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ICF International attracts strong managers from
diverse backgrounds. To give you a feel for our managerial
staff, we talked with Toni, Greg,
and Ramona about their work, their backgrounds,
their managerial style, and their interests. Although there
is no such thing as a typical day of work at ICF International,
their answers should give you a feel for what it is like to
be a manager in the housing and community development practice.
Toni, Project Manager
What was your background before coming to ICF International
(education, work experiences)? Please comment specifically
on any housing and/or management experience you acquired prior
to ICF International.
 While
my formal education actually doesn't completely relate to
my current work, I began my experience in housing management
in 1981. I served as the Assistant Director of a nonprofit
property management agency and then worked for a firm that
managed approximately 20,000 units for the US. Department
of Housing and Urban Development (HUD). By 1989, I was a Senior
Vice President at the management firm. Since that time, I've
worked in a variety of housing-related positions. From 1991
to 1994, I worked in Budapest helping Eastern European governments
develop housing policies (national and local). I worked with
several countries in Eastern Europe, including Russia, Hungary,
Bulgaria, Albania, and Poland. In 1994, I returned to the
U.S. and worked as Vice President of the National Housing
Trust, an organization that seeks to preserve affordable housing.
From 1995 to 1997, I worked for another organization doing
housing, environment, and economic development work with a
focus on their Eastern European contracts. I then joined ICF International in 1997.
What factors led you to accept a position with ICF International?
I was familiar with ICF International because of my job with
the National Housing Trust, and I was always really impressed
with the quality of their work. After I interviewed with a
couple of the managers, I found that I was equally impressed
with the caliber of the people that work here.
How many years have you worked at ICF International and what
were your responsibilities when you started?
I've worked as a Project Manager with the housing and community
development practice since 1997. When I first started, I managed
the U.S. Department of Agriculture's (USDA) National Homeownership
Project. I also managed a large component of a regulation-writing
project for USDA's Farm Service Agency, as well as part of
a project for USDA's Rural Housing Service.
Describe a couple of the projects that you manage and your
role/responsibilities on those projects.
I typically manage about two to four projects at a time. Right
now, I'm managing two and doing additional work on a third.
For USDA, I've been managing a long-term project for the Rural
Housing Service. We've been working on a handbook for agency
staff to explain the administrative processes that support
the regulations for the Multifamily 515 Direct Loan program.
For the HUD Community Development Training Institute, I've
been managing a team that is writing a training course on
underwriting and asset management to help participating jurisdictions
manage their HOME-assisted rental housing portfolios.
I'm also doing some work for other projects, including training
course writing for HUD's Office of Native American Programs
(ONAP) that relates to the Native American Housing and Self-Determination
Act (NAHASDA).
In addition, I was a Practice Area Leader for staff working
in regulation and policy development. Our group goals include
business development, developing protocols and procedures
for our work, and building capacity among our staff.
Finally, I have assumed several administrative responsibilities,
including overseeing and managing the review process for junior
staff members.
What is your approach to managing projects and teams?
I believe that the success of a project depends on how a team
works together. As a supervisor, you can really impact that
success through communication. I like to make sure that I
have a good understanding of a project's scope of work and
then communicate instructions, responsibilities, and expectations
clearly to the project team. Organization is important so
that everyone knows his/her role, responsibilities, and deadlines.
As much as possible, I like to use projects as a learning
experience so staff can expand their skills.
Describe the extent and nature of your interactions with
clients.
It really depends on the project, ranging from tremendous
to minimal. Sometimes there is a lot of face-to-face interaction
with a client; other times there isn't much contact at all.
Sometimes I deal with clients about budget issues and contracting;
other times I don't. It really depends on the client and the
nature of the project.
What do you particularly like about working at ICF International?
I really like the project work that we do. It's challenging
and intellectually stimulating. I also like being able to
work independently in a creative atmosphere. In addition,
I really like the people who work here. They're bright and
talented and care about the issues with which we are dealing.
What are your greatest challenges as a manager at ICF International?
Because we use a matrix management system (this means that
junior staff often works on multiple projects managed by multiple
managers), it can be chaotic at times. Staff doesn't just
report to you, so sometimes it can be difficult to find adequate
staff for a project's needs. This also means that the really
"tried and true" people can sometimes have too much on their
plates.
Doing special projects (i.e., non-client work) can be difficult
too because there is so much client work that needs to be
done. Since client work takes precedence, it can sometimes
be difficult for important administrative-type work to get
done.
What advice would you have for someone who is interested
in a management position with ICF International's housing practice?
It's really important to be a good manager, not to just bring
in new work. It's important to treat staff well and provide
them with new opportunities. Our managers also have administrative
responsibilities, such as mentoring and professional development
that must be maintained, even when client demands are great.
Finally, as much as possible, I would advise new managers
to try to take on a reasonable number of projects so that
they can be managed well in terms of staff and budget!
Greg, Project Manager
What was your background before coming to ICF International
(education, work experiences)? Please comment specifically
on any housing and/or management experience you acquired prior
to ICF International.
 I
actually have a somewhat atypical background for a senior
staff member in that I've gained almost all of my management
experience at ICF International. I originally came to ICF International
in 1992 as a Research Assistant after graduating from the
University of Chicago. I spent two very productive years with
the housing and community development practice and then decided
to return to graduate school for a master's degree in Economics.
After spending two years at the University of Wisconsin, I
returned to ICF International as an Associate. Since that time,
I've taken on additional responsibilities and worked my way
up to a Project Manager position.
What factors led you to accept a position with ICF International?
When I originally came to ICF International, I wanted to develop
some additional experience before going to graduate school.
After a short time here, I discovered how much I enjoyed public
policy consulting and decided to pursue a graduate degree
in Economics to further develop my quantitative skills.
Upon completing my graduate program, I considered other alternatives,
but decided to return to ICF International because of the professional
opportunities here. The variety of projects, managerial responsibilities,
and mentoring opportunities were attractive to me. In addition,
I wanted the collaborative and relaxed working environment.
How many years have you worked at ICF International and what
were your responsibilities when you started?
As mentioned, I've worked here since 1992, excluding my two-year
"break" for graduate school. During that time, I have held
several positions within the housing and community development
practice. While my project focus has always been on quantitative
work, my responsibilities have changed. When I was a Research
Assistant, I saw limited portions of projects and assisted
primarily with project data. Then when I was an Associate
and starting Senior Associate, I used data to answer project-related
questions. Now, as a Project Manager, I help define the scope
and nature of projects.
Describe a couple of the projects that you manage and your
role/responsibilities on those projects.
I typically manage about four projects at a time while working
on another four more (my load is much more ambitious than
most!). For HUD's Office of Healthy Homes and Lead Hazard
Control, I'm currently managing a project to assess the public's
awareness of the hazards of lead-based paint (LBP). We're
trying to measure how awareness has changed over time and
determine the populations that are informed about the hazards.
HUD will use this information to gauge the effectiveness of
their awareness campaigns and to help shape future campaigns.
The overall goal is to prevent children from being poisoned
by lead-based paint. In the project, I oversee both the data
analysis and the writing of the results. I have to make sure
that the programs run properly (i.e., that they work and do
what we want them to do) and also that the writers are interpreting
the results accurately and conveying the results coherently.
I also co-manage a program evaluation for the Federal Emergency
Management Agency's (FEMA) Public Assistance (PA) Program.
A junior manager acts as lead editor and manages the project
staff while I act as a resource on technical issues related
to the evaluation (i.e., setting performance targets, interpreting
statistical values, and ensuring technical accuracy). I also
manage the contract paperwork.
What is your approach to managing projects and teams?
I try to convey the "big picture" by giving people a sense
of where the project is going, why it's going that way, and
how each piece of the project fits into it. Whenever possible,
I try to provide staff with choices about the tasks on which
they'll work as opposed to making arbitrary assignments. This
approach gives people a chance to work on the portions of
projects that they find most interesting.
Describe the extent and nature of your interactions with
clients.
My interaction with clients is generally regular and frequent.
In most cases, it's a matter of working collaboratively to
determine how to most effectively complete a project. Often
this requires working with clients to help them determine
what their needs really are. The important thing is to keep
in touch with clients, usually by e-mail or phone. Face-to-face
meetings also happen, but they're less frequent in my work.
What do you particularly like about working at ICF International?
I enjoy the variety and the responsibility. I like being able
to go back and forth among different projects, dealing with
new issues and challenges, and working on solving new problems.
I also like the fact that what I'm doing helps inform public
policy decisions. For example, our work in lead-based paint
may help reduce lead poisoning in children, making our work
very rewarding.
What are your greatest challenges as a manager at ICF International?
It can be difficult to find a balance between getting a project
done and allowing staff to work on their preferred tasks –
balancing project needs with the interests of staff members.
Given the ebb and flow of consulting work, it can also be
difficult to forecast staffing needs: having enough work for
everyone to do and having enough staff to handle the work.
What advice would you have for someone who is interested
in a management position with ICF International's housing practice?
Be very good at juggling. This is an exciting atmosphere that
demands multi-tasking among proposals, budgets, and project
work. It will keep you challenged and busy!
Ramona, Vice President
What was your background before coming to ICF International
(education, work experiences)? Please comment specifically
on any housing and/or management experience you acquired prior
to ICF International.
 My
early education and work experiences actually didn't have
very much to do with housing! I received my undergraduate
degree in history and then worked for the National Park Service
for three years as a park ranger, including a stint as a ranger
on Alcatraz. I then started a job as a rehabilitation management
specialist for HUD in Newark, New Jersey. That's where I developed
my appreciation for the housing world. I worked with grantees
of various HUD programs, including the Community Development
Block Grant (CDBG) program and Section 312 loans (this loan
program has since been phased out). I then worked for another
consulting firm in D.C. for four years where I first managed
troubled multifamily loans and helped resolve property issues
for HUD, and then began consulting with communities on the
development and implementation of their housing programs.
In 1987, I became the second person to join ICF International's
burgeoning housing and community development practice. I earned
my MBA from George Mason University while working at ICF International.
What factors led you to accept a position with ICF International?
For me, it was an opportunity to help start something new
– to move to a bigger, more stable company and help
build a new practice area. It turned out to be a good move
because I really like ICF International and my former consulting
firm no longer exists!
How many years have you worked at ICF International and what
were your responsibilities when you started?
I've worked at ICF International since 1987. I started as a Senior
Associate with day-to-day project management responsibilities.
As a Senior Associate, my project work included designing
and delivering trainings, doing program evaluations, and writing
guidebooks for government programs. My work has since evolved
to include the management responsibilities of a senior staff
member.
Describe a couple of the projects that you manage and your
role/responsibilities on those projects.
My situation is somewhat unique in that I live and work out
of Seattle, Washington. Although there is a corporate business
aspect to my position, there is probably more field work than
is typical for a Vice President. In fact, I would say that
about half of my work is done in the field.
One of the projects I'm currently managing is a needs assessment
for 20+ jurisdictions in Orange County, CA, to help them implement
the new lead-based paint rule. Staff from the San Francisco
office and I are providing training on the rule to help them
understand its requirements. We'll then conduct a needs assessment
and produce a report on our findings. We're also going to
develop a work plan for them, as well as tools and sample
documents that they can use to implement the rule.
In addition, we're conducting a training for tribal officials
and boards of commissioners of tribal housing agencies to
help them understand their responsibilities with respect to
the Native American Housing and Self-Determination Act (NAHASDA).
We'll be training on the law and regulations as well as basic
management skills. I'm helping to develop this training and
will also be delivering it.
I'm also providing technical assistance to a consortium of
Neighborhood
Networks centers in Washington state. We're helping the
consortium develop a strategic plan and will also help them
implement that plan.
What is your approach to managing projects and teams?
I take a collaborative approach to management. I prefer designing
a project collaboratively and then delegating responsibilities.
It's important for everyone to have something substantive
to work on, and I see projects as an opportunity to give people
a chance to learn and grow.
Describe the extent and nature of your interactions with
clients.
It really runs the gamut, ranging from providing information
and eliciting customer feedback to negotiating scopes of work
to trying to get payment!
What do you particularly like about working at ICF International?
I really like the flexibility – working from home and
being able to live in Seattle is ideal for me and my family.
I also like the autonomy and ability to work independently.
In addition, I like the shared interest in and commitment
to housing and community development issues among our staff
– we share a common mission.
At heart, I'm a problem-solver – I like tackling program
problems and developing creative solutions, and I especially
like the organizational development aspects of our work. I
also have a strong interest in homebuyer programs. The projects
at ICF International allow me to pursue these interests.
What are your greatest challenges as a manager at ICF International?
Because I live in Seattle and ICF International's main office
is in Fairfax, VA, the distance is a challenge. I travel to
the Fairfax office about five times a year, but communication
can be difficult. For example, running a meeting over the
phone is hard. You can't read body language, and it's difficult
to get a feel for the mood in the room. It can also be hard
to keep up on the pulse of projects. I miss the impromptu
conversations that happen in the hallway.
What advice would you have for someone who is interested
in a management position with ICF International's housing practice?
We really look for senior staff to have content knowledge
and relevant experience. You need to have some understanding
of the housing and community/economic development world. Management
skills are important too, but can be further developed once
at ICF International.
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