Force Analyst

KENNETH B. PITTMAN

***********@*****.*** 443-***-****

Highly adept emergency management specialist, budget analyst, and organization change management specialist possessing a solid background as an integral emergency management specialist, senior program analyst, and programmatic level experience in planning, programming, budgeting, execution (PPBE), General Fund Enterprise Business System (GFEBS), emergency management, and continuity of operations (COOP); with over 30 years of supervisory experience in emergency management, military police operations, organization change management and as a senior advisor to Senior Army Flag Officers. Innovative and agile problem solver, capable of adjusting to rapidly changing conditions, leading projects, and a demonstrated ability to drive efforts, strategies, and processes to increase and improve emergency management program effectiveness in the event of an emergency. COOP Planner certified. Possess a DOE Q (TS Equivalent) security clearance.

● Experience working with GFEBS, the Defense Travel System (DTS), and program budgeting.

● Supervisory expert in programmatic applications, developing and leading strategic planning teams at HQDA level.

● Training and exercise subject matter expert.

● Qualified Organizational Change Management Senior Program Analyst able to analyze critical capability gaps.

● Strong competencies in research, data analysis, and integration planning as a senior advisor. PROFESSIONAL EXPERIENCE

Emergency Management Specialist/Continuity of Operations September 2018 – October 2020 Evoke Research and Consulting, Washington, DC

Full-time – 40 hours work week

Senior consultant with specialized experience developing, planning, and implementing Emergency Management programs supporting the Office of the Chief Information Officer (OCIO) at the Department of Energy (DOE). Provided technical advice and guidance on delivery and coordination of Continuity of Operations (COOP) and Emergency Preparedness strategic plans and policies for the OCIO. COOP lead supporting the development and implementation of OCIO’s COOP Plan. Coordinated major project efforts with the National Nuclear Security Administration (NNSA) and the Department of Homeland Security (DHS) to enhance the readiness of emergency preparedness. Analyzed system policies, objectives, and strategies to validate the effectiveness of the existing COOP and emergency management program for OCIO. Participation in Eagle Horizon planning, training, and exercises. Subject matter expert with developing master scenario events lists (MSELs), tracking and maintain documentation, policy review, and special projects. Independently planned, hosted, and facilitated multiple WebEx meetings and conferences with senior executives in OCIO regarding emergency management activities. Developed and led emergency management and preparedness reviews to implement effective emergency management programs. Wrote studies to mitigate emergency management planning gap(s) and corrective measures plans to improve emergency management. Established and maintained a close working relationship and communication coordination with peers, co-workers, internal and external customers, NNSA, Office of Management, Office of the Chief Human Capital Officer, and industry partners for developing a Personnel Accountability Steering Committee. Read and reviewed DOE’s policies and procedures for emergency management and COOP. Developed reports/studies of the findings identifying emergency planning gaps. Collaborated with the DHS for lessons learned to improve and validate the OCIO COOP Plan. Developed and participated in independent OCIO COOP and Emergency Preparedness studies to ensure that OCIO was prepared and capable to perform its mission essential functions (MEFs). Conducted biennial assessments of the IM COOP Program to ensure the program was compliant with the legislative, regulatory, and policy directives within DOE Order 150.1A, Continuity Programs. Senior Consultant/Program Analyst June 2018 – September 2018 PotomacWave Consulting, Washington, DC

Full-time – 40 hours work week

Senior consultant leading and managing multiple projects for the client Federal Emergency Management Agency (FEMA) within the Portfolio Management Office. Managed the Insurance Appeals Claims for Severe Repetitive Loss (SRL) process. Conducted analytical review of the SRL legislative, regulatory, and program/policies and forecasted potential issues that led to a 45% reduction in insurance company non-compliance status. This had a nationwide impact on the SRL program. Conducted qualitative and quantitative research analysis, developed, and implemented a forecasting database that was used as a tool to explore and evaluate methods to investigate the legitimacy of regulatory and program/policy issues of the SRL process. KENNETH B. PITTMAN

Provided process improvement strategies that increased the production of the appeals. Led and managed the risk management program for the client by creating a senior management-level risk register to capture all risks, risk mitigation strategies, and risk responses.

Director/Senior Advisor for Organization Integration and Emergency Management February 2017 – June 2018 200th Military Police Command, Fort Meade, MD

Full-time – 40 hours work week

As a Lieutenant Colonel, I possess the grade qualification at the NQ-03 pay band and equivalence to GS-14. Supervised and led an Army Staff consisting of logistics, legal, intelligence, finance, operational and emergency management, and human resources personnel. Advised executive management on budget, costs, and financial analysis using General Fund Enterprise Business System (GFEBS) in the acquisition of new organizations into the force. Participated in the planning, programming, budgeting, and execution (PPBE) process used widely throughout DoD to allocate resources and appropriations approved by Congress to resource personnel requirements. Organization allocations were identified in the program object memorandum (POM). Planned and executed the Army’s decision-making process using analytical methodologies, research, assessments, and evaluation techniques for executive management to redefine, if necessary, the physical security aspect of emergency management. Assessed the operational priorities and set realistic goals that included managing the workload or personnel resources through the four phases or stages of organization acquisitions. Conducted vulnerability assessments, identified, and resolved capability gaps and issues with the emergency management plan. Faced with competing resources at different stages of assessing the emergency management program, I reprioritized and adapted to the shortened deadline for completing multiple complex assignments with competing deadlines. Due to changes in several deadlines, I kept the staff focused and motivated by continuously providing positive feedback on goals and assignments that were achieved. I also recognized individual performance and extended appreciation. Expertise and knowledgeable in program analysis related to readiness and emergency preparedness, COOP activation, manpower requirements, emergency funded authorizations, military police combat operations, continuity operations, devolution, reconstitution, and continuity of government operations. I was a verified military law enforcement official that researched and reviewed local, state, and federal emergency management laws, regulations, and policies to plan, implement, and execute emergency management programs within military facilities. Developed new procedures and updated protection policies to enhance emergency operation requirements that are consistent with army regulations. Force Management Director/Senior Program Analyst October 2014 – February 2017 108th Training Command, Charlotte, NC

Full-time – 40 hours work week

Served as a representative and spokesperson for the commanding general and other senior officials. Presented multiple briefings and communicated their military strategies, priorities, and policies to the division, battalion, and company level personnel regarding force management activities. Gained approval from senior leaders and implemented proposals, resources, and recommendations to improve the cost-benefit analysis model. Developed qualitative evaluation criteria to measure organizational changes, manpower studies, and requirements to present and defend programmatic priorities. Initiated, planned, and implemented the pre-designed Concept Plans to transform the training command. Independently planned and successfully performed multiple site visits to each internal and external subordinate commands to provide the force management plan to meet the assigned objectives of the transformation project. Maintained a thorough, detailed, and operational knowledge of the Command’s mission to accurately define the strategic goals. Communicated the federal budget to the command, division, battalion, and company level agencies to present facts and recommendations of senior leader officials regarding the transformation project impacts and constraints. This included utilization of GFEBS and the PPBE process to properly allocate budgeting resources for acquired manpower requirements and personnel capabilities and track costs through the acquisition process. Planned resource allocations that were programmed in the POM plan two years out. Independently developed, planned, written reports, and position papers summarizing controversial issues considering pros and cons and finding feasible recommendations that required minimal revision by senior management. Continuously communicated information by publishing memorandums, point papers, decision papers, and executive summaries on force structure requirements. Established bridging strategies for capability gaps, budgetary and resource constraints, and provided critical analysis to the Command and Staff. Collaborated daily with stakeholders at division- level, Training and Doctrine Command (TRADOC), US Army Cadet Command, and US Army Recruiting Command and implemented force structure decisions and regulatory guidance. KENNETH B. PITTMAN

Army Command Manager/Senior Program Analyst May 2013 – October 2014 Headquarters, Department of the Army, Pentagon – Washington, DC Full-time – 40 hours work week

Served as the primary HQDA Force Structure Command Manager and implemented decisions regarding all organizational, augmentation, document changes, and Command Implementation Plans with the Army Staff. Conducted force structure analysis and participated in the development of HQDA force management policies, statements, instructions, procedural guidance and the PPBE and POM process. Used GFEBS as a tool for cost and accounting data for senior leaders to prioritize and make informed decisions. Drafted formal correspondence memorandums, letters, reports, qualitative and quantitative analysis, and spreadsheets to internal and external customers that included contradictory viewpoints of force structure decisions. Self-initiated and facilitated communication activities with the US Army Forces Command, TRADOC, I CORP, US Army National Guard, and US Army Reserve by leading a transformation project directed by the Chief of Staff of the Army. The nationwide impact allowed the Army to provide a force multiplier to its deployable assets. Independently negotiated policies, procedures, and organizational changes for a major army command (US Army 7th Infantry Division) and ensured the team members met the project goals and deadlines. Personally, evaluated each team member periodically to retain morale and a good working environment. Additionally, independently facilitated resolutions to problems by assembling the organizations and brainstorming recommendations to achieve a win-win outcome. Developed authoritative position/point papers and responded to multiple congressional inquiries and audit findings regarding Active Army Reserve and Army Guard full-time resource allocations. This was in effort to follow the current and future year POM plan. Developed the formal audit briefing slides and presented the findings to senior military officials that required minimal revision by the supervisor. Planned, prepared, and presented issues and offered proposed solutions to senior level officials regarding the transformation of the US Army 7th Infantry Division organization. Presented and defended recommendations on controversial, complex, or sensitive issues to senior management and the external customers that required tact and diplomacy to gain majority agreement on the most logical proposed course of action regarding the organized structure of the US Army 7th Infantry Division.

Chief of Staff/Force Management Military Deputy Director August 2012 – May 2013 Headquarters, Department of the Army, Pentagon – Washington, DC Full-time – 40 hours work week

Synchronized and integrated internal directorate resource operations in support of the Director, Senior Executive Service-level official, and five subordinate divisions. Managed six internal control program managers responsible for implementation of internal controls set forth in the Federal Managers Financial Integrity Act and associated policies. Aided the Military Intelligence

(MI) Organizational Integrator with identifying urgent operational Quick Reaction Capability (QRC) and Aerial Intelligence, Surveillance, and Reconnaissance (AISR) structure requirements. Conducted force structure analysis by leading an innovative team in the design and development of HQDA strategic force management policies and programs. Force Integrator/Organization Senior Program Management Analyst – Military Police June 2009 – August 2012 Office of the Chief, Army Reserve – Fort Belvoir, VA Full-time – 40 hours work week

Served as the protection force integrator responsible for preparing, analyzing, coordinating, and developing Courses of Action

(COA) with recommendations on proposed modifications, transformation, and modernization for Army Reserve force protection capabilities. Provided subject matter expertise on cost benefit analysis and funding strategies in support of organizational redesign and integration. Negotiated funding considerations and impacts to support a 50 percent increase in available training seats at the Army’s Force Management School. Developed transformation initiatives and integrated organizational forces compliance to the strategic priorities of the Commanding General. Validated and documented modernization and capability concepts that were aligned to the objectives and goals of the Army Reserve’s vision. KENNETH B. PITTMAN

EDUCATION AND CERTIFICATION

Master of Science in Administration Central Michigan University, Mt. Pleasant, MI, May 2013 Bachelor of Science, Criminal Justice Administration Jackson State University, Jackson, MS, May 1991 Continuity Planners Workshop, 2019 Resilient Accord Cyber Security Planning Workshop, 2019 Planning Programming Budgeting Execution (PPBE) General Fund Enterprise Business System (GFEBS) Army Force Management Qualification Course Army Operations Security (OPSEC) Army Security Managers Course Military Police Officer Advanced Course Army Criminal Investigation Division Certification Course Military Police Officer Basic Course

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