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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 13. Wage and Investment

1.1.13  Wage and Investment

1.1.13.1  (09-01-2005)
The Mission of the Wage and Investment Division

  1. The goal of the Wage and Investment (W&I) Division is to make taxes easier. W&I will provide its customers top quality service by helping them understand and comply with applicable tax laws and protect the public interest by applying the tax law with integrity and fairness to all. To accomplish our mission, the W&I Division will maintain a "customer-first" focus by routinely soliciting information concerning the needs and characteristics of its customers and implementing programs based on the information received. W&I will provide professional and courteous service to customers to help them understand and meet their tax obligations. W&I will partner with other federal agencies, financial institutions, tax preparers, community groups, trade organizations, state and local authorities and others to provide one-stop, multi-agency tax information and education services to W&I customers. W&I will increase voluntary compliance rates through a compliance strategy that includes education, outreach and risk-based programs with the tone, treatment and timing of interaction proportional to the risk to customer compliance

  2. The W&I Division supports the IRS strategic goals and objectives through initiatives that:

    1. Meet the needs of taxpayers

    2. Reduce taxpayer burden

    3. Broaden the use of electronic interactions

    4. Address key areas of non-compliance

    5. Stabilize traditional compliance activities

    6. Recruit, develop and retain a quality workforce

    7. Provide high-quality, efficient, responsive information and shared support services

    8. Improve Earned Income Tax Credit (EITC) Services

  3. W&I goals parallel IRS corporate goals to provide service to each taxpayer, service to all taxpayers, and increase productivity through a quality work environment. W&I will accomplish this by:

    1. Offering products and services tailored to specific taxpayer needs

    2. Providing more education and assistance through convenient, easy-to-use distribution channels

    3. Promoting paperless filing

    4. Enabling taxpayers to transact and communicate electronically with the IRS to file returns, make payments and receive assistance

    5. Implementing risk-based compliance systems that are more effective and less burdensome to taxpayers who want to voluntarily comply

    6. Equipping employees with knowledge of the unique needs and characteristics of the specific taxpayers they serve

    7. Partnering with Modernization, Information, & Technology Service (MITS) to build new technology to support these goals

    8. Providing EITC services that strengthen both compliance and outreach

  4. The W&I organization consists of headquarters Operations and three additional Operating Units:

    • Customer Assistance, Relationships and Education (CARE) "pre-filing"

    • Customer Account Services (CAS) " filing"

    • Compliance "post-filing."

  5. The Commissioner, W&I Division, reports to the Deputy Commissioner, Services and Enforcement and is responsible for planning, managing, directing and executing nationwide activities for W&I. The organizational symbols for W&I are SE:W.

  6. See Exhibit 1.1.13-1 for the W&I organizational structure and functions described in this section.

1.1.13.2  (03-01-2007)
Wage and Investment Headquarters

  1. W&I Headquarters, located in Atlanta, Georgia, provides overall strategic and operational direction to Operating Units as well as internal support appropriate to the Operating Division Headquarters level. W&I Headquarters provides only those services that cannot be provided practically at lower organizational levels. This philosophy reflects the IRS organizational direction of moving accountability closer to the front line.

  2. Critical operations of W&I Headquarters include:

    • Strategy and Finance

    • Equal Employment Opportunity and Diversity

    • Human Capital Office

    • Communications and Liaison

    • Earned Income and Health Coverage Tax Credits.

    • Electronic Tax Administration

    • Business Modernization Office

1.1.13.3  (03-01-2007)
Strategy and Finance

  1. The mission of Strategy and Finance (S&F) is to develop and administer the W&I strategic planning, organizational planning, directives management, finance, research, review and quality programs.

  2. The Director, Strategy and Finance reports to the Commissioner, W&I Division. The organizational symbols for Strategy and Finance are SE:W:S.

  3. To accomplish the mission, Strategy and Finance:

    1. Manages the strategic planning, budget and policy guidance activities of W&I and establishes the strategic direction and overall goals for the division

    2. Conducts strategic and tactical research incorporating feedback from internal customers, employees and business units

    3. Provides staff support to the W&I Executive Planning Council and other groups, which deal with W&I strategic leadership

    4. Manages the Program and Process Assurance efforts (analysis and review process) to assess and monitor W&I Division performance against business plans and regulatory, statutory and procedural requirements

    5. Prepares the W&I organizational performance measures, develops systems to capture W&I measures data, and devises mechanisms to track performance

    6. Manages the program evaluation and risk analysis processes, evaluates proposed programs for their investment potential in achieving division goals, and assesses risks with ongoing programs

    7. Provides guidance to management on quality improvement methods

    8. Oversees the quality certification process

  4. The following functions report to the Director, Strategy and Finance

    • Strategic Planning and Analysis

    • Survey Administration and Analysis

    • Performance Improvement

    • Research

    • Finance

    • Business Systems Planning

    • Six Sigma

1.1.13.3.1  (09-01-2005)
Strategic Planning and Analysis

  1. The mission of Strategic Planning and Analysis (SP&A) is to provide leadership, assistance and planning expertise across all W&I units in developing and tracking strategic and tactical performance measures.

  2. The Chief, Strategic Planning and Analysis, reports to the Director, Strategy and Finance.

  3. Strategic Planning and Analysis monitors plan accomplishments and develops issues and reports for objectives based on reviews of organizational performance.

  4. Strategic Planning and Analysis also develops and manages the W&I strategic planning process in support of the IRS Strategic Planning, Budgeting, and Performance Management Process. SP&A serves as W&I liaison to the Chief Financial Officer’s Corporate Strategic Planning and Corporate Budget Divisions, ultimately serving the Commissioner and the Senior Management Team in Servicewide strategic planning.

  5. The Chief, Strategic Planning and Analysis, reports to the Director, Strategy and Finance.

  6. To accomplish the mission, the Chief, Strategic Planning and Analysis, supervises a staff which:

    1. Provides data on strategic plan accomplishments and strategy modifications needed; ensuring that operating units implement policy aligned with the plan

    2. Develops issues and implications for objectives based on reviews of organizational performance

    3. Manages the effort to develop balanced measures and integration into plans

    4. Prepares reports (i.e. Business Performance Review System (BPRS), Commissioner's Critical Measures Report (CMR)) for internal and external customers on W&I performance. In addition to the regularly scheduled performance, measures and monitoring reports, also prepares ad hoc reports for Treasury Performance Review, Office of Management and Budget (OMB) and the Oversight Board

  7. The SP&A office supports the strategic planning process by:

    1. Providing guidance on policy development, strategic management, productivity planning, and cross-functional integration to support the long-term direction of W&I

    2. Providing a broad perspective of W&I priorities through knowledge of the Service’s operational programs and evaluative analysis of customer and functional issues

    3. Assisting in the coordination of planning efforts throughout the organization, resulting in a balance between the needs of W&I and IRS strategic planning

    4. Assisting management in making decisions about what goals and strategies should drive W&I in meeting its overall mission and goals

    5. Effectively integrating and linking W&I planning, budgeting and performance management

    6. Serving as the central point in development of W&I strategic planning products. SP&A coordinates the development of the annual W&I Strategic Assessment, Strategy and Program Plan and Business Plans

1.1.13.3.1.1  (03-01-2007)
Agency Wide Shared Services Liaison

  1. The Agency Wide Shared Services (AWSS) Liaison responsibilities include:

    1. Facilitation and assistance in the resolution of issues, problems and concerns between W&I and AWSS

    2. Coordination of major AWSS policy implementations/changes throughout W&I

    3. Development and providing W&I procedures for internal implementation of such changes

  2. The AWSS Liaison, reports to the Chief, Strategic Planning and Analysis.

1.1.13.3.2  (03-01-2007)
Survey Administration and Analysis

  1. The mission of Survey Administration and Analysis (SAA) is to coordinate and monitor all enterprise Customer Satisfaction Surveys, obtain and review Section 1204 reviews, oversee all aspects of the Employee Satisfaction Surveys for W&I and provide leadership, assistance and overall program guidance for the Employee Suggestion Program.

  2. The Chief, Survey Administration and Analysis, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, the Chief, Survey Administration and Analysis, supervises a staff which:

    1. Obtains and reviews Section 1204 Certifications pertaining to the IRS Restructuring and Reform Act of 1998 (RRA 98) compliance regarding use of statistics

    2. Coordinates and monitors all Customer Satisfaction Surveys that W&I administers. These activities include ensuring funding is available, reviewing contractor proposals (negotiating with them as needed), writing or assisting the functions in preparing survey task orders, working with Corporate Planning and Performance (CPP), contracting offices in getting the task orders issued and awarded, and coordinating and monitoring various contractor activities and needs, such as questionnaire and sample design development and design of survey analysis plans

    3. Coordinates, monitors and oversight responsibility for all aspects of Employee Satisfaction Surveys for W&I including administering the survey(s) to all W&I employees, verifying organizational hierarchy structure for reports distribution, analyzing survey data, developing and implementing a comprehensive communication and marketing strategy, preparing high level employee satisfaction briefings and reports, and coordinating all "ESTracker " activities, including monitoring system usage, tracking aged issues, and monitoring elevated issues

    4. Provides leadership, assistance and overall program guidance for the Employee Suggestion Program

1.1.13.3.3  (03-01-2007)
Performance Improvement

  1. The mission of Performance Improvement (PI) is to coordinate the oversight, assessment and development of processes and procedures for vital management control programs in the W&I Division. To that end, PI works with the W&I Business Units, Functions and Offices to ensure the identification and proper implementation of effective management controls. PI staff identify trends and associated program implications resulting from reviews (or audits) conducted by the Treasury Inspector General for Tax Administration (TIGTA) and the Government Accountability Office (GAO). PI also has primary responsibility for the continued development and maintenance of a Knowledge Management (or knowledge-sharing) structure and associated mechanisms within W&I.

  2. The Chief, Performance Improvement, reports to the Director, Strategy and Finance.

  3. Two teams report to the Chief, Performance Improvement:

    • Management Control/Review Team

    • Knowledge Management Team

1.1.13.3.3.1  (03-01-2007)
Management Control/Review Team

  1. The Management Controls/Review Team coordinates the overall management controls and accountability program within W&I, ensuring necessary coordination and support for GAO/TIGTA reviews or audits of W&I programs. The team identifies trends and associated program implications contained in review findings and monitors the completion of corrective actions to address those findings. The team also has primary responsibility for providing analysis and reports regarding the internal and external review/audit and management controls programs to the W&I senior leadership team.

  2. Programs covered by the Management Controls/Review umbrella include:

    • Management Controls

    • GAO/TIGTA

1.1.13.3.3.1.1  (03-01-2007)
Management Controls

  1. Management Controls are the programs, policies, and procedures established to ensure that: resources and processes are protected from waste, fraud, and abuse; financial reporting is reliable and useful; and IRS operations are compliant with applicable accepted government practices, laws, regulations and other guidance.

  2. Internal controls are assessed on an ongoing basis to achieve desired outcomes and to minimize control weaknesses, Controls are reviewed annually during the Assurance Review process, and they are tested as part of GAO’s review of IRS’ financial statements.

  3. The Management Controls/Review team the primary point of contact in W&I for matters pertaining to the Assurance Review, the Financial Statements Audit, compliance with OMB Circular A-123, and the identification and reporting of progress to correct material weaknesses, reportable conditions, and other internal control issues.

1.1.13.3.3.1.2  (03-01-2007)
Government Accountability Office/Treasury Inspector General for Tax Administration (GAO/TIGTA)

  1. The GAO/TIGTA Team responsibilities are to:

    1. Identify trends and associated program implications contained in review findings and monitor the completion of corrective actions to address those findings

    2. Coordinate the overall management controls and accountability program within W&I, ensuring necessary coordination and support for GAO/TIGTA reviews or audits of W&I programs

    3. Engage the appropriate W&I business units (and other Business Operating Divisions) based upon the issues to be reviewed or the corrective actions resulting from the review findings

    4. Ensure, at the conclusion of each W&I audit, that the audit findings, recommendations, and planned corrective actions are accurately entered into the Treasury Department’s Joint Audit Management Enterprise System (JAMES)

    5. Monitor and report progress toward the completion of planned corrective actions

    6. Coordinate and/or participate in audit conferences, including opening and closing discussions

    7. Review all draft audit reports and written responses to GAO and TIGTA for content, tone, clarity, and format

    8. Coordinate the executive review process for approval of audit responses

    9. Serve as the point of contact on all correspondence from the Office of Management Controls (OMC) regarding the assignment of audit corrective actions to W&I and reconcile Treasury reports from OMC

1.1.13.3.3.2  (03-01-2007)
Knowledge Management Team

  1. The Knowledge Management (KM) Team consists of Knowledge Management, Internet Content Publishing Process, Internal Management Documents coordination, and Electronic Research.

  2. To develop and maintain a Knowledge Management (or knowledge-sharing) structure within W&I, the Knowledge Management Team:

    1. Uses the Internal Revenue Manual (IRM) as the basic framework for communicating and sharing ideas, policies, and initiatives

    2. Communicates the goals of the Knowledge Management program to all W&I employees

    3. Develops policies that integrate a knowledge management structure within W&I

    4. Develops strategies to bridge identified knowledge gaps

    5. Develops or imports knowledge management tools as needed

    6. Fosters interaction and exchange of ideas among IRS organizations and throughout W&I identifying and guiding communities of practice

1.1.13.3.3.2.1  (03-01-2007)
Internet Content Publishing Process

  1. Internet Content Publishing Process (ICPP) Team responsibilities include:

    1. Ensuring the content for all web pages owned by W&I is accurate, current, and consistent with W&I and IRS strategic priorities and goals

    2. Ensuring the timely update of W&I content

    3. Overseeing the posting (or launch) of new internet content

    4. Acting as liaison between W&I and other Business Operating Divisions (BOD) regarding Internet content

    5. Maintaining the W&I ICPP web page to support employees with the implementation and monitoring of the ICPP in W&I, including the establishment of appropriate and necessary policies for the W&I-owned pages on IRS.gov; see IRM 11.55.1, Internet Content Publishing Process (ICPP) Management Document, for more information

1.1.13.3.3.2.2  (03-01-2007)
Internal Management Documents

  1. The Internal Management Documents (IMD) Team responsibilities include:

    1. Ensuring revised W&I IMDs accurate and distributed timely

    2. Facilitating requests from employees as they relate to IMD concerns

    3. Coordinating and ensuring availability of Electronic Research products and services to all W&I employees and representing W&I interests on the Servicewide Electronic Research Oversight Council

    4. Maintaining the W&I IMD web page to support employees with implementing and monitoring W&I’s approach to managing and setting policy for the internal directives process

1.1.13.3.4  (03-01-2007)
Research

  1. The mission of Research is to provide timely and top quality research and analysis in support of the W&I mission and goals.

  2. The Director, Research, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, Research:

    1. Obtains research needs from all W&I functional components including CARE, CAS, Compliance and EITC. Research ensures those needs are met by providing meaningful information to W&I decision makers as they develop near- and long-term strategies, plans, and programs to perform functional responsibilities in tax administration

    2. Provides direction to six Research groups in eleven cities while continuing to improve operational efficiency by centralizing employees in Atlanta, GA and Washington, DC. This ensures that research will address both operational (immediate) and strategic (anticipatory) needs as well as increase interaction with major customers

    3. Shares best practices to ensure the development and implementation of innovative and superior processes that have been demonstrated by data to improve cost, productivity, quality, time, customer satisfaction and employee satisfaction

    4. Coordinates research efforts with the Servicewide Research Council to support cross-functional collaborative work to ensure resources are utilized efficiently and effectively

    5. Monitors quality and quantity of work among Research groups to ensure consistent support of all balanced measures.

    6. Monitors quality and quantity of work among Research groups to ensure consistent support of all balanced measures

    7. Solicits feedback from W&I customers on product delivery, value, and overall satisfaction

    8. Coordinates hardware and database infrastructure support for all W&I Research offices

    9. Provides training support to staff and field offices to help employees enhance skills that will ensure continuation of meeting customer satisfaction, employee satisfaction, and business results

  4. The following managers report to the Director, Research:

    • Five Field Chiefs, Research

    • Chief, Strategic Forecasting and Analysis

1.1.13.3.4.1  (03-01-2007)
Research Groups

  1. Research Groups:

    1. Support Research initiatives in the W&I Strategy and Program Plan by providing research that supports W& strategic goals and customer business objectives

    2. Provide input for development and refinement of balanced measures to ensure that a balanced system for improving employee and organizational performance is maintained

    3. Conduct strategic research on economic, demographic and sociological trends

    4. Identify emerging pre-filing, filing and compliance issues. Research will continue to increase involvement in environmental scanning and behavioral research to develop more knowledge about what drives consumer behavior

    5. Oversee project coordination and management using a matrix approach to resources. Research uses a centralized management information system to ensure several internal management controls are easily monitored

    6. Conduct tests, studies and treatments that are national in scope

    7. Consult with other units in W&I on research issues

1.1.13.3.4.2  (03-01-2007)
Strategic Forecasting and Analysis

  1. Strategic Forecasting and Analysis (SFA) carries out the same operational and strategic customer-driven research as the other research groups, but has the additional mission to look five to ten years into the future in identifying trends and emerging issues impacting future strategies and programs of tax administration.

    1. Many issues affecting the economy over the next five to ten years will also affect W&I customers in the near-term

    2. SFA projects address strategic (anticipatory) needs of W&I customers

    .

  2. The Chief supervises a staff, which in addition to customer-driven operational and strategic research:

    1. Provides trend data on demographics, economics and customer needs and identifies implications

    2. Profiles and provides trend data on the W&I Customer Base

    3. Identifies emerging technologies, emerging marketing, marketing research, and other social science methods that could benefit W&I

    4. Provides suggestions to the Director of W&I Research and five Research Chiefs on integration of activities and on best practices

    5. Provides behavioral research that affords greater insight and understanding into individual taxpayer behavior. This genre of research will impact customer service by increasing the focus on present and near-term behavioral research trends

1.1.13.3.4.2.1  (03-01-2007)
SFA Policy

  1. The Service maintains an ongoing effort to develop, monitor and revise programs designed to assist taxpayers in complying with federal tax laws.

  2. This policy describes SFA's role within IRS. SFA contributes to the strategic planning process by conducting environmental reviews and analyses of sociological, economic and demographic themes and trends.

  3. The purpose of SFA research, which often involves forecasts and projections, is to enable W&I to be better prepared with its products and services to meet ever-changing taxpayer needs.

  4. SFA research is not used for IRS enforcement initiatives aimed at individual taxpayers and will not identify any individual taxpayer or employee.

  5. Data gathering methods used are not discriminatory in nature; but statistics are compiled and disseminated in accordance with Federal regulatory, legislative and statistical policies for administrative reporting.

  6. SFA research is used to identify opportunities and develop solutions for customer service issues.

  7. SFA carries out customer-driven research requests to address operational and strategic research questions.

1.1.13.3.5  (09-01-2004)
Finance

  1. The mission of the Office of Finance is to provide advice and oversight to W&I by coordinating all issues related to operational planning, budget formulation, and financial plan execution

  2. The Chief, Finance, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, Finance:

    1. Manages the process of formulating multiple year budgets consistent with the W&I business plan

    2. Manages the resource distribution process, including the development of a financial plan that supports the program priorities of W&I

    3. Manages the financial resources for W&I, including tracking resource usage against targets, an d provides the necessary financial information to W&I management that reflects the status of budget execution

    4. Establishes financial policies, procedures, and controls for W&I in conjunction with overall Service guidelines and procedures

    5. Provides the necessary financial support to W&I operating units to develop sub-contracts with other BODs for delivery of shared services and determines billing and funds transfer procedures

    6. Provides appropriate program and oversight for all W&I reimbursable programs

    7. Conducts division-wide financial reviews and develops recommendations with operating units to achieve a balanced financial plan

    8. Provides advice and assistance to operating units in developing and executing sound business cases

1.1.13.3.6  (03-01-2007)
Business Systems Planning

  1. The mission of the Office of Business Systems Planning (BSP) is to improve the performance of W&I business processes through the appropriate use of technology and process re-engineering.

  2. The Director, Business Systems Planning, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, BSP:

    1. Plans and analyzes business needs for new projects, develops business cases, and prioritizes business needs and process changes

    2. Formulates information technology plans and budgets and manages funds for business systems modernization projects

    3. Develops and tests projects, oversees W&I business involvement in systems testing, and establishes information systems performance measures

    4. Implements and oversees information technology-focused modernization projects, develops and monitors projects’ implementation action plans, and evaluates the results of technology modernization projects on W&I operations

    5. Provides business expertise to complement MITS knowledge of technology change

    6. Develops and negotiates Service Level Agreements (SLAs) with support functions and assesses the effectiveness of support received

    7. Provides risk management for projects to ensure mitigation strategies are in place

    8. Uses the Organization strategic goals and objectives to proactively identify key areas of opportunity for technology improvements and process re-engineering or improvements to meet the organizations’ desired business results

  4. The following offices report to the Director, Business Systems Planning:

    • Planning and Oversight

    • Customer Relationship Management, Customer Assistance, Relationships and Education (CARE)

    • Customer Relationship Management, Customer Account Services (CAS)

    • Customer Relationship Management, Compliance and Joint Operations Center

    • Business Systems Security Office

1.1.13.3.6.1  (03-01-2007)
Planning and Oversight

  1. The mission of the Office of Planning and Oversight is to oversee W&I program planning and monitoring of business improvement initiatives, manage program resources, and coordinate with the Division Information Office (DIO) and other BSP offices.

  2. The Chief, Planning and Oversight, reports to the Director, Business Systems Planning.

  3. To accomplish the mission, Planning and Oversight:

    1. Oversees the Independent Verification and Validation (IV&V) process to ensure the Non-Major projects follow approved change control processes, achieves claimed business case benefits, tailors and delivers Enterprise Life Cycle (ELC) artifacts, develops and deploys within project cost and schedule, and mitigates technical challenges

    2. Administers steering committee meetings which govern the approval of improvement project deliverables and milestones (Program Governance)

    3. Tracks and manages issues across the program, and provides integrated issue management across all projects (Risk and Issue Management)

    4. Analyzes the impact of new project resource needs against current resource commitments (Resource Management)

    5. Develops and implements Stakeholder & Communication Management Plans (Stakeholder & Communications Management)

    6. Formulates long- and short -term business plans and budgets in coordination with W&I Strategy and Finance (Planning and Budget)

    7. Conducts post-implementation reviews to evaluate benefits derived (Customer Assurance)

1.1.13.3.6.2  (03-01-2007)
Customer Relationship Management, Customer Assistance, Relationships and Education

  1. The mission of Customer Relationship Management (CRM), Customer Assistance, Relationships and Education (CARE), is to draw on the CARE organization’s strategic goals and objectives to identify and execute technology improvements and process re-engineering efforts to meet the W&I and CARE desired business results.

  2. The Chief, Customer Relationship Management, Customer Assistance, Relationships and Education, reports to the Director, Business Systems Planning.

  3. To accomplish the mission, CRM, CARE:

    1. Coordinates with CARE customers to gather and articulate business needs for new projects, applications and legacy systems, and identify necessary business resources to support the process; researches industry best practices to support business improvement projects (Visioning and Strategy)

    2. Provides project level oversight for Non-Major projects focused on delivering capabilities for CARE customers including business case updates to measure and capture data to determine business benefits, variances on cost, schedule or scope, and project level risks; monitors the design and development of new business systems (Project Management)

    3. Evaluates system integration testing and supports executive decisions for nationwide deployment of systems (Project Testing)

    4. Participates in deployment of systems to pilot sites and coordinates system integration with the Human Capital Office (HCO), Communications and Liaison (C&L), Agency-Wide Shared Services (AWSS), and business line functions (Project Implementation)

    5. Participates with HCO, C&L, AWSS, MITS and business line functions to identify resource needs, oversees development of manuals and training and facilitates organization transition planning and implementation. (Customer Assurance)

    6. Participates in Service Level Agreement (SLA) development and negotiation with the DIO while balancing desired service levels and cost/resource trade-offs

1.1.13.3.6.3  (03-01-2007)
Customer Relationship Management, Customer Account Services

  1. The mission of Customer Relationship Management, Customer Account Services (CAS), is to draw on the CAS organization’s strategic goals and objectives to identify and execute technology improvements and process re-engineering efforts to meet the W&I and CAS desired business results.

  2. The Chief, Customer Relationship Management, Customer Account Services, reports to the Director, Business Systems Planning.

  3. To accomplish the mission, CRM, CAS:

    1. Coordinates with CAS customers to gather and articulate business needs for new projects, applications, and legacy systems, and identify necessary business resources to support the process; researches industry best practices to support business improvement projects (Visioning and Strategy)

    2. Provides project level oversight for Non-Major projects focused on delivering capabilities for CAS customers including business case updates to measure and capture data to determine business benefits, variances on cost, schedule or scope and project level risks; monitors the design and development of new business systems (Project Management)

    3. Evaluates system integration testing and supports executive decisions for nationwide deployment of systems (Project Testing)

    4. Participates in deployment of systems to pilot sites and coordinates system integration with HCO, C&L, AWSS, and business line functions (Project Implementation)

    5. Participates with HCO, C&L, AWSS, MITS and business line functions to identify resource needs, oversees development of manuals and training and facilitates organization transition planning and implementation (Customer Assurance)

1.1.13.3.6.4  (03-01-2007)
Customer Relationship Management, Compliance and Joint Operations Center

  1. The mission of Customer Relationship Management, Compliance and Joint Operations Center (JOC), is to draw on the strategic goals and objectives of both Compliance and the JOC to identify and execute technology improvements and process re-engineering efforts to meet the W&I, Compliance and JOC desired business results.

  2. The Chief, Customer Relationship Management, Compliance and JOC, reports to the Director, Business Systems Planning.

  3. To accomplish the mission, CRM Compliance and JOC:

    1. Coordinates with Compliance and JOC customers to gather and articulate business needs for new projects, applications, and legacy systems, and identify necessary business resources to support the process; researches industry best practices to support business improvement projects (Visioning and Strategy)

    2. Provides project level oversight for Non-Major projects focused on delivering capabilities for Compliance and JOC customers including business case updates to measure and capture data to determine business benefits, variances on cost, schedule or scope and project level risks; monitors the design and development of new business systems (Project Management)

    3. Evaluates system integration testing and supports executive decisions for nationwide deployment of systems (Project Testing)

    4. Participates in deployment of systems to pilot sites and coordinates system integration with HCO, C&L, AWSS, and business line functions (Project Implementation)

    5. Participates with HCO, C&L, AWSS, MITS and business line functions to identify resource needs, oversees development of manuals and training and facilitates organization transition planning and implementation (Customer Assurance)

1.1.13.3.6.5  (03-01-2007)
Business Systems Security Office

  1. The mission of Business System Security Office (BSSO) is to implement a comprehensive information security program in accordance with Federal Information Security Management Act (FISMA) and related guidelines.

  2. The Director, Business Systems Security Office, reports to the Director, Business Systems Planning.

  3. To accomplish the mission, BSSO:

    1. Ensures protection of sensitive data, assessing systems and processes and identifying potential threats, vulnerabilities and opportunities for improvement; works with internal and external customers developing, implementing and monitoring FISMA-related systemic efforts

    2. Provides guidance in revision of affected Service manuals and documents, addressing Service policy and Plans of Actions and Milestones (POA&Ms) and developing contingency plans

    3. Develops, plans, and partners with stakeholders for oversight including evaluating and monitoring Independent Verification & Validation (IV&V) processes

    4. Facilitates program, policy and training information including internal and external communications, outreach and program/procedural information to employees, stakeholders and the public

  4. The Security Program Management Office (SPMO), reports to the Director, Business Systems Security Office:

1.1.13.3.6.5.1  (03-01-2007)
Security Program Management Office

  1. The Security Program Management Office (SPMO) ensures holistic systems security alignment within Wage and Investment and maintaining the integrity of system applications. System applications are enhanced by maintaining ongoing actions and implementing new processes and protocols.

  2. The SPMO staff:

    1. Ensures protection of sensitive data by initiating and executing contracts to complete and renew certification and accreditation (C&A) of W&I system applications including continued annual testing managed by IRS or contractors

    2. Works with the Office of Privacy ensuring W&I applications comply with Privacy Guidelines and integrating Privacy requirements into the FISMA process