-- Acted as liaison between HQ PACAF and HQ AETC--mediated disputes between Air Force personnel and HQ AETC

-- Worked tirelessly to prepare for inspection--directly responsible for strong rating received during HQ PACAF Operational Readiness Inspection

-- Managed and maintained internal office suspense--streamlined office--reduced late reports 75%

-- Broad computer background--has knowledge of several computer languages, and posseses elite computer skills

-- Developed file systems for all DCO staff agencies and three maintenance squadrons

-- Validated, updated decorations and performance reports in the Military Personnel Data System (Milpds)

-- Organized, implemented plan to correct, update squadron’s e-mail global information for ORI--integral to success

-- Base admin assistant chief, developed training procedures on records management, publications, forms management, and special orders--increased personnel qualification 50%

-- Training streamlined transition of newly assigned airmen to their workcenters, reduced qualification time by 50%

-- Established procedures and originated Wallace Air Station forms--a first!

-- Trained other personnel within and outside the unit on personnel management tasks--recognized by FW Commander

-- Worked tirelessly to prepare for inspection--directly responsible for strong rating received during HQ PACAF Operational Readiness Inspection

-- Briefed junior airmen at Airmen Leadership School on Air Force Evaluation System

-- Set up forms and publications accounts for six branches--integral to squadron operations!

-- Revised self-inspection checklists

-- Soley responsible for correspondence, telephone communications, filing, and reporting during stand-up of tactical operations HQ--assured mission effectiveness from day one

-- Validated, updated officer and enlisted military training classes in Military Personnel Data System (Milpds)

-- Ensured information in Milpds was correct: SSN, unit information, class completion dates, duty titles, course descriptions

-- Scheduled course dates for officer and enlisted military members to attend--maximum use of available slots

-- Advised military members on formal training classes needed to progress--no lost advancement opportunity

-- Ensured discrepancies on weekly Milpds transition registers were identified and corrected

-- Monitored and processed over 11,000 enlisted and officer performance reports--reduced late reports from 30% to 5%

-- Tracked inaccurate reports and returned to units--preemption reduced late submissions by 50%

-- Refocused office responsibilities--accuracy and timeliness of report processing increased by 90%