Michael D. Dake, Sphr, Msir Email & Phone Number

Washington Dc-Baltimore Area

Falls Church, Va

Branch Chief responsible for the integration of human resources programs into the operations of the Defense Health Agency as it transforms to assume authority, direction and control of military medical treatment facilities currently operated by the U.S. Army, Navy, and Air Force, by direction of the National Defense Authorization Act of 2017. Oversee the program managers responsible for civilian employee performance management and awards, employee recognition ceremonies, Senior Executive Service management, human resources information systems, civilian employee voluntary separation programs, and all HR-related policy issuances of the Agency.

Falls Church, Va

First as a Deloitte consultant contractor, then as a civil servant, lead the Army Human Resources effort at the Defense Health Agency.

Huntsville, Alabama Area

Assisted current and prospective owners of commercial real estate in North Alabama and surrounding areas make the best-possible investment decisions. Established a practice in community association management (home and condo owner associations), a new function for my franchise.

Redstone Arsenal, Alabama

As an ORISE Fellow and Project Officer, recruit, organize, coach and mentor Health Promotion Officers and Health Promotion Program Assistants at five U.S. army installations across the United States facilitate a standardized community health promotion council process, and evaluate performance against established metrics •As Health Promotion Officer, assist the Senior Commander of Redstone Arsenal with establishing and facilitating a Community Health Promotion Council by building a coalition of senior leaders, subject matter experts, and community members to prioritize and improve the community’s comprehensive health status •Facilitate and integrate the actions of five interdisciplinary Working Groups to address needs for new programs and improvement of existing programs •Develop and document a comprehensive set of health promotion and administrative policies for the advancement of an Army community health promotion program on an installation predominantly staffed by civil servants, a new accomplishment in the Army and replicate that success across four additional installations •Recruit subject matter experts, service providers and community members to serve on Working Groups in support of accomplishing the Council’s goals.

Falls Church, Va

• Assistant to the Chief of Human Resources for the Defense Health Agency, a Department of Defense Combat Support Agency that coordinates the execution of the Military Health System and the provision of Shared Services in select medical functional areas, currently at Initial Operating Capacity• By conducting documents reviews, meeting preparation and follow-up, interviews, program analysis and other fact-finding and assessment tasks, ensures that the Division's customer support operations are consistent across the supported populations and strategic planning efforts support the development of the Agency to Full Operating Capacity

Aberdeen Proving Grounds, Maryland

* Senior administrative staff member for world-wide coordination of the U.S. Army's Public Health Enterprise* Coordinate accountable collaboration on staff actions among multidisciplinary teams stretching from Europe to Japan and across the United States * Receive, analyze and determine required actions for a wide variety of external assistance requests and assign work to subordinate organizations* Track compliance with work assignments and provide management reports* Identify opportunities for process improvement and organizational development and organize and facilitate teams to address them* Assist in resolving conficts between competing priorities and ensuring mission accomplishment* Coach other senior staff members on administrative processes and mentor junior staff members* Planned and conducted investigations and fact-finding inquiries into misconduct and process-related issues and advised senior leaders on actions to take.

Fort Knox, Kentucky

* Assisted Army physicians with career management and professional development* Coached and mentored new employees on personal development, leadership development, and competency development* Developed programs for employee assessment and assisted managers with retention* Managed the strategic human capital distribution of over 700 physicians in five clinical specialties to units around the world, aligning available inventory with agency goals* Raised fully trained staffing level of supported units from 14% to 97% in 18 months by identifying and coordinating a solution to a deficiency in enterprise-level training management practices, allowing senior Army leaders to improve medical readiness world-wide* Used multiple information systems to collect and analyze data for human capital management plans and briefings and regulatory compliance initiatives. * Served as liaison with Department of the Army-level medical education office to improve and sustain processes and procedures to screen, select, accession, and assign up to 1,000 physicians per year. * Directly responsible for coordinating the relocations of an average of 200 physicians per year and developed automated tools to assist other staff members with coordinating the moves of an average of 800 additional officers per year and trained staff on those processes* Prepared briefings for senior managers on complex process-related issues and proposed cost- effective and workable solutions. * Developed multiple knowledge management and sharing mechanisms that reduced process time and errors. * Assisted leaders two echelons up in developing organizational policies and procedures to accomplish the merger of three work forces and to develop training for implementation of those policies* Assisted Director-level headquarters with responding to audit readiness inquiries from Government Accountability Office on documentation of Army HR decisions and expenditures

Washington D.C. Metro Area

* Specially selected to supervise the recovery of Human Resources service delivery at the nation's then-largest military medical center following a period of organizational turmoil. * Built a 15-member multi-sector team of active duty, reserve, civil service and contractor staff to provide Best Practice-based human resources support to over 2,000 military medical personnel organized into five subordinate organizations* Performed a comprehensive review of human resources programs to determine adequacy, developed programs to fill the gap, and conducted training on new programs* Designed processes and systems to improve the flow of management information from subordinate units and sister staff sections to the brigade commander (CEO)* Collaborated with other human resource offices supporting approximately 2,000 civil service and contractor medical personnel to build a shared services model in preparation for the Congressionally directed merger of Army and Navy medical centers around the Nation's capital * Briefed senior leaders on the state of human resource programs * Consulted with senior clinical leaders on complex performance management, organizational development, and personal leadership development programs* Developed tools and processes that allowed rapid sharing and knowledge management of accurate human resources information among multiple echelons of the organization in support of executive decision making* Designed employee and organizational recognition programs and served as master of ceremonies for an average of 15 major morale-boosting events per year* Conducted fact-finding inquiries and made recommendations of corrective actions on a variety of disciplinary and system-error situations

Morgantown, Wv

Course work included* Employment Law* Conflict Management Processes* Staffing and Selection* Equal Employment Opportunity* Collective Bargaining Labor Relations* Performance Management and Training* Compensation Issues* Work Group Dynamics and Leadership* Arbitration Theory and Practice* Benefits* Organizational Performance Improvement* Human Resourses Information Systems (HRIS)* Strategic Management for Human Resources

I served as the liaison officer between deployed Army forces in Iraq and Afghanistan and U.S. Army Medical Command for medical human resources. I built forums and systems to resolve problems.

Supervised the provision of human resources support to the civil service and military staff of the outpatient clinics. Provided support to Regular Army and Army Reservce Soldiers. Assisted executive leadership with re-organizing the command to improve mission accomplishment.

* Designed and executed a rotational, experiential training program in all aspects of the human capital life cycle, focusing on the policies to develop and sustain the military medical workforce. * Established a Human Resources Balanced Score Card and Strategy Map for Army Medicine. * Assisted the senior Army medical human resource manager with an analysis of workforce development requirements that resulting in the renewal of funding for civilian education, which has since been continued and expanded, leading to a stronger military medical team over time. * Assisted with the evaluation of enterprise-level policies and systems for multidisciplinary effectiveness. * Completed a study on the application of Army-wide performance management policies to medical personnel in training. * Conducted new employee orientation programs for a newly established geographically disbursed blended workforce through the use of video teleconferencing and knowledge management tools. * Rotated through sections responsible for operational manpower/workforce development, data warehousing/executive decision support, strategic workforce management, medical special pays compensation programs, human resources information systems, and Congressional liaison.

* Lead an international team of junior military human resources professionals in providing high-quality transactional human resource support. * Supervised compensation, performance management, employee assistance, workforce accountability, and pre-arrival sponsorship of soldiers traveling from the United States. * Assisted the unit leadership with maintaining employee engagement and mission alignment in the aftermath of both the September 11, 2001, terrorist attacks on the United States and the removal from office of the battalion commander. * Assisted with developing policies to respond to an unclear and changing security situation and to maintain unit cohesiveness while serving overseas during a period of national crisis. * Advised the interim battalion commander on continuing operations in administrative areas. * Coached and mentored the leaders of our subordinate agencies in organizational development and strategic planning. * Conducted fact-finding inquiries and make recommendations of corrective actions on a variety of disciplinary situations. * Frequently consulted by human resources leaders in sister organizations on the application of Army HR policies to unit situations.

* Personally selected by the brigade commander to restore the agency’s ability to team with Army reserve organizations and deployable active and reserve Army unit to fulfill the Army's then-largest military medical center's mission as a force provider of medical teams. * Working with staff and leaders throughout the organization, recruited and coordinated fill for over 600 of 800 shared-workforce positions to be called on in times of national emergency and to improve the integration of community-based reserve medical units across the Atlantic seaboard. These units supported replacement staff for the medical center in the event of deployments of permanent staff to a contingency operation. * Developed and delivered training packages for agency personnel to sustain these gains. Two-thirds of these positions had been left vacant for long periods of time due to lack of priority of this combat support program. * Developed tools to streamline the management of the human resources information systems and trained staff across the organization on the use of the tools and the priority of the program.

* Lead a five-member team in providing comprehensive unit-level human resources support to over 200 enlisted and over 180 officer students enrolled in over 35 separate medical training programs at the nation's then-largest military medical treatment facility * Assisted with the personal and leadership development of newly accessioned soldiers into the Army culture and provided the foundation for success as military medical providers* Served as my immediate supervisor's permanent representative to the medical center's executive medical education committee and coordinated the activities of senior training program leadership to support the overall program goals of building a military medical team* Assisted with resolving conflicts of values between clinical-specific and generalized military training initiatives. * Administered a military justice program that focused on rehabilitation of minor- and first-time offenders while maintaining good order and discipline. * Selected by several sets of students as graduation speaker. * Established business processes for the increased integration of my company into the overall brigade despite physical separation and lack of standard office automation tools available to other, like oganizations.

* Lead a multi-sector workforce of civil service and contractor personnel in providing access to care to over one million Defense Department healthcare beneficiaries in the National Capitol Area* Developed new tools to address changes in the defense health program to a managed care model* Routinely briefed multiple general and flag officers on access to care issues in a 13-state region on coordination efforts between government- and contractor-operated patient appointing facilities* Identified the need for a staff-level working group to advance access to care solutions, and successfully coordinated with senior leaders to establish one* Served as first chairman of the resulting council and succeeded in developing a region-wide approach to the documentation of business processes* Routinely consulted by leaders of partner organizations on applying facility business rules to training programs* Resolved patient complaints about access to care, inadequate customer service, and related issues* Developed a “mission essential task list” approach to training clinic staffs on complying with medical center-level policies on day-to-day operations and appointment availability* Participated in contractor-sited pre-acceptance testing site of the Managed Care Support Module of the DoD Comprehensive Health Care System, which allowed improvements to support government business practice needs* Met with senior clinical leaders across the medical center to build the partnerships needed to convert all clinical areas from decentralized- to government-centralized-, to contractor-centralized appointing without loss of support to beneficiaries* Served as liaison between the separate multi-service strategic planning commmittees focused on information technology/systems and clinical operations to ensure that standardization of data fields in the merging information systems continued to support the core medical mission without losing the benefits of consolidation

Washington D.C. Metro Area

* Assisted with the development of a vertically and horizontally integrated military healthcare system in the National Capitol Area, focusing on change management, knowledge sharing, and organizational development* Drafted standard operating procedures for newly integrated business offices. * Assisted with preparation for and conduct of meetings of the the general officer-led Governing Body

Ba, History, 3.5 Of 4.0

Activities and Societies: Alpha Sigma Nu Student Senator 1993-1994, Student Advocate for the Sophomore and Senior Classes 1994 - 1995.

Msir, Industrial Relations And Human Resources, 3.9 Of 4.0

Activities and Societies: Industrial Relations Student Association MSIR Honors Society Beta Gamma Sigma International Business Honors.

Certificate In Essentials Of Project Management, Project Management