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LInda Chapman retires as Florence Finance Director after 21 years, looks forward to 'nexts' – NKyTribune

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LInda Chapman retires as Florence Finance Director after 21 years, looks forward to 'nexts' – NKyTribune

By Patricia A. Scheyer
NKyTribune reporter

Linda Chapman is about to close a chapter on her life as Finance Director in the city of Florence, a position she has held for the last 21 years.

She finished her last week, and though she is a little sad about leaving, a part of her is looking forward to the freedom that comes with not having to report to work at a certain time of the morning.

“This is the first time in years that I haven’t had to plan anything,” she said, looking over her desk full of papers, and computers with three screens. “From January to August things are really busy with taxes and the budget, then we have the property taxes in October, so I always took my vacation in November or December. I felt like this was the best time to retire, too.”

Chapman is from the west side of Cincinnati and she said the roots are strong there — “you never leave the west side.”

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Linda Chapman is finished with the city’s paperwork — she has retired after 21 years a Finance Director.

She attended McCauley high school and the University of Cincinnati and then became an accountant.

“I didn’t know what I wanted to do until my senior year in high school,” she said. “I always thought I would go into a dental or nursing field and I took classes that would help with those fields, but there were things I didn’t like about those fields. So I decided to go with numbers.”

She eventually found her way to Rankin and Rankin, where she worked for ten years, doing audits for different cities in the Northern Kentucky area.

It was while she was doing the June 30, 2002 audit for the city of Florence that she discovered a problem on the books.

“Things just didn’t add up,” she explained. “The numbers weren’t right.”

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Ron Epling had been the Finance Director for ten years at Florence, and Chapman knew him, so she worked the numbers over and over before she turned the evidence over to her boss at Rankin and Rankin, and the police brought charges against Epling for embezzling $4.9 million from the city.

Linda Chapman was hired as Finance Director in March of 2003.

“The embezzlement meant I started with a big mess,” she said. “The city was able to recover everything. It was bad, but it was up to me to come up with programs to install so that it never happened again. I put several safeguards in, and had to change all the systems over. It took about two years. So even though it was a big mess, it was a challenge for me, and I really like challenges.”

She said that the embezzlement was definitely the worst thing she had to deal with, but the result was the greatest satisfaction of her job, because she met the challenge and she fixed it. Governmental accounting is a special niche, she commented. Chapman said the people who work with her are very great to work with, the five ladies who work up front and her right hand man, Jason Cobb.

Through the years, she said she has had ups and downs, but her attitude is equanimical— most things ‘are what they are’ and she handles them with ease. Her philosophy is ‘one day at a time’, and she said she would come into work each day with the expectation of something good happening, something different, to make her smile.

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Without the job to come into, what does she want to do as the next step in her life?

“I have no clue,” Chapman said with a smile.

Her first idea is that she has yard work to do, as well as some gardening chores to take care of.

Gardening is one of her passions. Chapman has a large garden, the length of the side of her house, and garden boxes in the back of her house.

“I grow green beans, tomatoes, zucchini, peppers, cucumbers, and a lot more,” she said. “Gardening is my stress relief.”

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She is not a person who travels a lot. She likes to take her annual vacation to Pigeon Forge, an area she loves, but she has no sites she wants to see, like Mount Rushmore, or Hawaii.

“I don’t want to spend that much time in the air,” she explained about visiting Hawaii. “And I don’t want to go on a cruise. I can just picture me on a boat that becomes Titanic number two.”

Chapman has plans to go to Opryland for their Christmas extravaganza. Another passion she enjoys is Christmas.

“I am a big Christmas person,” she said, pointing to pictures of her decorated yard. “My yard isn’t that big, but I squeeze it all in.”

The lights and inflatables cover every available inch of yard, and she said it is such a glorious site people stop in front of the house to take it all in. It does take awhile to put it all up and take it all down, but she doesn’t mind.

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“Inside, I put up my tree at Halloween, and during the time while I hand out candy, I also decorate the tree,” she said, laughing. “I love my Christmas decorations!”

She also decorates her office, and her co-workers like to decorate, so that tradition will continue.

Chapman loves to do jigsaw puzzles, and she said her minimum puzzle is 1000 pieces. She showed pictures of her special setup for puzzles so she can concentrate on them and not lose any of the tiny pieces.

“I do a lot of puzzles, and one of the worst ones I have done was candy canes,” she pointed to a picture that showed a massive amount of striped candy canes. “Another one that was challenging was one with pictures of rolls of toilet paper. I finished it, though, even though it took about a month, and I had to get new lighting. I haven’t met a puzzle I haven’t finished yet.”

Chapman feels she has enough to keep her busy through the end of the year, but she understands that when January gets here, she might reach a point where she looks around and there is nothing to do.

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“I will still take it one day at a time, but I will be looking for different challenges, different things to fulfill me,” she said. “I have no doubt I will find things. I would like to get a better exercise regimen, to add to my walking.”

Chapman said her mom and dad live in the same area, and she has two brothers and a sister who live relatively close, so she knows she will be getting together with family a lot.

She always thought she might like to have a dog, but she hasn’t had one since she was a child, largely because she didn’t feel that she had the time that a dog requires, but she is now thinking about pet ownership.

“I figure I will take a breather, and then keep on keeping on, stay busy and keep my mind fresh,” she ventured. “I think it’s kind of exciting to see what’s going to develop out there. If something comes up, I can take advantage of being spontaneous. I am looking forward to it.”

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Finance

Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers – Supervisor Lindsey P. Horvath

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Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers – Supervisor Lindsey P. Horvath



Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers – Supervisor Lindsey P. Horvath
















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Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers


Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers


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Supervisor Lindsey P. Horvath







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How “impact accounting” can integrate sustainability with finance

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How “impact accounting” can integrate sustainability with finance

Around three years ago, Charles Giancarlo, CEO of data platform Pure Storage, came back from Davos and asked his sustainability team to look into an idea he’d encountered at the meeting: Impact accounting, a method for integrating emissions and other externalities into company balance sheets. 

The idea had been slowly picking up adherents in Europe for around a decade, but Pure Storage, which rebranded this month to Everpure, would go on to become the first U.S. company to join the Value Balancing Alliance (VBA), a group of 30 or so companies developing the approach. Trellis checked in last week with Everpure and the VBA for an update.

How does impact accounting work?

At the heart of the approach are a set of “valuation factors,” developed by third-party experts, that are used to convert activity data for emissions, water use, air pollution and other externalities into dollar figures that can be integrated into balance sheets. In the case of emissions, for example, the VBA uses $220 per ton of carbon dioxide equivalent, a figure based on the estimated social impact of rising greenhouse gases levels. 

At Everpure, one long-term goal is to have cost centers be aware of the dollar impact of relevant externalities. After an initial focus on identifying and collecting the most material data, the team is now rolling out a dashboard containing several years of impact accounting numbers.

“It’s catered to different personas,” explained Adrienne Uphoff, Everpure’s ESG regulations and impact accounting manager. Finance was an initial use case, with product managers also on the roadmap. “You can compare it to financial numbers to really understand the impact intensity.”

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What value does the approach bring?

“The essence of impact accounting is that you’re translating all these different metrics in the sustainability space into the language the decision makers understand,” said Christian Heller, the VBA’s CEO. “Everyone understands what you’re talking about, and you get a sense of the magnitude of your impact and the risks and opportunities.”

This has allowed Everpure to calculate what Uphoff called the “environmental costs of goods sold” and to estimate the impact of circular strategies, such as refurbishing hardware. The analysis reveals “impact savings across the full value chain across five different environmental topics all in a single dollar unit,” she said. 

Analyses like that can then be shared with customers and used to distinguish Everpure from competitors. “The long-term winners in this space are going to be those that can perform against sustainability goals,” said Kathy Mulvany, Everpure’s global head of sustainability. “Impact accounting gives us a way to bring comparability, so companies can understand how they’re truly stacking up.”

What does it take to implement impact accounting?

A great deal of technical work goes into creating valuation factors, but the system is designed so that outside experts create the numbers and hand them to sustainability professionals for use. Still, not every company will have the in-house environmental data that is also needed. Many companies have been collecting emissions data for five years or more, for example, but detailed datasets for water use are less common.

Internal teams also need to be familiar with the concepts. “One of the key learnings from our impact accounting implementation is that the socialization curve is longer than you expect,” said Uphoff. “Attaching monetary values on externalities introduces new metrics and mental models, and that can naturally make people a little nervous at first. It takes time and dialogue for teams to build confidence in how to interpret this new lens on performance.” 

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What’s next?

In the early days of impact accounting, companies and consultancies worked independently on different methodologies. Now that work is coalescing, said Heller. The International Standards Organization will start work on a standard this summer, he added, and the VBA is having conversations with the IFRS Foundation, which creates international financial reporting standards.

The approach may also be integrated into mandatory disclosure standards. Heller noted that the European Union’s Corporate Sustainability Reporting Directive mentions the potential benefits of companies putting a dollar figure on some environmental impacts. “It’s the next evolutionary step of any kind of sustainability disclosure regulations,” he said.

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2 Aspira charter high schools to close by April due to financial issues

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2 Aspira charter high schools to close by April due to financial issues

Chicago Public Schools is shutting down two Aspira charter high schools by the middle of the year, following financial issues over the past year. 

School leaders are calling the move “unprecedented.”  

Students at the Aspira Business and Finance High School at 2989 N. Milwaukee Ave. in Avondale held a walkout right outside of Aspira after the CEO said they only have enough money to stay open for the next four to five weeks.

Students wanted their questions answered as to why they’re being transferred to other schools.

Angelina Mota is a senior at the high school and said she is concerned about her future.

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“It’s very difficult, especially for us, hearing that credits might not go all the way with us. That our graduation might just be taken back. It’s very disappointing,” she said.

This is the first time a CPS school will close before the end of the school year. Both Aspira and CPS said the charter network won’t have the funds to stay open past April.

“The burden on our seniors has got to be… they don’t give a damn about the kids. The seniors,” Aspira of Illinois CEO Edgar Lopez said while fighting back his emotions.

The school is facing a $2.9 million deficit, impacting 540 students and dozens of staff.

CPS said they have already given more than $2.5 million to the charter school to help sustain operations. They said under Illinois law, it reached the legal limit of funding it can provide.

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This has been a year-long effort in compliance with state charter school law.

In a statement, CPS said, “Aspira has not submitted required documentation, including evidence of funding to support operations through this school year.”

The documents CPS said are overdue include the school’s fiscal year 25 financial audit, general ledger, and payroll.

“We’re not hiding nothing. The financial documents that they were asking for, Jose told them, we’ll have them to you by Friday. Then they send a letter by Thursday. They didn’t even give us a chance,” Lopez said.

CPS said they’re initiating this due to the lack of financial transparency and solvency.

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“We know we don’t want to go anywhere else because we’re used to the routine we have here,” said student Arichely Molina.

“Please let us (stay) open. at least until we graduate,” Mota said.

CPS said their main goal is to ensure the kids have a safety net as they transition to another school. 

The second school is located at 3986 W. Barry Ave., also in the Avondale neighborhood.

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