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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 17. Agency-wide Shared Services

1.1.17  Agency-wide Shared Services

1.1.17.1  (12-01-2006)
Agency-Wide Shared Services

  1. The mission of Agency-Wide Shared Services is to provide complete, professional, Equal Employment Opportunity and Diversity Field Services (Treasury Complaint Mega Center), Employee Support Services, Real Estate and Facilities Management and Procurement to all organizational entities within IRS.

  2. The Chief, Agency-Wide Shared Services (AWSS) reports to the Deputy Commissioner for Operations and Support and is responsible for planning, directing, organizing and executing all activities related to Shared Services nationwide.

  3. To accomplish the mission, AWSS:

    1. Formulates short and long-range program policies, strategies and objectives for Shared Services to implement the overall IRS support strategy and vision.

    2. Designs and develops administrative service programs for all internal IRS organizations.

    3. Directs activities to build partnerships with internal stakeholders.

    4. Coordinates with other top level IRS executives to address cross-functional issues, develop strategies, ensure consistency of approach and meet customer needs.

    5. Participates in equal employment and diversity program activities.

1.1.17.2  (12-01-2006)
Headquarters

  1. The mission of the Headquarters organization is to support the Chief, Agency-Wide Shared Services by providing strategic and operational support for the operating units within AWSS. Headquarters manages all physical and information technology and financial resources assigned to the organization.

  2. AWSS Headquarters consists of the Office of the Chief and Deputy Chief, the Directors of EEO and Diversity Field Service (TCMC), Employee Support Services, Real Estate and Facilities Management and Procurement offices, as well as the managers and staffs of the Headquarters Support organization.

  3. The Headquarters Support organization includes the following units:

    • Office of Strategy and Finance

    • Administrative Services

    • Competitive Sourcing

    • AWSS EEO and Diversity

1.1.17.2.1  (12-01-2006)
Office of Strategy and Finance

  1. The mission of the Office of Strategy and Finance is to:

    1. secure and manage the financial resources;

    2. manage the strategic planning and Performance Management (Measures development, systems maintenance and analysis activities to manage and monitor organizational performance); and

    3. ensure the IRS-wide balanced measures approach is incorporated into the AWSS and Operations Support (Non- MITS) organizations.

1.1.17.2.2  (12-01-2006)
AWSS Branch and the Operation Support (non-MITS) Branch

  1. The AWSS and Operation Support (non-MITS) Branches:

    1. Formulate the budget submission and responds to inquiries from internal and external stakeholders (National Headquarters, Treasury, Office of Management and Budget, Congress, etc.).

    2. Manage the resource distribution process including the development of the financial plan that supports the programs and priorities for our customer organizations in coordination with program managers, as applicable.

    3. Manage financial resources including tracking resource usage against targets.

    4. Establish financial policies, procedures and management controls for our customer organizations in conjunction with overall Service guidelines and procedures.

    5. Determine the best approach for resolving budget shortages within the applicable financial plans.

    6. Oversee workforce planning and provides supply and demand forecasting (labor market analysis, IRS people requirements).

    7. Coordinates the business planning activities of for our customer organizations which include jointly developing business cases with project managers, determining funding priorities and preparing resource justification for acceptance by the appropriate Executives.

    8. Tracks costs at the product and customer level.

    9. Provides performance data as an input to Service Level Agreement Process, as well as, coordinates the development and modification of these agreements.

    10. Develops cost tracking capabilities using existing systems.

    11. Designs and manages implementation of enhancements to existing systems and processes related to capturing costs.

    12. Creates internal documents for customers detailing usage of customer organization services and corresponding dollar expense.

    13. Sets annual, multi-year or other long-range financial and budgetary plans.

    14. Designs and implements a measurement system in consultation with stakeholders.

    15. Develops measures framework

    16. Tracks performance within the context of a balanced measurement approach and ties performance to operational measures.

    17. Provides technical guidance and assistance to our customer organizations on process analysis, systems improvements and reengineering,

    18. Develops and administers customer surveys.

    19. Coordinates implementation of research and shares findings.

1.1.17.2.3  (12-01-2006)
Business Systems & Project Management Branch

  1. The mission of the Office of Business Systems & Project Management is to proactively manage customer systems requirements from a business process (e.g., non-technical) perspective and provide support and internal project oversight and process analysis to the Director of the Office of Strategy and Finance and the AWSS Branch and the Operations Support (Non-MITS Branch. The Business Systems & Project Management Branch:

    1. Gathers business requirements for the division;

    2. Ensures existing systems satisfy customer needs;

    3. Oversees the development of business cases for systems planning;

    4. Develops requirements for new systems/processes to improve or add services;

    5. Manages all aspects of the systems development life cycle;

    6. Develops technology plans for the customer organizations;

    7. Ensures customer information technology investments are prioritized and coordinated;

    8. Manages customer relationship with Information Systems including signing Standard Level of Service Agreements;

    9. Oversees Process Analysis for the Office of Strategy and Finance;

    10. Monitors and or leads Strategy and Finance Projects;

    11. Address Cross-Branch ad-hoc requests for information or other deliverables.

1.1.17.3  (12-01-2006)
Office of Administrative Services

  1. The mission of the Office of Administrative Support is to provide support for the internal management of the embedded Personnel Services. The AWSS Office of Administrative Services’ Director reports directly to the Chief, AWSS. Programs under this office include: Communications and Marketing, Training, Human Resources, Combined Federal Campaign, Employee Suggestion Program and the Chief Awards.

1.1.17.3.1  (12-01-2006)
Communications and Marketing

  1. The Communications and Marketing team provides communication support to the divisions within AWSS.   Services include:

    • Planning communications

    • Defining key messages and target audiences

    • Determining proper vehicles

    • Writing and editing

    • Developing communications products

1.1.17.3.2  (12-01-2006)
AWSS Training

  1. The mission of AWSS Training is to oversee the design, development, and Implementation of learning and education programs for the AWSS employee community consistent with established Servicewide education policies and standards. The office responsibilities are to:

    • Consult with AWSS functions to assess and fulfill current and future employee training needs

    • Design and deliver current, transition and future training appropriate to the needs of the AWSS employees

    • Coordinate the development of the annual training plan for the AWSS Organization

1.1.17.3.3  (12-01-2006)
Embedded Human Resources

  1. This office provides overall guidance and oversight of all Human Resources activities which impact AWSS employees. This includes recruitment, reorganizations and organizational change, reductions in force, awards compensation issues, etc.

1.1.17.4  (12-01-2006)
Office of Competitive Sourcing

  1. The AWSS Competitive Sourcing Division Director reports directly to the Chief, AWSS. The mission of the Office of Competitive Sourcing is to leverage structured competitive sourcing methods and the power of competition to improve IRS business processes, reshape its workforce, and further the agency's strategic goals.

  2. The Internal Revenue Service (IRS) Office of Competitive Sourcing is part of the government-wide Competitive Sourcing initiative governed by Office of Management and Budget Circular A-76.  OCS has developed a repeatable process to select competitive sourcing studies, evaluate their economic impact on the overall budget, implement lessons learned and achieve benefits.

  3. Competitive Sourcing can be a powerful management tool to make transformational changes in organizations. This is one reason why A-76 is one of five programs in the President’s Management Agenda. Some specific business results that Competitive Sourcing has brought to IRS and other agencies are:

    1. Modernized processes—most often technology drives the processes

    2. Modernized technology for an entire business function with one contract

    3. Dramatically accelerated time to implement new technology

    4. Increased functionality and better customer service

    5. Improved and more flexible management reporting capability * Accelerated moves to open standards (ex. XML)

    6. Resolution of issues such as high maintenance costs and limited support for discontinued, proprietary, and "home grown" software

    7. Replacement of antiquated mainframe and other older hardware technologies

    8. Reduced system interface issues

    9. Significant cost savings

1.1.17.5  (12-01-2006)
EEO and Diversity (AWSS)

  1. The mission of the EEO and Diversity office is to ensure fairness and integrity in the application of all Equal Employment Opportunity and Diversity Programs for employees and applicants.

  2. The office:

    1. provides affirmative employment program guidance, policies, standards;

    2. ensures that management is accountable for the achievement of EEO and Diversity objectives and in full compliance with all EEO laws, regulations and guidelines; and

    3. helps all employees and all levels of management understand their obligation to respect and value diversity within our workforce.

  3. The AWSS EEO and Diversity Division Director reports directly to the Chief, AWSS, participates in strategic planning, and represents AWSS on the EEO and Diversity Council. The EEOD Division Director also advises all AWSS management officials on EEO and Diversity issues including complaint resolution.

  4. The office staff:

    1. Develops the AWSS EEO strategy consistent with the Servicewide EEO strategy and the AWSS business strategy.

    2. Develops the AWSS Affirmative Employment Plan (AEP), a tool of the Affirmative Employment Program which identifies and aims to remove organizational barriers that impede hiring, promotion, training, and retention of qualified minorities and women.

    3. Customizes EEO programs to the unique needs of AWSS and ensures programs are effectively implemented.

    4. Provides for adequate external and internal recruitment strategies for identifying qualified candidates and ensures retention and advancement are based on quality of work and experience.

    5. Identifies and eliminates any practices, regulations, and procedures that may perpetuate discrimination based on race, color, sex (including sexual harassment), national origin, age (40+), disability (physical and mental), religion, reprisal/retaliation, sexual orientation, parental status or genetic information.

    6. Encourages AWSS employees to treat all co-workers and potential employees fairly and equally in support of the concept that "people are our most precious resource."

1.1.17.6  (12-01-2006)
AWSS EEO and Diversity Field Services

  1. The mission of EEO and Diversity Field Services (EEODFS) is to support the Internal Revenue Service mission and provide customers with top quality service by helping employees understand diversity and their EEO rights and responsibilities and by applying the civil rights laws with integrity and fairness to all.

  2. The Director, AWSS EEODFS reports directly to the Chief, Agency Wide Shared Services and serves as a member of the EEO and Diversity Council. The AWSS EEODFS organization supports the IRS mission by educating the workforce on EEO and Diversity, advising management regarding EEO principles, policies, and laws and develops and implements EEO Programs.

  3. EEODFS major program responsibilities include:

    1. Managing and implementing the Complaint Processing program; including the Alternative Dispute Resolution (ADR) program for the pre-complaint and formal complaint processes;

    2. Managing and implementing the Reasonable Accommodation program and providing pre-decisional advice & consultation to managers on reasonable accommodation cases;

    3. Providing leadership direction to EEO Counselors, Investigators, Mediators, and Specialists;

    4. Advising managers to integrate EEO principles, policies, and laws in local processes and decisions;

    5. Promoting awareness of the Prevention of Sexual Harassment, as well as investigating allegations of sexual harassment;

    6. Providing advice and consultation to managers and executives on complaint prevention and resolution, as well as administering TalkFirst;

    7. Providing support on a number of local and cross-functional EEOD initiatives such as Special Emphasis Program, New Employee Orientation, Recruitment, and EEO Advisory Committees.

  4. The EEODFS organization has two components: the Treasury Complaint Mega Center (TCMC) and Operations Management. TCMC led by its Operations Director, processes formal complaints of discrimination for the Internal Revenue Service and the other Treasury Bureaus.

  5. Operations Management, which includes a Headquarters staff and led by its Operations Director, is aligned into three Areas delivering EEO and Diversity field services throughout the Internal Revenue Service. Each Area is headed by an Associate Director (AD). There are a total of 16 Territories within these three Areas.

  6. Area A and Area B are designated Relationship Management areas that provide the full range of services for Reasonable Accommodations. They also provide customer support for local initiatives regarding Special Emphasis Program, New Employee Orientation, Prevention of Sexual Harassment, Complaint Prevention, Recruitment, and field EEO Advisory Committees. These two Areas provide services to the bureau through eleven (11) Territory offices, which are organized around the campus sites and National Headquarters.

  7. Area C is responsible for Centralized Pre-complaint/ADR case processing, which includes the administration of the IRS mediator cadre. This Area also provides support to the agency regarding formal complaint case processing in the Internal Revenue Service, Prevention of Sexual Harassment, and Complaint Prevention. This Area services the bureau through five (5) Territory offices.

1.1.17.7  (12-01-2006)
Employee Support Services

  1. The mission of Employee Support Services (ESS) is to provide the highest quality of support efficiently and effectively to all customers by delivering administrative services in a customer-focused environment in order to make it possible for IRS employees to serve America’s taxpayers.

  2. The Director, Employee Support Services reports to the Chief, Agency-Wide Shared Services (AWSS) and is responsible for providing executive leadership in the design, development, and delivery of multiple, diverse and comprehensive administrative programs, that are geographically dispersed nationwide, including Payroll and Personnel Systems, the IRS Payroll Centers, Senior Commissioner’s Representatives (SCRs), Employee Resource Center (ERC), Credit Card Services, Travel Services and the Career Management and Learning Centers (CMLCs).

  3. To accomplish the mission, the Director, Employee Support Services:

    1. Advises the Chief, AWSS on policy and operational matters concerning all ESS programs.

    2. Defines and prioritizes agency service requirements.

    3. Defines and implements strategic goals.

    4. Articulates the business need for system improvements.

    5. Identifies emerging technologies in the service industry for possible incorporation with existing programs.

    6. Integrates personnel management into program accomplishments.

    7. Leverages the financial plan to ensure priorities are delivered.

    8. Provides strategic and operational support to staff and programs.

    9. Monitors and ensures actions are compatible with strategic plans, business goals and performance measures.

    10. Develops strategies for improving employee engagement and employee/customer satisfaction.

1.1.17.7.1  (12-01-2006)
ESS Headquarters

  1. The mission of Headquarters is to support the Director, Employee Support Services by providing strategic and operational support to all branches within the ESS Division.

  2. The ESS Headquarters consists of the immediate staff of the Director. In addition, the senior managers who comprise the cadre of " Direct Reports" to the Chief, ESS include the Associate Directors for Administrative Programs, Payroll-Personnel Systems, Payroll Centers, Senior Commissioner’s Representatives, Employee Resource Center, Travel Services, Credit Card Services, and the Career Management & Learning Centers.

1.1.17.7.2  (12-01-2006)
Administrative Programs Staff

  1. The Administrative Programs Staff (APS) Branch Chief reports directly to the Director, Employee Support Services and is responsible for planning, organizing, managing, directing and executing branch, external, and service-wide APS program responsibilities.

  2. APS is comprised of three functions: Budget, User Support & Outreach (US&O), and the Communications Section. Responsibilities are broad in scope, providing support for, the Director’s Office, all ESS Branches, Service-wide employees and external stakeholders.

1.1.17.7.2.1  (12-01-2006)
APS Budget Staff

  1. The APS Budget staff:

    1. Provides technical guidance and assistance to ESS functions on a broad scope of Budget related issues.

    2. Allocates, approves, analyzes, evaluates and tracks all budget expenses for ESS branches.

    3. Modifies procedures and project objectives.

    4. Evaluates and executes operation of budget related programs, i.e.., Program Operating Budget, Travel Reimbursement Accounting system (TRAS), Government Purchase Card Program, Requisition Tracking System (RTS) and the Integrated Financial System (IFS).

    5. Complies with controls for ESS in conjunction with overall Service guidelines and procedures.

    6. Determines best approach for resolving budget shortages within ESS.

    7. Coordinates Bargaining and Non-Bargaining Award Program.

    8. Responds to inquiries from External Stakeholders, i.e.., Dept. of Treasury

1.1.17.7.2.2  (12-01-2006)
APS Communication Section

  1. The APS Communication Section:

    1. Plans communications, defines key messages, target audiences, and determines proper vehicles.

    2. Publishes messages about ESS programs and services through multiple service-wide channels, including the IRWeb, Leaders’ Alert, and News from the Business Units.

    3. Supports employee engagement by publishing "Success Express. "

    4. Develops and produces marketing materials.

    5. Works with ESS branches to develop communication strategies to address program issues.

    6. Develops content and manages the ESS website.

    7. Provides National Point of Contact (NPOC) for all ESS functions on all ERC related issues, i.e.., ERC Web content changes, ticket cycle time changes, establishing call types, elevated issues on HEAT database, and feedback on customer satisfaction levels

1.1.17.7.2.3  (12-01-2006)
APS User Support & Outreach (US&O) Section

  1. The APS User Support & Outreach (US&O) Section:

    1. Provides Service-wide support to managers and end-users on the varied diverse systems and programs for which ESS has ultimate and sole responsibility.

    2. Develops, delivers and evaluates Service-wide Outreach workshops.

    3. Supports users and customers by presenting critical information about all ESS programs and Services.

    4. Supports customers service-wide on various ESS programs including HR Connect, Employee Express, Thrift Line, SETR, TRAS, Credit Cards and the ERC.

    5. Works with Operating Divisions conducting analysis with the goal to prevent/reduce burden through CPE’s, new hire sessions, CENTRA, and ELMS.

    6. Determines budget requirements/expenditures necessary to implement Outreach Program.

    7. Works closely with Communications Section on advertising/marketing the Outreach Program.

1.1.17.7.3  (12-01-2006)
Payroll – Personnel Systems

  1. This organization is comprised of the Payroll Center, the Operations Support & Systems Maintenance Section and the Human Resources Reporting Section.

  2. Programs handled by these three units include: Timekeeping, CFC, RIF Initiatives, Human Resource Reports and Requests, the National Performance Award Program, Retirement, SETR, among many other programs and initiatives.

1.1.17.7.3.1  (12-01-2006)
Payroll Processing Operations

  1. The mission of the Payroll Processing Operations is to ensure all IRS employees are paid timely, accurately and all payroll related issues are handled with professional customer service.

  2. The Associate Director, Payroll Processing Operations reports to the Director, Payroll-Personnel Systems.

  3. To accomplish the mission, the Associate Director, Payroll Processing Operations plans, organizes, administers and implements a variety of personnel Support services encompassing payroll, timekeeping, employee support, Combined Federal Campaign, savings bond program, and special projects. Special projects include processing of performance appraisals, the Career Service Award Program, issuance of emergency salary payments, records validation for reduction-in-force (RIF) initiatives, as well as validation and maintenance of Official Personnel Folders (OFPs).

  4. The Associate Director, Payroll Processing Operations supervises and is responsible for the Chiefs and staffs of four Payroll Centers.

1.1.17.7.3.1.1  (12-01-2006)
Payroll Centers

  1. The Payroll Centers are comprised of four different centers which are located in Philadelphia, Memphis, Ogden and Austin. Centers specialize in the following functions.

  2. The Philadelphia Payroll Center (Administrative Payroll Branch) is responsible for:

    1. Processing personnel actions, including mass actions, QSIs, employee-generated actions, retroactive actions, corrections and cancellations;

    2. Processing payroll documents;

    3. Processing performance and discretionary awards;

    4. Computing Within Grade Increases, probationary period ending dates and conversion to Career Tenure date;

    5. Resolving federal, state and local tax problems; and

    6. Providing systems support for NFC and HR Connect and ensuring database integrity.

  3. The Memphis Payroll Center (Timekeeping Branch) is responsible for:

    1. Providing Time & Attendance (T&A) regulatory guidance;

    2. Providing WebSETR support (validation/assistance);

    3. Processing corrections to T&A data;

    4. Managing T&A aspects of the various leave transfer programs; and

    5. Processing lump sum annual leave, compensatory leave and credit hour payments.

  4. The Ogden Payroll Center (Employee Services Branch) is responsible for:

    1. Researching and responding to ERC Service requests on personnel/payroll and benefits related questions from employees;

    2. Providing Personnel System support (HR Connect Help Desk, TAPS/WebSETR Help Desk);

    3. Providing health and life Insurance support, including the Insufficient Pay Program, and open seasons; and

    4. Providing program outreach, communications and assistance to employees and managers.

  5. The Austin Payroll Center (Debt Management/Records Branch) is responsible for:

    1. Researching and issuing employee debt letters;

    2. Processing waivers of overpayment;

    3. Processing, administering and coordinating settlement cases, grievances and EEO cases;

    4. Processing performance appraisals;

    5. Administering the Career Service Awards Program;

    6. Designated Agent duties; and

    7. Document maintenance (OPFs and SFs-50).

1.1.17.7.3.2  (12-01-2006)
Operations Support & System Maintenance Section

  1. The Operations Support & System Maintenance Section has program responsibility for the HR Connect and SETR Plus applications and serves as a liaison with the Department of Treasury and the National Finance Center (NFC). Responsibilities include: establishment, control and maintenance of all organizational codes and department IDs, providing the service of processing high volumes of "like" personnel actions via the MUM, TAPS, retirement, and conversion to SETR Plus in addition to system changes including enhancements to HR Connect.

1.1.17.7.3.3  (12-01-2006)
HR Reporting Section

  1. The HR Reporting Section supports the Human Resources management Information needs of the service. They maintain the HR Reporting Center web site, a self service HR reporting tool. They provide ongoing HR data support at the Strategic level for the Commissioner and senior management level; at the Operational level in support of organizational business processes, e.g., Employment Offices, Payroll Offices, data feeds for external systems; and generate a myriad of ad hoc reports for the business operating division, the Human Capital Office, and other oversight functions, including TIGTA, EEO Disclosure and GAO.

1.1.17.7.4  (12-01-2006)
Travel Services Branch

  1. The mission of Travel Services Branch is to provide agency-wide administration of all travel programs and the public transportation subsidy program.

  2. The Associate Director, Travel Services reports to the Director, Employee Support Services.

  3. To accomplish the mission, the Associate Director, Travel Services:

    1. Provides leadership and program guidance.

    2. Develops partnerships with stakeholders and customers.

    3. Formulates strategies to implement program changes that best serve the customers.

    4. Identifies emerging technologies in the service industry and determines impact on support systems.

    5. Improves products and services to meet current industry standards.

  4. The following managers report to the Associate Director, Travel Services:

    • Chief, TRAS Section

    • Chief, Special Services Section

1.1.17.7.4.1  (12-01-2006)
TRAS Section

  1. The mission of the TRAS Section is to provide technical support for the IRS Travel Reimbursement and Accounting System (TRAS), and provide travel policy guidance for IRS business travelers.

  2. The Chief, TRAS Section reports to the Associate Director, Travel Services.

  3. To accomplish the mission, the Chief, TRAS Section:

    1. Provides guidance on Federal Travel Regulations and procedures.

    2. Provides guidance on the systems and services that are used to secure travel authorizations and advances, make reservations, and file expense reimbursement.

    3. Provides system administration for TRAS and the on-line reservation system which includes - Maintaining TRAS permission and user files; processing new user requests, group realignments, individual changes, and corrects records as requested by Business Units; issuing replacement passwords; and answering customer inquiries.

1.1.17.7.4.2  (12-01-2006)
Special Services Section

  1. The mission of the Special Services Section is to provide program oversight for the agency’s Public Transportation Subsidy Program (PTSP) and Travel Management Center (TMC).

  2. The Chief of Special Services Section reports to the Associate Director, Travel Services.

  3. To accomplish the mission, the Chief, Special Services Section:

    1. Ensures effective administration by the PTSP outsourced vendor, the Department of Transportation (DOT). The DOT responsibilities are to maintain employee program applications, disburse transit checks, re-certify the eligibility of participants, delete separating participants from active rolls, and coordinate with all local transit authorities.

    2. Provides technical advice and coordination with PTSP customers and stakeholders, maintains user files, and performs audits and reviews.

    3. Ensures effective administration by the TMC contract vendor, SatoTravel. SatoTravel is responsible for reserving the IRS government travel arrangements (common carrier, lodging, rental cars) within the guidelines stated in the Federal Travel Regulations.

    4. Provides system administration for RESX, the on-line reservation system by: maintaining RESX user files; processing individual changes and corrects records as requested by Business Units; issuing replacement passwords and unlocking accounts; and answers customer inquiries.

1.1.17.7.5  (12-01-2006)
Credit Card Services Branch

  1. The Credit Card Services Branch staff performs administrative support for the Purchase Card and Travel Card Programs service-wide.

  2. The Credit Card Services Associate Director reports to the Director, Employee Support Services and is responsible for planning, managing, directing and executing all Purchase Card, Travel Card and Centrally Billed Account (CBA) program responsibilities service-wide within our scope of work. It consists of the:

    • Credit Card Administration and Assistance Group

    • Account Maintenance And Support Group, and

    • Procedures, Analysis and Review Group

  3. To accomplish the mission, the Associate Director of Credit Card Services:

    1. Assists the Director, Employee Support Services on operational matters related to the Purchase Card (including Convenience Checks), the Travel Card (including Individually Billed Travel Cards (IBT) and the CBA Programs.

    2. Ensures alignment and compatibility of Purchase Card, Travel Card and CBA Programs with IRS and AWSS strategic plans and business visions.

    3. Provides leadership, direction, schedule constraints, requirements, and program management oversight for all components of the administrational tasks of the Purchase Card, Travel Card and CBA Programs.

    4. Serves as principal advisor with the Director, Employee Support Services to the Business Organizations on covered services, and ensures that all requirements are fully met and integrated into the overall management of the organization's services.

    5. Ensures timely execution of program activities, determines appropriate program emphasis to achieve goals, manages branch resources, ensures proper application of IRS and government-wide policies and regulations and maintains uniform standards.

    6. Ensures the Purchase Card, Travel Card and CBA Programs maintain close alignment with business needs and priorities, while preserving flexibility to adjust to organizational capacity limitations and on-going changes.

1.1.17.7.5.1  (12-01-2006)
Credit Card Administration & Assistance Group

  1. The Credit Card Administration & Assistance Group:

    1. Provides policy guidance on the Travel Card and Purchase Card Programs.

    2. Develops and provides training for new account Cardholders and refresher training for existing Cardholders for the Purchase and Travel Card Programs.

    3. Administers the Centrally Billed Account (CBA) for travel.

    4. Functions as a subject matter expert for Travel Card, Purchase Card and CBA Programs within the scope of its duties.

    5. Acts as liaison between Business Organizations, and any other internal and/or external customers.

    6. Assists the Credit Card COTR in resolving local and divisional problems within the scope of its duties.

1.1.17.7.5.2  (12-01-2006)
Account Maintenance and Support Group

  1. The Account Maintenance and Support Group:

    1. Establishes new Travel and Purchase Card accounts. Provides maintenance support to all Travel and Purchase Cardholders, including hierarchy, address, name changes, etc.

    2. Provides guidance and support for the Convenience Check Program service-wide.

1.1.17.7.5.3  (12-01-2006)
Procedures, Analysis and Review Group

  1. The Procedures, Analysis and Review Group:

    1. Prepares procedural direction on the Travel and Purchase Card Programs including internal procedures, as well as procedures for Management, Cardholders, and all interested parties service-wide.

    2. Provides analytical services for Credit Card Services and the Travel Card, Purchase Card and CBA Programs service-wide.

    3. Develops strategies for improving service delivery, customer and employee satisfaction. d) Performs reviews of systems and program activity to ensure efficiency of current processes and effectiveness of internal controls.

1.1.17.7.6  (12-01-2006)
Senior Commissioner’s Representatives Branch

  1. SCR Branch, through its geographically dispersed staff of Senior Commissioner's Representatives, provides management leadership for cross-functional administrative activities in field offices of the IRS. SCRs are divided into 15 SCR areas. Within those territories, and through a network of Administrative Officers, they: address time sensitive administrative issues and direct IRS responses in critical emergency incidents that impact IRS facilities; provide leadership and direction to Commissioner's Representatives in local facilities; represent IRS interests with federal interagency affairs; represent management in cross-functional labor relations; facilitate and coordinate services for mandatory " community" events such as Combined Federal Campaign and Flu Shot administration; and generally operate to assure that IRS business divisions' common administrative interests are adequately addressed by the appropriate support intervention.

1.1.17.7.7  (12-01-2006)
Employee Resource Center

  1. The Employee Resource Center provides IRS employees with a single point of contact for AWSS services, an integrated high quality source of information and transaction support. The Center:

    1. Ensures alignment and compatibility of actions with the IRS and AWSS strategic plans and business visions.

    2. Provides service via a web site and a customer contact center, with a focus on world class customer service.

    3. Identifies opportunities to integrate and standardize employee-focused services.

    4. Furthers the AWSS Functional Units' goals for customer satisfaction by ensuring that all service requests are closed and all customer needs are met.

1.1.17.7.8  (12-01-2006)
Career Management Learning Centers

  1. The mission of the CMLC organization is to provide centralized management of CMLC support functions.

  2. The Associate Director, CMLC reports to the Director, ESS. To accomplish the mission, the Associate Director, plans, organizes, administers and implements a variety of support activities for the Career Management & Learning Centers.

  3. The Associate Director, CMLC is responsible for the support in the following program areas:

    • Centralized Scheduling

    • Adjunct Facilities support

    • Fiscal support

    • Career Counseling program management

1.1.17.7.8.1  (12-01-2006)
Centralized Scheduling

  1. Centralized Scheduling:

    1. Provides embedded training functions with one telephone number to call to locate available training space in all CMLC locations, and

    2. Develops a centralized database of training space and a web scheduling application.

  2. Facilities Support:

    1. Acts with the Centralized Scheduling staff to administer the 600,000 square