budgeting & capital program

business process improvement & cost management

financial data, reporting & systems

financial analysis

financial policy & planning

economic development


business & strategic planning

projects:  business & strategic planning

county organizational assessment
an organizational review of all financial functions provided an assessment of whether the organization structure, responsibilities, policies and procedures were in alignment with legal and fiduciary responsibilities.  provided recommendations for future areas of audit and changes to organizational responsibility and structure, staffing, technology, policies and procedures.

fiscal oversight authority
led a multi-disciplinary group of academics, business leaders, financial advisors and senior government staff in the analysis of key city financial issues, implementation of city council hearings and construction of recommendations regarding the need for a fiscal oversight authority.

hospital relationship strategy
developed recommendations to optimize contract renegotiation between a major northeast university and hospital including required financial analyses, ground rules for the negotiation process and moving from a fixed price structure to one that linked specific delivery of units of service to payments per unit.

long-term fleet plan
developed a long-term fleet plan incorporating maintenance and overhaul programs, quality and brand standards, and retirement and replacement programs.  maintenance, progressive and heavy overhauls, enhancement, wreck and accident repair, purchase and salvage estimates by type of asset and passenger brand were combined to produce cost estimates for a 20-year period.

medical center organizational assessment
determined if there was an alignment of goals and priorities and prepared an organization assessment of the central finance department.  key findings were centered around seven major issues -- leadership, communication, teamwork, department structure, work priorities, adequacy of resources, and lessons learned from the budget, closing and audit processes.

network growth strategy
guided the development of a passenger rail network strategy focused on creating a system with enhanced reach and connectivity, better system-wide utilization of equipment, and improved passenger choices.

operations analysis
analyzed alternative operating structures, and developed and implemented an operational plan for a newly constructed 1.4 million square foot convention facility.  the operating plan combined privatized services with internal staff for corporate, specialized and customer services.

product line business strategies
working with operations management, established distinct product line business strategies based on overall objectives, actual performance, and available assets.  plans targeted specific consumers and included financial and operational performance goals.

railroad business plan
developed the national passenger railroad’s five-year strategic business plan which focused on reducing the reliance on federal government operating funding.  the plan was based on six inter-related strategies: building a market-based network, delivering consistent quality, revitalizing the amtrak brand, operating a cost-effective business, leveraging public and private partnerships and developing corridor services. 

regional rail strategy
supported a northeast commuter railroad in the development of a draft regional rail plan, forming the foundation for interstate discussion.  prepared state and regional financial analyses, contributed to structure and governance alternatives analysis and drafted proposed financial principles for a regional operation.

school district organizational assessment
performed a review of treasury operations and prepared recommendations regarding organization, policy, process and technology to improve operational efficiency, the quality of deliverables provided to internal and external constituents, and the financial position of the school district.

transportation funding and reform
served as project manager and lead financial consultant to a state transportation funding and reform commission, managing a team of operational, engineering, planning, and capital investment consultants.  defined transit, highway and bridge operating and capital funding needs, and proposed comprehensive reform and funding recommendations for state funding structure and transit agency efficiencies and revenue enhancements.  additional issues analyzed included competitive contracting, public-private partnerships and growth and development linkage to transportation.  the work culminated in a final commission report submitted to the governor and legislature.

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