Coordinate statewide efforts to maximize federal funds awarded to Minnesota. Work with state agency leaders to identify and pursue federal funding opportunities; facilitate and monitor multi-agency pursuits; assess alignment of state agency proposals to enterprise-level priorities; track and report on funding allocations and awards; evaluate the benefits of federal funding to Minnesotans and communicate results to stakeholders. Serve as advisor to the MMB commissioner, state budget director, the Governor’s Office, and state agencies across the enterprise in the development of an interagency and multi-government strategy to optimize federal funding efforts.

Design and deliver processes used by the FHWA Minnesota Division to manage risks to the Federal-aid Highway Program. Facilitate risk assessments and the evaluation of risks across program areas. Lead development and implementation of risk management initiatives. Coordinate with program area managers to align work plans to high priority risks. Review and propose changes to the Division's performance planning process.

Provide expert process design, communication, stakeholder involvement, research, and evaluation in support of agencies working to make data-driven decisions. Manage multidisciplinary teams of planners, engineers, and engagement professionals to analyze transportation issues and develop policy solutions.

Founding member of an office formed to 1.) Implement MnDOT’s Strategic Operating Plan; 2.) Administer and mature MnDOT’s district and office-level business planning program; and 3.) Design and deliver other strategic management initiatives to advance agency priorities. Managed consultant and internal project teams responsible for strategic plan implementation activities and the design of MnDOT’s FY20-21 business plan template, training program, data management and reporting structure. Directly or indirectly supervised 5 full-time staff and a $1m annual office budget.

Recruited to launch MnDOT’s district and office business planning program. Established and communicated purpose and need for business planning; scoped, designed and executed business planning processes; and coordinated business plan development and publication. Managed a consultant and an internal project team responsible for business plan trainings and other facilitated activities. Led agency leaders in a risk assessment of MnDOT’s Strategic Operating Plan that generated risk-based priorities for use in the development of the FY18-19 biennial budget.

Recruited to revive MnDOT’s enterprise risk management framework. Led an after action review of past risk management practices; updated MnDOT’s risk management resources; and launched an agency-wide risk assessment that established MnDOT’s first Strategic Operating Plan. Oversaw the development and risk-based prioritization of strategic plan goals, strategies and major projects/activities. Supervised a four-person unit with responsibility for coordination, oversight and support of MnDOT’s performance management program.

Hired on to a 3-person team responsible for the development and implementation of state agency budgets under the purview of the Health and Human Services Finance Committee. Assigned primary responsibility for Minnesota Department of Human Services (DHS) agency operations, economic support programs and the state health boards. Instructed DHS financial management, budget analysis and legislative staff on budget development processes; reviewed and helped finalize agency proposals for funding; provided analysis and recommendations about proposals to senior staff at MMB and the governor’s office; and evaluated and approved agency estimates of the fiscal impact of legislation.

Advanced the use of performance measures in MnDOT’s planning, program evaluation, and resource allocation. Together with the unit director, I engaged stakeholders, established goals, oversaw work plans, and managed communication of performance results to internal and external audiences. I also provided performance measurement guidance to MnDOT staff and partners, and represented MnDOT’s performance measurement program at conferences and on interagency bodies. Major accomplishments include the creation of a performance measure adoption policy and a formalized, documented approach to evaluating performance results.

Restructured MnDOT’s performance measurement program to align key performance measures and reporting platforms with the Minnesota GO Family of Plans (initial adoption 2011-2013), a new federal highway authorization, and the governor’s Minnesota Results initiative. Major accomplishments include the planning and execution of the 2012 Annual Transportation Performance Report, a public facing product that involved extensive coordination with subject matter experts, analysis, writing, document design and production. I also played a key role in updating MnDOT’s pavement condition targets to reflect the direction of MnDOT’s 20-year Minnesota State Highway Investment Plan.

Hired to launch a corridor-based framework for capital investment planning on the Minnesota State Highway System. Facilitated stakeholder engagement in project design and development; managed project communications and the production and dissemination of corridor planning trainings, materials and other resources; led and/or coordinated corridor planning activities with external stakeholder and the public.

Graduate Student Worker with MnDOT’s Office of Capital Programs & Performance Measures. Developed corridor-based performance measures and analyzed transportation funding distribution models.

Public and Nonprofit Leadership and Management concentration. Sample of completed coursework: fiscal analysis; policy analysis; financial management; state/local public finance; public budgeting; microeconomics; macroeconomics; regional economic & demographic analysis. For my capstone project I worked with the Bryn Mawr Neighborhood Association to develop a small area plan for a proposed LRT station at I-394 and Penn Avenue.

Hired as a legislative assistant; coordinated campaigns during the 2008 elections; managed direct constituent communications and employment/disability related casework during the 2009 legislative session.

Hired as an intern in the Los Angeles office of Senator Diane Feinstein. Took a staff assistant job in the L.A. office of Senator Barbara Boxer. Rapidly promoted on performance and given responsibility for constituent communications regarding issues before the Judiciary Committee.