Christina Cromley Bruner

Advised senior leaders on strategic oversight of a historic mission expansion funded by $100 billion in special appropriations and a $400 billion increase in loan authority.

• Secured over $100 million for additional non-partisan oversight resources by crafting and communicating a compelling strategic vision to Congress.

• Developed data- and risk-informed planning to prioritize investments and balance competing priorities across DOE’s expansive portfolio  for maximum impact.  

• Redesigned high-profile reports for increased engagement and reader accessibility, including annual performance reports and reports to Congress. ‘

Acting Assistant Inspector General, Office of Strategy, Data, and Innovation 2022 to 2023
Deputy Assistant Inspector General, Office of Strategy 2019 to 2023
Director, Strategy Management Office 2009 to 2019

I am combining these three roles because I built the strategy portfolio over time, culminating in a new executive-level position overseeing capabilities that I brought into the organization. Portfolio included strategy management; building new capabilities; KPIs and business intelligence; governance structures; survey analysis; budget formulation; strategic communication; and employee development. Select accomplishments:

• Served as a government entrepreneur, creating and overseeing three offices that filled emerging needs: The Strategy Management Office (2009), the Data Analytics Unit (2019), and the Office of Strategy, Data, and Innovation (2020), leading 15 staff.

• Led strategic initiatives to improve workplace culture, resulting in an increase in employee engagement scores from 63 percent positive in 2014 to 83 percent in 2022.

• Established business intelligence capabilities in strategic areas—including personnel, contracts, and mitigating fraud risk—driving 100 percent increase in dashboard usage (from 10,000 to 20,000 views) in one year.  

• Strengthened real-time spending oversight by partnering with OIG leaders to shift oversight work when COVID-19 hit and launching the OIG’s first federal spending dashboard of COVID-19 funding.

• Designed a “Learning to Grow” workforce development initiative, ensuring integration of a workforce with 40 percent new hires into agency culture and providing capabilities for tenured employees to take ownership over their learning.     

• Developed fraud awareness training that attendees recommended for all nonprofit grant recipients, contractors, and DOI’s 60,000 employees.

• Increased telework capacity 500% pre-pandemic, enabling rapid transition to remote work.

• Led 2 managers and 20 staff in overseeing $3 billion in Recovery Act funding.

• Non-partisan nonprofit organizations praised the office’s historic fraud prevention efforts.

Oversaw and managed about 30 staff performing financial and performance audits, transforming a low-morale unit into a high-performing, collaborative team. 

Select accomplishments:

• Delivered policy recommendations adopted by Congress, the Office of Management and Budget and other Federal agencies, improving acquisitions and governance practices nationwide.

• GAO claimed 18 improvements in Federal agencies from the 20 projects on which I worked; the Comptroller General chose the OMB’s guidance to improve competitive sourcing, issued based on our recommendations, as one of the most significant accomplishments in 2004.

• OMB directed all federal agencies to use a template based on a product I developed—A Framework for Assessing the Acquisition Function at Federal Agencies—to conduct acquisition reviews under the OMB Circular A-123, which governs internal control reviews.

• Led bipartisan coalitions of lawmakers, nonprofits, academics, industry, government, citizens, and grant-making institutions to promote sustainable timer-based economic development.

• Increased the viability of communities, some of which went from 20 timber mills to 1, by identifying grants, government programs, and legislative changes to support timber-based economic activities that benefited forests.