U.S. Department of Veterans Affairs
December 2014 — Present
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Program and Financial Analyst | Project Manager | MBA Candidate University of Utah 2016
Manage project phases and critical path activities to completion. Develop project and divisional budgets and financial reports for review, justification and approval. Forecast funding, expenses, and variances from $44 million budget for center providing services to large internal national research projects. Collaborate with local and national leaders and staff in R&D, finance, IT, HR, and facilities.
* Increased funding (grants) $500,000 by auditing financial documents and demonstrating compliance with VA regulations and SOPs.
* Achieve project and financial accountability (scope, budget, staff, timeline, etc.) by developing complex, center-wide Access database with data security access.
* Decreased lost knowledge 60% (due to high attrition) by developing, gaining approval, and implementing cross-training program.
Evaluated productivity and effectiveness of bio-medical informatics research programs/ projects, and administrative processes. Mapped process steps to achieve timeframes, budget, and research goals. Supported development of project/ research scope, requirements and deliverables. Collaborated with investigators, VA administration, healthcare community, study participants, and media. Present project statuses in relation to earned value to stakeholders. Individual annual project spend as high as $10 million.
* Met project scope, schedule and budget goals for initiative to share EMR data between VA and other hospitals.
* Avoided major project delay of 2 months by researching and implementing streamlined process to hire new project manager.
* Improved project cash flow and accountability by developing database to track project requirements, outcomes and use of research pool funds.
Hired, supervised staff, and managed workflow and end of semester performance evaluations. Bridged policy and procedural difficulties with museum patrons through clear and persuasive communication.
* Reduced employee turnover 15% by using conflict management tools to identify and limit both substantive and affective encounters between team members.
* Increased patron positive responses to “uniformed security” 40%.
Maintained and evaluated accountability records for artwork in excess of $100 million. Led operations team in assessing and reporting conditions of both incoming and outgoing artwork.
* Reduced “extensive” and “minor” damages to works of art 10% in 6 months
Led and trained 60 non-commissioned officers and sailors performing troubleshooting and preventative maintenance on security systems. Audited staff spending on a semi-monthly basis. Evaluated project and program requirements to ensure key milestones and deliverables were achievable. Developed a staffing system to manage changeover of staff from one shift or function to the next. Performed quality assurance checks for over $200,000 of inventory monthly.
* Saved $15,000 quarterly (20 “man hours” weekly) by reducing time for shift and function changes.
* Reduced training time and expenses ($10,000 quarterly) by collecting requirements and translating them into progressive programs and practices.
Led and trained non-commissioned officers (maintenance of ship facilities and weapon systems, and ship security and maritime interdiction) at sea and in port. Managed $15 million annual budget with appropriate allocations as per congressionally directed regulations. Purchased building materials, weapons and parts, and clothing from external suppliers.
* Saved ~ $11,500 quarterly in lost maintenance tools by designing and implementing tool tracking and quality assurance system.