Candice Trummell

• Led the world's largest environmental cleanup program.
• Effectively managed for over $8B in annual funding and oversaw the work of 1200+ federal employees and 30,000+ contractor employees.
• Drove improved organizational performance, resulting in the highest percentage of metrics fully met (88%), and at least partially meeting all corporate metrics for the first time since EM's annual scorecard was created.
• Partnered with industry to identify opportunities for improved efficiency.

• Led the Cleanup to Clean Energy initiative on behalf o the Secretary of Energy.
• Developed and implemented all required templates and processes necessary to solicit, analyze, and select qualified clean energy companies to develop industrial-scale clean energy projects on DOE-managed land.
• Managed three separate solicitations on a compressed time-line, involving multiple public information sessions, developing and issuing Requests for Information, tailoring Requests for Qualifications based on industry and public input, and developing a new approach for reviewing the RFQs.
• Resulted in receiving dozens of qualified offers and selection of three companies.

• Directed the Commissioner's communication and engagement with Congress, state regulators, industry, and interested stakeholders.
• Offered strategic recommendations for updates to institutional programs and policies, factoring in current political climate and trends.
• Managed Commissioner's team of technical, professional, and administrative staff.
• Facilitated communication and relationship development between Commissioners and staff.

• Led operational oversight and budgetary supervision for 15 sites, one consolidated business center, and headquarters for the world's largest environmental cleanup program with nearly $8 billion in annual funding and 30,000 federal and contractor employees.
• Conceived and implemented multiple strategies to begin addressing the significant hiring backlog in the EM program.
• Led efforts to consolidate space and increase the effectiveness of the hybrid work environment.

• Served as primary point of contact for multiple DOE programs with a combined annual budget of over $8 billion and over 30,000 federal and contractor employees.
• Led external relations for Portsmouth Gaseous Diffusion Plant project, resulting in significant improvements in community relations and transparency on the cleanup efforts.

Served in multiple roles to facilitate the transition of various leadership positions across EM, including: Associate Principal Deputy Assistant Secretary for Field Operations, Site Liaison Coordinator, and Deputy Assistant Secretary for Resource Management. Oversaw all field and human resources activities for the $7 billion annual cleanup program.

• Led the ramp down of field operations due to the impact of COVID-19.
• Developed and implemented evidence-based approach to safely resuming phased operations in alignment with all applicable federal and state guidance.

Oversaw all aspects of human capital management for the Department's workforce of over 13,000 Federal employees, including developing and implementing effective human capital policies and programs that enable the agency's workforce to achieve its missions. Advises and assists the Secretary and Deputy Secretary of Energy, and other agency officials, in recruiting, developing, training, and managing a highly skilled, productive, and diverse workforce in accordance with merit system principles and all applicable statutory requirements.

• Improved executive performance management, resulting in increased rigor in applying performance standards, increased bonuses for the highest performers, and increased utilization of special act awards for senior executives.
• Launched agency-wide review of positions to establish DOE's first comprehensive position management system.
• Streamlined hiring procedures to allow for increased utilization of direct-hire authority for certain scientific, technical, and procurement positions.
• Launched initiative to standardize position descriptions and job analyses to further reduce time to hire and help reduce bias in the hiring process.
• Led efforts to consolidate common training for contractors and federal employees on a single e-learning platform.
• Led initiative to place underutilized senior executive talent (which skewed toward BIPOC employees) into more meaningful roles.
• Led effort to improve Federal Employee Viewpoint Survey results, including developing toolkits for managers to use in addressing areas for improvement

Provide executive-level support to the Deputy Secretary in overseeing the operations of a $30 billion agency with over 100,000 federal and contractor employees.

• Communicated corporate objectives and encouraged coordination and cooperation among departments across all Departmental elements.
• Developed briefing materials and provided relevant insights to support effective decision-making and prioritization throughout organization.

Responsible for all aspects of the business operations and communications for the Office of Environmental Management (EM), a nationwide environmental restoration program with an annual budget of approximately $6 billion, over 20,000 federal and contractor employees, and over $30 billion in procurements.

• Streamlined acquisition policies, eliminating nearly 75% of existing requirements.
• Strengthened cybersecurity at hazardous and radioactive cleanup sites across the United States.
• Implemented significant reorganization and developed strategies to reduce the number of employees at headquarters.
• Increased the effectiveness of the program's newsletter, which now has approximately 100,000 subscribers and is distributed weekly.
• Developed in-house media training for executives.

Provide executive-level support to the Deputy Secretary in overseeing the operations of a $30 billion agency with over 100,000 federal and contractor employees.

• Communicated corporate objectives and encouraged coordination and cooperation among departments across all Departmental elements.
• Developed briefing materials and provided relevant insights to support effective decision-making and prioritization throughout organization.

Led all internal and external communications for the Office of Environmental Management, and oversaw the work of nearly 150 federal and contractor communications professionals, through a matrixed organization.

• Revamped external newsletter, significantly increasing readership and frequency of the publication and resulting in extensive story placement with local and regional media outlets.
• Conceptualized, established and organized the National Cleanup Workshop, which now has approximately 700 participants annually.
• Developed first set of infographics for all EM sites.
• Improved the operational efficiency of the external affairs office and built the highest performing team in the organization.

Supported the Assistant Secretary for the Office of Environmental Management with overseeing the day-to-day operations of the Office of Environmental Management. Maintained direct responsibility for highly sensitive communications issues. Also served a detail assignment as the Department of Energy's Press Secretary and a 10-month detail as EM's Director of External Affairs (Senior Executive position).

• Helped develop a strategy for managing radioactive tank waste in Washington State, developed all associated communication materials, and provided strategic advice to inform litigation and regulatory strategies.
• Increased overall organizational efficiency and effectiveness.
• Improved organizational culture and employee engagement as evidenced by the Federal Employee Viewpoint Survey results and independent safety culture assessments.
• Established operational objectives and work plans and delegated assignments to Deputy Assistant Secretaries.

Coordinated public, media and Congressional communication related to the Office of Environmental Management's (EM) cleanup mission. Provided expert advice and assistance to the Assistant Secretary for EM, the Principal Deputy Assistant Secretary for EM, Director of External Affairs, and other senior leaders in the Department of Energy.

• Developed standard presentation, fact sheet, and other templates and content to move most of the communication products to in-house production by federal employees rather than contractors, resulting in annual savings of over $200,000.
• Transitioned the development of the monthly newsletter to an electronic format thereby significantly reducing production costs and increasing readership.

Managed the Office of Civilian Radioactive Waste Management's intergovernmental program.

• Successfully negotiated a 40% reduction in the Department's funding obligation to a political subdivision of the State of Nevada.
• Increased the organization's transparency and credibility with key stakeholders (including state and local governments), both those who opposed and those who supported the agency action.

Executive-level manager with profit and loss responsibilities at a boutique consulting firm specializing in public affairs, government relations, advocacy, issue management, and policy/program analysis for public and private sector clients.

• Generated approximately $100,000 in earned media for the launch of a new nonprofit organization and its cause.
• Increased the profit margin of the firm from a break-even point to a 350% profit margin through increased scope and significantly reduced overhead costs.
• Provided strategic communications planning and risk communication expertise to clients that resulted in increased stakeholder acceptance of highly controversial proposed actions and policies.

Served as the chief executive and legislative officer (elected office) for the third largest county in the continental United States. Successfully directed an annual budget of $60M and a staff of approximately 500 located in various headquarter and field offices.

• Worked with Members of Congress to secure nearly $25M in Federal and state funding for much needed projects.
• Instituted long-range fiscal planning and redirected Nye County's budget execution and resource allocation strategies to minimize risk in the funding of general obligations and operations.
• Developed and implemented proposals to fund programs, operations and projects from a variety of federal and nonfederal funding sources including establishing a Veterans Service Office and the only 24-hour emergency medical care facility in the county's largest town.