Adlene Larry

***** ****** ******

Grandview, MO *4030

Mobile: 816-***-****

Day Time: 816-***-****

OBJECTIVE: To secure a position in the education field. Focusing on children with learning disabilities. This position will allow me the opportunity to utilize my skills acquired as a certified special education teacher with a B.S. in Science. While working as a department manager with the Internal Revenue Service, I also was a certified instructor for teaching employees who were in the manager’s trainee program. Skills developed included organizational and communication skills, problem solving techniques resulting in effectively delivering and supporting the mission of the agency to provide and support the Nation’s taxpayers by providing top quality taxpayer assistance to our customers.

WORK EXPERIENCE: Internal Revenue Service IR-340-02 Kansas City, MO 5-27-18 – Present

Department Manager, Collections Operation, CSCO – DETAIL I have been on a Detail to Collection Operations, in SB/SE as a Department Manager. Internal Revenue Service IR-340-02

Kansas City, MO 07/12/15-5/27/18

Department Manager, Accounts Management Operation, IDTVA Organization In July of 2015, I was realigned to Identity Theft Victims Assistance Organization as the Department Manager. The realignment was a huge undertaking for the Organization. I played a crucial role for the Kansas City site stand up. I assisted with the crosswalk of employees from one site to another where the employees were realigned to the Fresno Site. This involved holding 7114 meetings with the employees, changing of IDRS numbers, ensuring employees completed OL 5081s timely and accurately. These teams consisted of 14-15 Customer Service Representatives each working ID Theft Program, Accounts paper and phone inventory. I provided the managers with tools to keep track of when their annuals and mid-years were due to ensure they were completed timely. I also provided them with feedback on their performance such as making sure the EQRS reviews, CJE 5 Reviews, Auto Aged Listing, Reports and Controls were prepared timely and accurately. I was able to identify one manager who was not completing their annuals and midyears on a timely basis. This provided me with the opportunity to provide the manager with performance feedback. I have the managers to submit a weekly read file so that I could see if they were providing their employees with feedback, as well as if an employee’s rating was decreasing that they were addressing this as well. I am a member of the Management Advisory Group, which consists of managers throughout the enterprise. We work on ways to improve issues concerning management. At this time we are working on ways to improve employee engagement while working without a budget. Once we have brainstormed many ideas and suggestions and are working on putting together a template for others to use as a mean to engage employees.

WORK EXPERIENCE: Internal Revenue Service IR-340-02 Kansas City, MO June 2009 – July 2015

Department Manager, Accounts Management Operation

As the Department Manager for Accounts Management Operation I am responsible for leading and developing nine Frontline Managers, and over 135 Customer Service Representatives. The Customer Service Representatives are responsible for perfecting 1040X tax returns and answering the toll-free phone line. I was faced with the challenge of determining the program objectives, decreasing the aged inventory and improving customer accuracy as well as ensuring the employees provides quality customer service when taking toll-free calls. One obstacle I faced while focusing on reducing aged inventory and improving customer accuracy was the lack of available resources. Until additional staffing could be hired, I implemented a process to reduce aged inventory by ensuring that CSR’s adhered to the FIFO (First in-First Out) requirement. I set up a spreadsheet identifying each team’s ten oldest cases each week. I reviewed these cases on a weekly basis to ensure the same cases were not on the spreadsheet week after week. This effort was proved effective in assisting the Operation in reducing the volume of aged cases. I collaborated with the P & A Resource Coordinator to hire additional Customer Service Representatives to assist in reducing the inventory. The new hire employees were trained on a specific program which allowed the more experienced employees to work the aged cases to reduce that inventory. Accounts Management Operations went through an organization realignment of two Operations which involved over 800 employees. The objective of the realignment were to place employees who work the same programs on the same team as well as placing the permanent employees in permanent teams as well as seasonal employees in seasonal teams. During this realignment, I collaborated with the Realignment Team on a weekly basis to ensure the employees were all placed in a team and to reduce the amount of time an employee shared desks. For example, if an employee tour of duty started at 8:00 a.m. I would ensure that this employee share desks with a night shift employee who comes in at a later time. As a direct result of the Realignment, employees were placed in teams that performed like work. They were able to assist each other with questions on a particular program thereby improving the quality and efficiency of that particular program. After the completion of the realignment, the employees who were trained on Identity Theft (ID Theft) were placed in one Department. This is the first year that the employees where fully trained on this program. The efficiency and quality in this program was below the program goal. I volunteered to be the Department Manager over this Program. I was faced with the obstacles of ensuring all the employees in the Department had been fully trained. During the realignment, some employees were scattered throughout both Operations in Accounts Management. I established a task force to identify ID Theft employees who were trained in this program but were not in this Department and some who were not trained but was assigned to this Department. I monitored the placement of ensuring that these employees were placed in the correct Department. By having all the employees in one Department, I was able to hold meetings with the stakeholders and identify problems and error trends and as a result improve the quality of the program goals identified by the organization. WORK EXPERIENCE: Internal Revenue Service IR-340-02 Kansas City, MO 10/09- 07/11/2015

Department Manager, Accounts Management Operation

As the Department Manager for Accounts Management Operation I am responsible for leading and developing nine Frontline Managers, and over 135 Customer Service Representatives. The Customer Service Representatives are responsible for perfecting 1040X tax returns and answering the toll-free phone line. I was faced with the challenge of determining the program objectives, decreasing the aged inventory and improving customer accuracy as well as ensuring the employees provides quality customer service when taking toll-free calls. One obstacle I faced while focusing on reducing aged inventory and improving customer accuracy was the lack of available resources. Until additional staffing could be hired, I implemented a process to reduce aged inventory by ensuring that CSR’s adhered to the FIFO (First in-First Out) requirement. I set up a spreadsheet identifying each team’s ten oldest cases each week. I reviewed these cases on a weekly basis to ensure the same cases were not on the spreadsheet week after week. This effort was proved effective in assisting the Operation in reducing the volume of aged cases. I collaborated with the P & A Resource Coordinator to hire additional Customer Service Representatives to assist in reducing the inventory. The new hire employees were trained on a specific program which allowed the more experienced employees to work the aged cases to reduce that inventory. Accounts Management Operations went through an organization realignment of two Operations which involved over 800 employees. The objective of the realignment were to place employees who work the same programs on the same team as well as placing the permanent employees in permanent teams as well as seasonal employees in seasonal teams. During this realignment, I collaborated with the Realignment Team on a weekly basis to ensure the employees were all placed in a team and to reduce the amount of time an employee shared desks. For example, if an employee tour of duty started at 8:00 a.m. I would ensure that this employee share desks with a night shift employee who comes in at a later time. As a direct result of the Realignment, employees were placed in teams that performed like work. They were able to assist each other with questions on a particular program thereby improving the quality and efficiency of that particular program. After the completion of the realignment, the employees who were trained on Identity Theft (ID Theft) were placed in one Department. This is the first year that the employees where fully trained on this program. The efficiency and quality in this program was below the program goal. I volunteered to be the Department Manager over this Program. I was faced with the obstacles of ensuring all the employees in the Department had been fully trained. During the realignment, some employees were scattered throughout both Operations in Accounts Management. I established a task force to identify ID Theft employees who were trained in this program but were not in this Department and some who were not trained but was assigned to this Department. I monitored the placement of ensuring that these employees were placed in the correct Department. By having all the employees in one Department, I was able to hold meetings with the stakeholders and identify problems and error trends and as a result improve the quality of the program goals identified by the organization. Work Experience: Internal Revenue Service IR-340-01 Kansas City, MO 1/14– 4/14

1/12 – 3/12

Operation Manager, Accounts Management Operation

I was on a temporary promotion as the Operations 1 Manager on two separate occasions. During this assignment, I was responsible for the day to day operation and function of the Accounts Management Operation. I was responsible for ensuring the accession schedule for staffing was adhered to. I reviewed and monitored the overall hiring of Customer Service Representatives by meeting with the Training Manager and directing the hiring of the employees. Accounts Management Operation went through a realignment of employees which consisted of more than 800 employees. I managed organization change of the Accounts Management Realignment Team. I ensured the plan was carried out in an efficient manner following all guidelines and procedures. I also collaborated with the National Treasury Employee Union to ensure the contract was being adhered to. Realigning of these employees was an enormous task considering all the extensive research and planning that went into this move such as ensuring there was very little if any overlapping of employees on the day and night shift, placing employees in teams that worked similar programs, having employees choose their desk, and employees who had Reasonable Accommodations that prohibited them from moving and other details.. After the realignment of employees into teams, I also had to assist with hiring and placing managers in teams that they were most skilled in. Not only did I collaborate with NTEU, but I also had to involve Labor Relations, Employee Diversity, Reasonable Accommodation Specialists and also Buildings Management. The realignment was accomplished with very little difficulties. The Operations Manager and I, held regular Focus Town Hall meetings, providing employees a forum to express their concerns regarding work issues.

This information was captured and each issue was addressed and resolved as appropriate. To date approximately 95% of these issues have been resolved. I oversaw the inventory of the Operations as well as the accuracy of the programs worked in the Operations. An action plan was created to help improve the accuracy in all programs with a great amount of concentration on Identity Theft (ID) Program. A task force was put together to include work leaders, subject matter experts (SMEs) to identify error trends to improve the Quality in the programs worked to achieve the goals of the Operations.

Internal Revenue Service IR-962-07

Supv. Customer Service Representative 11/05 – 10/09 Kansas City, MO

Supervisory Customer Service Representative, Accounts Management Operation I supervised 15 Customer Service Representatives who were responsible for processing tax forms and answering phone calls from taxpayers. These duties were performed using IDRS, JEEDA, and the IAT tools. I managed the programs worked by the employees to ensure the tax returns were processed in an accurate manner. I also monitored the inventory of these employees to reduce the volume of aged work to save the agency money on the amount of interest being paid out. I also monitored toll-free calls to ensure the employees were providing timely and accurate information to Taxpayers. I used Custom View to monitor the amount of time an employee spent on a call. To meet the level of service goal provided to taxpayers, I held the employees accountable for their Average Handle Time on these calls by reviewing them and ensuring the employees were not placing the taxpayer on hold or performing other duties while talking to the taxpayers.

Internal Revenue Service IR-340-02

Post Processing Operations 12/04 – 8/05

Document Retention Department

Kansas City, MO

Chief, Document Retention Department, Processing Operation As the Department Manager of over 150 employees, I provided them with written guidance and feedback to ensure the success of their team. I participated in the Realignment of the Files System to ensure documents were retired timely and accurately. I worked with the Processing Analyst to ensure funds were available for the training of the employees. I assisted with the planning filing season initiatives, being an integral part of the establishment and implementation of procedures and guidelines, reviewing operations and providing clarification and instructions as necessary to ensure we obtained the Operation’s goal. I performed operational reviews of the managers’ team to ensure they were in compliance with the objectives of providing the employees with feedback, maintaining the Employee Personnel File (EPFs) in an accurate manner. I managed my resources by ensuring employees were trained on all the programs in the Department so that an employee could work in any area they were needed. Internal Revenue Service GM-340-11

Processing Operations 03/02-12/04

Document Perfection Department

Kansas City, MO

Supervisory Tax Examining Assistant, Submission Processing Operation As the supervisor of the Notice Review Team, I was responsible for ensuring tax examiners responded timely to taxpayers and sent out the correct notices. My team was also responsible for stopping manual refunds from other areas. I was also the manager for the 1040 Miscellaneous Team and Code and Editing. This group was responsible for coding 1040 tax forms so that they could be input into the system. I had to ensure the employees were working the inventory in a timely manner ensuring the organization met the program completion dates. EDUCATION: Southern Illinois University-Edwardsville Edwardsville, IL

Bachelor Degree- May, 1984

Major: Special Education

AWARDS: Performance Award – November 27, 2016

Performance Award – November 29, 2015

Performance Award – February 22, 2015

Performance Award – March 9, 2014

Performance Award – December 2, 2012

JOB RELATED Senior Management Readiness Program – August 2012 TRAINING: Train-the-Trainer – Myer-Briggs – September 2009 Train-the-Trainer Front-Line Manager Course February 2008 Train-the-Trainer Fundamental Manager Course – August 2007 Train-the-Trainer Leading Teams – March 2007

REFERENCES: Available Upon Request

ADDITIONAL Taught Leadership Classes to new managers. These classes INFORMATION consisted of newly selected managers. The curriculum consisted of modules such as Communication, EEO, Labor Relations, Diversity and Cultural Differences.

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