semi-annual reportS
Every 6 months, the CAO publishes a report which includes a specific section on the work I lead in the CAO Strategy Office.
JULY-DECEMBER 2023
The CAO Strategy Office has moved from being the last office highlighted in the Semi-Annual Report to the first. This reflects the Chief Administrative Officer's desire to highlight the work of this team as a lead in to all other operational and innovative efforts at the CAO. [Page 4]
JANUARY-JUNE 2023
In early 2023, I led a project to redefine the entire formulation process and set the $850M MRA budgets while also authoring the CASEWORK DATA Act. Among other things, I reached out to the Secretary of Transportation's office to create a cross-organizational effort to survey the transit benefit process, led CAO House Information Resources leadership to begin creating a strategy for their tech support team, and provided executive level decision-making and guidance to a project team tasked by the CAO Strategy to stand up a Continuous Improvement Program. [Page 67]
JULY-DECEMBER 2022
In the second half of 2022, I put in place governance and strategy execution management structures and worked with the House Office of Diversity & Inclusion and the Office of Congressional Accessibility Services set their first ever strategies. In addition I met with Member Office staff at their request, such as Congressman Ro Khanna, to discuss strategic planning best practices and possibly support their annual offsite strategic planning effort. [Page 64]
JANUARY-JUNE 2022
I began this 6 month period developing the 2022-2027 CAO Strategic plan with senior leaders and front-line staff. Then, after standing up a 'One CAO' internal employee engagement and communications program, I led an effort to produce and run an All-Staff meeting to present the newly developed strategy to the entire CAO workforce of over 700 staff. [Page 49]
JULY-DECEMBER 2021
WIth the 2017 CAO Strategic Plan coming to the end of its 5-year lifespan, I again brought together the senior leaders of the organization and front-line staff to develop the 2022-2027 plan. The developed plan was an evolution of the prior plan as the new CAO wished to continue the march towards achieving the vision "to be an essential resource for every Member of the People's House." [Page 39]
