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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 13. Wage and Investment (Cont. 3)

1.1.13  Wage and Investment (Cont. 3)

1.1.13.11 
Customer Account Services

1.1.13.11.4 
Accounts Management (AM)

1.1.13.11.4.3 
Policies, Procedures and Guidance (PPG)

1.1.13.11.4.3.1  (03-01-2007)
Accounts

  1. The mission of Accounts is to develop policy, procedures and guidelines for processing for the following W&I AM programs:

    • Accounts Maintenance

    • Statutes

    • Organizational Overview

    • Operational Guidelines

    • Tax Offsets

    • Non-tax Refund Offsets or the Treasury Offset Program (TOP)

    • Injured Spouse Allocations ( Form 8379, (Injured Spouse Allocation)

    • Third Party Authorizations

    • Centralized Authorization File (CAF)

    • Reporting Agents File (RAF)

    • Practitioner Priority Services (PPS)

    • Other telephone and paper Accounts

  2. Management programs include:

    • High Risk Transcripts

    • Information and updates on Systems

    • Research (including Corporate Files on Line (CFOL))

  3. The Section also serves as liaison with Financial Management Service (FMS) and manages the work planning, monitoring and reporting for reimbursables as they relate to the TOP.

  4. To accomplish the mission, Accounts:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures

    2. Develops IRMs for Accounts Maintenance Transcripts, Statutes, Refund Offsets, Injured Spouse Allocations, High Risk Transcripts, Practitioner Taxpayer Identification Number PTIN, CAF/RAF, Systems, and Research tools used by Accounts Management employees; Operational Guidelines, Reference Material and Organizational Overview, as well as other telephone and paper Accounts Management Programs

    3. Prepares WP assumptions and cost revisions based upon annual and legislative changes impacting assigned programs

    4. Coordinates all program area activities related to IRM publishing and distribution; interacts with W&I AM IRM Coordinator and internal publishing services to ensure requirements are met and proper layout of paper and electronic versions, IRM pages, and tracks field feedback on the IRM

    5. Assists with program area training development efforts coordinated by Training/Miscellaneous and the Learning and Education organization to ensure training is delivered timely using current materials

    6. Serves as subject matter expert (SME) for program assignments on cross-functional issues

    7. Serves as liaison to FMS and other Agencies to resolve TOP problem cases

    8. Works with the Chief Financial Officer (CFO) on TOP reimbursables

    9. Reviews and responds to Servicewide Electronic Research Program (SERP) feedback

    10. Reviews, evaluates and coordinates employee suggestions on assigned program responsibilities

1.1.13.11.4.3.2  (03-01-2007)
Individual Adjustments

  1. The mission of Individual Adjustments is to develop policy, procedures and guidelines for processing for the following AM programs:

    • Individual Adjustments

    • Individual Filing and Adjustments

    • Math Error

    • Probe and Response Guide

    • Refunds

    • Amended Returns/Claims

    • Telephone Transfer Guide

    • Other telephone and paper account management programs

  2. To accomplish the mission, Individual Adjustments:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures; develops IRMs for Adjustments, Math Error, Probe and Response, and other telephone assistor-related IRMs

    2. Prepares WP assumptions and cost revisions based upon annual and legislative changes impacting Adjustments and Telephone-related programs

    3. Coordinates program area activities related to IRM publishing and distribution; interacts with vendors and internal publishing services to ensure requirements are met and ensures proper layout of paper and electronic version IRM pages and tracks field feedback on the IRM

    4. Assists with program area training development efforts coordinated by Training/Miscellaneous and the Learning and Education organization to ensure training is delivered timely using current materials

1.1.13.11.4.3.3  (09-01-2005)
Business Adjustments

  1. The mission of Business Adjustments is to develop policy procedure and guidelines for processing the following AM programs: Business Filing and Employer Identification Numbers (EINs).

  2. To accomplish the mission, Business Adjustments:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures; develops IRMs for Business Filing and Adjustments EINs

    2. Develops WP assumptions and cost revisions based upon annual and legislative changes impacting Business Adjustment-related programs

    3. Coordinates activities related to IRM publishing and distribution; interacts with the W&I AM IRM Coordinator and internal publishing services to ensure requirements are met and ensures proper layout of paper and electronic version IRM pages, and tracks field feedback on the IRM

    4. Assists with training development efforts with Training/Miscellaneous and the Learning and Education organization to ensure training is delivered using current materials

1.1.13.11.4.3.4  (03-01-2007)
Training/Miscellaneous

  1. The mission of Training/Miscellaneous is to:

    1. Coordinate training efforts with field offices and work with the Learning & Education (L&E) organization to deliver specific functional training for all AM programs

    2. Provide specialized expertise to revise and develop new training material based upon changing legislation, policy decisions, technology, and other factors

    3. Develop policy guidelines and procedures for ETLA and procedures for AM manager and systems analysts

  2. To accomplish the mission, Training/Miscellaneous:

    1. Ensures all AM training material is written or revised to correspond with changes in tax law, policy, and IRM procedures

    2. Delivers, with L&E, functionally specific training

    3. Coordinates training efforts with AM Program Management and Process Assurance when specific specialized expertise is needed to develop training

    4. Coordinates all activities related to IRM publishing and distribution, interacts with vendors and/or internal publishing services to ensure requirements are met; ensures proper layout of paper and electronic version IRM pages and tracks field feedback on IRM

    5. Develops and updates tax law content for IRS.gov applications (i.e. Tax Topics, Tax Trails, Frequently Asked Questions)

1.1.13.11.4.3.4.1  (09-01-2005)
Technical Communication Team

  1. The mission of the Technical Communication Team (TCT) is to create easy-to-use, plain language, documents from IRMs and other sources of technical information. These documents are referred to as Technical Communication Documents (TCDs) and are used in conjunction with the IRM, with the goal of reducing research time and improving quality. Requests for TCDs from individuals, focus groups, program managers, and IRM authors are considered when determining what TCDs will be produced.

  2. TCT reports to the Chief of Training and Miscellaneous.

  3. To accomplish its mission, the TCT:

    1. Analyzes embedded quality reports for error trends

    2. Creates user-friendly job aids

    3. Maintains a web site to ensure easy access to TCDs

    4. Performs technical accuracy reviews of TCDs on a regular basis

    5. Ensures that TCDs are publicized

1.1.13.11.4.4  (03-01-2007)
Notice Gatekeeper

  1. The mission of the Notice Gatekeeper is to provide Servicewide assistance with the downstream impact of taxpayer responses to IRS communications

  2. To accomplish its mission, the Notice Gatekeeper supervises a staff to accomplish the following:

    1. Act as liaison with other BODs concerning the timing and issuance of taxpayer communications to maximize levels of service and minimize taxpayer burden and to evaluate timing of notices and correspondence

    2. Provide guidance to BODs relative to the notices and correspondence processes

    3. Review for call site impact all new and revised taxpayer communications, both electronic and paper, that reference IRS toll-free numbers; communications requiring this review include
      Computer letters
      Computer paragraphs
      Correspondex letters via the Integrated Data Retrieval System (IDRS)
      Form letters
      Forms
      General letters
      IRMs
      Newsletters
      Notices
      Pattern letters
      Pattern paragraphs
      Publications
      Stuffers
      Text provided for publication on IRS.gov

      Exception:

      Manually prepared taxpayer letters issued in volumes of less than five are exempt from this review.

  3. The Office of the Notice Gatekeeper is the enterprise point of contact when significant volumes of erroneous notices are issued or there is a risk of issuing considerable volumes of erroneous notices. It has oversight responsibility for the formulation, implementation and monitoring of related recovery plans.

  4. The Notice Gatekeeper is also responsible for the development and maintenance of the Desktop Integration (DI) system for AM users. To accomplish this mission, DI staff:

    1. Coordinate business requirements with the business owners

    2. Manage the change request process for enhancements

    3. Act as the liaison between the business units and MITS

    4. Act as the liaison for coordinating cross-business unit DI issues

1.1.13.11.4.4.1  (03-01-2007)
Electronic Services and Programs

  1. The mission of Electronic Services and Programs (ESP) is to deliver customer account electronic tools.

  2. The Chief, Electronic Services and Programs, reports to the Notice Gatekeeper.

  3. To accomplish the mission, ESP:

    1. Develops and implements the business requirements for the SERP system

    2. Develops, delivers and maintains the Correspondex letter generating system

    3. Delivers and maintains Accounts Management applications on IRS.gov

1.1.13.11.4.5  (03-01-2007)
Accounts Management Project Management Office

  1. The mission of the Wage & Investment, Accounts Management (AM) Project Management Office (PMO) is to improve AM administrative business processes and organizational staffing by providing guidance and direction on modernization initiatives through a variety of major analytical studies, special projects, and assignments. More specifically, the AM PMO, ensures campus and remote sites’ adherence to the organizational blueprint and monitors Authorized Staffing Patterns and their impact and progress towards achieving and maintaining the modernized end-state goals.

  2. To accomplish the mission, the AM PMO:

    1. Ensures that sites continue toward the end-state organizational blueprint and, when achieved, maintain adherence

    2. Assists the PMPA staff on Filing Season Readiness/Program Reviews

    3. Assists sites with HR Connect Issues

    4. Prepares Requests for Organizational Change (ROC) for W&I AM sites

    5. Assists in planning and implementation of AM realignments and ramp-downs

    6. Provides guidance and support to the AM sites’ movement towards the end-state organization

    7. Focuses on specific projects identified by AM

    8. Monitors the progress and implementation of projects

    9. Develops business cases and prepares briefing and decision documents related to organizational transitions

    10. Analyzes the impact of new project resource needs against current resource commitments

    11. Communicates project impact to the Director and Deputy Director as well as campus and remote sites; coordinates necessary changes with the business unit and Embedded Human Capital Office (HCO)

  3. The AM PMO operates in close coordination with the Offices of:

    • Embedded HCO

    • Strategy and Finance

    • Other PMO Staffs

    • Chief, PMPA

    • AM Field Directors and staffs

1.1.13.11.4.6  (03-01-2007)
Correspondence Imaging System Project Management Office

  1. The mission of the Correspondence Imaging System (CIS) Project Management Office is to more efficiently provide services via scanning adjustments paper receipts into digital images. When fully implemented, customer service representatives (CSRs) will have universal access to the imaged adjustments work.

  2. To accomplish the mission, the Project Manager supervises a staff to accomplish the following:

    1. Develop business cases for CIS and CIS-related projects

    2. Provide AM business expertise to complement MITS knowledge

    3. Provide business requirements for project

    4. Monitor development of CIS

    5. Coordinate development of Milestone Artifacts in accordance with accepted standards and practices

    6. Analyze the impact of new project resource needs against current resource commitments

    7. Manage business unit issues and risks for the project

    8. Establish measures to capture business benefits

    9. Participate in and evaluate system integration and user acceptance testing

    10. Implement and deploy CIS throughout the organization

    11. Conduct post-implementation reviews to evaluate benefits derived

  3. The CIS Project Office operates in close coordination with the following Offices:

    • Business Systems Planning (BSP)

    • Division Information Officer (DIO)

    • MITS

    • Other Business Units

1.1.13.11.4.7  (03-01-2007)
Chief Accessibility Coordinator

  1. The mission of the Chief Accessibility Coordinator is to support the mission of AM by recruiting and hiring people with targeted disabilities for positions within CAS and Campus Compliance and provide Servicewide assistance to management, employees, and external customers on accessibility issues.

  2. To accomplish its mission, the Chief Accessibility Coordinator:

    1. Provides management and oversight to the IRS/Lions World Services for the Blind (LWSB) Programs, not limited to recruitment and training

    2. Acts as a liaison to AM and Compliance and employees who have questions concerning disabilities and accessibility

    3. Serves as the CAS chief point of contact for the Local Accessibility Coordinators (LACs) and their collateral duty assignments

    4. Serves as the liaison to customers in securing IRS notices in Alternative Media; Braille, Large Print, or CD-ROM

    5. Serves as a Consultant with Alternative Media Center (AMC), Information Resources Accessibility Program (IRAP), Equal Employment & Diversity (EEOD), and other BODs on adaptive equipment, accessibility, and reasonable accommodation issues

    6. Oversees the administration and maintenance of the Customer Service Agreement between CAS, AMC, and L&E

    7. Coordinates, with L&E, the development of training programs for managers who supervise employees with disabilities

    8. Identifies barriers that prevent employees with disabilities from performing at full potential

    9. Analyzes the impact of new systems or applications on existing adaptive equipment and compliance with Section 508 guidelines

1.1.13.11.4.8  (03-01-2007)
Field Directors, Accounts Management

  1. The mission of the Field Directors, AM at the Andover, Atlanta, Austin, Brookhaven, Cincinnati, Fresno, Kansas City, Memphis, Ogden, and Philadelphia Campuses, is to provide top-quality customer service by timely and efficiently responding to taxpayer questions and helping them understand and meet their tax responsibilities.

  2. To accomplish the mission, the Field Directors, AM:

    1. Provide executive leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers in call sites that are located within their directorate

    2. Assist AM Headquarters (HQ) with the formulation of short- and long-range program policy guidance, procedures, strategies and objectives

    3. Provide guidance, assistance and direction to call centers within their directorate to ensure timely, accurate and efficient program delivery

    4. Provide guidance, assistance and coordinate program activities with the Director and Deputy Director, AM, to prepare Servicewide policy guidance, address cross-functional issues, develop strategies, and ensure consistency of approach e.

    5. Ensure subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    6. Coordinate with AM HQ on the development of resource planning schedules

    7. Takes a lead role in the development of their subordinate managers, promoting a sound succession planning process for AM

    8. Assist their subordinate manager in the resolution of complex issues

    9. Interact with other functions and operating divisions for shared services needs (recruiting, facilities, etc.)

    10. Coordinate with personnel and other BODs represented at their respective campuses

  3. The following managers report to the Field Directors, AM:

    • Campus Operations

    • Remote Operations

    • Planning and Analysis

    • Site Coordinator (in consolidated sites)

1.1.13.11.4.8.1  (03-01-2007)
Campus Operations

  1. The mission of Campus Operations is to provide taxpayers with top-quality customer service by responding to taxpayer questions and helping them understand and meet their tax responsibilities. Program responsibility include:

    • Toll-free Telephones

    • Adjustments and Correspondence

    • Practitioner Priority Services (PPS)

    • Taxpayer Relations

    • EIN, Internet EIN (IEIN), Practitioner Taxpayer Identification Number (PTIN)

    • CAF and Power of Attorney (POA)

    • RAF

    • International Programs (Austin, Ogden and Philadelphia only)

    • CIS Clerical Support and other related activities

    • Campus Mail Support (in consolidated sites)

  2. To accomplish its mission, Campus Operations:

    1. Provides leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers

    2. Participates in the formulation of short- and long-range program policy guidance, procedures, strategies and objectives

    3. Provides guidance, assistance and direction to the call center to ensure timely, accurate and efficient program delivery

    4. Ensures subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    5. Supports the development of subordinate managers and assists them in the resolution of complex issues

    6. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.) represented at their respective campuses

1.1.13.11.4.8.1.1  (03-01-2007)
Telephone Systems Administrators

  1. The mission of Telephone Systems Administrators is to provide support to the Field Directors, AM, ensuring adherence to schedules by monitoring and managing the Automated Call Distributor.

  2. The Telephone Systems Administrator Manager reports to either the Campus or Remote Operations Manager.

  3. To accomplish its mission, Telephone Systems Administrators:

    1. Review planning period requirements and provide staffing projections to the business unit/JOC

    2. Coordinate telephone staffing reductions/adjustments with the Business Unit/JOC

    3. Plan adherence to half-hourly staffing schedules for all applications

    4. Monitor application performance and manage the workforce to meet fluctuations of actual demand

    5. Monitor the system and report systems problems to JOC

1.1.13.11.4.8.2  (03-01-2007)
Remote Operations

  1. The mission of Remote Operations is to provide taxpayers with top-quality customer service by responding to taxpayer questions and helping them understand and meet their tax responsibilities. Program responsibilities include:

    • Toll Free Telephones

    • ETLA

    • R-Mail

    • Special programs on as needed basis (e.g. disaster assistance)

  2. To accomplish its mission, Remote Operations:

    1. Provides leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers

    2. Participates in the formulation of short- and long-range program policy guidance, procedures, strategies and objectives

    3. Provides guidance, assistance and direction to the call center to ensure timely, accurate and efficient program delivery

    4. Ensures that subordinate managers operate as an effective management team and that all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    5. Supports the development of subordinate managers and assists them in the resolution of complex issues

    6. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.) represented at their respective remote location

1.1.13.11.4.8.3  (03-01-2007)
Planning and Analysis

  1. The mission of Planning and Analysis is to provide support to the Field Directors, AM, ensuring that service policies, programs and procedures are applied uniformly and efficiently.

  2. To accomplish this mission, Planning and Analysis:

    1. Analyzes processes to identify and resolve systemic and procedural problems

    2. Conducts conformance reviews and site assistance visits, prepares reports, and validates site performance

    3. Reports on progress toward delivering the assigned program goals as well as objectives and measures

    4. Monitors program delivery to ensure quality and consistency

    5. Provides oversight that facilitates the timely accomplishment of all program goals and objectives

    6. Coordinates specific projects or programs for the Field Director, AM

    7. Disseminates and consolidates responses to Director’s controls received from the Director or Deputy Director, AM, or other areas

    8. Organizes and monitors implementation of new programs

    9. Serves as the central point of contact for work plan and budgetary matters

    10. Assists with business unit site assistance visits

    11. Coordinates and supports AM PMO on issues related to the directorate’s organizational structures

    12. Monitors business results and makes recommendations to assist in the formulation of short- and long-range program policy guidance, strategies and objectives

    13. Assists with the coordination of program activities to address cross-functional issues, develop strategies, and ensure consistency of approach

    14. Ensures functional programs comply with all existing quality policies and procedures and strives to improve the accuracy and timeliness of responses

    15. Conducts statistical analysis and evaluation of the elements comprising AM balanced measures

    16. Works with CAS Finance to monitor recourses and project needs

    17. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.)

    18. Coordinates with local support functions (e.g. Agency-Wide Shared Services, Personnel Services) and other BODs represented at their respective campuses

1.1.13.11.4.8.4  (03-01-2007)
Site Coordinator

  1. The mission of the Site Coordinator is to provide the primary support for cross-unit coordination and collaboration involving major activities across multi-organizational functional and operations reporting structures in a campus environment, and provide administrative support where a central point of contact on campus adds value. The Site Coordinator provides direct support to the Senior Commissioner’s Representative (SCR), the AM Field Director, especially concerning but not limited to, dealing with rapid response/emergency situations on campus including the coordination of all incident management planning and implementation

  2. To accomplishment this mission, the Site Coordinator:

    1. Provides the primary support for the cross-unit coordination by overseeing major activities that affect multiple functions with different reporting structures, ensuring cross-functional cooperation, coordination and consistency

    2. Serves as a primary liaison to ensure administrative and logistical support is provided to all campus entities by working with MITS, AWSS and other supporting organizations

    3. Serves as the liaison between all campus organizations in the development of administrative polices and practices and communicates and disseminates campus-wide decisions, policies and procedures

1.1.13.11.5  (03-01-2007)
Joint Operations Center

  1. The mission of the Joint Operations Center (JOC) is to provide world-class service, support and technology for BODs and functional organizations to achieve their desired service levels for all telephone, correspondence and electronic media inquiries within agreed resource and staffing parameters.

  2. To accomplish the mission, the Director, JOC supervises a staff which provides real-time service by:

    1. Routing telephone calls dynamically

    2. Balancing service delivery for taxpayer-initiated telephone, correspondence and electronic media

    3. Identifying corporate opportunities for improved JOC-related services

    4. Facilitating daily communications between JOC and call sites on workload issues

  3. The JOC plans and analyzes by:

    1. Building detailed telephone work plans and schedules for call sites based on operating division high level work plans

    2. Identifying trends for real-time management and future planning

    3. Performing ad-hoc requests for specialized analysis for BODs

  4. The JOC provides technology support by:

    1. Implementing telecommunications plans for call sites (i.e. capacity planning, circuitry and call routing)

    2. Troubleshooting JOC telecommunication and I/S equipment issues

    3. Upgrading equipment and technology

    4. Performing "help desk" functions for call distribution

    5. Implementing business rules into JOC systems

    6. Overseeing contractors' work

  5. The JOC assesses enhancements by:

    1. Monitoring and assessing emerging industry and technology trends

    2. Working closely with other JOC entities and BODs to ensure smooth transition of enhancements from conceptualization to production

  6. The JOC supports the Director by:

    1. Researching, analyzing and responding to ad hoc requests from various IRS sources

    2. Preparing strategic plans, decision papers, and presentations

  7. Direct reports to the Director, Joint Operations Center include:

    • Chief, Operations

    • Chief, Planning and Analysis

    • Chief, Business Requirements Integration & Development Group (BRIDG)

    • Chief, Contact Center Strategy and Architecture

    • Directors Staff

1.1.13.11.5.1  (03-01-2007)
Operations

  1. The mission of Operations is to evaluate and respond to real-time demands and business requirements of conducting routing and scheduling oversight with both paper and telephone operations

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

    1. Provides oversight of all real-time telephone operations, including routing and real-time scheduling activities

    2. Analyzes and responds to the impacts of overseeing real-time operations

    3. Conducts real-time analysis of paper and electronic inventories, and telephone operations

  3. The following sections are included in the Operations Branch:

    • Routing and Monitoring

    • Performance Tracking

1.1.13.11.5.1.1  (09-01-2004)
Routing and Monitoring

  1. The mission of Routing and Monitoring is to evaluate and respond to system demands by routing telephone calls dynamically and to implement routing strategies to continually improve phone service delivery to W&I CAS customers.

  2. To accomplish the mission, the Routing and Monitoring Section Chief supervises a staff which:

    1. Monitors call distribution in real-time

    2. Monitors customer service delivery in real-time

    3. Monitors adherence to staffing schedules in real-time for all sites

    4. Monitors agent utilization in real-time for all sites

    5. Balances service delivery to telephones, correspondence and electronic customers (within the constraints of the Operating Division WP)

1.1.13.11.5.1.2  (03-01-2007)
Performance Tracking

  1. The mission of Performance Tracking is to provide oversight and guidance to the Chief, Operations, the Director, JOC, and W&I CAS sites regarding strategies for responding to fluctuations in paper and electronic inventories and telephone demand.

  2. To accomplish the mission, the Performance Tracking Section Chief supervises a staff that:

    1. Monitors, analyzes and poses solutions to variances from BODs objectives in real-time

    2. Identifies corporate opportunities for improved service, which may require adjustments to operating division work plans

    3. Facilitates daily communications among and between sites on workload issues

    4. Provides analysis for operating division JOC Representatives and sites on daily information regarding service delivery and performance

    5. Provides coordination of "go-to" , "go-from" for all workloads (E-mail, paper and electronic inventories)

    6. Prepares daily schedule adjustments and coordinates with sites

1.1.13.11.5.2  (03-01-2007)
Planning and Analysis

  1. The mission of Planning and Analysis is to provide telephone and paper work planning and performance trend analysis to the Director, JOC; the Director, CAS, and Management Information Systems (MIS) data used in reports to the Commissioner.

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

    1. Provides analysis for telephone product lines and paper

    2. Prepares reports for the BOD and outside stakeholders

    3. Maintains all MIS reporting systems including the validation and verification of data to ensure accuracy and integrity

    4. Conducts work planning and scheduling of telephone and all paper media for the entire enterprise

  3. ) The following sections are included in the Planning and Analysis Branch:

    • Planning and Scheduling

    • Analysis

    • Data Management and Reports

1.1.13.11.5.2.1  (03-01-2007)
Planning and Scheduling

  1. The mission of Planning and Scheduling is to develop telephone product line and application level forecasts leading to the preparation of work plans and staffing requirements which are designed to meet targeted service levels and BOD program goals for Toll-Free, Adjustments, and Taxpayer Relations.