Serve as an online instructor for a course entitled Critical Thinking. Students are given the opportunity to analyze and discuss various types of media to determine which sources provide the most reliable information. Topics addressed include the relationship between critical thinking and clear writing, credibility of sources, rhetorical devices, fallacies, unclear or misleading language, and the characteristics of various types of arguments.

Assist the County Administrator in the execution of policies and procedures for a full service county governmental entity with human services, airport and port operations, mass transit, public works and jail functions in support of 5,400 employee operation and $3.3B budget. This is high level professional position that compares to an Assistant County Administrator position in comparable organizations. The incumbent reports directly to the County Administrator and serves as the primary liaison to the Office of Management and Budget, Public Works, Judiciary, the Sheriff, the State Attorney, the Public Defender, the Supervisor of Elections and the Property Appraiser. Together these agencies comprise more than 50% of the County’s operating budget. Oversight of agency budget development, coordination and administration is a key responsibility, including both operations and capital budgets. Duties also include performing research, conducting a variety of special studies and implementing administrative policies. Functions also include the coordination of the funding program and bid solicitation process in support a $300M County Courthouse building program and countywide dispatch services. Broward County is the 2nd largest county in the State of Florida with 9 single member districts.

Provided leadership, guidance and direction to business units in developing, analyzing and managing a $500M annual budget in support of a 2,000 employee operation. Achievements:
 Analyzed theme park activity to identify cost containment and revenue enhancement opportunities.  Developed polices, procedures and tools regarding the implementation of Total Quality Management program.  Developed and monitored workforce, and presented the labor budget to corporate headquarters.
 Conducted labor, process, productivity and time studies to analyze department workflow systems and identify efficiencies.

Provided leadership and direction to 3 employees in developing, analyzing and managing various departments for an overall budget total of $1.7B and a capital budget of $500M in a 9,000 employee operation. Served as Orange County’s Capital Improvement Coordinator with responsibilities in managing and developing a $500M capital improvement budget and plan, intergovernmental coordination, public affairs, policy development, project management, communications, planning and administrative functions to achieve the established vision, mission and goals of the organization. Achievements:
 Created, coordinated and implemented polices regarding the use of over $1.0M in Community Funds on an annual basis.  Worked with elected officials and legislative staff in the disseminating information to the community and execution of community projects. Provided program status reports to the Mayor and county commissioners.
 Worked directly with neighborhood organizations in the implementation of community funds.
 Developed policies to manage capital projects and to provide direction on forecasting and executing projects.
 Worked on Capital Improvement Element (CIE) to ensure alignment with Comprehensive Plan.
 Tracked and reported all reimbursable expenditures associated with emergency situations to FEMA.
 Led and directed organizational development and process improvement activities.

Provided leadership and direction to 12 employees in developing and managing a $300M annual operating and $300M capital budget, financial management and analysis, budgeting and forecasting, developing workforce management strategies for a 584 employee operation, and strategic, financial and operational planning to support Roads & Drainage, Stormwater Management, Traffic Engineering, Development Engineering, Highway Construction, Engineering, and Transportation Planning Divisions. Achievements:
 Developed a ten-year (10) financial plan (revenue and expenditures) to fund $200M in major transportation projects.
 Managed over $300M capital improvement program and presented financial outlook report to executive leadership.
 Presented budget to executive leadership communicating strategy, funding and challenges.
 Worked on Capital Improvement Element (CIE) to ensure alignment with Comprehensive Plan.
 Worked on Concurrency Management Issues with the Engineering, Traffic Engineering and Highway Construction divisions.
 Served on Impact Fee and Concurrency Management Committees to address funding and concerns by developers.
 Tracked and reported all reimbursable expenditures associated with emergency situations to FEMA.
 Led and directed organizational development and process improvement activities.

Provided leadership and direction to 3 employees in developing and managing a $100M annual operating and capital budget, financial management and analysis, budget and forecasting, developing workforce management strategies for a 400 employee operation, and strategic, financial and operational planning to support Building Safety, Planning, Code Enforcement, Animal Services, Environmental Protection, Housing & Community Development and Zoning Divisions. Assumed responsibilities of Deputy Department Director from 6/2000 – 11/2000. Achievements:
 Planned and directed human resources management activities to maximize the strategic use of human resources to include payroll, employee relations, benefits administration, compensation, risk management, training/development, and recruitment/ retention.
 Implemented $3.1M financial and expenditure plan for the Lake Apopka Restoration Act grant to address economic issues, and serve as point-of-contact on media inquires.
 Worked with community non-profit groups in executing economic development initiatives for grant funds. Updated Mayor and commissioners on progress of program.
 Worked on Capital Improvement Element (CIE) to ensure alignment with Comprehensive Plan.
 Optimized financial condition of agency by identifying over $2.0M in additional revenue and $1.0M in cost savings for Department.
 Worked with the Enterprise Zones (EZ) and Community Redevelopment Agencies (CRA) along with the Planning Division.
 Presented financial strategies to the Construction Council, Home Builder’s Association, and Building Code and Adjustment Board.
 Presented budget to the Board of County Commissioners highlighting strategies, funding and challenges.
 Managed citizen task forces in implementing Holden Heights economic redevelopment and County Public Notification Criteria.  Led and directed organizational development and process improvement activities.

Provided leadership and direction to 25 employees in developing and managing a $40M annual operating and capital budget, processing over $200M in cash receipts, policy/procedures, financial management, analysis and planning, budgeting and forecasting, and developing workforce management strategies for a 553 employee operation. Achievements:
 Implemented e-payment services to gain efficiencies that resulted in savings of $1.45 to $1.75 per financial transaction.
 Worked with judicial system stakeholders to include the local/state officials on the implementation of Revision 7 to Article V.
 Presented budget to Executive and Finance Committee for approval.
 Developed cash handling/procurement policies to ensure proper procurement, and handling over $200M in cash receipts.  Redesigned revenue recovery process to increase collections by 97%, and established performance measures.
 Negotiated and implemented point-of-sale and electronic portals to process payments of over $200M in cash receipts.

Provided leadership, guidance and direction to 50 unit members in procurement, supply chain management, inventory, and financial management to support efforts of the Navy’s Sailors, ships, squadrons, submarines, and shore stations across the globe. Procured and managed inventories in excess of $2B and provided financial strategies to utilize resources in a cost effective manner. This worldwide effort required strong leadership, organization, strategic planning skills, understanding of supply chain management systems, and experience in intergovernmental coordination and public affairs. Achievements:
 Recalled to active duty in support of Operation Enduring Freedom in 2007. Served as Logistic Officer and worked with Afghanistan vendors in the procurement and transportation of construction materials to military basis throughout the country.
 Served as Strategic Communication Officer/Public Affairs for the Center for Security Forces for approximately one (1) year.
 Worked directly with media in communicating activities of Navy projects to the community, and wrote and published articles on activities of the Center for Security Forces to highlight activities for the organization.
 Developed media packages to provide information to the media and communicate activities to the community.
 Coordinated with local community college in Norfolk, VA in offering a degree in Homeland Security.
 Trained unit members on logistical, financial and inventory management and transportation matters.
 Provided financial management, cost containment and inventory strategies.
 Worked closely with partners to ensure an effective delivery of services and products by using supply chain management techniques.
 Led and directed organizational development activities to ensure the efficient and effective use of resources.

Provided leadership and direction to 43 employees in developing and managing a $47M annual operating and capital budget, processing of $222M in cash receipts, purchasing, implementing operational and performance excellence initiatives, developing workforce management strategies for a 600 employee operation, and facilitating strategic, performance measurement, financial and operational planning. Achievements:
 Developed collection strategy resulting in an additional $14.0M of revenue at a ROI of 183%.  Initiated partnerships with private agency to process over $2.5M in cash receipts at no cost and savings to the Clerk’s Office.
 Implemented new revenue recovery approach resulting in of $2.5M in additional revenue in the first year.
 Led process improvements and cost savings efforts resulting in more than $10.2M in direct savings to date.
 Developed organization’s first documented strategic plan, strategy map and performance measurement system.
 Developed, implemented and evaluated methods to address a $6.8M to $8.0M revenue shortfall.
 Worked directly with local/state officials, judicial and citizen groups to resolve financial, process and customer service problems.
 Presented budget to the CCOC Executive and Finance Committee for approval, and established open government website.
 Spearheaded green sustainability initiative with a goal on reducing 1.3M carbon footprint by 10% each year.  Negotiated contracts for performance and technology systems, office supplies, and third party vendors.  Planned and directed human resources management activities to maximize the strategic use of human resources to include payroll, employee relations, benefits administration, compensation, risk management, training/development, and recruitment/ retention.

Certified DDI and AchieveGlobal Instructor with a focus on delivering Leadership Development and Customer Service trainings to corporate clients.

Provided leadership and direction in strategic managment, budget and financial management for a $1.2B county governmental entity that is 10th largest in the State of Florida with 5 single member districts. Respnsibilities include strategic, budgeting, performance measurement, and operational planning for a full service county governmental entity with human services, airport, mass transit, public works, and jail functions in support of a 2,700 employee operation. Achievements:
 Updated budget and financial policies to better reflect direction by the Board of County Commissioners and eliminate redundancy.
 Assisted reducing debt obligations and defeasing over $41M in bonds.
 Assisted in the organization receiving favorable bond ratings for all three rating agencies.
 Developed the first strategy map to communicate the strategic framework of the organization, and refined organizational performance measures.
 Refined the capital improvement process to focus on capital planning and the development of a five-year capital plan.
 Led the refinement of the budget development process to include public engagement and the streamlining of processes.  Led the development of a performance management system to include instituting a balance scorecard system to better communicate the success of the organization.
 Enhanced the monitoring and reporting of financial information to better communicate financial information on a daily, weekly, monthly and quarterly basis.
 Implemented a financial forecasting model to review financial impacts over a multi-year.
 Developed solutions to address budget shortfalls the range from $9.0M to $30.0M.
 Served as a member on labor negotiation teams for contract negotiations with IAFF and LIUNA.
 Presented a $1.2B dollar budget to the Board of County Commissioners, citizen groups, media and other stakeholders.
 Served as Chairman of the Deferred Compensation Investment Committee with total plan assets of $61M for 1,900 employees