MARTIN NEGRON

• As the Chief Community Services Officer for Harris County Community Services Department, lead six divisions within the department (Social Services, Transit, Plans and Development, Grant Management, Community Development, Outreach and Engagement) which provides direct services and capital investment. Strong believer in the value of succession planning and the associated need to cultivate internal talent for positions of greater responsibility.
• One of the primary leaders of $1B in American Rescue Plan funds in the County (Job & Education, Workforce, Small Business. As $40M assigned Homeless Services, helping the most vulnerable become safely house and $175M in the Housing Portfolio for Housing Stability, Infrastructures and Health Care.
• Represent Harris County, CSD with elected officials; state and federal funders; local business, labor, economic development, education, and community organizations; and national workforce organizations
• Lead 160-member workforce across 4 divisions and 3 locations. Key Achievements
• Harris County Primary Representative to the The Way Home Continuum of Care Steering committee.

• Directing the operations of all programs at the Community Service Department; providing supervision to Provides supervision to 2 Directors, 9 Assistant Directors, 4 Deputy Assistant Directors with over 140 employees
• Lead six Division on the Community Service Department, see belo
• Housing Programs - deliver direct housing assistance to low- and moderate-income residents of Harris County by providing the following affordable housing options: Home Repair Program completed the repair and/or reconstruction of 35 homes and the replacement of two septic and wells in the Harris County target areas; Down-payment Assistance Program provided down payment and closing cost assistance to 27 first-time homebuyers foreclosed properties, rehabilitated and advertised for sale; Housing Construction/Inspection Services Program completed more than 2,500 housing inspections for single-family and multi-family housing units; Affordable Housing Preservation Program was launched and began mobilization; Disaster Recovery allocation of $25M for 140 housing units
• Plans and Community Development - charged with the development of major U.S
• HUD processes and reports, supporting the other sections/Offices of the Department with data and mapping assets, conducting citizen engagement and community planning activities, and well as special assignment such as Disaster Recovery activities and Census 2020
• Grants Management Community Development - Directed the Grants Management Team in the oversight of approximately $19 million dollars of U.S
• Department of Housing and Urban Development (HUD) annual grants consisting of the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), Emergency Solutions Grant (ESG), and Continuum of Care (CoC)Program to selected nonprofits, special for-profits, and governmental entities
• Office of Social Services - serve the Harris County community through assistance to low-to moderate income residents in need
• For those seeking emergency utility assistance, case management or indigent burial services
• Bereavement Program Completes an estimated 1000 services for the deceased indigent of Harris County by providing a simple and dignified funeral service at a budget of approximately $1.3 million: Management of the two (2) Harris County Cemeteries
• Transit Services - Transit options were expanded with Five (5) new routes in the Channelview, Sheldon/Sheldon-West, Baytown and Cloverleaf areas by accessing CDBG-DR public service funds in response to dire transportation needs for those effected by Hurricane Harvey and TS Imelda
• The division plans to continue installing sidewalks and bus shelters for the expanded service areas, as well as on existing routes
• The total costs is expected to total $1.518 million which are fully funded by FTA 5307 funding and partnering city's match

• Direct oversight of all campus operational functions including admissions, academics, finance and student accounts, student affairs, marketing, partnership building, registrar, human resources, institutional effectiveness, and administration
• Served over 3600 resident and non-resident Texas students
• Accomplishments: As Chief Academic Officer, was responsible for new product development in the Business and Health Care Management; re-engineering existing products; and positioning the graduate programs to achieve greater market share
• Supervised one Director of Academic Operations, four Program Chairs, and seven full-time and over 50 adjunct faculties
• Responsible for the daily operations of the program; recruiting and hiring new full- and part-time faculty; coordinating program reviews; establishing enrollment and credit hour budgets; growing enrollment and credit hour figures; coordinating the development.
• assessment and program review findings; geographically expanding the program; conducting faculty meetings; and serving on the Graduate Council and other University and College level committees
• Reduced curriculum costs by over $3.2M while improving student and faculty satisfaction by advocating successfully for the replacement of software-based courses with experiential learning
• Responsible for growing the school by at least 15% per year
• Monitored compliance with all applicable federal and state regulatory requirements related to the operation of a for-profit, postsecondary University
• This included budget development, adhering to approved money handling procedures, monitoring expenditures, account reconciliation, tracking and documenting receivables and payables, retaining sufficient funds to maintain ongoing and future operations
• Manage an operating budget of $35.1M
• Created a customer driven, results-oriented culture, which emphasized personal and professional integrity, accountability, and excellence, while empowering personnel through development, encouragement, and timely feedback
• Developed a partnership with the Houston Chamber of Commerce to develop creative solutions for the university's challenges in serving the lower socioeconomic, Hispanic, demographic and to develop creative ways to preserve and enhance the student's experience with the goal of producing contributing citizens back to the community.

• Provides executive-level leadership and vision in the administration of a comprehensive range of services, policies and procedures related to student affairs programming, and planning.

• The Vice President for Student Affairs participates in all aspects of institution-wide planning in support of the mission and goals of the university, including meeting the needs of a diverse student population and creating a learning environment where all students have the opportunity to succeed.

• Achieved highly successful university reaccreditation and federal/state regulatory compliance using requires adept risk management analysis, project management, resource management, and decision-making skills.

• Resulted in approval to extend normal reaccreditation timeline from 5 years to 10 years.

• Created internal audit team and conducted monthly self-assessments resulting in zero findings or issues during the reaccreditation.

• Increased student enrollment by 15%.

• Decreased student attrition by 10% by developing collaborative relationships with the faculty and focusing on the end-to-end student life cycle.

• Instituted semiannual internal assessments to ensure we maintained the highest level of compliance.

• Completed Twenty-Two (22) years of consecutive services (10/1985 to 02/2008) in the US Navy. Senior Enlisted Leader, responsible for more than 40,000 military personnel engaged in conducting a wide range of expeditionary operations, both amphibious operations and sustained operations ashore.

• Forecasted budgetary and staffing requirements and established operational goals, objectives, and priorities; determined mobilization requirements and secured the needed resources; analyzing operating and capital budgets; prepared and delivered briefings to senior military leaders; performed internal financial audits; interviewed, evaluated, and assigned personnel; provided information and professional advice on matters involving resource utilization, leveraging capabilities, improving reliability, and strengthening operational outcomes.

• Responsible for more than 40,000 military personnel engaged in conducting a wide range of expeditionary operations, both amphibious operations and sustained operations ashore
• Forecasted budgetary and staffing requirements and established operational goals, objectives, and priorities; determined mobilization requirements and secured the needed resources; analyzing operating and capital budgets; prepared and delivered briefings to senior military leaders; performed internal financial audits; interviewed, evaluated, and assigned personnel; provided information and professional advice on matters involving resource utilization, leveraging capabilities, improving reliability, and strengthening operational outcomes.

• Facilitated active learning through class discussions, group activities, and individual projects.
• Evaluated student performance using appropriate assessment techniques and provided timely feedback.
• Developed and implemented course syllabi, lesson plans, and assessments.
• Integrated technology into the classroom environment to enhance instruction and facilitate communication with students.
• Encouraged students to develop self-directed approaches to independent learning.
• Utilized a variety of instructional strategies to meet diverse learning needs.

• The course intensive and comprehensive introductory study and analysis of the management process from a general manager’s perspective, with particular attention paid to the area of strategic human resources management.
• It covers the following topics, among others: the concepts of strategic and tactical organizational planning; organizational design and structure to achieve company objectives; goal setting; leadership skills; employee motivational approaches; conflict management; interpersonal communication; the staffing and supervising processes; performance appraisal; managing groups and teams; management development and employee training; positive employer-employee relations; managing in a global environment; employee due process mechanisms in the nonunion firm; nonunion complaint and grievance procedures; management ethics; and the concepts of controlling and control systems.

• Responsible for all facets of course management including lesson plan, experiential exercises, competence metrics development, as well as delivering lectures in human resources management and management principles.

• Responsible for all facets of course management including lesson plan, experiential exercises, competence metrics development, as well as delivering lectures in human resources management and management principles.