Leadership Execution, Transforming Vision Into Reality

As Warden, I was commissioned with much latitude to exercise independent judgment, actions, and decisions in the development of strategies in policies & procedures, training, uniform staffing ramp-ups, and the rapid deployment of workforce resources in the management of over 1,100 uniform officers and over 125 uniformed supervisory personnel of multiple ranks under my chain of command within multiple long-standing correctional institutions, as well as the establishment and operationalization of transition teams within new commands, such as the Central Intake and the development for the opening of the Bronx Hall of Justice as the Executive officer in my previous capacities. These undertakings included all logistical, staffing, operational, and security readiness requirements. Additionally, analyses were performed on workflow efficiencies (both uniform & medical personnel), technological adaptations, and the impact of prevailing climactic conditions in the New York City region with the passing of warm and sunny weather followed by cold winter months.  

Identifying Unbudgeted Expenses | Realigned Standards of Measure

All commands are reviewed to identify unfunded facility-added functions. These positions are examined, and decisions are made to eliminate or to become realigned within tasks and standards to address the frequency of unbudgeted ancillary tasks within budgeted events. In addition, any position that is determined to be civilian is submitted through EHIRE to be filled, if necessary, within the presence of long-standing civilian vacancies. 

Civilian Vacancies | EHIRE

EHIRE is an electronic onboarding system dedicated to filling civilian personnel positions as they become vacant.  

Government Workforce Management | Budgetary Constraints 

When the parameters of budgetary assumptions are not comprehensive, they will fail to intertwine essential details within [static] budgetary formulations. Static budgetary formulations are a blind method to interpret the rate of change that can consistently vector within budgeted derivatives beyond their measure. Any activity establishing a regular pattern as a new integral within active derivatives will degrade budgetary harmony, as mandatory ancillary tasks reduce workforce availability from baseline functionality.

Underestimating the rate of change and velocity of activities that require time and energy will undermine budgetary assumptions in perpetuity. These vulnerabilities impact governance standards as they lack effective oversight and accountability.

To effectively address these challenges, leaders must systematically re-engineer existing system deficiencies through comprehensive, evidence-based models. This approach will clarify budgetary uncertainties and provide long-term sustainability as efficient solutions are established to codify adequate budgetary assumptions to avoid operational shortfalls.
 

Additional Executive-level specialized assignments; 

In 2010, I replaced the Bureau Chief of Administration within a department reorganizational change in the delegation of leadership and authority. As the Commanding Officer of the Office of Administration, I oversaw the Health Management Division, the Toxicology Unit, and the Overtime Tracking Unit for the entire agency. In this capacity, I reported directly to the Chief of the Department. With much latitude, I exercised independent judgment, undertook action, and made decisions to ensure effective oversight of the department's 8,321 uniform workforce across all facilities and divisions. This responsibility encompassed overseeing ten Rikers Island jails, four borough jails, sixteen court detention facilities, and three hospital prison wards.
 

In 2008, I replaced the Assistant Division Chiefs for Divisions I and II within a department reorganizational change in the delegation of leadership and authority. As the Commanding Officer of Facility Operations, I oversaw government administration & programs for the entire agency. Following this reorganization, I reported directly to the Bureau Chief of Facility Operations and, with considerable latitude, exercised independent judgment, action, and decisions as a liaison for the New York Department of Correction with the State Commission of Correction and the Board of Corrections as partners in governance overseeing the operationalization, management, and compliance of a workforce delivering essential program services at Rikers Island and all borough facilities. These duties also included coordinating the departments’ divisional maintenance task force to facilitate emergency repairs to improve program services and support operations. Furthermore, I oversaw the administration and management of departmental facility-based training and violence reduction programs. Additionally, I served as the final authority on command discipline and chronic sick designation dispositions and sanctions deemed appropriate for the department's uniform workforce. 

Deputy Warden of Administration | Vernon C. Main Center 

I successfully achieved budgetary cost reductions in the operationalization of a uniformed workforce totaling 20,601.50  hours from January 2013 through June 2013 vs. July 2012 through December  2012 of the previous fiscal year. This was a decrease of 28% in overtime hour expenditures during my tenure.

Additionally, before I departed the Vernon C. Main Center as the commissioned Commanding Officer for the new Central Intake in August  2013, I achieved additional budgetary reductions of 4,262.50 hours in  July 2013 vs. July 2012, within the first month of the upcoming fiscal year. This significant improvement resulted from meticulous processes involving the correct classification of vacation leave sequencing,  selection, and iteration. This step-by-step approach ensured the correctness of each elemental pathway, with computational methodologies standardized according to terms within collective bargaining agreements.  Vacation call-outs were symmetrically structured according to platoon group classifications to manage workforce orchestration for the oncoming fiscal year. This accomplishment reduced operational costs, adhering to stringent engineering excellence and principled governance to sustain a well-constituted workforce within future budgetary outlays.

It's crucial to highlight that these cost reductions were particularly significant within the context of the temporal period [Summer Picks],  the preferred vacation choice for each fiscal year. This period typically necessitates increased overtime costs to address staffing shortfalls. Despite these challenges, we reduced operationalization costs, showcasing effective management and cost-saving strategies. 

Deputy Warden of Administration | George R. Vierno Center 

As Deputy Warden of Administration for the George R. Vierno Center, I reported directly to the  Warden. With much latitude, I exercised independent judgment, action,  and decisions to oversee the command's administration, security, and program operations, ensuring each area was well administered effectively and efficiently. In the Warden's absence, I assumed all duties of the  Warden. While assigned to the George R. Vierno Center, I reduced costs by 62,985 hours from July  2007 to June 2008 compared to the previous fiscal year. This achievement is a testament to my commitment to efficient financial management. 

Note that this achievement was accomplished by successfully configuring the entire command workforce structure of the George R. Vierno Center with steady staff on budgeted posts, including mandatory backfill relief coverage for each housing area within the command. This task, which involved over 600 service members, was executed within 90 days with precision and purpose to contribute to the smooth operation of the facility. Workforce tour conversions included measuring the fluidity of staffing gaps and the instantaneous rate of change within the structuring of platoon group backfills.  

Another key accomplishment was the operationalization of 100%  of the command's uniform staff, specifically in the rank of correction officer, on steady tours of duty. This standard of practice effectively managed the fluidity of staffing assumptions and platoon groups' tours of duty, demonstrating our effective workforce management. 

Executive Officer of the Bronx Detention Complex | Bronx Hall of Justice

As Executive Officer of the Bronx Detention Complex, I exercised independent judgment, action, and decisions with much latitude in the security, administration, and operation of all court facilities within Bronx County and in the oversight and design of the newly constructed NYC DOC command within the construction of the Bronx Hall of Justice. Orchestration within the new Bronx Hall of Justice was a collaborative effort in developing the New York City  Department of Correction command. This involved managing all logistical, staffing, security, and operational requirements &  protocols as a cooperative with various outside agencies &  authorities, including the Honorable Barry Salman, Bronx Supreme Court  Administrative Judge, Office of Court Administration, Bronx Central  Booking N.Y.P.D. Commanding Officer, City Hall Representatives from the Criminal Justice Bureau, and the New York State Dormitory Authority.

Under my direct leadership and oversight during this period, overtime costs were reduced by 80%, totaling 9,749 hours for fiscal year 2006. This budgetary savings continued into the following fiscal year. Additionally, 100% of uniform staff in the rank of Correction Officer were operationalized on steady tours of duty. A standard of practice combined with targeted budgetary cost compression techniques that effectively managed the fluidity of staffing assumptions and platoon groups' tours of duty and rotation at a constant as resource availability changed due to staff turnover.  An efficiency in workforce orchestration and operationalization that did not necessitate additional staffing resources as overtime demand receded for over two years. A historical review will reveal that mandatory budgeted hours of coverage were consistently met while staffing levels were being reduced. This led to a budgetary savings curve within a practical baseline level of function in workforce orchestration and performance across all key metrics in staffing levels and scheduling efficiency, including on-time court productions that were maintained at over 95%, demonstrating a commitment to efficiency, productivity, and public safety. 

Additionally, supplemental provisions were made for using accumulated leave balances, which were methodologically calculated by mapping out saving curves within each fiscal year to redress staff exhaustion and buffer workforce readiness within budgetary outlays. These formulations systematically quantified savings at an accelerated rate, with zero on-cost. The action was taken to codify governance standards to sustain a well-regulated workforce's quality of life and readiness. Cumulative savings were structured within a calculus of measures where accrued leave balances were voluntarily depleted with precision and purpose. Time exhausted for June 2005 alone totaled 199 days for 1,592 hours,  reference: TELETYPE HQ-00117-0. 

The total operative cost in overtime hours for June 2005 was 24 hours.

The total time to asses and recondition command platoon group comportment was two weeks.

These standards of practice established saving curves throughout the continuum of operations.

Key advancements in workforce governance, empirical data science, and technology;  

Administrative Dashboard Database

Creator of an Administrative Dashboard Database that integrated human resource management to provide efficacy within workforce orchestration. The system utilized advanced methodologies in calculus measuring workforce assumptions that combined machine learning, artificial intelligence, the backpropagation on empirical algorithms, exploring data convergence points, and iteration step-by-step with rigor to evolve, educate, and deliver upgrades of legacy data management systems in creating intelligent technology practices. 

Administrative Operation Manual 

Creator of the first Administrative Operation Manual to service the New York City Department of Correction, incorporating discipline in practice and management of uniform personnel. Compressing Departmental practices, indexed within one document to improve organizational performance and effectiveness. The Manual also provided new procedures and methodologies in data system practices and governance, removing gaps in policy that were not refined as balanced operational engagement rules or complying with standards within contractual obligations. A document that serves as a benchmark for future leaders to recondition future administrative operations manuals within our ever-evolving government institutions.

Table Top Exercises

In creating the Administrative Operations Manual, this writer designed and implemented departmental staffing tabletop exercises [chapter 3, section 26 ] to assess each correctional facility's physical plant and staffing metrics. This allowed each facility to evaluate operational efficiency with a Continuity of Operations Plan  (C.O.O.P) to ensure essential functionality is maintained during regular activity and during anomalous events that may occur regularly or irregularly. 

The Table Top  System provided metrics to;  
-Outline the projection of staffing assumptions necessary for essential budgeted staffing positions.

-Gauge organizational performance with continuous oversight and conditioning of necessary tasks & standards. 

-Prescribed efficacy within a chain of command structure. 

-Tested the effectiveness of metrics within budgetary assumptions and facilitated senior leadership with efficacious standards in oversight by analyzing fundamental elemental values to assess workforce operationalization capabilities in managing a well-regulated uniform workforce.

Policy Reconstruction 

Savings were achieved by implementing rigor within several inefficient policies. One revision example was providing standards to correct harmful algorithmic bias by correcting miscalculations applied by the previous administration's policies as implemented within the COBA collective bargaining agreements regarding vacation smoothing for the rank of a correction officer. The revision resulted in thousands of hours in savings in workforce hours being recovered monthly with policy reconditioning that eliminated budgetary leakage with the extreme collision of call-outs and staffing shortfalls during the summer months. Policy changes that maintained the precision and purpose of vacation call-outs according to the approved contractual agreement with fiscal prudence and continuity in the governance and operationalization of a public safety workforce to fulfill essential services as constituted by law.

Refinement of Department Tables of Organization

Developed new methodologies to extract and examine data from the department tables of organizations as a part of a Management Development for the Future program hosted by the National Institute for Corrections. The new methodologies created upgrades and improvements to the functionality of key legacy data management within the New York City Department of  Correction.           

Additional accomplishments;

Case studies: Employed methodologies within multiple command structures, resulting in record-breaking reductions of 135,852.50 hours of overtime from comparative temporal periods during my New York City Department of Correction career.