• Served as Statewide Enterprise Project Manager for ProjectONE that resulted in the implementation of the Centralized Accounting and Payroll/Personnel System (CAPPS) for Texas as defined per HB 3106. When fully deployed, the statewide system will serve over 130 state agencies representing over 200,000 state employees and a $168 billion budget. Initially, assisted CPA and the ERP Advisory Council in the planning stage including coordination of the development and submission of the legislatively mandated Statewide ERP Plan. Assisted CPA executive management with establishment of project infrastructure, organization, governance, steering committee, public relations strategies, and multi-agency communications to target audiences and stakeholders including the LBB, DIR, SAO, Governor’s Office, the legislature, agency CFO’s and CIO’s, and the public. Provided project management and oversight, risk management, quality assurance, and coordination assistance during the implementation of the initial deploying agencies including DIR, CPA, TxDOT, CTIC and the five HHS agencies. Engaged leadership at all levels to address roadblocks, negotiate resolution of multi-agency issues and move forward with quality results and solutions that achieved statewide goals and objectives while meeting the expectations of deploying agencies.
• Served on the CPA’s Uniform Statewide Accounting System (USAS) project team. The State of Texas implemented a KPMG Peat Marwick ERP system to replace outdated legacy systems. Assisted in the development of functional specifications, scope, design and implementation of USAS. Assisted in determining higher education and state agency systems requirements, internal controls, development of system-generated reports and screens that reflected internal accounting and financial reporting (GAAP/NACUBO) requirements.
• Served on the Uniform Statewide Procurement Executive Advisory Committee for the CPA. The committee provided insight to State procurement issues with regard to policies, procedures and infrastructure as part of the first phase of a statewide procurement re-engineering effort.
• Assisted the Texas Performance Review Division (TPR) of the CPA by developing a five year financial forecast based on financial projections and estimates as a result of the anticipated organizational combination of the field offices of the Texas Water Commission and Texas Air Control Board. The report identified over $9 million of potential savings to the state. Work product was utilized as the benchmark model for other TPR financial impact studies.

As Statewide Enterprise Project Manager, assisted the TxDOT ProjectONE team and executive management during their implementation of the Centralized Accounting and Payroll/Personnel System (CAPPS) for Texas. Assisted TxDOT executive management in coordination with the other deploying agencies, the Comptroller of Public Accounts and the implementation vendors in the establishment of project infrastructure, organization, governance, steering committee, and multi-agency communications to target audiences and stakeholders. As one of the initial pilot agencies, provided TxDOT with statewide project management and oversight, risk management, quality assurance and coordination assistance during their implementation. Engaged leadership at all levels to address roadblocks, negotiate resolution of multi-agency issues and move forward with quality results and solutions that achieved statewide goals and objectives while meeting the expectations of TxDOT.

As Statewide Enterprise Project Manager, assisted the DIR ProjectONE team and executive management during their implementation of the Centralized Accounting and Payroll/Personnel System (CAPPS) for Texas. Assisted DIR executive management in coordination with the other deploying agencies, the Comptroller of Public Accounts and the implementation vendors in the establishment of project infrastructure, organization, governance, steering committee and multi-agency communications to target audiences and stakeholders. As one of the initial pilot agencies, provided DIR with statewide project management and oversight, risk management, quality assurance and coordination assistance during their implementation. Engaged leadership at all levels to address roadblocks, negotiate resolution of multi-agency issues and move forward with quality results and solutions that achieved statewide goals and objectives while meeting the expectations of DIR.

Served as project manager for a multi-agency, program consolidation and outsourcing initiative under the Child Support Division of the OAG. Coordinated efforts in support of the project’s goals and objectives with representatives of all OAG partner agencies including the Health and Human Services Commission, Texas Department of Criminal Justice, Texas Workforce Commission and Gulf Coast Workforce Development Board.

• As Statewide Enterprise Project Manager, assisted the HHSC ProjectONE team and executive management during their (the five HHS agencies) implementation of the Centralized Accounting and Payroll/Personnel System (CAPPS) for Texas. Assisted HHSC executive management in coordination with the other deploying agencies, the Comptroller of Public Accounts and the implementation vendors in the establishment of project infrastructure, organization, governance, steering committee, and multi-agency communications to target audiences and stakeholders. As initial pilot agencies, provided HHSC with statewide project management and oversight, risk management, quality assurance and coordination assistance during their implementation. Engaged leadership at all levels to address roadblocks, negotiate resolution of multi-agency issues and move forward with quality results and solutions that achieved statewide goals and objectives while meeting the expectations of the HHS agencies.
• Served as Enterprise Project Manager to assist in planning and management of the upgrade of the financial system (Health and Human Services Administrative System – HHSAS) for the following five HHS agencies representing 55,000 employees and a $30 billion budget. The successful project met client’s expectations and was on schedule and within budget.
  • Texas Health and Human Services Commission
  • Texas Department of Aging and Disability Services
  • Texas Department of Assistive and Rehabilitative Services
  • Texas Department of Family and Protective Services
  • Texas Department of State Health Services
• As Enterprise Project Manager, assisted in the planning, acquisition and implementation of an ERP system (HHSAS) across the State’s 11 health and human services (HHS) agencies representing over 48,000 employees and a $30 billion budget. PeopleSoft Financial and HRMS applications were implemented including General Ledger, Purchasing, Accounts Payable, Asset Management, Payroll, Human Resources, and Time and Labor modules. Over one-hundred legacy administrative systems were replaced across the 11 agencies and over 75 systems interfaces were developed. The originally projected 7-year project was successfully completed in just 4 years and $32 million under original budget projections. The project’s scope was expanded during the final year of implementation to include the reorganization and consolidation of the 11 HHS agencies into 5 new agencies as mandated by the Texas Legislature per H.B. 2292. Project resources were leveraged so that this unanticipated major task was accomplished at no additional cost to the project.Responsibilities included coordinating the development of HHS system functional/technical requirements in support of best business practices; development and issuance of RFP for PeopleSoft implementation assistance; coordinating all aspects of proposal evaluation, selection and contract negotiations; establishing enterprise project management, communications and reporting standards; coordinating the establishment and approval of all deliverables for all 11 agencies; assisting in the negotiation and management of all system service level agreement contracts; monitoring the progress of all 12 project teams representing several hundred state and contractor team members; developing, managing and reporting on all project budgets at the enterprise and agency levels; reviewed and recommended for payment all contractor invoices; managed all implementation contracts and contractors and ensured accountability and compliance with terms and conditions of contracts; identified, monitored and reported project risks by conducting risk assessment surveys and the development of risk mitigation plans; and established and coordinated State-mandated planning and reporting between HHSC and the Legislative Budget Board, State Auditor’s Office, Department for Information Resources, Comptroller of Public Accounts and other oversight entities.

As Enterprise Project Manager, strategically planned and managed the DHS implementation of the Health and Human Services Administrative System (HHSAS). DHS was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the MHMR implementation of the Health and Human Services Administrative System (HHSAS). MHMR was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the TCB implementation of the Health and Human Services Administrative System (HHSAS). TCB was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the TRC implementation of the Health and Human Services Administrative System (HHSAS). TRC was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the TDOA implementation of the Health and Human Services Administrative System (HHSAS). TDOA was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the TCADA implementation of the Health and Human Services Administrative System (HHSAS). TCADA was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the ECI implementation of the Health and Human Services Administrative System (HHSAS). ECI was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

As Enterprise Project Manager, strategically planned and managed the TCDHH implementation of the Health and Human Services Administrative System (HHSAS). TCDHH was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.

• As Enterprise Project Manager, strategically planned and managed the PRS implementation of the Health and Human Services Administrative System (HHSAS). PRS was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.
• As the co-project manager, provided day-to-day project management assistance and oversight to the PRS during implementation of the new statewide client/server based ISAS (PeopleSoft) financial system. Performed independent quality assurance reviews, periodic risk assessments and risk management plan development. Assisted in contract negotiations with implementation vendors and coordinated the change management process for the agency with its 11 regional offices. Also assisted the agency in determining financial infrastructure and staffing requirements for their expanding Finance Department, which included an assessment of all financial functions, infrastructure requirements and processes.

• As Enterprise Project Manager, strategically planned and managed the TDH implementation of the Health and Human Services Administrative System (HHSAS). TDH was one of the 11 HHS agencies that implemented the PeopleSoft Financial and HRMS applications. Coordinated the establishment of project teams (state and contractor), project budgets, workplans, deliverables, milestones, project reporting and communications, training, risk management and quality assurance.
• Provided assistance to TDH in evaluating business processes and defining technical/functional requirements for a new financial and human resources ERP system. Assisted the agency in RFO development, software systems evaluation, contract negotiations, selection, and implementation. Services also included a comparative survey and analysis of client server administrative system and implementation projects at Texas state agencies; establishment of project management and project team roles and responsibilities; the development of an alternative system solutions report; and development of a long-term project workplan and timeline.
• Served as project manager and coordinated staff that performed contract compliance and performance audits of 22 case management health providers located in 13 Texas cities for the Chronically Ill and Disabled Children’s Services Bureau of TDH. The project included child process evaluations, outcomes, care/service plan development, tracking/follow-up, service coordination, reimbursement structures and cost/benefit.

As Enterprise Project Manager, assisted DADS with reorganization and consolidation tasks related to the implementation of the Health and Human Services Administrative System (HHSAS). Specifically assisted DADS with the identification, assessment and resolution of issues related to standardization of system configurations, changing business processes and procedures, and streamlining administrative operations in support of the new consolidated infrastructures. DADS is one of the five new agencies created from the consolidation of the 11 HHS agencies as mandated by the Texas Legislature per House Bill 2292.

As Enterprise Project Manager, assisted DARS with reorganization and consolidation tasks related to the implementation of the Health and Human Services Administrative System (HHSAS). Specifically assisted DARS with the identification, assessment and resolution of issues related to standardization of system configurations, changing business processes and procedures, and streamlining administrative operations in support of the new consolidated infrastructures. DARS is one of the five new agencies created from the consolidation of the 11 HHS agencies as mandated by the Texas Legislature per House Bill 2292.

As Enterprise Project Manager, assisted DFPS with reorganization and consolidation tasks related to the implementation of the Health and Human Services Administrative System (HHSAS). Specifically assisted DFPS with the identification, assessment and resolution of issues related to standardization of system configurations, changing business processes and procedures, and streamlining administrative operations in support of the new consolidated infrastructures. DFPS is one of the five new agencies created from the consolidation of the 11 HHS agencies as mandated by the Texas Legislature per House Bill 2292.

As Enterprise Project Manager, assisted DSHS with reorganization and consolidation tasks related to the implementation of the Health and Human Services Administrative System (HHSAS). Specifically assisted DSHS with the identification, assessment and resolution of issues related to standardization of system configurations, changing business processes and procedures, and streamlining administrative operations in support of the new consolidated infrastructures. DSHS is one of the five new agencies created from the consolidation of the 11 HHS agencies as mandated by the Texas Legislature per House Bill 2292.

Appointed by the Governor of the State of Texas to serve on the State of Texas Uniform Statewide Accounting System Project Advisory Committee. The committee considered such issues as enhancements to statewide financial queries, download of statewide files for agency customized reporting, and real-time access to statewide files for funds validation by agencies with independent internal systems.

Coordinated contract negotiations, project management, deliverables approval and systems implementation for a client/server based financial accounting and management information system for two of the larger and more complex Texas State agencies, TPWD and the Texas Commission on Environmental Quality (TCEQ) (formerly Texas Natural Resource Conservation Commission). Oracle Systems Inc. was engaged to modify and implement their financial management system.

Major tasks included the preparation of a Request for Proposal, development of proposal evaluation criteria, scoring and selection of the consultant. Negotiated the contract with multiple vendors in concert with both agencies’ legal, fiscal, technical and administrative staffs.

Approved periodic project risk assessments and a risk management planning strategy, which conformed to Quality Assurance Review Guide specifications of the DIR and the Office of the State Auditor (OSA). Coordinated the development of a cultural change management strategy.

• Managed TCEQ’s participation as the original “pilot” agency in a multi-agency project to develop the Integrated Statewide Administrative System (ISAS) for the State of Texas. After initiating the concept that ultimately led to the creation of ISAS, managed the development of the initial functional requirements that were utilized by participating agencies. PeopleSoft’s governmental client/server financial software applications were selected. The new statewide system included general ledger, purchasing, payables, asset management, inventory, time and labor accounting, grants management, contracts management, receivables, project accounting and budget management. The system interfaced with other statewide systems such as USAS, USPS, TPIS, SPA, GSC and LBB. TCEQ (formerly Texas Natural Resource Conservation Commission) is large and financially complex with an annual budget of over $400 million and 3000 employees distributed across 15 field offices throughout the State.
• Developed a comprehensive financial and human resource information systems strategy and multi-year implementation plan for replacing, upgrading and integrating administrative information systems for the new TCEQ. Project included an operational audit of the administrative systems and operations of the former Texas Water Commission as they prepared to merge with the Texas Air Control Board. The report addressed an array of systems and integration issues as well as organizational and procedural issues that would impact the new agency’s ability to fully utilize current and proposed administrative systems. Eight administrative systems development initiatives and numerous business process re-engineering efforts were identified. Directed all aspects of six information system development projects that immediately followed.
• As project manager coordinated the re-engineering of TCEQ’s contracts and grants management infrastructure for over 700 active contracts for which environmental fees collected by the agency were redistributed in a pass-through process.
• As project manager, managed the design and development of automated monthly executive financial summary reports for executive management. The reports provided a high level status of key financial indicators by fund, strategy, organization and grant. They also include focused budget to actual comparative analysis of expenditures and revenue streams.
• As project manager, directed a project team responsible for the implementation of the Uniform Statewide Payroll/Personnel System (USPS) at TCEQ. The integrated human resource information system included a single statewide database containing information regarding employees and their participation in the employment process.
• As project manager, directed a team responsible for conducting an agency-wide business process review of TCEQ’s three major budget processes (Strategic Planning and Legislative Appropriation; Annual Operating Budget, and Federal Grants Budget). Executive management adopted all 34 business process re-engineering recommendations for improving budget development, management, control and information systems
• As project manager, directed team responsible for the selection and implementation of a new Employee Time System that brought TCEQ in compliance with the time reporting requirements of the Environmental Protection Agency (EPA) and Fair Labor Standards Act. Major tasks included development of system requirements and a feasibility study to consider whether to re-engineer the current system or consider available alternative solutions. The agency acquired at no charge, the code of a time and attendance system utilized by another state agency. The new system was a key negotiation point with the EPA’s acceptance of overtime billing of federal grants that resulted in an additional $300,000 being billed the first year.

• Served as project manager for the largest Texas State agency to successfully implement USAS as an agency’s internal accounting system. As Project Manager organized the financial and technical project teams and steering committee, established a project communications plan, led weekly joint project team meetings with the Texas Comptroller’s USAS staff, tracked project performance and issued status reports, developed and maintained project schedules, established operational contingency plans in the event that the system was not implemented on schedule and established and monitored an issues resolution process. Conducted a project risk assessment that led to modifications in the project’s scope. Developed and implemented a cultural change management plan that included end-user presentations and system demonstrations to ensure end-user buy-in to the new system and way of doing business.
• As project manager, directed a multi-agency, business process re-engineering and strategic planning effort which resulted in the consolidation of TWC and Texas Air Control Board financial operations and staffs and ensured that new financial systems, policies, procedures and processes supported the new agency’s strategic goals. Issues addressed included differing agency cultures, accountability and fiscal control expectations, work ethic, and complexity of financial structures. Directed nine sub-teams that focused on accounting structure, payroll/employee time, budgeting and cost allocation, revenues, disbursements, grants and contracts management, grants and contracts accounting, financial reporting, and property accounting.

As project manager, assisted management in the implementation of the first and largest installation of USAS on a Texas agency’s internal hardware environment. Assisted in contract negotiations, project staffing and project planning. Besides general ledger, receivables, budget, contracts, grants, project, payables, inventory and payroll modules, this project required the additional integration of purchasing and asset management modules. Managed the development of project organization and communications, status reporting, steering committee charter, project standards and controls, project workplan, issues resolution procedures, deliverable acceptance procedures and quality assurance procedures. Also assisted in finalizing projects scope, the functional and technical requirements and design of the system to meet TDCJ specifications, provided end user training, performed system testing, developed user procedures and documentation and facilitated resolution of issues.

As project manager, managed the development and implementation of a new Financial Accounting and Management Information System, which was a software product of KPMG Peat Marwick. Coordinated the development of system requirements; preparation of a Request for Proposal; development of proposal evaluation criteria; and scoring and selection of the consultant. Negotiated the contract with the vendor which included all system modifications, detailed implementation workplan, license fees, conversion of data, subsystem interfaces, training, system documentation, specific qualifications of vendor implementation staff, system performance, deliverables, deliverable retainages, system compatibility with future upgrades, full implementation within specified timelines and guaranteed fixed price future maintenance fees.

• Served as project manager for the GLO and worked with KPMG Peat Marwick who was engaged to design, develop and implement a PC based integrated Funds Management Information System (FMIS). The system facilitated the management of debt and investments associated with the issuance of housing and land tax-exempt bonds and included applications for arbitrage, arbitrage rebate, investment tracking and analysis, financial planning, cash flow and debt and portfolio management.
• Major project management tasks included monitoring of vendor compliance and performance with documented requirements and specifications per contract; risk assessment and mitigation; coordination of project and steering committee meetings; management of project timelines consistent with workplan; facilitation of issue resolution; managing project scope and client expectations; review of all project deliverables; preparation of status reports to management: and management of project budget.
• Performed an operational audit and risk assessment of GLO land holdings as a result of foreclosure proceedings. Examined the cost basis and fair market values of numerous tracts and determined, given inflation and future real estate market projections, whether it was economically more feasible for the GLO to retain or sell the properties. The risks associated with options to retain or sell were also identified.

Conducted an independent assessment and evaluation of the TWDB Accounting and Finance Division’s business processes, internal controls, automated financial systems and organizational structure to determine which aspects were adequately being performed and which aspects required correction and/or improvement. The nine core business processes reviewed included accounts payable, accounts receivable, payroll, contract management, funds management, budgetary operations and management, deposits activities, general ledger and bookkeeping, and financial reporting. Services included an evaluation of the management and organizational structure, job duties, job classifications and staff qualifications of the Accounting and Finance Division. Also provided consulting assistance during the development of the agency’s annual financial report.

Assisted management in the preparation of the agency’s Strategic Plan and Legislative Appropriation Request. This included development and reporting of strategic plan outcome and output measures, objective and strategy budgeting, and priority allocation table development.

Performed an EDP review of the THA Data Processing Center as part of an independent annual audit of operations. Major tasks included a review of the agency’s disaster recovery plan; assessment of segregation of EDP duties; and recommendations for an agency oversight committee to prioritize future systems development efforts.

Performed independent examinations of financial forecasts for racetracks as required by the TRC for obtaining pari-mutuel betting license. Analyzed forecasted attendance, operating and statutory costs, market penetration, purses, staffing, debt and equity financing and sensitivity/break-even analysis. Provided expert testimony before the TRC on behalf of clients. All racetrack clients were successful in obtaining their pari-mutuel betting license. Represented corporations, partnerships and individuals applying for both Class 1 and Class 2 quarter horse and thoroughbred license as well as two of the three greyhound tracks in Texas.

Assisted management in the development of a statewide strategic plan for financial and human resource management system implementation. The strategic plan established requirements for integrating the State’s accounting, reporting, budgeting human resource and program cost/performance measurement systems to establish a uniform statewide database of integrated information.

Served as the ERP Project Manager for the planning and acquisition of a new ERP system (Re-Inventing Government for Harris County, Texas – RIGHT Project) to be implemented across all County departments representing over 16,000 employees and $10 billion in assets. Harris County is the 3rd largest county in the country with over 4.3 million residents. PeopleSoft Financial and HCM applications were selected for implementation.Major responsibilities included:

• Managed development of project planning deliverables such as the project business case, project charter, risk assessment plan, communications plan, project plan and change management plan;
• Coordinated the development of current and “To Be” functional and technical requirements in support of best business practices and Harris County business processes and interfaces;
• Assisted in development of an RFP for PeopleSoft implementation assistance in compliance with State of Texas and Harris County procurement and contracting processes;
• Assisted in vendor proposal evaluation and selection including development of proposal evaluation criteria, evaluation team training, bidder coordination and contract negotiations;
• Established project management, communications and reporting standards;
• Provided weekly status reports to project sponsors, stakeholders and executive management;
• Coordinated software to functional and technical requirements fit/gap analysis, gap resolutions for both the HCM and Financial components of the project;
• Coordinated the efforts of all project committees including Enterprise Work Groups, Change Control Boards, Executive Steering Committee and Executive Advisory Committee;
• Coordinated weekly and monthly project status meetings with the Executive Advisory and Steering Committees.

Provided financial implementation advice and project management oversight assistance to Oklahoma County as they implemented the general ledger, purchasing and accounts payable modules of Oracle’s client server based government financial management system. Major tasks included coordination of change management and issue resolution, review and approval of deliverables, project quality control and risk management, establishment of project standards and controls, workplan development and monitoring and project status reporting to client management.

Assisted three academic, engineering research agencies within the Texas A&M University System (Texas Engineering Experiment Station, Texas Engineering Extension Service, Texas Transportation Institute), to design and implement an integrated financial and management information system which supported business operations, academic research and teaching in a multidisciplinary research environment. Managed the development of a requirements document; worked with departmental, administrative and technical staff to assess customer expectations; and assisted in the conceptual and detailed design, development and implementation phases of the project.

Assisted three academic, engineering research agencies within the Texas A&M University System (Texas Engineering Experiment Station, Texas Engineering Extension Service, Texas Transportation Institute), to design and implement an integrated financial and management information system which supported business operations, academic research and teaching in a multidisciplinary research environment. Managed the development of a requirements document; worked with departmental, administrative and technical staff to assess customer expectations; and assisted in the conceptual and detailed design, development and implementation phases of the project.

Assisted three academic, engineering research agencies within the Texas A&M University System (Texas Engineering Experiment Station, Texas Engineering Extension Service, Texas Transportation Institute), to design and implement an integrated financial and management information system which supported business operations, academic research and teaching in a multidisciplinary research environment. Managed the development of a requirements document; worked with departmental, administrative and technical staff to assess customer expectations; and assisted in the conceptual and detailed design, development and implementation phases of the project.

Directed the establishment of financial operations infrastructure for the Business Office for Engineering Services that supported the academic and engineering research operations of TEES, TEEX and TTI. Major tasks included: the design and implementation of the organizational infrastructure; assessment of staffing requirements; development and implementation of fiscal policies and operational procedures; establishment of fiscal accountability and internal controls; assistance with design and implementation of financial information systems; and development of financial reporting mechanisms in compliance with state and federal guidelines as well as GAAP and NACUBO standards.

Assisted management in planning the conceptual design of a financial system implementation utilizing College and University Financial System of American Management Systems, Inc. and Financial Aid Management System of Management Science America, Inc.

Assisted management in the development of a comprehensive requirements definition for an integrated financial/management information system. The requirements included modules for student enrollment and student loans. Major tasks included the analysis of user needs and expectations; worked with client to document system functional/technical requirements; flowcharted business processes; and identified conversion requirements and system interfaces.

Performed a detailed examination of a six-year financial forecast and feasibility study for Phillips University in Enid, Oklahoma. Evaluation criteria and variables included tuition, room and board, grants, enrollment, financial planning and marketing analysis. The University attempted to determine optimum future revenue streams by assessing the financial impact of various scenarios of the evaluation criteria.