decisions for the senior management team to enhance business operations and continuity of services. • Maintain and cultivate relationships with government, private entities, and families requesting services. • Provide mentoring, leadership training, and development seminars to staff • Provide RFP and marketing materials for all states to aid in awareness, moral,e and recruitment efforts • Liaise with outsourced marketing and webmaster on revamping of brand recognition, website, etc. Show less

OPWDD is responsible for coordinating services for nearly 140,000 New Yorkers with developmental disabilities, including intellectual disabilities, cerebral palsy, Down syndrome, autism spectrum disorders, Prader-Willi syndrome and other neurological impairments As Director of OPWDD, Jeff was responsible for supervising service programs and daily operations of the organization. He Trained staff members, developing programs, soliciting funds, and assisting the management in budget preparation… Show more OPWDD is responsible for coordinating services for nearly 140,000 New Yorkers with developmental disabilities, including intellectual disabilities, cerebral palsy, Down syndrome, autism spectrum disorders, Prader-Willi syndrome and other neurological impairments As Director of OPWDD, Jeff was responsible for supervising service programs and daily operations of the organization. He Trained staff members, developing programs, soliciting funds, and assisting the management in budget preparation, overseeing the annual fund-raising events. He managed the community services departmentfor the Borough of Queens. This includes but is not limited to case management, voluntary programs, budgets, audits, redesign of the service delivery system for individuals with intellectual disabilities throughout the borough. Serve on the city-wide priority committee which includes housing, employment, day and weekend recreation programs, and crisis housing.Jeff's role was also to lead in team building; meet with the leadership team monthly to keep lines ofcommunication open. He encouraged the team to meet with their staff and solicit ideas on how we can foster the growth of the staff. Oversaw the periodic employee recognition events. He created tracking databases and monitoring systems to ensure defined metrics are being met. Provided leadership to the voluntary community in person-centered planning and decision making. As a member of the DDSO Leadership Team since 2006, Jeff participated in several major initiatives including the reconfiguration and downsizing of the institutional campus, implementation of the DDSO Medicaid Part D program and performed liaison functions with the Department of Health, Office of Medicaid Inspector General and OPWDD Central Office. He encouraged agencies to develop programs that ensure that individuals are safe in all environments. Served as a lead in the new "Front Door" access process to OPWDD services. Serve as a presenter for all OPWDD initiatives Show less