Danielle B. Tolbert Email & Phone Number

Upper Marlboro, MD, US

• PERFORMANCE MANAGEMENT
• Communicated with Managers, Supervisors, Agency Performance Managers (APMs), and employees regarding the Performance Management Pilot Program using NEOGOV Perform for 27 County Agencies and approximately 1,200 employees
• Identified and resolved issues regarding performance plans, midpoints, optional employee self-evaluations, and final performance evaluations with Managers, Supervisors, Agency Performance Managers (APMs), and employees.
• Informed the Employee Engagement and Performance Program Manager regarding the numerous tasks in NEOGOV Perform for Managers and Supervisors to complete an employee’s performance plan; proposed recommendation to.
• In collaboration with the Senior Learning and Development Specialist and the Instructional Design and Learning Specialist, selected the Leadership Development training and Diversity, Equity, and Inclusion training for.
• Created Performance Management, New Employee Orientation Program (NEOP), and Leadership Development training sessions in NEOGOV Learn

• LEAVE AND TELEWORK / REMOTE WORK
• Researched Center, Agency, and OPM policy regarding leave, telework, and remote work
• Collaborated with the NASA Shared Services Center (NSSC) to provide detailed, timely, and accurate responses to employees concerning leave, telework, and remote work inquiriesPERFORMANCE MANAGEMENT
• Analyzed and interpreted the effectiveness of Performance Management to ensure compliance with NASA Procedural Requirement (NPR) 3430.1D - Employee Performance and Communication System and OPM regulations
• Communicated with employees, Human Resources Business Partners (HRBPs), managers, and supervisors on evaluation, feedback and recognition techniques, establishment of critical elements and standards, aligning employee.
• Identified and resolved issues regarding performance plans, midterms, self-assessments, supplemental feedback, and final ratings with employees, managers, and supervisors during the Performance Management cycle both.

• QUALITY OF WORK-LIFE (QWL)
• Developed/implemented the restructure of the QWL website. Identified issues/concerns, provided resources and publicized QWL topics to inform/educate the Goddard workforce about the various amenities.
• Collaborated with the Technical Information and Management Services (TIMS) Branch to redesign the QWL website based on new requirements to enhance the site, increase Center awareness and participation regarding the.
• Collaborated with the WorkLife4You Referral Service to conduct seminars to educate the workforce, such as: Health and Well Being in the Workplace; Motivate, Recognize and Energize Employees; and Emotional Intelligence.
• During the New Employee Orientation, presented various amenities to new employees, i.e., Goddard Child Development Center, Bike share Program, Workplace Lactation Program, Health Unit, Fitness Center, etc. WORKPLACE.
• Led the restructure of the Workplace Lactation Program website

• PLANNING DEVELOPMENT
• Served as the Lead for the 50th Anniversary of the 1st Nuclear Space Flight Event at the National Air and Space Museum (NASM).
• Collaborated responses with various Center POCs, external vendors, and the NASM to ensure the comprehensive inclusion of models were displayed throughout the museum.
• In collaboration with the Radioisotope Power Systems (RPS) Program Executive, planned, developed, and confirmed caterers for the event. Collaborated with an external vendor to ensure the registration process and.
• Attended monthly Informal Education Video Teleconference System (ViTS) meeting to increase awareness of Center activities and share Planetary Science Division events.
• Volunteered to support Langley Research Center’s NASA Exploration Day at Busch Gardens which consisted of a two-day event engaging the general public in hands-on activities to learn about the composition of asteroids.

• ADMINISTRATIVE/PROGRAM MANAGEMENT
• Administered the Agency Leadership and Management Development Call for Nominations and the new Mid-Level Leader Program and processes associated with these calls Center-wide to the Civil Servant workforce.
• Coordinated high-level training programs with various directorates, the Executive Development Advisory Panel, Administrative Officers, etc., and the Agency to resolve any issues during the process.
• Publicized these calls using various methods (i.e., Dateline, Hot Topics, Administrative Officers (AO), Human Capital Representatives (HCR), Advisory Committee Liaisons, Former Graduates of leadership programs, and the.
• Utilized a web-based Diversity Tool to analyze diversity statistics to ensure employees selected are an equitable representation of our current workforce.OUTREACH AND MARKETING INITIATIVES
• Developed and implemented a marketing and communication strategy for the Goddard Coaching Program Manager. These strategies consisted of: creating and displaying building posters in the various buildings, table tents.

• OUTREACH AND MARKETING INITIATIVES
• Developed and led the “Building a Performance Culture” Lunch and Learn Series which consisted of nine video discussions with employees and/or supervisors to educate and promote harmony in the workforce throughout the.
• Collaborated with the Technical Information and Management Services (TIMS) to design and display marketing products such as building posters and table tents to publicize series on Center.
• Designed and developed a tri-fold brochure for each session which served as a quick-reference tool foremployees which contained discussion questions and key points.ADMINISTRATIVE AND PROGRAM MANAGEMENT
• As the eOPF Change Management Lead, led the coordination of Center-wide Roadshows for the Civil Servant workforce.
• Assisted the eOPF Deputy Project Lead in developing Center-wide announcements which conveyed the eOPF initiatives, benefits and project status.

• ADMINISTRATIVE AND PROGRAM MANAGEMENT
• Developed spreadsheets to effectively manage the Center’s Training Budget ($5M).
• Coordinated with multiple Human Resource Development Specialists (HRDS) regarding projected training plans and funding requirements. Developed cost-phasing plans to forecast training courses and ensure adherence to.
• Analyzed relationships between projected major program changes and project budget.
• Forecasted shortfalls and took appropriate action i.e., initiated an Additional Funds Purchase Request (ADF PR) to ensure training services continued to be performed to accommodate changes.
• Prepared detailed reports for HRDS, Directorate Administrative Officers, and senior management; identified areas of concern and discussed during staff and/or future planning meetings.

• ADMINISTRATIVE AND PROGRAM MANAGEMENT / AWARDS PROGRAM
• As the Awards Officer for the Center (approximately 3,000 Civil Servants and Contractors), planned, designed, coordinated, managed, and evaluated the Awards Program. Initiated annual award calls for Robert H. Goddard.
• Interpreted and applied the Goddard Policy Directive (GPD) 3451.1D and the NASA Procedures andGuidelines (NPG) 3451.1 to ensure compliance relative to the Awards Program.
• Interacted with all levels of management (i.e., Center and Deputy Center Director, Administrative Officers, Directors of various organizations, as well as external customers).
• Created an extensive Excel spreadsheet to be used during the review committee’s rank and review process which streamlined the selection process.
• Provided guidance to customers on how to submit award nominations electronically.

• EXPERIENCE FORMULATING, EXECUTING, AND ANALYZING AN INSTITUTIONAL BUDGETWHICH INCLUDED:
• Multi-Program Support (MPS)/Institutional budget ($334.1K) for the Information Systems Center (ISC) which included approximately 300 employees
• Crosscutting and Technology budget ($339K), Unique Project Number (UPN) 632, and
• Advanced Earth Observing Satellite (ADEOS) II Reimbursable Agreement ($955K)
• Flight Dynamics budget ($935K), Unique Project Number (UPN) 315-80, for the Mission ApplicationsBranch, Code 583
• Verified accuracy of all pertinent data on the SPS PR including Job Order Number (JON), Object Class (OC), Budget Line Item (BLI), Function Code (FC), and appropriation