Dana Lehder Roberts Fowler

Lead strategic planning, performance measurement, and management activities across a cabinet-level department (11 components, ~70,000 staff), ensuring operational strategies align with organizational goals and established policy.

Direct the regular publication of over 100 KPIs to Congress and quarterly reports on high-priority program accomplishments, establishing robust performance monitoring and reporting frameworks.

Implement process improvement initiatives, including portfolio review processes with Tribal justice programs, facilitating logic model development and strategic conversations to optimize program outcomes.

Directed all administrative and logistical operations for a 36-member Presidential Commission, including process development for public comment review and publication, budget and contract management, and event execution.

Maintained transparent stakeholder communication and alignment throughout the Commission’s mandate.

Implemented cost optimization strategies, saving $125,000, and ensured timely completion of deliverables underchallenging legal and operational conditions.

Monitored and enforced compliance with Federal Advisory Committee Act ensuring the Commission completed its work without litigation.

Managed complex relationships with executive leadership and political appointees at OMB and other federal Agencies, ensuring alignment of operational strategies with broader organizational objectives and legislative mandates.

Led the transition of Executive Council functions from in-person to virtual operations during the COVID-19 pandemic, introducing technology solutions to enhance process efficiency, participation, and accountability.

Oversaw resource allocation and process implementation, resulting in sustained improvements in council operations and stakeholder engagement.

Established and held the first Chief Data Officer Council after the passage of the Evidence Act with OMB.

GSA lead on steering committee focused on the modernization of the Federal Executive Boards with OMB and OPM.

Co-led office operations (~20 employees) and managed a $24M fund supporting cross-agency goals, overseeing contract phases and performance evaluations for over 50 proposals. Worked with OMB leadership to determine priorities.

Provided operational guidance during an extended funding lapse, ensuring resource management and process continuity.

Established and directed a performance management, data, and goal-setting consulting practice, delivering approximately 90 consultations for C-suite executives across federal agencies.

Facilitated process improvement and data-driven decision-making through high-level stakeholder engagement and strategic advisory services.

Led capacity-building initiatives, including a Community of Practice on Data-Driven Reviews, and designed events and training to foster a culture of continuous improvement.

Facilitated collaboration among council members to address common challenges in performance management/measurement policy and process optimization.

Partnered with policy makers at OMB on proposed changes to policy and implementation guidance including reviewing draft guidance and input on drafted legislation.

Directed the Priority Goal process with cabinet-level agencies, establishing guidance, coordinating submissions, and engaging executive goal leaders to ensure strategic alignment.

Spearheaded performance measurement and management for CDC (12 components, ~12,000 staff, $6B+ budget), leading the development and implementation of program metrics and accountability frameworks to meet policy requirements.

Overhauled and streamlined internal performance management processes, reducing reporting burdens and saving hundreds of staff hours, directly enhancing operational efficiency.

Chaired the Working Capital Fund Committee, developing standardized approaches to cost estimation and resource utilization.