Vice President for Finance &
Strategy (2013-2015)
Bethune-Cookman University
From 2013-2015 served as
Bethune-Cookman University’s chief financial and strategy officer by providing
leadership, supervision and evaluation of programs and services for all finance
and business functions including the budget office, controller and accounting
functions, internal audit and control, business affairs, auxiliary enterprises,
and new business development, capital construction and sustainability,
facilities operations, campus safety and emergency preparedness. Supported the president and trustees in
leading the strategic planning function, and provide leadership for the
development and management of the University’s operating and capital budgets,
and endowment fund. Leads and manages the University’s master planning efforts.
Ensured legal compliance and coordinated institutional compliance with external
regulators and regulatory agencies in such areas as finance, risk assessment
and insurance, campus safety, and hazardous materials management. Managed an
$85 million operating budget; a $150 million 20-year building rehabilitation
capital fund; an $87 million new construction fund; and a $53 million endowment
fund.
As the Vice
President for Finance and Strategy at Bethune-Cookman University, a private
not-for-profit institution that is 100 percent dependent on tuition and fees,
Federal and State grants, and other private gifts and grants, I have had to
fine-tune a nascent entrepreneurial mind-set to develop, promote, and implement
radical “outside-the-box” thinking to manage the University’s limited
resources. So I am intimately familiar with: devising and implementing
enrolment-driven programs and strategies, student retention and student success
strategies, maintaining stringent cost-controls and efficiency standards, and
developing alternative revenue streams thru grants development, auxiliary
business development strategies, and fundraising.
Strategic Planning: Led
the development of the 2013 - 18
Strategic Plan: Ascending to Greatness that sets forth ambitious yet
realistic goals and objectives that are aligned with the necessary resources to
permit the accomplishment of the University’s mission and vision. Coordinated
the development of various divisions’ business plans that served as the
implementing mechanism for accomplishing the goals and objectives of the
strategic plan.
Results: The University has become 10-15 percent more efficient in
utilizing resources as well as 70-75 percent more effective in achieving its
goals and objectives.
Finance: Restructured the University’s
financial operations by streamlining, consolidating and or eliminating
functions and activities. Performed comprehensive audit of financial
operations; analyzed existing financial policies, procedures, standards, systems and organizational structure to
evaluate effectiveness in service delivery; established a series of policies,
procedures, standards
and systems to more efficiently manage accounting/financial data collection,
analysis, and reporting; improved quality, accuracy, and usefulness of
financial data, for timely and effective decision-making. Co-chair a cross-functional team of
inter-divisional University staff in assessing the policies, procedures,
systems, and organizational structure and staffing that affect service delivery
in the student affairs/enrollment area.
Results: Implemented new chart of accounts, budget, fixed
assets, on-line requisition and procurement, human resources, and payroll ERP
modules that enhanced accountability; increased efficiency; improved
information processing and reporting; increased revenue collection by 10
percent; accelerated cash flow by 15 percent; implemented on-line real time
purchasing and procurement processes that reduced processing time from 2 weeks
to 72 hours; implemented online vendor registration; improved accuracy of
financial codes by over 90 percent; and eliminated paperwork by over 95
percent; re-negotiated vendor service contracts which reduced expenditures
by 10-15 % and increased service delivery by 25 percent.
Master
Planning: Lead a team of
internal and external professionals in revising the University’s master plan
focusing on sustainability with the goal to develop a plan that would meet the
University’s physical and technology facilities needs for the next thirty to
forty years while at the same time reducing the energy consumption and carbon
footprint.
Results: The plan is 50 percent
completed, is on schedule and within budget.
Capital
Improvement and Construction Management: Partnering with private developers in a
Public-Private-Partnership (P3) arrangement to construct a $72 million 1200-bed
residence hall and a $15 million integrated student center and student services
administrative complex. In keeping with the strategic vision of the university
established a comprehensive $150 million 20-year building rehabilitation plan
to upgrade the University’s aging facilities.
Results: Residence halls are scheduled for completion in
January 2016; and the student center and student service administrative complex
is slated for completion in August 2016. Phase 1 of the rehabilitation plan is
scheduled for completion by August 2015.
