Emergency Management Project
Resume:
Jared W. Jacques
Cell Phone: 661-***-****
Email: *****.*******.*@**.**.***
Address: 3935N 900 W, Pleasant View, UT 84414
Career profile
Experienced senior program lead and military supervisor, seeking a position where I can use my excellent management skills, project management experience, and military leadership experience to make a significant impact as a part of a high-performing team.
Career Status: Federal Employee – Competitive service
Veterans Status: 5 Point, VEOA, and VRA
Security Clearance: Secret, U.S. Citizen
HIGHLIGHTS OF EXPERIENCE DETAILS BELOW
Supervisory/Lead Experience: 6 years military as first or second level supervisor in depot maintenance, and military aviation. 8 years as military Emergency Management Flight Superintendent.
Relevant Experience to the Position:
8 years’ experience as an Emergency Management for multiple installations.
Education: Emergency Services
PME: Senior NCO Academy Graduate, NCO Academy Graduate, ALS Academy Graduate Diversity of Experience: MAJCOM SME and lead exercise planner for CBRN. Installation Flight Chief and Squadron Superintendent.
Certification Highlights: Air Force Supervisor, Civilian Personnel Management, Military Personnel Management, FEMA Incident Command
CORE TRAITS
Leadership
Admin Expertise
Team Building
Decision Making
Quality Management
Project Management
Current Federal Experience
Emergency Management Flight Superintendent
Annual Salary: $89,000
MSgt
Relevant to GS-0089-12 and GS-0301-12
419 Fighter Wing
Oct 2015 to Present
5649 Industrial Ln Bldg 513, Hill AFB UT, 84056
Hours/Week: 40
Supervisor: Timothy Strader 801-***-****
Available to contact: Yes
Program Management
Planning – Manage the Emergency Management Program (EM), Antiterrorism (AT), Continuity of Operations (COOP), and Critical Asset Risk Management (CARM) programs for the 75 ABW and 419 FW and seven subordinate Groups. Managing annual Exercise Plan ensuring all Groups and Squadrons complete organization wide exercises. Manage the emergency action plans for Hill AFB buildings across the installation.
Monitoring – Prepare official EM, AT, COOP, and CARM program plans for Command approval. Document all appointment letters and program change requests. Generate exercise plans and evaluate exercises using standard forms. Use a collaborative online space to share information with stakeholders.
Problem Solving – Identify problems, constraints, and conflict within the programs and implement the Eight-Step problem solving model to produce fast and thorough resolutions. Evaluate exercises using the Wing Inspection Team, group evaluators, and participants to identify issues in each exercise and develop training plans to improve the exercise outcomes.
Finance – Worked with Group leaders and finance team leads to generate a budget for Hill AFB exercise program. Using the Earned Value Management model to budget the planned cost, identified earned value by monitoring direct and indirect labor costs incurred during exercises, and determined actual cost by identifying labor and production constraints. Perform annual budget reviews for management, control, and usage of emergency preparedness training and resources.
Quality Management –Use the established program standards found in DAFIs 10-2501 EM, 10-245 AT, 10-208 COOP, 10-2402, and AS9110 to monitor, document, and control programs on a day-to-day basis.
Leadership
Programs and People – Wing level senior program manager over seeing EM, AT, COOP, CARM, Emergency Operations Center (EOC), and Unit Control Centers (UCC) across Hill AFB. Lead 13 group level program managers who manage 42 squadron level programs.
Mentoring, Coaching, and Training – Provide technical guidance and advice as a subject matter expert to Command Leadership and PMs regarding policies or changes affecting emergency preparedness, disaster response, contagious disease spread prevention, and hazard mitigation affecting 5000 military personal and 6000 civil service employees. Set goals for PMs within the EM program and guide PMs to achieve goals. Hold formal EM Working Groups, EOC training, UCC training, and informal training one on one for systems and forms.
Program and Personnel Evaluation – Regularly evaluate PM performance and their Group programs health, report to Hill leadership, IG, and Group leaders any best practices or deficiencies.
Correcting Performance – Use principles found in informal discipline to counsel and train program managers and organizational representatives when programs are not meeting DoD or Air Force requirements such as verbal counseling or documenting poor performance.
Complied with EEO/EET principles, requirements, and directives.
Ensured safe working practices and PPE were used when mandated by regulations.
Communication
Teamwork – Collaborate with customers, program managers, and outside organizations through production meetings and other collaborative avenues.
Administration – Send official emails to and on behalf of the Hill AFB Commanders meeting the requirements of the Tongue and Quill and the DOD Style guide. Generate official memorandums for record and process official documents through workflow.
Presentations and Briefings – immersion briefings Tracked and brief progress on critical work to all Hill AFB Commander Leaders Developed an internal communication plan to regularly update senior leaders on the status of critical programs. Communicate and present, daily, to senior Air Force leadership at Hill AFB, AFMC, ACC, or AFRC.
Virtual – Established virtual workspaces using SharePoint and Microsoft teams to ensure each program manager was able to store and share critical program documents as well as communicate to their peers across the organization.
Technical Expertise
Authored Pubs and Forms – Authored the Hill AFB IEMP 10-2, Capabilities Assessment, Hazard Assessment, Vulnerability Assessment, CARM,and COOP Plan, Exercise Plan, and multiple Memorandums for Record that affect squadrons, groups, and the Wings attached to Hill AFB. Developed exercise templates and evaluation forms.
Resources – Review Command Control Directives, Medical Control Directives, and Installation Control Directives from outside authorities and provide recommendations to Command Staff Leadership for appropriate action. Use E-publication system, Electronic Records Management, and Workflow to ensure that the most up-to-date information is being sourced and disseminated.
Systems and Software – Emergency Management Command and Control (EMC2), C2Imera, SharePoint, and Air Force Personnel Accountability and Assessment System. Expert understanding of Microsoft Office products.
SKILLS
Microsoft Teams
Outlook
PowerPoint
Excel
Microsoft Word
SharePoint Admin
Time and Attendance
Defense Travel System
PDMSS
EMC2
AFPAAS
Training Scheduling System
Current Military Experience
Master Sergeant (E-7)
Salary: $59,000 Annually
Equivalent federal series:
NH-1601-03, NH-0301-03
United States Air Force Reserve
Sep 2010-Present
Address: 5649 Industrial Ln Bldg 513, Hill AFB UT, 84414
Hours/Week: 40+
Supervisor: SMSgt Timoty Strader 801-***-****
Available to contact- Yes
Senior Enlisted Leader (Command Chief equivalent)
Leadership
Personnel Leadership – Sep 2018 to Present: Hill AFB Emergency Management Enlisted Advisor (equivalent to 2nd level supervisor): Mentor four junior officers. Supervise two senior enlisted, and 14 junior enlisted personnel. Oct 2018 to Present: Air Force Reserve Command Senior Enlisted Trainer and Certifier. Organizing and hosting four event annual for all CBRN War Time Training Skills. Faculty Advisor for the CBRN Education & Training at Air Force Civil Engineer Command, instructing Senior NCO Leadership to joint forces NCOs.
Mentoring – Provide advice and guidance to junior officers, junior enlisted, and senior enlisted members. Personally, oversaw the initial training and development of over 135 emergency Management specialist. Ensured the continued growth every Airman across the Air Force Reserve Command. Developed three junior officers’ leadership who went on to fill Officer In Charge, Vice Commander, or Commander positions.
Coaching – Work with supervisors, peers, and subordinates to develop strategies, set goals, and accomplish the mission. Three wings maintained over 90% deployment readiness from 2015 to 2023. Provided highly proficient subject matter experts to perform at peak levels during deployments and large-scale exercises.
Training – Instructed multiple courses to qualify over 200 Total Force members on Misson essential task for CBRN skills. Taught 23 Senior Leadership courses providing commanders the knowledge on how to lead during chemical operations.
Evaluation – Supervise personnel actions including approval of leave, writing performance plan elements and standards, providing evaluations, handling grievances, and promotion recommendation. Maintain records of work and performance for subordinates. Generate awards for top performers.
Discipline – Enforce standards for uniforms, professional behavior, and job performance. Use counseling, Administrative Remarks, and Disciplinary Review Process to correct performance.
Complied with EEO/EET principles, requirements, and directives.
Ensured safe working practices and PPE were used when mandated by regulations.
Mission Accomplishment
Command Level Advisor – Enhance warfighting readiness by providing leadership and mentorship to unit commanders and executive officers through dissemination and promotion of command policies. Formulate, implement and execute policies that promote welfare, health, morale, fitness, and heritage. Ensure the unit is ready to provide expert manpower support to their gaining commands.
Innovation – Champion cross-generational leadership to drive innovation to meet the Air Force future leaders and needs.
Maintain all unit programs at a high level while continuously monitoring for opportunity to improve. Make recommendations to leaders for necessary policy changes.
Decision Making – Use records, input from subject matter experts, and stakeholders to develop a course of action, analyze and compare supporting data, request approval if necessary, and implement the decision.
Communication
Teamwork – Exceptional member or leader of a team. Develop relationships between reservists and active duty, Airman and civilian employees, the senior enlisted and officers to ensure mission success. Interface with multiple departments and units to ensure the smooth flow of communication.
Administration – Generate official communication using the Correspondence Manual, Air Force Instruction, and DOD Style Guide. Ensure unit evals, awards, career development boards, plans of the month, annual tour orders, and accountability are properly generated, double checked for accuracy, routed and stored.
Presentations and Briefings – Facilitate classroom instruction for groups of up to 60. Briefed Chemical, Biological, Rad, and Nuclear status at Emergency Management Working Group (EMWG) meetings, regularly brief the commander on unit status. Brief senior enlisted personnel on command and Air Force policies. Generate briefings and PPTs to the appropriate audiences to ensure the highest impact.
Virtual – Expert at working in a remote virtual workspace to accomplish Senior Enlisted and unit training in an online environment using canvas, blackboard, Microsoft Teams, and Zoom. Developed a virtual office to complete Drill Weekend readiness objectives such as training, professional counseling, and briefings in a remote environment.
Institutional Expertise
Authored Pubs and Forms – Developed curriculum for the CBRN Senior leadership course. Created unit policies, updated programs, created procedures. Key member of the team that developed the current plan for the Salt Lake City, Earthquake shakeout plan.
Systems and Software – Regularly use of C2IMERA, Enhanced Drill Management, Air Force Family Accountability and Assessment System, Air Force Reserve Order Writing System, My Training, My Learning, and DISS
SKILLS
Microsoft Teams
Outlook
PowerPoint
Excel
Microsoft Word
SharePoint Admin
Time and Attendance
Defense Travel System
AROWS-R
UTAPS
DISS
C2IMERA
Prior Federal Experience
F110 Engine Mechanic Inspector
Salary: $62,100 Annually
GS-09 Step 08
Relevant to GS-0343-09 and GS-0301-09
419 Maintenance Squadron
Sep 15-Oct 18
Hours/Week: 40
Supervisor: Don Roose 801-***-****
Available to contact- Yes
Leadership
Team Leadership – Lead 6 Priority Requirements Specialists in providing Maintained Support for ACC. Observed work in progress to anticipate and resolve problems, reassigned personnel when necessary to meet mission goals. Inspected completed work for quality and reported possible constraints to superiors. Performed multiple tasks and inspections as the F110 Engine was going through Depot Maintaince.
Mentoring, Coaching, and Training – Shared experience attained over 8 years in Depot Maintenance. Leading in on-the-job training (OJT) for all young members. Led 5 civilian and 35 military members on Depot Level maintaince required for F110 Engine rebuilds. Trained members on each tasks required to rebuild engines to serviceable use.
Planning – Every morning discussing priorities and needs for the Air Force. Develop daily tasks due to parts being received and what engines become higher priorities. Switch teams around to ensure priorities are being met.
Monitoring – Look over all log of events and make sure members are completing tasks safely and in a timely manner.
Problem Solving – Regularly evaluated the needs of the flight and each engine to ensure the appropriate level of support was provided. Realigned the structure of the office by redistributing workers from the night shift to the day shift to better meet mission goals.
Quality Management – Track and brief progress on critical work to Group Leadership. Assist with investigations of work-related problems, excessive costs, and low productivity to determine cause and report to Group Leadership, QA, engineers, and Safety.
Communication
Teamwork – Work with all leaders and make sure all teams are on the same page and every detail is investigated. Discuss with team leads on what needs to be done.
SKILLS
Microsoft Teams
Outlook
PowerPoint
Excel
Microsoft Word
SharePoint Admin
Time and Attendance
Defense Travel System
ALIS
TBA
AFPAAS
Training Scheduling System
Additional experience
C-130 Engine Mechanic Tech (E1-E4), U.S. Air Force
Jun 2010-Sep 2015
C-130 Flying Crew Chief (E1-E4)
Jan2013-Sep 2015
College Student
Sep 2007-May 2010
EDUCATION
PME: SNCO Academy
NCO Academy
Airman Leadership Course
Aug 2023
May 2021
Sep 2016
Certifications and Relevant Training
Green Belt Trained 2022
Air Force Continuous Process Improvement
Project Management Training Camp (24hrs) 2022
Petersen Training
FEMA State Cert 2021
Incident Command 300/400 2018
Federal Emergency Management Agency
Air Force Supervisor 2017
Air University
AF CIV & MIL Personnel Management 2019
Air University
AWARDS
Air Force Meritorious Medal 2023
AFRC Air Force Emergency Manager of the Year 2022
Air Force Commendation Medal 2022
419 FW SNCO of the Quarter (x6)
Air Force Achievement Medal (x3) 2013, 2015,2018
Inspector General Top Performer (x3)
Professional References
Jason Kippen
Kathleen Gonzales
Donald Roose
Contact this candidate