Richard L. Adolph

**** ****** **.

Virginia Beach, VA 23464 US

Mobile: 757-***-****

Email: adzjor@r.postjobfree.com

Job Type: Permanent

Work Schedule: Full-Time

Desired locations:

United States - VA – Norfolk

Work Experience:

Mid-Atlantic Regional Maintenance Center

9727 Avionics Loop

Norfolk, VA 23511-2124 United States

February 2021 – Present

Hours per week: 40

Series: 1712 Pay Plan: GS Grade: 13

SUPERVISOR Training Specialist (This is a federal job)

Currently assigned to the Training / Workforce Development Branch (Code 1140), Corporate Operations Department (Code 1100) Mid-Atlantic Regional Maintenance Center (MARMC), Norfolk, Virginia. Responsible for the delivery of technical branch programs through the supervision of subordinate staff of seven (7) Training Specialist, GS-1712-12, and 5 Contractor GS-12 equivalents.

I serve as the Training Officer / Senior Advisor on all requirements related to the command’s civilian Workforce Development (WFD)/Job Certification Requirements (JCR) programs. Responsibilities include formulating and administering command-wide policy regarding all Military, Civilian, and Contractors training requirements.

I plan, develop, and set long range and short range training plans, work schedules, and assign work to subordinates. Developed a 5 year training plan to ensure the command members are qualified/certified to meet MAMRC’s mission.

Oversee financial transactions related to contracts, Training tuition, Student Loan Repayment Program, and Training materials.

Oversee and promote command’s workforce development programs.

Approve personnel actions and related expenses such as timekeeping, overtime, training, travel, and promotions.

I participate in the successful execution of MARMC’s Strategic Business Plan.

Program Manager

Serve as Training Officer for Mid-Atlantic Regional Maintenance Center (MARMC) primary point of contact for training, qualifications, and certifications of Defense Acquisition Workforce Improvement Act (DAWIA) coded employees. Design, develop, and implement the contracting department training and development program. Advise management in training and development program effectiveness by conducting analyses, studies, surveys, and reviews. Establish regular training and development schedules to include milestone dates and priorities related to federally mandated training, professional development training, and other workforce development training opportunities. Coordinate with multiple training sources, including government, non-government, college, university, and distance learning vendors to develop and implement training plans. Plan, analyze, and evaluate the effectiveness of training and development programs and projects. Conduct training and development program briefs to the department director and management staff concerning directed training, professional development training, workforce development, and proper training-related matters to excel the organization's performance and productivity standards. Utilize multiple quantitative and qualitative methods to analyze findings and make recommendations to improve processes, structures, policies, programs, and long-range planning. Manage and oversee the Navy Afloat Maintenance Training Strategy (NAMTS) program qualifying military members in various source ratings (BM, DC, EM, EN, FC, GM, GS, GSE, GSM, HT, IC, MM, MR) on 17 Distribution Navy Enlisted Classification (DNEC).

Training and Development (Command University)

Implement monthly training program briefings and companion reports to managers and subordinates concerning training status, requirements, policies, procedures, and recommendations. Develop command-level Standing Operating Procedures (SOP) to ensure complete coverage of all training and development facets. Develop project plans, resource expenditures, and risk assessment data to assess all training and development projects' ability to meet stated and desired objectives from both a program and an agency-wide perspective. Conduct detailed analyses of complex program functions and work processes, such as cost-benefit analyses and training budgeting calculations. Coordinate professional development training, certification programs, and other employee training to enhance employee skill levels based on the needs and requirements of command and directorate level leadership.

Manage all aspects of the training process within the command DAWIA program area, including administrative policies and procedures, curricula, certification requirements, instructional methods and techniques, adequacy and utilization of training aids.

Manage and direct all aspects of Mandatory Training, Equal Employment Opportunity, Business Management, and Human Resource training utilizing current delivery methods and media to include webcast, webinars, video, and classroom instruction. Prepare and develop lesson strategy and curriculum in accordance with current training methodologies, theories, and practices.

Review course critiques using relevant methodologies to ascertain the effectiveness of course content and quality of instruction. Oversee instruction content and ensure training is incorporated in the organizations overall learning objectives.

Assist in the development, management and implementation of policy, plans, standards, and procedures for the management and direction through curriculum development based on evidence-based learning.

Provides technical expertise and consulting assistance to educate others, also serves as a training and education adviser to the supported organizations.

Serves as training consultant and adviser for group practice management by assisting in establishing policy and curriculum on matters pertaining to training and leader development.

Analyze data to identify objectives trends, inter-relationships, and problems and to ensure compliance with applicable policies and procedures. Resolve complex and highly visible problems requiring sound technical judgment in the area of responsibility and expertise including course content, training, budget, personnel, and operations. Presents orally or in writing information and decision briefings and reports on findings and conclusions.

Program/Process Improvement

Provide expertise in deploying Lean and Six Sigma programs and initiatives and directing teams to achieve desired results. Support the analysis, planning, design, implementation, and evaluation of key projects to help achieve goals—improved training and development "process-improvement" strategy by using Six Sigma methodology and analytics. Instruct cross-functional teams in adapting to and understanding improvement processes, Get Real Get Better (GRGB) Improvement Events and oversee process improvement projects. Interpret customer needs and requirements, translate concepts into practice, identify process improvement opportunities, and quantify results and trends. Make recommendations and present best practices, methods, and ideas to senior management.

March 2019 – February 2021

Hours per week: 40

Series: 0802 Pay Plan: GS Grade: 13

SUPERVISOR ENGINEERING TECHNICIAN (This is a federal job)

May 2018 – March 2019 (120 Temporary Promotion) (90 Day Extension)

Hours per week: 40

Series: 0802 Pay Plan: GS Grade: 13

SUPERVISOR ENGINEERING TECHNICIAN (ACTING) (This is a federal job)

Duties, Accomplishments and Related Skills:

Was assigned to the Tanks, Voids & Structures Branch Code 242, Naval Architecture and Damage Control Division Code 240 Mid-Atlantic Regional Maintenance Center (MARMC), Norfolk, Virginia. Responsible for the delivery of technical branch programs through the supervision of subordinate staff of nine (8) Engineering Technicians, GS-802-12, one (2) General Engineer GS-801-12, and 6 Contractor GS-12 equivalents.

I provide guidance and direction for Branch Code 242 personnel involving; Engineering Service Requests (ESRs), Tech Assist Visit Reports (TAVRs), Fleet Tech Assist (FTA), Assessments: Tank/Voids (G1N5), Structural (G1N6), Intakes/Uptakes (G1E8), RAST Trough (T4U3), Level two (2) Structural inspections/assessments, and Departure from Specification (DFS). I ensure requirements and guidance are in accordance with NSTM Chapter 100, Chapter 631, Joint Fleet Maintenance Manual (JFMM) and command policy and instructions.

The Commands Strategic Business Plan (SBP) vision, goals, and objectives are met with the use of forecast, planning, and execution requirements and resource allocation. I supported pillar number two, three and four. I support Availability Management by ensuring our tank surveyors attend all the planning meeting leading up to the start of the CNO availability and throughout the process. The status of the SURFMEPP directed Mandatory Technical Requirements (MTRs) are briefed at these meeting as well as reported command wide via weekly e-mail status reports.

I developed and implemented training needed for surveyors that provides support to availability management program for many years to come. We have developed and implemented surveyor Job Certification Requirement (JCR). This JCR includes many hours of formal training, self-study, On-the-Job-Training (OJT) and common mentored event experiences providing the surveyors with the tools needed to accomplish the availability requirements. As of Jan 2020, all employees have completed this training requirement. The development and implantation of this JCR has been one of the direct drivers to the code meeting the 20 Open and Inspect (20% O&I), and 80% Pre-package lock requirements. In the last 18 months, C242 has met his requirement 95% of the time. Prior to this training, C242 seldom met this requirement.

I assign and coach personnel in planning, execution and closeout of TSRA, Continuous Maintenance Availability (CMAV), Window of Opportunity (WOO), and Ballistic Missile Defense Readiness Assessment (BMDRA) visits surveys and inspections supporting Corrosion Control Assessment (CCAMM).

I establish, forecast, plan and execute requirements and resources for Code 242. Planning information used to coordinate the assignment, priorities to ensure requirements are met, and the ships schedule is not impacted or disrupted. The execution phase of these visits consists of reviewing work performed to ensure it is accurate and detailed. I ensure the MT, is informed to eliminate impacts on other work being performed. The closeout phase consists of preparing visit reports to brief Ships Force, SURFMEPP, and MT on the noted discrepancies and corrective action needed. Ensure all mandatory requirements, process requirements and guidance information derived from NSTM Chapter 100, NSTM Chapter 631, are adhered to. Work with SURFMEPP, Port Engineers (PEs), Maintenance and Project Teams to improve maintenance availability planning and Current Ship’s Maintenance Project (CSMP) management. Instituted a new process where C242 at the planning phase (WIPIC) meets with the MT and SURFMEPP to ensure that tank conditions from prior assessments/surveys are known, recommendations on De-Scope tank package, work package and sequence of opening and inspect plan can be developed.

I track and monitor team training and qualifications in accordance with command guidance and CCAMM technical manual. Oversees the entry of data collected and documented in Corrosion Control Information Management System (CCIMS) database (Corrosion Assessment Data Entry Tool (CADET)) which is utilized for all ships and craft excluding aircraft carriers under MARMC’s area of responsibility. Upon arriving to C242, training was at the forefront due to; employees were not tracking personal qualifications, MARMC Mandatory training, OSHA certification, Aloft, Medical, were all out dated, and not being completed as required. Within my first 120 days of assignment, all training was brought current. Working with the Contracting Office Representative (COR) Contractor training to include, Aloft, Gas Free Engineer, OSHA, and MARMC Mandatory Training requirements were made current. Gas Free Engineer training is a contractual requirement. Without this training qualification, the contractor is unable to perform primary job.

I provide technical review of products and services provided by the code to ensure their technical and political suitability and serviceability is aligned with the technical standards as applicable for naval vessels. Verify the standards of sound engineering principles are applied and communicated technical compliance and risk management.

I ensure branch administrative functions are carried out. Verify timesheet charging accuracy, proper submission and completion of overtime requests, verify leave chits (annual and sick) are approved and turned in for processing. Review and report on code employee training requirements. Review and edit all branch correspondence/DFS prior to release. Conduct monthly safety talks and enter required safety data into Enterprise Safety Applications Management System (ESAMS).

I participate in a weekly conference call (Integrated Product Team (IPT)) with ISEA, NAVSEA 05Z, NSWCPD, and all other RMCs to discuss Intake/Uptakes onboard all ships across the enterprise. C261 and C242 have worked for the last year to develop and implement a plan to reduce unknown discrepancies with the intake and uptake systems (across multiple platforms) due to availabilities being extended, delaying ships schedules, growth and new work and significant loss of operational days. We have standardize a report, which includes the structural inspection discrepancies and Gas Turbine Inspector findings to include: TAVR information, structural findings, 2-K, photos, Level II Engineering Evaluation. NAVSEA 05, Technical Warrant Holders have made this the benchmark for all other RMCs to follow.

In order to disseminate important information and build team unity among my branch, I hold weekly code meetings. I provide monthly safety talks as a part of this initiative, being sure to present the material in a way that is engaging and interactive for the employees. When new command policy are developed and implemented, I review the details and present the new policy in an organized way during the weekly meeting. Team members are encouraged to share feedback and discuss what they are working on. While team members may be working on different tasks, I emphasize the fact that everyone is pursuing common goals, and by working as a unified team, we are most effective.

I oversaw the first rating cycle for the Defense Performance Management and Appraisal Program (DPMAP) in my branch and now in the second cycle. I walked my team through each element and made sure everyone fully understood the expectations. I recorded instances of exceptional behavior as well as areas that require improvement for my team members. I conduct progress reviews, and am currently in the process of conducting the second cycle of progress review assessments. I have mastered the supervisorial duties of DPMAP along each step of the rating cycle and have used it as a tool to help my team members reach peak performance.

I provide relevant, constructive feedback each month for the six (6) imbedded contractors in my branch. I complete the Contract Task Status Report on a monthly basis, a brief report to keep the Contracting Officer’s Representative (COR) informed and up-to-date with any issues, concerns, or positive feedback on the task orders as they pertain to the Performance Work Statement (PWS). Selected as C240 contract board member when contract was up for solicitation/renewal. Review of all three solicitations, to include resumes for the entire division.

I provide numerous hours of training to command personnel related to the TAAS INFO system. Due to the knowledge of the 3M System, I was selected to represent the command in the development of the new software to replace TAAS-Info. I provide advice and guide fellow team members in a common direction concerning the utilization of TAAS INFO, and Validation, Screening and Brokering (VSB) databases for proper job status documentation. I also was selected to represent MARMC C211 at the annual TSRA conference (F2F).

I served as the Engineering Department rep on the command IT committee and work with the IT Department (Code 1100) personnel concerning the purchase and use of Mobile Technology. Also work with Engineering Department personnel concerning use/functionality of Mobile Technology with intent to make deck plate discrepancy documentation faster and easier. Gaining IT Department (Code 1100) approval to conduct Beta testing has proved, tablet use to be very instrumental concerning deck plate level tasking. I developed the DDT an Access database to assist all SMEs with documenting repairs while conducting FTA, TSRA/CMAV visits. This has improved the quality of 2-Kilos, reduced administrative work; normally it took the SME 20-30 minutes to document the discrepancies, now it takes 5-10 minutes, allowing the SME to spend more time Assessing, Troubleshooting and Repairing the Fleet. The DDT is being shared thought the other RMCs with great success. Through the accomplishment of the aforementioned, I supported pillar number five.

I always encourage inclusion and diversity within the Branch by being open minded, willing to think outside the box and promote like thinking. Constantly display a highly positive and can do attitude and utilize the same to foster a cohesive working environment.

July 2015 – May 2018

Hours per week: 40

Series: 0301 Pay Plan: GS Grade: 12

Task Coordinator (This is a federal job)

Duties, Accomplishments and Related Skills:

Was assigned to the Inspections, Certifications, Assessments and Visits (ICAV) Branch Code 211. Responsible for the management of two Common Assessment Procedure (CAP), one Board of Inspection and Survey (INSURV) coordinator personnel, one Continuous Maintenance Availability (CMAV) Assistant, and one Total Ship Readiness Assessment (TSRA) Metrics and Mandatory Technical Requirement (MTR) tracking support person. All positions mentioned above perform at the GS 11 and GS 12 grade level.

Provide guidance and direction for TSRA Assessment Director (AD) personnel, INSURV coordinator. I also train/coach AD and Brach Code Managers in the use of Tech Assist, Assessments, & Scheduling Information (TAAS-Info), which steam lines the planning, execution and closeout of TSRA and Ballistic Missile Defense Readiness Assessment (BMDRA) visits.

Completed Assessment Director course, I am familiar with and have working knowledge of various pieces of ship board equipment such as valves, pumps, motors, switchboards, coolers, heat exchangers, refrigeration, air conditioning, piping, steering gears, reduction gears, controllers, anchor windless, generators, boat davits winches, sliding pad eyes, hatches, scuttles and doors. During the same visits I ensure C5I equipment; RADARs, CIWS, consoles, antennas, communication equipment, fire control systems, SONAR equipment, vertical launch, towed arrays, navigation systems, LAN equipment and electronic warfare are assessed and discrepancies are documented. This knowledge directly applies to my ability to apply engineering methodology and operational interface parameters that is focused on the assessment analysis and corrective action of identified deficiencies and brief ship’s force regarding equipment/system mission impact of discrepancies.

Provide daily briefs to ships force Engineering and Combat Systems management teams both orally and in writing of problem areas, identify corrective action, problem solving, and resolve conflicting events all to meet customer needs. Monitor visit progress, review technical paper work, and coordinate daily equipment assessments. Manage a team of 30 - 120 engineers and technical personnel made up of military, civilian and contractors assessing the material condition of HM&E and C5I equipment per visit. Also work with engineers as well as engineering technicians to ensure shipboard systems are assessed, discrepancies documented, required parts are procured so all necessary repairs can be effected down to the component level. Instruct technical personnel on use of assessment, and Groom procedures.

Ensuring that all HM&E systems such as electrical, power distribution, cooling water and air conditioning equipment are functioning at required operating levels. Following the JFMM as our requirements guide and using the Integrated Class Maintenance Plan (ICMP) and NAVSEA Standard Items to insure consistency across platforms and that products conform to specified requirements.

I review and verify TSRA and INSURV charges to make sure the correct job order number is used. Mid-Atlantic Regional Maintenance Center (MARMC) mission funded work is broken down into three pillars to include Fleet Tech Assist (FTA), Contract Management Oversite (CMO) and TSRA support. This ensures that the proper funding source FTA, CMO, TSRA and INSURV (reimbursable) is charged for the support provided. I provide projected Code 211 scheduling information to all Engineering Department technical codes and provide Code 211 support inputs to the work forecasting budget module that helps forecasted funding estimates to support upcoming Code 211 executed workload. I provided Workload and Resource Report (WARR) detailed visit execution information requested by Commander, Navy Regional Maintenance Center (CNRMC) to be utilized by Naval Sea Systems Command (NAVSEA) to forecast Man Day Level of Effort requirements across all surface ship class Regional Maintenance Center (RMC) supported TSRA events.

I fully support, promote and enforce all Equal Employment Opportunity (EEO) objectives and guidelines, currently holding the appointment as EEO Committee Vice Chairperson. Fully support commands zero tolerance philosophy concerning sexual harassment and unprofessionalism. Supporter of Alternative Dispute Resolution to resolve problems and conflicts by discussing employee concerns and work with those involved to resolve issues using the alternative dispute resolution. Listen to all concerns prior to making a decision, often discussing issues with other to get a better understanding.

Utilize effective communications both orally and in writing. Attend face to face meetings with CNRMC, Commander, Naval Surface Forces, Atlantic (CNSL) Combat Systems and Hull, Mechanical & Electrical (HM&E) reps and SURFMEPP personnel to discuss way forward for TSRA program. Support CNSL TSRA program quarterly reviews. Participate in CNSL TSRA Matrix reviews. Partake in weekly conference calls with CNRMC and all other RMCs to discuss TSRA program status across the enterprise. Make recommendations/offer suggestions to improve TSRA assessment process to TYCOM reps (N43 and N6), CNRMC and all other RMC TSRA personnel.

Participate in the planning, execution and closeout of approximately 90 – 100 TSRA, Combat Systems, Command, Control, Communications and Computer Readiness Assessment (C5RA), CMAV, and BMDRA visits per year. The execution phase of these visits consists of reviewing work performed to ensure it is accurate and detailed. Ensure sequence of events are followed to eliminate impacts on other work being performed. The closeout phase consists of preparing visit reports to brief CNRMC, CNSL, and SURFMEPP on the noted discrepancies and corrective action needed. Conduct end of visit data analysis to make improvements for future visits. Ensure all visits are carried out in accordance with Joint Fleet Maintenance Manual (JFMM) and CNSL TSRA instruction. Work with SURFMEPP, Port Engineers (PEs), Maintenance and Project Teams to improve maintenance availability planning and Current Ship’s Maintenance Project (CSMP) management.

Serve as Subject Matter Expert (SME) for code Delivery Order/Performance Work Statement. I develop requirements, estimate funding required for support, review resumes, monitor funding usage, and evaluate performance of an annual 2.5-million-dollar contract for the Visit Support Team (VST), AD, Common Assessment Program (CAP), CMAV Assistant, Discrepancy Documentation Tool (DDT) Assistant, and Mandatory Technical Requirement (MTR) tracking support personnel. I work closely with the Financial Department (Code 600) reviewing cost and ensuring funding is available to conduct visits.

Ensure internal and external data calls are answered timely. Establishing and maintaining metrics and measurements to support external customers include CNSL, CNAL, INSURV, ISEAs, SURFMEPP, CNRMC and the RMC enterprise. The collection of metric data in association with system assessments and inspections has allowed performance data to indicate chronic system issues and been a driving factor on future assessments and inspections.

Review and ensure all MTRs are properly scheduled and assigned. Make recommendations to ensure all MTRs assigned within the Optimal Fleet Response Plan (OFRP) / ships maintenance cycle are completed prior to the deadline due date or are properly adjudicated to be moved to the next OFRP / maintenance cycle. Work closely with SURFMEPP and Maintenance Teams to have MTRs assigned to CMAVs vice TSRA events which greatly resulted in reducing the number of unaccomplished MTRs assigned to MARMC. Also work with other MARMC code 300 and 900 personnel to address and ensure assigned MTRs are accomplished and properly closed out.

Oversee and manage the execution and closeout of equipment Integrated Class Maintenance Plan (ICMP) visits that occur during CMAV events. Ensure that all discrepancies are captured and entered into the ship’s CSMP and all required repair parts are ordered.

Ensure that AD personnel have a current MTR tracker, which is used during the Life Cycle Planning Conference (LCPC) and Integrated Project Team Development (IPTD) process meetings for their respective ships. By doing so this effort has paid great dividends for the branch. Each AD has gained a better understanding of the big picture planning process and how MTRs fit into that process. Through the aforementioned, I supported the Command Strategic Business Plan pillar number three.

Oversee the management of INSURV program support. Work closely with the Corporate Operations Department (Code 1100) via the Front Door Process to review INSURV required support and build a funding estimate to support requested work. I understand the use of mission and reimbursable funds required to support MARMC functions. Ensure funding is received and put in place for all labor and associated travel. Ensure tasking is sent to required Engineering Department technical branches at MARMC, South East Regional Maintenance Center (SERMC) and South West Regional Maintenance Center (SWRMC) as necessary to properly staff INSURV support requests. Work with the Finance Department (Code 600) to ensure funding is received and available in Defense Travel System (DTS) to make required travel arrangements. I am working with the Information Technology (IT) Department (Code 1100) persponnel on getting laptops/tablets to support the PREINSURV Inspection Management System (PRISMS) required to be availably on board ships.

Ensure that received funds tracked and expenditures are reported to INSURV program rep. I develop requirements, estimate funding required for support, review resumes, monitor funding usage, and evaluate performance of an annual $128,000.00 INSURV Coordinator Task Order.

I utilize conflict management and communication skills to resolve controversial issues that arise during day to day operations by discussing issues with all parties involved to gain insight on all level of the issue. Helping both sides understand the other side and removing emotions. This has resulted in personnel focusing on the importance of task accomplishment vice the small distractions that pop up and overall improving morale.

Possesses strong computer skills and proficiently utilizing Microsoft Office suite to prepare various documents, developed and updated spread sheets and create PowerPoint presentations and briefs for TYCOMs, CNRMC and others across the RMC entreprise. Utilize Tech Assist, Assessments & Scheduling Information (TAAS-Info) and Validating, Screening & Brokering (VSB) databases to input and close jobs and check MTR task status.

I am completely on board with the Commands Strategic Business Plan (SBP) and how it aligns with the NAVSEA objectives of maintaining the fleet. The five mission pillars are: 1. Improving Quality of Work Life, 2. Improve Business Operations, 3. Availability Management, 4. Building & Developing the Workforce of the future, and 5. Information Technology.

I have worked with the Business Office on supporting the Front Door process as it related to the INSURV program. We developed a steamlined process to ensure all requirements are met and that scheduling changes are identified by including requirements that MARMC historically provides support for on our Front Door request. I support Availability Management by ensureing MTRs are briefed at all planning meeting leading up to the start of the CNO availability and through out the process including the C+21 Hotwash. The status of the MTRs are briefed at these meeting as well as reported command wide via weekly e-mail status reports. At the end of the OFRP MTRs unaccomplished are reported to MARMC Chief Engineer with proposed plan for accomplishment. I have developed training needed for Ads and Branch Heads and SMEs that will provide support to the TSRA program for many years to come. Through the accomplishment of the aforementioned I supported pillar number two, three and four.

Work Experience:

CACI

999 Waterside Dr

Norfolk, VA 23510 United States

August 2011 – July 2015

Hours per week: 40

Logistics Engineer (This was a contracting job)

Duties, Accomplishments and Related

Contact this candidate