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SSN: 3000
GOV JOB SEEKER
PAGE ONE
VACANCY ANNOUNCEMENT NUMBER: EXSER/1999 CBPD
COMPETENCIES
Team Building Human Capital Management Influencing / Negotiation
Throughout my career in aviation, I have analyzed and led the development and implementation of programs and
policies designed to direct the efficiency and standardization of aviation operations, training and maintenance
programs, and resource management while establishing economic feasibility and maintaining operational safety.
As Commander for the United States Army Jasper, Aviation Battalion; an organization tasked with providing
regional air transportation to senior government officials who traveled throughout the Eastern Region; I developed
and implemented a plan to streamline operations and modernize the aircraft fleet.
Shortly after my arrival and in response to safety concerns expressed by senior leaders, I conducted an extensive
review of the Aircraft Operational Program. The review identified critical deficiencies: the element had adequate
resources, however the budget priorities were not clearly defined; the lack of a common operating focus; a
marginally effective aircraft maintenance program; an unbalanced and aging aircraft fleet; and the lack of an
organizational vision or strategy to improve operating practices hindered all aspects of mission operations. The
late departures, frequent trip cancellations, and high number of mission interruptions decreased mission
effectiveness and eroded the customer’s confidence in the unit’s ability to safely complete missions.
In order to meet operating safety, effectiveness, economy, and efficiency standards; it would be necessary to
reorganize the element; refocus the Army Aviation Battalion on its core mission and upgrade the aircraft fleet.
Enlisting the support of organizations that directly benefited from aviation, I formed a strong coalition of other
aviation organizations to help create a “vision” for regional operations.
Based on this “vision”, I developed a strategy to reorganize the unit and assigned responsibility for accomplishing
coordination and management tasks to specific staff sections; and defined the standard to which each task and
sub-task would be performed. By reorganizing the unit into distinct departments, key aviation management
functions could be managed along functional lines. I also modernized the aircraft fleet by reducing the number of
different aircraft types; successfully securing approval and support in replacing old helicopters, and outdated
airplanes with modern aircraft assets.
By reducing the number of aircraft types, we recognized reduced training costs; reduced the number and types of
spare parts required; and reduced the requirement for special tools and technical manuals. As a result of these
changes, the Army Aviation Battalion saved over $65K in the first year. In assigning mission support tasks to a
specific department and developing standardization, we were able to improve on-time mission performance and
reduce mission coordination errors from 35% to less than 4% in the first year. Our efforts increased organizational
effectiveness (task completion), aircraft efficiency (airspeed and range), and aircraft reliability (maintenance
status); and enabled the unit to expand its geographical mission area by 35%, while increasing mission flight hours
by 20%.
The Command Aviation Resource Review (CARR) program enables senior officials to assess the overall state of
aviation readiness within the command (aircraft readiness, the aviation budget, unit training status and mission
performance), and refine command guidance as needed. The Commanding General approved my
recommendation that the Aviation Battalion submit regularly scheduled reviews detailing the overall state of
readiness in meeting the long-range management objectives.
Verifier: Nelson Rinquiste, (COL, USA), Former Supervisor - (222)222-2222.