From multi-million dollar federal initiatives to innovative local solutions, our work demonstrates measurable outcomes in strategic planning, systems design, and grants management.
Florida's children's behavioral health services were fragmented across multiple state agencies with no unified coordination framework. Vulnerable youth and families navigated disconnected systems spanning child welfare, education, juvenile justice, and clinical providers, with no shared infrastructure for wraparound services.
Led statewide systems architecture combining stakeholder alignment, interagency coordination protocols, and sustainable infrastructure design. Collaborated with the Agency for Health Care Administration to add Medicaid billing codes (H2022 for Community Based Wraparound Services; H2015HE for Comprehensive Community Support Services), creating a financial sustainability mechanism. Built coalition of 242 organizational partners with 96 formal MOUs/MOAs. Engaged 121 family members and consumers on work groups and advisory councils, with 218 additional family representatives in ongoing planning and advocacy.
Secured $12 million in federal SAMHSA funding plus $1.78 million in additional state allocation for system enhancement. Established interagency infrastructure recognized in Governor Scott's Executive Order 15-175, which called for expanded implementation statewide. National Implementation Center 2016 Wraparound Innovation Award. Dual National Excellence in Community Communication and Outreach 2017 Awards (Parents/Caregivers and Professionals categories).
In disaster recovery, the funding arrives with urgency, but the policy infrastructure required to deploy it ethically, lawfully, and defensibly is rarely in place. CDBG-DR programs sit at the intersection of high scrutiny and high volatility: baseline program rules (CDBG and Uniform Guidance) must be operationalized under compressed timelines while HUD disaster-specific requirements continue to evolve through Federal Register notices and waivers and alternative requirements. Our work in this space has been to build audit-ready compliance systems, not merely policy text. We translate cross-cutting federal requirements into runnable governance: full-lifecycle manual chapters, SOPs, templates, monitoring instruments, and verification workflows spanning procurement, financial management, labor standards, civil rights/Section 3, environmental review, URA/acquisition and relocation, closeout, and records governance, so that state and local agencies can move funds with speed while preserving legitimacy and defensibility.
Agencies administering large disaster recovery allocations needed a complete, internally consistent policy manual spanning the program lifecycle, capable of withstanding monitoring and audit while remaining usable for staff under time pressure.
Authored and modernized integrated manual chapters and procedures covering administration, financial management and internal controls (Uniform Guidance), procurement, labor standards interfaces, civil rights and Section 3 implementation, environmental review, acquisition and relocation/URA, monitoring, closeout, and appendices/templates, anchoring the system to baseline authorities and HUD's CDBG-DR notice architecture.
Delivered production-ready policy infrastructure that agencies adopted as operational standards, accelerating implementation readiness while reducing audit surprise and documentation drift across teams and subrecipients.
CDBG-DR programs routinely require eligibility verification architectures that can withstand federal scrutiny, particularly where a program benefit is treated as a federal public benefit and agencies must maintain defensible, file-level documentation standards and decision logic.
Developed a PRWORA/SAVE policy SOP and implementation workflow: intake verification steps, documentation standards, case notes conventions, escalation pathways, and quality-control checks, integrating USCIS SAVE verification processes into eligibility determination so staff can apply rules consistently and retain a clear audit trail.
A standardized verification workflow that strengthens compliance posture, improves consistency across reviewers, and reduces the risk of eligibility-related findings and repayment exposure tied to documentation gaps.
CDBG-DR success is often decided downstream: subrecipient execution, file integrity, procurement compliance, and consistent documentation, especially under staff turnover and shifting timelines.
Developed monitoring frameworks and tools: monitoring plans, file review checklists, corrective action workflows, documentation standards, and record retention expectations aligned to federal grant administration norms, so oversight becomes a system rather than a periodic scramble.
Monitoring-ready governance that improves early detection of risk, supports corrective action, and strengthens defensibility during HUD monitoring and external audits.
Environmental review and relocation/real property acquisition are frequent bottlenecks in disaster recovery because they are procedural, document-heavy, and tightly sequence-dependent, yet they must remain consistent with eligibility, procurement, and project delivery timelines.
Operationalized environmental review workflows under 24 CFR Part 58 (including documentation and release-of-funds sequencing) and integrated URA/49 CFR Part 24 requirements into project pipelines, so that compliance sequencing is built into the delivery workflow itself rather than managed as a separate track.
Reduced friction and delay risk while improving defensibility: a clear, staff-usable pathway that aligns environmental review and URA obligations with practical program implementation.
CDBG-DR manuals routinely exist as complete documents. However, compliance complexities continue to scale, and the urgent questions they generate demand timely, defensible responses. This often results in the interruption of active project work in order to locate controlling requirements, interpret cross-cutting obligations, and verify documentation standards before staff can proceed. This operational drag compounds under compressed timelines, staff turnover, and evolving HUD guidance. Programs like PRWORA/SAVE eligibility verification illustrate the challenge: a requirement that appears procedurally routine in the abstract introduces substantial new complexity when translated into state-specific workflows, documentation standards, and determination logic that must hold up at the file level during monitoring.
Built the Manual Navigator as a navigational and workflow layer that transforms a Grants Administration Manual into an operational compliance system. Developed a Golden Policy Index and shared Definitions Spine to prevent interpretive drift across chapters, then organized policies into task-based pathways linking the controlling authority to the runnable procedure, required file artifacts, and monitoring checks. Integrated high-risk compliance domains, most notably PRWORA/SAVE eligibility verification, by mapping triggers, documentation standards, determination logic, escalation steps, and audit-trail requirements directly into intake and case file workflows, so eligibility decisions remain consistent and defensible across reviewers and over time.
Produced the Manual Navigator as an on-premises decision support tool for program staff: a three-pane interface where staff move from question to rule to procedure to required documentation without ambiguity, with role-based filtering, self-audit checklists, and interactive decision trees, all running offline and extractive-only against the manual itself. Beyond immediate retrieval, the Navigator functions as a compliance learning environment: repeated use builds staff familiarity with the reasoning patterns behind correct responses, strengthening institutional capacity rather than creating tool dependence. The system improves implementation fidelity, accelerates onboarding, supports subrecipient oversight, strengthens file integrity, and reduces monitoring exposure, while keeping all compliance data on-premises and audit-traceable.
In March 2020, we supported organizations and local governments facing an unfamiliar kind of systems failure: not a single-point disruption, but a rapidly evolving public health emergency that pressured operations, ethics, communications, and trust all at once. Our work focused on early-stage crisis architecture, building practical operating models that could be implemented immediately while remaining proportional, culturally grounded, and legitimacy-preserving. Across enterprise remote-work transitions and rural preparedness planning, the throughline was the same: reduce harm without defaulting to coercion, protect fragile capacity before it breaks, and translate uncertainty into clear procedures that people can willingly adopt because they recognize themselves, and their values, in the response.
During 2020, the U.S. COVID-19 response was paralyzed by dependence on PCR testing: limited supply and 7-10 day result delays rendered contact tracing ineffective. The dominant testing paradigm failed as a public health intervention, regardless of community or socioeconomic status.
Advocated for rapid antigen tests as public health tools rather than clinical diagnostics, designing an open-source, solar-powered vending machine for frictionless, free test distribution. Architecture featured mesh networking for inventory coordination, anonymized epidemiological data collection to identify transmission hotspots, and modular components under $500 for rapid community replication.
Produced the first implementation-ready prototype for decentralized rapid test vending machine distribution. Released complete technical specification (hardware, firmware, cloud analytics) under MIT license to maximize global accessibility. Designed to help save lives by removing barriers to testing access at scale.
In early March 2020, organizations faced an immediate continuity challenge: maintaining core operations while reducing in-person contact amid escalating uncertainty, uneven guidance, and rapidly changing risk conditions. Many enterprises had partial remote capability but lacked an integrated operating model spanning technology enablement, governance, risk controls, communications, and people-leader procedures, creating exposure to service disruption, security incidents, and inconsistent workforce policies.
Developed a rapid remote-work transition playbook designed to move organizations from on-site operations to remote execution in days, not weeks. Established a governance model (executive oversight, functional leads, decision cadence), standardized role-based procedures (IT, HR, Legal/Compliance, Operations, Communications), and provided implementation workflows for remote access, security baselining, business-critical process triage, and performance management. Embedded practical templates (manager checklists, employee quick-start guides, escalation protocols) and risk management instruments (heatmap, readiness curve, adoption KPIs) to enable leaders to make decisions with speed while preserving consistency, accountability, and workforce trust.
Enabled organizations to sustain mission-critical functions through a structured, repeatable transition approach, reducing operational friction and limiting exposure created by ad hoc remote arrangements. Delivered an implementation-ready operating model that integrated workforce enablement, risk controls, and leadership communications, supporting rapid adoption while maintaining continuity and organizational stability during the earliest phase of disruption.
A small rural community faced disproportionate vulnerability at the onset of COVID-19: limited healthcare surge capacity, constrained clinical isolation infrastructure (including a single negative-pressure room), and high risk of system overwhelm once community transmission emerged. The jurisdiction required an actionable preparedness plan that could reduce harm without triggering unnecessary coercion, stigma, or rights-infringing measures, especially in a context where trust, civic cohesion, and faith-community life function as critical components of social resilience.
Delivered an early-phase pandemic preparedness briefing and operational plan for local government, hospital leadership, EMS, and interagency stakeholders. Recommended a least-restrictive, high-buy-in mitigation posture focused on reducing indoor density while preserving social cohesion through affirming alternatives: moving civic functions outdoors with spacing, shifting meetings and services to remote formats where feasible (including streaming faith gatherings), and emphasizing pro-social messaging rather than shame-based compliance. Designed a triage pathway to separate suspected infectious cases from the hospital environment via alternative screening and intake workflows, reducing nosocomial spread and protecting vulnerable patients and limited clinical capacity. Assisted in the design and implementation of local response policies and communications grounded in harm reduction, bodily autonomy, and anti-stigmatization principles, drawing on established lessons from HIV/AIDS public health practice.
Strengthened local readiness before state and federal guidance fully matured, enabling earlier coordination, clearer decision-making, and practical operational separation of respiratory triage from routine care. The community avoided the destabilizing cycle of delayed action, rapid overload, and reactive highly restrictive measures by building early consensus and workable alternatives aligned with local culture. County leadership later formally recognized the contribution with an award for service, citing the value of early, decisive, community-aligned preparedness that helped sustain capacity and cohesion through the uncertainty of the first wave.
Miller County, Georgia faced compliance requirements for redistricting both the Board of Commissioners and Board of Education. Local officials needed expert coordination across multiple levels of government to establish legally defensible district configurations before the 2020 election cycle.
Coordinated directly with the Georgia Governor's Executive Office and the Superintendent of Elections to develop compliant redistricting language and navigate the legislative process. Liaised between local Miller County officials and state-level stakeholders to ensure House Bills 944 and 945 contained correct district configurations and achieved passage through the General Assembly.
HB 944 and HB 945 approved February 2020, establishing compliant commissioner and school board districts effective for the November 2020 general election. Demonstrated executive-level coordination model for small county governments with limited resources facing complex multi-stakeholder compliance requirements.
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