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 a workforce 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.  

Additional executive-level specialized assignments;

As Commanding Officer of the Office of Administration, the Health Management Division, the Toxicology Unit, and the Overtime Tracking Unit, I reported directly to the Chief of Department and with much latitude, I exercised independent judgment, action, and decisions to provide oversight in the management of the department's entire uniform workforce, totaling over 8,321 uniformed personnel within all facilities and divisions, including ten Rikers Island jails, four borough jails, sixteen court detention facilities, and three hospital prison wards.
  

As the Commanding Officer of Facility Operations Administration & Programs, I reported directly to the Chief of Facility Operations, and with much latitude, I exercised independent judgment, action, and decisions as liaison for the New York Department of Correction with the State Commission of Correction and the Board of Corrections as cooperatives in governance in overseeing the operationalization, management, and compliance of a workforce in delivering essential program services and facility operations at Rikers Island and all borough facilities. I also coordinated the departments’ divisional maintenance task force to facilitate emergency repairs and improve program services to support operations. Additionally, I oversaw the administration and management of command disciplines, chronic sick designations, and their dispositions for the department's uniform workforce.

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.

Accomplishments: Cost Reduction, Workforce Operationalization and Governance

- Uniform staff overtime costs were remarkably reduced by 62,985 hours from July  2007 to June 2008 compared to the previous fiscal year.

- 100%  of the command's uniform staff, in the rank of correction officer, were operationalized on steady tours of duty. A standard of practice that effectively managed the fluidity of staffing assumptions and platoon groups' tours of duty and rotation at a constant as they are subject to change within operationalization demands, staffing resource availability, and turnover.

- Successfully configured the entire command workforce structure of the George R. Vierno Center with steady staff on budgeted posts, including mandatory back-fill relief coverage for each housing area within the command. This task, which involved over 600 service members, was executed with precision and purpose to contribute to the smooth operation of the facility. 

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 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.

Technological accomplishments;

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 the chain of command structures. 

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.

Methodological accomplishments in calculus;  

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.