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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 13. Wage and Investment (Cont. 2)

1.1.13  Wage and Investment (Cont. 2)

1.1.13.10 
Customer Assistance, Relationships and Education

1.1.13.10.6 
Field Assistance

1.1.13.10.6.4  (03-01-2007)
Field Assistance Area Directors

  1. The mission of the Field Assistance Area Directors is to oversee all Field Assistance activities within specified geographic areas with the primary objective of ensuring consistency and quality of program execution.

  2. To accomplish the mission, Field Assistance Area Directors:

    1. Perform program reviews

    2. Monitor and analyze quality data

    3. Monitor and analyze balanced measures

    4. Coordinate training activities

  3. The Field Assistance Territory Managers report to the Field Assistance Area Directors.

1.1.13.10.6.4.1  (09-01-2005)
Field Assistance Territory Managers

  1. The mission of the Field Assistance Territory Managers is to oversee activities of Field Assistance groups in a specified geographic territory and ensure consistency of training, program execution, services and facilities.

  2. To accomplish the mission, Field Assistance Territory Managers:

    1. Manage and monitor the quality and quantity of work

    2. Maintain working relations with other BODs

    3. Ensure appropriate and timely training for front-line employees

    4. Allocate and utilize non-financial resources among groups efficiently

    5. Interact with other operating units for shared services needs (recruiting, facilities, etc.)

    6. Coordinate with personnel and other BODs

  3. Field Assistance Group Managers, report to Field Assistance Territory Managers.

1.1.13.10.6.4.1.1  (03-01-2007)
Field Assistance Group Managers

  1. The mission of the Field Assistance Group Managers is to provide face-to-face assistance, education and compliance services to customers with a preference for face-to-face interaction with the IRS.

  2. To accomplish the mission, Field Assistance Group Managers:

    1. Respond to account inquiries

    2. Accept payments

    3. Provide tax law assistance

    4. Recommend and input account adjustments

  3. Field Assistance Group Managers support Compliance activities by:

    1. Releasing Notices of Federal Tax Lien and Notices of Levy when appropriate

    2. Working streamlined Offers in Compromise (OICs)

    3. Analyzing financial data and determining appropriate disposition of accounts

    4. Working Collection cases

1.1.13.11  (03-01-2007)
Customer Account Services

  1. The mission of Customer Account Services (CAS) is to:

    1. Actively pursue satisfaction of CAS customers through lawful resolution of customer issues.

    2. Timely process tax returns and related submissions, payments and refunds while providing information and assistance on customer account and tax law inquiries.

    3. Provide prompt notification of problems and errors related to taxpayer accounts in a manner that provides quality service, meets W&I customers needs, and promotes voluntary compliance and customer confidence in the organization.

  2. The Director, Customer Account Services, reports to the Commissioner, W&I. The organizational symbols for CAS are SE:W:CAS.

  3. To accomplish the mission, the Director, CAS:

    1. Develops operating unit strategy for processing returns and assisting taxpayers with specific account inquiries and adjustments.

    2. Develops and implements measures for the CAS function that balance customer satisfaction, employee satisfaction and business results.

    3. Processes the tax returns of the W&I customer.

    4. Manages tax law, account and compliance phone calls for both W&I and SB/SE through JOC Operations.

    5. Ensures accurate maintenance of the W&I master file and prompt resolution of account errors.

    6. Operates centralized toll free customer service call sites and correspondence units.

    7. Develops strategy for technology implementation issues in concert with Business Systems and Information Systems.

    8. Monitors workload and effectiveness of submission processing and customer service patterns and develops strategies to focus CAS activities.

    9. Monitors workload and effectiveness of CAS and allocates resources among processing and accounts management.

    10. Prepares budget requests.

    11. Ensures unit goals, strategy, and organizational policies are clearly communicated to all employees.

    12. Participates in equal employment and diversity program activities.

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

    • Chief, CAS Finance

    • Chief, Program Coordination and Support

    • Director, Submission Processing (SP)

    • Director, Accounts Management (AM)

    • Director, Joint Operations Center (JOC)

    • Chief, Business Strategist and Business Architect

    • Chief, Project Management Office

    • Director, Program Analysis

1.1.13.11.1  (09-01-2005)
CAS Finance

  1. The mission of CAS Finance is to:

    1. Coordinate all issues related to operational planning, budget formulation, and financial plan execution.

    2. Assist the Director, CAS by managing the financial resources for CAS, including tracking resource usage against targets.

    3. Conduct CAS financial reviews and develop recommendations to resolve issues within the existing financial resources.

  2. To accomplish the mission, CAS Finance:

    1. Coordinates the development of budget initiatives.

    2. Formulates the operating unit's budget and resource allocation.

    3. Coordinates the integration of business plans and the budget process.

    4. Manages the execution of the operating unit's financial plan.

  3. The following managers report to the Chief, Finance:

    • Chief, Formulation and Control

    • Chief, Plan and Execution

    • Chiefs, Center Support

1.1.13.11.1.1  (09-01-2005)
Formulation and Control

  1. The mission of Formulation and Control is to manage the budget formulation activities for the CAS organization.

  2. To accomplish the mission, Formulation and Control:

    1. Manages the process of formulating multiple year budgets consistent with CAS business plan.

    2. Coordinates CAS responses to GAO financial audits and participates in all audits both internal and external that require financial information.

    3. Formulates the operating units budget and resource allocation.

    4. Coordinates the integration of the business plan and the budget process.

    5. Provides advice and assistance to CAS in developing and executing sound business cases.

1.1.13.11.1.2  (09-01-2004)
Plan and Execution

  1. The mission of Plan and Execution is to manage the execution of the CAS financial plan.

  2. To accomplish the mission, Plan and Execution:

    1. Tracks resource usage against targets (Labor, FTE)

    2. Conducts financial reviews

    3. Manages reimbursable programs

    4. Manages funding for mission critical contracts

1.1.13.11.1.3  (09-01-2005)
Center Support

  1. The mission the Center Support teams is to provide necessary financial support to campus organizations to execute the business plan.

  2. To accomplish the mission, Center Support teams:

    1. Establish the financial policies for campus organizations

    2. Manage the execution of the financial plan for each campus organization

    3. Certify funding for all purchase requests on a campus

    4. Provide advice and assistance as required to purchase a card and travel card holders

    5. Provide advice and assistance with Requisition Tracking System

    6. Coordinate reviews of overage and unliquidated obligations and commitments for multiple fiscal years and multiple customers

    7. Advises campus organizations on processes to obtain goods and services through a matrix of organizations

1.1.13.11.2  (03-01-2007)
Program Coordination and Support

  1. The mission of Program Coordination and Support is to:

    1. Integrate, coordinate, and support programs throughout CAS. Ensure programs are reflective of taxpayer behaviors, needs, and characteristics to improve overall customer service and achievement of strategic objectives.

    2. Coordinate filing season readiness for the Director, CAS, working with sub offices to ensure readiness plans are in place and target deadlines are met.

    3. Conduct operational performance assessments of the CAS units and reports findings in business reviews.

    4. Provide support to the Director, CAS by overseeing the integration of policy and planning throughout CAS.

  2. To accomplish the mission, Chief, Program Coordination and Support:

    1. Analyzes the impact of legislation on overall CAS operation and ensures functions implement legislation and regulations by taking actions to carry out congressional intent.

    2. Oversees the integration of policy throughout CAS.

    3. Ensures that policies are reflective of taxpayer behaviors, needs and characteristics to improve overall compliance and customer service.

    4. Ensures that policies incorporate compliance and taxpayer education concerns and needs.

    5. Evaluates audit findings from TIGTA, and GAO, reports and identifies resources necessary to address recommendations.

    6. Serves as the Management Information Systems focal point for CAS activities.

    7. Maintains the IRM for CAS.

    8. Monitors the status of strategic and business planning, including balanced measures.

    9. Provides the Director, CAS support for employee training across the CAS organization, to ensure all mandatory training is conducted and sub offices establish appropriate training plans.

    10. Provides guidance and liaison activities with subordinate program management staffs within SP and AM.

    11. Controls the Employee Complaint Management System (ECMS) and employee complaint cases for the CAS organization using the national electronic database.

    12. Ensures the CAS organization complies with position management guidelines and policies.

  3. The Chief, Program Coordination and Support also oversees the Program Managers, Quality Process and Procedures and the Centralized Quality Review Staff.

1.1.13.11.2.1  (09-01-2005)
Quality Process and Procedures

  1. The mission of Quality Process and Procedures is to:

    1. Provide oversight of all CAS quality review activities

    2. Develop new and innovative quality review/assurance methods while complying with CAS quality policies and procedures

    3. Advise CAS management of quality review data results and trends

    4. Update the Quality IRM for all CAS product lines, Quality Measures, and Embedded Quality

  2. To accomplish the mission, the Quality Process and Procedures:

    1. Oversees quality reviews of CAS program activities

    2. Ensures that quality review data/trend Management Information System (MIS) results are shared with CAS management

    3. Ensures CAS management is advised of the need for quality improvement actions

1.1.13.11.3  (03-01-2007)
Submission Processing

  1. The mission of Submission Processing (SP) is to:

    1. Process tax returns, related documents, and payments at the W&I SP Centers (Andover, Atlanta, Austin, Cincinnati, Fresno, Kansas City, Ogden and Philadelphia)

    2. Ensure functional implementation of legislation and regulations in a manner that carries out congressional intent

    3. Provide executive leadership, oversight and direction in the design, development, delivery and consistency of application of paper and electronic filing policies and procedures between centers

    4. Improve business practices and technology, and monitor adherence to work plans and filing season assignments at the SP Centers

  2. The Director, SP, is responsible for planning, managing, directing and executing activities at the eight W&I SP Centers.

  3. To accomplish its mission, the Director, SP implements short- and long-range program policies, strategies and objectives specific to CAS Processing including:

    1. Providing oversight for the processing of paper and electronic individual returns and related payments and refunds

    2. Directing processing operations in dedicated SP centers and other processing staff in Service Center Recognition Image Processing System (SCRIPS) and Information Returns Processing (IRP)

    3. Designing and developing programs to solve complex issues relating to the standards for taxpayer submissions, receipt of those submissions, and financial transfers

    4. Providing executive leadership and direction through subordinate executives and managers that are geographically located nationwide

    5. Delegating sufficient authority to subordinates to effectively manage their resources and to provide a supportive environment for creativity and innovation

    6. Coordinating program activities with other top level IRS executives or other federal agencies to prepare Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach

    7. Implementing the development of activities to build leveraged partnerships and collaborate with stakeholders to increase taxpayer education and clarify tax code issues

    8. Managing all human, physical, information technology, and financial resources assigned to SP and allocating these resources in accordance with overall strategies to further the accomplishment of specific goals

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

    • Chief, IMF Policy & Procedures Branch

    • Chief, BMF Policy and Procedures Branch

    • Chief, Tax Payment Management Branch

    • Chief, Program Management/Process Assurance Branch

    • Chief, E-Submissions Branch

    • Chief, ITIN Program Office

    • Project Management Officer (PMO)

    • SP Field Directors (Andover, Atlanta, Austin, Cincinnati, Fresno, Kansas City, Ogden, and Philadelphia)

1.1.13.11.3.1  (09-01-2005)
IMF Policy and Procedures Branch

  1. The mission of the IMF Policy and Procedures Branch is to provide policy, procedures and guidance on Individual Master File (IMF) taxpayer activities relative to SP systems and tax return processing, and to monitor the effectiveness and efficiency of field SP sites.

  2. To accomplish its mission, the Chief, IMF Policy and Procedures Branch:

    1. Provides IMF policy, procedures, and guidance to the Director, SP

    2. Determines business requirements and provides program direction for SP systems, IMF tax returns and related documents, and accounting programs within the IMF SP Centers

    3. Provides operational oversight for the SCRIPS; the Service Center Automated Mail Processing System (SCAMPS); the Multifunctional Document Handling System (MDHS)-MUFFY; and the Integrated Submission and Remittance Processing System (ISRP)

    4. Ensures the timely and accurate mailing of taxpayer notices

  3. The following managers report to the Chief, IMF Policy and Procedures Branch:

    • Chief, Document Perfection/Input Correction Section

    • Chief, IMF Notices and Files Section

    • Chief, Receipt and Control Section

    • Chief, Data Conversion Section

1.1.13.11.3.1.1  (09-01-2005)
Document Perfection/Input Correction Section (formerly Form 1040 Section)

  1. The mission of the Document Perfection/Input Correction Section is to provide business requirements and program direction in all aspects of processing IMF tax returns and related documents processing including:

    • Code and editing and error resolution

    • Resolving of unpostable and entity conditions

    • Taxpayer contact for additional information

  2. To accomplish the mission, the Chief, Document Perfection/Input Correction Section supervises a staff which:

    1. Develops policy, procedures and guidance for submission processing of IMF tax returns and related documents in the areas of Code & Editing, Error Resolution (ERS), Direct Deposit, Math Error Authority, Rejects, Entity, Extensions, Amended Return Processing, Adoption Tax Identifying Number (ATIN) and Unpostables

    2. Determines business requirements for necessary systems

    3. Prepares IRM and procedures and Requests for Information Services (RIS)

    4. Updates and changes automated systems with Modernization and Information Technology Services (MITS)

    5. Provides guidance for the preparation of SP training material and ensures material is kept current

    6. Evaluates new legislation and prepares changes to processing requirements

    7. Ensures consistency between all pipeline processing IRMs and system requirements

1.1.13.11.3.1.2  (09-01-2005)
IMF Notices and Files Section

  1. The mission of the IMF Notices and Files Section is to ensure timely and accurate mailing of the 100 million notices that the Service issues to taxpayers and their Powers of Attorney (POAs) every year; to provide oversight of the Multifunctional Document Handling System known as MUFFY ( a computer assisted document inserter/sealer used to insert notices and other information into envelopes for mailing to taxpayers) and to provide oversight of the Service Center Automated Mail Processing System - SCAMPS, (the system used to open and sort mail).

  2. To accomplish its mission, the Chief supervises a staff which:

    1. Develops policy, procedures and guidance for Correspondence Problem Resolution and Notice Review

    2. Prepares IRMs and procedures and Requests for Information Services (RIS)

    3. Performs Notice problem identification, resolution, and reporting

    4. Develops Work Plan assumptions for Notices

    5. Performs studies of the Notice Review process for modernization activities and performs Notice Redesign/ Modernization coordination

    6. Supports the Service Disaster Relief Program with Notice processing procedures

    7. Studies the Notice process to identify points of error and reduce errors

    8. Performs the Notice Review/CARE Joint Employee Use Initiative

    9. Administers the Reduce Unnecessary Filings (RUF) program

    10. Supports the Notice Discussion web page and Notice Web site development

    11. Works with Modernization and Information Technology Services (MITS) to update and change automated systems

    12. Provides guidance for the preparation of SP training material and ensures training material is kept current

    13. Evaluates new legislation and prepares changes to processing requirements

    14. Monitors, oversees and provides standards and guidance for printing and mailing operations at the W&I SP Campuses.

    15. Provides instructions for presorting and preparing mail to obtain automation discounts; coordinates actions with local and national U.S. Postal Service officials

    16. Acquires and implements new inbound and outbound automated mail sorting equipment and ensures coordination with originators, programmers, suppliers, handlers and stakeholders (i.e. Notice Gatekeeper, Accounts Management) who deal with taxpayer Notices

    17. Develops and maintains the Notice Review Processing System (NRPS) and On Line Notice Review (OLNR)

    18. Develops and maintains files and records management programs

    19. Coordinates with local and national US National Archives and Records Administration (NARA) personnel

    20. Develops policy, procedures and guidance for SCAMPS

1.1.13.11.3.1.3  (09-01-2005)
Receipt and Control Section

  1. The mission of the Receipt and Control Section is to provide guidance and support to the Submission Processing Receipt and Control functional areas in the Centers and to develop and administer policies and strategies that improve their overall operations

  2. To accomplish its mission, the Chief, Receipt and Control Section supervises a staff which:

    1. Supports Service activities for modernization of notice processes

    2. Supports the Service Disaster Relief Program in regards to notice issuance, production and delivery procedures

    3. Maintains the Media Transport and Control IRM which contains instructions for the production, printing, distribution, processing and mailing of notices, letters, registers, listings, forms and transcripts within and between the Submission Processing Campuses, Notice Print Sites, Headquarters (HQ), area offices, other agencies, taxpayers, and their representatives; this IRM includes specificity regarding mailing envelopes, return envelopes, and undeliverable mail procedures

    4. Develops and maintains policies, procedures and guidance regarding assigned program responsibilities and disseminates such to stakeholders, using appropriate communication methods including, but not limited to, memorandums, IRM updates, information alerts and the Submission Processing Intranet web site

    5. Identifies needs to create and modify Information Systems (IS) programming due to reasons including but not limited to legislative, regulatory, procedural, efficiency and modernization changes

    6. Initiates, prepares, and submits Requests for Information Services (RIS)

    7. Monitors and coordinates activities relating to the development, production, testing and implementation of IS programming changes

    8. Provides guidance in the preparation and maintenance of training materials

    9. Through established protocol, coordinates with representatives of the GAO and the Treasury Inspector General for Tax Administration Office of Audits (TIGTA/OA)

1.1.13.11.3.1.4  (09-01-2005)
Data Conversion Section

  1. The mission of the Data Conversion Section is to provide the systems needed to capture, electronically, paper tax information, and related documents

  2. To accomplish its mission, the Chief, Data Conversion Section supervises a staff which:

    1. Develops policy, procedures and guidance for submission processing of tax information, including IMF & and Business Master File (BMF) in the Integrated Submission and Remittance Processing (ISRP) and Service Center Recognition/Image Processing System (SCRIPS) systems

    2. Determines business requirements for necessary systems, i.e., ISRP, Remittance Transaction Research (RTR) system, and SCRIPS

    3. Prepares IRM and procedures and Requests for Information Services (RIS)

    4. Updates and changes automated systems with Modernization and Information Technology Services (MITS)

    5. Provides guidance for the preparation of SP training material and ensures material is current

    6. Evaluates new legislation and prepares changes to processing requirements

    7. Ensures consistency between all pipeline processing IRMs and system requirements

1.1.13.11.3.2  (09-01-2005)
BMF Policy and Procedures Branch

  1. The mission of the Business Master File (BMF) Policies and Procedures Branch is to provide support and guidance for the integration and coordination of BMF policies, programs and procedures for submission processing as well as for specific International accounts management; ensures policies and procedures are reflective of BMF taxpayer behaviors, needs and characteristics to improve overall compliance and customer service.

  2. To accomplish its mission, the Chief, BMF Policies and Procedures:

    1. Formulates short- and long-range program strategies and objectives for programs related to BMF taxpayers

    2. Establishes business requirements and provides program direction for all aspects of processing BMF, International, and Non-Master File (NMF) returns, documents and payments including receipt, sorting, numbering, code and edit, data entry, error resolution, unpostables, notice issuance, and files retention

    3. Coordinates program activities with other senior program managers and analysts to integrate Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach

    4. Works with the Learning and Education organization to deliver specific functional training and coordinates training efforts with field when specific specialized expertise is needed to develop training

    5. Coordinates all activities related to IRM updates, publishing and distribution

    6. Responds to GAO and TIGTA on program related issues

    7. Responds to Employee Suggestions and various Congressional inquiries

  3. The following managers report to the Chief, BMF Policies and Procedures Branch:

    • Chief, Code and Edit/ERS Section

    • Chief, BMF Notices/Misc. Forms Section

    • Chief, Entity, Unpostables and Rejects Section

    • Chief, Service Center Accounting Section

1.1.13.11.3.2.1  (09-01-2005)
Code and Edit/ERS Section

  1. The mission of the BMF Code and Edit/ERS Section is to provide support and guidance for the full range of planning, directing, managing and executing activities specific to the processing of BMF Tax Returns (excluding Form 1065, U.S. Return of Partnership Income, and Form 1041, U.S. Income Tax Return for Estates & Trusts).

  2. To accomplish the mission, the Chief, BMF Code and Edit/ERS:

    1. Participates in the formulation of short- and long-range program strategies and objectives for BMF Returns

    2. Provides business requirements and program direction for all aspects of processing BMF returns and documents (except fiduciary, partnership, NMF and International returns), including code and edit, error resolution and notice/letter issuance

    3. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations, or projects

    4. Analyzes technical, operational and administrative problems which exist or may arise in one or more offices or programs relating to BMF Returns

    5. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations or projects

1.1.13.11.3.2.2  (09-01-2005)
BMF Notices/Miscellaneous Forms Section

  1. The mission of the BMF Notices/Miscellaneous Forms Section is to provide the processing functions, along with accounts management, procedures on processing returns, preventing problems through consistent guidance to stakeholders and taxpayers, and increasing compliance and fairness; this section also provides procedural guidance for the BMF Notice Review process

  2. To accomplish the mission, the Chief, BMF Notices/Miscellaneous Forms:

    1. Participates in the formulation of short- and long-range program policies, strategies and objectives for BMF Notices/Miscellaneous Forms

    2. Analyzes technical, operational and administrative problems relating to Partnerships, Trusts and International Tax Returns

    3. Revises business requirements and program direction for all aspects of partnership, fiduciary and International returns and documents including receipt, sorting, numbering, code and edit, data entry, error resolution, unpostables, notice issuance, and file retention

    4. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations, or projects

    5. Provides guidance for the execution of processing related to International taxpayers for primarily BMF returns

    6. Facilitates the U.S. Possession and Tax Treaty Information agreements

    7. Addresses the unique processing needs of International taxpayers

1.1.13.11.3.2.3  (09-01-2005)
Entity Unpostables/Rejects Section

  1. The mission of the Entity Unpostables/Rejects section is to provide support and guidance for the full range of planning, directing, managing and executing activities specific to Entity Unpostables/Rejects and K-1 processing

  2. To accomplish the mission, the Chief, Entity Unpostables/Rejects:

    1. Participates in the formulation of short- and long-range program strategies and objectives for Entity Unpostables/Rejects and K-1 processing

    2. Provides business requirements and program direction for all aspects of processing Entity Unpostables, Rejects and K-1s

    3. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations or projects

    4. Analyzes technical, operational and administrative problems which exist or may arise in one or more offices or programs relating to Entity Unpostables, Rejects or K-1 processing

    5. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations, or projects

1.1.13.11.3.2.4  (09-01-2005)
Service Center Accounting Section

  1. The mission of the Service Center Accounting Section is to provide support and guidance for the full range of planning, directing, managing and executing activities specific to Service Center accounting programs.

  2. To accomplish the mission, the Chief, Service Center Accounting Section:

    1. Participates in the formulation of short range and long range program strategies and objectives for Service Center Accounting

    2. Provides business requirements and program direction to all campuses for recording, reporting and accounting of all revenue received

    3. Provides linkage to the Chief Financial Officer (CFO) function on excise tax certification

    4. Analyzes technical, operational and administrative problems relating to the Service Center Control File (SCCF), Unidentified Remittance File (URF), Dishonored Check File (DCF), Excess Collection File (XSF), Credit and Account Transfer Program, Quick, Prompt and Jeopardy Assessment Program, Non-Master File (NMF) Program and other accounting programs

    5. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations or projects

1.1.13.11.3.3  (09-01-2005)
Tax Payment Management Branch

  1. The mission of the Tax Payment Management Branch is to provide business requirements and program direction for receiving, processing and controlling IMF paper payments and for collecting remittance information through Lockboxes.

  2. To accomplish its mission, the Chief, Tax Payment Management Branch supervises a staff which:

    1. Creates policies and procedures for the development and deployment of electronic methods of collecting taxes, promotes and encourages electronic methods as the preferred form of payment, and coordinates, monitors and collaborates with a variety of IRS and private sector organizations in matters pertinent to electronic payments

    2. Provides policy, procedures and guidance in the development of system, security and processing requirements for the Lockbox Program; conducts the annual Lockbox Conference; calculates and provides Program Completion Dates (PCDs) for Lockboxes; conducts security reviews and coordinates Lockbox issues with other IRS functions

    3. Ensures the processing and deposit requirements of the Lockbox Processing Guidelines (LPG) are followed by the Lockbox network, conducts training sessions, serves as liaison between the Lockbox and IRS functional operations, develops, updates and performs reviews of Data Collection Instruments (DCIs), and monitors the quality of Lockbox processing

    4. Works with Lockbox Coordinators and banks to resolve production software and procedural problems

    5. Coordinates timely printing and mail-out of tax packages, correct envelope addresses, and testing of pre-printed vouchers between Lockbox, vendors and Publishing and Distribution

    6. Coordinates with Financial Management Service (FMS) and Lockbox Coordinators to obtain data for the re-bidding of contract(s) to finalize the Lockbox Processing Guidelines (LPG)

    7. Analyzes the April Peak Processing Readiness Report

    8. Analyzes monthly Quality Review Measures

    9. Prepares the Monthly Lockbox Performance Report and provides to FMS

    10. Notifies FMS of any action plans resulting from unacceptable ratings of Lockbox performance

    11. Reviews and analyzes Lockbox Daily Production Reports

    12. Monitors and ensures that all theft cases are resolved properly and timely in accordance with the LPG and IRM 3.0.230.10., Lockbox Daily Mail-Out Package

    13. Analyzes on-site Quality, Security/Surveillance, and Internal Control and Deposit Requirement reports submitted by coordinators for their Lockboxes during the mini- and April processing peaks

    14. Participates with FMS and IRS Security in unannounced on-site physical security reviews, as outlined in the Security Memorandum of Understand (MOU), and coordinates with FMS to advise banks of deficiencies and corrective actions

    15. Follows up with FMS on recommendations to and from the Lockboxes per conference(s), Planning Analysis and Decision Support Systems (PADS) reports, etc.

    16. Conducts the annual Lockbox Conference

    17. Calculates the Program Completion Date (PCD) for each depositary and monitors production reports to determine bank adherence to PCD time frames

    18. Determines the affect of transition on Lockbox Programs and works with FMS to determine workload redistribution of Lockbox sites

    19. Participates in annual IRS Trade Shows