Highlights of my time as Assistant Director / COO at Ohio Cultural Facilities Commission

1. DAVID P. WARTEL
Assistant Director / Chief Operating Officer
Ohio Cultural Facilities Commission
Columbus, Ohio
2006-2013

2. Organizational Overview
• The Ohio Cultural Facilities Commission was a state
agency that oversaw capital improvement funds
appropriated by the General Assembly and Governor for
planning, construction, renovation and expansion projects
at Ohio’s non-profit theatres, museums, historical sites
and publicly owned professional sports venues.
• http://www.culture.ohio.gov

3. Responsibilities Summary
• LED ALL ADMINISTRATIVE FUNCTIONS OF THE AGENCY
• human resources
• information technology
• communications
• fiscal operations
• procurement and office management
• MANAGED ASSESSMENT AND CONTRACT ADMINISTRATION OF
A PORTFOLIO OF STATE GRANTS
• appropriations of over $530 Million
• more than 300 community capital projects in 72 counties

4. Selected Accomplishments
• DEVELOPED AND MANAGED ORGANIZATIONAL
RESTRUCTURING
• effectively addressed a 20% budget reduction, which coincided with
70% increase in project appropriations assigned by the state
legislature.
• REVAMPED AGENCY COMMUNICATIONS PLAN
• resulted in better-informed project sponsors, legislators, media, and
the public
• developed two new publications, redesigned and revised two
others, and re-launched the agency website
• developed a proactive schedule of correspondence and media
releases

5. Selected Accomplishments (continued)
• IMPLEMENTED MORE RIGOROUS ORGANIZATIONAL
ASSESSMENTS OF TAX-EXEMPT BOND-FUNDED GRANT
APPLICANTS
• provided more comprehensive information to Commission
members
• ensured compliance with bond regulations and state law
• INITIATED AND OVERSAW INFORMATION SYSTEM
REPLACEMENTS
• re-developed custom .NET/SQL project management system to
effectively handle expansion of data tracking and reporting needs
• implemented Microsoft SharePoint
• converted to PeopleSoft ERP system.

6. Selected Accomplishments (continued)
• INSTITUTED HUMAN RESOURCE PROGRAMS DESIGNED TO RECRUIT,
RETAIN, AND REWARD HIGH-PERFORMING EMPLOYEES
• performance management
• competency-based hiring
• organizational climate measurement
• LED DEVELOPMENT OF REQUIRED MATERIALS FOR COMPLIANCE
WITH THE DIRECTIVES OF VARIOUS STATE OFFICES
• biennial budget development
• information technology procurement and security plans
• gubernatorial transition manual
• emergency preparedness plans
• policy and procedure manuals
• efforts resulted in successful state audits, including no findings or
management comments in the agency’s FY 2010-2011 audit report