Claudia Sandoval

Operations and Safety Manager

California Army National Guard – Counterdrug Task Force

01.2015 - Current

Led operational planning, execution, ensuring adherence to safety protocols to the California Army National Guard, Counterdrug Task Force and military police company, organizations comprised of over 400 military personnel
Senior advisor of a high operational tempo military police company
Administered organization’s awards program; reviewed and advised on personnel, resources allocations, and talent management; monitored diversity and inclusion initiatives; and interpreted pertinent regulations, polices and guidance, applying them to organization policies as needed
Developed guidance and briefed executive leadership on operational and safety protocols pertaining to illicit narcotics, drug prevention among youth, providing recommendations and methods to improve policies and procedures throughout the state
Included analyzing and advising on proposed reorganizations or realignment of functions
Provided input in the development of manuals and directives covering the administrative aspects of operations
Researched regulations, publications, and information to become versed in all human resource, protocol and administrative matters that could negatively affect members of the organization
Conducted routine inspections and training events
Compiled reports for executives on challenges, trends, and delinquencies, presenting them in memorandum format and briefing them with the use of PowerPoint
Directed a multi-functional command staff comprised of ten Human Resource Specialists, logistic analyst, intelligence analyst, budget and resource management operators
Monitored work progress and efforts; observed and evaluated personnel performance; and provided feedback and professional growth opportunities
Supervised the onboarding and training of new personnel, as well as taking and approving corrective or disciplinary actions
Ensured personnel at all levels were recognized for excellence or held accountable for their performance
Developed and managed agendas and itineraries to synchronize plans and engagements to achieve strategic effects across the state
Coordinated logistical support to include commercial air (COMAIR) and military air (MILAIR) transportation, billeting, communications, and security requirements
Directed, managed, oversaw, and coordinated organization strategic human capital, administrative, training and support programs and planning for the FEMA Region IV Homeland Response Force (HRF) (49th Military Police Brigade, California Army National Guard); with over 2,000 operational personnel, supporting 3 subordinate organizations
Includes all hiring activities, employee performance and development programs, awards programs, training, and continuity of operations
Developed vision for administrative excellence, organizational performance objectives, workflows, and scheduled work agendas based on priority, personnel capability, and level, and to best promote a solid work-life balance for the department personnel
Managed and approved personnel leave and accountability, pay, and policies
This included FMLA leave statuses
Operations Leader and Supervisor Supervised the development of the organization’s three, strategic, multi-year support strategies to provide personnel and administrative support during steady state/normal training operations; State Emergency operations; and supporting national emergencies as the HRF
Ensured strategies were flexible enough to support incident, event, or training objectives, while allowing for strategic and tactical alternatives, achieve organizational goals, and focus on customer service
Plans specified methods of ensuring continuity, as well as meeting state and national requirements
Led transformational change within organization, making administrative excellence a priority and addressing a five-year trend of declining customer service and lack of task accomplishment
Conducted an in depth qualitative and quantitative analysis of workforce personnel, programs, policies, and procedures
Researched options; developed a change strategy; planned and briefed stakeholders; and managed change by continuously monitoring and evaluating performance
Wrote organizational policies and developed technical and administrative processes to improve efficiency and effectiveness of operations
Wrote quarterly executive summaries on the organization’s status, readiness, requested resources, challenges and the strategies to overcome those challenges, using Excel and Word, and PowerPoint
Presented written reports and oral briefings to organization leadership at all levels
Information was used by the executives to make decisions
Led operational team through routine analysis of workforce challenges at all levels of the organization
Wrote and delivered briefings and reports to organization executives on talent pipeline issues, in person or using telecommunication techniques
Using predictive methods to analyze workforce loses over time, was able to inform executives on anticipated talent shortfalls, and proposed multiple methods to close the talent gaps to include internal recruitment, cross training, and external messaging
Communicated strategies via email, memorandum and briefings to supervisors and managers ensuring understanding and compliance, as well as conducted multiple briefings to employees
Conducted quarterly performance evaluations, implementing performance development and improvement programs as needed
Ensured personnel set professional and personal goals and set the climate and conditions in the directorate that made it possible for them to attain them
Recommended promotion, recognition, or disciplinary actions as needed
Performed routine, systematic, and objective analysis of staffing and disciplinary trends; training shortfalls; quantitative administrative metrics; employee performance; and equipment and logistics capabilities
This included routine review and adjustment (if needed) of organization policies
Developed organizational vision that became the backbone of the team and provided objectives and goals that every employee could get behind
Conducted initial qualitative and quantitative analysis of workforce, human capital, operations, safety issues, and logistical support processes
Evaluated policies and programs, making changes or developing new processes where needed
Instructed monthly resilience training sessions with organization personnel
Trust and openness of the program prevented at least three self-harm incidents
Analyzed workforce issues, implementing promotion and training course decisions, based on objective observations and performance evaluation
Utilized a recruitment plan that focused on growing personnel from within the organization to fill future talent gaps
Strengthened organization’s diversity and equal opportunity policies, adhering to those policies, considering them in all decisions
This resulted in no EO, EEO, sexual harassment or sexual assault violations during the entire period of command.