1.1.13  Wage and Investment (Cont. 1)

1.1.13.6 
Return Integrity & Correspondence Services

1.1.13.6.6  (10-07-2013)
Office of Taxpayer Correspondence

  1. The mission of the Office of Taxpayer Correspondence (OTC) is to serve as the IRS hub for comprehensive correspondence services — from design and development to effectiveness and downstream impact. Working as partners with the business, OTC provides consistency, quality and plain-language for notices and letters with the goal of helping taxpayers take the appropriate action to resolve their tax issues. OTC is the IRS knowledge broker for correspondence and partners with the business to enable data driven decisions.

  2. The Program Manager, Office of Taxpayer Correspondence reports to the Deputy Director, Return Integrity & Correspondence Services.

  3. The following functions report to the Program Manager, Office of Taxpayer Correspondence:

    • Customer Accounts Management Section

    • Design & Development Section

    • Data Metrics & Error Resolution Section

1.1.13.6.6.1  (10-07-2013)
Customer Accounts Management Section

  1. The mission of the Customer Accounts Management (CAM) Section is to develop effective working relationships with business owners by understanding and anticipating their needs, working with them to plan and coordinate requests for correspondence services, analyzing customer requirements and products to determine downstream impact, and ensuring the delivery of high quality products and services. Each account representative (AR) serves as a single point of contact (POC) for one or more families of correspondence products.

  2. The Front Line Manager, Customer Accounts Management reports to the Program Manager, Office of Taxpayer Correspondence.

  3. To accomplish the mission, Customer Accounts Management staff performs the following activities:

    1. Serves as point of intake for correspondence services

    2. Coordinates activities across OTC teams to ensure delivery of quality products and services that meet business needs

    3. Evaluates success of service delivery and captures knowledge

    4. Develops Annual Customer Account Plans in partnership with business owners

    5. Meets periodically with business owners to review the quality and effectiveness of each correspondence product in their inventory and facilitates decisions on future actions

    6. Analyzes and reports on production and downstream impacts of changes to the forecast

1.1.13.6.6.2  (10-07-2013)
Design & Development Section

  1. The mission of the Design & Development (D&D) Section is to improve and revise existing notices and letters. D&D develops new correspondence in collaboration with business owners which includes developing formal business requirements and achieving consistency in taxpayer communications by working across service delivery channels.

  2. The Front Line Manager, Design & Development reports to the Program Manager, Office of Taxpayer Correspondence.

  3. To accomplish the mission, the Design & Development staff:

    1. Designs or reviews new and revised correspondence products

    2. Coordinates the implementation of content changes in Correspondex

    3. Conducts periodic reviews of correspondence products and content modules to evaluate consistency, effectiveness and quality

1.1.13.6.6.3  (10-07-2013)
Data Metrics & Error Resolution Section

  1. The mission of the Data Metrics & Error Resolution (DMER) Section is to perform enterprise-wide correspondence analysis and reporting. This includes coordination of research projects on correspondence effectiveness; support of data analysis needs including detailed evaluation of correspondence metrics for periodic reviews; forecasting and managing the volume of correspondence in order to assess its impact on CPS print and mail capacity; and supplying quantitative support for downstream impact analysis in order to provide robust decision support data to OTC customers.

  2. The Front Line Manager, Data Metrics & Error Resolution reports to the Program Manager, Office of Taxpayer Correspondence.

  3. To accomplish the mission, the Data Metrics & Error Resolution staff:

    1. Collects, analyzes, and reports performance management data

    2. Conducts quality checks/audits

    3. Responds to Green Button (Request for Services) data requests

    4. Conducts systemic defect analysis

    5. Manages the Correspondence Management Information System (CMIS

    6. Develops and coordinates adjustments to annual correspondence volumes

    7. Analyzes and resolves Erroneous Taxpayer Correspondence (ETC) incidents

1.1.13.7  (10-07-2013)
Customer Assistance, Relationships and Education

  1. The mission of Customer Assistance, Relationships and Education (CARE) is to:

    1. Assist customers in satisfying their tax responsibilities

    2. Build and maintain partnerships with key stakeholders to leverage their resources to inform, educate and communicate with customers

    3. Create and improve tax forms, instructions, publications tailored to customer needs thereby facilitating tax administration

    4. Provide professional face-to-face assistance, education and compliance services to customers

    5. Support Compliance activities

  2. The Director, Customer Assistance, Relationships and Education, reports to the Commissioner, W&I. The organizational symbols for CARE are SE:W:CAR.

  3. To accomplish the mission, CARE:

    1. Develops, tests, and implements education programs with W&I partners

    2. Provides printing and publishing services for all media types; plans, develops, administers and evaluates policies, systems, procedures and standards for Publishing System products and services

    3. Designs and revises external forms, publications for W&I customers

    4. Develops measures that balance customer satisfaction, employee satisfaction, and business results

    5. Develops programs and products for assistance with tax return preparation, education on rights and responsibilities for customers, and access to information and forms to enable customers to prepare their returns

    6. Partners with stakeholder groups to increase the reach of IRS expertise in return preparation

    7. Provides face-to-face assistance, education, and compliance services to low to middle income and other customers

    8. Supports compliance activities at Taxpayer Assistance Centers (TAC)

    9. Monitors workload and effectiveness and allocates resources among subordinate functions

    10. Manages the preparation and execution of CARE's financial plan

    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 offices report to the Director, CARE:

    • CARE Planning and Analysis

    • CARE Program Management

    • CARE Program and Process Assurance

    • Media and Publications

    • Stakeholder Partnerships, Education and Communications (SPEC)

    • Field Assistance

1.1.13.7.1  (10-07-2013)
CARE Planning and Analysis

  1. The Chief, Planning and Analysis (P&A) reports to the Director, CARE. The organizational symbols for Planning and Analysis are SE:W:CAR:PA.

  2. To accomplish program goals, CARE Planning and Analysis:

    1. Ensures policies throughout CARE are reflective of taxpayer behaviors, needs and characteristics to improve overall compliance and customer service

    2. Ensures policies incorporate compliance and taxpayer education concerns and needs

    3. Coordinates management controls

    4. Reviews program operations to ensure compliance with the Internal Revenue Code (IRC), Federal Personnel regulations, Disclosure regulations, and Office of Management and Budget (OMB) issuances

    5. Reviews functional activities to ensure compliance with established procedures

    6. Coordinates quality efforts for the Director, CARE, and provides guidance to quality coordinators

    7. Supports and/or leads CARE special projects as needed

  3. The following offices report to the Chief, Planning and Analysis:

    • Chief, CARE Program Management (PM)

    • Chief, CARE Program and Process Assurance (PPA)

1.1.13.7.2  (10-07-2013)
CARE Program Management

  1. The mission of CARE Program Management is to act as an advocate for the functional units, Field Assistance, Media & Publications, and Stakeholder Partnerships, Education & Communication, by ensuring and supporting compliance with approved program guidance.

  2. The Chief, CARE Program Management, reports to the Chief, Planning and Analysis. The organizational symbols for Program Management are SE:W:CAR:PA:PM.

  3. To accomplish the mission, CARE Program Management:

    1. Oversees the integration of standardized policy throughout CARE

    2. Provides guidance to CARE program management staffs and participates in liaison activities with Media and Publications, SPEC and Field Assistance functions

    3. Provides support, guidance and resolution to the CARE functions for Space Management and Physical Safety and Security programs

    4. Serves as the Management Information Systems focal point for CARE activities

    5. Coordinates and monitors the Improvement Project activities for CARE and serve as liaison to Business Systems Planning (BSP

    6. Coordinates the review of overage conduct cases in conjunction with Labor Relations and Embedded Human Capital Office

    7. Oversees IRS.gov Web links for CARE, ensuring accuracy of information

    8. Manages content of the CARE homepage

    9. Serves as a liaison to Strategy and Finance in coordinating management of CARE’s fiscal resources

    10. Provides guidance and support to the CARE functions on Human Capital initiatives, Span-of-Control, and Requests for Organizational Change

    11. Supports and/or leads CARE special projects

1.1.13.7.3  (10-07-2013)
CARE Program and Process Assurance

  1. The mission of CARE Program and Process Assurance is to support CARE functions by ensuring regulatory and statutory compliance and verifying operational effectiveness.

  2. The Chief, CARE Program and Process Assurance, reports to the Chief, Planning and Analysis. The organizational symbols for Program and Process Assurance are SE:W:CAR:PA:PPA.

  3. To accomplish the mission, CARE Program and Process Assurance:

    1. Manages internal controls, including Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) audits and findings and the Annual Assurance process

    2. Manages the Legislative Process, including developing implementation plans for tax legislation, monitoring action plans to completion, and responding to congressional inquiries

    3. Coordinates the IRM Program, which includes update, review, clearance, and publishing of IRMs, Delegation Orders, Policy Statements, and Interim Guidance

    4. Manages the Taxpayer Advocate Service’s Most Serious Problems

    5. Ensures actions are accomplished to support CARE’s readiness for a successful filing season

    6. Monitors the status of strategic and business planning and the balanced measures

    7. Provides support for employee training across the CARE organization to ensure all mandatory training is conducted and sub-offices establish appropriate training plans

    8. Verifies operational effectiveness of implementation and maintenance of technical procedures based on legislation and executive orders

    9. Serves as a liaison to disseminate information to management on the requirements of Management Directive 715 and report functional progress in meeting the requirements

    10. Manages the Office of Government Ethics Program (OGE Form 450)

1.1.13.7.4  (10-07-2013)
Media and Publications

  1. The mission of Media & Publications is to meet customer needs by producing external and internal forms, publications and notices that facilitate federal and state tax administration and ease of compliance by taxpayers; and to work with our customers in meeting their publishing and distribution needs.

  2. The Director, Media and& Publications, reports to the Director, CARE.

  3. To accomplish the mission, Media & Publications:

    1. Integrates the activities of Publishing, Distribution and Tax Forms & Publications to ensure a cohesive approach to the design, publishing and delivery of notices, forms and publications.

    2. Obtains customer research-based data from Research in Strategy and Finance as well as customer, employee and business results to provide products which assist taxpayers in pre-filing, filing and post-filing activities and support the missions of CAS, Compliance, OTC, other parts of CARE and other Business Operating Divisions.

  4. The following managers report to the Director, Media & Publications:

    • Chief, M&P Planning & Analysis

    • Director, Tax Forms & Publications

    • Director, Publishing

    • Director, Distribution

1.1.13.7.4.1  (10-07-2013)
M&P Planning & Analysis

  1. The mission of M&P Planning & Analysis is to provide analytical, oversight, and advocacy support to the Director, M&P by overseeing the implementation and integration of resources, policy and planning activities.

1.1.13.7.4.1.1  (10-07-2013)
Strategic Planning & Resources Section

  1. This section provides technical and administrative support to M&P’s executives, managers and employees as it pertains to strategic planning and budgeting.

1.1.13.7.4.1.2  (10-07-2013)
Performance Reporting & Analysis Section

  1. This section provides guidance and liaison activities with CARE and subordinate M&P functional offices. While primarily focusing on operational activities, the staff also works closely with the M&P Strategic Planning and& Resources staff to ensure that the staff produces a coordinated effort is produced by the staff.

1.1.13.7.4.2  (10-07-2013)
Program Management Staff (Operations)

  1. The mission of the M&P Program Management Staff is to provide analytical, administrative and other support to the Director, Media and Publications, in accomplishment of the overall M&P mission. The staff also provides guidance and liaison activities with the four subordinate M&P offices: Publishing, Distribution, Tax Forms and Publications. , While primarily focusing on operational activities, the staff also works closely with the M&P Strategic Planning and Budget Staff to ensure that a coordinated effort is produced by the staff.

  2. To accomplish its mission, the M&P Program Management Staff:

    1. Provides technical and administrative services for employees and managers in support of Media and Publications’ mission and to ensure responsiveness to W&I, CARE and other offices

    2. Plans, coordinates and controls activities for operational reviews

    3. Manages Human Capital Office functions and other administrative support programs

    4. Manages internal controls, including TIGTA/GAO audits and findings

    5. Coordinates and monitors management controls

    6. Oversees and maintains responsibility for providing content to the IRM

    7. Manages and coordinates training throughout the M&P organization

    8. Performs liaison services with the CARE Finance organization on operational budget matters

1.1.13.7.4.3  (10-07-2013)
Tax Forms & Publications

  1. The mission of Tax Forms &Publications is to originate and improve tax forms and publications, to ensure they are technically accurate, understandable and as easy to use as possible, enabling taxpayers to fulfill their tax filing and payment obligations.

  2. To accomplish the mission, Tax Forms &Publications:

    1. Creates and improves tax forms, instructions, publications and other documents to help taxpayers understand and meet their tax responsibilities

    2. Ensures that the Service complies with the Paperwork Reduction Act, by clearing all Service material that collects information from taxpayers or requires record keeping, including forms, surveys and regulations

    3. Administers the substitute forms program to ensure tax forms generated by commercial tax form suppliers and software developers conform to Service standards

    4. Publishes the weekly Internal Revenue Bulletin, the Service’s official vehicle for disseminating tax-related information, such as revenue rulings and procedures, notices, and announcements

    5. Serves as the focal point for the operations of the Tax Products Coordinating Committee

  3. The following managers report to the Director, Tax Forms &Publications:

    • Chief, TFP Strategic Planning & Analysisf

    • Chief, Individual and Specialty Forms and Publications

    • Chief, Business, Exempt Organizations and International Forms and Publications

    • Chief, Multilingual and Agency Services

1.1.13.7.4.3.1  (10-07-2013)
Program Management StaffTFP Strategic Planning & Analysis (SPA)

  1. The mission of the Strategic Planning and Analysis office is to ease organizational burden by providing TFP-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provides oversight of business practices, information systems and reporting management, and systemic infrastructure support.

1.1.13.7.4.3.2  (10-07-2013)
Individual and Specialty Forms and Publications Branch

  1. The mission of the Individual and Specialty Forms and Publications Branch is to develop and revise tax products used by individual taxpayers, to ensure they accurately reflect tax law and are as understandable and as easy to use as possible.

  2. The following managers report to the Chief, Individual and Specialty Forms & Publications Branch:

    • Chief, 1040 Family Section

    • Chief, Individual Tax Law Section

    • Chief, Specialty Tax Law Section

1.1.13.7.4.3.2.1  (10-07-2013)
1040 Family Section

  1. This section develops and revises tax products primarily for use by individuals who file Forms 1040, 1040A and 1040EZ and commonly attached schedules that support those forms such as Schedules A and B to ensure they accurately reflect tax law, and are as understandable and as easy to use as possible.

1.1.13.7.4.3.2.2  (10-07-2013)
Individual Tax Law Section

  1. This section develops and revises tax products that focus on forms, schedules, instructions and publications primarily used by individuals that are not covered by the 1040 Family Section, to ensure they accurately reflect tax law, and are as understandable and as easy to use as possible.

1.1.13.7.4.3.2.3  (10-07-2013)
Specialty Tax Law Section

  1. This section develops, revises and improves tax products that focus on other special areas such as information returns and pension related products, to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

1.1.13.7.4.3.3  (10-07-2013)
Business, Exempt Organizations and International (BE&I) Forms & Publications Branch

  1. The mission of the BE&I Branch is to develop and revise tax products used primarily by business taxpayers and exempt organizations, to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

  2. The following managers report to the Chief, Business, Exempt Organizations and International Branch:

    • Chief, TE/GE Forms and Publications Section

    • Chief, Corporate Forms and Publications Section

    • Chief, Pass-Through Forms and Publications Section

    • Chief, International Section

1.1.13.7.4.3.3.1  (10-07-2013)
TE/GE Forms and Publications Section

  1. This section develops and revises tax products primarily used by exempt organizations, employee benefits plans, estates, or persons making taxable gifts.

1.1.13.7.4.3.3.2  (10-07-2013)
Corporate Forms and Publications Section

  1. This section develops, revises and improves tax products primarily of interest to corporations including employment tax products.

1.1.13.7.4.3.3.3  (10-07-2013)
Pass-Through Forms and Publications Section

  1. This section develops, revises and improves tax products primarily of interest to partnerships and small businesses.

1.1.13.7.4.3.3.4  (10-07-2013)
International Section

  1. This section develops, revises and improves tax products primarily of interest to taxpayers affected by international tax matters.

1.1.13.7.4.3.4  (10-07-2013)
Multilingual and Agency Services Branch

  1. The mission of the Multilingual and Agency Services Branch is to deliver service wide programs which support key governmental initiatives. These initiatives include the Paperwork Reduction Act, IRS Substitute Tax Forms and Executive Order13166 “Providing Service to LEP taxpayers”. The branch ensures service wide compliance with these key initiatives by providing coordinator collaboration, and communication.

  2. The following managers report to the Chief, Multilingual and Agency Services Branch:s.

    • Chief, Linguistic Policy, Tools and Service Section

    • Chief, Special Services Section

1.1.13.7.4.3.4.1  (10-07-2013)
Linguistic Policy, Tools and Service Section

  1. This section facilitates the IRS’ efforts to support the needs of non-English/ limited English proficient taxpayers. The section supports IRS efforts to develop and administer service wide policies, strategies and initiatives to assist LEP taxpayers in meeting their tax responsibilities.

1.1.13.7.4.4  (10-07-2013)
Publishing

  1. The mission of Publishing is to plan and produce or procure all IRS print and electronic communications products used by the public to comply with tax filing requirements and obligations, and used internally within IRS for tax administration.

  2. This encompasses the integrated design, specifications writing, production planning, acquisition, and delivery/distribution coordination required to provide the highest quality products and services, using all print and electronic media and technology available.

  3. Printing Specialists within Publishing are the initial contact for all printing and publishing services for all media types. They should be contacted during the developmental stage of any project or program that will require published products.,

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

    • Chief, Publishing Strategic Planning & Analysis

    • Chief, Publishing Services Branch

    • Chief, E-Publishing Branch

    • Chief, Tax Products Branch

1.1.13.7.4.4.1  (10-07-2013)
Publishing Strategic Planning and& Analysis (SPA)

  1. The mission of the Publishing Strategic Planning and & Analysis office is to ease organizational burden by providing Publishing-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provides oversight of business practices, information systems and reporting management, and systemic infrastructure support.

1.1.13.7.4.4.2  (10-07-2013)
Publishing Services Branch

  1. The Publishing Services Branch provides publishing support for all public and internal non-tax products required by any of the Service’s organizations. This includes coordinating the design, composition, acquisition or production and dissemination of all nontax product lines, including electronic media, as well as hardcopy printing.

1.1.13.7.4.4.2.1  (10-07-2013)
Non-Tax Products W&I Section

  1. This section provides publishing support for all non-tax products required by the W&I Operating Division. This includes coordinating the design, composition, acquisition/production and dissemination of the W&I product line, including electronic and hard-copy media. The Section also develops and produces products to assist with the Volunteer Income Tax Assistance (VITA) program, which is a Tax Counseling for the Elderly (TCE) program that assists seniors and individuals with low to moderate incomes, those with disabilities, and those for whom English is a second language.

1.1.13.7.4.4.2.2  (10-07-2013)
Non-Tax Products Business Section

  1. This section provides publishing support for all non tax products required by IRS business operating divisions. The Section is also responsible for input and maintenance of course requirements and the printing and distribution of the IRS training materials, and coordinates the Business Card Program.

1.1.13.7.4.4.2.3  (10-07-2013)
Functional Publishing Section

  1. This section supports the publishing needs of IRS national headquarters (NHQ),; specialized functional divisions such as Criminal Investigation and Appeals,; and Sservice-wide support organizations such as AWSS and IT, as well as others. The Section also manages the Digital Copy Center (DCC), which is an in-house print facility for digital printing and photocopying located at the New Carrollton Federal Building in Lanham, MD, that services all IRS employees.

1.1.13.7.4.4.3  (10-07-2013)
e-Publishing Branch

  1. The e-Publishing Branch provides oversight of specialized electronic publishing needs for the Service, including design support, product creation, staging and posting tax products to IRS.Gov, and electronic composition of all tax products. e-Publishing is also responsible for application administration and support for Publishing..

1.1.13.7.4.4.3.1  (10-07-2013)
Design Section

  1. This section provides specialized graphics and design services directly to IRS internal customers, and to printing specialists in other Publishing branches so they can provide all IRS product owners one-stop publishing services. The Section is also responsible for the design Management and graphic identity standards for corporate identity of IRS.

1.1.13.7.4.4.3.2  (10-07-2013)
Electronic Composition Section

  1. This section provides electronic composition services for the Service’s tax products that include all forms, instructions and publications. Composition is also responsible for ensuring all forms and publications are Section 508-compliant

1.1.13.7.4.4.3.3  (10-07-2013)
Content Services Section

  1. This section provides administration and support for the Printing Services Request (PSR), Publishing Services Data (PSD), and the Electronic Status Notice (ESN) systems; maintains the Core Repository of Published Products (CROPP); administers cross-Service publishing programs, such as the Internal Revenue Manual (IRM) and Internal Revenue Bulletin; and provides specialized services including Forms and Analysis Design and XML-Enabled Portable Document Formats (PDFs). PSD provides job tracking and budget management for all Publishing products, while ESN manages product attributes about published products, both internal and public. Content Services is also responsible for preparing and staging products to be posted to IRS.Gov.

1.1.13.7.4.4.4  (10-07-2013)
Tax Products Branch

  1. The Tax Products Branch provides publishing support for all tax products required by the Service. This includes coordinating the design, composition, acquisition or production and dissemination of all tax product lines, including electronic media, as well as hardcopy printing.

1.1.13.7.4.4.4.1  (10-07-2013)
Tax Products Section

  1. This section provides publishing support for all tax products required by both the Wage & Investment and business Operating Divisions. This includes coordinating the design, composition, acquisition or production, and dissemination of these tax product lines, including electronic and hard-copy media.

1.1.13.7.4.4.4.2  (10-07-2013)
Channel Delivery Section

  1. This section is responsible for the IRS’ tax product dissemination programs such as Over the Counter, Taxpayer Information Publications, Post of Duty, Tax Forms Outlet Program, and Earned Income Tax Credit, and coordinates the Envelope and Laser Paper Programs.

1.1.13.7.4.5  (10-07-2013)
Distribution

  1. The Distribution organization provides planning and distribution services for all IRS print and electronic communications products used by the public to comply with tax filing requirements and obligations and used internally by IRS for tax administration.

  2. Distribution provides knowledge services and systems management support for all publishing and distribution programs, enabling the highest quality products and services to be made available using all print, electronic, accessible media, and technology available.

  3. Distribution provides tools and guidance to ensure that the Service is Section 508 compliant in all publishing mediums through the Alternative Media Center (AMC). The AMC publishes Braille, large print, CD-ROM, electronic Braille, tactile graphics, captioning service, etc.

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

    • Chief, Distribution Strategic Planning & Analysis

    • Chief, Distribution Requirements Branch

    • Chief, Knowledge Services Branch

    • Chief, National Distribution Center

    • Chief, Correspondence Production Services

1.1.13.7.4.5.1  (10-07-2013)
Chief, Distribution Strategic Planning & Analysis (SPA)

  1. The mission of the Strategic Planning and Analysis office is to ease organizational burden by providing Distribution-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provides oversight of business practices, information systems and reporting management, and systemic infrastructure support.

1.1.13.7.4.5.2  (10-07-2013)
Distribution Requirements Branch

  1. The Distribution Requirements Branch:

    1. Provides planning and distribution systems for all IRS print and electronic communications products used by the public and used internally by IRS

    2. Manages IRS Specialty Distribution Programs

    3. Determines and provides mail and transportation services for all published products

    4. Provides Servicewide program and budget management for all uses of mail and transportation services

1.1.13.7.4.5.2.1  (10-07-2013)
Postal and Transportation Policy Section

  1. This section determines and provides mail and transportation services for all published products. Provides Service-wide program and budget management for all uses of mail and transportation services.

1.1.13.7.4.5.2.2  (10-07-2013)
Forecasting Requirements Section

  1. This section is responsible for developing print quantity requirements, distribution plans, and quantities for the National Distribution Center (NDC) for all IRS printed products.

1.1.13.7.4.5.2.3  (10-07-2013)
Tax Forms Distribution Section

  1. This section provides distribution and order fulfillment support services. The Tax Forms Distribution Programs Section is responsible for various distribution programs. These programs support the physical distribution of published products to various outlets, IRS internal offices, external distribution partners and other stakeholders, who in turn make products available to individual taxpayers within their communities or businesses.

1.1.13.7.4.5.3  (10-07-2013)
Knowledge Services Branch

  1. The Knowledge Services Branch provides knowledge services and systems management support for all publishing and distribution programs to deliver the highest quality products and using all print and electronic media and technology available.

  2. Knowledge Services also provides electronic distribution services from a central repository of all IRS published products, including Internet/Intranet access and fax-back order fulfillment.

1.1.13.7.4.5.3.1  (10-07-2013)
Business Systems Requirements Integration Section

  1. This section coordinates business requirements and provides systems management support and security compliance for M&P publishing and distribution programs to deliver the highest quality products using all print and electronic media and technology available.

1.1.13.7.4.5.3.2  (10-07-2013)
Knowledge and Resource Management Section

  1. This section facilitates knowledge sharing and collaboration across Media & Publications by providing resources, tools and techniques to employees and stakeholders. This section manages Distribution’s content on IRS.gov and provides other services in support of the M&P mission.

1.1.13.7.4.5.3.3  (10-07-2013)
Alternative Media Center Section

  1. This section provides IRS published products in “accessible” formats and media to enable use by taxpayers and employees with disabilities and to comply with Section 508 of the Rehabilitation Act Amendments of 1998.

1.1.13.7.4.5.4  (10-07-2013)
National Distribution Center (NDC)

  1. The NDC provides published product distribution and order fulfillment services to internal and external customers of IRS nationwide. NDC supports and delivers specialty programs on a service wide basis. These unique specialty programs include the Embassy Program, Secure Items Program, Training Publication Distribution System (TPDS), Bank, Post Office, and Library (BPOL) Program, Prior Year Tax Forms (PYTF) Program, Special Enrollment Examination (SEE) Program and the In-Line Printing Program (Pilot), and IRS Letter Program.

1.1.13.7.4.5.4.1  (10-07-2013)
Support Section

  1. This section provides administrative, information technology, transportation management, and budget support

1.1.13.7.4.5.4.2  (10-07-2013)
Processing Section

  1. This section provides mail order access to public customers for IRS published products. Also provides order entry, order fulfillment, and print on demand products that meet the appropriate criteria. Receives and inputs telephone, fax, mail order and electronic requests for published material from distribution outlets and IRS employees and organizations.

1.1.13.7.4.5.4.3  (10-07-2013)
Logistics Section

  1. This section provides inventory and warehouse management for all for all IRS published products.

1.1.13.7.4.5.5  (10-07-2013)
Correspondence Production Services

  1. CPS uses technology to support the full range of first class and repetitive correspondence mailing services for taxpayer and other communication needs of the IRS. This includes:

    • Round-the-clock print, insert and mail services

    • Standard mail production

    • Postal discounting through mail pre-sort

    • Quality assurance through piece-level tracking

    • •Correspondence-related file processing support to IRS modernization and improvement projects

    • Implementation of standards for effective correspondence communications

1.1.13.7.4.5.5.1  (10-07-2013)
Technical Support Section

  1. This section provides technical support for equipment, contracts, software, budget, quality control, and customer service and outreach within the Correspondence Production Services Branch.

1.1.13.7.4.5.5.2  (10-07-2013)
Operations Section – East

  1. This section produces all required correspondence mailings on time, with lowest cost and in accord with customer quality standards. This is provided through:

    1. round-the-clock production support using three shifts and weekend production to handle all of its workload.

    2. scheduling, production control and materials handling/logistics, machine operations.

    3. mailing activities to complete its workload timely and according to procedures.

    4. quality review and reporting activities as required.

    5. communications to and cooperation with other print sites and technical support staff to balance workload and ensure successful mailing.

    6. operational backup to the other CPS site (West.)

1.1.13.7.4.5.5.3  (10-07-2013)
Operations Section – West

  1. This section produces all required correspondence mailings on time, with lowest cost and in accord with customer quality standards. This is provided through:

    1. round-the-clock production support using three shifts and weekend production to handle all of its workload.

    2. scheduling, production control and materials handling/logistics, machine operations.

    3. mailing activities to complete its workload timely and according to procedures.

    4. quality review and reporting activities as required.

    5. communications to and cooperation with other print sites and technical support staff to balance workload and ensure successful mailing.

    6. operational backup to the other CPS site (East.)

1.1.13.7.5  (10-07-2013)
Stakeholder Partnerships, Education and Communication (SPEC)

  1. The mission of Stakeholder Partnerships, Education and Communication (SPEC) is to assist customers in satisfying their tax responsibilities by building and maintaining partnerships with key stakeholders, seeking to create and share value by informing, educating and communicating with its shared customers.

  2. The Director, SPEC, reports to the Director, Customer Assistance, Relationships and Education (CARE).

  3. To accomplish the mission, SPEC:

    1. Enables W&I taxpayers to understand and timely comply with their tax obligations through outreach, education, and assistance

    2. Educates W&I customers on their rights and tax responsibilities for first-time filers and customers impacted by changes in either filing status or tax laws

    3. Provides customers with volunteer tax return preparation services to increase right-first-time filing by individuals

    4. Develops optimal assistance and outreach channels through national, local and community-based partnerships

    5. Reduces taxpayer burden and improves voluntary compliance by timely delivery of customized services and products for W&I customers

    6. Supports expansion of electronic filing and paying options, communication services and other automated services through the SPEC education, assistance and outreach infrastructure

    7. Improves voluntary compliance for W&I taxpayers through early intervention and problem prevention techniques

    8. Maintains a nationwide presence to ensure W&I customers have access to SPEC programs, products and services, and to ensure that differing local customer characteristics are identified and differing local issues are addressed locally

  4. The Director, SPEC, managerial staff is comprised of:

    • Director, Headquarters Operations

    • Four Area Directors

1.1.13.7.5.1  (10-07-2013)
Director, Headquarters Operations

  1. The mission of Director, Headquarters Operations, is to direct and evaluate all volunteer, outreach and education programs, all program implementation, and provide support to Director, SPEC and Area Directors.

  2. The Director, Headquarters Operations, reports to the Director, SPEC.

  3. To accomplish the mission, Director, Headquarters Operations:

    1. Provides oversight, direction and evaluation to all Area and Territory offices.

    2. Sets national and area level program goals

    3. Solicits feedback from the area offices on the delivery of products and services


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