Program Development and Analysis
Policy, Proposals and Reports
Volunteer and Personnel Management
Training and Staff Development
Conducted successful outreach to the Gold Star Families and created an environment of trust that had been missing from the program
Realigned the area of responsibility to include the Gold Star Families in the counties closest to the office location.
Improved the relationship with the Gold Star Mothers and the Gold Star Wives and implemented a social structure that allows for the Survivors to create their own support network.
Completed Army Master Resilience Trainer (MRT) training and began teaching Army Resilience classes to Survivors to improve their self sufficiency and resilience.
Effectively coordinated a Suicide Prevention Stand Down Day, to include Town Hall, Virtual Terrain Walk, guest speakers, documentaries and movies for the staff to understand the warning signs of someone in crisis and know where to go to get help.
Assisted in the creation, development and maintenance of a monthly newsletter “The Updater” to aid in continuous and constant communication with ASA employees
Selected as an executive officer to lead a small team that developed a Furlough Plan in response to the possibility of a government shutdown, by exuding the ability to reprioritize current responsibilities while developing a comprehensive leader's book for senior management to follow; resulting in the recognition by higher HQ's as the first team to develop and submit a fully compliant plan.
Led the development of an employee recognition program in order to foster an innovative environment where the workforce is empowered to exploit new ideas and provide an opportunity for new business value in service delivery while adapting to external changes. Successful development of a comprehensive awards program included a unit coin, SOP's, templates, quarterly ceremony, employee of the quarter, internal accomplishment award and years of service calculations for 145 employees.
Represented organization at Army Family Action Plan (AFAP) Program training conference and Installation Management Institute, as well as in conducting on-site visits with individual installations.
Created memorandum of agreement between CMS and AFAP Program, detailing interactive responsibilities of CSOs and AFAP Program Managers, and establishing partnership among headquarters, regional, and installation personnel.
Reviewed 2,000 Community FIRST quality of life issues submitted by 39 CMS installations from August 2008 to July 2009, and led efforts that culminated in resolving over half of them.
Assisted in training 57 CSOs and 2 Region Directors, and directly mentored 8 CSOs in specifics of implementing CMS programs.
As CSO, became known as go-to person, especially to military family members during crises.
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