1.1.13  Wage and Investment (Cont. 2)

1.1.13.7 
Customer Assistance, Relationships and Education

1.1.13.7.5 
Stakeholder Partnerships, Education and Communication (SPEC)

1.1.13.7.5.1 
Director, Headquarters Operations

1.1.13.7.5.1.1  (10-07-2013)
Program Management

  1. The mission of Program Management is to plan, manage, support, and direct activities of headquarter and field staff to ensure program compliance and operational effectiveness.

  2. The Chief, Program Management, reports to the Director, Headquarters Operations.

  3. To accomplish the mission, Program Management oversees:

    1. Delivery and training of SPEC personnel

    2. Staffing, hiring, and recruitment

    3. Budget planning

    4. IRM content

    5. Strategic planning process

    6. Development and monitoring of measures and performance indicators

    7. Strategies related to tax legislation, TIGTA/GAO reviews, and Taxpayer Advocate Most Serious Problems

    8. The Business Performance and Operational Review processes

    9. Employee Engagement process

    10. Initiatives related to space, furniture, equipment and security

1.1.13.7.5.1.2  (10-07-2013)
Oversight and Analysis

  1. The mission of Oversight and Analysis is to plan, manage, evaluate and direct activities of the Volunteer Income Tax Assistance (VITA) and Tax Counseling for the Elderly (TCE) Programs.

  2. The Chief, Oversight and Analysis, reports to the Director, Headquarters Operations.

  3. To accomplish the mission, Oversight and Analysis oversees:

    1. Operational programs that include volunteer, outreach and education

    2. The quality process, including return preparation accuracy

    3. Financial reviews of grant recipients to prevent the misuse of federal grant funds

    4. SPEC's products, technology, and management information system (SPECTRM)

    5. Reporting issues of the field for performance indicators

1.1.13.7.5.1.3  (10-07-2013)
National Relationship Partnerships

  1. The mission of National Relationship Partnerships is to build and maintain partnerships both internally and externally to support SPEC's mission.

  2. The Chief, National Relationship Partnerships, reports to the Director, Headquarters Operations.

  3. To accomplish the mission, National Relationship Partnerships oversees:

    1. Operational Programs that include: Campus VITA, Facilitated Self Assistance, Virtual VITA, Earned Income Tax Credit Awareness Day, and Military VITA

    2. Establishment and maintenance of National Partner Relationships

    3. Local partner introductions to national partners

    4. National partner coalition building with local partners

    5. Facilitation of national partners as organizers /coordinators of partner meetings

1.1.13.7.5.1.4  (10-07-2013)
Grant Program Office

  1. The mission of Grant Program Office is to administer the VITA/TCE grant programs.

  2. The Chief, Grant Program Office, reports to the Director, Headquarters Operations.

  3. To accomplish the mission, the Grant Program Office oversees:

    1. The pre-award, award, and post award phases of the grant administration process

    2. Independent technical evaluator ranking panels

    3. Grant award recipients recommendation

    4. Grant recipient monitoring

    5. Administrative reviews of grant recipients to determine compliance with grant agreement terms and condition.

1.1.13.7.5.2  (10-07-2013)
Area Directors

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

  2. The four Area Directors report to the Director, SPEC

  3. To accomplish the mission, 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 services

    4. Collect and process customer feedback from territory offices prior to forwarding to SPEC headquarters

    5. Ensure a consistent level of service across territory offices

1.1.13.7.5.2.1  (10-07-2013)
Territory Managers

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

  2. The Territory Managers report to the Area Directors

  3. To accomplish the mission, 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 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

1.1.13.7.6  (10-07-2013)
Field Assistance

  1. The mission of Field Assistance is to enhance the taxpayer experience by providing quality face-to-face assistance and facilitate self-assisted services that resolve tax issues and educate the taxpaying public.

  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 taxpayers defined as requiring face to face assistance

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

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

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

  4. The following Section Chiefs report to the Chief, Field Assistance Headquarters Staff:

    • Chief, Operations and Training

    • Chief, Policy, Technology and Measures

    • Chief, Planning and Resources

    • Field Assistance Area Directors

1.1.13.7.6.1  (10-07-2013)
Operations and Training

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

  2. 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

1.1.13.7.6.2  (10-07-2013)
Policy, Technology and Measures

  1. The mission of Policy, Technology and Measures 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 Policy, Technology and Measures:

    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

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

1.1.13.7.6.3  (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

1.1.13.7.6.4  (10-07-2013)
Field Assistance Area Directors

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

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

    1. Perform program reviews

    2. Monitor and analyze quality data

    3. Monitor and analyze balanced measures

    4. Coordinate training activities

  3. Field Assistance Area Directors report to the Director, Field Assistance

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

1.1.13.7.6.4.1  (10-07-2013)
Field Assistance Territory Managers

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

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

    1. Manage and monitor the quality and quantity of work

    2. Maintain working relations with other BODs

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

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

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

    6. Coordinate with personnel and other BODs

  3. Field Assistance Area Directors report to the Director, Field Assistance

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

1.1.13.7.6.4.1.1  (10-07-2013)
Field Assistance Group Managers

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

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

    1. Respond to account inquiries

    2. Accept payments

    3. Provide tax law assistance

    4. Return Preparation

    5. Recommend and input account adjustments

  3. Field Assistance Group Managers support Compliance activities by:

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

    2. Working streamlined Offers in Compromise (OICs)

    3. Analyzing financial data and determining appropriate disposition of accounts

    4. Working Collection cases

  4. Field Assistance Group Managers report to Field Assistance Territory Managers.

1.1.13.8  (10-07-2013)
Customer Account Services

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

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

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

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

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

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

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

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

    3. Processes the tax returns of all IRS customers..

    4. Manages tax law, accounts, e-help, and compliance phone calls for W&I, SBSE, and TEGE through the JOC Operations.

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

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

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

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

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

    10. Prepares budget requests.

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

    12. Participates in equal employment and diversity program activities.

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

    • Director, Electronic Products and Support Services

    • Director, Joint Operations Center (JOC)

    • Chief, Program Coordination and Support

    • Director, Submission Processing (SP)

    • Director, Accounts Management (AM)

    • Chief, W&I Project Management Office

1.1.13.8.1  (10-07-2013)
Electronic Products & Services Support (EPSS)

  1. The mission of EPSS is to:

    1. To support customer-valued e-solutions for Service-wide electronic products and services.

  2. The Director, EPSS reports to the Director, Customer Accounts Services (CAS).

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

    1. Plans, directs, manages, administers and executes activities specific to management of electronic products and services.

    2. Provides oversight for all paper, electronic and telephone inquiry programs.

    3. Monitors the e-help Operation and Information Return Branch workloads and adjusts workloads as necessary.

    4. Collaborates with JOC to ensure resources are planned, scheduled and used efficiently.

    5. Provides executive leadership and direction through subordinate managers that are geographically located nationwide.

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

    7. Coordinates program activities with other top-level IRS executives to prepare Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach.

    8. Engages with internal stakeholders to develop a full service support network skilled in providing assistance to external customers who encounter problems using IRS electronic products.

    9. Manages all human, physical, information technology, and financial resources assigned to EPSS and allocates these resources in accordance with overall strategies to further the accomplishment of specific goals.

    10. Minimizes impact on operations by researching, analyzing and evaluating contacts for downstream impact and providing guidance to affected Business Operating Divisions (BODs).

    11. Coordinates and manages FISMA business-related activities related to the EPSS systems and applications.

    12. Ensures protection of sensitive data by initiating and executing contracts to complete and renew certification and accreditation (C&A) of EPSS system applications including continued annual testing managed by IRS or contractors.

  4. Direct reports to the Director, EPSS include:

    1. Chief, Operation Support

    2. Chief, e-help Operation

    3. Chief, Information Returns Branch

1.1.13.8.1.1  (10-07-2013)
EPSS, Operation Support

  1. The mission of Operation Support is to provide program, operational and administrative support for Electronic Products and Services Support (EPSS) Director and functions to ensure the achievement of all program and strategic goals and objectives.

  2. To accomplish the mission, Operation Support:

    • Provides program management oversight to ensure the effectiveness of all programs under the jurisdiction of the EPSS director.

    • Provides budgetary and financial guidance for the EPSS functions.

    • Provides active participation and support in implementing innovative and customer-valued solutions that meet the demand of new projects and initiatives of our internal operations and business partners.

  3. The following areas report to the Chief, Operation Support:

    • Program Management

    • Policy, Training and Quality

    • Product Services and Support

1.1.13.8.1.2  (10-07-2013)
EPSS, Program Management

  1. The mission of Program Management is to:

    1. Provide critical oversight to business operations and program delivery, including monitoring and reporting of EPSS measures, scheduling, planning and forecasting contact volumes, channel management with the sites and Joint Operations Center (JOC) and e-help Desk and Information Return Branch telephone monitoring.

    2. Provide key support activities including planning, scheduling and oversight of production products and services, and coordination with a wide-range of internal stakeholders, program areas and policy owners, conducting analytical studies, performing program and process analysis, and testing and evaluation of the effectiveness of applications, programs and/or operations.

    3. Provide business-related Operations and Maintenance (O&M) for identified business systems and applications.

  2. Program Management’s areas of responsibility include

    1. Work Plan/Work Schedules

    2. Business Operations & Maintenance for Automated Electronic Fingerprints (AEF)

    3. Scheduling and forecasting contacts

    4. Channel Management with sites and JOC

    5. Business/performance measures and goals

    6. Unified Work Request (UWR) Coordination

    7. Business Resumption

    8. E-file / e-help Desk Program Coordination

  3. To accomplish the mission, Program Management:

    1. Ensures balanced measures are implemented in all EPSS operations.

    2. Reviews and analyzes trend data to recommend areas of focus for the EPSS and CAS directors.

    3. Coordinates administrative duties, including operational space issues, physical moves, equipment needs, and numerous other issues.

    4. Provides administrative support to the Director, EPSS, including preparing responses to internal and external stakeholders, providing information, preparing presentations, preparing for meetings, etc.

    5. Provides oversight, on behalf of the EPSS Director, on program delivery, efficiency and effectiveness.

    6. Monitors work and program performance for the EPSS Director to ensure consistency over EPSS functions and to track information and prepare reports.

    7. Provides support for conformance review and site assistance visits, prepares trip reports and validates site performance.

    8. Ensures conformance with standardized practices from JOC direction regarding telephone operations and reporting conformance with Work Planning & Control reports and other Management Information Systems (MIS).

    9. Oversees site schedules and recommends changes based on inventory and call volume.

    10. Supports site monitoring and reviews of phone and paper programs and prepares reports accessing process performance for all assigned programs, including telephones, paper and e-mail.

    11. Tracks resource usage (non-financial), hours, and volumes ensuring accuracy of reporting data and in conjunction with performance assessments to ensure delivery of programs as determined by CAS.

1.1.13.8.1.3  (10-07-2013)
EPSS, Policy, Training and Quality

  1. The mission of Policy, Training and Quality (PTQ) is to:

    1. Develop policy and training for all EPSS programs and to ensure the quality objectives of the EPSS function are effectively met.

    2. Develop IRMs and solutions tailored to the needs of the EPSS programs.

  2. Policy, Training and Quality areas of responsibility include:

    • Policy, procedures and guidance

    • Quality program

    • e-help Support System Solutions Database

    • Training plan development

    • Course development

    • Internal Revenue Manuals (IRMs)

    • TIGTA/GAO coordination

  3. To accomplish the mission, Policy, Training and Quality:

    1. Determines policy and develops procedures and guidelines for EPSS functions and programs.

    2. Provides input and feedback for policy developed by external stakeholders’ programs.

    3. Writes IRM procedures related to specific program areas.

    4. Interprets legislation and other documents and makes changes to IRM procedures and provides changes to EPSS functions.

    5. Maintains Knowledge Database through development of e-help Support System Knowledge Articles (Solutions).

    6. Creates and revises training material for the EPSS functions.

    7. Coordinates and ensures the delivery of training for the functions ensuring training plans and current material are in place to deliver training timely.

    8. Coordinates training efforts with the EPSS functions and the Learning and Education organization to ensure the appropriate training is delivered timely.

    9. Researches and coordinates training policies and procedures and training requests that impact the EPSS functions.

    10. Provides direction and oversight on behalf of the EPSS Director regarding actions for the attainment of quality goals.

    11. Provides support for conformance review and site assistance visits, prepares trip reports and validates site performance.

    12. Monitors program delivery to ensure quality and consistency.

    13. Coordinates with National Quality Review System (NQRS) to identify potential issues for review/analysis.

    14. Champions and leads quality initiatives.

    15. Coordinates TIGTA and GAO audits for EPSS and prepares responses for the EPSS director. Provides guidance on audit follow up procedures; ensures necessary changes are implemented as a result of TIGTA or GAO findings.

1.1.13.8.1.4  (10-07-2013)
EPSS, Products and Services Support

  1. The mission of Products and Services Support (PSS) is to provide technical support to internal and external customers for systems, programs and products owned by Electronic Products and Services Support (EPSS).

  2. Product and Services Support areas of responsibility include:

    • e-help Support System application, development and system support

    • e-services

    • EPSS website and irs.gov content management

    • Security certification of all applicable systems

    • Third Party Data Store (TPDS) content management

    • Disaster Recovery

    • Federal Information Security Management Act (FISMA) Assessments

    • Level II Technical Call Resolution

  3. To accomplish this mission, Product Services and Support:

    1. Provides assistance in resolving complex e-services issues for external customers.

    2. Provides information regarding Federal Information Security Management Act (FISMA) system security issues for the systems maintained by EPSS.

    3. Ensures protection of sensitive data by providing certification and accreditation (C&A) information for EPSS system.

    4. Supports the creation of comprehensive Contingency Planning documents system applications and test viability pursuant to Disaster Recovery guidelines.

1.1.13.8.1.5  (10-07-2013)
EPSS, e-help Operation

  1. The mission of the e-help Operation is to provide a full service support help desk skilled in providing technical assistance to users of IRS electronic products and services. Program responsibilities include:

    1. e-file

    2. Modernized e-file (MeF)

    3. Electronic Federal Tax Payment System (EFTPS)

    4. Central Contractor Registration (CCR) TIN Verification

    5. e-services

      Note:

      e-Services Registration, e-file Application, Taxpayer Identification Number (TIN) Matching Disclosure Authorization (DA) Transcript Delivery Service (TDS) Electronic Account Resolution (EAR)

    6. Preparer e-file Waiver Hardship Requests

  2. To accomplish its mission, the e-help Operation:

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

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

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

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

    5. Interacts with other functions and operating divisions for shared services.

1.1.13.8.1.6  (10-07-2013)
EPSS, Information Return Branch

  1. The mission of the Information Returns Branch is to serve as a focal point for electronic processing of Forms 1099, 1098, 5498, 1042-S and all other information returns. Program responsibilities include:

    1. Coordinating , maintaining and controlling all operational aspects for electronic processing of information returns.

    2. Developing, maintaining and disseminating policies and procedures through Revenue Procedures and Internal Revenue Manuals (IRMs).

    3. Providing information and outreach to taxpayers concerning electronic filing of information returns.

    4. Providing nationwide taxpayer service by handling phone and e-mail inquiries about information returns.

  2. To accomplish the mission, the Information Returns Branch:

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

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

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

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

    5. Interacts with other functions and operating divisions for shared services.

1.1.13.8.2  (10-07-2013)
Program Coordination and Support

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

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

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

    3. Coordinates the Business Performance Review and Operational reviews for the CAS functions

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

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

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

    2. Oversees the integration of policy throughout CAS.

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

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

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

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

    7. Maintains the IRM for CAS.

    8. Coordinates CAS budget activities with W&I Finance.

    9. Administer and oversees the employee suggestion program for the CAS functions.

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

    11. Provides guidance and liaison activities with subordinate program management staffs within SP, AM, EPSS and JOC.

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

1.1.13.8.3  (10-07-2013)
Submission Processing

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    • Chief, Paper Processing Branch

    • Chief, Coordination & Project Management Branch

    • Chief, Accounting & Tax Payment Branch

    • Chief, Program Management /Process Assurance Branch

    • Chief, Specialty Programs Branch

    • Director, E-File Services

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

1.1.13.8.3.1  (10-07-2013)
Paper Processing Branch

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

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

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

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

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

    4. Ensures the timely and accurate mailing of taxpayer notices

  3. The following managers report to the Chief, Paper Processing Branch:

    • BMF Code & Edit/ERS Section

    • IMF Code & Edit/ERS Section

    • Data Conversion/Mail Management Section

    • Post Processing Section

1.1.13.8.3.1.1  (10-07-2013)
BMF Code & Edit/ERS Section

  1. The mission of the BMF Code & Edit/ERS Section is to provide support and guidance for the full range of planning, directing, managing and executing activities specific to the processing of BMF Tax Returns. Ensures policies and procedures are reflective of BMF taxpayer behaviors, needs, and characteristics to improve overall compliance and customer service.

  2. To accomplish its mission, the Chief, BMF Code & Edit/ERS Section supervises a staff which:

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

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

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

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

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

    6. Responds to GAO and TIGTA on program related issues

    7. Responds to Employee Suggestions and various Congressional inquiries

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

1.1.13.8.3.1.2  (10-07-2013)
IMF Code and Edit/ERS Section

  1. The mission of the IRM Code & Edit/ERS Section is to provide business requirements and program direction in all aspects of processing IMF tax returns and related documents processing including:

    • Code and editing and error resolution

    • Resolving of unpostable and entity conditions

    • Taxpayer contact for additional information

  2. To accomplish the mission, the Chief, IRM Code & Edit/ERS Section supervises a staff which:

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

    2. Determines business requirements for necessary systems

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

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

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

    6. Evaluates new legislation and prepares changes to processing requirements

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

1.1.13.8.3.1.3  (10-07-2013)
Data Conversion/Mail Management Section

  1. The mission of the Data Conversion/Mail Management Section is to provide guidance and support to the Submission Processing Receipt and Control functional areas in the Centers and to develop and administer policies and strategies that improve their overall operations including the systems needed to capture, electronically, paper tax information, and related documents.

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

    1. Supports Service activities for modernization of notice processes

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

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

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

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

    6. Initiates, prepares, and subIT Unified Work Request (UWR)

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

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

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

    10. Develops policy, procedures and guidance for submission processing of tax information, including IMF & and Business Master File (BMF) in the Integrated Submission and Remittance Processing (ISRP) and Service Center Recognition/Image Processing System (SCRIPS) systems. Determines business requirements for necessary systems, i.e., ISRP, Remittance Transaction Research (RTR) system, and SCRIPS

    11. Prepares IRM and procedures and Unified Work Request (UWR))

    12. Updates and changes automated systems with Information Technology Services (IT)

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

    14. Evaluates new legislation and prepares changes to processing requirements

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

1.1.13.8.3.1.4  (10-07-2013)
Post Processing Section

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

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

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

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

    3. Performs Notice problem identification, resolution, and reporting

    4. Develops Work Plan assumptions for Notices

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

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

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

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

    9. Administers the Reduce Unnecessary Filings (RUF) program

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

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

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

    13. Evaluates new legislation and prepares changes to processing requirements

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

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

    16. Acquires and implements new inbound and outbound automated mail sorting equipment and ensures coordination with originators, programmers, suppliers, handlers and stakeholders (i.e. Office of Taxpayer Correspondence) who deal with taxpayer Notices

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

    18. Develops and maintains files and records management programs

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

    20. Develops policy, procedures and guidance for SCAMPS

1.1.13.8.3.2  (10-07-2013)
Coordination & Project Management Branch

  1. The mission of the Coordination & Project Management Branch is to provide support, coordination and oversight to the SP Centers and headquarters SP staffs in the areas of CADE2, Business Resumption/Continuity, Management Controls Accountability Program (MCAP), Space and Property, Employee Satisfaction Survey, Physical and Remittance Security, RIS, IRM, Recruitment, Training, the SP Intranet, and GAO and TIGTA coordination.

  2. To accomplish the mission, the Chief, Coordination & Project Management Branch supervises a staff which:

    1. Assists with programs such as the Employee Engagement Program, Recruitment, Training, Requests for Organizational Changes (ROC), the SP Intranet, IRMs, and GAO and TIGTA

    2. Coordinates and acts as the liaison for the campus P&A staffs and Site Coordinators.

    3. Coordinates administrative duties including operational space issues, physical moves, and equipment needs for the SP headquarters staff in Cincinnati, Ohio

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

    5. Responds to GAO and TIGTA on program related issues

    6. Responds to Employee Suggestions and various Congressional inquiries

1.1.13.8.3.2.1  (10-07-2013)
Coordination & Support Section

  1. The mission of the Coordination and Support Section is to provide support, coordination, and oversight to the SP Centers and headquarters SP staffs in the areas of Business Resumption/Continuity, Management Controls Accountability Program (MCAP), SP Internal Revenue Manuals (IRMs),Space and Property, Employee Engagement, Physical and Remittance Security, Recruitment, Training, Requests for Organizational Changes (ROC), the SP Intranet, and GAO and TIGTA.

  2. To accomplish the mission, the Chief, Coordination and Support Section supervises a staff which:

    1. Provides assistance to and directly supports the SP Functional Council (SPFC) and on an ad hoc basis, the W&I Divisional National Partnering Council (DNPC), and coordinates the Employee Engagement Survey process with SP centers and headquarters

    2. Coordinates cross unit issues for SP sites, and acts as liaison with Site Coordinators and Planning and Analysis (P&A) Chiefs in the Centers

    3. Coordinates administrative duties including operational space issues, physical moves, and equipment needs for the SP headquarters staff in Cincinnati, Ohio

    4. Serves as key point of contact for space and property issues in the SP centers; acts as liaison when other business units are affected

    5. Acts as the key focal point for communications with other operating units and divisions as related to SP programs and activities. Provides guidance to the SP centers on Request for Organizational Change (ROCs).

    6. Provides guidance to the centers for the Annual Assurance Review (AAR), which includes the Management Controls Accountability Process (MCAP) and the Management Accountability Review (MAR) programs

    7. Provides program support to the center campuses for the Business Resumption/Business Continuity and Physical and Remittance Security Programs

    8. Maintains the SP Web Site on the IRS Intranet, which supports the SP mission and provides relevant tools, information, and communications to functions across all operating division BODs; serves as content manager for the SP content on IRS.gov

    9. Coordinates the SP organization for disaster assistance to the Federal Emergency Management Agency (FEMA)

    10. Serves as a liaison with the Stakeholder Partnerships, Education, and Communication (SPEC) organization to ensure the support and coordination of the Volunteer Income Tax Assistance Program (VITA) at SP campuses

    11. Serves as a liaison with Field Assistance to ensure the support and coordination of the Employee E-file Program at SP campuses

    12. Serves as key point of contact for Homeland Security Presidential Directive (HSPD) 12 in the SP centers; acts as liaison when other business units are affected

1.1.13.8.3.2.2  (10-07-2013)
Project Management Section

  1. The mission of the Project Management Section is to research, initiate, develop, design and implement modernization initiatives impacting the Submission Processing organization.

  2. To accomplish the mission, the Chief, Project Management Section supervises a staff which:

    1. Develops and presents Cases for Action (CFAs) and analyses for budget and IT initiatives for SP related modernization project

    2. Oversees and coordinates the work request process for SP

    3. Coordinates and monitors transition/consolidation activities within SP at campus locations

    4. Prepares SP presentations for the W&I Modernization Council

    5. Coordinates with project governance organizations to ensure proper governance procedures are implemented for SP projects

    6. Does ad hoc analysis on miscellaneous issues as determined by the Director, Submission Processing

    7. Completes all project-related activities for SP modernization projects

1.1.13.8.3.3  (10-07-2013)
Accounting and Tax Payment Branch

  1. The mission of the Accounting and Tax Payment Branch is to provide business requirements and program direction for receiving, processing and controlling all methods of revenue receipt payments. In addition, this Branch provides guidance on all Accounting and Manual Deposit programs.

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

    1. Formulates short and long range program strategies and objectives for Service Center Accounting and revenue receipt processing.

    2. Establishes business requirements and provides program direction for all aspects of payment processing.

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

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

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

    6. Responds to GAO and TIGTA on program related issues

    7. Responds to Employee Suggestions and various Congressional inquiries

  3. The following managers report to the Chief, Accounting and Tax Payment Branch:

    • Electronic Payment and FTD Section

    • Lockbox Policy and Oversight Section

    • Accounting and Deposit Section

1.1.13.8.3.3.1  (10-07-2013)
Electronic Payment and FTD Section

  1. The mission of the Electronic Payment and FTD Section is to create policies and procedures for the development and deployment of electronic methods of collecting tax payments, to continue improving and supporting existing electronic methods, and to promote and encourage electronic methods as the preferred form of payment.

  2. To accomplish the mission, the Chief, Electronic Payment Section supervises a staff which:

    1. Coordinates the development of initiatives related to electronic payments with the Federal Management Service (FMS), Federal Reserve Bank (FRB), Information Technology Services (IT), a Treasury Financial Agent (TFA) (Bank of America) and other impacted operations

    2. Continuously monitors and manages multiple types of electronic payments, which are processed through EFTPS/EFPPS
      Automated Clearing House (ACH) Credit/Debit,
      Bulk Provider, Batch Provider,
      EFTPS Web and Phone, EFTPS for Federal Agencies, Electronic Payments from Compliance Programs including: FMS, SSA and State Levy Programs, Electronic Funds Withdrawal (EFW),
      Remittance Strategy-Paper Check Conversion(RS-PCC),Same-Day Wires, Single-Debit, Credit Cards, etc.;
      Develops roles & responsibilities for the TFA, as well as creates and provides the TFA with program requirements for electronic payment programs and initiatives

    3. Collaborates with stakeholders, such as other customers, and with business partners (FMS and IT), to develop strategies for meeting operational goals

    4. Ensures that programs and applications, and their users, adhere to strict security and disclosure policies; the section works closely with IRS Cybersecurity to accomplish this.

    5. Works in conjunction with three credit card processors (Link2Gov Corporation, Official Payments Corporation and WorldPay US, Inc.) in offering this option for paying taxes

    6. Monitors transactions related to electronic payments including, processed, scheduled and cancelled payments

    7. Requests, reviews, creates and tracks a host of reports related to electronic payments

    8. Monitors and ensures that all electronic payment programs are fully operational

    9. Works closely with the TFA to resolve problems such as rejected files, equipment malfunctions, review and respond to incident reports etc.

    10. Provides voice response scripts and standard response language used by IRS and TFA customer service representatives

    11. Requests, provides input for, and participates in various types of marketing surveys related to electronic payments and conducts periodic script reviews.

    12. Supports Marketing and Media and Publications by reviewing and updating material related to electronic payments; also works closely with a marketing contractor, to produce various materials made available to taxpayers such as payment request letters, cover letters, guides, etc.

    13. Provides content for various websites, such as IRS.gov/epay and ETA Reports, EFTSP. and credit Cards

    14. Maintains IRM 3.17.277, Electronic Payments, IRM 3.17.278 Paper Check Conversion (PCC) System and reviews and provides input to other IRMs, such as IRM 21 (EFW and Credit Card sections), IRM 5.19.9 , Automated Levy Program, and others

    15. Coordinates with IT, FMS and TFA to ensure various testing is performed such as , Independent Validation and Verification (IV&V), Participants Acceptance Test (PAT), Systems Acceptability Test (SAT), and conducts periodic script and reviews

    16. Conducts training and provides guidance to Submission Processing functional areas including the Ogden Accounting Unit where EFTPS perfection occurs.

    17. Responds to TIGTA and GAO regarding any questions and recommendations for policies, programs and procedures related to electronic payments

1.1.13.8.3.3.2  (10-07-2013)
Lockbox Policy and Oversight Section

  1. The mission of the Lockbox Policy and Oversight Section is to provide lockbox program policy, procedures and guidance related to remittance processing, system software, security and internal control management and to provide oversight to ensure all requirements are effectively adhered to by the lockbox network.

  2. To accomplish the mission, the Chief, Lockbox Policy and Oversight Section supervises a staff which:

    1. Coordinates the development of new work for the Lockbox program and required process changes with Lockbox Field Operations, other impacted operations, FMS, and the Lockbox network

    2. Determines each year if there are any Lockbox computer program changes required and provides recommendations and modifications to the annual program update

    3. Coordinates with IT, FMS, Lockbox Depositaries, and Submission Processing Campuses to ensure Systems Acceptability Testing (SAT) is performed annually

    4. Provides Media & Publications address information for each Lockbox site and Submission Processing Center for timely printing.

    5. Maintains Lockbox and Submission Processing Campus tax form and payment address information on the official IRS.gov web site

    6. Coordinates testing of pre-printed vouchers between lockbox and vendor in conjunction with Media & Publications

    7. Coordinates any new or updated processing changes with FMS, obtains data for the re-bidding of contracts, and finalizes the Lockbox Processing Guidelines (LPG)

    8. Participates in the annual Lockbox Readiness process.

    9. Determines, in conjunction with FMS if any actions need to be taken as a result of the performance measures lockbox ratings

    10. Maintains and updates the LPG with new or revised policies and procedures

    11. Monitors all theft cases to ensure timely and proper resolution according to the LPG and IRM 3.0.230, Lockbox Processing Procedures

    12. Conducts the annual Lockbox Conference and participates in quarterly Lockbox conferences with FMS

    13. Calculates the Program Completion Date (PCD) for each Lockbox based on expected volume of work and provides PCD information to each Lockbox

    14. Provides Lockbox PCD information for each Lockbox to the SP headquarters Program Management/Process Assurance Branch

    15. Responds to findings by the TIGTA and GAO which recommend Lockbox policy and process changes

    16. Ensures Lockbox program coordination with TIGTA, the Situation Awareness and Management Call Center (SAMC), and IRS/FMS Security staffs

    17. Performs security reviews in conjunction with FMS and IRS Mission Assurance and Security Services (MA&SS)

    18. The mission of the IRS Lockbox/FMS internal control group is to increase overall network efficiencies, reinforce high levels of accountability, and protect the integrity of the Federal Tax System by sustaining effective internal controls.

1.1.13.8.3.3.3  (10-07-2013)
Accounting and Deposit Section

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

  2. To accomplish the mission, the Chief, +Accounting and Deposit Section:

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

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

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

    4. Analyzes technical, operational and administrative problems relating to the Service Center Control File (SCCF), Unidentified Remittance File (URF), Dishonored Check File (DCF), Excess Collection File (XSF), Credit and Account Transfer Program, Quick, Prompt and Jeopardy Assessment Program, Automated Non-Master File (ANMF) Program, Manual Refund Program, the Erroneous Refund Program, Discovered Remittance Program, and the Losses and Shortages Program.

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

    6. Collaborates with stakeholders, such as other customers and with business partners (FMS and IT) to develop strategies for meeting operational goals

    7. Responds to TIGTA/GAO issues related to Accounting & Deposit issues

    8. Works closely with Financial Management Services on issues pertaining to refunds & disbursements.

    9. Works closely with Chief Financial Office on Accounting and General Ledger issues

    10. Updates/Maintains “Courier Service” Statement of Work documents for each SP site

    11. Acts as the liaison to TAC office processing of payments

    12. Provides Submission Processing Accounting with guidance on policies and procedures of specific Redesign Revenue Accounting Control(RRAC) general ledger accounts, their journalizing, and maintenance

1.1.13.8.3.4  (10-07-2013)
Program Management and Process Assurance Branch

  1. The mission of Program Management/Process Assurance Branch is to act as the SP central coordination point for both internal and external reviews and reports, to react to reports and findings by ensuring recommendations are implemented, to act as the key focal point for communications with other operating units and divisions as they relate to SP programs and activities, support and monitor program effectiveness and resource usage in the SP centers, and determine resource allocation through the Work Plan/Work Schedule process, establish policies and program guidance for the quality assurance, Total Employee Performance System (TEPS), Gainsharing/Incentive Pay, and the Program Analysis System (PAS) programs.

  2. To accomplish the mission, the Chief, Program Management and Process Assurance supervises a staff which:

    1. Provides support and oversight to the SP Centers on Filing Season Readiness (FSR), Business Measures, and the quality assurance program

    2. Provides assistance and technical advice to SP Centers, and monitors center operations to ensure timely, accurate, and efficient program delivery

    3. Prepares Work Plans and Work Schedules for SP programs and activities including forecasting resource needs and tracking resource utilization

    4. Provides assistance and advice for quality review activities

    5. Prepares IRM procedures for SP Business Measures

    6. Prepares Request for Information Services (RIS) for Support of Business Measures

  3. The following managers report to the Chief, Program Management and Process Assurance Branch:

    • Chief, Monitoring Section

    • Chief, Resource Section

    • Chief, Quality Section

1.1.13.8.3.4.1  (10-07-2013)
Monitoring Section

  1. The mission of the Monitoring Section is to provide assistance and technical advice to SP Centers and to ensure timely, accurate and efficient program delivery.

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

    1. Provides oversight to SP Centers regarding program delivery, efficiency and effectiveness

    2. Monitors processing in the SP Centers to ensure consistency, and track inventories

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

    4. Provides direction and oversight to ensure consistency on Business Results Measures data gathering and reporting by the centers

    5. Recommends corporate site goals for, and tracks Business Results Measures , analyzes data, prepares reports, initiates quality initiatives, and identifies Best Practices

    6. Coordinates Filing Season Readiness (FSR) plans. This includes the servicewide center readiness, the SPHQ, and the Executive Steering Committee (ESC), along with providing support to the four ESC cochairs

    7. Develops measures for the SP organization

    8. Reviews and analyzes trend data to recommend areas of focus for the SP and CAS Directors

    9. Monitors the implementation of legislation affecting SP operations

    10. Maintains the Business Measures web page on the SP Web Site on the IRS Intranet that defines Business Measures methodologies and goals, displays SP measure results, and provides relevant tools, information, and communications to SP functions and all SP Centers

  3. Authors IRMs 3.0.275, Business Results Measures - 3.30.123, Processing Timeliness: Cycles, Criteria, and Critical Dates - 3.30.126, Control Data Analysis - 3.30.50, Performance Evaluation Reporting System.

    1. TAS oversight and coordination

    2. End of year, start up, and mid-year coordination

    3. Coordinates weekend overtime tickets for all SP centers

    4. Coordinates transshipment needs, when necessary

    5. Prepares job aids for SP Business Results Measures

1.1.13.8.3.4.2  (09-01-2005)
Resource Section

  1. The mission of the Resource Section is to develop and review work plans (WP) and work schedules (WS) for all SP programs and activities; to coordinate preliminary strategic planning and budget formulation proposals for SP Centers; to generate the Cost Estimate Reference IRM and the Workload Scheduling IRM, and to provide staff support in the preparation and review of cost benefit analysis.

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

    1. Develops and reviews WP and reviews WS for all SP programs and activities

    2. Coordinates cross functional issues with Statistics of Income (SOI), Large Business & International (LB&I), Tax Exempt and Government Entities (TE/GE), Small Business/Self-Employed (SB/SE), Agency-Wide Shared Services (AWSS), Modernization and Information Technology Services (IT), and Criminal Investigations (CI) for inclusion in WP and WS

    3. Forecasts workload based on projections from Research to anticipate and plan for growth

    4. Solicits assumptions from customers, researches and validates, as necessary, and determines impact on resources

    5. Conducts annual WP Review Conferences

    6. Conducts annual WS Review Conferences to refine WP estimates

    7. Supports and monitors program effectiveness and resource usage in the SP Centers

    8. Prepares SP input for the Strategic Planning processes which determine the SP Centers’ long-range budgets; ensures budget allocations are adjusted to reflect increased/decreased Paper or e-file volumes or changed systemic, procedural or legislative assumptions

    9. Authors IRM 3.30.10, Cost Estimate Reference, and IRM 3.30.127, Workload Scheduling

    10. Provides staff support for the review and development of cost benefit analyses

    11. Provides training on WP, WS and costing techniques, as requested

    12. Owns the System for Automated Work Schedules (SAWS), the Program for Automated Work Plans (PAWS), the work scheduling and cost estimate IRMs and the OP 500 Projects

    13. Recommends goals for and tracks SP Efficiency Measure Results, analyzes data, and prepares reports for input into the BPRS and PAC 2B Report and critical measures

    14. Supports and monitors program effectiveness and resource usage in the SP Centers and coordinates all financial reviews at the program level and provides input to CAS Finance

1.1.13.8.3.4.3  (10-07-2013)
Quality Section

  1. The mission of the Quality Section is to maintain the Embedded Quality Submission Processing (EQSP) program and provide customer support for Work Planning and Control (WP&C) activities. This organization is responsible for monitoring the quality of all SP products and identifying systemic as well as site specific opportunities for improvement. This section establishes the policies and provides oversight and guidance for BBTS, SETR validation, IPR and production adjustments and cross-balancing of systems as they relate to WP&C, ensuring the accuracy of reports for all related processes.

  2. To accomplish this mission, the Chief, Quality Section supervises a staff which:

    1. Develops and implements data collection instruments (DCI) for functions and programs within SP

    2. Coordinates with IRM authors to ensure DCIs are current

    3. Provides oversight to SP Centers for regarding use of EQSP system and the WP&C reports

    4. Coordinates with SP Centers to improve the accuracy and the effectiveness of the EQSP system and the WP&C reports

    5. Monitors quality data from a variety of sources and prepares summary reports for SP HQ and field SP Directors.

    6. Maintains an EQSP intranet site which provides guidance to reviewers, information for improvement specialists, and quality charts and graphs showing weekly data

    7. Coordinates identification of improvement opportunities with SP Centers and within SP as a whole.

    8. Coordinates targeted EQSP sampling of specific defect trend analysis

    9. Provides direction and oversight for Total Employee Performance System (TEPS) and the Measured Employee Performance System (MEPS).

    10. Provides oversight and coordination of the WP&C reports and processes to ensure timely balancing of work, accurate Performance and Cost reports, employee performance reports, and employee time reporting.

    11. Communicates quarterly and End of Year processing needs to field managers (e.g., SETR cutoffs).

  3. The following managers report to the Chief, Quality Section:

    • Chief, Reports Team #1

    • Chief, Reports Team #2


    (1)The mission of these teams is to serve as the single point of contact to ensure the integrity and timeliness of the data downloaded from numerous systems to the WP&C and to provide guidance regarding correction processes for performance and production data
    (2)To accomplish their mission, the Report Teams:

    1. Establish policies and procedures for servicewide users of the Work Planning and Control (WP&C) system.

    2. Support policies and procedures for servicewide users of the WP&C system

    3. Balance and review weekly runs and reports

    4. Work error registers and input adjustments

    5. Coordinate SETR 3081 and SETR 3926 lockout and maintain Employee Masterfile (EMF)

    6. Coordinate runs with the computing centers

1.1.13.8.3.5  (09-01-2005)
E-File Services

  1. The mission of the E-File Services organization is to manage all strategic and day-to-day business activities for the IRS electronic filing program. This includes the development and support of information technology solutions and the re-engineering of business processes to improve the internal and external effectiveness and efficiency of electronic filing (e-File) services. E-File Services is responsible for developing the e-File business strategy, determining the sequence of the release content master plan, supporting E-300 initiative planning and budget activities, business rule harvesting, business requirements management, updates and maintenance of e-File computer systems, second level customer support, addressing security and privacy requirements, developing testing procedures for external partners, transition management, engagement and communications with internal and external stakeholders, administration of the electronic filing Federal/State program, responding to congressional inquiries, and evaluating input from government oversight organizations (e.g., GAO/TIGTA, ETAAC, IRS Oversight Board) as it pertains to electronic filing.

  2. The organization consists of five subordinate work groups that are led by senior managers for the following branches:

    • Development Services Branch 1

    • Development Services Branch 2

    • Development Services Branch 3

    • Electronic Support Services Branch

    • Operations and Maintenance Services Branch

1.1.13.8.3.5.1  (10-07-2013)
Development Services Branch 1

  1. The mission of Development Services Branch 1 is to ensure the successful simultaneous development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality in support of the filing season.

  2. To accomplish the mission, the Chief, Development Services Branch 1 supervises a staff which:

    1. Harvests business rules and develops business requirements for new electronic filing capabilities, including code and edit, GMF, NAP, record layouts, schema, and style sheets

    2. Engages external software developers and states in requirements definition and filing season readiness

    3. Develops and coordinates internal and external testing.

    4. Supports and monitors testing

    5. Analyzes and resolves defects

    6. Develops supporting documentation, including IRM updates, external communications, and internal training material and manuals.

    7. Conducts internal stakeholder training in support of new releases and the filing season.

    8. Manages the transition to Operations and Maintenance Support once the release exits Milestone 5

  3. The following manager reports to the Chief, Development Services Branch 1:

    • Chief, Development Services Section 1

1.1.13.8.3.5.1.1  (10-07-2013)
Development Services Section 1

  1. The mission of the Development Services Section 1 is to provide support and guidance for the development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality.

  2. To accomplish the mission, the Chief, Development Services Section 1 supervises a staff which:

    1. Develops and coordinates internal and external testing

    2. Supports and monitors testing

    3. Analyzes and resolves defects

    4. Develops supporting documentation, including IRM updates external communications, and internal training material and manuals

1.1.13.8.3.5.2  (10-07-2013)
Development Services Branch 2

  1. The mission of Development Services Branch 2 is to ensure the successful simultaneous development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality in support of the filing season.

  2. To accomplish the mission, the Chief, Development Services Branch 1 supervises a staff which:

    1. Harvests business rules and develops business requirements for new electronic filing capabilities, including code and edit, GMF, NAP, record layouts, schema, and style sheets

    2. Engages external software developers and states in requirements definition and filing season readiness

    3. Develops and coordinates internal and external testing.

    4. Supports and monitors testing

    5. Analyzes and resolves defects

    6. Develops supporting documentation, including IRM updates, external communications, and internal training material and manuals

    7. Conduct internal stakeholder training in support of new releases and the filing season

    8. Manages the transition to Operations and Maintenance Support once the release exits Milestone 5

  3. The following manager reports to the Chief, Development Services Branch 2:

    • Chief, Development Services Section 2

1.1.13.8.3.5.2.1  (10-07-2013)
Development Services Section 2

  1. The mission of the Development Services Section 2 is to provide support and guidance for the development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality.

  2. To accomplish the mission, the Chief, Development Services Section 2 supervises a staff which:

    1. Develops and coordinates internal and external testing

    2. Supports and monitors testing

    3. Analyzes and resolves defects

    4. Develops supporting documentation, including IRM updates external communications, and internal training material and manuals

1.1.13.8.3.5.3  (10-07-2013)
Development Services Branch 3

  1. The mission of Development Services Branch 3 is to ensure the successful simultaneous development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality in support of the filing season.

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

    1. Harvests business rules and develops business requirements for new electronic filing capabilities, including code and edit, GMF, NAP, record layouts, schema, and style sheets

    2. Engages external software developers and states in requirements definition and filing season readiness

    3. Develops and coordinates internal and external testing.

    4. Supports and monitors testing

    5. Analyzes and resolves defects

    6. Develops supporting documentation, including IRM updates external communications and internal training material and manuals

    7. Conduct internal stakeholder training in support of new releases and the filing season

    8. Manage the transition to Operations and Maintenance Support once the release exits Milestone 5

1.1.13.8.3.5.4  (10-07-2013)
Electronic Support Services Branch

  1. The mission of Electronic Support Services Branch is to provide second level technical support to external software developers, transmitters, practitioners, and states.

  2. To accomplish the mission, the Chief, Electronic Services Support supervises a staff which:

    1. Supports software developers, transmitters, and states as they move from testing production status

    2. Manages and resolves Level 2 cases reported through the e-Help Desk, Accounts Management, and National Account Managers

    3. Manages and responds to inquiries made through the IRS general and Modernized e-File email accounts

    4. Opens, tracks, and works with Information Technology to resolve programming issues (KISAMs)

    5. Works with the Development Services branches on enhancement requirements to address performance and functionality gaps

    6. Maintains the Application-to-Application Toolkit used by software developers and states to develop their electronic filing applications that interface with the IRS

    7. Maintains MeF operational status on IRS.gov

    8. Issues technical Quick Alerts and acts as gatekeeper of all external technical communications. Issue SERP Alerts as needed to IRS employees

    9. Hosts and manages internal and external stakeholder testing and production calls

    10. Prepares filing season statistical recaps, system performance information, and briefing material in support of E-300 Initiative Planning and Budget Process, and congressional and government oversight inquiries

    11. Manages filing season shutdown, cutover, and start up activities and communications.

1.1.13.8.3.5.5  (10-07-2013)
Operations and Maintenance Services Branch

  1. The mission of the Operations and Maintenance Services Branch is to ensure ongoing operations and maintenance of electronic filing capabilities previously deployed for Individual (IMF) and Business (BMF) return processing, including requirements analysis and development pertaining to legislative changes and expiring provisions.

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

    1. Coordinates annual product maintenance

    2. Oversees product preparation for the filing season

    3. Monitors and supports the filing season

    4. Conducts post filing season assessment

    5. Participates in external forums and other professional conferences as required

    6. Supports e-File marketing and communication efforts

  3. The following managers report to the Chief, Operations and Maintenance Branch:

    • Chief, Individual e-File Section

    • Chief, Business e-File Section

    • Chief, Modernized e-File Section

1.1.13.8.3.5.5.1  (10-07-2013)
Individual e-File Section

  1. The mission of the Individual e–File Section is to ensure timely, accurate, and efficient program delivery of IMF e-File requirements for a successful filing season.

  2. To accomplish the mission, the Chief, Individual e-File Section supervises a staff which:

    1. Researches and enables the forms and schedules in the Form 1040 family that are not yet included in the 1040 e-File program

    2. Coordinates annual e-File product maintenance for regular e-File, Electronic Transmitted Documents (ETD), Code and Edit functionality, and reformat for Generalized Mainline Framework (GMF)

    3. Manages the implementation of the Participants Acceptance Testing System (PATS) program

    4. Ensures PATS specifications and electronic filing specifications (Publication 1436, Test Package for Electronic Filers of Individual Income Tax Returns) are updated annually and published timely

    5. Evaluates new legislation and determines its impact on e-File requirements

    6. Originates and coordinates Work Requests with the branch and other internal stakeholders

    7. Provides support for filing season start-up at designated Hub Sites

    8. Oversees the Electronic Transmitted Documents (ETD) System file specifications

    9. Ensures updates and changes to the ETD system file specifications are kept current

    10. Ensures electronic filing file specifications (Publication 1346, Electronic Return File Specifications and Record Layouts for Individual Tax Returns) are updated annually and published timely

    11. Ensures IMF e-File Electronic Management System (EMS) requirements are updated

    12. Serves as a program consultant on current W&I and SB/SE marketing of e-File programs

    13. Ensures annual maintenance activity for Fed/State e-File products

    14. Provides support to the states for the Fed/State Program and supports the annual Federal Tax Administrators (FTA) symposium

    15. Participates in Quality Review (QR) and on-site testing

    16. Oversees the submission and processing of Form 8453, U.S. Individual Income Tax Transmittal for an IRS e-File Return, and required paper forms or supporting documentation

    17. Manages the requirements for the Practitioner Personal Identification Number (PIN) Program

    18. Manages the requirements for the Self-Select Personal Identification Number(PIN) Program

    19. Researches and prepares responses to Congressional Inquiries, TIGTA Audits, and Employee Suggestions

    20. Maintains irs.gov content related to program assignments

    21. Responds to ad hoc requests related to programs within the section’s responsibility and requests not falling into a specific program responsibility in the Branch

1.1.13.8.3.5.5.2  (10-07-2013)
Business e-File Section

  1. The mission of the Business e–File Section is to provide program management and oversight for the submission, processing and distribution of electronic business returns.

  2. To accomplish the mission, the Chief, Business e-File Section supervises a staff which:

    1. Coordinates posting of e-File volumes to the e-File reports web site

    2. Prepares MIS reports for various internal and external W&I and SB/SE customers

    3. Reviews and analyzes trend data to recommend areas of focus for paper processing and electronic filing processing

    4. Ensures annual maintenance activity for Fed/State e-File products

    5. Provides support to the states for the Fed/State program and supports the annual Federal Tax Administrators (FTA) symposium

    6. Serves as a program consultant on current W&I and SB/SE marketing of e-File programs

    7. Participates (gathers data and acts as consultant) on various research projects

    8. Prepares UWRs

    9. Participates in Quality Review (QR) and on-site testing

    10. Responds to ad hoc requests not applicable to a specific branch, section, or analyst

    11. Manages the implementation of the Business e-File testing systems, Business Acceptance Testing System (BATS) and Assurance Testing System (ATS). Ensures that testing specifications of electronic filing are updated annually and published timely for the following: Publication 1437, Procedures for the 1041 e-File Program U.S. Income Tax Returns for Estates and Trusts; Publication 1438, File Specifications, Validation Criteria and Record Layouts for the Form 1041, e-File U.S. Income Tax Return for Estates and Trusts For Tax Year 2011; Publication 3823, Employment Tax e-File System Implementation and User Guide; Publication 4505, Modernized e-File Test Package for Forms 1065/1065-B; and Publication 4594, Modernized e-File Test Package for Excise Tax Returns; Form 720; Form 2290; and Form 8849.

1.1.13.8.3.5.5.3  (10-07-2013)
Modernized e-File Section

  1. The mission of the Modernized e-File Section is to ensure timely, accurate, and efficient program delivery of Modernized e-File (MeF) requirements for BMF Corporation (1120) tax returns to ensure a successful filing season.

  2. To accomplish its mission, the Chief, Modernized e-File Section supervises a staff which:

    1. Administers the Electronic Tax Administration Research and Analysis System ETARAS

    2. Coordinates posting of e-File volumes to the e-File reports web site

    3. Prepares MIS reports for various internal and external W&I and SB/SE customers; reviews and analyzes trend data to recommend areas of focus for paper processing and electronic filing processing

    4. ) Evaluates new legislation and determines its impact on 1120 family MeF requirements

    5. Prepares UWRs and tracks section’s UWRs

    6. Analyzes technical, operational, and administrative problems which exist or may arise in programs relating to 1120 MeF processing.

    7. Coordinates program activities with other ETRAC program managers and analysts to address cross-functional issues, develop strategies, and ensure consistency of approach

1.1.13.8.3.6  (10-07-2013)
Specialty Programs Branch

  1. The mission of the Specialty Programs Branch is to develop policy, procedures, and systems that support the demand of a modernized environment. Support the US citizens participating in foreign economic entities, including stock exchanges or foreign-based companies

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

    1. Serves as the central coordinating point for the IRS to achieve its legislative objectives

    2. Coordinates and develop proposals to reduce taxpayer burden.

    3. Monitors the Income Verification Express Service (IVES) program, to verify income for consumer loans and various entitlement programs

    4. Acts as the liaison with Large Business and International (LB&I) to address the unique processing needs of International returns and documents

    5. Support customizing products and services to meet International needs; helps prevent problems and increases compliance and fairness

1.1.13.8.3.6.1  (10-07-2013)
ITIN Policy Section

  1. The mission of the I-TIN Policy Section is to coordinate the establishment of strategies, policies, and procedures to enhance the processing of the Form W-7, Application for IRS Individual Taxpayer Identification Number (ITIN).

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

    1. Assists Acceptance Agents, including educational institutions, financial institutions, government entities/military installations, volunteer organizations, and tax practitioners

    2. Identifies opportunities for outreach to market its products to targeted customer segments

    3. Coordinates with SPEC, TAC, and community based organizations, military personnel, and universities, providing quality and timely service

    4. Works with CI and Compliance to identify potential tax refund schemes and fraudulent documents.

1.1.13.8.3.7  (03-01-2007)
Field Directors, Submission Processing Centers

  1. The mission of the Field Directors, Submission Processing (SP) Centers is to provide America's taxpayers with top-quality customer service by timely and efficiently processing all Individual Master File (IMF) and Business Master File (BMF) returns tax returns, documents, payments and refunds, including processing of International returns.

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

    1. Oversee day-to-day operations for SP

    2. Formulate short- and long-range program policy guidance, strategies and objectives.

    3. Coordinate program activities with the Director, CAS, and Director, SP, to prepare Servicewide policy guidance, address cross-functional issues, develop strategies and ensure consistency of approach

    4. Direct statistical analysis and evaluation of the elements comprising SP's business measures

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

    6. Coach subordinate managers and assist in the resolution of complex issues

  3. The following Operations report to the Field Directors, SP Centers:

    • Site Coordinator

    • Receipt and Control Operation

    • Data Conversion Operation

    • Document Perfection Operation

    • Input Correction Operation

    • Planning and Analysis

    • Accounting Operation

    • Stastistics of Income (SOI) Operation (Cincinnati and Ogden only)

    • Individual Taxpayer Identification Number (ITIN)

1.1.13.8.3.7.1  (09-01-2005)
Site Coordinator

  1. The mission of the Site Coordinator is to coordinate issues impacting the campuses by representing the SP, Accounts Management, and Compliance Services Field Directors in addressing cross-functional issues and emerging areas of concern

  2. The Site Coordinators report to the SP Field Directors.

  3. To accomplish the mission, the Site Coordinators:

    1. Provide the primary support for the cross-unit coordination council by overseeing major activities that affect multiple functions with different reporting structures

    2. Serve as primary liaison to ensure administrative and logistical support is provided to all campus entities by working with Information Technology Services (IT), Agency-Wide Shared Services (AWSS) and other shared services

    3. Oversees and provides administrative supervision to one or more Interpreters who provide sign language interpretation for employees and visitors in all campus functions

  4. The Analytical Support staff reports to the Site Coordinator.

    Note:

    No explanation will be provided for this staff.

1.1.13.8.3.7.2  (09-01-2005)
Receipt and Control Operation

  1. The mission of the Receipt and Control Operation is to efficiently and accurately receive, batch and distribute tax returns, taxpayer correspondence, and other documents, and process payments.

  2. The Receipt and Control Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Receipt and Control Operation:

    1. Opens all incoming mail and sorts it to the appropriate function

    2. Establishes the control systems that monitor returns processing activities

    3. Processes all remittances to maximize cash management practices and availability of funds to the United States Treasury

  4. The following Department Managers report to the Receipt and Control Operation Managers.

    • Extraction Department

    • Deposit/Batching Department

    Note:

    No explanation will be provided for these staffs.

1.1.13.8.3.7.3  (10-07-2013)
Data Conversion Operation

  1. The Mission of the Data Conversion Operation is to convert tax return information and other documents to electronic data

  2. The Data Conversion Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Data Conversion Operation:

    1. Ensures the accurate and complete processing of documents received

    2. Inputs all fact of filing, entity, payment, and tax return information to the IRS computer system for posting to the Master File

  4. The Data Conversion Department Managers report to the Data Conversion Operation Managers.

    Note:

    No explanation will be provided for these staffs.

1.1.13.8.3.7.4  (03-01-2007)
Document Perfection Operation

  1. The mission of the Document Perfection Operation is to:

    1. Prepare tax returns and other documents for conversion to electronic data

    2. Ensure taxpayer name, address and identification numbers are updated as necessary in the IRS computer system

  2. The Document Perfection Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Document Perfection Operation:

    1. Verifies processing ability of submitted returns

    2. Secures all missing return information from the taxpayer

    3. Prepares returns for input by Data Conversion; inputs address and other entity changes

    4. Provides support to Electronic Return Originators (EROs) and transmitters in the IMF sites that support Electronic Filing

  4. The Code and Edit/Entity Department Managers report to the Document Perfection Operation Managers.

  5. The E-Help Department Managers report to the Document Perfection Operation Managers (Andover and Austin).

    Note:

    No explanation will be provided for these Department-level staffs.

1.1.13.8.3.7.5  (03-01-2007)
Input Correction Operation

  1. The mission of the Input Correction Operation is to provide support to SP Operations by perfecting unprocessable documents and transactions.

  2. The Input Correction Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Input Correction Operation:

    1. Perfects and resolves conditions that prevent transactions from posting to the master files

    2. Perfects documents to correct non-processable conditions

    3. Contacts taxpayers to resolve issues relating to name, address and identification number

    4. Reviews outgoing notices on a sample basis ensuring product accuracy and identifying error trends

    5. Provides support to Electronic Return Originators (EROs) and transmitters in the BMF sites supporting Electronic Filing

  4. The following Department Managers report to the Input Correction Operation Managers:

    • Error Resolution Department

    • Unpostables/Rejects Department

    • Notice Review Department

    Note:

    No explanation will be provided for these staffs.

1.1.13.8.3.7.6  (10-07-2013)
Planning and Analysis, Submission Processing

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

  2. The Planning and Analysis Chief reports to the SP Field Director.

  3. To accomplish this mission, Planning and Analysis:

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

    2. Coordinates specific projects or programs for the Field Director; disseminates and consolidates responses to Director's controls received from Headquarters, the Director, SP, or other areas

    3. Organizes and monitors implementation of new programs; serves as central contact point for Work Plan and budgetary matters

    4. Provides filing season oversight that facilitates the timely accomplishment of all program completion dates (PCD)

  4. The following report to the Planning and Analysis Chief:

    • Planning and Analysis Staff

    • PAS Team

    • Course Development Staff (Kansas City and Austin only)

    Note:

    No explanation will be provided for these staffs.


More Internal Revenue Manual