Abode Communities is a nonprofit social enterprise that has been rooted in community development throughout the State of California since 1968. More than an affordable housing provider, our work fosters a culture of housing inclusion by integrating families and individuals with neighborhoods so communities at-large can thrive.Responsible for the oversight of a portfolio of business divisions responsible for ensuring that Abode Communities continues to provide high-quality, service-enhanced affordable housing. Oversight areas include:- Property Management & Facilities Division- Resident Services Division- Talent & Culture Division- Information Technology- Corporate Administration- Organizational Strategy- Racial Equity, Diversity, and Inclusion

• Serves as a key member of the senior management team and advisor to the CEO, COO, and CFO on all matters as it relates to the organization’s strategy and alignment to mission, vision, and values• Serves as the organization’s chief human resources and administration officer responsible for all aspects of the human resources provision including talent acquisition, performance management, and employee relations• Serves as the organization’s chief diversity officer, responsible for all aspects of the commitment to racial justice, equity, and inclusion• Oversees corporate technological infrastructure and responsible for modernizing our organization’s technology use to ensure business continuity and streamlining of work between divisions

Coro’s Executive Leadership Network (ELN) convenes executive leaders from the public, private, and nonprofit sectors for an intensive, part-time leadership training collaborative. Leaders expand their leadership mindsets and cultivate a thriving professional network over the course of 6-months and 50+ hours of leadership development. ELN fosters the sharing of critical leadership perspectives, experiences and insights across functional and organizational boundaries to encourage robust exploration of ideas and practices that will contribute to the development of adaptive leaders and to agile, empathetic, high-performing organizations and teams.

Based in Los Angeles, the Lucas Museum is a non-profit museum committed to exploring and celebrating the power and significance of visual storytelling. The Museum will feature some of the most compelling, original works of narrative art from around the world through an unprecedented range of visual art forms, including paintings, illustrations, comic art, digital art, photography, along with an in-depth exploration of filmmaking (including storyboards, costumes, animation and visual effects). The Museum is committed to attracting and engaging a large and diverse audience. - Overall management of HR functions including all policies and processes to guarantee the effectiveness and efficiency of all policies and procedures including Employee Handbooks.- Oversee the recruitment process & orientation of new hires- Manage the development and training of the workforce- Advise and support management in all areas of HR and Risk Management as related to employment issues.- Oversee job analyses and update/develop/advise job descriptions to fit the current needs of the organization.- Lead in the management of compensation, ensuring the Museum is competitive in compensation and benefits.- Responsible for periodic audits of LMNA HR practices and documentation- Manage ongoing/annual performance management review processes, including system selection and design, development, training, individual development plans, result tracking, and succession planning- Manage the design, administration & effectiveness of ongoing rewards and recognition programs- Guide management and employee actions by developing, writing, and updating LMNA HR policies, procedures, methods, and guidelines, and communicating and enforcing organization values in compliance with all legal and organizational requirements, standards and procedures

Leadership for Educational Equity (LEE) is a nonpartisan, nonprofit 501 (c)4 leadership development organization dedicated to ensuring every child has the opportunity to attain an excellent education. By developing a new, diverse generation of leaders and inspiring them to take action on behalf of kids, we believe we can close the opportunity gap and achieve educational equity in our time.• Shaped the overall vision and strategy for how LEE attracts, engages, develops and retains extraordinary, diverse talent;• Conducted ongoing data and landscape analyses to determine the most strategic actions, partnerships, and strategies;• As part of the Strategy and Operations Team, collaborated on the overall strategic direction of LEE and assist with special projects;• Led the creation of staff leadership and professional development strategy, including employee orientation, development and training;• Established an in-house employee training system that addresses LEE’s staff training needs including training needs assessment, new employee orientation, on-boarding, and continuous staff development;• Developed scalable systems and processes to manage talent recruitment and new hire on-boarding;• Partnered with hiring managers and the leadership team to execute on ambitious growth plans, built profiles for open roles, as well as on prospecting, recruitment, cultivation and selection processes and on-boarding of new hires;• Lead the implementation of the performance management system that includes staff performance evaluation and individual development plans;• Managed organization headcount planning, the annual compensation review process and benefits administration;• Determined and implemented practices that help develop of a staff culture based on organizations core values.

The mission of The Broad Center for the Management of School Systems is to raise student achievement by recruiting, training and supporting executive leadership talent from across America to become the next generation of urban school district leaders.Managed all operational aspects of The Broad Center headquarters, including:- Administration (i.e. managed databases, managed supplies, provided limited administrativesupport to executive director and senior management, managed overall office appearance,provided administrative support for board meetings)- Communications (i.e. ensured consistency and accuracy of communications, manage andreviewed website content)- Finance (i.e. financial reporting, budget analysis, ensured efficient and accurate processing ofinvoices and expense reports)- Grants Management (i.e. managed accurate and on-time reporting to external funders)- Human Resources (i.e. managed hiring, on-boarding, professional development, performancemanagement)- Professional Learning Community (i.e. planned and designed weekly team meetings and 2-3 staffretreats per year, maintained a positive and professional office culture)- Technology (i.e. work with technology support team to ensure effectiveness and efficiencyof technology systems and hardware)- Developed and managed administrative, financial, and operational systems required for theCenter’s core programs to function efficiently and consistently as needed (i.e. common systems for materials production, travel, vendor management, financial reporting)- Independently developed and led cross-program team of associates and managers to share bestpractices, provide professional development, and promote collaboration and consistency acrossprograms

Counseling and Psychological Services (CAPS) provides short-term personal counsel and psychotherapy for the student population at UCLA.- Managed all administrative staff (2 direct, 3 indirect), with responsibilities ranging from reception to human resources, finance, and outreach.- Balanced departmental budget and realigned personnel processes within university guidelines;- Served as lead on data evaluation and assessment efforts resulting in successfully advocating for an increase in departmental mental health funding;- Oversaw rebranding and marketing campaign of department from “Student Psychological Services” to “The Counseling Center”;- Oversaw stream-lining and redefinition of administrative processes to better support clinical and student-client needs;- Created automated processes that increased clinical efficacy and better interaction with student-clients;- Served as resource person/consultant to other UC’s and colleges/universities on administrative processes, especially relating to electronic medical record systems.

The UCLA Community Programs Office (CPO) was first established in 1970 by concerned students, staff and faculty to encourage students to raise their consciousness through community service. Today, the CPO is a departmental unit which serves as an umbrella to the Student-Initiated Access Center, the Student Retention Center as well as twenty-four community service projects. The CPO is one of the most diverse places on campus, where students from various communities come together to learn from each other and share each others experiences. It is a place for students to find a community away from home, a safe place where they can feel comfortable enough to grow and flourish during their time on the UCLA campus.- Managed and provided leadership to all administrative staff (3 FTE) ranging in areas from general office management to finance and administration. - Advised and mentored advising staff (4 FTE) on organizational protocols, best practices and University rules and regulations.- Oversaw establishment of department administrative processes, inclusive of budget, personnel, and general administration;- Oversaw bifurcation of Community Programs Office from Center for Student Programming;- Provided leadership and guidance to student organizations resulting in the successful implementation of a UCLA referendum, creation of consistent funding protocols, and compliance with University administrative policies;- Directed departmental functions for an interim period during an extended leave period by Director.

The Student Initiated Access Center/Committee (SIAC) was created in the spring of 1998 as a means of housing, funding, and promoting cross-community collaboration amongst student-run and student-initiated outreach programs. The impetus for its creation came in the wake of the dramatic drop of underrepresented students in the UC system, due to the passage of Proposition 209 and UC Regent's standing policies 1 & 2. - Co-founded project, drafted mission statement and assisted in advocacy efforts at a local, UC- wide, and state-wide level to establish funding for student-initiated access programs;- Mentored and trained team of undergraduate and graduate students (+25 staff) on skills ranging from peer advising and tutoring, to mentoring and academic intervention.- Responsible for administrative, financial, and logistic set-up and operation of project;- Participated in long and short term strategic planning for project inclusive of school/community site selection and resource allocation;- Actively sought out partnerships and collaborations with Community-based or Non-Governmental Organizations in support of K-14 access work;- Ensured that program stayed within parameters of funding allocated by Student Initiated Access Committee, responsible for maintenance of budget ranging from $20-75K;- Provided analysis and reports on various project activities (e.g. mentorship, academic skill building) providing quantifiable and qualitative data of change over time for program participants.

The Bruin Readmission Program (previously Summer Readmission and Retention Program) is designed to allow access to campus resources for academically dismissed UCLA students. BRP is a collaboration between College Academic Counseling (CAC), the Academic Advancement Program (AAP), and the Student Retention Center(SRC). Counseled caseload of approximately 10-15 dismissed students from UCLA.Tracked students’ academic progress; ensured timely and active progress towards readmission.Built academic motivation and self-confidence within students; taught important skills such asTime/stress management and course selection.Communicated with other UCLA campus entities (Academic Advancement Program, TheCollege, and Counseling and Psychological Services) in order to ensure students’ academic success and resource development.

The Student Retention Center (SRC) is the first student-initiated, student-run, and student-funded retention center in the nation. The projects and services within the SRC are designed to assist undergraduate students with academic difficulties and cultural and social transitions.Counseled caseload of approximately 85-100 UCLA undergraduates.Tracked students’ academic progress; ensure timely and active progress towards graduation.Prepared staff development programs.Planned, oversaw, and executed workshops and programs designed to increase students’Academic success at the university.Assist in overall program development (e.g. budget proposals and evaluations).