Recent audits & projects
At Multnomah County, we typically work in teams to co-develop audits and projects. Here are the ones I’ve co-created.
Audit Recommendation Status 2018. We created this dashboard on the status of recommendations in 2014, and participate in updating it each year.
Human Resource System Audit: Align with best practices and develop into a strategic HR system. We found that the county HR needed to improve practices for bringing on new employees, managing performance, training managers on how to manage, tracking accommodations under the Americans with Disabilities Act, and managing the complaints process across the county.
County Ethical Culture Survey Results: Ethical culture is generally strong, but there is room for improvement. We found that the county’s ethical culture was generally strong, but that the county needed to do a better job creating a culture in which employees felt they could report concerns without fearing retaliation.
New Central Courthouse Project Planning. We found that the county generally used effective processes to manage risks associated with project planning for this $300 million project. Carefully planning what will be in the building reduces the likelihood that the County would need to make expensive changes later in the project.
Animal Services Audit. For this audit, our office won a 2016 Distinguished Knighton Award for best performance audit in the medium audit shop category from the Association of Local Government Auditors. We found that practices needed to significantly improve at Animal Services to better protect the health and safety of people and animals. We issued a follow-up audit in 2018 that found some improvements, as well as ongoing areas of concern.
Unclear Identity and Access Management Puts County at Unnecessary Risk: Second follow-up on SAP IAM. Effective Identity and Access Management provides a framework to safeguard and monitor access to financial and personal data. We found that the county still needed to fully implement recommendations from a 2013 follow-up and the initial audit in 2009.
County Services Audit: Service Distribution Adapts to Changing Demographics. We created interactive maps to show county efforts to match services to their intended service recipients and barriers to doing so. We looked at 55 programs across the county with budgets of $1 million or more.
Fuel Management Audit. We recommended changes to the fuel management system’s controls that should reduce the risk of potential fraud or abuse, and also reviewed fuel purchasing practices for compliance with best practices.
Facilities Project Management Audit: An Opportunity to Rebuild. We identified impediments to achieving project goals and determined ways Facilities project management could better align with best practices for project management. For the time period we looked at, the budget for routine capital projects at the county was close to $22 million.
Performance auditing & stewardship of public funds
Multnomah County Auditor's Office
April 2015 - present: Senior Performance Auditor
December 2012 - April 2015: Performance Auditor
Assess County programs for efficiency, effectiveness, equity, transparency, and public accountability. Audit work typically includes research into program operations and best practices in that field, analysis of financial and performance data, numerous interviews, site visits, and observations.
Portland State University, Portland, OR
Upon return to Portland and prior to start of graduate school.
June 2008-September 2010: Psychology Department Grants Development & Support Specialist
Developed new position responsible for managing faculty grant/contract proposals and reports on active awards from federal agencies. FY09: supported 41 grant/contract submissions totaling $12.9 million. FY10: supported 27 submissions totaling $8.8 million. Managed required reporting on $6 million in grants in FYs 09 and 10. Tracked and reported expenditures internally and externally with accounting staff to ensure appropriate use of public dollars.
University of Michigan, Ann Arbor, MI
Served U-M in development functions while spouse attended graduate school.
June 2007-May 2008: Grants Manager, Michigan Public Media
October 2006-May 2007: Writer, Development Communications, Office of University Development
At Michigan Public Media, directed grants program based on financial analysis and strategic plan. FY08: 50% success on proposals, $489,225 secured; reported on $2.2 million in active grants. The Foundation Center has estimated the national average success rate for grant applications at 17%. Guided teams including public radio and television station managers, reporters, and engineers to develop proposals supporting children’s literacy, environmental reporting, and other programmatic and capital needs. Ensured projects used public funds appropriately.
At University Development, was editor-in-chief for The Difference publication for $1 billion campaign.
Lewis & Clark College, Portland, OR
February 2005-July 2006: Foundation Relations Officer
April 2004-December 2004: Interim Director of Foundation Relations
October 2001-January 2005: Communications Officer for Development
As Foundation Relations Officer and Interim Director, managed program to obtain funding for institutional priorities, including scholarship support for historically underrepresented students, liberal arts education, and capital needs. Established and facilitated college-wide proposal processes.
As Communications Officer, collaborated with finance staff on reports for major capital projects.
Local public service roles
Immediately during and following graduate school.
City of Portland, OR
October-November 2012: Community Service Aide, Office of Neighborhood Involvement
July-September 2012: Intern (volunteer), Office of Neighborhood Involvement
Supported Public Involvement Best Practices Program Coordinator. Staffed monthly Public Involvement Advisory Council meetings.
City of Forest Grove, OR
July-November 2012: Intern, Economic Development
Planned, conducted outreach for, and staffed commercial broker tour.
Cornelius Committee: A Vision of an Accessible Community, Cornelius, OR
December 2010-August 2011: Administrator (volunteer role for graduate practicum)
Project team member for planning and staffing of community forum for families with children with disabilities. Forum explored concerns on topics such as housing, transportation, and education.
Education & Certifications
2015 Certified Internal Auditor. Institute of Internal Auditors.
2012 Master of Public Administration. Focused on local government administration and public involvement. Portland State University.
1997 Bachelor of Arts in journalism. University of Oregon. Graduated cum laude.
Community & Professional Involvement
Member, Diversity, Equity, & Inclusion Committee, Association of Local Government Auditors.
Member, NAACP Portland chapter.
Member, Rose City Park PTA. Former member of Roseway Heights School K-8 PTA.
Volunteer, City of Portland Auditor’s Office, researched budget models that support auditor independence, 2016.
Member, City of Portland Auditor Budget Advisory Committee, 2015-16 budget cycle.
Judge, Outstanding Contribution to the Quarterly, Local Government Auditing Quarterly, 2013.
Recent Awards, Presentations, & Publications
Panelist, Auditing Organizational Culture, Association of Local Government Auditors, October 2017 regional training.
Member of team that earned a 2016 Distinguished Knighton Award for best performance audit in the medium audit shop category for Animal Services Audit, Association of Local Government Auditors.
Panelist, Beyond the Written Report: Alternative Communication Techniques, Pacific Northwest Intergovernmental Audit Forum, April 2016.
Co-author, Getting More Out of Follow-Up, Local Government Auditing Quarterly, Summer 2014.