Leadership Execution, Transforming Vision Into Reality

As a leader, I have been entrusted with numerous unique leadership responsibilities. My work showcased a rare blend of operational expertise and analytical sophistication, particularly in managing large-scale uniformed workforces under budgetary constraints. I was granted considerable latitude to exercise independent judgment and make decisions in developing strategies for policies and procedures, training, uniformed staffing ramp-ups, and the rapid deployment of workforce resources. I managed over 8,321 uniformed officers and over 900  uniformed supervisory personnel of multiple ranks within a departmental chain of command across multiple correctional institutions. Overseeing key elements of the city's correctional public safety workforce and infrastructure, these undertakings encompassed examining all logistical, staffing, operational, and security readiness requirements. I also conducted analyses of workflow efficiencies (for both uniformed and medical personnel), technological adaptations, and the impact of prevailing climatic conditions in the New York City region, accounting for the transition from warm, sunny weather to cold winter months.

Identifying Unbudgeted Expenses | Realigned Standards of Measure

All commands are thoroughly reviewed to identify unfunded, facility-added functions. These positions are meticulously examined, and decisions are made to either eliminate them or realign them within budgeted positions. This task is necessary to address the frequency of unbudgeted ancillary tasks within budgeted events. Additionally, any positions determined to be civilian tasks are submitted to EHIRE for filling as standing civilian vacancies, if necessary. This methodology achieves enhanced efficacy and efficiency in service delivery frameworks, along with precise measurement and structured allocation of staffing Full-Time Equivalents (FTEs). Pivotal to this transformation is the mandatory, rigorously evidence-based approach to FTE measurement and allocation. These measures—required by law and grounded in verifiable data—ensure that every taxpayer-funded position is directly aligned with statutory mandates, eliminate inefficiency and duplication, prevent unauthorized mission expansion, and guarantee that staffing resources fully support lawful priorities and effective public service delivery.

Government Workforce Management | Budgetary Constraints

When budgetary assumptions are not comprehensive, they fail to integrate essential details into static budgetary formulations. Static budgetary formulations are a fundamentally flawed method for interpreting the rate of change, which can consistently shift within budgeted derivatives beyond their intended scope and measure. Any activity establishing a regular pattern as a new integral within active derivatives tasks degrades 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 indefinitely undermines budgetary assumptions. These vulnerabilities impair governance standards due to insufficient oversight and accountability. To address these challenges effectively, leaders must systematically re-engineer existing system deficiencies using comprehensive, real-time, evidence-based models. This approach clarifies budgetary uncertainties and ensures long-term sustainability by establishing efficient solutions to codify adequate budgetary assumptions and to prevent operational shortfalls.

Additional Executive-Level Specialized Assignments

2010 - I replaced the Bureau Chief of Administration during a departmental reorganization that redefined 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. Reporting directly to the Chief of the Department, I exercised significant latitude in independent judgment, actions, and decisions to ensure effective oversight of the department’s 8,321 uniform workforce across all facilities and divisions. These responsibilities included overseeing ten Rikers Island jails, four borough jails, sixteen court detention facilities, and three hospital prison wards.

2008 - I replaced the Assistant Division Chiefs for Divisions I and II during another departmental reorganization. As the Commanding Officer of Facility Operations, I oversaw government administration and programs for the entire agency. Reporting directly to the Bureau Chief of Facility Operations, I exercised considerable latitude in independent judgment, actions, and decisions. I also served as a liaison between the New York City Department of Correction, the State Commission of Correction, and the Board of Corrections, partnering in governance to oversee the operationalization, management, and compliance of a workforce delivering essential program services at Rikers Island and across all borough facilities. My duties also included coordinating the department’s divisional maintenance task force to facilitate emergency repairs, improving program services, and supporting operations. Furthermore, I managed the administration of departmental facility-based training and violence reduction programs. I also served as the final reviewing authority on command discipline and chronic sick designation dispositions, where sanctions were deemed appropriate or dismissed for the department’s uniform workforce.

Deputy Warden of Administration | Vernon C. Bain 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, compared with July 2012 through December 2012 in the previous fiscal year—a 28% decrease in overtime expenditures during my tenure. Additionally, before departing the Vernon C. Bain Center as the commissioned Commanding Officer for the new Central Intake in August 2013, I achieved further budgetary reductions of 4,262.50 hours in July 2013 compared to July 2012, in advance of the first month of the upcoming fiscal year. This significant improvement resulted from meticulous processes involving the correct classification, sequencing, selection, and iteration of vacation leave. This step-by-step approach ensured the accuracy of each elemental pathway, with computational methodologies standardized in accordance with collective bargaining agreements. Vacation call-outs were structured symmetrically by platoon group classification to manage workforce orchestration for the entire upcoming fiscal year. This accomplishment reduced operational costs by adhering to stringent engineering excellence and principled governance, ensuring a well-constituted workforce within future budgetary outlays.

It’s crucial to highlight that these cost reductions were particularly significant during the "Summer Picks" period, the preferred vacation period for each fiscal year. This period typically necessitates increased overtime costs to address staffing shortfalls. Despite these challenges, we reduced operationalization costs, demonstrating effective governance and management through well-constituted 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 significant latitude, I exercised independent judgment and made decisions to oversee the command’s administration, security, and program operations, ensuring each area was administered effectively and efficiently. In the Warden’s absence, I assumed all duties of the Warden. While assigned to the George R. Vierno Center, costs were reduced by 62,985 hours from July 2007 to June 2008 compared to the previous fiscal year—a testament to a commitment to efficient financial management. This achievement was accomplished by successfully configuring the entire command workforce structure with steady staff on budgeted posts, including mandatory backfill relief coverage for each housing area within the command. This task, involving over 600 service members, was executed within 90 days with precision and purpose to ensure smooth facility operations. 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 operationalizing 100% of the command’s uniform staff, specifically correction officers, on steady tours of duty. This standard of practice effectively managed the fluidity of staffing assumptions and platoon groups’ tour-of-duty schedules, showcasing robust 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. I made decisions with considerable latitude in overseeing the security, administration, and operations of all court facilities within Bronx County, as well as the design and operationalization of staffing allocations for the newly constructed NYC DOC command within the Bronx Hall of Justice. This orchestration was a collaborative effort involving logistical, staffing, security, and operational requirements and protocols, coordinated with various external agencies and authorities, including the Honorable Barry Salman (Bronx Supreme Court Administrative Judge), the Office of Court Administration, the Bronx Central Booking NYPD Commanding Officer, City Hall representatives from the Criminal Justice Bureau, and the New York State Dormitory Authority.

Under my direct leadership and oversight, overtime costs were reduced by 80%, totaling 9,749 hours for fiscal year 2006, with savings continuing into the following fiscal year. Additionally, 100% of uniform staff in the rank of Correction Officer were operationalized on steady tours of duty—an efficiency achieved through targeted budgetary cost-compression techniques that managed the fluidity of staffing assumptions and platoon groups’ tours amid staff turnover. This workforce orchestration did not necessitate additional staffing resources, as overtime demand receded for over two years. A historical review would reveal that mandatory budgeted hours of coverage were consistently met. At the same time, staffing levels were reduced, creating a budgetary savings curve within a practical baseline level of function. Performance across key metrics—staffing levels, scheduling efficiency, and on-time court productions (maintained at over 95%)—demonstrated a commitment to efficiency, productivity, and public safety.

Supplemental Provisions | Quality of Life and Workforce Readiness  

Supplemental provisions were made using accumulated leave balances, calculated by methodically mapping savings curves across fiscal years to address staff exhaustion and buffer workforce readiness within budgetary outlays. These formulations systematically quantified savings at an accelerated rate with zero additional cost. Actions were taken to codify governance standards, sustaining the quality of life and readiness of a well-regulated workforce. Cumulative savings were structured within a calculus of measures, with accrued leave balances voluntarily depleted with precision and purpose. For June 2005 alone, the time exhausted totaled 199 days (1,592 hours), per Teletype HQ-00117-0. The total overtime cost in June 2005 was 24 hours, and the time to assess and recondition the command platoon group's comportment was two weeks. These standards of practice established savings curves throughout the continuum of operations.

Key Advancements in Workforce Governance, Empirical Data Science, and Technology

Administrative Dashboard Database

I created an Administrative Dashboard Database that integrated human resources management to enhance the efficacy of workforce orchestration. The system used advanced calculus methods to measure workforce assumptions, along with precise measurement and structured allocation of staffing Full-Time Equivalents (FTEs), combining machine learning, artificial intelligence, and backpropagation with empirical algorithms, guided by preeminent expertise in Human-In-The-Loop (HITL) approaches. It explored data convergence points and iterated rigorously to evolve, educate, and upgrade legacy data management systems, creating intelligent technology practices.

Administrative Operation Manual

I authored the first Administrative Operation Manual for the New York City Department of Correction, which incorporated discipline in practice and the management of uniform personnel. This manual consolidated departmental practices into a single, indexed document to improve organizational performance and effectiveness. It introduced new procedures and methodologies in data system practices and governance, closing policy gaps that lacked balanced operational engagement rules or compliance with contractual standards. This document serves as a benchmark for future leaders to recondition administrative operations manuals within evolving government institutions.

Tabletop Exercises

In developing the Administrative Operations Manual, I designed and implemented departmental staffing tabletop exercises (Chapter 3, Section 26) to assess each correctional facility’s physical plant and staffing metrics. This allowed facilities to evaluate operational efficiency with a Continuity of Operations Plan (COOP) to maintain essential functionality during regular and anomalous events. The Tabletop System provided metrics to:

• Outline projections of staffing assumptions for essential budgeted positions.
• Gauge organizational performance with continuous oversight and conditioning of tasks and standards.
• Prescribe efficacy within a chain-of-command structure.
• Test the effectiveness of metrics within budgetary assumptions, equipping senior leadership with standards to assess workforce operationalization capabilities in managing a well-regulated, uniform workforce.

Policy Reconstruction

As a policy examiner and developer, I introduced rigor into inefficient policies and procedures, refined governance and protocol workflow standards, and eliminated budgetary leakage, resulting in substantial operational cost savings. For example, I revised and corrected standards to address harmful algorithmic bias in the previous administration’s policies within COBA collective bargaining agreements concerning vacation smoothing for correction officers. These revisions recovered thousands of hours of workforce time each month by eliminating excessive call-outs and staffing shortfalls during the summer months. The updated policies preserved the precision and purpose of vacation call-out provisions in accordance with contractual agreements, while ensuring fiscal prudence and operational continuity in the governance and management of a public safety workforce required to deliver essential services under law.

Refinement of Department Tables of Organization

As a policy examiner and developer, I also developed new methodologies to extract and examine thousands of data points from the department's legacy uniformed workforce organization charts, also known as the table of organization. Systems of measure were reconstructed to deliver data frameworks with precise measures for structuring platoon group allocation and orchestration of staffing Full-Time Equivalents (FTEs). This established a mandatory, rigorously evidence-based approach to FTE measurement and allocation. This writer presented these advancements during an 18-month Management Development for the Future study, hosted by the National Institute of Corrections. Essential knowledge in precision workforce planning, governance, and purpose to sustain preparedness by providing measures of staffing gaps and adaptability. The manning formula and relief factor assessments built budgetary metrics to reconstitute the system for long-term endurance—measures designed to become real-time and multidimensional to address each institution's staffing needs. These methodologies enhanced the functionality of key legacy data management systems within the New York City Department of Correction.

Additional Accomplishments

Case Studies

During my career with the New York City Department of Correction, I applied complex methodologies and measures across various command structures, providing workforce orchestration and governance that achieved operational efficiency and accountability, resulting in record-breaking reductions totaling 135,852.50 overtime hours compared to equivalent time periods.