Strategy & Design Thinking to Attract & Retain Foster Families (District of Columbia):

Tackle the foster parent shortage, working with stakeholders to identify challenges, design innovative solutions, and implement shared visions of change.

Strategy & Change Management for Child Abuse Prevention (Minnesota):

Implement a new approach to prevention services developed based on input from stakeholders, outcomes data, and financial reports, to better leverage the state’s investment and improve results.

Strategy & Design Thinking To Change Shelter Care (Minnesota):

Work with children, families, and community partners to redesign the placement system to minimize trauma to children by reducing time in group care and eliminating unnecessary moves in foster care.


Data Analytics to Prevent Abuse & Enhance Child Well-being (Minnesota):

Integrate data across government programs to gain insight on families’ well-being before and after child protection cases; develop the state’s first predictive risk models to help prevent child abuse and neglect.

Strategic Vision & Planning For Technology Investments (Allegheny County):

Combine technical expertise with strategic planning to set an innovative vision for human services tech investments, considering technology trends, workforce capabilities, and current IT systems.

Data Integration & Predictive Modeling to Set Priorities, Track Results, & Prevent Child Abuse (Washington):

Develop the state’s capacity for using analytics to predict child abuse and target preventive services by integrating data across previously separate agencies, designing data dashboards, and increasing public reporting and accountability.

Data & Research to Improve Outcomes For New York Youth (New York):

Opportunity still in development. Position will require advanced data analytic, research, and program evaluation skills.



Building Capacity & Managing Performance in a New Public/Private Partnership (District of Columbia):

Manage performance of a new public/private partnership to support children in foster care, including developing culture, structures, administrative processes, and capacity for data reporting.





Marketing & Customer Service Innovations To Recruit Foster & Adoptive Families (Washington):

With expertise in marketing, customer services, and business processes, increase the supply of foster and adoptive     families and build the capacity of community-based organizations to test and scale innovations in recruitment and retention.








Facilitating Cross-Sector Collaboration for Data-Driven Child Welfare Change (Missouri):

Facilitate and manage a results-based approach to change in key areas of the state, sharing local data to engage stakeholders in collective pursuit of shorter foster care stays and lasting family safety and stability.

Engaging Staff & Stakeholders to Plan & Manage Change (Washington):

Relying on facilitation and strategic planning skills, work with stakeholders to identify children and families served, services offered, investments made, and results achieved–then identify gaps, realign resources, and innovate to improve outcomes.







Building a Culture of Excellence for a Workforce in Transition (Washington):

As three agencies integrate, implement the best practices of talent management and organizational development to grow a strong workforce, including competency-models, feedback mechanisms, and retention strategies.

Talent Management to Strengthen the Child Welfare Workforce (Rhode Island):

With workforce growth and practice changes at the core of the state’s reform agenda, bring strategic vision and project management skills to plan and execute talent management and organizational development initiatives.