District Of Columbia 2023-2024 Regular Session

District Of Columbia Council Bill PR25-0871 Compare Versions

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Old	New	Differences
1	1	MURIEL BOWSER
2	2	MAYOR
3	3	Ju
4	4	ne 20, 2024
5	5	The Honorable Phil Mendelson
6	6	Chairman
7	7	Council of
8	8	the District of Columbia
9	9	John A. Wilson Building
10	10	1350 Pennsylvania Avenue, NW, Suite 504
11	11	Washington, DC 20004
12	12	Dear Chairman M endelson:
13	13	In accordance with section
14	14	2 of the Confirmation Act of 1978, effective March 3, 1979 (D.C. Law 2-
15	15	142;
16	16	D.C. Official Code § 1-523.01), and pursuant to section 4 of the Office on Ex-Offender Affairs
17	17	and Commission on Re-Entry and Ex-Offender Affairs Establishment Act of 2006, effective March 8,
18	18	2007
19	19	(D.C. Law 16-243; D.C. Official Code § 24-1303), I am pleased to nominate the following
20	20	individual:
21	21	Ms. Myra Woods
22	22	Euclid S treet,
23	23	NW
24	24	Washington, DC 20009
25	25	(Ward 1)
26	26	f
27	27	or appointment as a public voting member of the Commission on Re-Entry and Returning Citizen
28	28	Af
29	29	fairs, filling a vacant seat, for a term to end August 4, 2027.
30	30	Enclosed, you will find biographical information detailing the experience of the above-m entioned
31	31	nominee, together with a proposed resolution to assist the Council during the confirmation process.
32	32	I would appreciate the Council’s earliest consideration of this nomination for confirmation. Please
33	33	do not hesitate to contact me, or Steven Walker, Director, Mayor’s Office of Talent and
34	34	Appointments, should the Council require additional information.
35	35	Sincerely,
36	36	Muriel B owser
37	37	Mayor ~ c~~
38	38	3 at the request of the Mayor
39	39	4
40	40	5
41	41	6 A PROPOSED RESOLUTION
42	42	7
43	43	8
44	44	9
45	45	10 IN THE COUNCIL OF THE DISTRICT OF COLUMBIA
46	46	11
47	47	12
48	48	13
49	49	14
50	50	15 To confirm the appointment of Myra Woods to the Commission on Re-Entry and Returning
51	51	16 Citizen Affairs.
52	52	17
53	53	18 RESOLVED, BY THE COUNCIL OF THE DISTRICT OF COLUMBIA, that this
54	54	19 resolution may be cited as the "Commission on Re-Entry and Returning Citizen Affairs Myra
55	55	20 Woods Confirmation Resolution
56	56	of 2024".
57	57	21 Sec. 2. The Council of the District of Columbia confirms the appointment of:
58	58	22
59	59	23 Ms. Myra Woods
60	60	24 Euclid Street, NW
61	61	25 Washington, DC 20009
62	62	26 (Ward
63	63	1)
64	64	27
65	65	28
66	66	as a public voting member of the Commission on Re-Entry and Returning Citizen Affairs,
67	67	29 established by section 4 of the Office on Ex-Offender Affairs and Commission on Re-Entry and
68	68	30 Ex-Offender Establishment Act of 2006, effective March 8, 2007 (D.C. Law 16-243; D. C.
69	69	31 Official Code§ 24-1303), filling a vacant seat, for a term to end August 4, 2027.
70	70	32 Sec. 3. The Council of the District of Columbia shall transmit a copy of this resolution,
71	71	33 upon its adoption, to the nominee and to the Office of the Mayor.
72	72	34 Sec.
73	73	4. This resolution shall take effect immediately. MyraWoods
74	74	VolunteerinRestorativeJusticeandCommunityB
75	75
76	76	\g-September2017toPresent
77	77	Ms.Woodsisaleaderwhohasrepeatedlydeliverednewlyarchitectedbusinessand
78	78	technology-basedprocesseswithmeasurablequalityimprovementsinavarietyofclient
79	79	businessenvironments.Sheisturningthattechnologyandprocesstransformation
80	80	experienceintoRestorativeJusticeadvocacy,reentrysupportandmentoringroles.
81	81
82	82	Hernewroleswiththeselocalorganizationsare:
83	83
84	84	=ReadingPartners:TutoratAnneBeersElementarySchool:AcademicYears2017
85	85	through2019.TwiceweeklytutoringwithBeginningReader(1Grade)
86	86	=CommunityandFamilyLifeServices:Mentor-2017and2018servedasamentor
87	87	supportingaspouseaffectedbydomesticviolenceandtheincarcerationofher
88	88	children’sparent.Usingrestorativeandtraumainformeddiscussionheldmeetings
89	89	inthehomeweekly,orbi-weeklyasnecessary.
90	90	=ReunionDC:September2017toJuly2018.ReentrySupportCircle-Keeper
91	91	supportingReturningCitizensintheirreentrychallenges.
92	92	*ReThinkJustice:Co-ChairofthePathwaystoReentryCommitteeDecember2018to
93	93	Present.AuthorsadvocacyletterstoDistrictCouncilMemberssupportingexpanded
94	94	housingopportunitiesforreturningcitizens,reformoftheCommunitySupervisory
95	95	Services(paroleandprobation)andlocalcontroloftheUSParoleCommission.
96	96	"TheNationalReentryNetworkforReturningCitizens-January2018to2020Board
97	97	ofDirectors,authoredeightgrantapplications,winningsevengrantawards,
98	98	developedoperationalprocessesandoperatingmanualforthePeer2PeerMentoring
99	99	Program.Developedanddeliveredfinancialbudgetingandcreditmanagement
100	100	training.ConductsRestorativeJusticeCirclesforreturningcitizensandhalfway
101	101	houseresidents.ServesasacommunityfeedbackresourcefortheDistrictJails
102	102	andJusticeTaskForcefromJanuary1019toPresent.
103	103	=InterfaithActionforHumanRights:PenPalforincarceratedindividuals.October
104	104	2017toMay2023whenmyPenPalwasreleasedthroughanIRApetition.I
105	105	remainafriendandamentor.SelectedforaHumanRightsHeroAward,Oct22,
106	106	2022.
107	107	=NationalAssociationfortheAdvancementofReturningCitizens-June2021to
108	108	present.-ServesasaBoardMember,volunteer,grantwriterandtheweekly
109	109	SupportGroupmoderatorandcontentprovider.Developedorganizationalby-laws
110	110	andBoardofDirectorsprocesses.AssisttheCommunityAssistedReentryProgram
111	111	clientsingoalsetting,resumewritingandfindinglifesustainingservicesand
112	112	‘support.
113	113	RecentTrai
114	114
115	115	‘+80HoursofCircleKeepingTrainingdeliveredbyReunionDCandtheOfficeofthe
116	116	StateSuperintendentofEducation(OSSE)
117	117	+TraumaAwareness(OSSE)
118	118	+Non-ViolentCommunicationDCdeliveredbytheDCPeaceTeam
119	119	www.depeaceteam.com
120	120	*JohnsHopkinsCourseCertificate:COVID-19ContactTracing,May2020
121	121	MyraPWoods Page1of6 Myra P Woods Page 2 of 6
122	122
123	123	FINANCIAL SERVICES
124	124
125	125	PROCESS ENGINEERING - Senior Vice President – April 2014 to August 2017
126	126	Leading a team to analyze process failures and identify process remediation steps. Enable
127	127	intelligent automation, with redesigned processes and data flows for commercial lending,
128	128	ITIL to align IT Service Delivery with newly automated processes and increased dependency
129	129	on cloud, distributed infrastructure and automation of technology updates
130	130	.
131	131
132	132	PNC STRATEGIC INITIATIVES OFFICE – Senior Vice President – March 2012 to
133	133	April 2014
134	134	Responsible for the definition and delivery of cross-enterprise business transformation.
135	135	Current efforts focus on the reengineering of the merger playbook, resulting on the
136	136	extensive historical origination and performance data required for Loan Valuation and CCAR
137	137	submissions.
138	138
139	139	RBC BANK – April 2010 to March 2012
140	140	Vice President and Head of Professional Shared Services , combining Business Architecture,
141	141	Process Excellence, and Program Execution into a single organization, whose goal is to
142	142	collaborate with Business and IT to achieve RBC Bank’s target performance metrics, and to
143	143	deliver the capabilities that help “RBC Bank always earning the right to be our clients’ first
144	144	choice” our strategic vision.
145	145
146	146	Managed the Separation and Decommissioning of all RBC Retail Banking application systems
147	147	and processes and the US Bank’s components of the Enterprise Applications including GL,
148	148	HR, AP, EDW, AML, and Legal Matters.
149	149	• Led 21 project teams to the successful on-time, on-budget delivery, using RBC’s
150	150	Project Management Framework. The teams obtained gate sign-off and provided
151	151	weekly status reporting.
152	152	• Managed the creating of 25 Transition Services Agreements for ongoing activities
153	153	beyond close and convert date.
154	154	• Planned the decommissioning of computing, network and data storage resources ,
155	155	while communicating with data stewards and satisfying business, privacy and
156	156	contractual non- compete concerns.
157	157
158	158	Led Business Architecture levering RBC’s Design Authority and structured approach to the
159	159	evaluation of strategic change required for products and platforms. Our purpose was to
160	160	partner with IT to ensure optimal use of RBC Bank resources; collaborates in the design of
161	161	the future of the business with the relevant owners; and ensures that programs are
162	162	executed to deliver our strategic business value.
163	163
164	164	Led the Process Excellence team (Green and Black Belts) enabling transformation through
165	165	Design for Six Sigma, Lean and DMAIC (define, measure, analyze, improve, control)
166	166	methodologies. Other tools used are business process modeling and key process metrics to
167	167	evaluate process performance and optimize the client experience focusing on client touch
168	168	points. Hired and built the team who created $2.1MM in Finance-verified cost-savings in 18
169	169	months.
170	170
171	171	Hired and managed the Program Execution team. Project delivery teams include
172	172	Technology, Subject Matter Experts, and Business Owners, all of whom are essential for a
173	173	project’s success. The teams are supported and guided by Business Sponsors and
174	174	collaborate across stakeholder organizations to deliver improved products and services to Myra P Woods Page 3 of 6
175	175	RBC Bank’s clients. We employ RBC’s Project Delivery Framework and industry-defined
176	176	development lifecycle tools to manage project execution.
177	177
178	178	Until the PNC transaction was approved the portfolio of projects under Ms Woods’ leadership
179	179	were:
180	180	• Run the Bank
181	181	• Regulatory and Compliance
182	182	• Legacy Client First – Close out of the $49MM portfolio, disposition
183	183	• Separation and Decommission – currently being initiated.
184	184
185	185	Used RBC procurement processes to create a network of eight local service providers,
186	186	negotiating Master Services Agreements and Terms Sheets providing RBC Bank with
187	187	sourcing flexibility and access to talent on a just- in-time basis.
188	188
189	189	SUNGARD CONSULTING SERVICES – June 2009 to April 2010
190	190	Program Manager building out an Automated Customer Account Transfer (ACATS) Solution,
191	191	levering SunGard’s Phase 3 processing platform and a newly acquired BPM Solution, Infinity
192	192	Processing Platform. Targeted benefits include back office headcount reductions of 26 to 40
193	193	percent, improved exception management, accelerated cycle times, and improved
194	194	transaction quality.
195	195	Responsible for the Brokerage and Clearance practice development, creating Level 3 process
196	196	definitions for Derivatives Clearing, focusing on Middle and Back Office processes and the
197	197	required information management and controls. This group is tightly linked to the
198	198	Regulatory and Risk Practices who provide the product perspective and the required
199	199	implications for SOX and Basel compliance.
200	200
201	201	BEARINGPOINT, INC – October 2000 to May 2009
202	202	As a Senior Manager at BearingPoint, I was responsible for partnering with clients to
203	203	transform delivery capabilities by re-architecting business processes and their supporting
204	204	technologies. I typically manage complex, global projects resulting improved cycle times
205	205	and process performance for service delivery and back-office processes. My focus is driving
206	206	change through Process Architecture levering Six Sigma tools as well as sound SDLC project
207	207	methodologies.
208	208
209	209	Senior Manager, Capital Markets Practice
210	210	Managed engagement teams responsible for the delivery of transformational technology and
211	211	process design projects. Focus areas have been Corporate and Institutional client service,
212	212	back office quality improvements, CRM, and finance. Clients include JPMorgan Chase, Bank
213	213	of America, Goldman Sachs, Morgan Stanley, and Citigroup.
214	214	Projects include:
215	215	Program Management Office for an enterprise-wide Basel II data warehouse, where I
216	216	instituted deliverables management, scope control, status tracking and requirements
217	217	traceability. Processes were defined for requirements articulation establishing ownership
218	218	through the project life cycle. I also instituted disciplines to manage test environment
219	219	replication improving deliverables traceability and securing sign-off from Risk, Business
220	220	and Finance.
221	221	- Created an Automated Cross Ledger Settlement Solution where I managed the cross
222	222	functional project team from requirements to p ost-implementation support. The
223	223	resulting capability reduced financial risk and support growing merger-related intra-
224	224	company settlement activity.
225	225	- Developed and sustained a five year initiative which annually-delivered training and
226	226	program management for a Global Six Sigma process re -engineering and quality Myra P Woods Page 4 of 6
227	227	improvement program. This engagement includes the selection of 10 to 20 projects for
228	228	each of 4 global location s; practitioner training and coaching; and results tracking.
229	229	- Led the business team which designed and delivered Automated Client Service Delivery
230	230	levering the Siebel Support modules and custom integration with Treasury Products.
231	231	Functions addressed in Treasury Services were client service, error resolution and
232	232	adjustments, and new account opening. The processes were CTI integration, design of
233	233	client authentication, transaction and customer system integration, and the development
234	234	of SLA’s with business partners in operations. Project disciplines were Six Sigma and
235	235	CMM Level 3 quality standards.
236	236	- Managing the design, build, test and implement phases of a global process and
237	237	technology improvement initiative in Client Service in Treasury and Securities Services.
238	238	This Six Sigma initiative used CRM technology to integrate client, product, and account
239	239	information to re-tool the global client service function. Results include improvement in
240	240	service metrics, the creation of predictable and consistent results in service delivery, and
241	241	the development of information leading to the identification of the root causes of
242	242	problems in product and delivery systems.
243	243	- Development and delivery of Process Architecture Training for BearingPoint consultants
244	244	in Financial Services crossing business and technology delivery teams.
245	245
246	246	Senior Manager, Client Services Group
247	247	I led the creation and execution of performance management and training processes for a
248	248	newly created organization of 300+ consulting professionals in Financial Services. I was
249	249	responsible for the hands-on management of 50 consultants and managed:
250	250	- Utilization and engagement staffing
251	251	- Mentoring and career tracking programs
252	252	- Performance management processes, including skills tracking, experience tracking,
253	253	monitoring and feedback tools and salary administration approach
254	254	- Initiatives to create communication and inter-generation collaboration
255	255
256	256	BANK OF AMERICA – October 1984 to October 2000
257	257
258	258	Senior Vice President, Government Card Services , Washington DC
259	259	Leader of the Washington-based team for Bank of America winning the right to sell and
260	260	deliver Procurement, Travel and Fleet card to Federal Agencies.
261	261	Managed the P&L for Government Card Services responsible for sales, account
262	262	management, and training support, and delivery of contracted reporting capability for
263	263	forty-three government agencies.
264	264	- Defined Purchase, Travel and Fleet Commercial Credit Card Products while pioneering a
265	265	new line of business for the bank.
266	266	- Deployed a web-based B2B payments and accounts payable management system that
267	267	generates 2.5 million transactions monthly representing $500,000,000 in commercial card
268	268	spending, used by over 10,000 program managers. This process re-design provided travel
269	269	and purchase card managers with information and controls around spending tied to
270	270	government appropriations.
271	271	- Designed sales and response processes that enabled her team to win a majority of
272	272	corporate card business competing against Citibank, American Express and U.S. Bank
273	273	Corp, Mellon and First of Chicago representing the largest single government contract
274	274	ever awarded to Bank of America.
275	275	- Established the D.C. office for agency business. Hired 60 people including marketing,
276	276	account management staff, trainer, and contract managers.
277	277	- Planned deployment of 1.5 million cards worldwide. Myra P Woods Page 5 of 6
278	278	- Served as the primary client facing organization for Federal Agency’s management of
279	279	accounts payable for supplies procurement through purchasing cards and travel expense
280	280	management through an integrated travel program.
281	281	- Clients included DoD (Travel), Agriculture (Procurement), DoT (Procurement),
282	282	Department of the Interior (Travel and Procurement).
283	283
284	284	Commercial Card Portfolio Manager – Charlotte, North Carolina
285	285	- Established a team of account managers for a blue-chip portfolio of commercial card
286	286	relationships. Assisted all clients in defining product and information and process
287	287	integration requirements.
288	288	- Managed the rollout of business-to-business procurement programs and increased
289	289	purchasing 158%, added 10 large accounts each month.
290	290	- Implemented innovative programs to re-engineer accounts payable and purchasing
291	291	functions for State governments and Fortune 500 customers like Dow Chemical, SAIC and
292	292	the States of Florida and Georgia.
293	293	- Led start-up efforts the use of EDI for Florida’s spending controls and accounting
294	294	processes.
295	295	- Clients included States of Maryland, Georgia, and Florida; Dow Chemical, and SAIC.
296	296
297	297	Transaction Services Electronic Strategy – Charlotte. North Carolina
298	298	- Developed business vision for bank-wide electronic payments products.
299	299	- Redefined the role of a $300 million business unit from a utility to a customer focused
300	300	provider of services and information for all other business units
301	301	- Developed transformation plan to migrate check to electronic payments and d eveloped
302	302	transition plans for legacy payments systems including ACH and wire.
303	303
304	304	Senior Project Manager – Charlotte, North Carolina
305	305	- Developed the target environment and implementation plans for the integration of
306	306	multiple large value payments, positioning NationsBank to compete more effectively in
307	307	the global payments and trade markets.
308	308	- Specific business units supported were Foreign Exchange activity in London, large value
309	309	CHIPS payments in New York with a 90% straight -through rate.
310	310	- Managed a $6 million project budget and 40 project professionals who addressed
311	311	company-wide transition efforts and all wire transfer projects.
312	312
313	313	Vice President, Manager of International Funds Transfer - Charlotte, North
314	314	Carolina
315	315	- Responsible for execution of payment instructions received from internal customers and
316	316	international correspondent banks.
317	317	- Redesigned operational processes, developed quality measures and standards,
318	318	developed performance-oriented training, and provided leadership for the transition to a
319	319	more customer- focused business approach.
320	320
321	321	Vice President, Project Manager – Charlotte, North Carolina
322	322	- Developed best practices platform for domestic and international payment processing
323	323	across the enterprise, re- engineering twenty-three separate systems in order to exploit
324	324	the enterprise platform, reducing redundancies, unit cost and support resources.
325	325	Myra P Woods Page 6 of 6
326	326	First National Bank of South Carolina (now Wachovia) - December 1981 to October
327	327	1984
328	328	Columbia, SC
329	329	Electronic Banking Manager
330	330	- Implemented the RELAY shared ATM Network in NC, SC, VA and GA, beginning with the
331	331	business case through system design and operational readiness.
332	332	- Installed on-line systems statewide. Delivered system design, location selection,
333	333	construction, debit and ATM card issuance, marketing and training.
334	334	Trainer
335	335	- Developed and delivered sales training and customer service training to tellers and
336	336	customer service representatives across South Carolina
337	337
338	338	Education and Professional Accreditations
339	339	- University of South Carolina: Master of Business Administration 1985
340	340	- University of South Carolina: BS Business Finance (Magna cum Laude, Phi Beta
341	341	Kappa)
342	342	- University of Colorado: Bank Marketing School
343	343	- Six Sigma Black Belt – C ertified
344	344	- Project Management Professional
345	345	- Member of International Society of Six Sigma Professionals
346	346	- Member of American Society of Quality (ASQ)
347	347	- Board of Directors and Vice President of the Women’s Bond Club of New York
348	348	Chairperson – Merit Award Dinner Committee and leader of the Diversity Round Table
349	349
350	350	BearingPoint Professional Development Involvement
351	351	- Team Member – Project Management the BearingPoint Way
352	352	- Team Member – Career and Compensation Initiative 2007 and 2009
353	353	- Team Member Commercial Services Diversity Council and Leader of the
354	354	Communication Committee
355	355
356	356	RBC Bank Professional Development and Involvement
357	357	- Member of the Diversity Leadership Council
358	358
359	359	Executive Office of the Mayor – Mayor’s Office of Talent and Appointments
360	360	John A. Wilson Building \| 1350 Pennsylvania Avenue, Suite 600 \| Washington, DC 20004
361	361
362	362
363	363
364	364
365	365	Myra Woods
366	366
367	367	Ms. Myra Woods is a circle keeper, mentor and a board member of the
368	368	National Association for the Advancement of Returning Citizens
369	369	(NAARC) and ReThink Justice. She is also a former board member of
370	370	The National Reentry Network for Returning Citizens.
371	371	Ms. Woods, through Interfaith Action for Human Rights, joined the Pen
372	372	Pal Program and is proud to have won their Human Rights Hero Award
373	373	in October of 2022. She moderates a weekly Returning Citizens Support
374	374	Group for the Community Assisted Reentry Program.
375	375	She is a retired Senior Vice President and Program Manager from PNC
376	376	Bank. Her career took her to Bank of America where she spent 15 years
377	377	in Charlotte, to KPMG Consulting in DC and New York City, to RBC’s US subsidiary in Raleigh,
378	378	and then to PNC in Pittsburgh. In each of these organizations , she led large technology and process
379	379	transformation programs.
380	380	A Ward 1 resident, Ms. Woods earned her Bachelor of Science in Finance and her Master of
381	381	Business Administration from the University of South Carolina. GOVERNMENT OF THE DISTRICT OF COLUMBIA
382	382	Executive Office of Mayor Muriel Bowser
383	383
384	384	Office of the General Counsel to the Mayor
385	385
386	386
387	387	______________________________________________________________________________
388	388	The John A. Wilson Building • 1350 Pennsylvania Avenue, NW • Suite 300 • Washington, D.C. 20004 • Office (202) 724-7681
389	389
390	390	To: Tomas Talamante, Steve Walker
391	391	From: Betsy Cavendish
392	392	Date: June 7, 2024
393	393	Subject: Legal sufficiency review of Resolutions nominating James Berry, Jr., Kennetta
394	394	Calloway, Larry Moon, James Dunn, Ricardo W. Sheppard, Maurice Tyree, and
395	395	Myra Woods as members of the Commission on Re-Entry and Returning Citizen
396	396	Affairs
397	397	This is to Certify that this office has reviewed the above-referenced resolutions and
398	398	found them to be legally unobjectionable. If you have any questions in this regard, please do not
399	399	hesitate to call Erika Satterlee, Deputy General Counsel, Executive Office of the Mayor, at 202-
400	400	724-1303, or me at 202-724-7681.
401	401
402	402
403	403	______________________________
404	404	Elizabeth A. (Betsy) Cavendish
405	405
406	406