portland public schools audit implementation steering ... · the audit implementation steering...

Portland Public Schools

Audit ImplementationSteering Committee

Ronald GouldCo-Chair

Bruce SamsonCo-Chair

AISC Members

Sam Adams

Adrienne Armstrong

Gary Blackmer

Gerald Brandon

Maria Elena Campisteguy

Lawrence Dark

Chris Dearth

Sho Dozono

Antoinette Edwards

Marianne Fitzgerald

Richard Garrett

Sharon Gray

Michael Hutchens

Kevin Jeans-Gail

David Judd

Phil Keisling

J. Byron Kellar

Diane Linn

Allan Luethe

Isaac Regenstreif

William Scott

Ed Sheets

Floyd Spears

Lianne Thompson

Karen Wich

May 18, 1999

Benjamin O. Canada, Ph.D.SuperintendentPortland Public Schools501 North Dixon StreetPortland, Oregon 97227

Dear Superintendent Canada:

As you are aware, the Portland Public School District is ready for a profound transforma-tion. Faced with insufficient revenues year after year since 1991, the District protected itsclassrooms by spending reserves and cutting other costs. After eight years, with reservesexhausted and administrative functions seriously depleted, District officials turned to otherlocal officials for help. The officials of the City of Portland, Multnomah County, and theState of Oregon insisted on an examination of the organization by independent audit pro-fessionals.

When the District hired KPMG Peat Marwick to look at every major aspect of schooladministration, the City of Portland contributed half the cost. We appreciate the fact thatone of your first acts as Superintendent was to accept the audit report and to invite furtherpublic participation in the review. The District enlisted 27 experts, parents, communityleaders, business professionals, teachers, and students to serve on the AuditImplementation Steering Committee (AISC). Another 125 volunteers, of a similar compo-sition, were recruited to study the audit and District in more detail through a series of TaskForces. This report describes the results of all our efforts and the depth of our commit-ment as a community to join forces with the District to bring about the necessary changesto achieve the full potential of each and every student.

A Foundation for ChangeWe already see a different District emerging-one with new leadership, better organization,more focus on the mission of educating our students, and more accountability to the com-munity. But it is clear to us that the District's commitment to students cannot be achievedwithout better management and public accountability through public investments in infra-structure and adequate ongoing operational resources.

The 330-page KPMG performance audit vividly describes the problems they foundthroughout the District. The audit lists 140 findings and 233 recommendations in 10 areas.After their own analysis, the Task Forces agreed with nearly every one of the 140 findingsof KPMG. The findings described inadequacies, weaknesses, and problems in Districtactivities. However, the Task Forces frequently disagreed with the specific recommenda-tions proposed by KPMG. We believe the auditors had not reviewed some of the areas insufficient detail to identify the best solutions for improvement. With additional study, theAISC also found that many of the KPMG estimates of cost savings and revenue enhance-ments were inaccurate.

Portland Public Schools

Audit ImplementationSteering Committee

Ronald GouldCo-Chair

Bruce SamsonCo-Chair

AISC Members

Sam Adams

Adrienne Armstrong

Gary Blackmer

Gerald Brandon

Maria Elena Campisteguy

Lawrence Dark

Chris Dearth

Sho Dozono

Antoinette Edwards

Marianne Fitzgerald

Richard Garrett

Sharon Gray

Michael Hutchens

Kevin Jeans-Gail

David Judd

Phil Keisling

J. Byron Kellar

Diane Linn

Allan Luethe

Isaac Regenstreif

William Scott

Ed Sheets

Floyd Spears

Lianne Thompson

Karen Wich

Sixty-five percent of KPMG's estimated $16.7 million in maximum net savings was in thearea of school closures. The Facilities Task Force concluded that savings of this magnitudewere not feasible, or were simply incorrectly calculated. Independently, The Oregoniannewspaper came to the same conclusion. KPMG based their school-closure estimates on100% occupancy rate. But when asked by the Task Force KPMG stated, based on nationalaverages, that the maximum desirable occupancy is considered 90%. Despite KPMG'sunrealistic estimates, the Task Force acknowledged the issue of excess capacity and choseto go beyond the audit's recommendations. They suggested possibilities such as leasing andco-location to reduce costs and increase facility revenues. The alternative recommendationsproposed by the Task Force and accepted by the AISC can bring facility costs closer in linewith the statewide averages and may generate revenue.

KPMG auditors did not include the estimated $30 million cost of a new enterprise com-puter system in their calculations of net savings, although KPMG recommended that theDistrict purchase the system to address many of their other recommendations. Afteradjusting for these and other differences, the AISC concluded that KPMG's findings/rec-ommendations required expenditures for the computer system and found selected cost sav-ings to be unrealistic. After dividing the savings and costs between one-time and annual,which can present two completely different pictures, the KPMG estimate net savings of$16.7 million was reduced to $200,000 after factoring out the one-time sale of surplusproperties which could approximate $11.8 million.

The District, staff, and operational support personnel acknowledge that the problems indi-cated in the audit are valid and have committed to make improvements that best serve theirfirst priority: students.

A Commitment to AccountabilityOur report must not be a conclusion, but a beginning. A key finding of KPMG was thelack of a District strategic plan. The Board and the District are embarking on a multi-yearstrategic planning process under the guidance of a national consultant, funded by thePortland Public Schools Foundation. The process will involve District personnel, parents,community leaders, and organizations served by the District. This is a multi-year effort toensure that the District successfully completes a long-term consensus-based strategic plan,with plans of action, to achieve the District's mission and objectives.

Members of the AISC respectfully request that the District keep us informed on the imple-mentation of these recommendations and encourages the District to continue gauging itsprogress towards achieving the very best education system for our students.

Respectfully,

Members of the Portland Public SchoolsAudit Implementation Steering Committee

When KPMG Peat Marwick(KPMG) released the performanceaudit in September 1998, they issueda “15 Point Agenda For Change”. Itcalled for closing the equivalent of11 elementary schools, 1 middleschool and 1 high school; relocatingthe staff from the BlanchardEducation Service Center (BESC) inorder to lease out the space at BESC;and reengineering warehouse andpurchasing practices to reduce ware-house operations by at least 50%.

The KPMG report stated that if theDistrict implemented these 15 points,they could realize $45.6 million incost savings, with an investment of$28.9 million, for a net positiveimpact of $16.7 million. Only thosewho read the footnote at the bottomof the page realized that these figuresdid not include a recommended $30million needed for InformationTechnology replacement.

The KPMG report contained 140findings and 233 recommendations.The findings were areas that KPMGidentified as needing change or prob-lem statements.

The review of the KPMG report by

the Audit Implementation SteeringCommittee (AISC) and the nine TaskForce groups found agreement on amajority of the findings or problemareas that were identified. However,after careful study and discussion theAISC disagreed with many specificsof the recommendations. The AISCtook the following actions:

One hundred and two of KPMG’soriginal recommendations wereapproved. Eighty-eight alternativerecommendations were approved.Fourteen recommendations were leftfor the strategic planning effort.Twenty-nine recommendations wereeither dropped, considered redun-dant, or passed on to the District forconsideration without comment fromthe AISC due to inadequate informa-tion to evaluate the merits of the rec-ommendation. Through detailedresearch, the AISC also concludedthat KPMG’s projected cost savings,particularly with regards to schoolconsolidation, were considerablyoverstated. The AISC states up frontthat a fiscal impact analysis was notconducted on all of the recommenda-tions and that such an analysisshould be done prior to implementa-tion by the District.

Executive Summary

PPS Performance Audit Implementation Final Report

“Both The Oregonian and theAISC did their own independentresearch and found that KPMG'sprojected cost savings were significantly overstated.”

Ron GouldAISC Co-Chair and Retired Partner, Deloitte & Touche LLP

“It is very unusual for a schooldistrict to open themselves up tothis kind of extensive performanceaudit. I’m proud to be part of thisprocess.”

Phil KeislingAISC member and Secretary of State, State ofOregon

I

KPMG audit created unrealistic expectations of cost savings

Performance audit serves as catalyst for changeThe Performance Audit, the workdone by the AISC (AuditImplementation Steering Committee)and the Task Force members hasalready served as a foundation forchange by the District. Under the

new leadership of Dr. BenjaminCanada, the AISC has witnessed arenewed focus on the District’s mis-sion to have every student achievetheir full potential, and greateraccountability of public investments.

Executive Summary


“The Task Force estimated thatimplementation of a new computersystem is anticipated to reduce theDistrict's expenses by $3.4 millionper year due to increased efficien-cies.”

Chuck BeyerChair, Information Technology Task Force and Chief Information Officer, NW Natural

“The Task Force is recommendingimmediate organizational changesin structure, staffing functions,and compensation and benefits.”

Judy RiceChair, Human Resources and Management Structure Task Force and President, Oregon Symphony Foundation

II

The District has already implemented therecommendations where they perceivethe greatest immediate benefit

The AISC schedule was arranged toaddress recommendations with thegreatest potential fiscal impact firstso that these decisions could beincorporated into the District’s cur-rent budget process, theSuperintendent’s organizationalchanges, and the District’s communi-

cation with the Legislature. As aresult of the AISC’s input, theDistrict has already taken action orstarted implementation on many ofthe areas they perceive greatestimmediate impact or benefit on theDistrict.

A number of the Task Force’s rec-ommendations are being implement-ed.

Computer SystemReplacement Forty-five recommendations eitherreferred to the need for a new com-puter system or a new system isneeded in order to implement therecommendation. The situation withthe outdated and inadequate informa-tion system has resulted in manycritical problems throughout theDistrict:

• Past information and data has beenfilled with errors, consistently ineffi -cient, and difficult to reconcile. In afew years none of it will be reconcil-able. The District has not been ableto effectively balance its checkbook.

• PricewaterhouseCoopers’ recentfinancial statement audit showed 21serious problems connected to badfinancial information.

• The District is in constant dangerof facing costly fines and penaltiesthrough IRS, EEOC, and PERSreporting violations.

• Teachers are wasting many hourseach week on repeated data entryrequired for attendance and reportcards under the current system.

• The District risks losing state dol-lars with questionable or inaccurateenrollment figures now produced bythe information system.

• The District is dangerously close tonot being able to produce payroll.

Information TechnologyPPS Action:On March 8, 1999 theSchool Board approved a $31.1 mil-lion budget to implement an updatedStudent Information System integrat-ed with Human Resources, Payrolland Finance. Included in this budgetis $1.2 million for training.

Human ResourcesPPS Action: Based on the inputfrom the Human Resources TaskForce, the Superintendent proceededwith a number of re-organizationalchanges including consolidatingthree assistant superintendent posi-tions into two assistant superinten-dent positions, one for Elementaryand one for Secondary Education.The position of Assistant to the

Executive Summary

“It is critical that the District movequickly to implement a bond man-agement system that provides bet-ter control and accountability.”

Jerry MilsteadChair, Bond Management Task Force and President, Milstead & Associates

“Many of the changes in policiesand procedures pointed out by theFinance Task Force will result inimmediate benefit to theDistrict—we don't have to waituntil the new computer systemcomes online to see better account-ability.”

Rick Fletcher, CPAFinance and Risk Management Task Force and Vice President/ Controller, Morley Capital Management, Inc

“School consolidation should onlybe looked at after the multi-use ofbuildings and sound facility man-agement has been fully explored.”

Diane LinnFacilities Utilization Task Force, AISC member and Multnomah County Commissioner, District 1

III

The District still faces a number ofcritical decisions that will have wide-spread impact on students, teachers,and the District’s ability to furtherimprove the delivery of education inour community.

Excess Capacity in FacilitiesThe KPMG report stated that therewere potential savings that could bederived from more efficient utiliza-tion of the District’s facilities includ-ing the use of school buildings. The

Facilities Task Force did an exten-sive review of KPMG findings andconcurred that though significantsavings can be achieved, it is not asextensive as stated in the KPMG’sreport. The Task Force approachedthis challenge from the perspectiveof answering the question “How canthe District increase utilization of theDistrict’s facilities and increase revenue?” Their answer presents athree-prong approach:

Remaining recommendations have potential for further cost savings or revenue generation

Superintendent was eliminated. Thetarget date for hiring the newExecutive Director for HumanResources was April 15, 1999. TheSuperintendent also reorganized thegrant management section in orderfor it to become a segregated self-sustaining and/or revenue positiveoperations center.

Bond Management PPS Action:Since the Bond TaskForce reported their findings and rec-ommendations, the District hasincorporated a number of their sug-gestions. Stephen Poage has beenhired by the District as ProgramDirector for the Bond Program. PamBrown has been named Director ofFacilities and Asset Management,and a Bond Program plan is beingdeveloped. The Bond Program isincluded in the information technolo-gy upgrade.

Finance PPS Action:The District hasalready started implementation of

most of the Finance recommenda-tions, especially those dealing withday-to-day operations. In some casesthe action is already completed, suchas making sure that bank reconcilia-tions are done on a timely basis andhiring a new Cash Manager to trackinvestment earnings and bank fees.

Communication and PublicPolicy PPS Action:The District has hiredfull time legal counsel and has cen-tralized all legal services, includingRisk Management legal activities,into the Legal Unit. The SpecialEducation Department has also beenreorganized and a 3/4 time Assistantto the Director has been hired.

Administration and SchoolPolicePPS Action:The Portland PoliceBureau and the District are activelyexploring every opportunity to“leverage services” which wouldresult in cost savings to the Districtof approximately $140,000.


Executive Summary


IV

The remaining recommendations areimportant and essential to improvingthe quality and efficient delivery ofan excellent education to every stu-dent within the Portland PublicSchool District.

Achievement It is important to note that theAchievement recommendations dealwith the process of delivering thecurriculum and not the substance ofthe curriculum itself. There are anumber of important issues that needto be addressed surrounding the areaof equity and access to learningopportunities for all students, andcurriculum and staff development.

Key PointsThe review of the performance audittook over seven months. During thattime many healthy debates occurredat both the AISC level and in theTask Force meetings. Though con-sensus was not achieved on allissues, some of the major points thatwere discussed included:

• The top priority for the Districtmust be student achievement.

• Integration of the strategic planningprocess with the AISC recommenda-tions is critical to the success of theDistrict.

Recommendations dealing with continued quality improvement byPortland Public Schools

“To get more parents involved intheir children's education, we mustbuild up the Public Informationand Communications Department.Let's be realistic, one person is notenough to do what has to bedone.”

Cheryl PerrinChair, Communications Task Force and Consultant/Executive Director, Campaign for America

“It is imperative that the conse-quences of a lack of action to turnthe tide from its present course beboth understood and acted upon—not only by the stakeholders whohave a vested interest in the flour-ishing of the Portland PublicSchool District, but also on thosewho will be affected by the nega-tive repercussions on society byfurther neglect.”

Floyd SpearsAISC member and Field Supervisor, Arjae Sheet Metal Company

(1) Encourage an increase of non-school use of buildings and a corre-sponding increase of revenues,

(2) Sell property not currently usedor needed by the District, and

(3) Conduct a utilization study ofschools and, based on this informa-tion, consider limited consolidationof school buildings with the leastimpact on students.

The District has been moving for-ward with a number of the recom-mendations, exploring multiple useof facilities options with MultnomahCounty, developing lease and rentalpolicies, and hiring an outside firmto manage custodial staff.

Inventory and WarehouseThe District is maintaining more

inventory than it needs. TheInventory Task Force made a numberof recommendations regardingreducing inventory, allocating allwarehousing costs to the end user,shortening lead time in ordering anddelivery, and changing purchasingpolicies.

Communication and PublicInformationIf the District is going to be able toachieve their goals it will only be inpartnership with parents, teachers,administrators, and communitymembers. To facilitate this willrequire a Public Information andCommunication Department that isadequately staffed to accomplishboth the internal and external com-munication needs of the District. Tomeet these needs, the Departmentmust have a communications plan.

• The District needs to focus on equi-ty of the availability and delivery ofquality education for all students.

• Greater emphasis and resourcesneed to be placed on public involve-ment in our education system. TheDistrict’s goals for quality educationcan not be achieved without parentand community involvement.

• To carry out the District’s missionthere must be an adequate invest-ment in information technology andaccounting systems to support thedelivery of quality education toevery child.

PrioritiesOnce all of the Task Force groupsreported and the recommendationswere compiled, the AISC membersvoted on issue areas that wereremaining to be implemented.Though the voting process certainlywas not scientific, it did point outsome interesting themes:

• The issues and recommendationson Achievement Standards andCurriculum Management were iden-tified as the top priority of many ofthe AISC members.

• Multi-use of buildings includingthe BESC also ranked highly.

• Maintaining and potentiallyincreasing student enrollment wasimportant.

Next StepsIt is important that this report beseen as one step in a process to con-tinuously strive for improved studentachievement and increased Districtefficiencies. The AISC recommendsthe following items be included asnext steps:

• The District and Board must followthrough with the development andimplementation of a strategic plan.

• The District must quantify the fis-cal impact of recommendations thathave not yet been quantified.

• The District and Board must regu-larly review their progress on imple-menting these recommendations, andthen share this progress with thecommunity.

• The District should continue tomaximize student enrollment.

• The AISC supports the City ofPortland’s contribution to the Districtand appreciates that the City has tiedthis support to the District demon-strating progress on enhancing stu-dent achievement.

Executive Summary


V

“I would offer City audit resourcesto be part of a City/County auditteam to review the progress onimplementation of these recom-mendations in a year.”

Gary BlackmerBond Management Task Force, AISC member and Auditor, City of Portland

“The work of the AuditImplementation SteeringCommittee is a journey, not a des-tination. We reviewed a lot ofinformation and made a lot of rec-ommendations, but this work hasonly just begun. Portland’s citizensneed to continue to monitor theprogress of the District in imple-menting these recommendationsand effectively improving Districtperformance.”

Marianne FitzgeraldCommunications Task Force, AISC member and member of Parents for Public Schools of Portland

Ronald B. Gould, Co-Chair, AISCRetired Partner, Deloitte & Touche, LLP

Bruce Samson, Co-Chair, AISCGeneral Counsel, Portland Public Schools

Sam AdamsChief of Staff, Office of the Mayor, City of Portland

Adrienne Armstr ongIncoming Student Body Pres., Franklin High School

Gary BlackmerAuditor, City of Portland

Gerald BrandonCustodian, Portland Public Schools

Maria Elena CampisteguyExecutive Director, Oregon Council For HispanicAdvancement

Lawr ence J. DarkPresident and CEO, Urban League of Portland

Chris DearthLegislative Director, Office of the Governor

Sho DozonoPresident & CEO, Azumano Travel Service

Antoinette EdwardsCoordinator, Jefferson Family Resource Center

Marianne FitzgeraldPresident, Parents for Public Schools of Portland

Richard Garr ettPresident, Portland Association of Teachers

Sharon GrayTeacher, Maplewood School

Michael HutchensDirector of Purchasing, Risk Manager, PortlandPublic Schools

Kevin Jeans-GailChief of Staff, Office of Commissioner JimFrancesconi, City of Portland

David JuddDeputy Director, Parks & Recreation, City ofPortland

Phil KeislingSecretary of State, State of Oregon

J. Byron KellarDesign-Builder, Neil Kelly Co.

Commissioner Diane LinnMultnomah County District 1

Allan LuethePrincipal, Jackson Middle School

Isaac RegenstreifSenior Policy Consultant, PacifiCorp

William ScottDirector, Oregon Economic Development Dept.

Ed SheetsPresident, Ed Sheets Consulting

Floyd SpearsProject Manager/Field Supervisor, Arjae SheetMetal Co.

Lianne ThompsonChair, Sexual Minority Parents Advisory Group

Kar en WichAdministrative Secretary, Portland Public Schools

Audit Implementation Steering Committee

Task For ce Roster s

Phyllis Edmundson, Chair Dean, Graduate School of Education, Portland StateUniversity

Guy Sievert, Vice ChairDean, Academic Services, Portland CommunityCollege

Carmen Bernier-GrandParent

Gail BlackTeacher, Benson High School

Pat BurkAssistant to the Superindentent, Portland PublicSchools

Betty Campbell Portland Public Schools

Margar et DeLaceyParent

Tom GreeneDirector of Teacher Education, University ofPortland

Matthew NelsonAssistant Executive Director, Camp Fire

Willie PoinsettePrincipal, Gray Middle School

Carol TurnerEducation Advocate, Office of the Mayor, City ofPortland


Achievement Standards and Curriculum Management

John Osburn, ChairAttorney, Ball Janik LLP

Reg Madsen, Vice ChairUS Federal Marshal, District of Oregon

Charlotte CookMember, Citizen Budget Review Committee andMember, Parents for Public Schools of Portland

Bernie GiustoChief, Gresham Police Department

Robert HonsonDirector, Nutrician Services, Portland Public Schools

Allan LuethePrincipal, Jackson Middle School

Brian QuinnCounselor, Jefferson High School

George RichardsonManager, Federal & Local Government Relations,and Community Affairs, NW Natural

Grant ThurstonVice President, Gray Line of Portland

Tom ToombsDirector of Corporate Security, Portland GeneralElectric

Administration, Safety and Policing

Jerry Milstead, ChairPresident, Milstead & Associates

Gary Blackmer, Vice ChairAuditor, City of PortlandEnron/Portland General Electric

Richard D. AndersonManager, Tax Research and Planning

Michael S. BathurstCPA/CVA, Self employed

Alan BeardPrincipal, GBD Architects

Pam BrownDirector of Physical Plant, Portland Public Schools

Richard CantlinAttorney, Perkins Coie

Heidi FranklinController, Portland Public Schools


Bond Management

Cheryl Perrin, Chair Consultant/Executive Director, Campaign forAmerica

Gregg Kantor, Vice ChairVice President of Public Affairs, Northwest Natural

Opal Chancler-MoorePrincipal, Franklin High School

Patty FarrellVice President, Corporate and Consumer AffairsGroup, KVO Advertising

Marianne FitzgeraldMember, Parents for Public Schools of Portland

Lew FrederickPublic Information Officer, Portland Public Schools

Zac HamillaStudent, Lincoln High School

Kathie HumesMember, Parents for Public Schools of Portland

Heidi KnodellParent

Jeff MillerTeacher, Cleveland High School

Tim NesbittExecutive Director, SEIU Oregon State Council

Bill Pr owsArea Manager, U.S. West Foundation

Holly Pruett

Noell WebbPresident, Webb & Associates

Communication, Public Policy and Special Education

Duane Schulz, Chair

Commissioner Diane Linn, Vice ChairMultnomah County District 1

Scott BaileyParent

Vicky Barr owsTeacher, Lane Middle School

Iris BellDeputy Director, Department of Community andFamily Services, Multnomah County

Pam BrownDirector of Physical Plant, Portland Public Schools

Mar y Ellen Buck

Peter HamiltonDirector of Middle School Student Achievement,Portland Public Schools

David JuddDeputy Dir., Parks & Recreation, City of Portland

David KnowlesDirector, Bureau of Planning, City of Portland

William ScottDirector, Oregon Economic Development Dept.

Ethan SeltzerDirector of Institute for Portland MetropolitanStudies, Portland State University

Carolyn SheldonAssistant Professor, Lewis & Clark College

Maxine ThompsonDirector, The Leaders Roundtable

Rich WileyFacilities Consultant, Portland Public Schools


Facilities Utilization

Jim Aalberg, ChairGroup Vice President & Treasurer, Fred Meyer, Inc.

J. Byron Kellar, Vice ChairDesigner-Builder, Neil Kelly

Elaine BergInsurance Claims Specialist, Portland PublicSchools

Chris DearthLegislative Director, Office of Governor

Rick FletcherVice President/Controller, Morley Capital Mngmt.

Heidi FranklinController, Portland Public Schools

Dennis HelsethCPCU Senior Vice President, AON Risk Services

Ron HudsonPrincipal, Madison High School

Kevin Jeans-GailChief of Staff, Office of Comm. Jim Francesconi,City of Portland

Steven SelfOperations Manager, Self Insured ManagementServices, Inc.

Courtney WiltonCPA/Business Manager, David Douglas SchoolDistrict

Judy Rice, ChairPresident, Oregon Symphony Foundation

Linda Kozlowski, Vice ChairPartner, Murphy Symonds & Stowell

Jayme ArmstrongParent

Donna CameronPartner, Miller Nash LLP

Maria Elena CampisteguyExecutive Director, Oregon Council For HispanicAdvancement

Val JackPresident, Portland Federation of Teachers andClassified Employees

Becki Langdon

Carol MatarazzoAssistant Superintendent, Portland Public Schools

Lisa NewlynTeacher, Woodlawn Elementary

Susan SchreiberManagement Consultant

Christopher (Tif f) WoodSenior Consultant, Watson-Wyatt


Finance and Risk Management

Human Resources and Management Structure

Chuck Beyer, ChairChief Information Officer, NW Natural

Bill W illard, V ice ChairVice President of Information Systems, StandardInsurance Company

Ronald B. Gould, Co-chair, AISCRetired Partner, Deloitte & Touche, LLP

Tim LauerSupport Specialist, Portland Public Schools

Manny OvenaChief Technology Officer, Portland Public Schools

Curt PedersonAssociate Provost for Information Services, OregonState University

John PriceDirector of Practice Development, Cotelligent

Arlen SheldrakeDirector, Network & Information Services,Multnomah Education Service District

Scott ThompsonIndustrial Design Corp

Juanita WatersTechnical Coordinator/Computer Teacher, MadisonHigh School

Bill Hallmark, ChairAssociate, William M. Mercer Inc.

Paul Farrow, Vice ChairVice President, Director of Inventory, StoreScheduling and Shrink Control, Fred Meyer, Inc.

Tony DavidAssistant Vice President, Fred Meyer, Inc.

Bud DawsonWarehouse Supervisor, Portland Public Schools

Suzanne FlynnAuditor, Multnomah County

Will FullerProject Manager, Multiport Systems

Mike HarrisPrincipal, Lane Middle School

Michael HutchensDirector of Purchasing, Risk Manager, PortlandPublic Schools

Julie JoelStudent, Wilson High School

Ed SheetsPresident, Ed Sheets Consulting

Inventory Management and Purchasing

Inventory Management and Purchasing


Acknowledgements

The AISC wishes to thank the staff of Dotten & Associates, Inc., particularlyKathleen Curtis Dotten, Gwenn Baldwin and Cindi Carrell, for their work tosupport the AISC and the Task Forces. Also, our thanks to Gayl Larson andHeidi Franklin, Portland Public Schools, for their work with the AISC and TaskForces. We wish to thank Board members Ron Saxton and Doug Capps for theirregular attendance at our meetings and their valuable input. We extend ourthanks to the numerous Portland Public Schools staff, under the leadership ofDr. Canada, who assisted the Task Forces in their research. Our work could nothave been completed without their full cooperation and support.

Finally, our sincerest thanks to the Portland Public Schools Foundation for theirsupport of the Performance Audit and their continued work and assistance ondevelopment of the District strategic plan.

For additional copies of this report, you may download the Executive Summaryor Final Report from the Portland Public Schools Web site www.pps.k12.or.us.For a printed copy of either document, please contact the Portland PublicSchools Public Information Office at (503) 916-3304.


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