MURIEL BOWSER
MAYOR
October 20, 2020
The Honorable Phil Mendelson
Chairman
Council of the District of Columbia
John A. Wilson Building
1350 Pennsylvania Avenue NW, Suite 504
Washington, DC 20004
Dear Chairman Mendelson:
In accordance with section 2 of the Confirmation Act of 1978, effective March 3, 1979 (D.C. Law
2-142; D.C. Official Code 1-523.01), and pursuant to section 6 of the Health Benefit Exchange
Authority Establishment Act of 2011, effective March 2, 2012 (D.C. Law 19-94; D.C. Official
Code 31-3171.05), I am pleased to nominate the following person:
Ms. Diane Claire Lewis
38th Street, NW
Washington, DC 20016
(Ward 3)
for reappointment as a voting member of the District of Columbia Health Benefit Exchange
Authority Executive Board, for a term to end July 6, 2024.
Enclosed, you will find biographical information detailing the experience of the above-mentioned
nominee, together with a proposed resolution to assist the Council during the confirmation process.
I would appreciate the Council's earliest consideration of this nomination for confirmation. Please
do not hesitate to contact me, or Steven Walker, Director, Mayor's Office of Talent and
Appointments, should the Council require additional information.
 airman Phil Mendelson
at the request ofthe Mayor
A PROPOSED RESOLUTION
IN THE COUNCIL OF THE DISTRICT OF COLUMBIA,
To confirm the reappointment of Ms. Diane Claire Lewis to the District of Columbia Health
Benefit E change Authority Executive Board,
RESOLVED, BY THE COUNCIL OF THE DISTRICT OF COLUMBIA, That this
resolution may be cited as the "Health Benefit Exchange Authority Executive Board Diane
Claire Lewis Confirmation Resolution of 2020".
18,
19 Sec. 2. The Council ofthe District of Columbia confirms the reappointment of:
20
21 Ms. Diane Claire Lewis
th Street, NW
23 Washington, DC20016
24 (Ward 3)
25
26 asa voting memberofthe District of Columbia Health Benefit Exchange Authority Executive
a7 Board, pursuant to section 6ofthe Health Benefit Exchange Authority Establishment Act of
28 2011, effective March 2, 2012 (D.C. Law 19-94; D.C. Official Code 31-3171.05), fora term to
29 end July 6, 2024
30 See. 3. The Council of the District of Columbia shall transmit a copy ofthis resolution,
31 upon its adoption, to the nominee and to the Office of the Mayor.
32 See. 4. This resolution shall take effect immediately.
 *WE*AR*E
oc
WASHINGTON
Executive Office of the Mayor - Office of Talent and Appointments
John A. Wilson Building I 1350 Pennsylvania Avenue, Suite 211 I Washington, DC 20004-
Diane Claire Lewis
Diane Claire Lewis is Co-Principal and Executive Vice President of
ALTA Consulting Group, Inc. in Washin gton, D.C., and a current
member and Chairperson of the Health Benefits Exchange Authority in
the District of Colum bia.
ALTA is a management consulting firm, specializing in health care
policy and community development. Ms. Lewis has worked with the
nonprofit community and foundations to address health access for
uninsured populations, including the availability of primary and
specialty care, health workforce development , and advocacy.
A resident of Ward 3, Ms. Lewis received her Bachelor of Arts in
Economics from City College of New York and her Master of Public Administration from
Princeton University.
***
 DIANE C. LEWIS
ALTA Consulting Group, Inc. E-Mail: dlewis@acg-cos.com
2200 Pennsylvania Ave., NW, 4th Fl. East Home: (202) 364-8866
Washington, D.C. 20037 Work: (202) 507-5795
HIGHLIGHTS OF PROFESSIONAL EXPERIENCE:
Professional experience spans over 40 years of work in government - local, state and federal-
and the private sector as an employee and entrepreneur. Experience includes:
HEALTH - Initiate, direct and work on efforts whose goals are to expand access to care
and health equity. Consult with non-profits and governmental entities to develop health
policy focused on access, health equity and health care financing strategies. Develop
strategic partnerships with communities, providers, funders, developers and schools to
support integrated health system models in under-resourced communities. Included in the
health access work are projects that support women's health, persons with disabilities,
and health equity as a foundation for community development and sustainability. Work
with foundations and community organizations to catalyze thinking about the
interrelationships between economic security, health and social determinants in under-
resourced communities.
MANAGEMENT - Direct commissions and task forces in analyzing, structuring and
funding solutions to advance community health and development. Managed day-to-day
operations of governmental entity responsible for welfare, and delivery of health care
and social services to District of Columbia children, adults and families. Directed
development and implementation of over 500 child-specific multi-disciplinary
service plans and the identification and development of resources.
ADVOCACY- Advise and develop strategic alliances for public and private sector
associations, and community organizations with regard to legislative, regulatory and
other public policy issues. Developed and presented testimony before legislative and
executive branches. Advocated on issues including: health, social and education issues
at local and federal levels.
COMMUNITY DEVELOPMENT-Consult with community development
organizations, hospitals, community health centers, and tenant organizations in
developing health care networks and facilities in the development and implementation of
HUD HOPE VI and look-alike affordable housing and community revitalization efforts.
EMPLOYMENT HISTORY:
EXECUTIVE VICE PRESIDENT and CO-PRINCIPAL, ALTA Consulting Group, Inc.,
Washington, D.C. (1993 -Present): ALTA Consulting Group, Inc. is a management
consulting firm with extensive experience in health care policy and community
development, including HUD funded HOPE VI projects. ALTA consults with nonprofit
and for-profit entities, foundations and government. Directed collaborative efforts to
expand health care access, develop workforce development strategies, inform and
advocate for public policy including:
Community In Schools of the Nation's Capital (CIS) (2014-2015);
CIS serves students in DC Public schools, primarily in Ward 8, and provides drop-out
prevention programs including academic, career exploration and parent support services.
Worked with the CIS staff on the CIS annual fund development plan and provided
support to the Fund Development Committee. Advised CIS and implemented
components of the plan including identifying and developing funding opportunities,
proposal writing and strategic support to the fund development efforts.
DC Department of Disability Services - Supporting Families Community of Practice
(SF CoP) (2015): Provided advocacy training and technical assistance on public policy
issues of importance to persons with intellectual and developmental disabilities, their
families and advocates in conjunction with the DC Supporting Families Community of
Practice (SF CoP), and the DC Department of Disability Services. Directed this effort
and developed an advocacy guide for persons with intellectual and developmental
disabilities, their families and other advocates. The guide was designed to highlight
public policy issues, and identify strategic points for advocacy and collaboration for
persons with disabilities throughout the life span.
Georgetown University Center for Child and Human Development - University
Center for Excellence in Developmental Disabilities (UCEDD) (2014-2015)
Provided advocacy training and technical assistance to support UCEDD in providing
analysis of public policy issues, in particular education and health care. Developed a
strategic action plan, implementation agenda, and supported the implementation work
provided to UCEDD staff, self -advocates, and families of individuals with intellectual
and developmental disabilities.
DC Coalition of Disability Service Providers (DC Coalition) (2007-2014):
The DC Coalition represents community provider organizations that serve persons with
intellectual disabilities. Directed and managed the work of the Coalition advocating for
expanded services to the disabled, and the development of regulatory and policy
recommendations, promoting access to services and community integration. As a result
of the Coalition's focus on health care issues, served on the Mayor's Health Reform
Implementation Committee and worked with health care organizations, executive and
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 legislative governmental entities to strengthen health care delivery, develop patient
centered health strategies and expand workforce capacity.
Greater Washington Workforce Development Collaborative (GWWDC)
(2007-2008):
The Community Foundation for the National Capital Region (CFNCR) funded an
initiative to implement best practices for workforce development and invest in training
and the development of career ladders for entry-level work in the Washington region.
The regional initiative supports:
Workforce partnerships that focus on employers as well as employees/jobseekers;
Policy /Advocacy efforts to reform local workforce development systems; and
Capacity building to support these efforts.
Worked with health care organizations, education and training programs focused on
entry-level employment, provided research and policy papers, and identified model
strategies to develop health sector employment options.
School-Based Health Care Policy Initiative (2004-2005): Provided technical
assistance, including advocacy, strategic planning and facilitation, leadership
development, and policy development. Funded by W.K. Kellogg Foundation, the
national Initiative's focus was to strengthen school-based health centers and identify
stable, consistent and diverse funding streams for 9-model sites. The Initiative also
focused on the development and strengthening of state and national school-based health
care associations to inform policy, share best practices, and serve the operational and
programming needs of their members.
National Resource Center on Diversity in End-of-Life Care (NRCD), Last Acts and
Rallying Points programs, funded by the Robert Wood Johnson Foundation (2001-2004):
Served as Coordinator for Policy and Outreach. With a special focus on diversity and
health disparities, the NRCD provided information, education, and collaboration
opportunities aimed at engaging communities of color in the dialogue and advocacy on
end-of-life care issues. Participating in the development of training for physicians, nurses
and other health professionals who care for African Americans and other people of color.
The NRCD highlighted issues unique to African American and other communities of
color and worked to foster sustained local leadership and holistic programs in end-of-life
care. NRCD worked for national and local reforms in end-of-life care and built on the
critical work of community efforts.
Community Voices National Evaluation Team (2002): Participated as part of an
evaluation team; reviewed and evaluated the outcomes and challenges of 13 Kellogg
Foundation Community Voices grantees. The Kellogg Foundation Initiative Community
Voices focused on increased access to health services; improved safety net infrastructure;
provision of cost-effective, high quality care; and the implementation of best practices.
The District of Columbia Health Care Systems Development Commission (2000):
Served as Staff Director to the Commission, established to recommend strategies for
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 ensuring that uninsured and underserved communities have access to quality care. The
Commission was charged with reviewing: a) the health care delivery structure, including
safety net providers and funding streams, b) the availability of comprehensive, integrated
care, and c) mechanisms for expanding coverage to the uninsured and service
accessibility. Commission's recommendations led to the closure of the DC Public
Benefits Corporation (public hospital system) and the development of the Alliance, a
health insurance fully funded by the District of Columbia for persons and families
ineligible for Medicaid coverage.
Child Welfare League of America (1995-1998): Consulted in the development of an
integrated health system for public housing communities and their surrounding
neighborhoods. Through strategic partnerships and collaborations, made better use of
existing community health resources and innovative delivery strategies; coordinated the
planning and development of health facilities with the community, housing authority, and
health care providers; developed career-ladder employment and training options in the
health care sector for TANF recipients.
Marshall Heights Community Development Organization (MHCDO) (1995-2003):
Directed and managed MHCDO's health initiative focused on the development of a
comprehensive primary care system in an under-resourced sector of the District of
Columbia (population: 60,000, including private and public insured and uninsured).
Developed partnerships and collaborations to expand access to behavioral and primary
care services in the community and coordinate implementation of an integrated services
delivery model. Directed the analysis of community health care requirements and the
work of a task force of health providers and community representatives to build health
facilities and attract health providers in the context of other community revitalization
efforts. Also, identified and pursued public and private funding to ensure a sustainable
system of services.
MHCDO Community Revitalization-Ward 7-Washington, D.C. (2002-2003) - Produced a
business plan to support the development of affordable housing in the Marshall Heights
and Deanwood communities of Ward 7. The plan established the feasibility for
investment in mixed-use development, including rental and homeownership opportunities
as well as the redevelopment of commercial space in the communities. The business plan
also looked at the needs of seniors, a growing demographic in the ward, most of whom
were aging in place reflecting a national trend.
Smart Home Community (1995-1998): Implemented and coordinated innovative
distance learning and telemedicine applications in urban communities through
community development and revitalization projects. Working with telecommunications
and governmental entities, developed education and telemedicine links between hospitals,
community health facilities, schools and homes. Developed public-private partnerships
and reimbursement strategies with communities, telecommunications companies,
managed care organiza tions , providers , and state Medicaid agencies.
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 New York State Target Cities (1996): Consulted in the development of a managed care
network for 25 community-based health organizations in New York City. In
collaboration with consulting team, reviewed organizations' clinical practices, marketing
strategies, infrastructure, and financial stability and provided options for network
development. Team was engaged to develop a managed care network and contract with
health care systems and insurers.
Calvary Bilingual Multicultural Learning Center (CentroNia) (1995): Consulted in
the acquisition, planning and development of a new facility for child care and family
services. As a member of the project management team, provided oversight for
certification and licensure process for programs and services. Coordinated efforts with
governmental entities in the expansion of programs/service, and pursued funding
opportunities with foundations among others.
PRESIDENT, Lewis Associates, Inc., Washington, D.C. (1991 - 1993): Managed all facets of
the firm's business. Lewis Associates, Inc. specialized in marketing and development services
for businesses, associations and non-profit organizations. Lewis Associates' services included
strategic marketing, market plan development and implementation. In addition, Lewis
Associates provided consultation services in health care, social service delivery and government
relations.
DIRECTOR OF DEVELOPMENT, PSI Associates, Inc., Washington, D.C. (1982 - 1991):
Directed and managed the implementation of marketing plans and strategies in five states, and
the District of Columbia. Also, analyzed market trends in health, social services, education and
corporate training. Identified growth areas/new initiatives in the public and private sector.
Developed marketing strategies, supervised and directed the work of marketing specialists in
targeted areas. Evaluated and reviewed health and human services delivery systems for
deinstitutionalized and other special needs populations. In particular, reviewed health, education
and social service systems in the District of Columbia; Dade County, Florida; Essex County,
New Jersey; and Chicago, Illinois.
DEPUTY ADMINISTRATOR, Family Services Administration, D.C. Department of Human
Services (1981- 1982): Managed and directed the daily operations of the Administration's four
divisions, including child and adult protective services, adoption and family support services.
Participated in Commission on Social Services Task Force to evaluate foster care and adoption
services in an effort to prevent and decrease the number of children in foster care, and increase
the number adopted or re-unified with their families. Analyzed the delivery of social and health
services and provided policy direction to ensure program quality and effectiveness. Lead division
chiefs in formulating short and long range program goals and objectives.
HUMAN SERVICES MANAGER, D.C. Department of Human Services (1980-1982):
Directed the implementation of the Bobby D. Consent Decree,. including managing and
coordinating the conduct of over 500 assessments and development of service plans for
individual youth r