1. Patricia Ann Patton
8906 Soaring Oak
San Antonio, Texas 78255
United States
Home: 703 - (474) - 8168
Work: 210 - (845) - 5904
Email: patricia.a.patton33.civ@mail.mil
ppatton246@gmail.com
WORK EXPERIENCE:
07/01/2016 to Present: Hrs per week: 40, Program Analyst, GS-14, HQ IMCOM, G-8,
Budget Division, Integration and Controls, Fort Sam Houston, Texas 78234, Supv:
Aurora Castaneda, (210) 466-0762. Serves as Senior Program Analyst and Project
Leader, providing expert advice on a broad range of resource management issues,
with special emphasis on the Program Objective Memorandum (POM), Knowledge
Management (KM) and Management Internal Control Program (MICP) Responsible for
managing and conducting strategic resource planning; managing and controlling
program analysis for all Installation Management Command (IMCOM) programs; and
conducting a wide variety of the most complex studies and evaluations of critical
resource programs affecting IMCOM, U.S. Army, and Joint/DoD programs. Works
directly under the administrative direction of the Chief, Budget Division.
Provides technical assistance to the IMCOM Regions and Installations on resource
management matters to include budget formulation and execution. Researches,
learns and applies a wide range of qualitative and/or quantitative methods to
identify, assess, analyze, and improve team effectiveness. Coordinates and
monitors all actions related to the Department of the Army Managers’ Internal
Control Program (MICP) as it pertains to IMCOM G-8 Directorate internal
control/quality assurance audits, surveys, and reviews. Serves as the focal point
for administering the MICP within the directorate and advises senior responsible
official (SRO), assessable unit managers (AUMs), and staff members on MICP
issues, regulatory requirements affecting their functional areas of
responsibility and training opportunities. As the Internal Control Administrator
(ICA), I developed a streamlined training tracker which allowed for immediate
identification of deficiencies within training requirements for over 100
personnel. Using my vast resource management knowledge, I was able to work with
all Garrisons in the identification of overdue Support Agreements that had the
potential to cost the Command in excess of $2.3 million of lost funding.
Publishes and maintains a current list of AUMs directorate. Develops and/or
coordinates input for the IMCOM internal control evaluation plan (ICEP) to ensure
all DA-mandatory functions and additional IMCOM-unique functions are included in
the plan. Ensures assigned evaluators within G-8 conduct all evaluations as
scheduled on the IMCOM ICEP. Prepares IMCOM G-8’s Annual Statement of Assurance
(ASOA) in accordance with regulatory guidelines and timelines. Assists G-8
Division Chiefs in the identification of material weaknesses and advises them on
methods of correcting the weaknesses. Using my analytical skills I was able to
devise risk assessment methodology that allowed the G-8 leadership to make
resource informed decisions when determining acceptable risk. Provides
recommendation to leadership on which issues and potential material weaknesses
warrant elevation for discussion/decision. Tracks and provides status reports of
weakness corrective actions on a quarterly basis. Identifies MICP training
requirements and makes training available on an annual basis. Provides MICP
training in group and/or individual settings as required. As Knowledge Manager
2. for IMCOM, G-8, I follow the Executive Board’s guidance to identify knowledge
gaps, plan courses of action to solve the problems, and transition the project to
the G6 for Information Technology solutions or the project owner for Non-
information Technology solutions in order to develop and implement the solutions.
Serve as the sole Administrator/maintainer I establish the needs of users and
monitoring user access and security; monitor performance and manage parameters to
provide fast responses to front-end users; considers both back-end organization
of data and front-end accessibility for end-users; refines the logical design so
that it can be translated into a specific data model; further refining the
physical design to meet system storage requirements; installing and testing new
versions; maintains data standards, including adherence to the Data Protection
Act; writes database documentation, including data standards, procedures and
definitions for the data dictionary (metadata); controls access permissions and
privileges; develops, manages and test back-up and recovery plans; ensures that
storage and archive procedures are functioning correctly; capacity planning;
works closely with IT project managers, database programmers and multimedia
programmers; communicates regularly with technical, applications and operational
staff to ensure database integrity and security. Provides financial services
functions to the command. Responsible for the command level administration of the
Defense Travel System (DTS). Provides technical supervision, policy and training
in support of DTS operations. Additionally, supervises and ensures that Defense
Travel System (DTS) is fully deployed and implemented across all of Headquarters
IMCOM. Serve as the DTA for the HQ IMCOM staff by serving as "help desk" to
respond to questions regarding authorizations/voucher. Serves as POC for
permission level reviews and ensure the HQ personnel are current on all training
certificates and 577s, serving as the POC for routing list adjustments for
assigned HQ staff, extracting, analyzing and/or disseminating required/requested
reports from DTS to applicable AOs/COs as needed and extracting Unsubmitted
Voucher Report and providing monthly to Execution Branch Chief
07/13/2014 to 06/30/2016; Hrs per week: 40, Program Analyst, GS-14, HQ IMCOM, G-
8, Program, Analysis & Evaluation Division (PA&E), Integration and Controls, Fort
Sam Houston, Texas 78234, Supv: Shirley Burnham, (210) 466-0851. Serves as Senior
Program Analyst and Project Leader, providing expert advice on a broad range of
resource management issues, with special emphasis on the Program Objective
Memorandum (POM), Support Agreements, Knowledge Management (KM) and Management
Internal Control Program (MICP) Responsible for managing and conducting strategic
resource planning; managing and controlling program analysis for all Installation
Management Command (IMCOM) programs; and conducting a wide variety of the most
complex studies and evaluations of critical resource programs affecting IMCOM,
U.S. Army, and Joint/DoD programs. Works directly under the administrative
direction of the Chief, PA&E. Provides technical assistance to the IMCOM Regions
and Installations on resource management matters to include budget formulation
and execution. Researches, learns and applies a wide range of qualitative and/or
quantitative methods to identify, assess, analyze, and improve team
effectiveness. Coordinates and monitors all actions related to the Department of
the Army Managers’ Internal Control Program (MICP) as it pertains to IMCOM G-8
Directorate internal control/quality assurance audits, surveys, and reviews.
Serves as the focal point for administering the MICP within the directorate and
advises senior responsible official (SRO), assessable unit managers (AUMs), and
staff members on MICP issues, regulatory requirements affecting their functional
areas of responsibility and training opportunities. Publishes and maintains a
3. current list of AUMs directorate. Develops and/or coordinates input for the IMCOM
internal control evaluation plan (ICEP) to ensure all DA-mandatory functions and
additional IMCOM-unique functions are included in the plan. Ensures assigned
evaluators within G-8 conduct all evaluations as scheduled on the IMCOM ICEP.
Prepares IMCOM G-8’s Annual Statement of Assurance (ASOA) in accordance with
regulatory guidelines and timelines. Assists G-8 Division Chiefs in the
identification of material weaknesses and advises them on methods of correcting
the weaknesses. Provides recommendation to leadership on which issues and
potential material weaknesses warrant elevation for discussion/decision. Tracks
and provides status reports of weakness corrective actions on a quarterly basis.
Identifies MICP training requirements and makes training available on an annual
basis. Provides MICP training in group and/or individual settings as required. As
Knowledge Manager for IMCOM, G-8, I follow the Executive Board’s guidance to
identify knowledge gaps, plan courses of action to solve the problems, and
transition the project to the G6 for Information Technology solutions or the
project owner for Non-information Technology solutions in order to develop and
implement the solutions. Serve as the sole Administrator/maintainer I establish
the needs of users and monitoring user access and security; monitor performance
and manage parameters to provide fast responses to front-end users; map out the
conceptual design for the IMCOM Agreements Database on SharePoint; considers both
back-end organization of data and front-end accessibility for end-users;
refines the logical design so that it can be translated into a specific data
model; further refining the physical design to meet system storage requirements;
installing and testing new versions; maintains data standards, including
adherence to the Data Protection Act; writes database documentation, including
data standards, procedures and definitions for the data dictionary (metadata);
controls access permissions and privileges; develops, manages and test back-up
and recovery plans; ensures that storage and archive procedures are functioning
correctly; capacity planning; works closely with IT project managers, database
programmers and multimedia programmers; communicates regularly with technical,
applications and operational staff to ensure database integrity and security. I
developed, built and implemented the IMCOM Support Agreements Database. Through
this database IMCOM Leadership are able to recall, examine and analyze all
support agreements across the command. The use of the Support Agreements Database
IMCOM Leaders were able to ascertain immediate funding shortfalls/losses that are
direct threat to the command’s readiness. Using the Support Agreements Database
Organizational Inspections were able to be conducted to discover the status of
all Agreements Programs across the command which allowed for resource driven
decisions to be made for each Garrison. Development of the Support Agreements
Database has allowed the command to refocus priorities and stress the importance
of working reimbursements to completion. Reviews GFEBS to ensure that all
reimbursements occurred as directed and in a timely manner (IAW Prompt Payment
Act). On a weekly basis I complete an upload of all IMCOM Support Agreements.
During uploads I perform an analysis during which I have been able to ascertain
if the various Garrisons are maintaining reimbursable agreements. I have been
able to provide sustainable data to Central Region on possible fiscal losses and
areas that require leadership intervention. While working with United States Army
Garrison Fort Hunter-Liggett’s Support Agreement Manager, in January 2016, I was
able to elevate a four year old reimbursement issue. During my analysis I was
able to identify over $85k in lost funds for the Garrison. As the assigned Action
Officer for the Baseline Submission Packet (BSP) for Program, Analysis &
Evaluation Division (PA&E); I received my instructions with a suspense date of
4. less than 30 days. Calling upon my Manpower and Requirements Determination
expertise, I was able to complete all data collection and analysis within 10
days. After submission I was again called upon on 29 September 2015 to explain
the data to the United States Army Manpower Analysis Agency (USAMAA) Analyst.
Understanding that the USAMAA Analyst lacked a clear understanding of the mission
of the Installation Management Command (IMCOM), I was able to clearly articulate
the regeneration normalized data, the functions identified, projected workload
counts and the projected man-year counts. The ability to use my subject-matter-
expertise resulted in the successful submission of all PA&E data.
09/26/2010 to 07/12/2014; Hrs per week: 40, Supv Management Analyst, GS-14; HQ
IMCOM, G-8, Manpower Division, Requirements Branch, San Antonio, TX 78108, Supv:
Tekeyiah Richardson, (210) 466-0773. Served as Chief, Requirements Branch
supervising a work force of approximately 10 civilian employees consisting of
Management Analysts and Operations Research Analyst (GS-14 and 13). Coordinated
the daily operation of the branch; resolved issues; and made decisions and
recommendations concerning policies, procedures, and personnel management.
Exercised the full range of personnel management responsibilities. Assigned and
reviewed work, established priorities, prepared personnel performance standards
and evaluations, interviewed and selected candidates for vacancies, resolved
major disciplinary problems and recommended action in serious cases, and
identified and provided for the training requirements of employees. Determined
manpower requirements to accomplish approved workload through the application of
manpower staffing standards. Developed the manpower program and budget at
established DA Planning, Programming, Budgeting, and Execution System (PPBES)
level of detail for assigned commands for inclusion in the Program Objective
Memorandum (POM), the Command Budget Estimate (CBE), the Command Plan (CP), and
the Army Authorization Documents System (TAADS); reviewed Command input to these
systems and established the minimum essential manpower resources to support
requirements. Represented the Command in competing for available manpower
resources. Monitored the allocation of controlled manpower programs. Analyzed
manpower utilization issues, e.g., Military Occupational Specialty (MOS) and
grade changes, and military and civilian conversions. Recommended action on
Command requests for major organizational changes. Led manpower management
compliance; reviews and develop Command Inspections as required. Provided
management and policy guidance to subordinate analysts involved in the review of
interim manpower requests and out-of-cycle submissions from subordinate
installations and activities. Additionally, responsible for the review of concept
plans and other organizational structure/restructure initiatives to determine
appropriate staffing levels consistent with mission and workload. Provided
management and guidance of the IMCOM Manpower Survey Program, developed survey
schedule, provided policy guidance to subordinate activities scheduled for
survey, and identifies division personnel to conduct specified surveys. Directly
or through a subordinate lead analyst, provided guidance and direction to
management analysts involved in the conduct of manpower surveys. Reviewed survey
findings to ensure accurate and consistent analysis and application of HQDA and
Command policies. Coordinated differences with surveyed activity and resolved
issues whenever possible. Understanding the need to address fiscal shortfalls and
the long overdue requirement for Manpower Requirements Models, I coordinated with
United States Army Manpower Analysis Agency the development of a formal
5. Partnership to ensure the development of Manpower Requirements Models. Through
this Partnership over 54 Manpower Models were able to be fast-tracked through the
validation and approval process allowing IMCOM the ability to retain the much
needed manpower requirements needed to ensure mission success. Never before in
the history of IMCOM, USAMAA or Department of the Army had 54 manpower models
been completed in one year. All manpower models exceeded the requirement to have
supportable and repeatable data. Issued which require command decision are
coordinated with functional elements of HQ IMCOM staff and, if necessary,
presented to the IMCOM Leadership for decision. Manages the 5 Phase Modeling
Process for CLS Services for submission to USAMAA and HQDA, G-3 for approval.
Possesses expert knowledge of the requirements determination processes,
competitive and commercial cost benefit analysis, Contractor Man-Year Equivalent
(CME) accountability, PDC and CMR reports, Installation Management (IMCOM) On-
Line database (IOL), and determination of supervisory/leader and other
organizational and Manpower structure issues. Mentored two employees in the
importance of higher education. Steering one to obtain a Master’s Degree and
another to obtain a Doctorate Degree. Continues to mentor four previous employees
who have all been promoted to the senior level of federal civil service.
05/10/2009 to 09/25/2010; Hrs per week: 40; Management Analyst, GS-13; United
States Army Logistics Innovation Agency (LIA), Business Group, Human Resources-
Human Capital Team; Fort Belvoir, VA 22060; Randy Hinton; Commercial (703) 805-
5336; DSN 655-5336.
Served as a Lead Management Analyst in the Business Management Group, Human
Resources for the LIA. Performed and coordinated a wide variety of human
resources and management functions. Provided detailed analysis and
recommendations for improvement in the utilization of human/manpower resources to
meet current and-or new mission. Performed all actions required to manage and
monitor the Agency manpower authorizations for military and civilian strength
required, authorized and assigned. Conducted management studies, responds to
external information requirements, prepared human resources management reports,
provided assistance and advice, resolved discrepancies and problems, and
recommends staffing strategies for civilian human resources management. Analyzed
personnel requirements to ensure staffing levels are within Table Distribution
Allowances and develop changes to TDA based on manpower and mission changes.
Prepared semiannual update of TDA to Department of Army and establishes audit
control to ensure approval and implementation of proposed changes. Plan,
organize, and advised on reorganizations, realignments, and other manpower
actions. Initiate and submit Concept Plans and Schedule 8s. Managed TDA to align
with Program Budget Guidance (PBG) through the Force Management System Web Site
(FMSWeb). Compiled Civ Pay Reports. Served as point of contact for information
regarding management status reporting requirements and human resources management
compliance. Acted as liaison to the servicing CPAC/CPOC for Agency, and for all
aspects of the human resources process. Conducted studies of various functions,
obtaining, compiling, and analyzing, evaluating and synthesizing information to
recommend improvements. Served as liaison to the CPAC for management and employee
relations and employee benefit actions. Provided guidance and assistance
regarding these personnel matters in accordance with the appropriate statutes and
regulatory guidance and procedures. Provided regulatory interpretation, guidance,
and assistance regarding authorized leave, work schedules, computation of service
dates, retirement benefits, TSP, workmen's compensation, awards, health and life
insurance benefits and open seasons, on-the-job injuries, using Army Automated
6. systems e.g. DCPDS, ART, FASCLASS, and PAA. Served as senior analyst implementing
strategic human resources management programs, and other recruitment strategy
programs. Managed all Presidential Management Fellows and DA Interns recruitment
programs. Consult and coordinated management personnel, and made recommendations
designed to achieve an increase in effectiveness, efficiency, and economy of
operations with the revised mission and available manpower. Prepares input to the
manpower portion of the POM. Served as a team member of agency-wide, multi-
disciplinary efforts that involve critical resource and management issues.
Efforts involve planning for wide scale changes in mission, workforce reductions,
reorganizations, and geographic work force shifts, fundamental changes in skill
requirements or technology, and similar events that profoundly affect the Agency.
Gathered information from higher headquarters, Director, and Group Leads to
identify critical issues and goals for the Agency; and developed implementation
plans by considering personnel, budget, manpower and other management
requirements. Gathered, analyzed, synthesized, developed and maintained
operational, manpower, and historical data to prepare a variety of human
resources reports, such as organizational structure, resources utilization,
mission, function, and work processes, etc. These reports include manpower
baseline statistics covering military, civilian, contractor (CME) and special
program personnel. Develop and maintained progress and status statistics for
reporting and reconciliation with higher headquarters. Analyzed data and made
recommendations or provided advice and guidance to management, supervisors, and-
or employees as required. Served as GFEBS GRC Supervisor, Role Approver, and
Restricted Role Approver. Performed studies, analyses, and evaluations of
administrative regulations, procedures and policy directives to determine
applicability. Worked on the Succession Planning Committee to develop a solid
Human Capital Plan. Worked to better market the Logistics Innovation Agency to
attract and retain the best and brightest from the civilian sector as well as
Presidential Management Fellows. Review and analyzed new legislation and higher
echelon policies and regulations. Determine potential impact on Agency and the
best implementation strategy; and prepares necessary guidance and clarification.
Develops and issues LIA policies in the human resource area based on the unique
and specialized needs of the Agency. Served as Personnel Security Officer using
Joint Personnel Adjudication System (JPAS)/Joint Clearance and Access
Verification System (JCAVS), AIES and PSIP to initiate, review clearance
information, submit, received visitors’ request, and review reinvestigation
reports. Worked hand and hand with ACOE to ensure that all aspects of the
security investigation process was conducted in a seamless and cost effective
manner. Coordinated and implemented the use of ATAAPS for the entire Agency which
was using the inefficient paper means of completing Time and Attendance prior to
my arrival. Working directly with DFAS and DISA, I completed all Support
Agreement documentation, Military Interdepartmental Purchase Request (MIPRs) and
training required to implement the use of ATAAPS. Through coordination the Agency
was one of the first selected as part of the Beta Test to use the ATAAPS system
to complete not only all time and attendance processes but also completed all
leave request inside the system this making the entire process automated and
increased efficiency by 47% during the first year of use. Understanding the need
for Agency-wide training for all 124 personnel over a diverse geographical area
training was developed and provided using DCO at a cost saving/cost avoidance to
the Agency. Served as ATAAPS Super User.
04-17/2005 to 05/09/2009. Hrs per week: 40, Supv Logistics Management Specialist,
7. YC-0346-02 (GS-13/14); USAG-S, DOL, Plans and Operations Division. APO AE 09107,
Mr.
Uwe Siemers, DSN 431-1340. Served as Chief, Plans and Operations Division
responsible for the handling of day-to-day operational issues/activities involved
in the accomplishment of the assigned logistical mission and functions -supply
and services operations, transportation and motor pool services, support
maintenance and logistical support planning. Managed organizational calendar for
Garrison. Ensured proper military and civilian protocols. Managed Admin, IT,
Budget, Manpower and Plans staff. Appraised and evaluated the logistical
management implications, evaluates efforts, plans and programs of the separate
and integrated logistical Garrison. Developed and published Logistical
Contingency Plans/Annexes for the Garrison. Using effective writing skills, I
wrote Annex D (Logistics) of the PI Pandemic Plan for the Garrison. Served as the
logistics subject matter expertise on Force Protection issues and inspections.
Distinguished as top performer during 2006 Joint Staff Integrated Vulnerability
Assessment (JSIVA) for the development and implementation of Fuel Escort
SOP/procedures. Received a commendable rating and noted as model program.
Performed personnel/manpower management examination by conducting a top to bottom
analysis of mission requirements versus manpower on hand. Through my analysis the
Garrison was able to restructure logistics authorizations to properly align with
mission directives. Primarily served as lead analyst whose purpose was to conduct
logistical analysis of (supply, transportation, maintenance, forces etc.) for
emerging logistical technologies and the future Army force readiness and
sustainability. Exercised supervision over the planning, programming, budgeting
and execution of Garrison responsibilities in the development and preparation of
budget programs and management submission from Garrison. Managed Command Supply
Discipline Program (CSDP) for Garrison. Advised and assisted the DOL on all
matters having financial and/or manpower impact on Garrison programs. Coordinate
the availability of funds with Funds Certifying Officer for personnel actions,
travel orders, supplies and purchase request. Used doctrine and strategies
described in DOD, DA and Major Army Command documents. Participated in special
projects involving programming contingency planning. Attends conferences/ meeting
concerning PBAC and provides guidance to DOL. Served as Chief Logistician in the
Emergency Operations Center (EOC) during Guardian Shield and Stallion Shake
Exercises. Managed the development and programming of PPBES input requiring
planning and coordination throughout the directorate and other installation
personnel. Maintained control over all US civilian and LN personnel spaces
authorized (TDA) to DOL. Served as initiator and approver for all DCPDS actions
for all personnel assigned. Served as Career Program Manager for CP 13/24 for
USAG Stuttgart. Responsible to provide formal written responses on behalf of the
Command in Congressional and Inspector General actions in all areas of logistics.
Exceeded the standard reply period of 5 day by provided detailed responses within
48 hours of receipt. Served as the Director in his absence and as such is
designated as the Directorate head to make decision and provide advice and
guidance on all policy matters to Senior Garrison Staff, EUCOM, AFRICOM, MARFOR
and other tenants with tact and diplomacy. Served as the Chief Logistician for
the Tiger Team which set-up facilities, support services and necessary fiscal
accounts for newly established African Command. Served as Data Collection
Representative for ISR. Conducted the verification of SSP under CLS. Served as
senior staff analyst to plan, develop, and monitor implementation of plans,
policies, procedures, and guidance for Directorate to assist with productivity,
quality management, and organization improvements-innovations and management
8. concepts such as Activity Based Costing, Strategic Readiness System, Lean Six
Sigma, Service Based Costing and Performance Management Reviews. Developed and
conducted conference for DOL senior personnel on proper Business Review Processes
and flow-charting of business practices. Achieved quantum improvements in
organization efficiency and effectiveness. Conducted program project planning in
logistics for a joint community. Provided guidance to workforce on training, as
well as new initiatives. Conducted Strategic Planning Workshops to develop short
and long-ranges goals for organization. Approving Official for 5 GPC accounts
using Access Online in excess of $100,000.00 for revolving accounts;
Organizational Defense Travel Administrator (ODTA) for Defense Travel System
(DTS) and Telephone Control Officer. Worked directly with Regional Contracting
Office (RCO) in the establishment of logistical service and support contracts
(CME) using PRWeb for Food Services at the Patch and Kelly Dining Facilities.
Obtained certification as Lean Six Sigma Green Belt, receiving the first ever
first time go within the Garrison. Completed Lean Six Sigma Project – Mobile
Telephone Control which resulted in a cost savings of over $380K in first two
years and a cost avoidance of over $250K for the Garrison and Tenants. Served as
Contracting Officer Representative (COR). 01/14/2006 to 09/13/2006: Detailed as
Director of Logistics (YC-02/GS-14) over two more senior personnel. Named
Logistics Supervisor/Manager of the Year in 2007. Developed the first ever cross-
training program within the DOL which lead to two Logisticians moving onto
positions within the 0343 career field and one junior level Management Analyst
qualifying and being promoted into the 0346 career field. Awarded Superior
Civilian Service Medal for all duties performed.
EDUCATION:
Hutchinson Central Technical High School, Buffalo, New York, 1985, Diploma
Master's Degree - MBA, 1997, Human Resource Management, GPA 3.8, Columbia
University, Total Credit hours earned semester: 183, New York, New York
ADDITIONAL INFORMATION/TRAINING:
Current Candidate for Travel Certificate Program with Defense Travel Management
Office (DTMO)
Continuing Education for Senior Leaders (CESL), August 2011, Army Management
Staff College, Fort Belvoir, VA;
HBS 404 (DAU) Career Management, April 2011;
Action Officer Integration Course, July 2010, AFMS, Fort Belvoir, VA;
Contracting for the Rest of Us, CLC011, February 2010, DAU;
Leveraging DCMA for Program Success, CLC019, November 2009, DAU;
Cost Analysis, CLB007, November 2009, DAU;
HQDA Staff Action Officer Orientation, September 2009, Pentagon, Washington, D.C;
USERRA 101, August 2009, National Veterans Training Institute;
9. JPAS/JCAVS Training for Security Professionals, July 2009, Defense Security
Service Academy, Fort Belvoir, VA;
Civilian Education System (CES) Advanced Course, April 2009, Army Management
Staff College, Fort Belvoir, VA;
CLL 015 Business Case Analysis, March 2009, Defense Acquisition University;
Fundamentals of Systems Planning, Research, Development and Engineering, SYS101,
January 2009, DAU;
Designing for Supportability in DoD Systems, CLL008, December 2008;
Performance Based Logistics (PBL), CLL011, December 2008;
Acquisition Logistics Fundamentals, LOG 101, November 2008;
Fundamentals of System Sustainment Management, LOG 102, November 2008;
Certified Lean Six Sigma Green Belt; October 2008
Fundamentals of Systems Acquisition Management ACQ101 Section 311, October 2008;
A-76 Competitive Sourcing Overview (CLC037), September 2008, DAU;
Lean Six Sigma Green Belt Training, August 2007, Heidelberg, GE;
Lean Six Sigma Project Sponsor Training, March 2007, Garmisch, GE;
ODTA Course, February 2007, Kaiserslautern, GE; COL Training, February 2007,
COR with a Mission Focus (CLC106), DAU, September 2006;
COR Overview HCAA (CLC012), DAU, September 2006;
DoD Government Purchase Card (CLG001), DAU, September 2006;
Micro-purchases and Section 508, GSA Center for Information Technology
Accommodation, Washington, D.C, September 2006;
NSPS 101, May 2006;
OLE, Weinheim, GE, March 2006;
MTT Course, Mons, Belgium, March 2006;
EEO Counselor's Course, Stuttgart, GE, August 2005;
MANPRINT Action Officer Course, ALMC, Fort Lee, July 2005;
APIC/ACOE/ Strategic Planning Workshop, Stuttgart, Germany, June 2005;
10. ASMC European PDI 2005, Garmisch, Germany;
Project Management Introduction, Seckenheim, GE, November 2004;
Comptrollership in The Army, ATSC, Fort Eustis, VA, November 2004;
Resource Management Budget Course, US Army Finance School, July 2004;
Supervisor Development Course, US Army Staff Training Center, Fort Monroe, May
2004;
Management Development Course, US Army Staff Training Center, Fort Monroe, May
2004;
Manpower and Force Management Course, Army Logistics Management College, April
2004 Hirschberg, Germany;
Action Officer Development Course, US Army Staff Training Center, Fort Monroe,
March 2004;
Planning, Programming, Budgeting Execution System Course, March 2004, Hirschberg,
GE;
Principles of Federal Appropriations Law, October 2003, Kelley Barracks,
Stuttgart, Germany;
ARIMS (Army Record Information Management System), September 2003, Kelley
Barracks, Stuttgart, GE;
Leadership Fort Campbell, 2002-2003, Fort Campbell, KY;
Understanding Federal Leave, 2002, Fort Campbell, KY;
Navigating and Using the ASARS Web, 2001, Fort Campbell, KY;
The Leadership Series Seminars, 2001, Fort Campbell, KY;
Conquering Workplace Negativity, 2001, Fort Campbell, KY;
The Nine Traits of Highly Successful Work Teams, 2001, Fort Campbell, KY;
Increasing Human Effectiveness (IHE), November 2000, Fort Campbell, KY;
Leadership, Education, and Development Course, April 1999, Kitzingen, Germany;
Passport and Birth Registration Certification, October 1998, American Consulate,
Frankfurt, Germany;
TIPOSH (EEO) Manager's Course, April 1997, Schweinfurt, Germany;
Service Excellence Course, July 1997, Kaiserslautern, Germany;
11. Office Professionalism, July 1997, Kaiserslautern, Germany;
Basic information Warfare Countermeasures Course, Intel-10, August 1997,
Schweinfurt, Germany;
Defense Reutilization and Marketing Course, 1993, Ft. Lee, VA;
Automated Logistics (92A) Course, 1993, Ft. Lee, VA
AWARDS:
Superior Civilian Service Award, 2008
Civilian Employee of the Year 2002 (Fort Campbell, KY)
Length of Service Awards (5YR, 10YR and 15YR, 20YR and 25YR)
4 Quality Step Increases 2005, 2004, 2000, 1998
9 Special Act Awards, 2009, 2008, 2007 x 2, 2006, 2004, 2003, 1998, 1997
15 Performance Awards, 2015, 2014, 2013, 2012, 2011 2010 x2, 2009 (Under NSPS
Rated Role Model- Level 5), 2008 (Under NSPS Rated Role Model-Level 5), 2007,
2006, 2003, 2002, 2001, 1999
6 On-The-Spot Cash Award, June 2010, Feb 2010, Aug 2009, July 1997, June 1998,
April 2003
Achievement Medal for Civilian Service, 1999
6 Commanders Award for Civilian Service with 5th Oak Leaf Cluster, 2010, 2009,
2007, 2006, 2003, 2000
5 40 Hour Time Off Award 2016, 2015, 2002, 2000, 1999
8 Hour Time Off Award, 2002
8 Battalion/Commander's Coins
1 Secretary of the Army Coin
LICENSES/CERTIFICATES:
Holds a Secret Security Clearance (Valid until 2019)
Certified EEO Counselor – Last certification 2010
Lean Six Sigma Project Sponsor – July 2008
Certified Lean Six Sigma Green Belt – 28 October 2008
Department of Defense Financial Management Certification Level 3, August 2015
MEMBERSHIPS:
Defense Acquisition University Alumni Association - DAUAA Army Management Staff
College Alumni Association - AMSC Association of the United States Army - AUSA
12. Completed all requirements for Level I certifications in Life Cycle Logistics and
Program Management through Defense Acquisition University.
