Winona H. Varnon

• I lead strategic planning and implementation for the Division of Management (MGT) strategic plan, and partnered with the Chief Operating Officer (COO) to develop both Board's Strategic Plans for 2020-2023 and 2024-2027.
• Develop key metrics for measuring performance done under the strategic plan for the division and the Board.
• Provide analysis and advice to the Chair, Vice-Chair, Administrative Governor, and Board members on all aspects of administrative services.
• Provide administrative oversight, strategic direction of the key functions of long-term building projects, human resources, technology services, and structured HR consulting services to support clients during organizational developments and changes.
• Monitored progress by establishing plans, budgets, and measuring results for construction projects; implementation of Workday, the financial and human resource system.
• Collaborated with the Executive Committee to set long-term objectives for the Board, and partnered with the administrative functions (the Subcommittee on Administrative Services - SAS) with the Reserve Banks on alignment with the administrative operations in the Reserve Banks.
• Partnered with the COO in revisions of the job descriptions for the Chief Information Officer, and Chief Financial Officer. I also participated in both hiring panels to recruit for those positions.
• Partnered with the COO on the development and implementation of cyber protections, and the establishment of an AI working group at the Board.

ACCOMPLISHMENTS

• Created a culture of collaboration, excellent service, and overall respect in the Division of MGT.
• Completed the Martin renovation in fall 2021 and transitioned the board members and staff in September 2021 during COVID.
• Provided executive leadership and strategic direction in the transition to Workday, the Board's new system for human resources and finance.
• Established the first Enterprise Risk Management Profile for the Division of Management. Which resulted in the mitigation of risk in operational areas.
• Developed and implemented the Board's strategy to operate during COVID, including planning, hiring of medical professionals, returning to the office, and safeguards for operations.
• Led the change in law enforcement recruiting and training standards, increasing the number of trainees completing the academy.
• Partnered with the COO and Chief Financial Officer (CFO) in developing the Board's 2020–2024 budget.
• Led the move of the Board's continuity site from Richmond Bank to a joint federal partnership, which required the relocation of the Board's National Security access network.

• Directed strategic leadership for Board's law enforcement, facilities and support services, fine arts program, national security intelligence initiatives and continuity programs.
• Provided strategic oversight to National Security Intelligence initiatives ensuring adherence to federal regulations.
• Managed curation and preservation of acquired art assets following industry standards while overseeing detailed inventory processes.
• Collaborated with Banks on national security clearances, fingerprint processing and background investigations for employees.
• Developed processes ensuring compliance and industry-standard service delivery for the Board's administrative functions.

ACCOMPLISHMENTS

• Led the acquisition of the 1951 Constitution Avenue property for the board.
• Led the financial analysis and 30-year financial prospectus that formed the basis of the Board’s long-term space strategy.
• Led the negotiations and coordination with the General Services Administration in obtaining the property (a $42 million acquisition) through Federal Property Transfer.
• Led the revision of the Board’s Suitability Policy for background investigations for employee and contractor hiring.
• Led the clearance process for economists in 2017 and 2018 (foreign nationals), driving the completion and adjudication of background investigations to ensure timely processing of Green Card applications sponsored by the Board.

Oversaw operations as Chief Operating Officer (Deputy Chairman, Management, and Budget) at the National Endowment for the Arts.

• Managed projects efficiently while aligning with established timelines and budgets.
• Initiated and executed strategic initiatives to secure long-term goals at the board level.
• Oversaw strategic planning and direction of the organization, ensuring alignment with mission and vision.
• Monitored financial performance, approving budgets and financial plans to ensure fiscal responsibility.
• Advised the Board members on ways to improve the success of proposed plans and assure efficient execution.

ACCOMPLISHMENTS

• Led organizational and cultural changes that resulted in the NEA being ranked #1 Best Place to Work for small agencies in the federal government, and the most improved agency in the 2016 Best Places to Work survey.

• Led the Chairman’s initiative to create a pilot grant program, resulting in $2.5 million in grant awards to 37 arts and non-arts partnerships;

• Led the NEA’s relocation to its new location. The finalization of the move was complex, over budget, and the construction of the new facility was behind schedule, including an $8.2 million funding deficit and an eight-month delay. I led the work with the General Services Administration to create new construction schedules, reduce costs, and create a new strategy.

• Created a Physical Security program for the NEA to include the use of the Homeland Security Presidential Directive 12 (HSPD-12) for physical access to the building and logical access to the NEA's computer systems. • Developed position descriptions to gain better candidates, create efficiency in the work, and reduce redundancy.

• Implemented an automated travel system, eliminating paper processing for travel in NEA, and saving the agency over $600,000 in costs.

Served as primary advisor on management and administrative services to Secretary of Education and senior staff. Provided executive leadership for the following areas:

• Security Services - executive management and oversight of the guard force and law enforcement officers tasked with the physical protection of the people, assets, and facilities; classified information security clearance process for access to national security information; information security - protection of systems and data for IT in ED.
• Continuity of Operations, including Emergency Preparedness and Disaster Recovery; Facilities and Transportation Management, including construction and office moves for ED.
• Achieved cost savings by developing functional solutions to problems for the ED's Human Resources function, including payroll, staffing, recruitment, benefits, retention, and employee relations.
• Utilized advanced technical skills and expertise to troubleshoot complex problems and implement solutions for ED's EEO, and Diversity Programs. I was also the Director of

ACCOMPLISHMENTS

• Reduced the ED 'footprint' in federally leased space, and consolidated spaces to save $8.6 million in facilities costs.

• Led the renovation and construction of $127 million in ED facilities. All renovations and construction were completed on time and on budget.

• Led and managed the Federal Real Property Assistance program, resulting in 55 on-site inspections, attaining compliance, and processing to retire public benefit conveyance records to the National Archives.

• Ensured 100% compliance for the system of records notices and privacy impact analysis.

• Designed ED's IT emergency contact system for all U.S. School systems.

• Ensured the issuance and update of 3,658 personal security background investigations, clearance updates, and issuance of Homeland Security Presidential Directive 12 (HSPD-12) credentials.

Managed $28 million in personnel security background investigations.

Directed operations of 600 armed officers in 41 different U.S. locations.

Managed the classified programs in the ED. Represented ED, a Cabinet Level Department, on the President’s Continuity Staff.

Led the delivery of security services to 4,200 ED employees, 12,000 ED contractors, nationwide, and in the U.S. Territories, including Guam and Puerto Rico.

Led the delivery of human resources services, including the management of the Presidential Transition process, including off boarding Political appointees and on-boarding new administration appointees.

ACCOMPLISHMENTS:

• Revised investigation standards for educational researchers and reduced costs by $4 million for background investigation screening.
• Implemented HSPD-12 in ED. Reduced program costs for physical security by a total of $27 million and increased production.
• Built secure communication and data networks for ED facilities to support classified communications to the White House, the Department of Homeland Security, the State Department, and the Department of Defense facilities. Created a Risk Management program for Federal Student Aid.
• Eliminated $895,000 in redundant Human Resources contract services. I organized the HR staff to gain efficiencies and reduce unnecessary layers of supervision.
• Implemented a corporate recruitment program and succession process to ensure continued leadership in key areas.

Designed an organizational and leadership framework for merging Department of Defense Personnel Security Investigators into the Office of Personnel Management (OPM) Federal Investigative Program.

ACCOMPLISHMENTS

• Designed an integration model that eliminated a three-year backlog of investigations, while reducing operating costs by $21 million.
• Established procedures to streamline the entire OPM background investigations program, and led the organization in completing approximately 350,000 background investigations per year.
• Built strategic partnerships with the Federal Bureau of Investigation's Fingerprint Group, the Federal Law Enforcement Training Academy, and the Department of Defense to streamline information and data sharing between OPM and these entities, to reduce the timeframe for federal background investigations.

Directed and planned security policy, threat, and risk assessment programs for 429 commercial airports in the U.S. Built strategic partnerships to streamline government resource allocation in transportation security.

ACCOMPLISHMENTS

• Directed the development and implementation of the Transportation Risk Assessment and Vulnerability Evaluation Tool (TRAVEL).
• Created a 'model airport' for cutting-edge security solutions to control access to vital, secure airport areas.
• Created and implemented an 'Airport Airside Security Assessment' process that outlined vulnerabilities in the airside environment and established a process for security improvements.
• Established and implemented basic operating procedures for airport security.

Immigration and Naturalization Service, Washington, D.C.

• Director of Security - October 1997 through August 2002 - Career Senior Executive Service Position
• Special Assistant/Acting Deputy Director of Security - October 1995 through October 1997, GS-15
• Director of Equal Employment Opportunity and Diversity - September 1993 through October 1995, GS-15

During my tenure at the Immigration and Naturalization Service (formerly INS, now part of the Department of Homeland Security, Customs and Border Control), I served in several positions. I planned, directed, and managed the security and intelligence programs for INS.

The mission included the facilitation of legal immigration while protecting the U.S. International Borders from illegal immigrants, alien smugglers, drug activity and acts of terrorism. I directed a staff of 400 people nationwide, and at 55 international locations. Managed an operating budget of $84 million. I directed a highly complex, multi-layered, dynamic organization that implemented security policies and procedures throughout the U.S. On international borders and in coordination with the State Department, Customs, the Federal Aviation Administration, the Department of Energy, and the Department of Defense. I provided the oversight and direction for the INS Security program that affected 36,000 INS federal staff, 52,000 contractors, and 417 domestic and 55 international locations. I also served as the Director of Equal Employment Opportunity and Diversity, ensuring compliance with federal equal employment opportunity laws, managing the complaints process, and improving the diversity of the organization.

ACCOMPLISHMENTS:

• Led the reinvention of the personnel security screening process to meet the Congressional mandate to properly investigate, hire, and train 18,000 Law Enforcement Agents within 36 months.
• Reduced staffing and funding requirements by $1.2 million by strategically realigning resources and re-engineering business processes.
• Developed and deployed a professional staff of 3,800 weapons-trained, certified, and licensed Security Law Enforcement Officers located in 417 INS facilities throughout the U.S. Managed to reduce $3.8 million in operational costs while increasing the security standards for the protection of people, assets, and facilities.
• Led local residents in the District of Columbia in a campaign to reform the neighborhood where the INS headquarters was located. The neighborhood was surrounded by crime, drug activity, deteriorated buildings that were used for "crack houses", open-air drug markets, prostitution and multitude of other illegal activities. We organized with the local residents, lobbied for the demolition of the buildings, and strategic arrest operations by local police. The neighborhood was transformed into a safe, vibrant community.
• Managed the targeted recruitment process to attract candidates for law enforcement positions. The process resulted in over 6,000 candidates hired.
• Successfully led and implemented resolution to a Class Action Law Suit against the INS resulting in more diversity in the Border Patrol supervisors’ positions.
• Developed and implemented a five-year strategic plan for diversity and inclusion hires.
• Led the creation and implementation of the first INS EEO Advisory Council.