• DSF Implementation Team.  Provided support to Coast Guard subject matter experts in implementing recommendations from the DSF Stem-to-Stern Review. This high-profile project had the attention of all senior leadership in the Coast Guard and was reported to DHS as the Coast Guard’s leading priority. Facilitated working group meetings and supported development of multiple chartered working products. This project will ensure DSF members are properly trained, equipped, and supported to ensure the proficiency of the future DSF.
• Deployable Specialized Forces (DSF) Stem-to-Stern Review.  Facilitated a high-priority, comprehensive review of the effectiveness of DSF and ability to retain proficiency. The review involved hundreds of high-ranking subject matter experts throughout the Coast Guard and analyzed all areas, including resources, force management, operations, training, requirements, and organizational structure. Mr. Rutkovsky worked with the DSF Requirements Tiger Team to facilitate meetings and develop the final Tiger Team work product, including a listing of DSF operational requirements.
• Capstone Concept for Coast Guard Operations.   Supported the development of the Capstone Concept for Coast Guard Operations, which describes how the Coast Guard employs its capability, at the service level and across all missions, to address the broad array of current and future challenges. This translational concept bridges the high-level Coast Guard strategic documents such as Evergreen and Publication 1 with the collection of Coast Guard strategy, plans, and policy. It provides a framework that will guide Coast Guard operational posture and related mission support elements and frame recapitalization efforts. It describes the fundamental concept through which the Coast Guard implements operational policy and doctrine.

• Capability Management (Pub 7-0).   Drafted portions of Pub 7-0 which serves as an authoritative statement for conducting capability management activities in the U.S. Coast Guard. Organizational-level doctrine in Publication 7-0 provides underlying principles for the development of more specific operational-level doctrine and TTP to manage cutters, boats, aircraft, facilities, C4ISR, personnel and special resources used for mission execution and mission support. This doctrine identifies four disciplines; Requirements and Capability Analysis, Requirements Generation and Management, Capability Sustainment, and Process Management Interfaces.
• Coast Guard Planning Doctrine (Pub 5-0).  Supported identification and development of a collection of enduring best practices to provide guidance on mission analysis, performance assessment, and planning within the Coast Guard from Strategic to Operational and Tactical implementation. A collection of doctrinal publications was developed to categorize the policy and planning doctrine and support an identified overall doctrine hierarchy for all Coast Guard operations and support (later validated by the Riker Doctrine Study Group).
• Maritime Safety & Security Team (MSST) Force Reorganization Working Group.  Facilitated stakeholder workshops to develop several courses of action and a Plan of Action and Milestones (POA&M) to execute the potential disestablishment of MSSTs as directed by the MSST Force Reorganization Working Group charter and with supplementary direction from the Leadership Council and Executive Management Council (EMC). Supported identification of actions to reorganize remaining assets into a force structure that conveys a clear intent of the Coast Guard’s commitment to realign present-day MSST and Advanced Interdiction (AI) capabilities in a regional construct to gain efficiencies in command and control, training sustainment, and overhead costs.
• Joint Maritime Escort Test and Evaluation (J-METE).  Supported development and drafting of Modeling and Simulation (M&S) requirements for the feasibility study phase of this joint test. The study explored options for use of M&S to support field testing of tactics, techniques, and procedures (TTP). Worked with the Joint Test and Evaluation (JT&E) facility to select the Joint Conflict and Tactical Simulation (JCATS) model for the J-METE joint test.
• Mission Performance Plans (MPPs).   Contributed to development and drafting of Coast Guard MPPs. The MPPs lay out the mission, vision and strategic goals of Coast Guard missions. They also identify objectives, mission challenges and performance initiatives. Mr. Rutkovsky worked on the Defense Operations, Combating Maritime Terrorism, and Marine Safety MPPs.
• Standard Operational Planning Process (SOPP) and Global Force Management (GFM).  Supported development of a standard enterprise-wide process to develop and distribute operational planning guidance to Coast Guard operating units. The process links strategic intent, operational mission execution, and the federal budget process. This engagement involved contact with the Headquarters Mission Program representatives, Area Command representatives and District Command representatives.
• Combating Maritime Terrorism (CMT) Campaign Plan.   Supported development of a Campaign Plan, including a Strategic Plan and Strategy Deployment Plan. Risk Management Frameworks were applied to revise the CMT (formally the U.S. Coast Guard Ports, Waterways, and Coastal Security) Strategic Plan, consistent with the National Strategy for Homeland Security, Department of Homeland Security (DHS) Strategic Plan, USCG Maritime Strategy for Homeland Security, National Maritime Security Strategy, and internal policy guidance.
• Office of Command, Control, Communications, Computers and Information Technology (CG-6) Transition.   Contributed to development and design of business processes and organization of the newly reorganized CG-6. With CG-6 personnel developed an integrated set of practices to define and document CG-6 business processes. Practices developed include an enterprise wide System Development Life Cycle (SDLC), Information Architecture, Investment Management, and Information Assurance.

Previous Experience:

Senior Consulting Manager, Robbins Gioia, LLC                                                     1999 – 2003

• Team lead for the Transportation Security Administration (TSA), Airport Rollout PMO.   Provided TSA with PMO capability to roll out screening equipment and staffing for the 429 commercial airports in the United States within 12 months.  This congressional mandate could not be extended.  Responsibilities included development and maintenance of a master schedule to track activities of the integrations contractors (Lockheed Martin and Boeing) at the 429 airports; writing and maintaining a risk plan to identify, quantify, and track risks.  Developed the governance process and wrote the governance plan to manage the rollout; developed a “standard” requirements document of airport security enhancements.  Wrote and implemented a change control process to manage airport requirement changes; developed airport rollout performance metrics and maintained weekly measures of performance.  Wrote the transition plan to hand off the work of the rollout team to the newly created TSA staff, and documented lessons learned.  Managed PMO staff of 12 people.
• Provided Project & Program Management consulting and support services to the Military Sealift Command.   Developed a life cycle management process for the Command, Control, Communications and Computer Systems (C4S) Directorate.  This included development of a charter for the (recommended) Life Cycle Working Group, development of an internal communications plan to keep stakeholders informed, completion of an issues/ actions tracking tool, and development of a C4S strategic plan (with metrics and implementation schedule).
• PM Assessment of State of Maryland Voting and Registration systems.   Led team to assess the current state of a multi-million-dollar project to provide Maryland with new voting machines and registration system.  Assessed current state of project against best project management practices.  Report resulted in recommendations to change reporting requirements; implement additional controls to track contractor cost, schedule, and performance; and hire additional oversight staff.
• Project manager for Lucent Technologies.   Provided project control for construction of state-of-the art fiber optics plant.  Responsible for construction (schedule, scope, cost) of the plant and supporting service systems.  Developed an acceptance process and documentation for Lucent acceptance of the physical plant.
• Team lead to develop acquisition strategy for joint service logistics support IT system for the U.S. Marine Corps.   Conducted assessment of current state of system acquisition (behind schedule and over budget).  Developed strategy to adequately staff project, deal with stakeholder issues, and reestablish cost, schedule, and performance baselines.  Strategy was accepted and implemented.
• Team lead for PM engagement with Nortel Networks.   Developed Project Management policies and procedures for a worldwide Project Management Office, including global reporting methods and metrics.  Managed a staff of six personnel located at three sites, including Washington, DC, Texas, and Michigan.
• ARINC project management support services.   Provided schedule management and analysis support for aviation communications software development project at ARINC.

United States Coast Guard                                                                                           1974 – 1999

During his career, Mr. Rutkovsky held multiple leadership and management positions, including:

• Deputy Executive Director, The Interdiction Committee, Washington, DC.  Worked with heads of U.S. Customs Service, DEA, U.S. Border Patrol, DoD, and the Coast Guard to jointly develop strategic plan for the Committee.  Met with heads of agencies on a monthly basis and facilitated meetings.  Initiated first interagency plan to coordinate federal law enforcement agencies’ counterdrug operations and policies at the U.S. borders.
• Program Manager for U.S. Vessel Traffic Service (VTS).   Initiated first public/private partnership to operate and fund a public VTS in the United States (Valdez, AK).
• Executive Officer, Alternate Captain of the Port – U.S. Coast Guard, New York, NY.   Directed delivery of Coast Guard services in Port of New York.  Chief, Human Resources, for 350 persons located at five separate facilities.  Led team to relocate operating facility from Manhattan to Staten Island, New York, resulting in 20% reduction in annual operating costs.
• Chief of Port Operations, U.S. Coast Guard Marine Safety Office, Long Beach, CA.   Responsible for Marine Safety enforcement; eliminated backlog of more than 200 (40% of annual load) safety violations in first year on job.  Project manager of large-scale federal oil spill cleanup directing 500 contractors and government employees.
• Chief Financial Officer (CFO), Chief Logistics Officer.  U.S. Coast Guard Research & Development Center, Groton, CT.   Led project to install accounting software system to manage $20M in contracts and purchases; eliminated $50K in late payment fees.  Warranted federal contracting officer.
• Commanding Officer/Captain of the Port.  U.S. Coast Guard Station New London, CT.   Project Manager of $3M salvage operation of sunken oil-laden barge.  Completed two weeks ahead of schedule, 8% under budget, without pollution.  Managed diverse workforce of federal, state, and contractor personnel in this successful salvage.

Education:

M.B.A., Rensselaer Polytechnic Institute, 1981

B.S. History Government, US Coast Guard Academy, 1974

Project Management Professional (PMP), 2002

University of California Irvine, Certificate HAZMAT Management, 1985

Skills and Expertise:

• Mr. Rutkovsky has completed Federal Emergency Management Agency (FEMA) training on developing, facilitating, conducting, and evaluating drills and exercises. He has also successfully completed the Basic Incident Command System, National Response Framework, and National Incident Management System Training Courses.
• Mr. Rutkovsky is proficient in the use of the full Microsoft Office suite; used extensively through various forums to communicate assessments and recommendations.
• Mr. Rutkovsky holds a current SECRET security clearance
• Mr. Rutkovsky is the Facility Security Officer from MSI