Terrence Parker

* ****** ***** ******, ** ***** . 703-***-**** . adxkbj@r.postjobfree.com

Social Security Number: XXX-XX-2678 Federal Status: AD-0343-14 Citizenship: U.S. Security Clearance: TS/SCI

SUMMARY

I have worked on Overseas Contingency Operations projects since 2015. During my time in the Overseas Contingency Operations, Division within the Audit Component, I volunteered for a six-month rotation to Qatar and received a six-month extension for my outstanding performance. I volunteered for a 90-day rotation to Afghanistan and received a promotion and nominated for Senior Auditor of quarter for my excellent leadership. Additionally, I have coached team members on how to complete analysis working papers, report writing, and how to run meetings with clients to improve team performance. My experience has provided me the knowledge and versatility to be able to lead teams performing evaluations of programs. As a team lead, I have proven that I can successfully lead a team while continuing to provide the professional skills needed to support the DoD OIG mission.

EDUCATION

Bachelor of Business Administration, Accounting (BBA) North Carolina Central University Durham, North Carolina May 2009 PROFESSIONAL EXPERIENCE

Office of the Inspector General, Department of Defense Program Analyst, AD-0343-14 (40 hrs/wk) Salary: $121,268 August 2009 – Present

Department of Defense, Office of the Inspector General Alexandria, Virginia

Supervisor: Alexander Galcius, 703-***-****

As team leader, I oversaw the planning, surveying, and execution of 2 audit projects. Specifically, I led the “Audit of Training Mobile Medical Teams”, and the “Audit of Army Oversight of National Afghan Trucking Services 3.0 (NAT 3.0) Contract”. As a team member with the Evaluations Component, I served as a project lead on the

“Evaluation of the U.S. Combatant Commands’ Responses to the Coronavirus Disease--- 2019” and “Transfer of Combatant Command Responsibilities for Israel.” Additionally, I served as one of the Readiness and Global Operations (RGO) Security Managers and served as a recruiter to interview college students for internships and entry level positions. In overseeing the planning, surveying, and execution of each of these projects, I:

• Oversaw the planning, methodology, and audit approach was completed in accordance with GAGAS and OIG-Audit policies. For example, on the Audit of Mobile Medical Teams, I reviewed and provided feedback to the fieldwork guide, including fieldwork steps. I identified audit steps were fully documented and approved in the audit plan. I ensured the fieldwork guide addressed the proposed scope and methodology was adequate to address the audit objectives. I also ensured the fieldwork guide addressed the audit team had enough resources, sufficient and competent staff. As a result, the audit team met expected timeframes for completing audit work. I reviewed and provided feedback to the development of the 12-week plan, that map out the tasks and steps needed to be completed to help the audit team reach the planning debrief milestone. I also reviewed several planning steps and meeting write-ups to ensure they met GAGAS and OIG-Audit policies. This allowed us to quickly get through the Independence Reference Review (IRR) process.

• Ensured projects were conducted in a manner that satisfied evaluation objectives. For example, on the “Evaluation of the U.S. Combatant Commands’ Responses to the Coronavirus Disease---2019”, I led three team members through fieldwork and reporting phases. I also assumed the project lead for the “Transfer of Combatant Command Responsibilities for Israel” and executed the project with minimum guidance from fieldwork through report phase. During execution of both projects, I led team meetings, coached team members on developing methodologies to complete analysis working papers. Additionally, I reviewed and completed analysis working papers to ensure working papers provided a supportable basis for reporting and are in accordance with evaluative standards. I created project plans to track the progress of the project and team member assignments. I also coached team members in developing and applying analytical techniques to complete their assigned working papers. As a result of my leadership, the project went to Discussion Draft much faster than leadership expected. Also after staff changes and assuming the project lead role, I issued a draft report for “Transfer of Combatant Command Responsibilities for Israel.”

• Reviewed working papers and other written documentation prepared by auditors under my direct supervision ensuring they were accurate, timely, provided a supportable basis for reporting, and in compliance with applicable regulations. My review ensured that written products were clear, concise, and fully addressed the objective and purpose of the written product. For example, on the Training of Mobile Medical Teams Audit, I reviewed planning working papers, meeting write-ups, and fieldwork steps and worked to ensure accuracy, standards compliance, and evidence sufficiency. Another example, on the NAT 3.0 audit, I performed first-line reviews on several working papers in the project. Specifically, I reviewed a summary working paper concluding the Army overpaid contractors $323,989 and potentially waived $1.3 million in deductions that should have been penalized to the contractors. My thorough reviews of summary working papers and supporting documentation ensured the numbers in the report were accurate, the information in the summary working papers were complete, cross referenced, and in accordance with GAGAS and OIG Audit policy. This also resulted in me being nominated for Senior Auditor of the quarter.

• Prepared, planned, scheduled, coordinated, and conducted briefings and meetings with senior DoD officials, program management representatives, senior DoD OIG management officials, and external parties. For example, on the “Audit of Mobile Medical Teams”, I worked closely and collaborated with the Joint Staff Surgeon General’s office coordinating with senior officials on three complex Joint Requirements Oversight Council Memorandums and numerous recommendations related to the Mobile Medical Team training. As a result, management was able to clearly understand our recommendation and make the appropriate response.

• Scheduled and held meetings with the Joint Staff Surgeon General’s office to obtain supporting documentation, I was clear in my requests, which ensured timely receipt of the documentation. I then answered questions from the Audit Front Office on this topic during the planning debrief, explaining the recommendations that had not passed their suspense date and the additional follow-up needed to be completed. As a result, our team received approval for additional time to allow recommendations to reach their suspense date so that the team would be able to complete adequate follow-up and stay within established milestone timeframes. On each audit I have led, I planned, scheduled, coordinated, and conducted briefing and meetings to provide information on the objective, scope, methodology, findings, conclusions, and recommendations to both DoD officials and DoD OIG officials, so they can clearly understand all aspects of the audit as it occurs.

• Prepared and staffed draft and final report for each project I led. Additionally, I perform reviews of reports prepared by staff. For example, for the Training of Mobile Medical Team Audit, I assigned specific report sections to staff members based on the analysis they performed. I was responsible for reviewing the report at several stages before submission to the manager to ensure that draft products were clear, concise, logically organized and in accordance with OIG guidance. Additionally, I provided feedback and comments to team members on sections in the report to update. As a result of my leadership, the team issued a quality draft and final report that was completely referenced and factually accurate. Another example, on the Audit of NAT 3.0, I led the development of the discussion draft and final report. I wrote the contractor surveillance finding, and reviewed all other report sections to ensure its clarity, flow, and compliance with OIG guidance. I led the effort to address RGO and Audit Front Office comments to the discussion and final report. I coordinated and led meetings with my team to discuss senior management comments. This led the team to be able to update the report to address management comments and ensure that the report was well written, accurate, concise, and supported.

• Assessed management comments for reports to determine if corrective action taken or proposed are adequate. I also ensured proper resolution and mediation of those comments. For example, on the Audit of NAT 3.0, I ensured the audit clients were aware of the finding and recommendations to enable proactive management actions taken. I followed up with management to obtain supporting documentation to address and resolve recommendations. Another example, on the Training of Mobile Medical Teams Audit, I conducted meetings to brief stakeholders on recommendation in the draft report and I performed follow-up with the stakeholders to obtain supporting documentation for course of actions to address the recommendations in the draft report. I also addressed management comments for “Transfer of Combatant Command Responsibilities for Israel” and led briefing with the client to received concurrence on recommendations.

• Supervised, evaluated, and promoted the development of audit staff members of various experience levels during all phases of an audit. For each employee, I provided input to the Project Manager. For example, I identified performance successes, areas needing improvement. I also, discussed these things with staff members to help them improve their development. For example, when a newly promoted auditor was assigned to my team but struggled with the pace that the team worked at, I held counseling sessions and provided some tips on ways to plan and prioritize work. As a result of my leadership, the team member improved throughout the audit and was able to complete their work at agreed upon milestones.

• Coached and mentored my peers (GS12s and under) and other audit staff in how to resolve conflicts with team members they work with. I provided guidance and suggested courses of actions to resolve miscommunications and tension within the team dynamics. Additionally, I coached team members on how to complete analysis working papers and prepared team members to lead meetings with clients. As a result of my coaching, my team members’ performance improved.

• Coordinated with project managers and program directors across RGO in multiple divisions to maintain appropriate security measures and handling of classified information, such as completion of the annual safe cleanouts and obtaining access to SIPR space. I helped resolve security violations, loss common access cards

(CACs), and safe issues. I completed the security section of internal controls for classified and sensitive materials for inclusion in the FY2020 Managers Internal Control Program (MICP). I also trained RGO staff on suite arming, disarming, and safe lock procedures.

• Recruited potential college graduates for entry level positions with agency. Specifically, I functioned as a recruiter at the North Carolina Central University. As a recruiter, I participate in annual Job Fairs, conduct interviews with students for internships and full-time employment, and develop effective relationships with senior officials and professors at the school. I also reviewed the students resumes and provided feedback for updates and best practices for resume writing.

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HONORS AND AWARDS

DoD Office of Inspector General, Auditor of the Quarter, Third Quarter FY 2016 DoD Office of Inspector General, Report of the Quarter, Second Quarter FY 2016 DoD Office of Inspector General, Nominated for Auditor of the Year, FY 2016 DoD Office of Inspector General, Nominated for Senior Auditor of the Quarter, Third Quarter FY 2019

REFERENCES:

Available upon request.

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