Designed, managed and implemented multiple successful solutions for tracking, managing, reporting and projecting agency expenditures while properly allocating costs among borough demands
Lead the development and implementation of various business solutions for overseeing, maintaining, executing and monitoring operational and capital budgets, payroll and renewal of annual intra-city and stimulus funded contracts ranging $1 - $100 million. Designed, managed and implemented multiple successful solutions for tracking, managing, reporting and projecting agency expenditures while properly allocating costs among borough demands. Professional in designing software solutions, with expertise in SDLC. Initiated and managed the development of various automated tools that improve functionality, increase efficiency of reporting and analytical capabilities of outdated manual processes.
· Acted as a liaison among stakeholders, end-users and implementation teams using strong technical communication and business skills to bridge gaps and elicit well-formed requirements.
· Maintained persistent PMO strategy, direction and guidance for key personnel under my supervision.
· Effectively established project teams, prepared plans and clearly communicated requirements and expectations to yield optimal results.
· Engaged in data quality transformation projects for clean-up, standardization, and optimization (built inhouse ETL tools.)
· Designed and managed the implementation of an in-house fiscal tracking, reporting, and forecasting solution for upper-management, supervisors, and analysts.
· Parks Reporting and Management System (PRMS). Redesigned Human Resource Management (HRM) module, Payroll/Timekeeping module and overall control of security to delicate information; increased efficiency of bi-weekly, monthly, quarterly and annual financial reporting (from 75 manhours to 2 mh) and forecasts through optimized information exchange and centralized data, integrating various disparate systems and data sources into a common and consistent enterprise data warehouse; increased accuracy of time sensitive projections and KPI’s showing possible risks of overspending; automated billing solutions and task management; designed easy navigation and user experience to facilitate complex reporting; user-friendly interface.
· Managed data sources and consistency to provide high-quality use of data for accurate reporting and management of agency expenditures.
· Wrote structured manuals for end-user training.
· Wrote test cases and test scenarios; engaged in STLC and user acceptance testing (UAT).
· Designed Ad Hoc reports with Cognos for various stakeholders within the C-level administration for assistance in the decision-making process for over 4 years.
· Utilized Cognos for extracting various data for reporting, compliance, intra-city invoicing and HR/payroll system/DWH.
· Administered Financial Management System (FMS) and performed journal entries and GAP analysis using data derived from Cognos.
· Collaborated with and advised the Financial Information Security Agency (FISA) to improve canned query capabilities for Cognos reporting and ensuring information accuracy.
· Trained personnel and prepared training, documentation and process/workflow materials for Cognos reporting and data manipulation.
· Oversaw that operational, grant-funded and capital budgets are in line with monthly, quarterly, and annual plans, maintained persistent strategy, direction and guidance for key departments and upper management.
· Utilized Cognos for ad hoc reporting and retrieval of raw data for analysis and reporting.
· Served as liaison among top management, agency divisions (capital projects, personnel, budget, revenue, expense, and payroll) and key city and state agencies (Mayor’s Office of Management and Budget; Human Resources Administration and others).
· Assisted in design and development of workforce model for projecting human capital requirements, utilizing over 700 researched and quantified inputs gathered for over 2 years, complex algorithms, and reporting capabilities to provide cost-out analysis and projected expenses of human capital requirements prior to construction or improvement of a capital project.
· Engaged in workforce planning, competency management, performance, onboarding/recruitment, and compensation planning for the PARKS OPPORTUNITY PROGRAM (POP).
· Worked closely with the Human Resources Administration (HRA), Office of the Mayor and Office of Management and Budget (OMB) to ensure timely processing of financials and on-pace spending of planned expense budgets.
· Built an improved in-house human resources management system for tracking, reporting, and forecasting expenditures for over 30,000+ employees.
· Designed Ad Hoc reports with Cognos for various stakeholders within the C-level administration for assistance in the decision-making process for over 4 years.
· Utilized Cognos for extracting various data for reporting, compliance, intra-city invoicing and HR/payroll system/DWH.
· Administered Financial Management System (FMS) and performed journal entries and GAP analysis using data derived from Cognos.
· Collaborated with and advised the Financial Information Security Agency (FISA) to improve canned query capabilities for Cognos reporting and ensuring information accuracy.
· Trained personnel and prepared training, documentation and process/workflow materials for Cognos reporting and data manipulation.
· Performed fiscal management of agency human resources including operational and capital budgets, payroll and renewal of contracts ranging from $15 - $100m in funding.
· Provided well observed, articulated, and quantified critical advice for upper management to assist in the decision-making process.
· Provided essential financial reporting, statistic data analysis and monitoring, projections of revenues and expenditures of HR, capital projects and various other than personnel expenses (OTPS).
· Served as main liaison among top management, agency divisions and key city and state agencies.
· Oversaw the planning and monitoring of city, state and grant funded expense budgets
· Reviewed proposed budgets and spending plans as well as intra-city agreements.
· Building relationships and working collaboratively; effective verbal/ written communication; experience in an industry domain.
Complete internal financial reporting and budgeting system for the City of New York, Department of Parks and Recreation.
Highlights:
• Built system for aligning the Seasonal Tracking System (STS) and expense tracking system for unifying human resource allocation with actual costs for efficient and accurate projections and expense recordkeeping.
• Built and managed in-house solution for top management and mid-level agency users- Parks Financial Reporting and Management System (PRMS) for improved Human Capital Management (HCM)| increased efficiency of bi-weekly, monthly, quarterly and annual financial reporting and forecasts through optimized information exchange by centralizing and integrating various disparate systems and data sources into a common and consistent enterprise data warehouse; increased accuracy of time sensitive projections; automated billing solutions and task management; designed sleek modern and user-friendly interface.
• Developed and managed workforce model for supporting strategic human capital management utilizing over 700 researched and quantified inputs gathered for over 2 years, complex algorithms and reporting capabilities to provide cost-out analysis of projected expenses for human capital requirements during construction of new or improved capital projects citywide.
• Engaged in workforce planning, competency management, performance, onboarding/recruitment and compensation planning for the PARKS OPPORTUNITY PROGRAM (POP).
• Worked closely with the Human Resources Administration (HRA), Office of the Mayor and Office of Management and Budget (OMB) to continue developing program progress and success, built improved in-house and citywide human capital management system for tracking costs and progress for over 30,000 seasonal and 12,000 full-time employees.
Use findings and analysis as a basis for new model inputs.
"Adjust findings through communication with DCO and field managers of each borough and sample district PS1/2 (with larger emphasis set on bigger samples from higher demanding boroughs.)
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Set a criteria and guide of specific questions and maintain / follow-up all communication; request justification if needed.
Make adjustments in model inputs and notate all adjustments within the model and documentation.
