Douglas G. Schwalm

*** ****** ******

Martinsburg, WV 25405 US

Day Phone: 304-***-**** - Ext: 3839

Email: ac1ki5@r.postjobfree.com

Availability:

Job Type: Permanent, Temporary, Term, Detail, Seasonal, Summer, Presidential Management Fellows, Recent Graduates, Multiple Appointment Types, Intermittent, Internships, Telework

Work Schedule: Full-Time, Part-Time, Shift Work, Intermittent, Job Sharing, Multiple Schedules

Work Experience:

Department of Veterans Affairs

V.A. Central Office (VACO) 810 Vermont Ave., NW

Office of Information Technology (OIT), IT Resource Management (ITRM), IT Budget and Finance (ITBF)

Washington, DC 20420 United States

09/2010 – 09/2016

Hours per week: 40

Chief Financial Officer (CFO)

Duties, Accomplishments and Related Skills:

Contractor: Grant Thornton, LLP & Dekatron Corp.

Currently serve as a Budget and Financial Management Subject Matter Expert (SME) supporting the V.A.'s Office of Information Technology (OI&T), IT Resource Management (ITRM) Division, IT Budget & Finance (ITBF) Branch, Budget Execution and Analysis Service (BEAS). In this role, I monitor the financial execution of the V.A.’s IT Systems Appropriation and the OI&T Annual Budget (FY17-$4.7B) in relation to actual expenditures in the Department’s core accounting system (FMS). Ensure compliance with financial policy and procedures to prevent Anti-Deficiency Act (ADA) violations, and prepare IT resource execution internal and external reporting.

Assist BEAS Director with development of the Annual OI&T Budget Operating Plan (BOP), including development and publication of the annual OI&T "BOP Data Call". Upon intake of Deputy Assistant Secretary/Deputy Chief Information Officer (DAS/DCIO) budget operating plans, I assess program budgets, looking for anomalies (e.g. funding variances vs. PB) and areas for improvement in accounting structures and reporting consistency. Throughout the iterative, annual BOP build process, I liaison with and support DAS/DCIO Pillar Budget Offices vis-à-vis two major BOP Build Conferences and multiple program-focused Pre-meeting's. The OI&T FY15 BOP Build initiated with 3000+ budget line-items.

I am the Task Lead responsible for the development, preparation, coordination, and dissemination of the highly-visible and widely-distributed OI&T CIO Weekly Budget Status Report. The Weekly Budget Status Report is a 30-slide presentation briefed at the OI&T CFO-hosted weekly budget execution review, a meeting attended by ITRM senior management and OI&T-wide senior executive leadership and other key staff. In addition, I provide analysis, audit, review, and assistance with IT Appropriation Reprogramming, Unfunded Requirement (UFR) prioritization, and the review, audit, and analysis of Financial Change Requests (FCRs) submitted by OI&T program offices.

Perform analytics, research, and run Ad Hoc Reports using the VA OI&T Budget Tracking Tool (BTT). I analyze and audit pay and non-pay data reported via weekly, monthly, and quarterly reports, including the OI&T internal and external Monthly Performance Review (MPR), Congressional Monthly Expenditure Report (CMER), Congressional Certifications, Reprogramming requests, bi-weekly FTE reports, and other OI&T BOP reports.

Develop and/or improve ITRM budget execution processes and procedures. Recommend strategies for more efficient and streamlined funding policies and procedures. Most recently, I wrote a Standard Operating Procedure (SOP), a step-by-step "menu" for preparing the OI&T CIO Weekly Budget Status Report. I interpret V.A. Office of Management (OM), OMB, and Congressional budgetary policies, and forecast OI&T budgetary trends. Participate in the IT Planning Programming Budgeting and Execution (PPBE) monthly meeting's to stay abreast of progress and status of each phase of the OI&T budget cycle.

Prepared and launched the first-ever “BTT Annual User Survey”. Survey disseminated to 200+ OI&T BTT registered users. Upon receipt of completed surveys, I analyzed survey data, identified BTT functionality gaps and deficiencies, and ascertained alternatives for improving the BTT application. In conclusion, I wrote the BTT Annual User Survey Executive Summary (EXSUM), and out-briefed results to ITRM leadership and the OI&T CFO.

Prepare the OI&T SECVA Pre-year & Mid-year Budget Presentations. Oversee the planning, preparation, and execution of five annual OI&T BOP Build and Quarterly Review Conferences (e.g. “Budget Lockdowns”). I capture, report, and track BOP Conference Action Items levied.

Intimately familiar with the following ITRM-generated artifacts, reports, and directives: OI&T President's Budget (PB), Budget Operating Plan (BOP), Monthly Performance Reports (MPRs)-Internal & External, BOP Weekly Status Report, FTE Reports, UFR Prioritization List, Congressional Monthly Expenditure Report (CMER), Congressional Certification Letters, Congressional Project List, Reprogramming Request Detailed Summaries, FMS Daily Report, Resource Band & Major Initiative (M.I.) category listings, OI&T OMB-300 & Exhibit 53, and the OI&T Financial Management and Internal Controls (FMIC) Guide.

I have a detailed and thorough understanding and insight into OI&T "foundational" budgetary artifacts, including the SF-133 (Report on Budget Execution and Budgetary Resources), Transfer of Disbursing Authority (TDA), and the Financial Management Allowance (FMA).

Possess solid knowledge and awareness of OI&T-unique acquisition processes, procedures, and applications, including PMAS, the VAAR, VOA, ITARS, and the BTT RPM.

Supervise, manage, mentor, train, and provide guidance to two BEAS Administrative Staff.

Briefly supported V.A. Major Initiative (M.I.) #12-HCIP prior to ITRM assignment

Supervisor: Mr. Bruce Geanaros, GS-15, BEAS Director 202-***-****)

Okay to contact this Supervisor: Yes

Office of the Undersecretary of Defense (OUSD), Comptroller

Financial Management Enterprise Architecture (FMEA) Program Office

Pentagon

Pentagon, VA 20050 United States

08/2007 - 10/2009

Hours per week: 50

Financial Management Team Lead

Duties, Accomplishments and Related Skills:

1099 consultant:

Led a close-knit team of budget, financial, and cost analyst's in support of the largest-ever Department of Defense (DOD) Financial Management “Enterprise Architecture” development effort. The Office of the Under Secretary of Defense (OUSD) Comptroller was directly tasked by Secretary of Defense (SECDEF) Rumsfeld to develop a department-wide Financial Management Enterprise Architecture (FMEA) for DOD.

As the FMEA Financial Management Team (FMT) Lead my primary responsibility was to provide supervision, training, guidance, and direction to a FMEA FMT staff of 20+ analysts, including junior financial analysts, seasoned DOD professionals, and other assigned contract support staff.

Directly supervised and trained seven contract personnel. Provided high-level fiscal and budgetary guidance to FMEA executives, senior managers, and external representatives to resolve problems not always susceptible to treatment by standard methods. Served as a troubleshooter and data researcher for all budgetary and financial problems and issues.

Oversaw all functions in the areas of budget formulation, presentation and execution, resource allocation, accounting, FMEA-internal self-audit (and identification of potential Material Weakness), and DOD Office of Inspector General (OIG) audits.

Managing a staff of ~20-25 personnel, I guided the preparation of the initial FMEA Multi-year Planning (MYP) out-year budget, formulation of the Budget Year (BY) budget, and budget execution of the Current Year (CY) budget.

Standing-up a brand-new program office, our first challenge was to produce a planning cost estimate (e.g. a "ROM") for the OUSD Comptroller to use in support of current and future (e.g. “Out-year”) funding requirements needed to realize the new DOD FMEA. From that point on our mission was to create and develop the processes and procedures to-be-used in planning, programming, budgeting, and executing FMEA's annual budget (FY09 $772M).

Akin to any new DOD program, there is always programmatic and fiscal uncertainty until a program matures. Internal program funds Reallocation and externally-approved Reprogramming of FMEA funding was routine. I oversaw FMEA Reprogramming efforts, including initial identification, in-depth analysis, and preparation of Reprogramming Request Packages (RRP's) for OSD approval, wrote Congressional Reprogramming Request Memorandum's, and, upon OSD/Congressional approval, initiated Funds Change Requests (FCR's) to bring Reprogramming actions to fruition, frequently resulting in a Re-baselined FMEA budget operating plan.

I played a central role in the development and determination of FMEA fiscal and program requirements. I personally led the time-consuming, labor-intensive, and highly-collaborative effort of establishing FMEA program priorities. One of my greatest achievements was to develop, launch, and execute the FMEA annual program/project Funding Prioritization Process (FPP). Once developed, thoroughly vetted, and approved, I provided staff training and distributed guidance to FMEA senior management. I also facilitated a succession of FPP Prioritization Meeting's, and out-briefed executive leadership vis-à-vis adjudicated results of FMEA project/funding prioritization.

In collaboration with OSD Comptroller staff, I established appropriate Accounting Classification Codes (ACCs), Budget Object Class (BOC) designators, and OSD Cost Centers to be associated with each FMEA budget line-item funded via FMEA’s inaugural Budget Operating Plan (FY09 = 700+ budget line-items at the Obligation level). Recommended approval or disapproval of proposed Operating Budgets, Unfunded Requirement (UFR) requests, Fund Change Requests (FCRs), and Reprogramming proposals. Provided data required to track execution within target constraints (e.g. President's budget, SECDEF initiatives).

Supervisor: Colonel David Myers, USAF 703-***-****)

Okay to contact this Supervisor: Yes

Office of the Secretary of Defense (OSD)

Training Transformation (T2) Joint Management Office (JMO)

Alexandria, VA 55667 United States

06/2004 - 07/2007

Hours per week: 50

Resource Manager

Duties, Accomplishments and Related Skills:

Contractor: Concurrent Technology Corporation (CTC)

Vested with full delegated authority and responsibility for developing, coordinating, integrating, and executing financial management policies, programs and processes for the effective and efficient control and utilization of approximately $430M (FY07) annually that supported Training Transformation (T2) organizational goals, mission, and objectives.

Managed, supervised, trained, and directed a small team consisting of 12 contractor personnel. Wrote and conducted performance appraisals and approved employee time/attendance and leave requests.

My primary responsibility was to translate the T2 program President's Budget (PB) top-line numbers into an executable annual Budget Operating Plan. I directed T2’s day-to-day financial management program with minimal guidance and direction from the Joint Staff (JS) and Office of the Secretary of Defense (OSD) resource management advisors. Was responsible for the compilation, aggregation, and reporting of T2 programs and budgets, preparing presentations and other materials to support T2 and OSD programming and budgeting processes. Prepared program and budget information, documentation, and reports for submission to the JS, JS Comptroller, and OSD.

Directly responsible for developing the T2 "Out-year" 5-year multi-year planning (MYP, a.k.a. FYDP) budget ($2.051B - FY09-FY13), preparation and submission of the Budget Year (BY) Budget Formulation, Current Year (CY) Budget Execution, and the Annual Year-end Close-out Process. I played a pivotal and central role in the entire T2 Planning Programming Budgeting & Execution (PPBE) Cycle. I worked with T2 Program Manager's to translate T2 program requirements to capabilities, and capabilities to fiscal resources. I worked with program Budget Officer's to balance program requests within target affordability decisions in BY submissions. Finally, I personally oversaw T2 budget execution, evaluation, and performance feedback, thus completing the PPBE cycle.

When I assumed the Resource Manager role, T2 budget line-items were incompetently and dangerously miscategorized and miscoded with respect to "function and use" vis-à-vis accounting system designators. Immediately upon discovery of the coding errors, I advised T2 senior leadership of the "high-risk" nature of the issue (e.g. the potential for Misappropriation of Funds violations), and presented a "Get Well" plan-of-action. In order to properly account for and track obligations and expenditures associated with T2 investments, I determined the appropriate Accounting Classification Codes (ACCs) and other key accounting system designators to be associated with each T2 project at the Obligating level (Note: T2 FY07 Operating Budget contained over 400 budget line-items).

Served as the T2 Joint Management Office (JMO) primary focal point on all T2 financial management matters with JS, JS Comptroller, and OSD. Maintained coordination and liaison with organizational elements within and outside T2 concerning correlated projects that were being studied or developed to determine their potential effect on T2's projected resources and approved operating budgets. Met monthly with the JS Acquisition Directorate to review modifications to T2's annual budget operating plan; purpose of these meeting's was to insure that the acquisition coordinator's and staff could accommodate the revised number and timing of T2 procurement "Acquisition Packages" planned per month and per FY quarter.

Ensured T2 compliance with all JS and OSD resource, budget, and financial reporting policies, directives, and procedures. Responsible for the development and implementation of strategic and tactical financial goals and objectives to ensure T2 economic viability in both short and long term planning horizons. I briefed House Appropriations Committee (HAC) staffers on the FY05 and FY06 T2 Budget requests. In FY07, the OSD Comptroller suddenly changed the format of the OMB-300 submission; with two days to adjust, modify, and prepare T2's input, I validated the Exhibit 300 crosswalk spreadsheet from the old format to the new format. Prepared RDT&E ACCs for FY07 activation.

Prepared T2’s input to the annual OMB-300, drafted large sections of the annual PB Request, and formulated the T2 Pre-year, Mid-year, and End-of-Year Budget Status Review presentations. Authored point papers, created briefing charts, developed spreadsheets, drafted memos and other financial/budget documents within prescribed timeline's for review and analysis.

Responded to JS/OSD requests for T2 financial and budget data and facts; acquired, analyzed, and prepared presentations of program and budget data for use in T2 program decision-making. Analyzed T2 funding requirements combined with execution history to develop concise descriptions of impacts and alternatives.

Supervisor: David Fagan, T2 Program Manager 202-***-****)

Okay to contact this Supervisor: Yes

Department Navy

Naval Air Systems Command (NAVAIR)

Patuxent River, MD 20670 United States

07/1999 - 08/2002

Hours per week: 50

Senior Financial Analyst

Duties, Accomplishments and Related Skills:

Contractor: MCR Federal, Inc.

In support of the Naval Air Systems Command (NAVAIR) H-1 Upgrade Program, I performed a variety of budget analysis functions to develop annual budget operating plans and long-term, multi-year budget estimates for assigned segments of the H-1 program. Served as a Subject Matter Expert (SME) and Task Lead for projects involving complex business and financial management program activities and systems, including the interface of multiple financial disciplines, such as finance, accounting, budget, cost-analysis, acquisition staff, and various management functions.

Primarily responsible for the Budget Formulation and Execution of an H-1 annual Budget in excess of $1.2B (FY02). Coordinated with NAVAIR Division Chiefs and Program Manager's to evaluate resource requirements in an effort to prepare budget justification documents. Performed rigorous analysis of budget requests using H-1 historical budget data, cost-benefit analysis, trend analysis, and alternative funding methods.

Recommended adjustment of long-range budget forecasts and monitored budget execution by analyzing costs and trends in ratio of funds obligation and expenditure to ensure funds were being effectively used for previously stated objectives. Participated fully in the planning, policy and decision making process for the H-1 program and was relied upon to provide technical advice and counsel that transcended financial considerations that could impact H-1 and NAVAIR to carry out its mission.

Advocated for alternative ways to improve use of funds to increase mission accomplishment. Established controls and monitored the use and rate of expenditure of budgeted funds through continuing dialogue with NAVAIR Comptroller and H-1 program directors and their staffs.

Analyzed both historical, prior-year, and current-year trends to make budget estimate adjustments, and recommended pragmatic, viable alternate actions to program managers concerning targeted funding amount and purpose. Assisted managers in planning and scheduling fund allotments and transfers. Provide regular budget execution reports to management to support progress evaluation and identify areas of risk.

As part of the FY04-08 Multi-year Planning (MYP) effort, I personally hosted and briefed Congressional Staffers on three separate occasions over a period of four months. Prior to my tenure, the H-1 program had experienced some "misappropriation of funds" and Anti-Deficiency Act (ADA) violation issues and multiple project cancellations. As a result, Congressional oversight committee’s wanted assurances that H-1 funding was being spent IAW congressional directives outlined in the President’s Budget (PB). During my tenure, there were no misappropriation of funds or ADA issues, and a less-then-average rate of project cancellations.

I played a hands-on, integral role in fixing what the H-1 Program Director described as "a mess" when he hired me. I am very proud of all that I accomplished during this assignment.

Supervisor: Mark Sferra 202-***-****)

Okay to contact this Supervisor: Yes

Department Air Force

Hanscom AFB, Electronic Systems Center (ESC)

Comptroller Directorate

Bedford, MA 01731 United States

06/1996 - 07/1999

Hours per week: 40

Series: 0560 Pay Plan: GS Grade: 11

Budget Analyst (This is a federal job)

Duties, Accomplishments and Related Skills:

As the Electronic Systems Center (ESC) Comptroller's financial management liaison to the USAF Airborne Warning and Control System (AWACS) System Program Office (SPO), I prepared budget estimates and consolidated budget forecasts. Provided budget justifications by compiling, comparing, and correlating information about current and future programs. Submitted budget estimates to the AWACS Chief Financial Officer (CFO) for approval.

At the ESC Comptroller level, I prepared the annual Defense Acquisition Executive Summary (DAES), which is an annual requirement for DOD Major Defense Acquisition Programs (MDAPs). The DAES is a "Business Case Analysis", very similar to the OMB-300. In addition, I designed and maintained the AWACS Financial Dashboard, created to provide AWACS and ESC senior executives and management with a web-based view of financial activities across the SPO.

I performed budget execution work involving the monitoring of obligations incurred and the actual expenditures of an Electronic System Center (ESC) multi-billion dollar budget with different sources and types of funding, such as direct annual, multi-year, and no-year appropriations, apportionments, allotments, transfer of funds from other agencies, revenue from industrially funded operations, and refunds.

Tracked and maintained financial reports to keep AWACS (and ESC Comptroller) management fully aware of expenditure types by Appropriation (e.g. "color of money RDT&E, Production, and Operations & Maintenance (O & M). Developed budget presentations and justifications in a style and format that were compatible with AWACS SPO and ESC goals and objectives and the intent and desire of DOD and Congress. Once a month, I matched the AWACS Monthly Performance Report data with ESC's core accounting system tracking report and the AWACS Operating Plan. Reconciliation between these three artifacts was vital as the data provided often came from multiple sources and accounting systems.

In the daily performance of my duties, I liaisoned with a variety of installation and functional area organizations. I established, developed, and maintained effective working relationships with ESC SPO Budget Officers. In addition, I initiated a site visit to the Defense Finance and Accounting Center (DFAS) in Indianapolis. Objective of the visit was to establish key DFAS contacts, gain a better understanding of the DFAS organization and mission, and to ascertain potential strategies to leverage DFAS support with the aim of improving budget management efficiencies throughout the ESC Organization.

Conducted analyses, reviews, and special studies of ESC budget and/or related information. Reviewed and assessed the long term effects of budget guidelines, such as new or revised legislation, Programming Decision Memoranda (PDM), and Program Budget Decision (PBD), on assigned programs.

Hand-picked to serve on a select team of ESC budget SME's. Our mission was to prepare the ESC Director (General Kadish) to present ESC's annual budget request to the Chairman Joint Chiefs of Staff (CJCS) and congressional appropriation committees. To prepare the General, we convened what we referred to as "Murder Boards" (e.g. we would play the role of CJCS, House Appropriation Committee (HAC), and Senate Appropriation Committee (SAC) members). A fascinating process that I thoroughly enjoyed.

Provided ad hoc cost estimating & analysis support, as needed:

Planned, conducted, and presented weapon system development, production, and operating/support cost estimates, analyses, and studies, which were independent and free of weapon system program advocacy.

Supervisor: David Morana, GS-15, Comptroller Branch Chief (781-***-**** )

Okay to contact this Supervisor: Yes

Department Air Force

Space Missile Systems Center (SMC)

Los Angeles AFB

Los Angeles, CA 90009 United States

06/1994 - 07/1996

Hours per week: 40

Series: 0560 Pay Plan: GS Grade: 11

Budget Analyst (This is a federal job)

Duties, Accomplishments and Related Skills:

Working for the Space & Missile Systems Center (SMC) Comptroller, I supported the budget formulation and execution of multi-year, detailed budget forecasts and operational plans to fund the desired level of operations for the SMC programs and projects.

Played an integral role in the development of the SMC Budget Estimate Submission (BES) exhibits for USAF input to the DOD portion of the President's Budget (PB). I was involved in all facets of the SMC's Planning, Programming, Budgeting, & Execution (PPBE) process, including budget formulation, budget justification, presentation to SMC leadership, and the day-to-day execution of SMC's annual budget.

Reviewed and analyzed SMC System Program Office (SPO) budget estimates and requests for allotments of assigned programs. Reviewed SPO budget submissions for accuracy, including operating plan format, adequacy of supporting narrative justification, and conformance with budgetary policy and guidelines. Recommended necessary changes and revisions where applicable.

I developed and coordinated SMC SPO budget operating plan input for the aggregated SMC input to the Air Force Material Command (AFMC). Assisted with the management, tracking, and processing of the Integrated Priority List (IPL) and Program Objective Memorandum (POM). I became quite adept and skillful in crafting "Budget Justification" documents prepared for submission to Dept. Air Force in response to Program Budget Decisions (PBD's) recommending budget decrement to various SMC SPO budgets. My knack for writing persuasive and convincing budget justifications made me the SMC Comptroller's "Go To" person for responding to the most challenging PBD's.

Met regularly with high-level managers within the SMC product center. I also represented the SMC Comptroller at Major Command (MAJCOM) (e.g. Air Force Material Command (AFMC)), Dept. Air Force, and Office of the Under Secretary of Defense (OUSD) hosted events and meetings. In order to exchange information and to provide explanations for budget requests, I developed multiple contacts with other Federal and DOD agencies, including Office of Management and Budget (OMB), AF Office of Inspector General (OIG), Dept. Air Force Budget Directorate, and Pentagon Joint Chief of Staff (JCS) personnel.

Key Additional Duty: I conceived of, planned, coordinated, launched, and managed the first-of-its-kind SMC Budget Training Program, which we called the "Ongoing Budget Analyst Development (OBAD) Program". Convened semi-monthly training sessions always striving to present topical, "just-in-time" budget topics (e.g. just prior to FY-end we would schedule a "Fiscal Year-end Close-out" class, just prior to the beginning of a new FY, we would convene a "Budget Operating Plan Preparation" course, etc., etc.). The OBAD Program is still going on at SMC today. I am very proud of this accomplishment.

Supervisor: Kenneth Yoder, GS-15, Deputy Comptroller 310-***-**** )

Okay to contact this Supervisor: Yes

U.S. Coast Guard (USCG)

5th Coast Guard District

Comptroller Directorate

Portsmouth, VA 23701 United States

06/1993 - 06/1994

Hours per week: 50

Pay Plan: Other

Deputy Comptroller (Commissioned Officer-Lieutenant) (This is a federal job)

Duties, Accomplishments and Related Skills:

U. S. Coast Guard (Lieutenant)/Fifth Coast Guard District / Comptroller Directorate / Portsmouth, VA

Direct assistant to the Comptroller (Chief Financial Officer (CFO)) for the Fifth Coast Guard District (CGD5). Responsible for managing, directing, and supervising a professional & clerical staff of 25 personnel and overseeing a program for the management of the financial resources of Fifth Coast Guard District.

Developed and coordinated the planning, formulation, and execution of the 5th USCG Districts annual budget.

Duties and responsibilities included developing, coordinating, and maintaining an integrated system of financial staff services including accounting, cost analysis, budgeting, and management-financial reporting, auditing, and management analysis.

Distributed CGD5 funds according to approved PB targets. Performed monthly reviews to assure program budget execution was meeting projections.

Conducted business decision analyses including cost/benefit studies and business case analyses. Performed economic analyses including Outsourcing and Privatization studies. Analyzed various alternatives (e.g. status quo, modification of existing assets, leasing or privatization, or new acquisition) for managing the resources of Fifth Coast Guard District; identified innovative and improved ways of doing business with the Fifth Coast Guard District. As Cost Panel Chair for district Source Selection Evaluation Board, managed all aspects of proposal analysis, including cost data analysis, overhead analysis, and labor rate analysis.

Held TOP SECRET Security Clearance.

Supervisor: Lieutenant Commander Leroy Jacobs 757-***-****)

Okay to contact this Supervisor: Yes

U.S. Coast Guard (USCG)

Coast Guard Group Fort Macon

Atlantic Beach, NC 28512 United States

06/1991 - 06/1993

Hours per week: 60

Pay Plan: Other

Administration Department Head (Commissioned Officer-Lieutenant) (This is a federal job)

Duties, Accomplishments and Related Skills:

U. S. Coast Guard (Lieutenant) USCG Group Fort Macon / Atlantic Beach, NC

Led, managed, and supervised a division consisting of 26 enlisted personnel.

In addition to my primary departmental management function, I served as the unit Public Affairs Officer (PAO), where I wrote daily news releases, and provided over 60 television & radio interviews during this assignment -- many of them live! Wrote/published articles for district and national Coast Guard magazines. Coordinated districts “Partnership in Education Program”.

Developed material, produced, scripted, and hosted television program “Your Coast Guard”. Produced a new show every month. Wrote a monthly “FamilyGram” for Group Commander. Publication distributed to Coast Guard families. Wrote a monthly column in local newspaper entitled “Coast Guard Corner”. Wrote all Letters of Appreciation and Award Recommendations for Group Commander's signature.

Wrote speeches for Group Commander, and other key staff personnel. Assisted Group Commander in hosting congressional and other dignitary visits. Bonded with TOP SECRET clearance.

This assignment was foundational and critical to (1) the growth and maturity of my supervisory, management, leadership skills, and (2) the development and advancement of my oral and written communication skills.

Held TOP SECRET Security Clearance.

Supervisor: Commander Cynthia Coogan (000-***-****)

Okay to contact this Supervisor: Yes

U.S. Coast Guard (USCG)

U.S. Coast Guard Headquarters

Budget Division

Washington, DC 20024 United States

06/1989 - 06/1991

Hours per week: 50

Pay Plan: Other

Budget Officer (Commissioned Officer-Ensign) (This is a federal job

Contact this candidate