beatriz cuenca-barberio
BEATRIZ CUENCA-BARBERIO 6344 Alton Road, Miami Beach, FL 33141 • (305) 796-6492 • [email protected] PROFESSIONAL PROFILE
Over twenty years of experience in public sector and non-profit management and administration. Legal background with expertise in local government and board relations; federal regulations and compliance; local, state and federal funding streams; contracts and procurement. Successful and dynamic leader experienced in organizational development resulting in improved performance and efficiency. Solution-oriented with strong decision-making skills, who has guided and supported cross-functional teams, executives, board members, and clientele. Team-player and leader who believes in establishing a strong organizational culture for optimal results. Strong communicator with a proven ability to build rapport with individuals from all cultural backgrounds. KEY COMPETENCIES
Leadership Strategic Planning Operations Policy Development Organizational Development
Financial Stewardship Operational Budgets Procurement Grant Writing Program Implementation
Legal Skills/Regulatory/Contracts Writing and Presentations Governmental Relations Community and Board Relations Bilingual-English/Spanish
PROFESSIONAL EXPERIENCE
Miami Beach Community Development Corporation (MBCDC) and Optimal Performance Team, LLC (OPT)
2014 to present
Executive Director of MBCDC Oversee day-to-day operations of a non-profit dedicated to historic preservation; economic and housing development; property management and service delivery to low-income families of Miami Beach. Supervise a staff comprised of four departments: Property Management, Finance, Housing Counseling and Maintenance. Bring organization into compliance with local, state and federal regulations governing various funding sources used for development and operation of programs. Serve as financial steward of the company, work closely with the Finance Department, develop budgets and preserve assets. Develop standard operating procedures, internal controls and implement industry practices. Identify and pursue growth opportunities for the organization.
OPT, Principal Participate in the day-to-day operations of a consulting firm with two other partners and MBCDC. Use expertise in housing and nonprofit management to provide services to public housing authorities (PHAs) and nonprofit organizations. Conduct assessments, develop strategic plans, support leaders, and administer programs as needed by our clients. Pursue opportunities and generate business for OPT, manage corporate and contractual issues and conduct marketing and public relations. Served as Interim Executive Director for the Housing Authority for the City of Fort Lauderdale Florida Quadel Consulting, Inc.
2009 to 2014
Program Director Administered a federal housing program that serves over 14,000 families with annual rent subsidies of over $140 million on behalf of Miami-Dade County. Supervised a staff of approximately 100 employees with 6 direct reports, in the areas of Program Operations, Finance and Administration, Performance Management/Quality, Inspections, Technology, Internal Audit and Customer Services. Created and implemented business procedures utilizing program knowledge and data analysis. Developed and implemented business processes to meet organizational goals of high productivity and quality: o Standardized transaction processing to reduce errors and increase efficiency; o Implemented a tiered-skill caseload approach which matched staff skill level with transaction complexity and increased quality by 14%; o Restructured organization to overcome loss of 25 positions due to funding cuts and successfully maintained established performance standards; o Improved customer service and reduced the number of complaints by 30% between 2010-2013. Drafted budgets and monitored revenue and expenditures of a $10-12 million operating budget. Cultivated a strong relationship with the client, Miami-Dade County. Ensured compliance with contract requirements as well as local and federal regulations. Ensured that program meets performance standards set by the Department of Housing and Urban Development. o Program transitioned from “troubled” status to “standard” in less than one year and reached “high performer” in less than three years. Promoted an environment of collaboration among team members and strive for high employee morale. Camillus House, Inc.
2008 to 2009
Director of Housing Responsible for the operation and management of 270 residential units across Miami-Dade County which house over 500 men, women and children. Supervised a staff of 40 employees in the areas of program management, compliance, case management, and facilities/maintenance. Drafted budgets and monitored revenue and expenditures for 11 programs with an annual budget of $3.6 million. Developed policies with a focus on meeting performance goals and operating cost-effective programs. Ensured compliance with federal grant regulations.
Resolved legal matters.
Miami Downtown Development Authority
2000 to 2008
Manager of Policy and Program Development (2004 to 2008) Oversaw operations, guided staff on policy development and program implementation. Assisted Executive Director in strategic planning for the Authority and Downtown Miami. Advised Executive Director on legal, policy, and organizational issues. Developed and implemented administrative, budgetary, contractual and procurement procedures. Developed budget and operating plan of $4 million in FY 07 and $7 million in FY 08. Total responsibility for $3 million in procurement over four years. Negotiated and administered approximately $3 million in consulting contracts. Oversaw drafting and implementation of personnel policies and procedures. Analyzed federal, state and local laws to determine their applicability to Miami DDA. Proposed legislation for Miami DDA Board of Directors and City of Miami Commission. Served as liaison between numerous city of Miami departments and the Miami DDA. Assisted Executive Director in presentations to Miami DDA’s Board and city. Project management of $1.6 million Downtown Miami Master Plan involving five separate consultancies: economic development, urban design, transportation, strategic implementation and marketing. Worked with staff to review, revise and analyze consultant work product; developed policy and program directives as well as funding scenarios for Master Plan recommendations. Supervised affordable housing study for the downtown area. Worked with managers in areas such as economic development, marketing, land use, transportation, capital improvements and services. Participated in planning and delivery of community outreach events. Executive Director—Downtown Miami Community Development Corp. (2000-2004) Led a subsidiary of the Miami DDA dedicated to developing affordable housing in Downtown Miami Reported to a 15-member board comprised of the Miami DDA, the Downtown Miami Partnership, Citibank, Miami-Dade Community College, and downtown Miami stakeholders. Assembled public and private financing for the development of 240 condominium units in three downtown Miami and Wynwood properties. Attracted, identified and applied for public and private funding sources for housing development in the target area. Obtained over $6 million in public funding from 2000-2004. Coordinated with development team and administered public funds in two residential projects. Assisted developers in marketing and residential sales. Identified and conducted financial feasibility analyses on development opportunities in Downtown. Developed and implemented policy and created incentives to attract developers/investors. Established relationships between major stakeholders to promote economic growth. Oversaw the management of West Brickell Apartments and the Congress Building, two residential developments that totaled 260 rental units in which the organization was a non-profit partner. HOUSING AND SERVICES OF SOUTH FLORIDA, INC. (HSSF) Director of Real Estate Development HIV/AIDS PLANNING AND MANAGEMENT ORGANIZATION (HAPMO) Director of Policy and Programs
1997 to 2000 1995 to 1997
LEGAL SERVICES OF GREATER MIAMI, INC. Housing Unit Attorney
1992 to 1995
EDUCATION
Juris Doctor, University of Miami School of Law, Miami, Florida, 1992 Bar Admissions: Florida Bar, and United States District Court for the Southern District of Florida, 1992. Bachelor of Arts, Duke University, Durham, North Carolina, 1989 Majors: Psychology, Political Science and Philosophy. PROFESSIONAL DEVELOPMENT
Harvard University, John F. Kennedy School of Government, Boston, Massachusetts, 2006 Course: Driving Government Performance/Leadership Strategies Master’s in Leadership, Nova Southeastern University, Davie, Florida 2011-12 (courses taken toward degree) ACTIVITIES
Duke University Applicant Interview Committee (2010 to present) Board of Directors, Camillus House (2004 to 2008) Board of Directors, Downtown Miami Charter School (2003 to 2008)
Over twenty years of experience in public sector and non-profit management and administration. Legal background with expertise in local government and board relations; federal regulations and compliance; local, state and federal funding streams; contracts and procurement. Successful and dynamic leader experienced in organizational development resulting in improved performance and efficiency. Solution-oriented with strong decision-making skills, who has guided and supported cross-functional teams, executives, board members, and clientele. Team-player and leader who believes in establishing a strong organizational culture for optimal results. Strong communicator with a proven ability to build rapport with individuals from all cultural backgrounds. KEY COMPETENCIES
Leadership Strategic Planning Operations Policy Development Organizational Development
Financial Stewardship Operational Budgets Procurement Grant Writing Program Implementation
Legal Skills/Regulatory/Contracts Writing and Presentations Governmental Relations Community and Board Relations Bilingual-English/Spanish
PROFESSIONAL EXPERIENCE
Miami Beach Community Development Corporation (MBCDC) and Optimal Performance Team, LLC (OPT)
2014 to present
Executive Director of MBCDC Oversee day-to-day operations of a non-profit dedicated to historic preservation; economic and housing development; property management and service delivery to low-income families of Miami Beach. Supervise a staff comprised of four departments: Property Management, Finance, Housing Counseling and Maintenance. Bring organization into compliance with local, state and federal regulations governing various funding sources used for development and operation of programs. Serve as financial steward of the company, work closely with the Finance Department, develop budgets and preserve assets. Develop standard operating procedures, internal controls and implement industry practices. Identify and pursue growth opportunities for the organization.
OPT, Principal Participate in the day-to-day operations of a consulting firm with two other partners and MBCDC. Use expertise in housing and nonprofit management to provide services to public housing authorities (PHAs) and nonprofit organizations. Conduct assessments, develop strategic plans, support leaders, and administer programs as needed by our clients. Pursue opportunities and generate business for OPT, manage corporate and contractual issues and conduct marketing and public relations. Served as Interim Executive Director for the Housing Authority for the City of Fort Lauderdale Florida Quadel Consulting, Inc.
2009 to 2014
Program Director Administered a federal housing program that serves over 14,000 families with annual rent subsidies of over $140 million on behalf of Miami-Dade County. Supervised a staff of approximately 100 employees with 6 direct reports, in the areas of Program Operations, Finance and Administration, Performance Management/Quality, Inspections, Technology, Internal Audit and Customer Services. Created and implemented business procedures utilizing program knowledge and data analysis. Developed and implemented business processes to meet organizational goals of high productivity and quality: o Standardized transaction processing to reduce errors and increase efficiency; o Implemented a tiered-skill caseload approach which matched staff skill level with transaction complexity and increased quality by 14%; o Restructured organization to overcome loss of 25 positions due to funding cuts and successfully maintained established performance standards; o Improved customer service and reduced the number of complaints by 30% between 2010-2013. Drafted budgets and monitored revenue and expenditures of a $10-12 million operating budget. Cultivated a strong relationship with the client, Miami-Dade County. Ensured compliance with contract requirements as well as local and federal regulations. Ensured that program meets performance standards set by the Department of Housing and Urban Development. o Program transitioned from “troubled” status to “standard” in less than one year and reached “high performer” in less than three years. Promoted an environment of collaboration among team members and strive for high employee morale. Camillus House, Inc.
2008 to 2009
Director of Housing Responsible for the operation and management of 270 residential units across Miami-Dade County which house over 500 men, women and children. Supervised a staff of 40 employees in the areas of program management, compliance, case management, and facilities/maintenance. Drafted budgets and monitored revenue and expenditures for 11 programs with an annual budget of $3.6 million. Developed policies with a focus on meeting performance goals and operating cost-effective programs. Ensured compliance with federal grant regulations.
Resolved legal matters.
Miami Downtown Development Authority
2000 to 2008
Manager of Policy and Program Development (2004 to 2008) Oversaw operations, guided staff on policy development and program implementation. Assisted Executive Director in strategic planning for the Authority and Downtown Miami. Advised Executive Director on legal, policy, and organizational issues. Developed and implemented administrative, budgetary, contractual and procurement procedures. Developed budget and operating plan of $4 million in FY 07 and $7 million in FY 08. Total responsibility for $3 million in procurement over four years. Negotiated and administered approximately $3 million in consulting contracts. Oversaw drafting and implementation of personnel policies and procedures. Analyzed federal, state and local laws to determine their applicability to Miami DDA. Proposed legislation for Miami DDA Board of Directors and City of Miami Commission. Served as liaison between numerous city of Miami departments and the Miami DDA. Assisted Executive Director in presentations to Miami DDA’s Board and city. Project management of $1.6 million Downtown Miami Master Plan involving five separate consultancies: economic development, urban design, transportation, strategic implementation and marketing. Worked with staff to review, revise and analyze consultant work product; developed policy and program directives as well as funding scenarios for Master Plan recommendations. Supervised affordable housing study for the downtown area. Worked with managers in areas such as economic development, marketing, land use, transportation, capital improvements and services. Participated in planning and delivery of community outreach events. Executive Director—Downtown Miami Community Development Corp. (2000-2004) Led a subsidiary of the Miami DDA dedicated to developing affordable housing in Downtown Miami Reported to a 15-member board comprised of the Miami DDA, the Downtown Miami Partnership, Citibank, Miami-Dade Community College, and downtown Miami stakeholders. Assembled public and private financing for the development of 240 condominium units in three downtown Miami and Wynwood properties. Attracted, identified and applied for public and private funding sources for housing development in the target area. Obtained over $6 million in public funding from 2000-2004. Coordinated with development team and administered public funds in two residential projects. Assisted developers in marketing and residential sales. Identified and conducted financial feasibility analyses on development opportunities in Downtown. Developed and implemented policy and created incentives to attract developers/investors. Established relationships between major stakeholders to promote economic growth. Oversaw the management of West Brickell Apartments and the Congress Building, two residential developments that totaled 260 rental units in which the organization was a non-profit partner. HOUSING AND SERVICES OF SOUTH FLORIDA, INC. (HSSF) Director of Real Estate Development HIV/AIDS PLANNING AND MANAGEMENT ORGANIZATION (HAPMO) Director of Policy and Programs
1997 to 2000 1995 to 1997
LEGAL SERVICES OF GREATER MIAMI, INC. Housing Unit Attorney
1992 to 1995
EDUCATION
Juris Doctor, University of Miami School of Law, Miami, Florida, 1992 Bar Admissions: Florida Bar, and United States District Court for the Southern District of Florida, 1992. Bachelor of Arts, Duke University, Durham, North Carolina, 1989 Majors: Psychology, Political Science and Philosophy. PROFESSIONAL DEVELOPMENT
Harvard University, John F. Kennedy School of Government, Boston, Massachusetts, 2006 Course: Driving Government Performance/Leadership Strategies Master’s in Leadership, Nova Southeastern University, Davie, Florida 2011-12 (courses taken toward degree) ACTIVITIES
Duke University Applicant Interview Committee (2010 to present) Board of Directors, Camillus House (2004 to 2008) Board of Directors, Downtown Miami Charter School (2003 to 2008)
