23

DDrr.. SShhaauunn LL.. MMcckkaayy

EEXXEECCUUTTIIVVEE PPRROOFFIILLEE

Highly professional senior executive who demonstrates a commitment to academic excellence and student learning, shared governance, and continuous improvement. Innovative thinker with broad-based expertise in community college management, finance, curricular development, solid business insight with ability to ascertain and analyze institutional needs, forecast goals, streamline operations, envision and implement new program concepts. Firmly committed to the mission of a community college’s role in higher education, to promote goal-oriented, visionary leadership and to foster a learning-centered environment of excellence. Experienced in community college systems management that advances institutional progress in all areas, such as strategic planning, budget preparation, resource allocation, labor negotiation, fundraising, accreditation process, academic and student service program assessment, enrollment management, major capital construction, and grants development. Excellent communication and interpersonal skills serve as the foundation to effectively network, collaborate, and maintain positive partnerships with members of the Board of Trustees, senior administration, faculty and staff, local, state, and federal elected officials; labor management, outside organizations and community leaders. Proficient in the management of a diverse range of organizations, departments, professionals, and programs through a complete understanding of the educational arena and integrated networks. Adept at setting and achieving high standards of excellence and mission-driven outcomes.

SSiiggnniiffiiccaanntt CCaarreeeerr AAcchhiieevveemmeennttss

SSttrroonngg,, DDeecciissiivvee EExxeeccuuttiivvee LLeeaaddeerrsshhiipp – Repeated success while serving at each educational institution that led to building employee values and expectations, driving collaborative efforts toward the vision of each institution, and achieving strategic goals. Rejuvenated leadership/staff into a unified, top-performing and highly motivated team. Worked with governance, unions, leadership councils, student affairs, academic deans, and academic chairs to utilize and incorporate a leadership style that embodies collaboration, flexibility, and inclusion.

SSttrraatteeggiicc PPllaannnniinngg – Led the College’s strategic planning effort, inclusive of discussions surrounding the mission and vision, as well as the establishment of institutional goals for the next iteration of this plan. Collaborated with hundreds of internal and external constituents, working with the College’s Office of Planning and Institutional Effectiveness, to develop measurable institutional objectives for the plan. Developed and implemented a five-year enrollment management plan which enhanced recruitment, retention and management of

D2 PAGE 2 OF 23 2

educational programs. Created performance indicators to measure strategic and operational plan outcomes and assessment projects. Served as the key administrator in Enrollment Management efforts for the College as well as to determine revenue/enrollment goals that were inclusive in the budget development analysis. Developed and implemented an Early Morning, Evening, and Weekend degree course modules, whereby students can attend college at convenient times and receive a college degree in two years. Implemented college-wide enrollment management policies to meet the unique needs of individual campuses based on data that were aligned with achieving institutional goals.

Enhancing Image and Awareness – Increased College visibility and awareness through the development of communications highlighting institutional achievements. Shared information about programs, strengthened the College’s brand, supported enrollment management initiatives, social media presence and generation of an extensive range of positive stories and news placements throughout multiple media channels. Established joint venture programs with secondary institutions giving high school juniors and seniors opportunities to experience college education.

IInnssttiittuuttiioonnaall AAsssseessssmmeenntt – Designed and implemented a Comprehensive Assessment Plan for Institutional Effectiveness (CAPIE). The document serves as a results-oriented institutional assessment plan for effective utilization of college-wide data for the College to execute strategic planning decisions across all operations. Served with numerous faculty and staff on the core College team to develop various self-study and periodic review reports related to the College’s accreditation through the Middle States Commission on Higher Education. Served as the Team Leader for North Central Association for Academic Quality Improvement Accreditation institutional reviews.

FFiissccaall RReessppoonnssiibbiilliittyy Operational - Devised and managed higher educational operating budgets ranging between $35-$215 million dollars for three campuses and two downtown centers; serve as the Chief Executive Officer of Suffolk County Community College with direct responsibility for planning, policy development, implementation and assessment of college programs and services; provided oversight to college-wide administrative officers, full-time faculty, part-time faculty, part-time office support staff, full-time and AME staff. Managed facilities and capital development projects while engaging in numerous philanthropic activities. Assumed responsibility for the Banner Enterprise Resource Management project, successfully guided the work of the consultants as well as College personnel. Capital – Directed over $215.7 million in capital projects college-wide since 2005. Successfully worked with union and elected officials to secure $30.9 million in capital project funding to address deferred maintenance and infrastructure needs on each of the College’s three campus locations. This marked the first time in the College’s history that funding had been allocated for this purpose. In addition, directed the design and construction of numerous new buildings across the campuses, including the Learning Resource Center ($32.4 million) and the Workforce Technology and Development Center ($5.6 million) at the Michael J. Grant Campus; the William J. Lindsay Life Sciences Building ($28.5 million) at the Ammerman Campus; and the Learning Resource Center ($14.5 million) and a Health & Wellness Facility ($17.7 million) at the Eastern Campus. Directing restoration and refurbishment of the Sagtikos Library space into a one-stop student services area ($6.1 million); renovation to Kreiling Hall ($3.5 million) and the Smithtown Science Building ($5.7 million). Led advocacy effort to include funding at the state and local level for a Renewable Energy/STEM Center to address regional training and education demands related to green technologies, energy efficiency and

D3 PAGE 3 OF 23 3

sustainability ($19.5 million).

AAccccrreeddiittaattiioonn – Developed and implemented a clear structure for addressing how the College uses planning and assessment to drive continuous improvement and documented how College planning and assessment activities inform and improve institutional decision-making and student learning outcomes. Demonstrated how the budget process is linked to both planning and assessment, providing evidence that information gathered from assessments is used to both plan and deploy resources. Successfully led a comprehensive effort to bring the College from warning status, to a highly positive Middles States team visit where the institution received seven commendations related to planning, assessment and resource allocation, and was subsequently recognized by SUNY for its accreditation processes.

EEqquuiittyy – Established a vision for student success and equity. As such developments were underway in fall 2016, Suffolk was simultaneously chosen as a member of the 2016 cohort for Achieving the Dream (AtD). This national effort seeks to close achievement gaps, accelerate student success, and enhance student completion among diverse student populations. AtD’s focus on using evidence-based, student-centered approaches as a method for infusing values of equity and excellence throughout an institution, was launched in a coordinated fashion with work already underway by various committees across the College and through the institution’s MSCHE Decennial Self-Study.

SSTTEEMM – Increased College’s emphasis on the Science, Technology, Engineering & Mathematics (STEM) fields. Today, Suffolk is recognized nationally for its STEM, Collegiate Science and Technology Entry Program (CSTEP) and Science Technology Engineering and Math (STEP) programs. Through National Science Foundation and State Education Department-funded programs, the College is able to provide academic support services, advising/tutoring, career-related seminars, job shadowing and internships – real-world experiences for an increasing and diverse population of STEM scholars. In addition, students have received prestigious and competitive research internships at multiple federal lab facilities located across the country. The College is one of several community colleges nationally that have been awarded prestigious grants for STEM scholarships for its students. Suffolk has over a decade of support from the National Science Foundation, including two back-to-back grants for STEM scholarships totaling $1.2 million. Educational Partnerships Led the expansion in the number of partnerships in place with area high schools and institutions of higher education. By implementing an assertive schedule of meetings and presentations, Suffolk realized aggressive growth in the establishment of new Early College and Excelsior program agreements. The Excelsior Program has credentialed credit-bearing college courses being offered to talented and motivated high school juniors and seniors at their high school, taught by their faculty. In 2015, the College had 35 high schools involved in the Excelsior Program, a 40% increase over the prior year. The Early College Program has high school students enrolled in courses that are held on the College’s campuses and taught by Suffolk faculty. Most students in this program take two courses (six credits) per semester, affording them the opportunity to earn up to 24 college credits while still enrolled in high school. Three years ago, four high schools were involved with this program; in the fall of 2015, there were eight. During the past academic year, Early College and Excelsior together generated 16,000 Suffolk County Community College credits, generating a positive impact on institutional enrollment.

D4 PAGE 4 OF 23 4

Future Student Pipeline Part of the College’s strategic plans include building and maintaining a healthy pipeline of prospective students. Through outreach to schools, churches and non-profits the College implemented a calendar of coordinated visits by middle schoolers and high schoolers to the College’s campuses. As part of their visit, students tour the campus and hear age-appropriate presentations made by College representatives from admissions, financial aid, academic affairs, and student affairs. Developmental Education Understanding the need to ensure that future students were indeed college ready, In 2011, the College entered into its first early intervention pilot program in partnership with the Hampton Bays School District. I instituted a pilot program that yielded a marked reduction in the number of remedial students entering the College from Hampton Bays High School. In 2016, the College took the information that was learned through the pilot program and expanded it to a new effort. In collaboration with one of the College’s educational partners, McGraw-Hill, Suffolk is currently working with 15 Suffolk County high schools to conduct a mathematics early intervention study. This study involves nearly 1,000 Long Island high school seniors and examines the impact of Assessment and LEarning in Knowledge Spaces (ALEKS), a Web-based, artificially intelligent assessment and learning system. This effort will help the high schools identify students who might be at risk for developmental placement, providing the high school with sufficient time to remediate the student before they reached college.

WWoorrkkffoorrccee DDeevveellooppmmeenntt aanndd TTrraaiinniinngg – Developed the institution’s ability to respond to emerging workforce needs and changing demographics by offering programs to meet the area’s economic development priorities. Suffolk’s model for workforce development training and its cutting-edge industry facilities have enabled the institution to enjoy transformative success. The College’s leadership in shaping the future of global manufacturing through sustainability, operational excellence, workforce development, innovation, entrepreneurship and industry advocacy has been recognized regionally, nationally and internationally.

EEnnrroollllmmeenntt MMaannaaggeemmeenntt – Between 2005 and 2011, the College’s enrollment, as measured by unduplicated headcount, grew 26.5%. As this level of growth would be unsustainable indefinitely, the College began experiencing a leveling-off in enrollment in 2012. As a result, the College implemented a variety of targeted marketing programs and closely monitored the number of sections being offered each semester. The Suffolk County Legislature has complimented the College for its fiscal restraint since 2011 and has expressed its appreciation to our Board of Trustees for the institution’s annual decisions related to the implementation of only modest tuition increases that have enabled the College to remain affordable and accessible to its students.

SSuussttaaiinnaabbiilliittyy – Launched the first College Office of Sustainability Programs. The Office has advanced academic programming and facilities sustainability across all of the College’s campuses and implemented a comprehensive, institution-wide energy conservation and management program through a partnership with Cenergistic Energy Consultants that is expected to reduce the institution’s carbon footprint and save the College more than $13 million over the next ten years. Since 2000, the College has engaged in nearly 50 projects including energy efficiency and energy curtailment that includes installing high efficiency heating and air conditioning, and LED lighting. The institution's total revenue from rebates, energy efficiency projects and grants stands at over $1.7 million. The Office of Academic Affairs is leading the development of and programming for the College’s new Renewable Energy/STEM Center that will address regional training and education demands related to energy management, alternative energy technologies, sustainability studies and cybersecurity.

D5 PAGE 5 OF 23 5

PPRROOFFEESSSSIIOONNAALL EEXXPPEERRIIEENNCCEE

MMaarrcchh 22001100 –– PPrreesseenntt

SSuuffffoollkk CCoouunnttyy CCoommmmuunniittyy CCoolllleeggee

PPrreessiiddeenntt

Suffolk County Community College (SCCC) is the largest community college in the State University of New York (SUNY) system. The College is a comprehensive publicly-supported, two-year, open enrollment institution, with three campuses and two downtown satellite centers. The College has a current enrollment of over 26,000 credit students and 10,000 continuing education students. Major accomplishments include:

Directed annual formulation and implementation of the College’s operating and capital

budgets.

Built and maintained effective working relationships with members of the Board of Trustees, Foundation Board of Directors, elected and appointed governmental representatives, college governance representatives, business and union leaders, donors and alumni in support of the College’s mission.

Reopened contracts with the College’s faculty and mid-level administrators, a first for the faculty since 1959 in order to preserve the integrity of the institution and the exponential changes that were required of the institution. Negotiations between the College and its Faculty Association resulted in a Memorandum of Agreement extending the previous contract from 2011 to 2015, inclusive of two years of wage freezes (zero percent increase). Successfully negotiated with the faculty to extend an agreement to increase class size by two seats which resulted in savings of $1.5 million dollars per year. Negotiated an agreement with Middle Management (Guild of Administrative Officers) which re-opened and extended their contract term for four years, including three years of wage freezes (zero percent increase). Exempt administrators, including myself, agreed to surrender their cost of living adjustments through 2013. This was the first time collective bargaining contracts at the College were renegotiated before the current contract had expired. Strategically directed the college-wide implementation of a 2.5% operating budget reduction across all department budgets.

Launched the College’s first major gifts effort in its history, inclusive of expanding the Foundation staff and securing consultant support. Established the Chairman’s Council to assist with oversight of the $7 million campaign. Personally secured six- and seven-figure gifts during the course of the campaign.

Developed major grant resources totaling over $4 million annually. Winning grant submissions include a $2 million Title III, a multi-year U.S. Department of Labor CBJTG and STEM funding through the National Science Foundation.

Implemented a multi-phased plan to consolidate Suffolk’s intercollegiate sports program.

Established the Stay on Long Island Scholarship program, to help outstanding Suffolk County Community College graduates to continue their education locally. Through generous full- and partial-tuition scholarships offered at fifteen area colleges and universities, high achieving scholars are able to attend quality four-year institutions of higher education that are close to home. Since 2010, the partnership has generated 147

D6 PAGE 6 OF 23 6

scholars and over $3.7 million in scholarship funds. When you compound the value of each scholarship award amount to include second-year scholarship renewals along with the incoming class of first-time scholars for the year, the multiplying effect of these scholarship awards is significant. In 2016, began outreach to expand the program by adding partnering institutions across New York State.

As part of the College’s efforts to develop effective partnership relationships, oversaw the implementation of a program to address remediation within numerous area school districts; developed satellite locations and cross-certification of faculty at Suffolk with numerous four-year institutions of higher education; worked to strengthen the transfer experience within SUNY.

Other high school outreach programs include Suffolk’s Excelsior program (where high school students take college credits at their high schools) and the Early College Program (where high school juniors and seniors earn college credits by taking classes on the campuses of the College). Since its inception in 2005, hundreds of students have participated in the Early College Program, and gone on to study at notable two- and four-year institutions, including Suffolk County Community College.

MMaarrcchh 22000099 –– MMaarrcchh 22001100

SSuuffffoollkk CCoouunnttyy CCoommmmuunniittyy CCoolllleeggee

IInntteerriimm EExxeeccuuttiivvee VViiccee PPrreessiiddeenntt

The Executive Vice President reports directly to the President of the College and, as the College’s Chief Operating Officer, has the authority and responsibility for the planning, policy development, implementation and assessment of college programs and services. During my tenure in this capacity, the Vice Presidents of Academic and Student Affairs, Business and Financial Affairs, Workforce and Economic Development, Planning and Institutional Assessment, College General Counsel, Executive Deans/Campus CEO’s, College Associate Dean for Computer Information Systems all reported to me as the Executive Vice President. Responsibilities of the Executive Vice President include the following:

Served as the College’s Chief Operating Officer and in collaboration with the College’s

vice presidents provides leadership in the planning, development, implementation and assessment of college programs and services.

Provided leadership during the formulation and implementation of the College’s

operating and capital budgets.

Provided leadership and oversees the activities of the College’s government affairs staff and enrollment management staff.

Reviewed all academic, administrative and fiscal policies developed through the vice presidents of the College.

Worked with shared governance College-wide to advance the academic stature of the College and to maintain the academic integrity of the programs and services at the College.

Served as a member of the President’s Cabinet, Executive Council and President’s

Council.

Oversaw the evaluation review procedure for members of the Executive Council and

D7 PAGE 7 OF 23 7

provides the President with regular updates.

Provided leadership to the campuses on issues of strategic importance, including but not limited to, safety and security, energy conservation, short-and long-term master plans, campus priorities and other issues as they arise.

Provided general oversight of the legal affairs issues of the College in consultation with the Executive Director of Legal Affairs.

In the absence of the President served as the Chief Executive Officer and Chief Academic Officer for the College.

JJuullyy 22000055 ––MMaarrcchh 22000099

SSuuffffoollkk CCoouunnttyy CCoommmmuunniittyy CCoolllleeggee,, MMiicchhaaeell JJ.. GGrraanntt CCaammppuuss

EExxeeccuuttiivvee DDeeaann//CCaammppuuss CCEEOO Served as the chief academic and executive officer for the Michael J. Grant Campus, and was responsible for assessment, strategic planning, and curriculum development; hiring of faculty and staff, workforce and community partnerships, early college programs, and campus-based institutional advancement efforts. Additionally, I worked with local and state-wide elected officials on behalf of the college and the community, program development, overseeing operational functions critical to the successful operation of the campus, and maintaining autonomous authority and collaborative decision making with the central administration on matters relating to one of the fastest growing multi-campuses in New York State.

AAccccoommpplliisshhmmeennttss

Provided overall administrative and visionary leadership. Served as the Chief Academic

and Executive Officer for multi-disciplinary programs comprising over 32 administrative officers, 101 full-time faculty, 560 part-time faculty, 192 part-time office support staff, 105 full-time and AME staff, managing a budget of over $32 million. Achieved high levels of academic excellence in several programs, supported new program development in multiple academic departments, and served as the Chief Academic Officer and the Chief Executive Officer of a student body of 8,588 students.

Enthusiastic spokesperson, working closely with the President, the President’s Cabinet, Board of Trustees, county officials, foundation members, alumni and community board members, broadening internal/external financial support, and building stewardship and partnerships that will lead to overall student success, as being the number #1 priority for the College.

Successfully worked with a small working group to develop a Comprehensive Assessment Plan for Institutional Effectiveness (CAPIE) for the College.

Initiated and frequently met with students at the Michael J. Grant Campus each month during the “dining with the Dean” sessions where I engaged students with initiatives for the College and heard from them regarding suggestions and areas needing improvement.

Established and underwrote an end-of-year celebration for the faculty and staff of the Michael J. Grant Campus to recognize and acknowledge all that was accomplished for the academic year. Additionally, created an appreciation brunch for the enrollment services staff at the Grant Campus for consistently providing superior service over and beyond the

D8 PAGE 8 OF 23 8

scope of their duties.

Served as a key member of the Suffolk County Community College Foundation Feasibility Study Workgroup in concert with the Clements Group to develop a capital campaign program for the College.

Frequently submitted sources for cultivation to the Vice President for Institutional

Advancement.

Actively pursued and acquired CTEA/VTEA Grant Funding for academic programs at the Michael J. Grant Campus between 2005-2009 to support academic programs and equipment acquisition.

Worked with Campus and College-wide Governance to re-constitute the membership of

the Banner Users Group (BUG) which in turn elevates by order of significance initiatives that the Banner Team Leads will adopt based on priority.

Organized and implemented a pilot “early morning program” whereby students can begin

class at 6:30 am and complete the class by 10:15 am. Students enrolled in this program can receive a diploma in two years. Over 750 students are currently enrolled in this program without any external advertisement.

Developed three degree options (Weekend, Early Morning, Evening) with Dr. Campbell that will enable students to attend and take courses in non-traditional hours while completing degree requirements in two (2) years. The Early Morning Program has been successfully piloted from 2006-2009, and has a current enrollment of 650 students. These programs are scheduled to be formally launched in fall 2010.

Successfully worked with key academic officials at the Campus and College to develop

Manufacturing Technology Degree program which was approved by College Governance, the College Curriculum Committee, State University of New York, State Education Division, and commenced offerings in the fall of 2009; developed the Radiologic Technology degree program with hospital partners, which will be presented before the College Curriculum Committees and governance in the fall of 2009. This degree option, once approved, will be submitted to the State University of New York (SUNY) and the State Education Division for approval.

Created a goal-oriented vision that increased enrollment through high school

partnerships, workforce development initiatives and community-based programs to foster a positive learning environment and overall academic excellence. Lead-architect to develop a five-year enrollment management plan for the campus; integrated a comprehensive marketing plan to complement continuous growth in enrollment.

Aligned the institution’s strategic planning objectives with campus-based goals, then

instituted a campus-based performance plan with measurable outcomes.

Served as the lead campus administrator in college-wide initiatives; Middle States accreditation, conflict resolution, labor negotiations and student/faculty arbitration.

Effectively supervised, coordinated and collaborated with academic and student services

divisions while assuming a lead role to develop new programs that reflected the needs of the market economy and area labor trends.

D9 PAGE 9 OF 23 9

Successfully hosted a joint partnership women’s conference with the Long Island Latino

Teachers Association which served as a higher education outreach program for 250 area middle/high school district students. The conference promoted and provided guest lectures from faculty, elected officials, administrators, and community leaders as well as information on educational programs in the STEM areas.

Provided leadership, policy direction, and coordination to campus administrators ensuring effective communication as well as enabling efficient administration that is consistent with College-wide policies and procedures.

Responsible for the recruitment, hiring, and evaluation of faculty and staff in compliance

with equal employment opportunity. This was done in accordance with College/contractual procedures and agreements.

Coordinated student and academic services to ensure the smooth flow of

upward/downward and lateral communication between and among numerous divisions. Developed and evaluated new curricula and related issues that provide state- of-the-art instructions, encouraging the utilization of technology, and outcome assessment methodologies that adapt to differential learning styles and ensure student success.

Managed academic scheduling and professional development activities; supervised health

and sport center programs, Police Academy, and several non-credit programs involving the Corporate Training Center.

Worked with key College-wide administrators to secure capital funding for new buildings

and equipment; oversaw the construction of all buildings, and maintenance of facilities to create an environment that is safe and secure for all constituents.

Responsible for hiring all employees at the campus; supervised, and evaluated the

performance of 10 academic chairs, 6 assistant academic chairs, 5 associate deans, 2 assistant deans, Director of Business Operations, and the Facilities Director.

Managed campus enrollment through effective participation in active student recruitment

and retention initiatives. Supervised multiple Student Service programs and established goals and objectives for the following areas: Academic Skills Center Admissions, Campus Activities, Career Services and Cooperative Education, College-Wide Commencement, College Success Program, Counseling, Financial Aid, Judicial Affairs, Kid’s Cottage, Intercollegiate Athletics and Intramural Programs, Registrar, Student Support Programs, Theatre and Performing Arts and Transfer Programs.

Presented to the Board of Trustees at its annual retreat the need to support funding for

the restoration of athletic fields at the Michael J. Grant Campus. The fields were subsequently renovated with $800,000 from a state grant.

Worked with representatives of the Foundation to solicit donations from employees

towards initiatives across the college to be funded by the Foundation.

Consistently donated funds to the Foundation in support of its fundraising efforts College-wide.

D10 PAGE 10 OF 23 10

OOccttoobbeerr 22000011 –– JJuullyy 22000055

TThhee CCoommmmuunniittyy CCoolllleeggee ooff BBaallttiimmoorree CCoouunnttyy

DDiirreeccttoorr ooff PPllaannnniinngg

The Community College of Baltimore County (CCBC) is a multi-campus, single college (3 campuses, 2 extension centers, 7 satellite locations), learning-centered public college that was selected as one of the nation’s 12 Vanguard Learning Colleges, serving 20,025 credit students and over 50,000 non-credit students while employing over 2000 staff and faculty in numerous college-wide positions.

AAccccoommpplliisshhmmeennttss

Served as the planning officer for the Chancellor’s Cabinet and also for the entire college.

Responsible for the development, evaluation, and completion of final reports on the college’s strategic, academic, and operational plans.

Coordinated and assisted academic and student support services divisions, operational

units and campuses to develop and effectively implement objectives for the college’s operational plan.

Served as a key member of the Community College of Baltimore County Foundation

Feasibility Study Workgroup in concert with the Clements Group to develop a capital campaign program for the college.

Conceptualized, organized and facilitated system-wide meetings with the academic and

student support services divisions to review and develop long-range strategic, academic, and operational plans (2004-2008).

Developed and recommended performance indicators to assess and measure the

successful achievement of the college’s strategic and operational plans as well as outcomes assessment projects.

Convened and facilitated periodic meetings with various internal and external constituent

groups regarding the college’s position on state, county and federal education policy, strategic planning, budget, and existing or proposed data trends.

Assisted faculty in developing research grant proposals to offset operational expenditures

via the use of federal, state, and local grant funding opportunities.

Co-chaired and designed the CCBC Strategic Planning Committee to draft and publish the

college’s new strategic plan, LearningFirst 2.0.

Served as a key member of the college’s accreditation team during its’ recent accreditation

cycle.

Developed and published strategic, operational, academic and campus plans for the

system.

Worked collaboratively with the President’s Cabinet and the Chancellor’s Cabinet to

develop goals and objectives that are aligned with the vision, mission, and strategic plan

D11 PAGE 11 OF 23 11

for the college during each operational year.

Designed and conducted system-wide training on strategic planning.

Created and published accountability reports outlining the college’s success in

implementing strategic objectives and worked across the campus with key cabinet members and their respective staffs to establish internal indicators for the college.

Designed, developed, and implemented a new indicator set system to measure and assess

the outcomes of goals and objectives within the operational and strategic plans of the college.

Developed planning analysis workbooks for the Chancellor’s Cabinet detailing trend data

to be used at the cabinet retreats to aid with programmatic decisions throughout the fiscal year.

Wrote and published the CCBC environmental scanning brief on “Economic Trends” and a research brief on the “CCBC East-Side Strategy” for the Chancellor’s Cabinet.

JJuullyy 11999988 –– OOccttoobbeerr 22000011

MMoorrggaann SSttaattee UUnniivveerrssiittyy -- SScchhooooll ooff EEnnggiinneeeerriinngg

FFiissccaall AAddmmiinniissttrraattoorr

Morgan State University is located in the northeast area of Baltimore City. The university enrolls an average of 7,000 students in programs from the baccalaureate level through doctoral degrees.

AAccccoommpplliisshhmmeennttss

Worked as a key member of the Dean of Engineering management and strategic

planning team to develop a new strategic plan for the School of Engineering.

Monitored all budget activities including generating financial reports, developing budget accountability systems, while implementing a budget review process to recommend budget and expenditure changes where appropriate.

Served as administrator for $10-20 million dollars in federal, state, and local grants housed at the School of Engineering.

Maintained appropriate documentation of cost-sharing requirements for grants and contracts.

Conducted training for all administrative staff in each department within the School of Engineering to ensure they were familiar with budget requirements and reporting analysis.

Provided overall administrative and programmatic guidance for the Undergraduate, Master’s and Doctoral program’s admissions process, enrollment data management, financial aid awards, and served as the primary liaison between faculty, administrators,

D12 PAGE 12 OF 23 12

and other university departments on behalf of the Dean.

Managed and directed the administration of student scholarships, corporate credit cards, student development and services, strategic planning and facilities. Streamlined the employment/Human Resources process and recommended budget and expenditure changes where necessary.

Designed and implemented a set of guidelines to assist the department with fiscal responsiveness and accuracy in reporting.

Streamlined employee contract processes and worked collaboratively with numerous university-wide departments on human resources and other employment-related issues for the School of Engineering.

Established formal controls for purchasing and other procurement requests to maintain and adhere to university guidelines for the School of Engineering.

Assisted with the development of the School of Engineering’s strategic plan, mission, vision, goals and objectives.

Developed and conducted training seminars for staff within the School of Engineering.

Created and maintained data reporting formats to support funding for student accounts, travel and contractual obligations.

Served as a key member of the student support services team within the School of Engineering.

Partnered with the Dean of the School of Engineering’s Management Team to assist with grant compliance and reporting issues.

MMaarrcchh 11999933 –– JJuullyy 11999988

MMoorrggaann SSttaattee UUnniivveerrssiittyy -- CCoooorrddiinnaattoorr BBuurrssaarr’’ss OOffffiiccee

AAccccoommpplliisshhmmeennttss

Audited account receivables and student ledgers to determine delinquencies and to establish institutional policies for this area.

Assisted with the management of the NDSL/PERKINS Loan transactions and streamlined/reduced default payment rates.

Managed deferred agreement contracts, audited and reviewed line posting of cash receipts

and money mail list transactions. Supervised the one-stop shop college-wide student registration, payments, advising and

enrollment process. Worked with the Vice President of Student Affairs and the Directors of Finance,

Admissions, Registration, and Enrollment Management to revise student service operations.

D13 PAGE 13 OF 23 13

Reviewed, managed and analyzed all scholarships and grants submitted to the Accounts

Receivable Department.

Served as the Supervisor for Third Party Billing and VA Student Benefits. Supervised the operations of the Bursar’s Office and streamlined and managed the third-

party billing procedures. . Conducted and developed staff training modules to improve employee performance in

areas of student services, advisement, and registration. Posted and processed third party invoices and submitted transmittals while continually

updating student records in the Bursars Office and also worked frequently with representatives in the Accounts Payable Department.

Collected and posted, in a timely manner, deferred payment accounts ensuring that they

were managed in accordance with the university’s guidelines and policies. Developed and instituted an operational manual for issuing and reporting book vouchers to students.

Created, designed and managed the credit book voucher system. Actively counseled and advised students and parents regarding the services that were

available at the university. Recovered $350,000 in uncollectible funds for the Bursar’s Office. Developed a template for third-party billing and also instituted an accounting system to

accurately disseminate financial data. Developed training manuals to assist with improving customer service within the Bursar’s

Office. Re-organized and improved the Bursar’s Office student registration process to eliminate

duplication while enhancing accuracy in financial reporting.

Improved the university’s accounts payable ranking in the statewide system by eliminating aged invoices. Developed a procedures manual for issuing credit and maintaining records.

EEDDUUCCAATTIIOONN

2011 Doctor of Letters (H.D.) St. Joseph’s College, Patchogue, New York 2009 Executive Leadership Institute (ELI). Selected by a peer review panel, that

consisted of Presidents and Chancellors, as one of the thirty-three (33) individuals nationally to participate in this leadership academy for new and/or potential community college Presidents.

2004 Ed. D. Higher Education Administration: Community College Leadership Morgan State University, Baltimore, Maryland

D14 PAGE 14 OF 23 14

2004 Association of Community College Trustees (ACCT) Leadership Institute 2000 Master of Arts: Management & Communication

College of Notre Dame, Baltimore, Maryland 1997 Bachelor of Science: Business Management

University of Maryland-University College, College Park, Maryland

FFAACCUULLTTYY//TTEEAACCHHIINNGG EEXXPPEERRIIEENNCCEE -- GGRRAADDUUAATTEE AANNDD UUNNDDEERRGGRRAADDUUAATTEE

Department of Speech Communication and Theatre Prince George’s Community College (Undergraduate)

Introduction to Speech Communication

Walden University (Doctorate) Research Approaches for the Teacher Leader

Pro-seminar: Research Methodology

Community College Leadership Doctoral Program Morgan State University (Doctorate)

Leadership and Administration Community College Finance and Budgeting Trustees and Governing Boards Educational Planning and Management Advanced Methodology and Research Design

CCOOLLLLEEGGEE SSEERRVVIICCEE//MMEEMMBBEERRSSHHIIPPSS

2005 – Present Achieving the Dream Core Committee College Academic Standards Committee College Assessment Planning Committee College Budget and Finance Committee College Capital Budget Committee College Committee Serving Individuals with Disabilities College Curriculum Committee College Enrollment Management Committee College Professional Development Committee College Success Steering Committee Foundations of Excellence Steering Committee Member Faculty Retraining and Development Committee Steering Committee Member - Foundations of Excellence Middle States Accreditation Steering Committee President's Executive Council Professor Emeritus Selection Committee Title III Grant Application and Implementation Committee College Strategic Planning Council Campus Strategic Enrollment Management and Retention Committee College Vocational Technical Educational Assistance Administrative Advisory Council Campus Academic Standards Committee

D15 PAGE 15 OF 23 15

Campus Academic Council Campus Affairs Council

2002 – 2005

CCBC Catonsville Instruction and Academic Standards Committee CCBC Strategic Enrollment Management Initiative Advisory Committee

2004 CCBC Phase Three (3) Re-Organization Committee:

Worked with a team of 40 members to review community service activity, academic program offerings and make recommendations for their restructuring and/or continuance. Worked with the team to conduct a comprehensive review of all administrative support functions to identify cost savings through consolidation, improved processes and productivity enhancements.

2001

Community College of Baltimore County member of the Steering Committee and Accreditation team.

Chair, Annual Leadership Institute: (Annual orientation program for new and

continuing students in the Community College Leadership Doctoral Program.)

Conducted a comparative analysis of the Community College of Baltimore

County operations to determine how the college could retain its vision as a premier learning institution while recasting its mission on accessibility and quality programs with limited resources. As a key member of this task force, I was charged with the responsibility to review 25 peer institutions in all functional areas to determine benchmarks.

SSEELLEECCTT PPRREESSEENNTTAATTIIOONNSS

NNaattiioonnaall aanndd IInntteerrnnaattiioonnaall CCoonnffeerreenncceess

Traits of Successful Leaders. The Western Region Council on Black American Affairs-Community College Career Institute-Keynote address. San Bruno, California. (2015, October).

The Anatomy of a College CEO. The Council of Community Colleges of Jamaica Annual Conference. (2013, January).

Small College, Big Vision: Managing Forward Thinking and Career Pathways in Rural Community Colleges. American Association of Community Colleges Annual Meeting. San Antonio, Texas. (2015, April).

The Anatomy of a College CEO. The Council of Community Colleges of Jamaica Annual Conference. (2013, January).

Education for Workforce Development: A Caribbean and Latin American Perspective. International Vocational Education and Training (IVETA) Conference. Trinidad and Tobago. (2013, May).

D16 PAGE 16 OF 23 16

The Role of Community Colleges in Serving Half of all Higher Education Students and More African

Americans, Latinos, Native Americans, and Immigrants than any other Sector of Higher Education . Special Feature Presentation Annual National Conference on Race & Ethnicity in American Higher Education (NCORE 2012). New York City, New York. (2012, May).

Contracts and Negotiations. American Association of Community Colleges (AACC) Presidents Academy Summer Institute. Jackson Hole, Wyoming (2012, August).

Comparing the Workforce We Have, With the One We Need. SUNY’s Critical Issues in Higher Education Conference. Buffalo, New York (2011, September).

Inside the Completion Agenda, Preparing Quality Students in the New Millennium. American

Association of Community Colleges (AACC) Special Spotlight Session Presentation at the 91st Annual Convention. New Orleans. Louisiana (2011, April).

Business Partnerships/Graduation & Employment Technical Education in Advanced Manufacturing

(TEAM) Program. US Department of Education Regional Community College Summit. Philadelphia, Pennsylvania (2011, February).

Learning Centered Governance: New Directions and Dimensions for the Learning College. Association

of Community College Trustees, Annual Community College Leadership Congress 2004, New Orleans, Louisiana (2004, October).

Chief Executive Officers’ and Board of Trustees’ Perceptions and Preferences of their Levels of Involvement in Institutional Governance Activities. League for Innovation in the Community College Learning Summit 2004, Baltimore, Maryland (2004, August).

Chief Executive Officers’ and Board of Trustees’ Perceptions and Preferences of their Levels of Involvement in Institutional Governance Activities. 1st Annual League/Vanguard Learning College Conference, Toronto, Ontario (2004, May).

The Shared and Conflicting Roles of CEO’s and Trustees in Institutional Governance Activities. American Association of Community Colleges {AACC} National Convention, Minneapolis, Minnesota (2004, April).

PPRROOFFEESSSSIIOONNAALL PPRREESSEENNTTAATTIIOONNSS

Keynote address delivered at the Suffolk County Dr. Martin Luther King, Jr. Commission Annual Luncheon. Islandia, New York (2016).

Hauppauge Industrial Association-Long Island. Economic Summit Panelist. Islandia, New York (2015).

Invited by New York State Senator Lee Zeldin to deliver the keynote address for his

annual Black History Month program (2014).

Taking the Road to Eliminate Health Disparities. Suffolk County Department of Health Services, 3rd Annual Health Disparities Conference, Long Island New York (2008).

Keys to Supervisory Success. Suffolk County Community College, Long Island New York (2007).

D17 PAGE 17 OF 23 17

Learning Centered Governance: New Directions and Dimensions for the Learning College. Maryland Association of Community Colleges and Morgan State University, Community College Leadership Fellows Program, Hartford Community College, Bel Air, Maryland (2005, March).

This Strategic Plan Includes a Budget. Community College of Baltimore County, Baltimore (2005, February).

Successful Strategic Planning in Higher Education: Abbey Lincoln Community College. Community College of Baltimore County, Baltimore (2001, March).

The Emergence of a New Saga Determined to Improve Strategic Performance Within Higher Education. Community College of Baltimore County, Baltimore (2001, February).

Is This a Muddled Strategy or Simply an Effective Strategic Plan? Community College of Baltimore County, Baltimore (2001, February).

Let’s Stay Together: The Cohort Learning Model. Historically Black Colleges and Universities Retention Summit, Ocean City, Maryland (2001, March).

The American Community College: Its Students, Services & Career Educational Choices. Morgan State University, Maryland (2000, September).

The Impact of Shared Governance Within Community Colleges. Morgan State University, Maryland (2000, October).

SSEELLEECCTTEEDD PPUUBBLLIICCAATTIIOONNSS

Walters, E.W., & McKay, S.L. (2005). Strategic Planning and Retention within the

Community College Setting. The College Student Affairs Journal (Vol. 25, N. 1 pp.50-63).

McKay, S.L. (Winter 2014). Voices of Leadership. On the Enterprise of Education. Leadership Journal for Post-Secondary Leaders (Vol. 19.3, pp. 4-5).

AAWWAARRDDSS

Long Island Federation of Labor, AFL-CIO, Annual Reception Honoree, 2016.

Suffolk County Office of Minority Affairs, honored among Suffolk County’s Most

Prominent African American Leaders, 2016. John & Suanne Roueche Excellence Award Honoree. League for Innovation

Annual Conference (Boston, March 2015).

Hauppauge Industrial Association (HIA) 35th Anniversary Gala Honoree, 2013.

Child Care Council of Suffolk 28th Anniversary Champions of Children Luncheon Honoree,

2013.

American Association of Community Colleges Awards of Excellence in the Emerging

Leadership Category-Honorable Mention, 2013.

Long Island NAACP ACT-SO Achievers Dinner Honoree, 2013.

D18 PAGE 18 OF 23 18

Islandia-Central Islip Rotary Club Multicultural Gala Honoree, 2013.

Suffolk County Salvation Army, 50th Annual Golf Outing Honoree, 2012.

Martin Luther King, Jr. Commission’s Public Service Award, 2011.

Nassau County, Long Island, NY – Town of Hempstead for Distinguish Services, 2009. Distinguished Service Award from the Honorable Ricardo Montano-Suffolk County

Legislator of the 9th District at the “People Helping People” 40th Anniversary celebration-Long Island New York. 2009.

Distinguished Service Award from the Honorable Steve Israel-Congressman at the “People Helping People” 40th Anniversary celebration-Long Island New York, 2009.

Suffolk County, NY- Town of Islip Award for Distinguished Services, 2008.

Certificate of recognition for Distinguished Service from the Honorable Angie

Carpenter-Suffolk County Treasurer, Long Island New York, 2008. Certificate of recognition for Distinguished Service from the Honorable Mark Bonilla-

Hempstead Town Clerk, Long Island New York, 2008.

Distinguished Service Award from the Town of Islip, by Town Supervisor, the

Honorable Phil Nolan and the Town Board for Service to the town of Islip, Long Island New York 2008.

Dissertation nominated by Morgan State University, Community College Leadership Doctoral Program for the “2004 Bobby Wright Dissertation of the Year National Award in Educational Leadership Development”.

The Christine Johnson McPhail Award for Outstanding Research in Leadership Development, 2004.

NNAATTIIOONNAALL//SSTTAATTEE AAPPPPOOIINNTTMMEENNTTSS

2015 – American Association of Community Colleges (AACC). Appointed to the Presidents Academy Executive Committee (PAEC).

2014-2017 – American Association of Community Colleges (AACC). Reappointed

to the Commission on Diversity, Inclusion and Equity.

2013 – Long Island Regional Economic Development Council (LIREDC). Appointed co-chair of the Workforce, Education and Veterans work group.

2012-2014 – American Association of Community Colleges (AACC). Appointed to

the Commission on Diversity, Inclusion and Equity.

2012-2013 – American Association of Community Colleges (AACC). Appointed to the 21st Century Initiative Implementation Steering Committee and Implementation

D19 PAGE 19 OF 23 19

Team.

2012-2013 – American Association of Community Colleges (AACC). Co-Chair the Legislative Committee for the African American President’s Roundtable.

2012-2013 - New York Community College Association of Presidents (NYCCA).

Selected to serve on the Futures Task Force to address the issue of local sponsors meeting their fiscal obligation to support their community college.

2012-2013 - State University of New York. Selected by the Chancellor and SUNY’s Board Chairman to represent all SUNY community colleges during advocacy meetings with State Legislators.

2012 - State University of New York. Appointed by the Chancellor to the SUNY Remediation Task Force to address remediation education at the college level.

2011 - State University of New York. Selected by the Chancellor to co-chair the

“Entrepreneurial Century”, one of six major focus areas in the SUNY strategic plan.

2011 - State University of New York. Served on the Chancellor’s Advisory Group on Leadership and Professional Development.

2010 – Association of Community College Trustees. Participated in the President’s

Leadership Academy.

2009 - Executive Leadership Institute (ELI). Selected by a peer review panel of Presidents and Chancellors as one of thirty-three (33) individuals nationally to participate in this leadership academy for new and or potential Community College Presidents.

2009 - Editorial Board Member, Journal of Student Affairs Research and Practice(JSARP)

2006 - Present, The State University of New York, Chancellor’s Advisory Group on Leadership and Professional Development for SUNY Campuses.

Appointed to serve as the CCBC Chancellors’ representative to the USM/MACC Solutions Committee to follow-up on a capacity study for the State of Maryland. The findings from this study were presented to colleges and universities in the State of Maryland highlighting potential solutions to resolve their existing and expected future capacity problems.

VVOOLLUUNNTTEEEERR AANNDD CCOOMMMMUUNNIITTYY AAFFFFLLIIAATTIIOONNSS

The Bank of America Neighborhood Builders Award – Long Island Selection Committee

Editorial Board Member, Journal of Student Affairs Research and Practice (JSARP)

Member of the Eastern Suffolk Board of Cooperative Educational Services (BOCES) Strategic Planning Advisory Committee

PRONTO of Long Island: Former Advisory Board Member

Long Island Latino Teachers Association partnership for promotion of higher education

D20 PAGE 20 OF 23 20

to K-12 school children and resource to the community

Brentwood Chamber of Commerce

Si Se Puede: Mentoring organization based in Brentwood for Brentwood High School

College Liaison to the Hispanic Association of Colleges and Universities(HACU)

College Liaison to the Suffolk County Police Academy

Michael J. Grant Campus Student Activities Board, and The Campus Student Government Association: Former Mentor

Caribbean Students Association, Morgan State University: Former Mentor

College of Notre Dame of Maryland Alumni Association: Member

University of Maryland University College Alumni Association: Member

Morgan State University Alumni Association: Member

Lohrs Orchard Home: Former Member

PPRROOFFEESSSSIIOONNAALL AAFFFFLLIIAATTIIOONNSS

2012-Present, Elected to the Long Island Regional Advisory Council on Higher Education (LIRACHE) Steering Committee.

2012-2014, Co-Chair of the LIRACHE Superintendent-College President Partnership-representing a collaboration between the region’s 123 school district Superintendents and presidents representing 21 public or private institutions of higher education.

2011-Present, Higher Education Research & Development Institute (HERDI), Advisory Board Member.

2009 - Executive Leadership Institute (ELI). Selected by a peer review panel of Presidents and

Chancellors as one of thirty-three (33) individuals nationally to participate in this leadership academy for potential Community College Presidents.

2006-Present, The State University of New York, Chancellor’s Advisory Group on Leadership and Professional Development

2006-Present, National Association of Student Personnel Administrators (NASPA)

2004 - Association of Community College Trustees Leadership Institute-Graduate

2001 - Community College National Legislative Seminar System Appraiser, Academic Quality Improvement Program, {AQIP} The Higher Learning Commission, North Central Association

Middle States Commission on Higher Education-Evaluator

D21 PAGE 21 OF 23 21

American Association of Community Colleges (AACC)

Council for the Study of Community Colleges (an affiliate of the AACC)

American Association for Engineering Education (ASEE)

Society for College and University Planning (SCUP)

D22 PAGE 22 OF 23 22

References 1/2

D23 PAGE 23 OF 23 23

References 2/2