Oversee all operations for the federal Workforce Innovation and Opportunity Act. Provide full range supervision for administrative, management, contract and all regular operations staff (total of almost 80) from the three county-operated America’s Job Centers of California. Responsible for more than 80% of department budget.Accomplishments:• Achieved all state and local performance measures for career services despite resources being reduced each fiscal year. • Streamlined AJCC System MOU by creating a template format allowing simplification of the requirement for all 29 partners to sign. This was recommended statewide as a best practice.• Won three National Association of Counties Awards of Excellence for the Y4 Youth Leadership Event, GenerationGo! Career Pathway Program, and the AJCC System Desk Reference and Referral Process.• Obtained more than $10M in grant/MOU funding from partners, including the Office of Statewide Health Planning and Development (OSHPD), the first grant ever received from this entity. The purpose of the grant was to increase the number of Psychiatric Nurse Practitioners in the county. We were so successful in the first round that we were funded again in the second round due to the partnerships we formed with several training programs. The program is now being institutionalized to continue once grant funding runs out.• Implemented the GenerationGo! Career Pathways program by developing a Compact to obtain buy in from community college and K-12 partners. Program has helped more than 700 high school students so far obtain college credit and work experience. The program is in process of scaling to additional community colleges and school districts beyond the three school districts already implemented.

FEBRUARY 2008-JULY 2016ADMINISTRATIVE MANAGER, WORKFORCE EDUCATION AND TRAININGSAN BERNARDINO COUNTY DEPARTMENT OF BEHAVIORAL HEALTHDirected and coordinated the fiscal and analytical operations of the WET component of the Mental Health Services Act, including, budgeting, fiscal control, accounting, purchasing, grant preparation and analysis, contract administration, capital improvements and data processing.Accomplishments:• Developed Workforce Education and Training (WET) component plan to align with the regulations in the Mental Health Services Act (MHSA). Ten programs were designed and implemented after receiving state approval of the plan. First county in the state to receive all $10M which was the full ten-year funding with initial request.• Under my leadership program grew from 18 interns and less than 40 volunteers to over 150 interns, volunteers, nursing students, medical students and psychiatry residents.• Conducted first county hiring event for clinicians. The department had 45 vacancies and we were able to fill 35 in one day through a job matching process that involved about 90 applicants interviewing with all programs that had vacancies. Other positions were filled subsequently and no applicant or program got lower than their third choice.• Created Medical Education Program to resolve psychiatrist shortage. Included creating 32 residency slots (up from 4), partnering with local medical schools to increase number of students rotating and incentivizing existing physicians to provide supervision. Shortage was initially 31 FTE and was reduced to none in 4 years.• Developed training plan for Electronic Health Record implementation assuring that all staff would get upskilled to be able to do their jobs in the new automated environment.

Responsibilities and achievements included:Provided leadership to a small team of Program Specialist Is by:Mentoring by making work assignments, reviewing work, providing program training, and assisting in setting work priorities.Coordinating and organizing large or complex work assignments that have been assigned to the team, andFacilitating discussions regarding the relationship of assignments with other programs or handbooks, and identifying areas where collaboration with other programs may be needed.Developed an extreme temperature program that included client fliers, office posters and a policy and procedure for contacting elderly and disabled clients during times of extreme heat. Assumed a leadership role in consulting with management on key projects by participating in workgroups and joint operational meetings with Human Services, other San Bernardino County departments and other agencies. Identified as a Subject Matter Expert by California Welfare Directors Association Long Term Care Operations Committee.Initiated and maintained contact with state and county officials and other counties to ensure accurate implementation of regulations and/or other legislative requirements. Updated the entire Policy and Procedure manual consisting of more than 10 changes to ensure compliance with regulations.Assisted Human Services management with analyzing, responding to, and rebutting issues of non-compliance and outcome levels as a result of federal and state audits or local critical incident case reviews, including the development of products that help improve accuracy and compliance or facilitate positive outcomes. State Quality Assurance Analysts noted a marked department improvement between the annual state reviews.Developed a new Excel form that combined nine forms in one spreadsheet that allowed for single entry. Provided the training to all Social Workers in the In Home Supportive Services program.

In July 2006 acted as the lead for the heat wave emergency situation. The Governor's Office instructed all County Welfare Departments to contact all of their vulnerable clients in one day. There were 16,000 people that had to be contacted in San Bernardino County. I created a tracking system, coordinated conference calls, developed a script, made call assignments, reported findings to the state, wrote a press release and answered staff questions.Edited and wrote sections of the Mental Health Services Act Community Services and Supports plan. Resulted in DBH plan approval. The plan was highlighted as an example for other counties to follow.Analyzed and interpreted federal and state laws, regulations and court orders and directives from the State for impact on current operations.Performed preliminary and detailed planning for implementation of new or revised programs and procedures. Conducting formal and informal studies/surveys of program implementation.Recommended, wrote and distributed departmental policies and procedures affecting the In Home Supportive Services (IHSS) program.Developed forms and writing procedural instructions for their implementation.Analyzed existing operations, procedures and systems within program area. Made recommendations for organizational or procedural changes, resulting in more efficient organization within the framework of legal requirements. Updated the handbook in order to reflect these changes.

Responsibilities and achievements included:Presented project status, feasibility studies and marketing analysis to senior management on regular basis.Developed and delivered over 20 trainings to audiences of about 30 staff. The training was focused on implementing a new social services computer system. I provided training to line staff and executive management staff. I also delivered Business Process Change orientation sessions in all six of the district offices to communicate how the department's operations would be affected once the system was implemented.Developed training curriculum and materials for all sessions that included screen shots of all new application screens to demonstrate the functionality of the new system. For the Business Process Orientation sessions I developed PowerPoint presentations to simulate how different levels of staff would perform their job duties once the new system was implemented.Presented business process recommendations to executive management involving modifications to organizational structure and day-to-day operations.Established and directed a cross functional team to evaluate and recommend improvements for a major system implementation. Designed and developed new business processes and managed projects to implement change across multiple functional areas.Developed analysis on department impacts such as staffing changes, fiscal planning and operational needs. Established change management programs to smooth implementations.