Throughout my professional career, I have been acknowledged for my proficiency in the following general management areas: fiscal conservatism and efficient contract negotiations; effective communication skills and dynamic supervisory style; and competence and detailed knowledge of program design and execution, evaluation and CQI implementation; and staff training and development. I have a reputation for consistently delivering projects on time and well under budget. My management style incorporates successful consensus-building among peers, attention to client satisfaction and adherence to the agency’s mission. My qualifications include special expertise in the following areas:

Asset and Project Management: Oversight and management responsibility for the construction and start-up of three Article 28 Adult Day Health Care Programs. Restructured the Housing Division operations (240 housing units) to ensure cost effective services and improved client satisfaction. Negotiated a ten-year building lease resulting in an overall cost savings of more than $600,000 to the Agency over the lease term. As Interim Deputy Director of Healthcare managed a $4 million dollar budget for a 13 month period. Through outreach and reorganization, built the client census from 35 clients/day to 58 clients/day resulting in an increase of program funding totaling $1.3 million. Restructured staff management responsibilities to include the elimination of 27 deficiencies for the Article 28 Adult Day Health Care and the first deficiency free survey for the Adult Day Health Care Program in over 1999 years.Negotiated contract renewals with public fundersthat included a $90,000 contract expansion from the AIDS Institute in 2005 Implemented a Quality Assurance Evaluation Needs Assessment with the identification of low performance indicators. Managed an effective Quality Assurance Response Plan without the need for an independent evaluator consultant, saving the agency approximately $90,000. Organized a coordinated Advocacy Campaign to raise the agency’s MEDICAID reimbursement rate. This campaign involved 15 clients going to Albany on 26 separate occasions over an 18-month period to present testimony. These efforts culminated successfully in a revenue increase for the Agency of 3% in its MEDICAID reimbursement rate. Designed and implemented a Client Incentive Program. This program provides the data to give clients extra Metro-Cards as an incentive for higher Agency program utilization activity. Higher utilization levels means more revenue to the Agency through MEDICAID reimbursement.