Luther Flurry Email & Phone Number

New York, Ny, Us

Strategic consultant and C-Suite executive for nonprofit organizations.Projects include interim positions, financial analysis, financial modeling, financial planning, board development, strategic planning; real estate evaluation; risk management, capital campaign guidance; program fundraising; crisis management and preparedness; budgeting, preparing financial reporting, managing a $20m grant portfolio; professional mentoring; and interim posts. Selected assignments are listed below.

Brooklyn, New York, Us

Full charge CFO focused on transparency, accountability, and accuracy. I was the first CFO for this 28-year-old community-based nonprofit in Bedford Stuyvesant. Working with the finance staff, we eliminated accounting backlogs and brought government contract registration, billing, and receivables current to solve cash flow challenges. Worked closely with Real Estate staff on Tax Credit projects. Improved collection of indirect and overhead revenue increased financial flexibility. I created the annual budget, performed financial planning, and addressed complex real estate matters. I provided timely board reports and initiated a 403(b) plan. Served as thought partner with CEO and leadership team. Derived and maintained KPIs both within finance and with adjacent departments. This clarified priorities and opportunities, supported development, budget, and staffing decisions. Responsible for all internal and external financial reporting. Placed my permanent replacement. Bridge Street Development Corporation has a breadth of community programs and, with over a dozen affiliated entities, own 435 units of affordable housing representing $180mm total development costs.

Trenton, Nj, Us

Member of a small team focused on place-based revitalization and economic development. We conducted due diligence and applicant review then selected and supported 40 LMI New Jersey neighborhoods and provided technical assistance and $23.6m in grants. Our high touch program awarded and supported communities through an equity lens, meeting people and communities where they were. Grantees developed community-driven, five-year plans and annual plan updates. I provided training and technical support on community organizing, placemaking, public engagement & outreach, budgets, and measuring & reporting outcomes. Grant budgets were leveraged more than fourfold in matches from other funding sources. Outcomes included micro-business preservation and enhancement; LMI home retention and emergency repairs; public amenities; façade improvements; and stronger, more empowered communities.

City Of Orange Township, New Jersey, Us

I overhauled the financial, operational, and real estate portfolio reporting, which increased transparency and accountability to the board. I enhanced cash flow reporting, clarifying sources of leakage and opportunities to improve cash flow. I tightened internal controls and operations management, paring ~$250m annual cash drains. Brought the company bottom line back into the black. While sharpening our focus on mission and outcomes. We completed two award-winning development projects, with 170 mixed income residential units. I oversaw the completion of one tax credit project and the start of second. We retained and grew funding partnerships, including a 50% increase in government grant awards. We initiated a community based micro-grant program. I worked with a local equity theater/tenant to restructure their business plan. I took lead on due diligence and financial modeling of new projects. Updated personnel policies, HR practices, and manual.I worked with the board on messaging, mission, branding, and completed a 3-year strategic plan that helped align staff, board, and operations for the near future. I carried our messaging and advocated for affordable housing at the local, state, and national levels.I led and recruited a dynamic team of professionals who worked, in partnership with community leaders, local government, arts, and nonprofit organizations, to empower residents to create neighborhoods of choice — places where people can and do choose to raise their families and run their businesses.I followed the founding Executive Director of 30 years, and advanced the mission of HANDS through community engagement, planning, policy, neighborhood development, public outreach, business incubation, targeted real estate revitalization, and affordable housing development.HANDS is a multi-entity CDC with a portfolio of 19 mostly mixed-use properties, which include affordable housing, retail, entertainment, art, and performance anchors.

I planned and executed award-winning public/private partnerships and garnered national attention for economic development nonprofit.I brought the finances into GAAP compliance and moved the P&L and net assets into the black. This was accomplished with a blend of improved budget controls, and increased revenue. The board and I developed a 3-to-5 year strategic plan and we met or exceeded all objectives in roughly 3 years.We leveraged $2mm public investment into $300mm private investment by building public consensus, trust, and a vision shared by constituents, the municipality, and developers.Efficient systems and partnerships allowed programs to grow five-fold with only a 25% increase in personnel costs. Customer feedback and KPI tracking kept the programming on target and growing.Worked closely with local businesses to sharpen and implement their business plans, leading to improved profitability and reduced vacancies.While at MCC, I built and maintained strong relationships with the municipality and partner nonprofit agencies. These relationships allowed MCC to multiply its programming with only incremental increases in expenses. I developed data driven branding and marketing for businesses and customers. This supported business attraction and retention, which led to a reduction in district vacancy during a period of significant real estate development.I executed politically sensitive projects that garnered awards from professional juries, media, and popular votes. MCC won competitive recognition from National Main Street as one of three top programs in the nation.While at MCC, I recruited temporary and permanent staff from at-risk populations, preparing them for better employment opportunities elsewhere, and instituted internships with Montclair State University. I standardized HR policy and practice.MCC is a Business Improvement District that focuses on economic and community development through public/private partnerships.

I managed all aspects of office, retail and residential properties. Worked with tenants, investors, planners, architects, municipalities, contractors, and tenants. Demonstrated strong project management, risk management, financial analysis, financial modeling, due diligence, negotiating, marketing and presentation skills. Despite enjoyable challenges and financial success, my time at Thaelia Group confirmed my interest in returning to the mission-driven, nonprofit sector.Thaelia Group is a private New Jersey based commercial and residential real estate company.

New Haven, Us

I developed and implemented operating and management systems for a new foundation office. I managed financial forecasting, planning, budgeting, accounting, compliance, and internal and external reporting for this $300 million foundation. I hired for and built grant administration systems and staffing. I led the annual financial planning process and supported Program Officers in data-driven analysis of grantee finances, outcomes, and PRIs. Responsible for all internal and external financial reporting. Built financial models and forecasts for foundation shift from market investments to program related investments. I was promoted from Director to Vice President in less than a year.The offices were a few blocks from the World Trade Tower and inside the post-9/11 exclusion zone. The office successfully operated remotely for about three months. I restored data from backup on a remote server and continued operations with all staff working from home. I supported staff after 9/11 with technical, logistical and emotional challenges under those particularly adverse circumstances.The Heron Foundation is a private foundation supporting organizations that build wealth within low-income communities using grants and program related investments (PRIs).

New York, New York, Us

I was hired to manage growth and support green program department heads. My portfolio included finance, Human Resources, IT, and facilities. I worked closely with four program departments to develop and manage their budgets and in support of their work in the community. I updated software, automated and streamlined the workflow and managed 50% organizational growth without an increase in administrative staff. Adjustments in insured benefits improved staff satisfaction and cut costs. Establishment of recognized indirect rates increased financial flexibility. I managed audit, tax, and compliance reporting.Provided oversight and management of community-based grantmaking. Mentored nascent community-based nonprofit organizations, including a startup that I helped grow to $1.6M with programs in over 40 schools. I was heavily involved in fundraising. I successfully worked on various grant applications, including as lead grant writer on a multi-partner, $4mm 4-year NYC contract. We initiated a direct mail campaign and a successful major gifts/endowment campaign, while maintaining our event-driven fundraising.Citizens Committee provides grants, training, self-help materials and one-on-one assistance that empower New Yorkers to solve local problems and improve their communities

New York, Ny, Us

I was originally hired with a research and grantmaking portfolio, and over ten years I moved through departments with increasing operational, managerial, and financial responsibility. As Financial and Health Planning Analyst I allocated $3.5mm grants to NYC hospitals and performed research on NYC healthcare spending and predictors of hospital financial distress.As Financial Systems Manager I updated our chart of accounts, ported accounting to new software, automated journal entries and most reporting, and modernized and rationalized our insured benefits. This reduced finance staff and improved timely, accurate reporting. I presented to the board on these and other matters.As Interim Director of IT, I helped update our donor management software and direct mail campaign and changed help-desk policies, improving service and cutting costs. As Interim Director of Office Services and Printing I helped digitize procurement and printing. As Manager of Financial Services (comptroller) I worked with department heads to develop and monitor $25mm operating budget, worked with Treasurer to analyze and report returns on $130mm securities portfolio, managed four pension plans, optimized insured benefits and expanded coverage to unmarried and same-sex partners, supported direct mail campaign, prepared board reports and presented to the board as required, supported an on-time and on-budget build-out and office move, served on strategic planning committee, represented UHF with outside organizations, and managed the annual audit, tax, funder, and compliance reporting. Responsible for all internal and external financial reportingUHF shapes positive changes in the health care of New York City through research, policy and grants.

Ba, Economics

Neighborworks America Achieving Excellence Fellow, Leadership

Non-Matriculating