• How did you select your graduate school and how did it prepare you for your career?
• Work or internship experience during graduate school
• What was the most important or useful course you took in the MPA/MPP?
• Were you a Presidential Management Intern?
• What has been your career path since graduating? What do you want to be doing in 5 years?
• What is the most exciting and/or interesting aspect of your current job?
• Do you feel your MPA/MPP is helping you to “make a difference?” How?
• What advice, if any, would you give to an undergraduate thinking about going for an MPA/MPP?

How did you select your graduate school and how did it prepare you for your career?

> I was a Woodrow Wilson Fellow when I found out about the New School. I met with a recruiter during a stint at the Summer Institute for Public Policy at Carnegie Mellon University. I was drawn to the program because of its location, New York City, and their commitment to personal follow-up. The New School was the only graduate program of seven I applied to that took the time to call and interview me as to why I wanted to be a part of their program. The admissions office made the process as smooth as possible and assisted in everything from class selection to living arrangements. That’s all it took – a little personal attention convinced me that the New School was the right choice. 

In terms of career preparation, I found that the New School did a wonderful job in preparing me for a career in the public sector. Within the first year, students were required to work on “real-world” problems and provide professional assistance to clients with serious policy issues. We worked with a congressional office, a housing non-profit organization, and with the Bronx Borough President. Classes were both theoretical and practical. Teachers were accessible and always willing to help. One thing that stood out was the competitive nature of the students – most were passionate and committed to working in the public sector. The program also facilitated discussions with leaders in the community including elected officials and advocates from around the city. It wasn’t unheard of to see the Mayor one day and the head of a major social services agency the next. Indeed, an effort was made to ensure that class work was consistent and applicable to the policies issues of the day. 
 

Any work or internship experience during graduate school?

> Students were required to hold-down an internship during their two-year stint at the New School. I had three. My first internship was with Assemblyman Roberto Ramirez, a Bronx elected who also served as Democratic Chairman. I was selected as his intern through the National Association for Latino Elected Officials (NALEO) summer internship program. As a NALEO intern, I was also sent to Albany for several weeks and Washington, DC for leadership training. My second internship was with the New York City Partnership under the direction of Carol O’Cleireacain, who served as Mayor David Dinkins Budget Director. I provided research assistance on issues related to tax reform, municipal finance, and economic development. Finally, I was a Graduate Assistant to two graduate courses – Intro to Public Policy Analysis and Economic Theory. 

What was the most important or useful course you took in the MPA/MPP?

> The most important course I took was Laboratory in Issues Analysis. In my opinion, it was the most challenging and fulfilling course at the New School, and is mandated for first-year students. The class involves classroom discussion on the basic elements of policy analysis and a “lab” seminar where students work in groups to address issues in public policy. Students are given a “client” with a policy problem and are asked to come up with recommendations within a three-to-four week time frame. Students present their findings before their client and faculty from the program. Students will have the opportunity to act as policy “consultants” for three separate clients during the duration of the class. It was very intense, fast moving, and extremely beneficial. I still use some of the policy tools I learned in that class in my day-to-day work. 

Were you a Presidential Management Intern?

> Yes, I was nominated and selected to be a PMI for the U.S. Department of Health and Human Services (HHS). My primary position was with the Office of the Secretary, Assistant Secretary for Management and Budget. As a Budget and Program Analyst, I was responsible for formulating the budgets of two separate agencies within HHS and the Department’s Substance Abuse Treatment and Prevention budget for the Office of National Drug Control Policy (ONDCP). I also reported to the Executive Director of the Substance Abuse and Mental Health Services Administration (SAMHSA) while on loan working on a reorganization plan for the agency. My last position was as a Staff Member to the U.S. Senate Appropriations Committee, Subcommittee on Labor, HHS, and Education. Reporting to the Chairman and Clerk of the Committee, I assisted in the formulation of the FY 1999 budget. 

What has been your career path since graduating? What do you want to be doing in 5 years?

> Upon graduation, I went to Washington, DC to complete my assignment as a PMI. Although I worked in a health-care related field, my primary focus was on the federal budget. I became an expert on the appropriations process and interested in fiscal policy. As a result, I left Washington, DC to work for Mayor Richard Riordan’s Budget Team for the City of Los Angeles. Our unit was responsible for the formulation of the City’s FY 1999-2000 budget. 
The budget process at the local level afforded me the opportunity to witness first hand the impact of government spending, especially as it relates to public contracting and procurement. I found that contractors and consultants do a good portion of “government work”. This realization put me in a position to work as a Program Manager for the Alameda Corridor Business Outreach Program (ACBOP), a program designated to help small businesses obtain government contracts on the $2.4 billion Alameda Corridor Project. From there, I was promoted to my current position as Director of the LA OPS program. Under Mayor Hahn, I have successfully built a city-wide supplier development program that has increased the participation of women-owned businesses in city contracts by nearly 500%, as well as implemented a program that helps develop small, local businesses and a policy to pay City vendors within 30 days. It is clear to me that government can be a powerful tool to help stimulate the local economy. 

In five years, I hope to be either managing a City department or employed as a City Manager for a small municipality. Both responsibilities face many challenges, but suit my generalist set of skills on matters related to budgets, contracts, administration, personnel, economic development and policy analysis. 

What is the most exciting and/or interesting aspect of your current job?

> We recently held a joint hearing with the Mayor, City Controller and City Attorney on the public contracting reform that was unprecedented in City history. Over 300 businesses attended and several business and trade organizations came to share their thoughts and recommendations on how the City can improve its procurement process. I am leading the effort on behalf of the Mayor and will make recommendations before the City Council in the coming month. To think that my analysis will help shape the way the City spends close to $1 billion annually is extremely exciting, especially as it relates to encouraging more local businesses to participate in City business. This is an opportunity to lead the stage nationally on an issue that every municipality must face. I also enjoy working closely with elected officials and other senior staff on related matters. My DC experience also helped me to never lose site of the important role of the “bureaucracy” to either make or break a program initiative. 

Do you feel your MPA/MPP is helping you to “make a difference?” How?

> Absolutely! I never doubted for a minute my decision to get a MPP as opposed to a JD or MBA. The training I received can be used in a variety of arenas and is extremely transferable. No matter the topic or subject matter, the tools remain the same and allow me to be more flexible in my ability to formulate a response. Whether I am in a meeting on project labor agreements or debating the merits of a small business set-aside, I feel I have the ability to examine an issue thoroughly and from many different perspectives. Most important, however, is the ability to think through and consider the implementation of a certain policy idea or recommendation. I have learned that “great inspiration” is only as good as solid implementation. I think that is my favorite part of policy analysis – the ability to articulate and implement a policy proposal that is responsive, saves money, and can be measured and replicated. 

What advice, if any, would you give to an undergraduate thinking about going for an MPA/MPP?

> I would recommend to any student who has a general interest in government or who believes in the role of government to attend a MPA program. I think it appeals to many disciplines and should be supported beyond the fields of economics and political science. I would also recommend that students consider all programs and not the typical big “three,” i.e. Harvard, Princeton, and Georgetown universities. There is strength in smaller programs and more freedom to move and experiment with different approaches to public policy. I would also encourage students to make sure to go to a campus in an urban environment. New York City was my laboratory for two years and provided me with an enormous array of policy issues and topics to pursue. It is an experience that I still think about to this day.