I provide strategic guidance to the principal investors on modernizing the public health system. Initiatives underway include:• Expanding the work on maternal health and equity from NJ into other states• Establishing the NJ Birth Equity Funders Collaborative• Working at national and state level to facilitate use of ARPA funding to strengthen the community-based workforce• Researching new areas of grant-making in maternal mental health and rural health• Developing a strategic communications plan for the FoundationThe Community Health Acceleration Partnership (CHAP) is a venture philanthropy that works to build stronger, more effective community health systems through catalytic investments and strategic engagement. CHAP focuses on vulnerable and underserved populations throughout the United States. It’s mission includes reducing infant and maternal mortality and morbidity and ensuring equity in care and outcomes for mothers and infants of all ethnic groups.

Co-led Spring 2024 Advancing Birth Equity in New Jersey Policy Task Force, introducing undergraduate students to the maternal mortality crisis in New Jersey.In addition to studying the conditions surrounding the state’s historically poor maternal health outcomes, students engaged in an in-depth exploration of state-level policy and the birth equity movement. Through discussions with community leaders, practitioners, course facilitators, and one another, they analyzed existing policy issues and developed recommendations for improvements tailored to New Jersey’s unique challenges.

Develop and fund strategies to bring about systems change. Partner with state government leaders and health-care providers to pilot innovative, field tested models, and bring them to scale. Focus: telemedicine, population health, behavioral and maternal child health, health equity, and trauma-informed care.Pilot Models/Grants• Developed innovative models adopted by 10 health systems and health plans which integrated behavioral health and physical health care. For example:- As a consultant to Horizon BCBS, initial work on NJ county pilot around integrating behavioral and physical health led to its expansion across the state- At Rutgers Robert Wood Johnson Medical School, created model that serves 17,000 primary care physicians via telementoring around complex care. Reduced need for specialist referrals by 1/3, 96% reported “highly satisfied.”- Co-led re-design of rural hospital as a board member; adopted a unique model that fully integrates behavioral health in an underserved part of the state.• Achieved 80+% grantee success by developing a strategy for grantmaking and execution:- Selected over 20 partners via a highly effective grantee selection process.- Provided technical assistance to partner organizations on all aspects of proposal and implementation, including business plan and fiscal benchmarking.- Developed Foundation’s first strategic communications plan that succeeded in attracting the “right” partners and building the brand visibility needed to achieve the Foundation’s mission.Leadership Initiatives• Served as a core member of a leadership workgroup that developed new Medicaid reimbursement models for doulas and community health workers, models resulted in NJ being only one of two states allocating Medicaid funds to doulas. • Led the initiation of a telemedicine platform to disseminate emerging best-practices for COVID-19. Over 17,000 providers participated over 4 months.

Promoted four times from Special Assistant to Deputy Director, based on record of effective leadership.Deputy Director | 2011 - 2012Director for the Division of Addiction Services (DHS / DAS) | 2006 - 2011As Deputy Director, led the Community Based System of Care, providing operational and policy direction. Served over 380,000 individuals annually, with a total budget of approximately $900 million, 300 community-based providers. Key accomplishments in these two senior roles:• Transitioned the system of care to a managed behavioral healthcare approach, to achieve greater access to care, improved client outcomes, and greater cost effectiveness. • Recruited and developed a senior management team of 14. Credited with creating a culture that fostered strategic thinking and innovation.• Spearheaded merger of the Divisions of Mental Health and Addiction Services, improving ability to address needs of individuals with co-occurring mental illness and substance use disorders.• Worked with partners in fashioning and implementing a $8 million expansion of the State’s drug court program.• Co-led implementation of a $12 million national model for child welfare families.• Launched a unique $10 million pilot program offering access to medication-assisted treatment through mobile medication units and supportive housing in six NJ cities.• Made significant improvements to business systems including implementing an electronic contract information management system, a single fiscal agent to manage all billing, and an electronic eligibility process.• Piloted pay-for-performance contracts; providers receive incentives tied to client treatment outcomes.Acting Deputy Director for the Division of Addiction Services | 2006Special Assistant to the Deputy Commissioner for Family and Community Services | 2003 – 2006Special Assistant to the Director of the Office of Planning and Special Initiatives | 2002 – 2003

Universal Access Coordinator• Established and managed a new unit to:o Ensure that services are integrated and accessible for clients from primary to tertiary levels of care within a coherent health system.o Link patients to all available social services in Trenton.o Gather data on the healthcare and health status of patients in a “real world” setting.• Launched a day care center for children of pregnant and parenting teens at a high school.

Planned a technical assistance and skill building meeting of Reproductive Health Coalition and Organizing Fund grantees. Planned national annual meeting of Women and AIDS Fund grantees. Edited report on social movement building and grassroots organizing. Researched evaluation measures for social movement building and health advocacy.

Director for Managed CareLed the agency through a successful transition to Medicaid Managed Care. Promoted to Director after one year. Negotiated managed care contracts with five managed care organizations.• Developed new policies and protocols for day-to-day operations and trained staff• Spearheaded patient enrollment activities supervising three enrollment specialists• Conducted policy analysis and advocacy in the areas of managed care, healthcare, and social services and changes public policy, which affect the communities served by CHN.

Human Development and Reproductive Health UnitProgram Associate/ Consultant (Program-officer equivalent) Attained this fellowship via a highly selective process. Fellowship was extended from two years to three based on performance• Provided ongoing technical assistance to a $4 million US funding initiative entitled Sistersong: Women of Color Reproductive Health Project. Organization became a leader in reproductive justice and continues to this day.• Researched and developed funding priorities for a $1 million US initiative on welfare reform and its impact on reproductive health.• Planned the Ford Foundation Worldwide Reproductive Health Affinity Group meeting.

Utilized current research methods to evaluate CBD peer counselor sexuality education program. Carried out community based public health education groups.

Intern: Conducted micro-enterprise training sessions for local women’s collaboration.