by Francisco Villarruel

This summer, I had the privilege of serving as an intern at the Los Angeles Mayor’s Office of Economic and Opportunity, under the leadership of Deputy Mayor Brenda Shockley. My primary role was to oversee the Early Childhood Education Student Advancement Program (ECE-SAP) for participants aged 50 and older. This work encompassed recruitment, outreach, data tracking, and cross-sector collaboration with both public and private partners. One highlight was coordinating the culmination ceremony for a graduating cohort—a celebration of perseverance and community impact.

The Mayor’s Office provided me with a front-row seat to the intersection of policy, systems thinking, and social work. Much of our work involves analyzing how local, national, and global models—such as theories of change and return on investment (ROI)—can be adapted to Los Angeles. A defining moment this summer was engaging in critical discussions about how to improve employment opportunities for formerly incarcerated individuals, including the push to revitalize California’s Clean Slate Act (SB 731). Another milestone was attending an all-staff meeting with Mayor Karen Bass, whose passion for defending democracy and serving Angelenos reaffirmed why I chose this field.

Beyond Los Angeles, I had the honor of representing UCLA Luskin’s MSW program at a global gathering in New York. Meeting delegates from across the world provided fresh perspectives and long-lasting connections. It was striking to hear how leaders from other countries view the challenges facing the United States, and how our own struggles compare with nations still ravaged by war.

I was particularly inspired by conversations about Mexico City’s innovative approach to reducing cartel recruitment. Before becoming President of Mexico, Claudia Sheinbaum Pardo served as Mayor of Mexico City, leading policies that offered annual scholarships to students for each grade completed. This strategy dramatically decreased cartel recruitment among youth. As mayor, she also lowered the city’s homeless population to roughly 30,000—remarkable progress for a city of over 20 million residents. In contrast, Los Angeles, with a population of 3 million, faces over 43,000 unhoused individuals in the city and more than 72,000 across the county. These comparisons highlight the potential of evidence-based, people-centered policy to create lasting change.

This summer deepened my belief in being a multi-layered professional—combining policy work, community engagement, and future aspirations in clinical social work, forensic gang expertise, and global consulting. Whether in Los Angeles, New York, or learning from Mexico, the mission remains the same: to foster systems that uplift communities, dismantle barriers, and create sustainable opportunities for all.