Manager Support

RUSSELL M. JOHNSON (RET)

E-mail: *******.*.*********.***@****.***

Houston, Texas

Phone Cell: 832-***-****

Phone Work: 571-***-****

mailto:*******.*******@**.****.***

Country of Citizenship: United States of America

Veterans’ Preference: Yes / 30 Percent or More Disabled Veterans / VEOA

Registered for Selective Service: Yes

Highest Grade: GS-12 Equivalent

Contact Current Employer: Yes

Clearance Type: SECRET

Availability Job Type: Permanent

Work Schedule: Full-Time

DESIRED LOCATIONS: Texas, Florida, Japan, Korea, Germany,

PROFESSIONAL WORK EXPERIENCE:

MEDCOM Northern Regional Health Command – Atlantic, Aug 2020 – Present

Ft Belvoir, Virginia

Salary: $106, 919

Hours per week: 40

Management Analyst (Manpower) GS-12

As a Management Analyst I am responsible for managing the allocation of manpower for 14 subordinate Medical Treatment Facilities (MTF’s) and Army Health Care Clinics (AHC), encompassing 20 states and two Joint Health Readiness Platforms.

Responsible for providing oversight of all manpower functions affecting 17,000 military, civilian, and contract requirements and authorizations.

Maintains knowledge of Command manpower civilian hire ceilings, projections, and reductions directed by higher headquarters and programmed manpower changes that reengineer and realign the workforce.

Plans and develops long-term strategic manpower initiatives in order to sustain a certain level of organizational adaptability for the future build up to operational capability and strengthen the workforce to meet these needs.

Determines appropriate methods for conducting analyses of work force requirements and utilization, utilizing manpower survey techniques.

Monitors the accuracy of the Headquarters Table of Distribution and Allowances (TDA) and reconciles it with the DMHRSi Position Control Roster. Assures adequacy and completeness of all applicable Table of Distribution and Allowances (TDA) and Modified Table of Equipment (MTOE) input and completeness of documentation.

Develops and recommends the allocation of manpower spaces to appropriate echelons of the command with due consideration to validated manpower requirements.

Participates in the development of the Command's budget documents and independently develops the manpower portion.

Provides information and data on organizational structure and principles.

Counsels with and provides advice to key Command personnel through surveys related to mission problems.

Interfaces and coordinated with command operating officials and position classifiers to validate and control organization, manpower and position changes.

Collaborates with the 14 MTFs in submitting and ultimately documenting the Admin Service Model’s to all TDAs with 100% accuracy. Leads conferences with appropriate command representatives, presents problems and solutions peculiar to command goals and interests, and establishes and maintains cooperative relationships with management.

Solves organizational problems and resolves disagreements which arise between major Command elements to assure continuity of the approved organizational patterns.

Administrates analysis and evaluates problems arising out of differences between mission and materiel assignments of MEDCOM subordinate commands and activities.

Conducts Organization Inspection Program (OIP) and Staff Assistance Visits (SAVs), inspects, develops findings, identifies best practices, and deficiencies, develops and briefs After Action Reports to Regional Medical Command (RMC), and MTF Commanders, and key staff.

UNITED STATES ARMY AFRICA, Jul 2016 – Aug 2020

APO AE, 09630

Salary: $77,197

Hours per week: 40

Management Analyst (Manpower) GS-12

As a Management Analyst for an Army Service Component Command (ASCC), ensured consistency between future goals, programs efficiencies, status of accomplishments, process achievers, and costs, which are balanced against mission priorities and requirements

Planned and developed Strategic Initiatives and managed the Internal Control Program (ICP) that covered 26 functional work centers.

Established a more efficient process of administering ICP and provided a more structured outline for submissions of more than 13 evaluators within the directorate.

Delivered advanced concepts, principles, and practices of program analysis to analyze and evaluate previous, current, and projected operating program requirements for potential effectiveness.

Developed and submitted the Program Objective Memorandum (POM) annually that included analysis of missions, objectives, and alternative methods which accomplished objectives, and allocation of resources.

Conducted on-site assessments that evaluated program effectiveness and presented sustainable and improvement reports and briefs to the Director based on findings.

Provided guidance and recommended improvements to management as required.

Collaborated with commands G8 Budget Analyst and improved the method of submitting the directorate’s budget formulation plan by consolidating like programs under specific categories and eliminated submissions for repeated costs within a program. Performed an analysis on routine TDY trips and reduced the travel costs by implementing a process that consolidated joint travel to multiple sites for mission accomplishment and eliminated the multiple trips for travelers.

Provided input and recommendations on adjustments to polices and service agreements between, Headquarters United States Army Africa (USARAF), United States Army Reserve Command (USARC) and 79th Theater Support Command (TSC) as a way ahead for Fully Operational Capability (FOC) mission accomplishment.

Collaborated with G5 Division to develop the Overseas Contingency Operations (OCO) funding requirements for POM submission; Coordinate Theater Security Cooperation (TSC) funding as required.

Conducted extensive communication throughout the directorate and provided guidance to assist the teams with improved quality productivity, and quality management process methods and solutions.

Prepared and presented briefings and presentations to the Director semi-annually for information pertaining to the Army Planning, Programming, Budget, and Execution process (PPBE), to include orchestrating the input for submission to the Program Objective Memorandum (POM).

Submitted the FY19-23 Program Objective Memorandum (POM) 19-22 submission for the G4 for both OCO and Base Funding requirements comprised of over $2.5M. Performed duties of the 3K Government Purchase Card (GPC) holder for G4 and maintained a 99% accuracy rate for the directorate.

Administrated the Force Structure Review Study that conducted an analytical study to improve efficiency in manpower and operations and provided attaining quantifiable improvements in organization efficiency and effectiveness.

Managed the internal G4 Unit Manning Roster (UMR) IAW current approved MTOE/TDA guidelines with a 98% accuracy rate. Administered appropriate precautions to identify and aid in the prevention of fraud, waste, and misuse of resources in accordance with the Federal Manager's Integrity Act.

Attended various working groups, contribute to milestones and work schedules; present information, COA, and decision briefings to the USARAF leadership.

Instrumental in the development of Field Grade Officer Slate that resulted in key alignment of Soldiers in critical positions.

United States Army Reserve Command, Nov 2014 – Feb 2016

Fayetteville, North Carolina

Salary: $75,680.00

Hours per week: 40

Senior Manpower/ Force Development NCO (Military Jun 2012 to Nov 2014)

Management Analyst GS-12

As the Supervisory Manpower Management Analyst of Authorizations, I served as the Acting Manpower Supervisor, continuing to implement ongoing changes, efficiency, and customer service initiatives for all sixty-three commands without any disruptions in weekly production.

As the Manpower Management Analyst I was responsible for identifying, analyzing, and processing data affecting Full Time Support (FTS) staffing of assigned Regional Support Commands (RSC) and Operational and Functional commands (O&F).

Served as USARC subject matter expert concerning all aspects of Full Time Support.

Created and organized the Manpower Division’s first team building event and established a baseline for continued team growth in the organization.

Planned and Developed Strategic Initiatives and methodologies that effectively established manpower policies, procedures and objectives for program implementation, evaluation and improvement.

Prepared the Command Schedule 8 Worksheets and PowerPoint briefings for submission during the Program Objective Memorandum (POM).

Considered dynamics, such as trends in recruitment and complexity of the mission, along with knowledge of laws, regulations, policies and procedures that effectively manned organizations.

Developed familiarity of processes that effect manpower utilization and control guidelines and constraints utilizing the Total Army Used the guidelines for the Total army Analysis (TAA) process in order to measure effectiveness and efficiencies of administrative and support programs. Initiated and led the successful publication of the USARC Regulation AR 570-1.

Continuously provided sound advice and training to subordinate commands in order to accurately complete position documentation.

Trained and assisted newly assigned and current personnel with understanding FTS processes and procedures.

Effectively communicated all FTS actions with the command manager in the fellow (adjacent) branches. Trained USAR 1 Star / 2 Star Command Force Managers and USARC Staff on HQDA policies for Concept Plan Cross Walks and the S8 process.

Analyzed, reviewed and applied data affecting Modification Tables of Organization and Equipment (MTOE), Tables of Distribution and Allowances (TDA) and the Standard Requisition Code (SRC).

Managed the Command internal FTS audit program that ensured all analysts had balanced documents in accordance with the current Programmed Budget Guidance (PBG) at a 100% accuracy rate. Spearheaded the successful FTS implementation of several concept and command implementation plans that resulted in redistribution of manpower resources.

Served as the Continuity of Operations (COOP) lead responsible for planning, conducting, testing, and assessing the Commands exercises annually.

Developed familiarity of processes that effect manpower utilization and control guidelines and constraints utilizing the Total Army Provided assurance that Mission Essential Functions (MEFs) are performed across a spectrum of contingencies, threats, events, and other emergencies. Identified Emergency Relocation Facilities (ERF) for use during continuity threats or events.

Considered dynamics, such as trends in recruitment and complexity of the mission, along with knowledge of laws, regulations, policies and procedures that effectively manned organizations.

Appointed as quality assurance manager who analyzed, reviewed detailed data pertaining to all 63 documents submitted to United States Army Force Management Support Agency (USAFMSA) for validation and approval to headquarters Department of the Army G3, Force Management Division.

Utilized knowledge of qualitative and quantitative analytical techniques in order to measure effectiveness and efficiencies of administrative and support programs.

3301 Mobilization Support Battalion, June 2010 – May 2012

Joint Base Elmendorf Richardson, Alaska

Salary: $73,000.00

Hours per week: 60

Senior Human Resource Non-Commissioned Officer

As the Senior Human Resource Non-Commissioned Officer, I was responsible for the overall pay and personnel management of all existing directives, policies and procedures relative to the total program mission, organization function and alignment of Officer and Enlisted personnel located in four separate locations, which consisted of 206 personnel.

Analyzed higher echelon requirements and needs of the command in order to formulate and recommend military personnel policies designed to provide the command with optimum manning and personnel support.

Oversaw, implemented and maintained military personnel programs including; classification and assignment, pay, promotion, personnel utilization, transfer, LOD, AR 15-6 investigations, awards, strength management, information activities, researching circumstances and responding to Congressional and special inquiries and the appropriate preparation and maintenance of personnel records and reports.

Planned, developed and coordinated established manpower policies, procedures, objectives and priorities for program implementation, evaluation and improvement of organization mission readiness.

Mobilized to force generation installations to support the deployment of warfighters to theater.

Coordinated actions with appropriate staff elements and subordinate organizations keeping all informed of current command guidance and policies.

Conducted weekly In Progress Reviews (IPR) with the Mobilization Support Group (Bde), subordinate Unit Administrators (UA) and training NCO’s to provide guidance and receive, readiness, replacement, accountability information, and data that supported pay management activities and overall Battalion readiness.

Assisted in the planning process with the 9th Mission Support Command in order to streamline the Soldier Readiness Processing (SRP) procedures, which resulted in a 100% completion for all personnel.

Managed all adjustments to Army Guard Reserve (AGR) positions in the various AGR Management Information Systems. Accounted for more than $1.5 million dollars of Army Operational Management Army Resources (OMAR), Reserve Program Agency (RPA), payroll disbursement and recoupment funds.

Developed training material (programs of instruction (POI), charts, graphs, slides and other handouts) and spearheaded mandatory training events in order to facilitate training such as Equal Opportunity, Sexual Assault Prevention and Response.

Inspected and prepared reports on unit readiness related to the establishment, maintenance and operation by updating the administrative portions of Battle Focus Readiness Review.

Headquarters, Eight United States Army Command, Jun 2006 – May 2010

Youngsan, Korea

Salary: $73,000.00

Hours per week: 60

Senior Personnel Non-Commissioned Officer/Budget Manager

As the Multi-functional Senior Personnel Non-Commissioned Officer I was responsible for Brigade level and higher support to Five Troop Program Unit (TPU) units assigned to the command.

Served as a Personnel Subject Matter Expert (SME) and provided sound advice to Director of Reserve Affairs on all issues pertaining to reserve personnel.

Seamlessly integrated Unit Administrators across the command into a single functional team capable of producing timely and accurate budget reports and spending plans required by OCAR.

Conducted in-depth reviews of program sufficiency to meet mission requirements. Budget Manager, which assessed the preparation of methodologies, costing guidance, procedures, and instructions for developing the commands RPA and OMAR funds in excess of $2.4 million dollars annually.

Was the Noncombatant Evacuation Operation (NEO) coordinator responsible for the protection and/or evacuation of US citizens and nationals abroad and for safeguarding their overseas property abroad, participated in the semi-annual requirement of real-world noncombatant evacuation operations.

Conducted monthly briefings to senior level Officers and Civilians quarterly on the status of funds.

As the Drilling Individual Augmentee Manager (DIMA), collaborated with Human Resources Command (HRC) monthly in order to support 15 Soldiers assigned to the organization for exercise support.

Conducted quarterly In Progress Reviews (IPR) with United States Army Reserve Command (USARC) regarding the budget formulation and execution of funds to ensure compliance with suggested spending.

Maintained the accountability of Full Time Support (FTS) requirements and authorizations by Unit Identification Code (UIC), Army Management Structure Code (AMSCO); Management Decision Package (MDEP) and by Category (CAT) level of detail.

Managed the adjustments to AGR positions in the various AGR Management Information Systems. Managed four Rear Operations Center (ROC) detachments responsible for contingency operational support.

Analyzed higher echelon requirements and needs of the command in order to formulate and recommend military personnel policies designed to provide command with optimum manning and personnel support.

Instrumental in the review and preparation of enlisted promotion board files for submission to HQDA.

Spearheaded the development of the commands personnel standard operation procedures (SOPs) during the transformation process and ensured all personnel matters where completed in accordance with the appropriate policies and procedures.

EDUCATION:

Columbia Southern University Graduated: Jan 2015

Master of Science in Emergency Management Services

American Military University Graduated: Jun 2012

Bachelor of Arts in Emergency and Disaster Management

JOB RELATED TRAINING:

Army Manpower and Force Management Course

AWARDS:

Legion of Merit

Meritorious Civilian Service Medal

Meritorious Service Medal – 3

Joint Service Commendation Medal

Army Commendation Medal - 3

Army Achievement Medal – 10

AFFILIATIONS:

Human Resource Association

International Agency of Emergency Managers

Epsilon Pi Phi National Honor Society

ADDITIONAL INFORMATION:

Over 20 years in the United States Army as Human Resource NCO and Force Management Analyst. Proficient with iPERMS, FMSWeb, PPBES, PPBOS, RCAS, FSR, RLAS, SMS, JPAS databases, Windows 7, Vista, XP, 2000, Office 2010 (Excel, PowerPoint, Word and Outlook), GEARS, Sharepoint,

REFERENCES:

Mr. Armando Velasquez

Phone: 314-***-**** (DSN)

Email: *******.*.*********.***@****.***

Reference Type: Professional

Mr. Michael Balser

Phone: 314-637

Email: *******.*.******.***@****.***

Reference Type: Professional

Ms. Makeda Hall

Phone: 571-***-****

Email: ******.*.****.***@****.***

Reference Type: Professional

Contact this candidate