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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 13. Wage and Investment (Cont. 1)

1.1.13  Wage and Investment (Cont. 1)

1.1.13.10 
Customer Assistance, Relationships and Education

1.1.13.10.4 
Media and Publications

1.1.13.10.4.2  (03-01-2007)
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, and Chief, Notice Improvement. 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

1.1.13.10.4.3  (09-01-2004)
Tax Forms and Publications

  1. The mission of Tax Forms and 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 and 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 and Publications:

    • Chief, Program Management Staff

    • Chief, Individual Forms and Publications Branch

    • Chief, Business Forms and Publications Branch

    • Chief, TE/GE (Tax Exempt/Government Entities) and Specialty Forms and Publications

1.1.13.10.4.3.1  (09-01-2004)
Program Management Staff

  1. The mission of the Program Management Staff is to provide a variety of technical administrative and other support to Tax Forms and Publications managers, employees and programs. The staff also provides consultative and other support to Tax Forms and Publications based on data gathered from customers and on re-engineering processes, to ensure current and future customer needs are met.

  2. To accomplish the mission, the Program Management Staff:

    1. Conducts research involving collection of customer satisfaction and other quantitative data regarding Tax Forms and Publication products

    2. Seeks customer reaction to new, revised or redesigned products through focus group and other qualitative data gathering methods

    3. Manages redesign and re-engineering projects involving current and future Tax Forms and Publications products; projects may include contractor or contractor-service team efforts

    4. Provides computer hardware, software and database support to Tax Forms and Publications

    5. Provides technical and administrative services for employees and managers in support of Tax Forms and Publications' mission and to ensure responsiveness to other offices

1.1.13.10.4.3.2  (03-01-2007)
Individual Forms and Publication Branch

  1. The mission of Individual Forms and Publications Branch is to develop and revise tax forms, instructions, and taxpayer information publications used primarily by individual taxpayers to ensure they accurately reflect tax law and are as understandable and as easy to use as possible.

  2. To accomplish the mission, the Individual Forms and Publications Branch:

    1. Creates, updates and improves tax forms, related instructions, and technical publications to enable taxpayers to understand and fulfill their tax filing and paying obligations

    2. Revises and improves forms, instructions and technical publications based upon customer satisfaction data, internal and external suggestions, and other information resulting from information and data gathering efforts

    3. Maintains open communication with Service functions, to ensure their needs pertaining to the tax forms and publications programs are met

  3. The following managers report to the Chief, Individual Forms and Publications Branch:

    • Chief, Individual Forms Section

    • Chief, Individual Publications Section

    • Chief, Individual Specialty Publications Section

    • Chief, Individual Review Section

1.1.13.10.4.3.2.1  (09-01-2004)
Individual Forms Section

  1. The mission of the Individual Forms Section is to develop and revise tax forms and instructions primarily for use by individuals, to ensure they accurately reflect tax law, and are as understandable and as easy to use as possible.

  2. To accomplish the mission, the Individual Forms Section:

    1. Develops, revises and improves tax forms and related instructions to enable taxpayers to understand and meet their tax obligations

    2. Obtains information about taxpayer behavior and concerns about our products and tests new and revised products with the public

    3. Develops and revises products that support the Service's shift to an electronic filing environment, working with the electronic filing functions

    4. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.2.2  (03-01-2007)
Individual Publications Section

  1. The mission of the Individual Publications Section is to develop and revise taxpayer information publications to help individual taxpayers understand and meet their tax responsibilities.

  2. To accomplish the mission, the Individual Publications Section:

    1. Creates, updates, and improves taxpayer information publications for Individuals, including Publication 17, Your Federal Income Tax

    2. Obtains information about taxpayer behavior and concerns about our products and test new and revised products with the public

    3. Revises and improves publications based on customer satisfaction and other data

    4. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.2.3  (09-01-2004)
Individual Specialty Publications Section

  1. The mission of the Individual Specialty Publications Section is to develop and revise taxpayer information publications to help individual taxpayers understand and meet their tax responsibilities.

  2. To accomplish the mission, the Individual Specialty Publications:

    1. Creates, updates and improves taxpayer information publications for individuals

    2. Revises and improves publications based on customer satisfaction and other data

    3. Obtains information about taxpayer behavior and concerns about our products and tests new and revised products with the public

    4. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.2.4  (09-01-2004)
Individual Review Section

  1. The mission of the Individual Review Section, is to review drafts of tax forms, instructions and taxpayer information publications covering individual tax issues to ensure they accurately reflect tax law and are understandable and easy to use.

  2. To accomplish the mission, the Individual Review Section:

    1. Reviews tax forms, related instructions, and taxpayer information publications to ensure they accurately reflect the tax law and to make them as simple and easy for taxpayers to understand as possible

    2. Suggests and reviews changes and improvements to forms, instructions and taxpayers information publications based upon customer satisfaction data, internal and external suggestions, and other information resulting from information and data gathering efforts

1.1.13.10.4.3.3  (09-01-2004)
Business Forms and Publications Branch

  1. The mission of the Business Forms and Publications Branch is to develop and revise tax forms, instructions, and taxpayer information publications used primarily by business taxpayers to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

  2. The Chief, Business Forms and Publications Branch, reports to the Director, Tax Forms and Publications.

  3. To accomplish the mission, the Business Forms and Publications Branch:

    1. Creates, updates and improves tax forms, related instructions, and technical publications to enable taxpayers to understand and fulfill their tax filing and paying obligations

    2. Revises and improves forms, instructions and technical publications based upon customer satisfaction data, internal and external suggestions, and other information resulting from information and data gathering efforts

    3. Provides customer and liaison service to other Service functions to ensure their needs pertaining to the fax forms and publications program are met

  4. The following managers report to the Chief, Business Forms and Publication Branch:

    • Chief, Corporate Forms and Publications Section

    • Chief, Pass-Through Forms and Publications Section

    • Chief, Business Review Section

1.1.13.10.4.3.3.1  (09-01-2004)
Corporate Forms and Publications Section

  1. The mission of the Corporate Forms and Publications Section is to develop, revise and improve tax forms, instructions and taxpayer information publications primarily of interest to corporations.

  2. To accomplish the mission, the Corporate Forms and Publications Section:

    1. Develops, revises and improves tax forms, instructions and taxpayer information publications to enable taxpayers to understand and meet their tax obligations

    2. Obtains information about taxpayer behavior and concerns about our products and tests new and revised products with the public

    3. Revises and improves products based on customer satisfaction and other data

    4. Develops and revises products that support the Service's shift to an electronic filing environment, working with the electronic filing functions

    5. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.3.2  (09-01-2004)
Pass-Through Forms and Publications Section

  1. The mission of the Pass-Through Forms and Publications Section is to develop, revise and improve tax forms, instructions and taxpayer information publications primarily of interest to partnerships, small business corporations, and general business credit filers.

  2. To accomplish the mission, the Pass-Through Forms and Publications Section:

    1. Creates, updates and improves tax forms, instructions and taxpayer information publications for small businesses and partnerships

    2. Obtains information about taxpayer behavior and concerns about products and tests new and revised products with the public

    3. Revises and improves products based on customer satisfaction and other data

    4. Develops and revises products that support the Service's shift to an electronic filing environment, working with the electronic filing functions

    5. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.3.3  (09-01-2004)
Business Review Section

  1. The mission of the Business Review Section is to review tax forms, instructions and taxpayer information publications covering business tax issues to ensure that they present tax law accurately and they are as understandable and easy to use as possible

  2. To accomplish the mission, the Business Review Section:

    1. Reviews tax forms, related instructions, and taxpayer information publications to ensure they accurately reflect tax law and to make them as simple and easy for taxpayers to understand as possible

    2. Suggests and reviews changes and improvements to forms, instructions and taxpayer information publications based upon customer satisfaction data, internal and external suggestions, and other information resulting from information and data gathering efforts

1.1.13.10.4.3.4  (03-01-2007)
TE/GE and Specialty Forms and Publications Branch

  1. The mission of the TE/GE and Specialty Forms and Publications Branch is to develop and revise tax forms, instructions, and taxpayer information publications, primarily for TE/GE, estate and gift, employment taxes, and for use by Limited English Proficiency (LEP) taxpayers to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

  2. The Chief, TE/GE and Specialty Forms and Publications Branch, reports to the Director, Tax Forms and Publications.

  3. To accomplish the mission, the TE/GE and Specialty Forms and Publication Branch:

    1. Creates, updates and improves tax forms, related instructions, and technical publications to enable taxpayers to understand and fulfill their tax filing and paying obligations

    2. Develops and revises some Spanish language materials for use by Spanish-speaking taxpayers in Puerto Rico and elsewhere in the United States

    3. Translates and reviews materials for LEP taxpayers

    4. Revises and improves forms, instructions and technical publications based upon customer satisfaction data, internal and external suggestions, and other information resulting from information and data gathering efforts

    5. Reviews and clears all Service material that collects information from taxpayers or requires record keeping including forms, surveys and regulations, as required by the Paperwork Reduction Act

    6. Publishes the weekly Internal Revenue Bulletin and the semi-annual Cumulative Bulletins, the Service’s official vehicles for disseminating technical tax-related materials, rulings, notices, etc.

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

    8. Provides customer and liaison service to other Service functions to ensure their needs pertaining to the tax forms and publications program are met

  4. The following managers report to the Chief, TE/GE and Specialty Forms and Publications Branch:

    • Chief, Virtual Translation Office

    • Chief, Multilingual Initiative Strategy Office

    • Chief, TE/GE Forms and Publications Section

    • Chief, Specialty Business Forms and Publications Section

    • Chief, TE/GE Review Section

    • Chief, TE/GE Special Products Section

1.1.13.10.4.3.4.1  (03-01-2007)
Virtual Translation Office

  1. The mission of the Virtual Translation Office is to develop, coordinate, and review accurate and understandable translations of written tax information for LEP taxpayers and to provide a centralized focal point to produce and manage official translations.

  2. To accomplish its mission, the Virtual Translation Office:

    1. Establishes and manages translation policy and guidelines

    2. Obtains and manages translation contracts

    3. Develops, revises and reviews foreign-language forms, instructions and taxpayer information publications to enable taxpayers to understand and meet their tax obligations

    4. Obtains and reviews machine-generated translations of written tax information

    5. Manages a database of officially approved translations

    6. Manages officially translated IRS terminology

    7. Obtains information about taxpayer behavior and concerns about our products and tests new and revised products with the public

    8. Revises and improves products based on customer satisfaction and other data

    9. Solicits taxpayer feedback and responds appropriately

    10. Use Idiom, Inc. software, linked to the End-to-End Publishing System

1.1.13.10.4.3.4.2  (03-01-2007)
Multilingual Initiative Strategy Office

  1. The mission of the Multilingual Initiative (MLI) Strategy Office is to facilitate IRS’ efforts to develop and administer policies and strategies, which assist Limited English Proficient (LEP) taxpayers in meeting their tax responsibilities.

  2. To accomplish the mission, the MLI Strategy Office works with the MLI Executive Director to:

    1. Ensure the development of policies and procedures to comply with Executive Order 13166

    2. Monitor MLI policies and strategic goals to ensure alignment with LEP needs

    3. Develop and administer IRS’ " Language Assistance Policy"

    4. Conduct assessments to determine the need for and effectiveness of IRS MLI products and services

    5. Coordinate the identification and translation of "vital documents"

    6. Establish translation standards

    7. Coordinate the cross-functional resolution of MLI-related issues

    8. Support the Multilingual Executive Council

    9. Coordinate improvement projects related to MLI activities

1.1.13.10.4.3.4.3  (09-01-2004)
TE/GE Forms and Publications Section

  1. The mission of the TE/GE Forms and Publications Section is to develop and revise tax forms, instructions, and taxpayer information publications primarily used by exempt organizations, employee benefits plans, estates, or persons making taxable gifts.

  2. To accomplish the mission, the TE/GE Forms and Publications Section:

    1. Develops, revises and improves tax forms, instructions, and taxpayer information publications to enable taxpayers to understand and meet their tax obligations

    2. Obtains information about taxpayer behavior and concerns about our products and tests new and revised products with the public

    3. Revises and improves products based on customer satisfaction and other data

    4. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.4.4  (03-01-2007)
Specialty Business Forms and Publications Section

  1. The mission of the Specialty Business Forms and Publications Section is to develop and revise tax forms, instructions, and taxpayer information publications, used primarily by employers and excise tax return filers, and to ensure they accurately reflect tax law and are as understandable and easy to use as possible

  2. To accomplish the mission, the Specialty Business Forms and Publications Section:

    1. Develops and revises tax forms, instructions, and taxpayer information publications to enable taxpayers to understand and meet their tax obligations

    2. Obtains information about taxpayer behavior and concerns about our products and tests new and revised products with the public

    3. Revises and improves products based on customer satisfaction and other data

    4. Solicits taxpayer feedback and responds appropriately

1.1.13.10.4.3.4.5  (09-01-2004)
TE/GE Review Section

  1. The mission of the TE/GE Review Section is to review drafts of tax forms, instructions, and taxpayer information publications to ensure they accurately reflect tax law and are understandable and easy to use.

  2. To accomplish the mission, the TE/GE Review Section:

    1. Reviews tax forms, related instructions, and taxpayer information publications to ensure they accurately reflect the tax law and to make them as simple and easy for taxpayers to understand as possible

    2. Suggests and reviews changes and improvements to the forms, instructions and taxpayer information publications based upon customer satisfaction data, internal and external suggestions, and other information resulting from information and data gathering efforts

1.1.13.10.4.3.4.6  (09-01-2004)
TE/GE Special Products Section

  1. The mission of the TE/GE Special Products Section is to provide the Service's official vehicles for disseminating tax law information, to ensure the Service complies with the Paperwork Reduction Act, and to administer the substitute forms program.

  2. To accomplish the mission, the TE/GE Special Products Section:

    1. Publishes the weekly Internal Revenue Bulletin and the semi-annual Cumulative Bulletin, the Service’s official vehicles for disseminating technical tax-related materials, including rulings, notices, etc.

    2. Reviews and clears all Service materials that collect information from taxpayers or require record keeping, including forms, surveys, and regulations, as required by the Paperwork Reduction Act

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

1.1.13.10.4.4  (09-01-2005)
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, including the creation of executive presentation materials.

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

    • Chief, Publishing Services Branch

    • Chief, W&I Publishing Branch

    • Chief, Business Publishing Branch

    • Chief, Functional Publishing Branch

    • Chief, Program Management Staff

1.1.13.10.4.4.1  (03-01-2007)
Publishing Services Branch

  1. The Publishing Services Branch provides specialized services and systemic infrastructure support to IRS employees and Printing Service Specialists in other Publishing branches in order to provide customers one-stop publishing service.

  2. The specialized services include graphics and design, electronic composition of tax products, systems administration and support for the Publishing Services Data (PSD) System and Electronic Status Notice (ESN) system. PSD provides job tracking and budget management for all Publishing products while ESN manages product attributes about published products, both internal and public.

1.1.13.10.4.4.2  (09-01-2004)
W&I Publishing Branch

  1. The W&I Publishing Branch provides publishing support for all tax and 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 media as well as hardcopy printing.

1.1.13.10.4.4.3  (09-01-2004)
Business Publishing Branch

  1. The Business Publishing Branch provides publishing support for all tax and non-tax products required by the Small Business/Self-Employed (SB/SE), Large and Mid-Size Business (LMSB), and Tax Exempt and Government Entities (TE/GE) Operating Divisions, referred to as the "Business" Operating Divisions.

  2. This includes coordinating the design, composition, acquisition or production, and dissemination of all Business product lines, including electronic media, as well as hardcopy printing.

1.1.13.10.4.4.4  (09-01-2005)
Functional Publishing Branch

  1. The Functional Publishing Branch provides publishing support for all public and internal products required by any of the Service’s organizations not directly aligned under one of the four Business Operating Divisions.

  2. This branch supports the needs of the National Headquarters (NHQ); specialized Functional Divisions such as Criminal Investigation and Appeals; and Servicewide support organizations such as AWSS and MITS, as well as others.

  3. Publishing support includes coordinating the design, composition, acquisition/production, and dissemination of their entire product lines, as well as, management of the National Headquarters Publishing Facility.

  4. In addition, this branch administers cross-Service publishing programs, such as the Internal Revenue Manual (IRM) publishing, the Envelope Program, the Internal Revenue Bulletin publishing, and On-Demand Printing Program.

1.1.13.10.4.4.5  (09-01-2004)
Program Management

  1. The Program Management staff provides program management expertise to ensure the division accomplishes its mission.

  2. The staff becomes involved in all aspects of division operations and has special responsibility with liaison activity and two-way communication functions with other Service components and with outside customers.

  3. They also provide administrative, budget, and program coordination support.

  4. The Chief, Program Management Staff, reports to the Director, Publishing.

1.1.13.10.4.5  (03-01-2007)
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 Requirements Branch

    • Chief, Knowledge Services Branch

    • Chief, National Distribution Center

    • Chief, Government Program Management Office

    • Chief, Correspondence Production Services

    • Chief, Program Management Staff

1.1.13.10.4.5.1  (03-01-2007)
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

1.1.13.10.4.5.2  (09-01-2004)
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.

  3. Knowledge Services 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.

1.1.13.10.4.5.3  (03-01-2007)
National Distribution Center (NDC)

  1. NDC provides published product distribution and order fulfillment services to internal and external customers of IRS nationwide. This includes:

    • Mail order access to public customers for IRS published products

    • Receiving and inputting telephone, fax, mail order and electronic requests for published material from distribution outlets and IRS employees and organizations

    • Order entry, order fulfillment, transportation management, inventory management and warehouse management

    • Print on demand products that meet the appropriate criteria

  2. NDC manages and delivers specialty programs on a Servicewide basis. NDC’s unique 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.

1.1.13.10.4.5.4  (03-01-2007)
Government Program Management Office

  1. The Government Program Management Office (GPMO) is responsible for the day -to -day monitoring and oversight of work performed at the NDC in accordance with the Performance Work Statement (PWS). This includes but is not limited to:

    • Coordinating all interactions between the IRS and the NDC regarding all operational issues

    • Providing day-to-day support on technical distribution issues and resolving issues with published products or other operational components

    • Monitoring NDC performance against the PWS

    • Identifying and resolving NDC customer service or PWS issues

  2. Note:

    All communication with the NDC, regarding new work or changes is channeled through the GPMO, to ensure all work and directives are within the scope of the Performance Work Statement.

1.1.13.10.4.5.5  (03-01-2007)
Correspondence Production Services

  1. Correspondence Production Services (CPS) provides the full range of first class volume and repetitive business correspondence mailing services for taxpayers. CPS also provides other communications services for the IRS. This includes:

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

    • Standard mail production

    • Postal discounting through mail pre-sort

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

    • Implementation of standards for effective correspondence communications

1.1.13.10.4.5.6  (09-01-2004)
Program Management Staff

  1. The staff provides program management expertise to ensure the division accomplishes its mission. The staff becomes involved in all aspects of division operations, serving as a liaison and two-way communication function with other Division and Service components as well as outside customers, and by providing administrative, budget, and program coordination support.

1.1.13.10.4.6  (03-01-2007)
Notice Improvement Office

  1. The mission of the Notice Improvement Office is to provide day-to-day operational leadership, oversight, and guidance to all W&I and SB/SE Business Operating Divisions (BODs) regarding processes, procedures, systems, tools and issues related to notices and the notice process. The organization is the key point of communication and decision making for notices within the two BODs. The organization also provides service, support and technology to the BODs that will facilitate and support their management as it relates to the end-to-end, integrated notice process.

  2. The Chief serves as the principal advisor to the Commissioners, W&I and SB/SE BODs, on notices and the notice process.

  3. To accomplish the mission, the Notice Improvement Office:

    1. Acts as the key focal point for communications with other BODs and Functions as the communications relate to notice and the notice process

    2. Administers a balanced approach to improving notices and the notice process by collaborating with W&I and SB/SE BODs to develop and integrate an effective notice strategy in support of business strategic goals and objectives

    3. Analyzes progress and outcomes of the notice strategies in support of the strategic plans and identifies opportunities for improvement

    4. Coordinates identification of problems and development of solutions with all affected functions ensuring key stakeholders and subject matter experts are included in the resolution process

  4. The following positions report directly to the Chief, Notice Improvement:

    • Chief, SB/SE & WI SPOC (Single Point of Contact) Services

    • Chief, Notice Support Services

1.1.13.10.4.6.1  (03-01-2007)
SB/SE & W&I SPOC (Single Point of Contact) Services

  1. The SB/SE & WI SPOC Services Unit:

    1. Charters teams to effect continuous notice process improvement and oversees project coordination and support

    2. Coordinates with other Business Operating Division (BOD) SPOCs and key collaborators to ensure communication, prioritization and decision-making regarding notice and notice process concerns that impact multiple BODs

    3. Maintains a customer focus by conducting internal and external testing on newly created or modified notices prior to and subsequent to implementation

    4. Acts as an internal consultant for the BODs, providing information and expertise to assist in the creation and modification of notices and support continuous improvement of notice processes

    5. Charters teams to create or modify notices based on feedback from customers and employees as well as business results, designing language to clearly communicate key messages so that customers can understand and take the expected and appropriate resolution actions

1.1.13.10.4.6.2  (03-01-2007)
Notice Support Services

  1. The Notice Support Services Unit:

    1. Designs systems and processes to gather available data and feedback regarding notices and the notice process from the BODs while developing a management information system and new methods for collecting data and feedback enterprise-wide

    2. Aggregates and compiles available notice data, identifies trends, prepares reports and ad hoc analyses, and assists with preparation of cost-benefit analyses based upon the needs and requirements of the business

    3. Provides expert writing assistance to BODs and administers enterprise-wide contracts for specialized expertise, e.g., foreign language, behavioral and cognitive psychologists

    4. Keeps abreast of technological advancements and evaluates new processes, systems, tools and techniques and identifies internal best practices, communicates and facilitates the transfer of best practices and import of technological advancements enterprise-wide

    5. Acts as the contact with the Modernization Prime Systems Integration Services Contractor (also known as "PRIME" ) Office to ensure inclusion of notices and notice process systems, tools and technology in the long term and ensure that short term initiatives fit within the broader modernization outlook

    6. Provides a source of information regarding notices and notice process for internal and external stakeholders, ensuring the same information is communicated enterprise-wide. Maintains and improves the internal IRS Notice web site and develops an external Notice web site

1.1.13.10.5  (03-01-2007)
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 our shared customers.

  2. The Director, SPEC, reports to the Director, CARE.

  3. To accomplish the mission, SPEC:

    1. Maintains a customer focus by soliciting information concerning the needs and characteristics of its customers and by coordinating with Research to develop programs and products based on the information received

    2. Identifies and analyzes gaps in taxpayer understanding through an integrated research and customer feedback strategy to reduce taxpayer burden and improve voluntary compliance

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

    4. 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

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

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

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

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

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

    10. 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 of SPEC also has managerial staff comprised of:

    • Chief, Program Management

    • Chief, Communications and Marketing

    • Chief, Strategic Planning & Development

  5. The SPEC organization is comprised of a Director and two direct reports:

    • Director, Field Operations

    • Director, Product and Partnership Development

1.1.13.10.5.1  (09-01-2004)
Program Management

  1. The mission of SPEC Program Management is to plan, manage, and direct the budget and infrastructure activities of SPEC.

  2. The Chief, SPEC Program Management, reports to the Director, SPEC.

  3. To accomplish the mission, SPEC Program Management:

    1. Assesses the needs, oversees the delivery, and evaluates the training and accounting requirements of SPEC personnel

    2. Formulates and coordinates initiatives related to space, furniture and equipment

    3. Maintains a management matrix in order to appropriately monitor and track SPEC activities

    4. Ensures the refinement of staffing, hiring, and recruitment

    5. Develops and communicates a proactive budget planning and management process

    6. Oversees and maintains responsibility for the IRM content

    7. Sets program benchmarks

    8. Advises the Director, SPEC, Field Operations, Product and Partnership Development, and Strategic Planning and provides support to their staffs regarding existing and future program objectives

    9. Provides support and guidance to field personnel, cross-functional task groups, and W&I SPEC projects

    10. Monitors strategies related to tax legislation or TIGTA/GAO reviews

    11. Identifies and manages potential risks and effectively communicates to management and the field

    12. Manages relationships with key oversight stakeholders

1.1.13.10.5.2  (09-01-2005)
Communications and Marketing

  1. The mission of Communications and Marketing is to create two-way internal and external communications engaging SPEC employees, IRS employees and stakeholder partners in support of SPEC’s mission

  2. The Chief, Communications and Marketing, reports to the Director, SPEC.

  3. To accomplish the mission, Communications and Marketing:

    1. Develops a SPEC internal communications strategy to build infrastructure, develops messages and vehicles (Intranet, teleconferences, video-conferences, E-mail, VMS, newsletters, etc.) and fully engages SPEC employees in the business process of SPEC

    2. Develops an external communications strategy to communicate SPEC’s mission and accomplishments, share partnership successes and elicit stakeholder input to SPEC’s decision making

    3. Builds individual outreach and communication strategies to address specific compliance issues

    4. Designs, implements and maintains the SPEC Intranet Site to meet the needs of SPEC employees and to serve as the primary source of product updates, feedback, research and resources

    5. Builds and maintains content on http://www.irs.gov in support of SPEC programs

    6. Maintains, monitors, and promotes two email boxes SPEC Direct@irs.gov and partner@irs.gov as feedback mechanism for internal and external customers

    7. Develops and implements the SPEC Awards Program to recognize effort and accomplishment and to celebrate success in support of SPEC’s mission and goals

    8. Provides written guidance to employees for communicating with external stakeholders

    9. Facilitates face-to-face interaction between employees and the SPEC Directors through such programs as the Day with the Directors program, Town Hall Meetings, etc.

    10. Shares employee successes throughout SPEC using communication vehicles such as The Point Intranet site to highlight strong initiatives or innovative partnership approaches

    11. Coordinates and develops speeches, briefing materials, testimony and other written or audio/visual presentations for SPEC headquarters (HQ) executives

1.1.13.10.5.3  (03-01-2007)
Strategic Planning and Development

  1. The mission of the Chief, Strategic Planning and Development, is to provide direction for development and implementation of a SPEC strategic and business planning process that anticipates future issues and trends, assess the value and impact of SPEC initiatives on taxpayer needs and business objectives, develop and manage SPEC research plans, and manage SPEC's technology implementation function.

  2. To accomplish the mission, the Director, Strategic Planning and Development:

    1. Refines SPEC strategic business objectives based on data and performance indicators

    2. Evaluates the impact of operational priorities, projects and programs

    3. Aligns SPEC strategic and business plans with taxpayer needs and IRS business and Treasury strategy, objectives and priorities

    4. Advises the Director, SPEC on formulating short and long-range program policies, strategies and objectives for SPEC

    5. Advises the Director, SPEC on the integration of strategic and business planning across SPEC Field and Headquarters organizations

    6. Establishes and maintains cooperative partnerships with internal and external customers and stakeholders to create a customer-centered and market-based program delivery

    7. Develops and updates the SPEC research plan, identifying issues both nationally and locally; targeting local SPEC geographic areas for customized education, outreach and assistance and assessing and measuring impact of local SPEC activities on compliance and workload

    8. Communicates procedural guidelines to Director, SPEC for input and approval

    9. Develops guidance on business planning

    10. Designs, implements and maintains the SPEC Taxpayer Assistance Reporting System (STARS) Management Information System to support its indirect business model and data reporting systems

1.1.13.10.5.4  (09-01-2005)
Field Operations

  1. The mission of Field Operations is to direct and evaluate all volunteer, outreach and education programs, all program implementation, and support for the four Field Operations Areas, Oversight and Analysis, and Individual Marketing Services.

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

  3. To accomplish the mission, Field Operations:

    1. Provides oversight, direction and evaluation to the four area offices, Oversight and Analysis, and Individual Marketing Services

    2. Sets national and area level program goals

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

  4. The following managers report to the Director, Field Operations:

    • Chief, Oversight and Analysis

    • Chief, Individual Marketing Services

    • Four SPEC Area Directors

1.1.13.10.5.4.1  (03-01-2007)
Oversight and Analysis

  1. The mission of Oversight and Analysis is to plan, manage, evaluate and direct the activities of Volunteer Return Preparation Programs (VRPP), including Volunteer Income Tax Assistance (VITA) and the Tax Counseling for the Elderly Grant Program, and the operational programs.

  2. To accomplish the mission, Oversight and Analysis:

    1. Oversees the operational programs that include volunteer, outreach and education

    2. Oversees the reporting issues of the field for performance indicators

1.1.13.10.5.4.2  (03-01-2007)
Individual Marketing Services

  1. The mission of Individual Marketing Services (IMS) is to support the SPEC Concept of Operations (CONOPS) attribute that provides for the expansion of electronic filing and full utilization of the electronic portfolio by marketing education and outreach messages through our third-party distribution channels.

  2. To accomplish the mission, IMS activities include:

    1. Preparing a multi-year e-file outreach and communications strategy, that includes strategies and actions to accomplish the strategies, workload and staffing plans, training plans, reporting requirements, and communication plans

    2. Developing an annual e-file Business Objective statement

    3. Preparing an annual e-file research and measures plan

    4. Maintaining the "QuickAlerts" communication system

    5. Maintaining the Distribution Channel Management (DCM) Reporting Activity System

    6. Promoting partnerships with the e-commerce industry by coordinating an agreement process that results in the establishment of hyper-links on IRS.gov

    7. Publishing and distributing the Electronic Returns Originator (ERO) Marketing Toolkit

    8. Coordinating the development and distribution of e-file promotional items

    9. Communicating e-commerce related information throughout SPEC via the preparation of e-clips messages and by populating the e-connection page on the SPEC web site; and

    10. Serving as a liaison with Electronic Tax Administration (ETA) to maintain currency with e-commerce activities that affect the SPEC organization

1.1.13.10.5.4.3  (09-01-2005)
SPEC Area Directors

  1. There are four SPEC Area Directors.

  2. The mission of the SPEC Area Directors is to plan, manage and direct the activities of field SPEC personnel.

  3. To accomplish this mission, SPEC Area Directors:

    1. Coordinate product and program customization at the territory level

    2. Support territory office administrative requests

    3. Coordinate identification and sharing of proposed shared services

    4. Collect and process customer feedback from territory offices prior to forwarding to the Field Operations office

    5. Ensure a consistent level of service across the territory offices

1.1.13.10.5.4.3.1  (09-01-2004)
SPEC Territory Managers

  1. The mission of the SPEC Territory Managers is to plan, manage and direct the activities of field SPEC personnel.

  2. The SPEC Territory Managers, report to the SPEC Area Directors

  3. To accomplish the mission, SPEC Territory Managers:

    1. Identify and contact local partners to provide the best leverage opportunities

    2. Establish and maintain local partnerships

    3. Customize products and programs according to local needs and preferences

    4. Collect feedback from partners and customers and forward the feedback to the appropriate area office

    5. Identify customer segments that require assistance, education and access

    6. Collect data to quantify the reach and impact of SPEC service on local customers

    7. Deliver tax information messages to W&I customers

    8. Deliver localized programs that promote electronic interactions (filing, paying and communicating) between IRS and W&I customers

1.1.13.10.5.5  (09-01-2005)
Product and Partnership Development

  1. The mission of Product and Partnership Development is to build and maintain partnerships with national stakeholders, provide guidance on issues that cross stakeholder groups, and develop the products and services required to educate and assist W&I taxpayers.

  2. To accomplish the mission, Product and Partnership Development:

    1. Partners through four national partnership channels (government agencies and educational institutions, financial institutions, large employers, and volunteer and community organizations) to deliver W&I products and services

    2. Develops national or strategic partnerships that support SPEC's leveraged business model through the delivery of SPEC products and services

    3. Develops educational and program training products that serve both internal and external audiences

    4. Develops best practices involving the SPEC community-based partner coalition model

    5. Promotes electronic interactions (filing, paying and communicating)

  3. There are four managers reporting to the Director, Products and Partnership Development:

    • Chief, Education and Product Development

    • Chief, Government Agencies and Educational Institutions

    • Chief, Financial Institutions

    • Chief, Large Employers/Volunteer and Community Organizations

1.1.13.10.5.5.1  (03-01-2007)
Education and Product Development

  1. The mission of Education and Product Development is to coordinate SPEC's product development: content development, composition, technical review, production, delivery, and the assessment process.

  2. To accomplish this mission, Education and Product Development:

    1. Develops programs, training and non-training materials for specific tax issues or operational programs (i.e. VITA, Life-Cycle Products)

    2. Assesses customer needs in conjunction with SPEC Headquarters, Area and Territory staffs (and, by extension, their partners), and other IRS offices

    3. Determines and manages the clearance process for all SPEC products through Media and Publications, Counsel, Earned Income Tax Credit (EITC) Program Office, Modernization Information and Technology Services (MITS), and other impacted offices

    4. Manages the product process of all SPEC products in partnership with Publishing

    5. Develops strategies to deliver tax information messages to W&I customers

    6. Develops strategies to maximize the electronic interactions between IRS and W&I customers, including e-learning and e-training

1.1.13.10.5.5.2  (09-01-2004)
Government Agencies & Educational Institutions, Financial Institutions, Large Employers & Volunteer/Community Organizations Partnerships

  1. The mission of these partnership channels is to build and maintain partnerships with national stakeholders and to provide guidance to the field on issues that cross stakeholder groups.

  2. To accomplish the mission, the three Partnership Managers:

    1. Identify partnership opportunities within each stakeholder channel to reach specific customer segments to deliver education products and services

    2. Leverage partnerships to promote information exchange with the stakeholders' customers through existing infrastructures (e.g., facilities and internal communications systems)

    3. Obtain customer feedback to improve the products and services

    4. Work with Field Operations to identify and promote relationship management best practices

1.1.13.10.6  (03-01-2007)
Field Assistance

  1. The mission of Field Assistance is to:

    1. Provide professional assistance, education and compliance services to customers that require face-to-face interaction

    2. Minimize the burden to customers in satisfying their tax obligations

  2. The Director, Field Assistance, reports to the Director, CARE.

  3. To accomplish the mission, Field Assistance:

    1. Locates offices in geographic areas accessible to the greatest number of customers defined requiring face to face assistance

    2. Provides state-of-the-art office designs for Field Assistance Centers

    3. Maintains a staff fully trained to provide the full range of services required by "walk-in" customers

    4. Ensures processes and systems are maximized providing timely and quality service

  4. The following managers report to the Director and Deputy Director, Field Assistance:

    • Chief, Operations and Training

    • Chief, Program Management and Process Assurance

    • Chief, Planning and Resources

    • Field Assistance Area Directors

1.1.13.10.6.1  (03-01-2007)
Operations and Training

  1. The mission of Operations and Training is to develop and recommend management objectives, strategic and critical success factors for Field Assistance and provide program review and oversight

  2. The Chief, Operations and Training, reports to the Director and Deputy Director, Field Assistance

  3. To accomplish the mission, Operations and Training:

    1. Performs evaluative and assistance reviews of Field Assistance programs

    2. Serves as liaison with Field Assistance Area Directors and counterparts in other operating divisions

1.1.13.10.6.2  (03-01-2007)
Program Management and Process Assurance

  1. The mission of Program Management and Process Assurance is to provide measures ensuring business objectives and goals are met and overseeing data mart information systems to evaluate Field Assistance performance

  2. To accomplish the mission Program Management and Process Assurance:

    1. Develops measures and monitors performance and quality results

    2. Monitors Employee and Customer Satisfaction Results

    3. Develops business improvements, monitoring data and recommending corrective actions

    4. Oversees maintenance and coordinates reports from data mart systems and ensures data is easily accessible

1.1.13.10.6.3  (03-01-2007)
Planning and Resources

  1. The mission of Planning and Resources is to provide guidance for the strategic planning process, budget oversight, and program analysis

  2. To accomplish the mission, Planning and Resources:

    1. Develops long term plans for Field Assistance operations

    2. Ensures appropriate fiscal management of the allocated Field Assistance budget

    3. Performs evaluative analysis of Field Assistance strategic and functional programs

    4. Serves as liaison with Field Assistance Area Directors and counterparts in other operating divisions


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