Timothy Gerald

Senior Executive responsible for leading a worldwide security and law enforcement organization responsible for protecting a population of 660,000 Active Duty, Air National Guard, Air Force Reserve and Department of the Air Force civilian personnel as well as all Air Force warfighting assets (nuclear & conventional) at 180 military installations. Responsibilities encompass the areas of anti-terrorism, force protection, physical security, nuclear security, law enforcement, investigations, military working dogs, small arms and munitions, installation defense, counter-small unmanned aerial system operations (C-sUAS) and corrections/confinement.

- Led efforts to create a National Capital Region Counter-small Unmanned Aerial System (C-sUAS) situational awareness tool with the specific purpose of protecting presidential movements. Advocated for and received $12M to fund initial development of the project.

- Created a Criminal Justice Enterprise Steering Group with representation from the Office of Special Investigations, Office of the Special Trial Council, the Air Force Judge Advocate, and Security Forces with the intent of collaborating on efforts regarding law enforcement and security policy, training, and operations.

- Keen oversight of the $357M Air Force Security Enterprise budget directly enabled a 30% increase in unit level operating funds, full funding of the personal protective equipment kit, and execution of additional contingency funds to replenish depleted stocks of deployable equipment.

- Directed a top to bottom review of all Security Forces policy documents and doctrine. Efforts resulted in a 50% reduction in policies, a complete rewrite of Security Forces doctrine, and shifted risk acceptance detailed in policy from the headquarters to installation commanders.

- Focused the efforts of the headquarters staff on professionalizing law enforcement operations across the Security Forces enterprise to meet newly established Department of Defense Peace Officer Standardization and Training (POST) requirements. Approved a new 10-week police academy, a new law enforcement special experience identifier and the credentialing of 7.6K active duty and civilian Law Enforcement Specialists.

- Developed the first Human Capital Strategy and Career Roadmap for the utilization, growth, and development of the 5000-person Security Forces civilian workforce…created a fulltime GS-15 Civilian Career Field Manager position and chartered a Civilian Development Council to oversee implementation.

Served as a senior advisor to the Air Force Director of Security Forces (A4S) on matters concerning organizing, training, and equipping Security Forces as well as Planning, Programming, and Budget Execution. Represented A4S with a variety of Department of Defense and functional area organizations. Developed, interpreted, coordinated, and implemented Secretary of the Air Force protection policies and procedures to provide planning, programming, and budget guidance to advocate for resources (dollars, equipment, and manpower) for the Agency.

- Developed a modernization funding strategy for the Air Force’s Electronic Security Systems (ESS). Defunded unnecessary projects and reallocated $187M to our ESS modernization efforts, thus reducing the time to upgrade all systems worldwide from 14 years to less than five.

- · Commissioned a Capabilities Based Assessment to determine resources, both material and non-material, needed to properly organize, train, and equip the Security Forces career field through 2035…top 25 solutions funded and implemented.

- · Established a Financial Management Working Group to construct a core planning cell to manage execution of the Security Forces career field’s $350M+ annual budget. Ensured financial resources were targeted to meeting the challenges of great power competition with a peer adversary.

Served as the senior advisor to the Commander for physical security, law enforcement, antiterrorism, security operations and mission assurance. Provided policy and oversight for protecting AFDW resources and the 16,000 assigned personnel from terrorism, criminal acts, sabotage, and acts of war as well as ensured the 1500 security forces members assigned to the command were trained and ready to support day-to-day and contingency operations. Subject matter expert for all Presidential, senior U.S. government official and distinguished visitor protection, and all executive aircraft security operations.

- Identified chronic shortage and backlog of Top Secret Presidential (Yankee White) Security Clearances that adversely affected the mission readiness of the Presidential Security Unit. Engaged with the Department of Defense and the White House Military Office to develop a corrective action plan. Cleared a backlog of 130 clearances in less than 30 days, increased the number of personnel cleared before their arrival by 50% and finally, this issue which had persisted for more than 40 years was resolved.

- Led interagency effort designed to assess risk and implement improved security policy for the protection of AF-1 and its associated maintenance and support facilities. Successfully integrated a diverse group of stakeholders into a cohesive team focused on improving the security posture of AF-1.

- Guided a comprehensive antiterrorism program; established an operations-intelligence fusion cell, a Threat Working Group, and an Anti-terrorism Executive Council to disseminate threat information and coordinate response efforts across local, state, and Federal jurisdictions.

Senior Leader for the Agency's law enforcement administration and operations. Planned and evaluated agency-wide security programs, developed policy and oversaw all traditional security disciplines. Served as the expert technical advisor on law enforcement and security related laws, regulations, functions, policies, and procedures. Oversaw the planning, staffing, recruitment, criminal intelligence, and logistics support for 24 hour-a-day police operations at five installations around the country.

- Developed a strategic framework that defined the resource allocation decision making process as well as the roles of the headquarters and Site Directors in that process. The result of implementing my strategic framework was a sweeping analysis of requirements, with all parties actively participating, that documented manpower and budget requirements at each base, and concluded in a 20% decrease in our annual budget request.

- Initiated an Agency-wide review to address confusion surrounding jurisdiction and police powers. My review resulted in seven installation-level MOUs signed with local law enforcement agencies that provided clear lines of authority and jurisdiction for the Agency’s police.

Principal advisor to the Under Secretary of Health and the Deputy Under Secretary for Health Operations and Management on matters affecting law enforcement policies/operations, professional standards, staffing, training requirements, recruiting and retention issues as well as physical security, critical infrastructure protection and security administration.

- Drove effort to place my officers on a special pay scale. In coordination with OWS, I developed a comprehensive pay plan based on geographical regions. The Under Secretary for Health approved my recommended pay plan, netting an average of $20K annually for officers across the Administration. Additionally, retention skyrocketed from 88% to 95% within 18 months.

- Revised and updated the Police staffing model. Led a team of Police Chiefs in developing a formula-based model that fully considered all factors associated with appropriate staffing levels, including facility size, crime rates, patient and staff population and Community Based Outpatient Clinics.

Provided executive leadership and vision to a department comprised of 300 employees at two separate locations. Oversaw personnel, physical/technical, information and industrial security, as well as, internal investigations, law enforcement operations, emergency management and critical infra-structure protection.

- Conducted a workload analysis to determine how my Office’s employees spent their duty day. After compiling the results of the analysis, I met with the Agency Director and Associate Directors to present the findings. After my presentation, the Director mandated that a like analysis be conducted across the entire Agency. My work resulted in an annual savings of $1.5M in personnel costs and approval to fill 10 of 15 vacancies that were frozen.

- Created a training model, based on supervisory and employee input, that detailed the developmental path for the Office’s personnel. The continuum allowed the department to identify skills gaps, plan resource expenditures and involve employees in their future development. As a result of my efforts, my office received $200,000.00 to fund employee development efforts; allowing employees to attend developmental training for the first time in years.