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 both orally and written; provide NEOGOV Perform screenshots with detailed instructions and hyperlinks to accomplish tasks• 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 consolidate tasks and restructure the FY24 Performance Management processCAREER DEVELOPMENT• 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 County employees for the first quarter• Created Performance Management, New Employee Orientation Program (NEOP), and Leadership Development training sessions in NEOGOV Learn • Using NEOGOV Learn, enrolled employees in NEOP training and New County Employee Mandatory Trainings Learning Plan, which is a series of online training courses for new employees (e.g., Ethics, Kronos, Political Activity Ethics, Safety, and Workplace Harassment Prevention training) • Reviewed online training for the Employee Engagement and Performance Program Manager and the Instructional Design and Learning Specialist prior to being uploaded to the NEOGOV Learn for County employees

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 performance plans with organizational goals, performance requirements, and the overall adequacy and quality of employee performance plans • 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 orally and written • Center Administrator for the Standard Performance Appraisal Communication Environment (SPACE), the Agency-wide web-based performance management tool, for approximately 3,000 Civil Servant employees. Trained colleagues on the systems functionality and resolved employee issues and/or concerns• Informed the Agency SPACE Core Team regarding system issues and/or concerns and proposed recommendations for potential enhancements/modifications to SPACE • Researched, proposed, and implemented effective procedures to improve processes and use resources more efficiently to save time and increase productivity e.g., provide employees hyperlinks to SPACE guides, screenshots, and detailed instructions to effectively resolve issues and/or concerns• Developed and implemented a SPACE Did You Know? Job Aid/Fact Sheet for HRBPs to utilize as a guide for Rating Officials

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 strategic activities Goddard offers employees.• 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 to Improve Relationships.• 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 LACTATION PROGRAM• Led the restructure of the Workplace Lactation Program website• Collaborated with the TIMS Branch to: (1) redesign the website to revitalize, educate, and increase Center awareness for expecting and nursing moms, (2) developed a tri-fold brochure, 8 ½ x 11 flyer, and an 11 x 17 poster to promote consistency for each lactation room, and (3) purchased and installed lock boxes which eliminated duplicate key requests and saved time and money• During World Breastfeeding Week August 1-7, 2013, hosted an event to educate new, nursing, and expecting moms regarding the importance and benefits of the Workplace Lactation Program.• Collaborated with the DC Breastfeeding Committee and the MD Breastfeeding Coalition to interview nursing moms and SuperMoms to emphasize the lactation rooms; resulted in a video promoting the GSFC Workplace Lactation Program - https://youtu.be/HWqXIAHID2U. In October 2012, GSFC received the 2012 Breastfeeding-Friendly Workplace Award.

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 procedures were acceptable.• 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; viewed the live webcast of the Juno launch; shared information regarding upcoming mission to Mars, and participated in other hands-on demonstrations with the general public.• Obtained biography and abstracts from key officials in the Planetary Science Division to ensure information for the quarterly Annapolis Café Scientifique Planetary Science Series was accurately posted to the website.• Launch Support: • Gravity Recovery and Interior Laboratory (GRAIL) - Served as a bus escort for the tour and launch of GRAIL at the Kennedy Space Center (KSC). • Mars Science Laboratory (MSL) - Confirmed guest list for launch and tour at KSC.

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 Electronic Gate Sign) to inform employees and to encourage diversity. • 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 in the cafeterias, publicizing workshops on Dateline, Electronic Gate Sign, and via e-mail to the AOs and HCRs. As a result of the various publicity methods, the Situational Leadership II workshop was officered twice with 25 participants per session and the First Impressions Count workshop was offered twice with 25 participants per session.

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 performance management cycle.• 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.• As the Office of Human Capital Management (OHCM) Representative for the Safety Awareness Campaign (SAC), informed employees on various safety training sessions.• Disseminated safety information electronically to OHCM colleagues, which provided advance notification regarding the various safety sessions to plan accordingly.• Organized the Quality of Work-Life (QWL) Expo to showcase the various programs, clubs and organizations at Goddard to promote a healthy balance between work and life outside of Goddard. Coordinated the participation of various clubs, and programs; scheduled room; designed room layout to include any electrical requirements (i.e., laptop and/or TV/VCR combo), and scheduled performances by the Dance Club and the Goddard Child Development Center to increase employee attendance.

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 schedule.• 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.• Conducted annual end-of-year closing activities and reconciled reports.

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, Quarterly Awards, Agency Honor Awards, and External Awards.• 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.• Implemented the electronic submission of various work requests.• Established an evaluation process through the use of an Honor Awards Survey.• Revised the Reference Questionnaire which resulted in streamlining the review committee process.

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• Developed cost-phasing plans based on the period of performance and available funding• Initiated reprogrammings to provide funding for specific supplies/services/products and/or tasks, contracts or purchase orders• Initiated Small Purchases System (SPS) Purchase Requests (PRs) to procure various supplies/services/products and/or to fund a specific task, contract, or purchase order• Released SPS PRs to Team Lead for final verification and Branch Head for approvalFINANCIAL SYSTEMS INCLUDED THE FOLLOWING:Online Reprogramming System (ORS)• Funds management and control duties included establishing JONs and initiating reprogrammings to provide funding for specific supplies/services/products and/or tasks, contracts or purchase orders• Verified accuracy of BLI prior to approval and release of PRs• Interacted with other Resource Analysts (RAs) to request funding adjustments for a specific project, task, or contractCONTRACT MONITORING INCLUDED THE FOLLOWING:Online Cost Accrual System (OLCAS)• Accessed the OLCAS on a monthly basis to accrue actuals for a specific contract, grant and/or purchase order• Added or transferred contracts, grants, and/or purchase orders to the OLCAS as appropriate