Chief Executive Officer
Mentoring Today for Tomorrow Corporation
2003 to 2012
Services: Community-based Non-profit Health and Human Services
Population: At-risk and foster care youth
Population/service area: Riverside County
Supervisor: Executive Board of Directors:
Contact: William H. Hayling, MD, VP Mentoring Today for Tomorrow Inc.
(310) 738-1311
chwhmdr@msn.com
•Plan, direct, coordinate and administer the organizations financial and accounting responsibilities, budget, information systems and related administrative functions.
•Participate as a member of the executive team in the review, development and implementation of policies and procedures for carrying out the organizations goals and objectives.
•Monitor, evaluate and make recommendations regarding complex budgetary costs.
•Direct the development, preparation and implementation of the organizations budget, including the management of expenditures and revenues.
•Direct and manage the development, maintenance and evaluation of information systems.
•Acts as liaison with local, county, state and federal representatives in the evaluation of planning for future information systems needs.
•Conduct or direct and evaluate complex studies pertaining to a variety of financial, administrative and operational problems. Develop and implement effective solutions.
•Review and analyze new and revised proposed legislation to determine effects on the organization.
•Develop, review and approve plans for the effective utilization of office space, furniture, equipment, forms and supplies.
•Represent the organization on matters related to financial and administrative matters before the Board of Directors.
•Select, train, direct and evaluate subordinate managers.
•Provide overall direction for subordinate staff regarding professional standards, work quality and performance.
•Prepare, review and approve detailed reports and correspondence.
•Performs other related duties as required.
Mentoring Today for Tomorrow is a State of California recognized non-profit community-based organization developed in 2003. Under the Executive Board of Directors, plan, organize, direct and coordinate the financial and administrative functions of the organization. This position reports directly to the Board of Directors and is responsible for all financial, budgetary, information systems and general administrative functions of the organization. The duties include: Develop organizational programs and functions. Follow Federal, State, and local laws, codes and regulations. Provide exceptional interpersonal, analytical and leadership skills. Communicate effectively, both orally and in writing. Use computers to conduct analysis and develop reports. Plan, organize, assign, and review the work of subordinates including managers and directors. Establish and maintain effective relationships with others. Interpret, apply, and explain complex laws and regulations. Make effective decisions. Analyze and solve problems.
Information Technology:
Develop the strategic plan process for the IT unit. Continuously evaluate feedback from staff, stakeholders and the community. Identify new IT services and make improvements in existing IT services. Compare and revise goals, while aligning the IT objectives to industry trends, as well as, system-level priorities and goals.
Provide tactical/operational aspect that ensures that technology initiatives are planned, selected, and managed at the administrative level, and are sustainable from a fiscal, people, and process resource perspective to ensure ongoing delivery of services.
Develop effective processes to determine and to prioritize user technology needs.
Continue to deploy information technologies that provide tangible, measurable benefits for staff and clients. Enhance network based services, web enabled software systems and expanded information security tools. Update new technologies that provide seamless, integrated access to information services both in and out of the organization and departments will remain a high priority as outlined in the IT plan.
Develop, evaluate and update annually, allowing the opportunity to review and adjust to changing conditions. The plan is revised accordingly to reflect changes to priorities and goals.
Management and Leadership Style:
Allow the input of staff in decision-making practices. Provide positive feedback and opportunity for staff to learn through formal and informal methods led by example. Monitor, delegate and hold people accountable. Provide strategic, tactical, analytical and politically astuteness. Establish teams of experts to conduct marketing and business strategies to keep the organization and departments on pace with other organizations/departments in the same industry. Provide the highest level of integrity, self-confidence, sense of humor, honesty, humility, and discipline. Provide negotiations, arbitration and collective bargaining skills.
Community Collaboration:
The community collaboration consists of public and private community entities including school districts, unions, counties, local, county, state and federal officials, and other community agencies that provide community services. Mentoring Today for Tomorrow encourages effective information-sharing and open communication among agencies that may already collect relevant data, to develop integrated delivery services that include planned community collaboration, program evaluation, and policy implication to ensure the expansion of services that maximizes positive outcomes for families and communities. While working with other community agencies, Mentoring Today for Tomorrow provides service learning by providing comprehensive assessments, general instruction targeted through remediation and support that will reinforce learning objectives.
KEY ACCOMPLISHMENTS AND SIGNIFICANT ACHIEVEMENTS:
Develop public and business relationships, program administration, fiscal operations, human resource management facility management and organizational development (OD).
Public Relations: Identify target audiences, create a theme for the organization, develop tactics for communication, time-line for implementation, budgets and measure whether or not the organizational objectives are met through research tools.
Public and Program Administration: Develop the mission statement and vision to bring about change, short-term and long-term planning, and advocacy for the organization, build support within the community, local, state, county and federal officials and their staff, create a positive environment, communicate program development and success through websites, newsletters, local media outlets, and etc. Develop and deliver community service programs, manage complex projects. Coordinate and perform program management. Review administrative and technical duties necessary to achieve project and program objectives with limited resources. Manage, plan, coordinate and integrate various phases of comprehensive community services. Develop and manage activities that include initial planning, feasibility studies, community involvement, project design, project approval and activities. Meet deadlines on multiple projects. Design, implement, and monitor budgets and expenditures. Carry out board policies and review operations. Establish guidelines, policies and procedures. Research and evaluate data, prepare reports and other organizational information. Pay close attention to details, design research surveys and evaluate research data.
Fiscal Administration: Develop budgets, and review non-traditional funding streams, assign line item spending limits throughout the organization. Review treasurer notes and budgets. Review budget recommendations Prepare financial reports. Monitor budgets on monthly bases with amounts spend against set budgets. Make difficult budgeting decisions. Maintain a working relationship with local, State and Federal funding sources. Write private, state, federal and foundation grants. Monitor the departmental budgets which include: Monthly monitor, access, controls, reconciliation and comparison of assets with records, analytical reviews, review of outputs, transactional review, and general computer controls (Information system support and security, systems acquisitions, development and maintenance). Program Performance Budgeting (PPB), review future budget plans based on established goals and objectives for expenditures and performance measures to determine economic effectiveness of budget programs.
Human Resource Administration: Develop principles of supervision, training, and evaluation of staff. Develop staff trainings, principles and casework techniques. Plan, schedule, coordinate the activities of assigned professional and technical staff on a project or ongoing basis, organize, assign, review and evaluate the work of assigned line-staff, director, supervisors, managers and volunteers, and provide for staff selection and training. Develop staff- training manuals; create job descriptions and base salary schedules. Determine staffing needs to meet the organizational goals and objectives. Make difficult personnel decisions. Manage, supervise and evaluate directors, managers and staff. Develop process improvement career path planning, leadership development and succession planning, rewards and recognition, employee engagement and satisfaction, performance management and measurement, recruitment and retention, workplace environment and culture. Make all hiring decisions.
Organizational Management (OM) and development (OD) duties: identify, analyze, plan, develop, implement, coordinate and evaluate program activities. Improve existing organizational processes, meet new goals and objectives, increase profit and performance, reduce cost and create successful results through Total Quality Management (TQM), process redesign, benchmarking, Lean Six Sigma, and re-engineering. Review county, state and federal laws, rules and legislative processes.
KEY ACCOMPLISHMENTS AND SIGNIFICANT ACHIEVEMENTS:
