Timothy W. Cannon
6202 Manchester Park Circle
Alexandria, VA 22310 
Email H- [Send email to request phone number] 22.0990 C-202.230.7885

FEDERAL GOVERNMENT EXPERIENCE 

DHS/ Federal Emergency Management Agency Washington, D.C. 2007 - 2009 

Director, Human Resources 
As the Director of Human Resources and member of the Senior Executive Service
(SES) in the Department of Homeland Security, I provided primary oversight and
managerial responsibility for the development, implementation and administration
of Agency human capital management strategies, policies, procedures, and
end-to-end operations through subordinate divisions at DC headquarters and
throughout the ten (10) regional offices nationwide. Supervising over 180
employees with an operating program budget over $8M, I was responsible for all HR
operations, programs and policies impacting over 18,000 employees. I represented
the Agency in all inter-agency human capital matters including those with
Congress, Congressional committees, the Office of Personnel Management, FBI, DOD
and the Department of Homeland Security.
Accomplishments:
 *  B.E.S.T. Workforce Initiative: Developed and implemented agency initiative
to increase employee engagement and performance through employee and supervisor
training.
 *  HR Optimization: Implemented organizational changes to better optimize the
functions of the Human Capital Division and established human capital strategic
planning and policy branch.
 *  Staffing Levels: Filled agency authorized staffing levels to exceed 95% of
authorized positions. 
 *  Executive Resources: Successfully implemented and conducted executive
Performance Review Board and filled SES positions to 95%. 
 *  New Employee Orientation: Completed assessment and implementation of
enhanced    entry on duty    process for new employees. 
 *  Improved Delivery of Customer Services: Created a dedicated helpdesk for
legacy pay related issues, resolved 97% of complaints within 24 hours and
sustained employees payroll needs. 
 *  Strategic Human Capital Plan: Completed and submitted the first Strategic
Human Capital Plan and the annual Human Capital Operational Plan. 

Library of Congress Washington, D.C. 20540 2002- 2007 
Director, Office of Work Life Services 
Serving as the Director, Office of Work Life Services, I was responsible for the
management of the operations of human resources services to approximately 4,000
full time employees in developing and administering complex and technical work
life service programs, procedures and policies. I served as the Library  's
senior expert in the areas of compensation, employee benefits, retirements,
personnel records management, awards, employee assistance programs, and
structured interviewing. Supervising a staff of 23 employees I performed all the
management functions for establishing guidelines, performance expectations, and
resolving informal complaints and grievances. I participated in human resources
planning initiatives at the strategic, operational, and tactical levels by
providing expertise in integrating work life programs into HR policies,
implementation plans, and the Library  's overall strategies for improving
performance of the workforce and increasing customer satisfaction. 
Accomplishments:
 *  HR Performance Measures-Reduced the personnel action processing times in 8
months from 48 days to 5 days to meet the agreed service level agreements. 
 *  Training - Serve as the HR representative to the agency  's Training and
Development Advisory Board; Implemented HR Management Essentials in-service
training program for internal HR staff; serve as Library  's subject matter
expert and trainer of the behavioral based structured interview process. 
 *  Electronic OPF Project-In coordination with OPM responsible for the project
of converting paper OPF  's to the new digital format.
 *  VERA / VSIP Implementation FY06- Successfully developed and executed a
separation and out-processing that accommodated 176 retirees in a three hour
period. 
 *  New Employee Orientation- Reengineered the NEO process to provide improved
and meaningful orientation that included the use of CD-Rom to provide information
and needed forms prior to arriving for EOD.
 *  Customer Service Initiative-Developed, organized and implemented a new
customer service delivery model for HRS to better serve the transactional
services and customer needs.
 *  HR Metrics- Serve as the HRS project leader for implementing HR performance
measures and metrics to monitor and achieve HRS strategic goals and outcomes. 
Department of the Treasury, Washington, D.C. 2001- 2002 
 
Director for Human Resources/US Mint 
 
As Director, I was personally responsible for US Mint strategic human resources
policies and operating procedures and practices affecting 2,800 employees
nationwide. Managing an annual budget of $8M, I was directly accountable for the
products and services provided by 90 HR employees in five subordinate work units
including Policy and Administration; Corporate Operations (Staffing and
Classification).
Human Capital Strategist
At the Department of the Treasury, Headquarters, I served as subject matter
expert on strategic Human Capital Management. I had responsibility for developing
the Department  's HR Strategic Plan for 14 Bureaus employing over 160,000
employees. . 

ACTIVE DUTY MILITARY-(1986 to 2001)

Retired at the rank of full Colonel after completing 30 years of combined
reserve and active duty service. Active duty Colonel assignments include:

Commander, United States Army Reserve Personnel Command, St. Louis, MO 1999 to
2001
As the Commander, at the rank of full colonel, I was responsible for development
and execution of long range strategic plans and all policies, products and
services effecting one million reserve soldiers and retirees not assigned to
units. I was accountable for the daily operation of the organization including
supervision, training, discipline and administration of 1,180 full-time civilians
(highest civilian grade GS-15) and military employees (highest military level
Colonel) engaged in human resource personnel life cycle management. I was
responsible and accountable for budget execution and close out of an operating
budget with appropriations of nearly $1B. This required execution and management
of a $749,000,000 budget in support of selection, hiring, training, assignment,
professional development, recognition and transition to retirement or separation
from service for 12,804 full time reserve soldiers throughout the nation. The
remaining budget covered command operations, personnel, training and logistics
support for 160,000 Individual Ready Reserve soldiers I was responsible for
providing personnel transactions and services worldwide to veterans and retirees
throughout the United States. Accomplishments:
 *  Budgetary and Fiscal Responsibilities: Directly responsible and accountable
for management and execution of a $1.2 billion dollar operating budget while
executing control of over $85M in property and facilities valued at $35M.
Identified and recouped $1M in unreimbursed expenses from other agencies.
 *  Measurable Outcomes: Created new vision and implemented Strategic Plan
utilizing Balanced Scorecard methodology for measured success.
o Exceeded recruitment goals by 33%.
o Eliminated 2-year backlog of unfiled personnel records. 
o Reduced backlog of 38,000 veteran service requests to working balance of 3,400
in 8 months. 
o Reduced backlog of 2,280 retirement applications to zero in five months with
no reoccurrence through reengineering business processes.
 *  Technology Innovations:
o Established eBusiness strategy for soldier customer service including
award-winning web site and centralized, technology-enabled call center. 
o Implemented new scanning technology for processing and tracking 105,000 annual
performance evaluations. 

Director, Personnel Actions and Services- United States Army Reserve Personnel
Command 1998 to 1999 
 
I was responsible for planning, directing, organizing and controlling a large
organizational entity responsible for all human resource life cycle management
transactions and services in support of over 1 million US Army Reserve soldiers
and retirees. Supervised and managed 250 civilian employees and 43 assigned
military soldiers with an operating budget of $9M and control of $2M in property.

 Major Accomplishments:
 *  Reduced backlog of 2,280 retirement applications to zero in five months with
no reoccurrence through reengineering business processes.
 *  Reduced backlog of 38,000 veteran service requests to working balance of
3,400 in 8 months.
 *  Implemented new scanning technology for processing and tracking 105,000
annual performance evaluations. 

Deputy Chief of Staff - Personnel, Admin & Logistics-United States Army Reserve
Personnel Command 1997 to 1998
 Supervised and managed 105 personnel directing, coordinating and facilitating
services and programs including: Civilian Personnel; Security; Customer Service;
Personnel Systems Integration; Safety; Community Club; Employee & Soldier
Assistance; Fitness Center; Learning Resource Center and Logistics. Ensured
efficient and cost-effective execution of Personnel Systems Army-wide including
peacetime, mobilization and wartime dimensions. Integration of personnel
information into architecture that is responsive, accurate, timely and reliable.
Managing and controlling execution of $35M in automation equipment and facilities
valued at $37M. 
Major accomplishments:
 *  Successfully implemented personnel reductions in spite of Union opposition.
 *  Consolidated workspace providing $750,000 annual savings in rent costs.
 *  Implemented travel policy to reduce air travel costs to national capital
region saving $50,000. 
 *  Initiated a Web based applications for security clearances. 
 *  Created Customer Contact Office serving as single point of customer service
via any channel.

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