1.1.13  Wage and Investment

Manual Transmittal

October 07, 2013

Purpose

(1) This transmits revised IRM 1.1.13, Organization and Staffing, Wage and Investment Division.

Material Changes

(1) This IRM is revised to provide the current organizational structure for the Wage and Investment Organization. Direct reporting changes to the W&I Commissioner include:

  • Re-aligned Offices of Earned Income Tax Credit (EITC) - See IRM 1.1.13.6.4

  • Re-aligned Offices of Health Coverage Tax Credit (HCTC) - See IRM 1.1.13.6.4

  • Re-aligned Business System Planning organization to the Business Modernization organization - See IRM 1.1.13.5.2

(2) IRM 1.1.13.2, Wage and Investment Headquarters - Deleted subsection and added applicable content to IRM 1.1.13.1, The Mission of the Wage and Investment Division

(3) Added new function and/or mission statements for the following organizations:

  • EITC, Pre Refund Program - See IRM 1.1.13.6.4

  • C&L, Communications and Liaison, Corporate and Executive Communication - See IRM 1.1.13.4.1

  • C&L, Communications and Liaison, Program Communications - See IRM 1.1.13.4.2

  • C&L, Outreach Communications - See IRM 1.1.13.4.2.1

  • CAS, SP, e-Channel Support - See IRM 1.1.13.8.3.5

  • BMO, Program and Governance Support - See IRM 1.1.13.5.1.1

  • BMO, Business Rules and Requirement - See IRM 1.1.13.5.1.2

  • BMO, Customer Solutions and Strategies IRM 1.1.13.5.2.1

  • BMO, Project Management IRM 1.1.13.5.2.2

  • BMO, Project Governance and Business Continuity - See IRM 1.1.13.5.2.3

  • BMO, Technology Integration and Program Support - See IRM 1.1.13.5.2.4

  • BMO, Business Performance Solutions (BPX) - See IRM 1.1.13.5.3

  • BMO, Account Management Services (AMS) - See IRM 1.1.13.5.3.1

  • BMO, Electronic Fraud Detection System (EFDS) - See IRM 1.1.13.5.3.2

  • BMO, Return Review Program (RRP) - See IRM 1.1.13.5.3.3

  • BMO, Business Rules and Requirements (BRRM) - See IRM 1.1.13.5.3.4

  • BMO, Integrated Automated Technologies (IAT) - See IRM 1.1.13.5.3.5

  • Office of Taxpayer Correspondence - See IRM 1.1.13.6.6

  • RICS, OTC, Customer Accounts Management Section - See IRM 1.1.13.6.6.1

  • RICS, OTC, Design & Development Section - See IRM 1.1.13.6.6.2

  • RICS, OTC, Production & Operations Section - See IRM 1.1.13.6

  • RICS, OTC, Data, Metrics & Analysis Section - See IRM 1.1.13.6.6.3

  • CARE, Planning and Analysis - See IRM 1.1.13.7.1

  • CARE, SPEC, National Relationship Partnerships - See IRM 1.1.13.7.5.1.3

  • CARE, FA, Policy, Technology and Measures - See IRM 1.1.13.7.6.2

  • CAS, SP, Paper Processing Branch - See IRM 1.1.13.8.3.1

  • CAS, SP, BMF Code & Edit/ERS Section - See IRM 1.1.13.8.3.1.1

  • CAS, SP, IMF Code and Edit/ERS Section - See IRM 1.1.13.8.3.1.2

  • CAS, SP, Data Conversion/Mail Management Section - See IRM 1.1.13.8.3.1.3

  • CAS, SP, Post Processing Section - See IRM 1.1.13.8.3.1.4

  • CAS, SP, Coordination & Project Management Branch - See IRM 1.1.13.8.3.2

  • CAS, SP, Project Management Section - See IRM 1.1.13.8.3.2.2

  • CAS, SP, Service Center Accounting and Deposit Section - See IRM 1.1.13.8.3.3.3

  • CAS, SP, Quality Section - See IRM 1.1.13.8.3.4.3

  • CAS, SP, Modernized e-file Section - See IRM 1.1.13.8.3.5.5.3

  • CAS, SP, Specialty Programs Branch - See IRM 1.1.13.8.3.6

  • CAS, SP, I-TIN Policy Section - See IRM 1.1.13.8.3.6.1

  • CAS, AM, Data Management and Reports IRM 1.1.13.8.4.1

  • CAS, AM, Reports, Analysis and Data (RAD) Team - See IRM 1.1.13.8.4.1.1

  • CAS, AM, Process Improvement, Customer Accuracy (PICA) Team - See IRM 1.1.13.8.4.1.2

  • CAS, AM, Planning and Analysis - See IRM 1.1.13.8.4.2

  • CAS, AM, Joint Operations Center Representative - See IRM 1.1.13.8.4.3

  • CAS, AM, Process and Program Management (IMF) - See IRM 1.1.13.8.4.4

  • CAS, AM, IMF Adjustment Team - See IRM 1.1.13.8.4.4.1

  • CAS, AM, AMTAP/IMF Specialties - See IRM 1.1.13.8.4.4.2

  • CAS, AM, Process and Program Management (BMF) - See IRM 1.1.13.8.4.5

  • CAS, AM, Project Management Office and Support - See IRM 1.1.13.8.4.6

  • CAS, AM, Training and Miscellaneous - See IRM 1.1.13.8.4.6.1

  • CAS, AM, Technical Communication Team - See IRM 1.1.13.8.4.6.1.1

  • CAS, AM, Electronic Services and Programs - See IRM 1.1.13.8.4.7

  • CAS, AM, Customer Communication Program - See IRM 1.1.13.8.4.7.1

  • CAS, AM, Pre and Post Filing Team - See IRM 1.1.13.8.4

  • CAS, AM, Rules Based Program Office - See IRM 1.1.13.8.4.7.2

  • CAS, Electronic Products and Services Support (EPSS) - See IRM 1.1.13.8.1

  • CAS, EPSS, Operation Support - See IRM 1.1.13.8.1.1

  • CAS, EPSS, Program Management - See IRM 1.1.13.8.1.2

  • CAS, EPSS, Policy Training and Quality - See IRM 1.1.13.8.1.3

  • CAS, EPSS, Product and Services Support - See IRM 1.1.13.8.1.4

  • CAS, EPSS, e-help Operation IRM 1.1.13.8.1.5

  • CAS, EPSS, Information Return Branch - See IRM 1.1.13.8.1.6

  • Compliance, Campus Exam System Support (CESS) - See IRM 1.1.13.9.3.5

  • Compliance, Automated Programs - See IRM 1.1.13.9

(4) Revised functional and/or mission statements for the following organizations:

  • S&F, Program Evaluation and Improvement (PEI)

  • S&F, PEI, Management Control/Review Team

  • S&F, PEI, Management Controls

  • S&F, PEI, Government Accountability Office/Treasury Inspector General for Tax Administration (GAO/TIGTA)

  • S&F, PEI, Most Serious Problems (MSPs)

  • S&F, PEI, Internal Management Documents (IMDs) Team

  • C&L, Communication and Liaison

  • BMO, Business System Planning

  • Customer Assistance, Relationships and Education

  • CARE, Program Management

  • CARE, Program and Process Assurance

  • CARE, Media and Publications

  • CARE, Stakeholder Partnerships, Education and Communication (SPEC)

  • CARE, SPEC, Program Management

  • CARE, Field Assistance

  • CARE, FA, Operations and Training

  • CARE, FA, Area Director

  • CARE, FA, Territory Managers

  • CARE, FA, Group Managers

  • Customer Account Services

  • CAS, Submission Processing

  • CAS, SP, Coordination and Support Section

  • CAS, SP, Service Center Accounting and Deposit Section

  • CAS, SP, Program Management and Process Assurance Branch

  • CAS, SP, Monitoring Section

  • CAS, SP, E-Submission Branch

  • CAS, SP, Individual e-file Section

  • CAS, SP, Business e-file Section

  • CAS, Accounts Management (AM)

  • CAS, AM, Joint Operations Center Representative

  • CAS, AM, JOC, Joint Operation Center

  • CAS, AM, JOC, Panning and Analysis

  • CAS, AM, JOC, Strategic Forecasting and Analysis (SFA)

  • CAS, AM, JOC, Quality, Data and Information Management (QDIM)

  • Compliance, Reporting Compliance

  • Compliance, Exam Discretionary and Innocent Spouse

  • Compliance, Filing and Payment Compliance

  • Compliance, Joint Operations Center (JOC) Liaison

(5) Organizations realigned or renamed are as follows:

  • Strategy & Finance Program Management Office (PMO) formerly Operations Planning and Analysis

  • Wage and Investment Equity, Diversity and Inclusion (EDI) formerly Equal Employment Opportunity and Diversity

  • BMO, CADE Project Office (formerly CADE and AMS Project Office)

  • BMO, Lean Six Sigma Center of Excellence (LSSCOE) formerly Six Sigma

  • CAS, SP, Accounting and Tax Payment Branch (formerly Tax Payment Management Branch)

  • CAS, SP, Electronic and FTD Section (formerly Electronic Payment Section)

  • CAS, SP, Lockbox Policy and Oversight Section (formerly Lockbox Policy and Procedures (LLP) Section

  • Compliance, Policy, Monitoring, Analysis and Quality (formerly Policy, Monitoring and Analysis)

  • Compliance Services Collection Operations (CSCO) - Nonfiler (formerly Filing Compliance)

  • Compliance, Automated Collection System (ACS)/ACS Support (formerly Operations)

(6) Deleted sub-sections from the 09-01-2005 IRM revision including:

  • IRM 1.1.13.7.1– Communications and Liaison, Communications Planning

  • IRM 1.1.13.7.2 - Communications and Liaison, Tactical Implementation

  • IRM 1.1.13.9.1.1- Business Modernization Integration

  • IRM 1.1.13.9.1.2 - BMO, Release and Business Rules Management

  • IRM 1.1.13.3.6.1 - BSP, Planning and Oversight

  • IRM 1.1.13.3.6.2 - BSP, Customer Relationship Management, Customer Assistance, Relationships and Education

  • IRM 1.1.13.3.6.3 - BSP, Customer Relationship Management, Customer Account Services

  • IRM 1.1.13.3.6.4 - BSP, Customer Relationship Management, Compliance and Joint Operations Center

  • IRM 1.1.13.3.6.5 - BSP, Business Systems Security Office

  • IRM 1.1.13.9.5.7.2 - CAS, AM, Pre and Post Filing Team

  • IRM 1.1.13.9.5.8 - CAS, AM, Program Management and Process Assurance (PMPA)

  • IRM 1.1.13.9.5.8.1 - CAS, AM, Telephone Team

  • IRM 1.1.13.9.5.8.2 - CAS, AM, Paper Inventory Team

  • IRM 1.1.13.9.5.9 - CAS, AM, Policies, Procedures and Guidance (PPG)

  • RM 1.1.13.10.3 - CARE Finance

  • IRM 1.1.13.10.4.6 - CARE, M&P, Notice Improvement Office

  • IRM 1.1.13.10.4.6.1 - CARE, M&P,SB/SE & W&I SPOC (Single Point of Contact) Services

  • IRM 1.1.13.10.4.6.2 - CARE, M&P,Notice Support Services

  • IRM 1.1.13.10.5.2 - CARE, SPEC, Communications and Marketing

  • IRM 1.1.13.10.5.3 - Strategic Planning and Development

  • IRM 1.1.10.13.5.4 - Education and Product Development

  • IRM 1.1.13.10.5.4.2 - CARE, SPEC, Individual Marketing Services

  • IRM 1.1.13.10.5.5 - CARE, SPEC, Product and Partnership Development

  • IRM 1.1.13.10.5.5.2 - CARE, SPEC, Government Agencies & Educational Institutional, Financial Institutions, Large Employers & Volunteer/Community Organizations Partnerships

  • IRM 1.1.13.10.6.2 CARE, FA, Program Management and Process Assurance

  • IRM 1.1.13.11.1 - CAS Finance

  • IRM 1.1.13.11.1.1 - CAS, Formulation and Control

  • IRM 1.1.13.11.1.2 - CAS, Plan and Execution

  • IRM 1.1.13.11.1.3 - CAS, Center Support

  • IRM 1.1.13.11.2.1- CAS, Quality Process and Procedures

  • IRM 1.1.13.11.3.1 - CAS, SP, IMF Policy and Procedures Branch

  • IRM 1.1.13.11.3.1.1- CAS, SP, Document Perfection/Input Correction Section (formerly Form 1040 Section)

  • IRM 1.1.13.11.3.1.2 - CAS, SP, IMF Notices and Files Section

  • IRM 1.1.13.11.3.1.3 - CAS, SP, Receipt and Control Section

  • IRM 1.1.13.11.3.1.4- CAS, SP, Data Conversion Section

  • IRM 1.1.13.11.3.2 - CAS, SP, BMF Policy and Procedures Branch

  • IRM 1.1.13.11.3.3.3- CAS, SP, Lockbox Field Operations (LFO) Section

  • IRM 1.1.13.11.4.4 -CAS, AM, Notice Gatekeeper

  • IRM 1.1.13.11.5.2 - CAS, AM, JOC, Planning and Analysis

  • IRM 1.1.13.11.6 - CAS, AM, JOC, Office of Business Strategy and Business Architect

  • IRM 1.1.13.11.8 - CAS, AM, JOC, Program Analysis

  • IRM 1.1.13.12.3.5 - Compliance, Quality and Improvement Projects

(7) Editorial changes made throughout the IRM.

Effect on Other Documents

IRM 1.1.13, Wage and Investment, dated March 1, 2007 is superseded.

Audience

All Divisions and Functions

Effective Date

(10-07-2013)

Robin Canady
Director, Strategy and Finance
Wage and Investment Division

1.1.13.1  (10-07-2013)
The Mission of the Wage and Investment Division

  1. The goal of the Wage and Investment (W&I) Division is to make taxes easier. W&I will provide its customers top quality service by helping them understand and comply with applicable tax laws and protect the public interest by applying the tax law with integrity and fairness to all. To accomplish our mission, the W&I Division will maintain a "customer-first" focus by routinely soliciting information concerning the needs and characteristics of its customers and implementing programs based on the information received. W&I will provide professional and courteous service to customers to help them understand and meet their tax obligations. The W&I Division will partner with other federal agencies, financial institutions, tax preparers, community groups, trade organizations, state and local authorities and others to provide one-stop, multi-agency tax information and education services to W&I customers. The W&I Division will increase voluntary compliance rates through a compliance strategy that includes education, outreach and risk-based programs with the tone, treatment and timing of interaction proportional to the risk to customer compliance

  2. The W&I Division supports the IRS strategic goals and objectives through initiatives that:

    1. Meet the needs of taxpayers

    2. Reduce taxpayer burden

    3. Broaden the use of electronic interactions

    4. Address key areas of non-compliance

    5. Stabilize traditional compliance activities

    6. Recruit, develop and retain a quality workforce

    7. Provide high-quality, efficient, responsive information and shared support services

  3. W&I goals parallel IRS corporate goals to provide service to each taxpayer, service to all taxpayers, and increase productivity through a quality work environment. W&I will accomplish this by:

    1. Enhancing service from a taxpayer perspective;

    2. Offering products and services tailored to specific taxpayer needs

    3. Providing more education and assistance through convenient, easy-to-use distribution channels

    4. Promoting paperless filing

    5. Enabling taxpayers to transact and communicate electronically with the IRS to file returns, make payments and receive assistance

    6. Implementing risk-based compliance systems that are more effective and less burdensome to taxpayers who want to voluntarily comply

    7. Equipping employees with knowledge of the unique needs and characteristics of the specific taxpayers they serve

    8. Partnering with Information, & Technology Service (IT) to build new technology to support these goals

  4. The W&I organization consists of the following organizations:

    • Customer Account Services (CAS)

    • Customer Assistance, Relationships and Education (CARE)

    • Compliance (CP)

    • Business Modernization (BMO)

    • Return Integrity and Correspondence Services (RICS)

    • Strategy and Finance (S&F)

    • Office of Program Coordination and Integration (OPCI)

    • Communications and Liaison (C&L)

    • Equity, Diversity and Inclusion (EDI)

  5. The Commissioner, W&I Division, reports to the Deputy Commissioner, Services and Enforcement and is responsible for planning, managing, directing and executing nationwide activities for W&I. The organizational symbols for W&I are SE:W.

  6. Exhibit 1.1.13-1. for the W&I organizational structure and functions described in this section.

1.1.13.2  (03-01-2007)
Strategy and Finance

  1. The mission of Strategy and Finance (S&F) is to develop and administer the W&I strategic planning, organizational planning, directives management, finance, research, review and quality programs.

  2. The Director, Strategy and Finance reports to the Commissioner, W&I Division. The organizational symbols for Strategy and Finance are SE:W:S.

  3. To accomplish the mission, Strategy and Finance:

    1. Manages the strategic planning, budget and policy guidance activities of W&I and establishes the strategic direction and overall goals for the division

    2. Conducts strategic and tactical research incorporating feedback from internal customers, employees and business units

    3. Provides staff support to the W&I Executive Planning Council and other groups, which deal with W&I strategic leadership

    4. Manages the Program and Process Assurance efforts (analysis and review process) to assess and monitor W&I Division performance against business plans and regulatory, statutory and procedural requirements

    5. Prepares the W&I organizational performance measures, develops systems to capture W&I measures data, and devises mechanisms to track performance

    6. Manages the program evaluation and risk analysis processes, evaluates proposed programs for their investment potential in achieving division goals, and assesses risks with ongoing programs

    7. Provides guidance to management on quality improvement methods

    8. Oversees the quality certification process

  4. The following functions report to the Director, Strategy and Finance

    • Program Evaluation and Improvement (PEI)

    • Program Management Office

    • Research and Analysis

    • Finance

    • Human Capital Office

1.1.13.2.1  (10-07-2013)
Program Evaluation and Improvement (PEI)

  1. The mission of Program Evaluation and Improvement (PEI) is to coordinate the oversight, assessment and development of processes and procedures for vital management control programs, coordinate efforts to support the Most Serious Problems (MSP) program, ensure Internal Management Documents are updated timely, ensure availability of Electronic Research Products and to coordinate Section 1204 Certifications within the W&I Division. To that end, PEI coordinates the overall management controls and accountability program within W&I, ensuring necessary support for GAO/TIGTA reviews or audits of W&I programs. PEI accomplishes this task by working with the W&I Business Units and Functions to ensure the identification and proper implementation of effective management controls

  2. The Chief, Program Evaluation and Improvement, reports to the Director, Strategy and Finance

  3. Four teams report to the Chief, Program Evaluation and Improvement:

    • Management Control/Review Team

    • Government Accountability Office (GAO )/ Treasury Inspector General for Tax Administration (TIGTA) Team

    • Most Serious Problems (MSPs) Team

    • Internal Management Documents Team

1.1.13.2.1.1  (10-07-2013)
Management Control/Review Team

  1. The Management Controls/Review Team's primary responsibility is to conduct internal reviews of official documents to ensure W&I compliance to various Federal Regulations and Standards. The team also

    • Monitors GAO/TIGTA audit findings on internal processes and procedures and the completion of corrective actions to address those findings

    • Provides analysis and reports regarding management controls programs to the W&I Senior Leadership Team

1.1.13.2.1.1.1  (10-07-2013)
Management Controls

  1. Management Controls are the programs, policies, and procedures established to ensure that: resources and processes are protected from waste, fraud, and abuse; financial reporting is reliable and useful; and IRS operations are compliant with applicable accepted government practices, laws, regulations and other guidance.

  2. Internal controls are assessed on an ongoing basis to achieve desired outcomes and to minimize control weaknesses. Controls are reviewed annually during the Assurance Review process, and they are tested as part of GAO’s review of IRS’ financial statements.

  3. The Management Controls Team administers the Wage and Investment (W&I) Internal Management Control Program, and is the liaison between the CFO and W&I business units. The team ensures compliance with the Federal Managers Financial Integrity Act of 1982 (FMFIA), GAO Standards for Internal Controls, the CFO Act, and relevant OMB Circulars, and Treasury Directives. Oversight programs include the Annual Assurance Review, the Financial Statements Audit, OMB Circular A-123 testing, and the identification and reporting of progress to correct material weaknesses, significant deficiencies, and other internal control issues.

1.1.13.2.1.2  (10-07-2013)
Government Accountability Office/Treasury Inspector General for Tax Administration (GAO/TIGTA)

  1. The GAO/TIGTA Team serves as liaison between the W&I functions and GAO/TIGTA on all reviews and audits. The team's primary responsibilities are to:

    1. Determine business unit/function ownership and identify supporting Stakeholders and points of contact for incoming audits

    2. Participate in opening conferences for audits where W&I is the lead or support Stakeholder

    3. Monitor audit progress and provide guidance/assistance to the functions as needed

    4. Participate in applicable briefings and closing conferences

    5. Review draft reports and provide timelines for response completion and executive review

    6. Review all written responses to GAO/TIGTA for content, tone, clarity and format

    7. Coordinate the executive review process for approval of audit responses and forward final response to the auditing authority

    8. Ensure that audit findings, recommendations, and planned corrective action (PCA) due dates are accurately reported in the Department of Treasurys' Joint Audit Management Enterprise System (JAMES)

    9. Serve as the point of contact on all Office of Internal Control (OIC) correspondence regarding PCAs owned by W&I

    10. Monitor and report to W&I leadership, the progress of PCAs in reaching "Implemented" or "Closed" status

1.1.13.2.1.3  (10-07-2013)
Most Serious Problems (MSPs) Team

  1. The National Taxpayer Advocate (NTA) serves as the Commissioners' advisor on taxpayer advocacy and furnishes an Annual Report to Congress on the IRS' MSPs of a systemic nature. The PEI MSP Coordinator position serves in a support capacity to the W&I Commissioner's office. The responsibilities are, in part, to:

    1. Serve as liaison to the W&I Commissioner's office for coordinating Servicewide efforts regarding the NTA's MSPs

    2. Facilitate communication and provide support to MSP functional coordinators

    3. Coordinate and/or participate in meetings and discussions

    4. Coordinate and consolidate responses from functions

    5. Review all draft responses to the NTA for content, tone, clarity and format prior to submission to the W&I Commissioners' office

1.1.13.2.1.4  (10-07-2013)
Internal Management Documents (IMDs) Team

  1. The Internal Management Documents (IMDs) Team contains three components:

    • Internal Management Documents

    • Electronic Research

    • Section 1204

  2. To develop and maintain a knowledge-sharing structure within W&I, the Internal Management Documents Team:

    1. Uses the Internal Revenue Manual (IRM) as the basic framework for communicating and sharing ideas, policies, and initiatives

    2. Communicates the goals of the Internal Management Documents program to all W&I employees

    3. Develops policies that integrate a knowledge management structure within W&I

    4. Develops strategies to bridge identified training gaps

    5. Develops or imports knowledge management tools as needed

    6. Fosters interaction and exchange of ideas among IRS organizations and throughout W&I identifying and guiding communities of practice

  3. The IMD Team responsibilities include:

    1. Ensuring revised W&I IMDs' are accurate and distributed timely

    2. Facilitating requests from employees as they relate to IMD processes and procedures

    3. Coordinating and ensuring availability of Electronic Research products and services to all W&I employees and representing W&I interests on the Servicewide Electronic Research Oversight Council

    4. Maintaining the W&I IMD Web Page to provide employees with the most accurate and current guidance to assist them in carrying out their IMD responsibilities

    5. Completing the Section 1204 Quarterly Review and Certification on behalf of the W&I Commissioner

    6. Coordinating and providing support to the W&I functions

    7. Providing guidance, promoting and effectively managing W&I IMD programs

    8. Monitoring and striving to enhance W&I IMD processes by identifying and implementing improvements to processes

    9. Serving as principal advisors (e.g. providing guidance, coaching on use of systems, etc.) to W&I personnel on IMD issues

    10. Participating on cross-functional teams (e.g. Servicewide IMD Oversight Council, Electronic Research Oversight Council) and/or steering committees to address IMD related issues

1.1.13.2.2  (10-07-2013)
Program Management Office

  1. The mission of Program Management Office is to provide leadership, assistance, and planning expertise across all W&I functions in developing, tracking, monitoring, and reporting operational and performance measures and W&I activities.

  2. The Chief, Program Management Office, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, the Chief, Program Management Office, supervises a staff which:

    1. Coordinates with W&I functions to monitor organizational performance data and apprise W&I senior executives

    2. Manages the effort to develop balanced measures and integration into plans

    3. Prepares monitoring reports for Treasury Performance Review, Office of Management and Budget (OMB), and the Oversight Board

    4. Prepares ad hoc reports in addition to regularly scheduled performance measures

    5. Coordinates with W&I functions to document improvement opportunities in the W&I Annual Operating Plan in support of the IRS Strategic Plan

    6. Provides data on operations plan accomplishments ensuring that functional units implement policies aligned with the IRS Strategic Plan

    7. Monitors accomplishments and develops issues and implications based on reviews of organizational performance

    8. Prepares reports (such as, Business Performance Review (BPR) and Weekly Filing Season Reports) for internal and external customers on W&I performance

    9. Manages advisory workgroups such as the W&I Operations Strategy Board (OSB) Internal Revenue Service Advisory Council (IRSAC), Information Reporting Program Advisory Committee (IRPAC), Taxpayer Advocacy Panel (TAP), and Services Committee

    10. Provide assistance when needed to aid in the success of the Strategy and Finance office

    11. Works with W&I business units, the HQ Finance staff and other supporting IRS Operating Divisions to develop budget initiatives that support the W&I Operational Plan, the IRS Strategic Plan and the Treasury Strategic Goals and Objectives

    12. Coordinates the Management Discussion & Analysis (MD&A) process for W&I and submits W&I’s information for the Agency Financial Report and MD&A to the Corporate Planning and Internal Control organization within the Office of the Chief Financial Officer (CFO) . This includes W&I’s performance goals and results, major accomplishments in support of the IRS Strategic Plan, major management challenges and high-risk areas. The W&I information is incorporated with submissions from the other IRS Operating Divisions and forwarded by the CFO to the Government Accountability Office and the U.S. Department of the Treasury

    13. Serves as the Contracting Office Representative (COR) Coordinator

1.1.13.2.3  (03-01-2007)
Research and Analysis

  1. The mission of Research is to inform valued operational change.

  2. The Director, Research, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, Research:

    1. Obtains research needs from all W&I functional components including CARE, CAS, Compliance and EITC. Research ensures those needs are met by providing meaningful information to W&I decision makers as they develop near- and long-term strategies, plans, and programs to perform functional responsibilities in tax administration

    2. Provides direction to six Research employees centralized in Atlanta, GA and Washington, DC. This ensures that research addresses both operational (immediate) and strategic (anticipatory) needs as well as increases interaction with major customers

    3. Shares best practices to ensure the development and implementation of innovative and superior processes that have been demonstrated by data to improve cost, productivity, quality, time, customer satisfaction and employee satisfaction

    4. Coordinates research efforts with the Servicewide Research Council to support cross-functional collaborative work to ensure resources are utilized efficiently and effectively

    5. Monitors quality and quantity of work among Research groups to ensure consistent support of all balanced measures.

    6. Solicits feedback from W&I customers on product delivery, value, and overall satisfaction

    7. Coordinates hardware and database infrastructure support for all W&I Research

    8. Provides training support to staff and field offices to help employees enhance skills that will ensure continuation of meeting customer satisfaction, employee satisfaction, and business results

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

    • Five Research Group Chiefs

    • One Survey Administration and Analysis Chief

1.1.13.2.3.1  (03-01-2007)
Research Groups

  1. Research Groups:

    1. Support Research initiatives in the W&I Strategy and Program Plan by providing research that supports W&I strategic goals and customer business objectives

    2. Provide input for development and refinement of balanced measures to ensure that a balanced system for improving employee and organizational performance is maintained

    3. Conduct strategic research on economic, demographic and sociological trends

    4. Identify emerging pre-filing, filing and compliance issues. Research will continue to increase involvement in environmental scanning and behavioral research to develop more knowledge about what drives consumer behavior

    5. Oversee project coordination and management using a matrix approach to resources. Research uses a centralized management information system to ensure several internal management controls are easily monitored

    6. Conduct tests, studies and treatments that are national in scope

    7. Consult with other units in W&I on research issues

1.1.13.2.3.2  (10-07-2013)
Survey Administration and Analysis

  1. The Survey Administration and Analysis (SAA) team coordinates and monitors the contract life cycle process for W&I and External Customer Satisfaction Surveys (CSS). The SAA team members are certified Contracting Officer Representatives (COR) who serve as the liaison between the Contractor and Procurement. The SAA COR is responsible for preparing and submitting the administrative documents associated with the survey contract process.

  2. The SAA COR and the Procurement Contracting Officer (CO) work as a team to ensure program requirements are clearly defined and the contract is written to meet them. Together, they are responsible for ensuring that competitive sources are solicited, evaluated and selected at a price which is fair and reasonable to the Government.

  3. The SAA COR is responsible for ensuring compliance with quality standards, performance measures and delivery requirements. The SAA COR is the principal program representative assigned to Government procurements. The COR is responsible for monitoring the contractor’s performance against the contract requirements and must report any deviation to the CO.

1.1.13.2.4  (10-07-2013)
Finance

  1. The mission of the Office of Finance is to provide advice and oversight to the W&I Organization, Headquarter Operations and the operating units, CAS, CARE and Compliance and RICS; by coordinating all issues related to operational fiscal planning, budget formulation, financial plan execution and management controls

  2. The Chief, Finance, reports to the Director, Strategy and Finance.

  3. To accomplish the mission, Finance:

    1. Develops and maintains the master financial data repository structures for WAGE

    2. Manages the process of formulating multiple year budgets consistent with the W&I Business Plan

    3. Manages the resource distribution process, including the development of a financial plan that supports the program priorities of W&I

    4. Manages the financial resources for W&I, including tracking resource usage against targets, and provides the necessary financial information to W&I management that reflects the status of budget execution

    5. Establishes financial policies, procedures, and controls for W&I in conjunction with overall Service guidelines and procedures

    6. Provides the necessary financial support to W&I operating units to develop sub-contracts with other BODs for delivery of shared services and determines billing and funds transfer procedures

    7. Administers and monitors reimbursable programs and cash awards

    8. Conducts division-wide financial reviews and develops recommendations with operating units to achieve a balanced financial plan

    9. Provides advice and assistance to operating units in developing and executing sound business cases

    10. Provides financial documentation on costing of initiatives and tracking resulting efficiency saving and expenditures

1.1.13.2.5  (10-07-2013)
Human Capital Office

  1. The mission of the Human Capital Office is to provide for the overall planning, guidance and development of strategies for the management of W&I Human Capital, including the development of learning products and services. The Embedded Human Capital Office (EHCO) serves on behalf of the W&I Commissioner on all Human Capital issues. The programs include workforce organizational design and restructuring, hiring, recruitment, performance management, Labor and employee relations, leadership succession planning, and learning and education.

  2. The Director, Human Capital Office reports to the Director, Strategy and Finance. The organizational symbols for HCO are SE:W:S:HC.

  3. To accomplish the mission, the Embedded Human Capital Office:

    1. Serves as the W&I representative on the National Human Capital Advisory Policy Council and Leadership Governance Board

    2. Works in concert with the W&I operating units, designing and developing an integrated division wide Hiring Plan and Training Plan

    3. Proposes and allocates the training budget to W&I operating units

    4. Works with all W&I business units to develop an integrated human capital strategy, including forecasts of future needs

    5. Provides strategic workforce planning and recruitment support to the operating units

    6. Provides labor relations advice and negotiation support for the operating units

    7. Oversees position management and classification activity support

    8. Improves hiring and recruiting, career planning, and related processes

    9. Oversees and manages the performance management process including monitoring of appraisals and awards

    10. Administers the annual W&I training plan

    11. Oversees the Office of Government Ethics financial reporting requirements for all W&I operating units

    12. Plans, designs, implements and monitors change management and reorganization processes for W&I

    13. Oversees the W&I Leadership Succession Planning activities which include all management readiness programs.

    14. Oversees all aspects of the Employee Satisfaction Survey and Employee Suggestion programs for W&I

    15. Acts as liaison to answer questions concerning disabilities and accessibility

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

  4. The following offices report to the Director, Human Capital Office:

    1. Workforce Organization and Transition (WOT)

    2. Workforce Relations, Planning and Performance (WRPP)

    3. Learning and Education (L&E)

    4. Leadership Development and Succession Planning (LDSP)

    5. Accessibility Office (AO)

1.1.13.2.5.1  (10-07-2013)
Workforce Organization and Transition

  1. The mission of the Workforce Organization and Transition organization is to effectively assist in the design and development of organizational structures and workforce restructuring. Major program areas include Requests for Organizational Change management and development, transition and mitigating strategies, staffing, recruitment, pay bands, and HR systems support.

  2. The Chief, Workforce Organization and Transition reports to the Director, Human Capital Office. The organizational symbols for WOT are SE:W:S:HC:WOT.

  3. To accomplish the mission, Workforce Organization and Transition:

    1. Develops workforce plans and work design programs that integrate with position management requirements

    2. Examines current and future recruitment needs in light of social and technological trends that impact on numbers and quality of employable candidates

    3. Designs career management systems to ensure career ladders exist for employees to progress to jobs within W&I and to jobs in other operating divisions

1.1.13.2.5.2  (10-07-2013)
Workforce Relations, Planning and Performance

  1. The mission of the Workforce Relations, Planning and Performance organization is to develop strategies and programs which assist in development and implementation of performance management/compensation systems, workforce relations programs and strategies, Real Estate and Facilities Management coordination/liaison Employee Satisfaction Survey, Employee Suggestion Program. ,

  2. The Chief, Workforce Relations, Planning and Performance reports to the Director, Human Capital Office. The organizational symbols for WRPP are SE:W:S:HC:WRPP.

  3. To accomplish the mission, Workforce Relations, Planning and Performance:

    1. Provides guidance in the development and operation of performance management, recognition, incentive and compensation programs and systems as well as other HCO strategies that motivate, evaluate and reward employees in support of the IRS mission, goals, and objectives

    2. Serves as liaison and provides guidance, consultation and support in workforce relations and collective bargaining including litigation, grievance and arbitration

    3. Provides liaison and support to W&I operations regarding Real Estate and Facilities Management programs and issues

    4. Provides overall program guidance for the Employee Suggestion Program

    5. Coordinates, monitors and oversee all aspects of the Employee Satisfaction Survey program for W&I

1.1.13.2.5.3  (10-07-2013)
Learning and Education

  1. The mission of Learning and Education is to provide W&I employees with learning opportunities that equip them to deliver top quality service to their customers.

  2. The Chief, Learning and Education, reports to the Director, Human Capital Office. The organizational symbols for L&E are SE:W:S:HC:LE.

  3. To accomplish the mission, Learning and Education:

    1. Assists customers in identifying the performance improvement opportunities needed to meet their business goals

    2. Supports performance improvement through the design, development and delivery of quality learning products

    3. Partners with other learning stakeholders to implement industry best practices as appropriate

1.1.13.2.5.4  (10-07-2013)
Leadership Development and Succession Planning

  1. The mission of the Leadership Development and Succession Planning organization is to provide oversight of the W&I succession planning activities which include all management readiness programs.

  2. The Chief, Leadership Development & Succession Planning reports to the Director Human Capital Office. The organizational symbols for LDSP are SE:W:S:HC:LDSP.

  3. To accomplish the mission, LDSP:

    1. Coordinates all activities in support of the Leadership Succession Review

    2. Develops policies and opportunities for leadership development which will provide W&I with successful candidates both within readiness programs and development in their current positions

    3. Conducts Environmental Assessments to address a variety of workforce issues throughout W&I

    4. Coordinates, plans and monitors related program and budgetary leadership development activities

    5. Conducts analysis and interpretation of data, systems studies, and modeling efforts, designed to improve and optimize quantitative and qualitative decision-making within the organization

1.1.13.2.5.5  (10-07-2013)
Accessibility Office

  1. The mission of the Accessibility Office is to support the goals of W&I by recruiting and hiring person with targeted disabilities and to provide servicewide assistance to management, employees and external customers to transition and retain employees with disabilities .

  2. The Chief, Accessibility Office reports to Director Human Capital Office. The organizational symbols for AO are SE:W:S:HC:AO.

  3. To accomplish this mission, the Accessibility Office:

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

    2. Acts as liaison to managers and employees who have questions concerning disabilities and accessibility

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

    4. Serves as a Consultant with the IRS Disability Office (IDO), Alternative Media Center (AMC), Information Resources Accessibility Program (IRAP), Equity Diversity and Inclusion (EDI) and other BODs on adaptive equipment, accessibility, and reasonable accommodation issues t

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

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

    7. Provides management assistance for Veterans’ hiring and internship programs for W&I

1.1.13.3  (10-07-2013)
Wage and Investment Equity, Diversity and Inclusion (EDI)

  1. The mission of Wage and Investment Equity, Diversity and Inclusion (EDI) is to ensure equal opportunity to all employees, applicants, and members of the public who seek to participate in IRS programs, activities and services. Our goal is to ensure compliance with appropriate laws and regulations that prohibit discrimination in a high-quality, fair, and equitable manner through partnership between management, employees, and stakeholders.

  2. The Director, Wage and Investment Equity, Diversity and Inclusion (EDI) reports to the Commissioner, W&I. The organizational symbols for Wage and Investment Equity, Diversity and Inclusion (EDI). are SE:W:EEO.

  3. To accomplish the mission, EEO and Diversity:

    1. Advises the W&I Commissioner and other W&I management officials on Wage and Investment Equity, Diversity and Inclusion (EDI) issues

    2. Provides guidance on EEO policies (sexual harassment, reasonable accommodation, etc.), procedures, programs, and recruitment strategies for the Division in conformance with overall Service guidelines

    3. Represents W&I on the Servicewide EEO and Diversity Council; Oversees the W&I EEO and Diversity Advisory Committee

    4. Coordinates specific Wage and Investment Equity, Diversity and Inclusion (EDI) training with AWSS Wage and Investment Equity, Diversity and Inclusion (EDI) to ensure managers and employees receive adequate training to fulfill their EEO and Diversity responsibilities

    5. Conducts analysis of key workforce-related trends or actions to identify any practices, regulations and procedures that may perpetuate discrimination and prepares reports of findings

    6. Partners with AWSS Wage and Investment Equity, Diversity and Inclusion (EDI). in the implementation, administration and oversight of the special emphasis program plans for W&I

    7. Develops and monitors the W&I affirmative employment plan

    8. Partners with Wage and Investment Equity, Diversity and Inclusion (EDI). and other BODs in the development of Memorandums of Agreement/Understanding or Letters of Agreement/Understanding that mutually benefit both

    9. Ensures EEO input and/or involvement in the W&I strategic program planning and assessment process

    10. Collaborates, as needed, with AWSS Wage and Investment Equity, Diversity and Inclusion (EDI). and management during the EEO pre-complaint, Alternative Dispute Resolution (ADR), and formal complaint processes, offering guidance, support and facilitation of settlement attempts

    11. Fosters relationships with employee organizations, diversity-related initiatives, and special emphasis programs within W&I

    12. Prepares required EEO and Diversity related reports in accordance with National, Treasury and Equal Employment Opportunity Commission (EEOC) policy, guidance and other regulatory requirements

1.1.13.4  (10-07-2013)
Communications and Liaison

  1. Communications and Liaison (C&L) plans, develops and disseminates W&I communication messages to both internal and external stakeholders.

  2. The Director, Communications and Liaison, reports to the Commissioner W&I. The Director advises the W&I Commissioner on communication matters, including public, stakeholder and media relations. The organizational symbols for C&L are SE:W:C.

  3. Communications and Liaison:

    1. Develops W&I-wide internal and external communication strategies, plans, and messages that support W&I functional business objectives; C&L uses a variety of communication methods, such as Intranet, Internet, video-conferences, e-mail, voice messaging system (VMS), and newsletters to facilitate this process

    2. Facilitates interactive communications with W&I employees and other internal and external stakeholders

    3. Develops and executes the overall W&I C&L program in conjunction and coordination with National Headquarters (NHQ) C&L and other Business Operating Division Communications and Liaison functions

    4. Develops overall W&I strategy for media relations and coordinates W&I media activities through NHQ C&L Media Relations

    5. Coordinates W&I public liaison, marketing, oversight, and other external communications activities as appropriate

    6. Coordinates and prepares speeches, voice messages and e-mails, videos, briefing materials, testimony and other presentation support materials for the W&I Commissioner and other W&I executives, as appropriate

    7. Delivers crisis communication in support of the W&I Commissioner and in coordination with National Headquarters C&L

  4. The following managers report to the Director, C&L:

    • Chief, Corporate and Executive Communications

    • Chief, Program Communications

    • Chief, Communications Support Services

1.1.13.4.1  (10-07-2013)
Communications and Liaison, Corporate and Executive Communications

  1. W&I C&L Corporate and Executive Communications plans and implements various executive (SLT) communications (Email, VMS, Speeches, Videos, Media POC including executive interview & preparation), manages communications to promote annual survey/engagement, manages formal correspondence, tax forum coordination, filing season communications planning, Equity, Diversity and Inclusion communication support and provides communication support for BMO and Strategy & Finance programs including Employee Survey and Leadership Development.

1.1.13.4.2  (10-07-2013)
Communications and Liaison, Program Communications

  1. W&I C&L, Program Communications manages strategic planning and tactical implementation for W&I program and technical communications, new initiatives in the W&I Operations Plan and ongoing programs like: EITC, ITIN and Free File. Provides consultative support to W&I business functions.

1.1.13.4.2.1  (10-07-2013)
Outreach Communications

  1. The Chief, Outreach Communications reports to the Chief, Program Communications and creates two-way internal and external communications engaging IRS employees and stakeholder partners in outreach efforts in support of W&I’s mission. Builds communication strategies to address outreach issues or market specific initiatives. Designs, implements and maintains the Outreach Corner on IRS.gov and the Outreach Resource Center on the SPEC Point intranet site to support outreach efforts for the individual taxpaying public. Maintains, monitors, and promotes two email boxes SPEC Direct@irs.gov and partner@irs.gov as feedback mechanisms for internal and external customers.

1.1.13.4.3  (10-07-2013)
Communications and Liaison, Communications Support Services

  1. W&I C&L, Communications Support Services manages and produces the offline and weekly W&I Insider, runs the editorial board (including responsibility for ensuring integration of remote sites/site coordinators and CAS), manages content on IRS.Gov, manages and participates in ICPP meetings and coordinates related process for W&I and W&I C&L (see IRM 11.55.1, Internet Content Publishing Process (ICPP) Management Document), provides ongoing support through product design, video and webinar production, digital photography, Survey Manager, SharePoint, Lobby Vision, and distribution list administration.

1.1.13.4.3.1  (10-07-2013)
Campus Local Communications

  1. The Chief, Campus Local reports to the Chief, Communications Support Services and delivers monthly local offline content development & distribution management, Campus TV, localized news, local newsletters and on site campus communication support, writing/editing, photography and limited videography, and supports local crisis communication plans and the incident management team.

1.1.13.5  (10-07-2013)
Business Modernization Office

  1. The mission of the Business Modernization Office is to implement enterprisewide information technology solutions and re-engineered business processes to improve internal and external effectiveness and efficiency of the Service.

  2. The Business Modernization Executive reports directly to the Commissioner, W&I, and includes the following subordinate offices:

    1. Customer Account Data Engine (CADE) Project Office

    2. Business Systems Planning (BSP)

    3. Business Performance Solutions (BPX)

    4. Lean Six Sigma Center of Excellence (LSSCOE)

  3. The Business Modernization Office collaborates with W&I executives, IT, and other internal and external stakeholders to achieve its mission. The Business Modernization Executive:

    1. Serves as principal advisor to the W&I Commissioner, on servicewide business modernization activities

    2. Partners with the IT organization regarding design, engineering, testing, logistics, program control, and data configuration management for the delivery of solutions to meet business requirements

    3. Partners with IT Cyber Security Program Office regarding the security planning and maintenance and operations of the W&I IT portfolio

    4. Supports the improvement of all W&I business practices and the implementation of technology to enable top quality service to taxpayers

    5. Serves as the principal business point of contact on key modernization projects and coordinates across the Service to ensure integrated solutions are developed

    6. Approves and manages the implementation of new information system functional capabilities and substantial changes to existing information systems

    7. Ensures appropriate integration with related cross-functional modernization projects such as Modernized E-File (MeF) and Filing and Payment Compliance (FP&C)

1.1.13.5.1  (10-07-2013)
CADE Project Office

  1. The mission of the CADE Project Office is to implement information technology solutions and re-engineer business processes to improve internal and external effectiveness and efficiency of CADE.

  2. Two subordinate offices report to the CADE Project Offices

    1. Program and Governance Support

    2. Business Rules and Requirements

  3. The CADE2 Project Offices coordinate across the Service, including other modernization programs and legacy environments as appropriate to ensure integrated solutions are developed. To carry this out, the Project Office:

    1. Serves as the primary liaison between IT and the Business Operating Divisions (BOD) for CADE modernization programs and issues

    2. Approves and manages the implementation of CADE functional capabilities and oversees substantial changes to existing information and technology systems

    3. Provides an enterprise viewpoint, working cross-Executive Steering Committee (ESC) issues with other business leaders for integration, coordination and consistency

    4. Acts as the ultimate point of accountability for success of modernization efforts relating to defining, developing, and controlling business requirements

    5. Translates operational needs into business system requirements

    6. Validates business requirements and meets the needs of business owners

    7. Makes key decisions to ensure business requirements are met within agreed upon time frames and costs

    8. Approves trade off decisions relating to changing requirements and impact on cost/schedule

    9. Works with Enterprise Architecture, conducting technology and vendor assessments, and recommend architectural solutions that meet business requirements

    10. Develops business cases, cost models, and measures for future projects

    11. Prioritizes and manage modernized projects including working with the IT and the Director, Business Systems Planning (BSP) to assure integration between major and non-major initiatives

    12. Educates and provides guidance on business components of institutionalized methodologies and processes including the Enterprise Life Cycle (ELC) process, Requirements and Demand Management (RADM), Defect and Change Control, and Work Request Management System (WRMS)

    13. Communicate consistent messages to internal and external audiences about project priorities, status, business value, and results

    14. Coordinate business resources and managing transition activities during the project development lifecycle

    15. Manages project integration issues, prepare data, and recommend options for resolution, escalate and manage unresolved issues to the appropriated Governance Body

    16. Coordinate and manage FISMA business-related activities

1.1.13.5.1.1  (10-07-2013)
Program and Governance Support

  1. The Mission of the CADE Project Office, Program and Governance Support Team is to improve service to taxpayers by collaborating with our partners in the development of modernized business systems. We provide exceptional customer service to business stakeholders, external partners, and taxpayers by educating them and representing their interests in the preparation, deployment, and maintenance of "CADE -driven" modernization projects.

    1. Assisting with enterprise business requirements sequencing through early identification of integration issues

    2. Managing and resolving release-specific business integration issues

    3. Preparing and proposing options for issues not resolved at the project level

    4. Escalating and managing unresolved issues to the appropriate Governance Body

    5. Participating in Customer Technical Reviews.

    6. Managing all proposed changes to IMF and CADE 2 processing

    7. Participating in the development of the E-300 business case

    8. Managing the Security and Privacy Oversight required of the Authorizing Official (AO)

    9. Coordinating GAO and TIGTA audits and requests for information.

    10. Developing communication strategies and coordinating Transition Management activities

    11. Overseeing current CADE Management and also overseeing current CADE Integration into CADE 2

    12. Testing support for the various CADE 2 releases

    13. Developing the business vision and strategy for the modernized systems

    14. Identifying, monitoring, and documenting business benefits and identifying business process improvement opportunities

    15. Managing future releases of CADE 2

    16. Coordinating Transition Management activities and ensuring the business is prepared to receive CADE 2.

1.1.13.5.1.2  (10-07-2013)
Business Rules and Requirements

  1. The mission of the BMO CADE Business Rules and Requirements teams is to develop and deliver business rules, rule sets and requirements that support the implementation of enterprise-wide reengineered business processes to improve the internal and external effectiveness and efficiency of the Service, such as:

    1. Managing the business rules harvesting activities and related project issues

    2. Performing analysis and documents business process flows, high level requirement statements, rule sets, and detailed business rules

    3. Ensuring standardization and consistency of terminology

    4. Identifying and documenting inconsistencies between current and validated reference documentation such as Program Requirements Packages (PRP) and Internal Revenue Manuals (IRM)

    5. Updating business process flows, rules, and requirements based on the customer validation and verification reviews

    6. Coordinating the review of artifacts and obtaining approval of the Business Director to ensure the business operations’ needs are met

1.1.13.5.2  (10-07-2013)
Business Systems Planning (BSP)

  1. The mission of Business Systems Planning (BSP) is to collaborate with W&I business functions to identify, plan, and manage delivery of business improvement opportunities and technology initiatives using a standardized project management approach to improve the effectiveness and efficiency of Wage and Investment (W&I).

  2. Four subordinate offices report to the BSP Director:

    1. Customer Solutions & Strategies

    2. Project Management

    3. Project Support & Governance

    4. Technology Integration and Program Support.

  3. To achieve its mission, BSP partners with internal stakeholders as well as IT, other Business Operating Divisions, support organizations and contractors. BSP day-to-day activities include:

    1. Collaborating with business functions to identify, plan and analyze business processes and needs to recommend new initiatives to drive efficiencies.

    2. Developing documentation to identify business needs including business cases, and prioritizing business needs.

    3. Implementing and managing information technology-focused modernization projects, developing and monitoring project implementation plans, and evaluating results of projects on W&I operations.

    4. Understanding emerging technology trends and educating W&I business functions on the best way to use existing and new technology.

    5. Leading strategic planning work to develop and maintain a 3-Year Technology Roadmap for W&I

    6. Supporting W&I security planning and operational activities through liaison with the Cybersecurity Program Management Office.

    7. Providing business expertise to complement IT deployment of technology upgrades and changes;

    8. Providing customer support for escalated and ongoing technology related issues

    9. Administering the W&I Unified Work Request (UWR) Program

    10. Managing IT resource needs (hardware, software, support).

    11. Managing IT financial data calls and unfunded IT needs process;

    12. Leading W&I’s IT Investment Portfolio Planning process;

    13. Serving as W&I’s UNAX Gatekeeper;

    14. Administering W&I’s Elevated Access program;

    15. Administering the W&I Business Continuity Program.

1.1.13.5.2.1  (10-07-2013)
Customer Solutions and Strategies

  1. The mission of Customer Solutions and Strategies (CSS) is to lead pre-planning (Milestone 0) activities with W&I business functions. BSP Customer Relationship Analysts, assigned to each W&I business function, partner with them to identify business process improvement opportunities, develop the ideas into the appropriate type of initiatives, and prepare required documentation for approval and funding. CSS also aligns W&I business strategies with technology initiatives to develop and maintain a 3 year, strategic Technology Roadmap for W&I

1.1.13.5.2.2  (10-07-2013)
Project Management

  1. The mission of Project Management is to provide project leadership and support for W&I’s non-major technology project portfolio (Milestones 1 – 5), as well as for enterprise-wide and collaborative projects with other government agencies that W&I leads for IRS. This includes requirements development, design, deployment planning and implementation.

1.1.13.5.2.3  (10-07-2013)
Project Governance and Business Continuity

  1. The mission of Project Governance and Business Continuity (PGBC) is to monitor, support, and report on project progress through monthly health assessments and dashboards in collaboration with W&I’s business functions. PGBC manages the W&I Progress and Change Control Board and W&I Modernization Council. PGBC leads W&I’s Business Continuity Program managing over 500 Continuity Plans, one for each physical location that W&I occupies.

1.1.13.5.2.4  (10-07-2013)
Technology Integration and Program Support

  1. The mission of Technology Integration and Program Support (TIPS) is to provide coordination and support for W&I’s IT hardware and software assets and deployment of them to W&I employees. TIPS manages the W&I Universal Work Request (UWR) Program, W&I’s financial needs for technology including Core and Out of Cycle funding, serves as W&I’s UNAX Gatekeeper, manages elevated access, and manages loss of data and IT assets.

1.1.13.5.3  (10-07-2013)
Business Performance Solutions (BPX)

  1. The Business Performance Solutions (BPX) organization establishes the strategies that convert concepts into achievable projects that will improve the competencies of the Service’s personnel and the quality of the Service’s performance.

  2. The vision of BPX is to deliver innovative business solutions through service and collaboration. To realize that vision, the mission is to improve IRS business performance by collaborating with partners in the development and maintenance of modernized business systems and tools.

  3. The BPX Program Office is the principal management structure for all projects. It establishes and maintains the work processes, procedures, controls and reporting methodologies necessary to keep management apprised of progress on the various projects. It also reviews and approves, as well as monitors and maintains, oversight of project plans, methodologies and processes established to ensure that the work efforts achieve the outcome specified in both the business and Information Technology (IT) strategies.

  4. The BPX Program Office comprises the following:

    1. Account Management Services (AMS)

    2. Electronic Fraud Detection System (EFDS)

    3. Return Review Program (RRP)

    4. Business Rules and Requirements Management (BRRM)

    5. Integrated Automation Technologies (IAT)

1.1.13.5.3.1  (10-07-2013)
Account Management Services (AMS)

  1. The Account Management Services (AMS) Project Management Office (PMO) has the responsibility for the day-to-day operations and overall maintenance of the AMS program. It also performs the various project/program activities required to ensure the smooth transition of any new technologies, capabilities and/or updates to the AMS system.

  2. The AMS program was strategically designed to deliver improved customer support functionality by leveraging IRS applications such as Desktop Integration and Correspondence Imaging System (CIS).The application interfaces with the following:

    • Integrated Data Retrieval System (IDRS)

    • Automated Collections System Web (ACSWeb)

    • Automated Underreporter (AUR)

    • Automated Trust Fund Recovery (ATRF)

    • Automated Non-Master-File (ANMF)

    • Reasonable Cause Assistance (RCA)

    • Enterprise Logistics Information Technology (ELITE)

1.1.13.5.3.2  (10-07-2013)
Electronic Fraud Detection System (EFDS)

  1. The Electronic Fraud Detection System (EFDS) PMO is responsible for the day-to-day operations, overall maintenance and the various project/program activities required to ensure the smooth transition of any new technologies, capabilities and/or updates to EFDS. EFDS was developed for the Questionable Refund Program (QRP) and implemented nationwide in 1996.

  2. The system is comprised of both a workload management system (WMS) and Query. Additionally, there is a subsystem known as the Scheme Tracking and Referral System (STARS) that captures statistical information and tracks the status of QRP/RPP schemes. EFDS is one of the IRS' largest databases, second only to the Master File in size.

  3. EFDS employs a data-mining modeling technique to identify highly suspicious refund returns for QRP review. It automates the QRP review process to include screening, income verification, scheme development and scheme inventory management, and contains a Business Master File (BMF) database that is used to develop BMF schemes for referral to Criminal Investigation (CI).

  4. Core capabilities of EFDS will be incorporated into the Return Review Program. The two systems will run parallel to each other until EFDS retirement in 2014.

1.1.13.5.3.3  (10-07-2013)
Return Review Program (RRP)

  1. The Return Review Program (RRP) PMO is responsible for developing and maintaining the IRS system (that is, RRP) that will consolidate the capabilities of the Service’s current fraud detection and selection systems, automate continual scheme detection, and resolve applicable tax return processing issues prior to refund issuance.

  2. The key objective of the RRP project is to deliver an integrated and unified system that is cross-functional and will enhance IRS capabilities to detect, resolve, and prevent criminal and civil tax non-compliance, and at the same time, to ensure timely issuance of refunds and credits which are legally due to filers.

  3. The RRP PMO is responsible for providing leadership, oversight and direction for the project teams. During the development of RRP, the two RRP subordinate teams are responsible for the coordination and execution of activities required to successfully deploy the RRP transition states.

1.1.13.5.3.4  (10-07-2013)
Business Rules and Requirements (BRRM)

  1. The Business Rules and Requirements Management (BRRM) office is responsible for the coordination and execution of the activities required to define, develop, maintain and control business requirements and rules for AMS, EFDS and RRP. BRRM also works to ensure that CADE2, Integrated Production Model (IPM) and RRP have the required integration points.

  2. Roles and responsibilities of the BRRM office include:

    1. Documenting business processes, rules and requirements

    2. Identifying and coordinating re-engineering opportunities

    3. Developing future state business processes

    4. Evaluating and integrating existing IRS applications with new technologies

    5. Assessing and concurring with deployment plans and strategies

    6. Assessing and concurring with communication plans and strategies

    7. Participating in transition management

    8. Participating in development of business resumption plans

    9. Leading the effort in harvesting, documenting and validating business rules

    10. Translating operational needs into business system requirements

    11. Leading collaboration sessions with EFDS/RRP stakeholders

    12. Assisting IT in resolving and/or mitigating Business risk and issues

    13. Serving as liaison between IT and EFDS/RRP stakeholders

    14. Participating in the development and implementation of EFDS/RRP releases and functional capabilities

    15. Participating in the development and communication of comprehensive EFDS/RRP project presentations to executives and stakeholders enterprise-wide during Change Control Board (CCB) meetings, Change Review Board (CRB) meetings, and Customer Technical Reviews

    16. Participating in reviewing, controlling and reporting on the project status of EFDS/RRP

    17. Escalating unresolved issues to the appropriate Governance body

    18. Working with BPX architecture, conducting technology and vendor assessments, and recommending architectural solutions that meet business requirements

1.1.13.5.3.5  (10-07-2013)
Integrated Automated Technologies (IAT)

  1. The Integrated Automation Technologies (IAT) office is responsible for providing leadership, oversight and direction in the design, development, delivery and consistency of IAT tools. IAT tools and utilities work with IRS systems to improve quality, timeliness, customer service and employee engagement by eliminating repetitive typing and automating decision-making.

  2. The IAT office provides project management and technical direction for the delivery of all IAT tools. It also provides Change Control and Configuration Management for all tools.

  3. There are two subordinate offices (i.e., Alpha Technology Team and Omega Technology Team), which report directly to the IAT Office. Each team is responsible for designing, developing, delivering and maintaining end user software tools that automate interaction with various IRS systems. This includes:

    • Completing Enterprise Lifecycle (ELC) activities and associated documentation

    • Updating tool inventory for legislative changes

    • Maintaining tool functionality

    • Resolving Knowledge, Incident/Problem, Service Asset Management (KISAM)

1.1.13.5.4  (10-07-2013)
Lean Six Sigma Center of Excellence (LSSCOE)

  1. The mission of the Lean Six Sigma Center of Excellence (LSSCOE) is to support the strategy of improving service to the taxpayer by leading accelerated process improvement initiatives utilizing the Lean Six Sigma (LSS) Methodology.

  2. The Lean Six Sigma Methodology combines Lean, which focuses on eliminating waste and non-value added activities, with Six Sigma, which improves process effectiveness and efficiency by reducing variation and increasing quality. LSS is guided by a structured problem-solving approach called DMAIC (Define-Measure-Analyze-Improve-Control), which does the following:

    1. Defines the problem.

    2. Targets the underlying causes of the problem.

    3. Develops and implement solutions.

    4. Establishs controls to ensure that the solutions stay in place.

  3. The IRS Senior Executive leadership has determined that the main body of knowledge and resources for Lean Six Sigma will be located and managed within Wage and Investment and that the LSSCOE will utilize the Memorandum of Understanding (MOU) as the primarily vehicle for expanding the program to other areas within the IRS. The LSSOE employs experienced process improvement resources who are specifically trained and certified in the Lean Six Sigma Methodology.

  4. To accomplish its goals and objectives, the Lean Six Sigma Center of Excellence will partner with business leadership and process owners through the following activities:

    1. Consulting with executives to prioritize strategic initiatives to maximize organizational impact and value.

    2. Guiding a cross-functional team of subject matter experts to map the existing process utilizing baseline data and identifying opportunities and risks.

    3. Administering a structured approach that targets customer requirements and relies on data to determine solutions to achieve objectives.

    4. Executing changes that streamline, enhance flow, reduce errors, and improve overall process performance.

    5. Delivering strategies for process consistency and standardization across the enterprise.

1.1.13.6  (10-07-2013)
Return Integrity & Correspondence Services

  1. The mission of Return Integrity & Correspondence Services (RICS) is to strengthen the integrity of the tax system by protecting the public interest by improving IRS's ability to detect and prevent improper refunds; serving the public interest by taking enforcement actions fairly and appropriately; helping taxpayers understand the refundable tax credits for which they are eligible; and engaging taxpayers with notices and letters that are written in plain language that is easy to understand.

  2. The Director, Return Integrity & Correspondence Services reports to the Commissioner, W&I Division. The organizational symbols for Return Integrity & Correspondence Services are SE:W:RICS.

  3. To accomplish the mission, RICS:

    1. Provides program oversight for refundable credits such as Earned Income Tax Credit (EITC) and Health Coverage Tax Credit (HCTC) through an approach that encourages eligible taxpayers to apply for the credit and reduces the number of claims paid in error

    2. Detects, evaluates and prevents improper refunds while ensuring enforcement actions are appropriate and fair

    3. c.Creates simpler, easier to read correspondence for taxpayers

    4. d.Reduces taxpayer burden and broadens the use of electronic interactions with a focus on successful taxpayer outcomes

    5. e.Engages taxpayers with notices and letters that are written in plain language that is easy to understand

    6. f.Develops, tests and perfects innovative, forward-thinking solutions to pre-refund revenue protection challenges as well as operational challenges

    7. g.Provides centralized, executive-level processes in key areas (e.g., oversight reporting structure, data calls, performance metrics, budget functions) to provide a unified view to stakeholders of the organization and its performance

  4. The following functions report to the Director, Return Integrity & Correspondence Services:

    • Deputy Director, Return Integrity & Correspondence Services

    • Program Support

    • Business Performance Laboratory

1.1.13.6.1  (10-07-2013)
Deputy Director, Return Integrity & Correspondence Services

  1. The Deputy Director’s primary role is to:

    • Execute the RICS Director’s vision and provide oversight of the day-to-day operations of RICS

    • Provide overall assistance to the Director, RICS in providing executive leadership and direction in the refundable tax credit administration and pre-refund process

    • Develop, deliver, and deploy programs in the detection and resolution processes for fraud and non-compliance

    • Provide executive leadership and direction to subordinate managers in the development, delivery, and deployment of programs and plans to redesign more effective taxpayer notices and other correspondence

    • Partner with the executive staff of other business units to develop strategies, address cross-functional issues, coordinate activities, and ensure consistency of approach

  2. ) The Deputy Director reports to the Director, Return Integrity & Correspondence Services (RICS).

  3. The following functions report to the Deputy Director:

    • Refundable Credits Administration

    • Integrity & Verification Operations

    • Office of Taxpayer Correspondence

1.1.13.6.2  (10-07-2013)
Program Support

  1. The mission of Program Support (PS) is to provide administrative and program assistance across RICS components to better understand program needs, engage stakeholders across the organization, and offer solutions to bolster mission success. PS oversees all non-labor contract agreements, budget management, and monitors the status of strategic and business planning. PS is the single point of contact for customers obtaining reports, performance metrics, and oversight reporting (e.g., GAO, TIGTA, data calls, and training).

  2. The Program Manager, Program Support reports to the Director, Return Integrity & Correspondence Services.

  3. The following functions report to the Program Manager, Program Support:

    • Planning & Business Support

    • Data Management & Operational Support

1.1.13.6.2.1  (10-07-2013)
Planning & Business Support

  1. The mission of Planning & Business Support (PBS) is to meet RICS-specific human resource needs, coordinate training, provide resource and workforce management, contract oversight, budget support, finance, and planning and managing strategic initiatives.

  2. (2) The Manager, Planning & Business Support reports to the Program Manager, Program Support (PS).

  3. To accomplish the mission, the Planning & Business Support staff:

    1. Manages relationships with key stakeholders

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

    3. Manages and coordinates training throughout RICS organizations

    4. Coordinates responses for strategic initiatives at both the RICS and W&I levels

    5. Coordinates RICS Operational Reviews and quarterly Business Performance Reviews (BPRs)

    6. Coordinates with IRS Communications and Liaison Division (C&L) to respond to media inquires

    7. Manages, monitors, and tracks RICS travel budget

    8. Develops Standard Operating Procedures (SOP) to establish better business practices to reduce the burden and increase efficiencies for RICS Operations

    9. Manages, monitors, tracks, and coordinates all activities related to Quality

1.1.13.6.2.2  (10-07-2013)
Data Management & Operational Support

  1. The mission of the Data Management & Operational Support (DMOS) is to report metrics regarding mission success (e.g., revenue protected), support cross-functional operations within RICS, assist with inventory management, establish and refine policies and procedures, and address licensing needs.

  2. The Manager, Data Management & Operational Support reports to the Program Manager, Program Support (PS).

  3. To accomplish the mission, the Data Management & Operational Support (DMOS) staff:

    1. Organizes, monitors, tracks, and reports business performance data

    2. Manages stakeholder relations with internal organizations for the purposes of reporting and coordinating on operational and inventory actions

    3. Manages external stakeholder relations pertaining to the External Leads and Blue Bag Outreach programs

    4. Organizes and coordinates cross-functionally the development of work plans and other workload planning documents with AM, CI, W&I and SBSE Exam

    5. Updates CP05 and CP05A notices and other appropriate letters

    6. Coordinates and provides oversight for Automated Questionable Credits (AQC) script development

    7. Coordinates the creation of policy and procedural documents or other mechanisms necessary for conducting business

    8. Develops and updates IRMs

    9. Monitors, tracks and coordinates all activities related to software licenses

1.1.13.6.3  (10-07-2013)
Business Performance Lab (BPL)

  1. The mission of the Business Performance Lab is to lead the development of strategic, innovative business processes and technology solutions that address revenue protection and operational challenges, while increasing Service-wide organizational efficiency and effectiveness.

  2. The Program Manager, Business Performance Lab (BPL) reports to the Director, Return Integrity & Correspondence Services (RICS).

  3. The following functions report to the Program Manager, Business Performance Lab:

    • Project & Technology Management

    • Project Development & Execution

1.1.13.6.3.1  (10-07-2013)
Project & Technology Management

  1. The mission of the Project & Technology Management (PTM) is to represent RICS’ interests across the Service in the development and implementation of technology solutions to RICS mission critical challenges, provide prisoner program stewardship, and deliver governance process management.

  2. The Manager, Project & Technology Management reports to the Program Manager, Business Performance Lab (BPL).

  3. To accomplish the mission, the Project & Technology Management (PTM) staff:

    1. a.Manages a portfolio of enterprise-wide improvement opportunities

    2. b.Identifies projects that are critical to the continued success of RICS

    3. c.Establishes and maintains a complete portfolio of transformation solutions focused on process, organization, data, and technology to support pre/post refund compliance activities across the Service

    4. d.Executes high priority systems-oriented special projects and develops technology solutions

    5. e.Implements the Service-wide Prisoner Tax Compliance Strategy

    6. f.Coordinates Service-wide actions to identify and implement pre-refund compliance activity for prisoner returns

    7. g.Manages the Prisoner File process and provides leadership and support around legislative proposals to address prisoner fraud challenges

    8. h.Prepares the Annual Report to Congress on Inmate Filing Fraud

1.1.13.6.3.2  (10-07-2013)
Project Development & Execution

  1. The mission of the Project Development & Execution (PDE) is to lead enterprise wide development, testing, and deployment of innovative business process solutions that enhance revenue protection and increase organizational efficiency and effectiveness.

  2. The Manager, Project Development & Execution reports to the Program Manager, Business Performance Lab (BPL).

  3. To accomplish the mission, the Project Development & Execution (PDE) staff:

    1. Manages the coordination of pre/post-refund activities with stakeholders across the Service

    2. Coordinates pre/post-refund compliance activities across all relevant IRS functions to mitigate risk and increase the successful transition of new projects for deployment

    3. Develops solutions to the Service’s most pressing strategic challenges and transitions incubated solutions into the larger enterprise

    4. Identifies gaps across the Service and initiates cross-functional teams to determine the best course of action to improve impacted processes

1.1.13.6.4  (10-07-2013)
Refundable Credits Administration

  1. The mission of Refundable Credits Administration (RCA) is to manage the administration of refundable credits through a balanced approach that encourages eligible taxpayers to apply for the credits and reduces the number of claims paid in error. RCA plays a central role in coordinating Service-wide policy and outreach and enforcement activities.

  2. The Program Manager, Refundable Credits Administration (RCA) reports to the Deputy Director, Return Integrity & Correspondence Services.

  3. The following functions report to the Program Manager, Refundable Credits Administration:

    • Earned Income Tax Credit & Refundable Credits Outreach (ERCO)

    • Earned Income Tax Credit & Refundable Credits Policy and Coordination (ERCPC)

    • Office of Health Coverage Tax Credit (HCTC)

1.1.13.6.4.1  (10-07-2013)
Earned Income Tax Credit & Refundable Credits Outreach (ERCO)

  1. The mission of Earned Income Tax Credit & Refundable Credits Outreach (ERCO) is to provide a strategic approach to EITC and refundable credits outreach and coordinated research for the RICS organization.

  2. The Manager of Earned Income Tax Credit & Refundable Credits Outreach (ERCO) reports to the Program Manager, Refundable Credits Administration.

  3. To accomplish the mission, the Earned Income Tax Credit & Refundable Credits Outreach staff:

    1. Develops and manages national outreach strategies for refundable credits directed at taxpayers, tax preparers, and partners

    2. Coordinates leveraged outreach for EITC and other refundable credits, working with internal IRS communication functions including SPEC, C&L, and external partners

    3. Creates communication products and tools for use by internal and external stakeholders

    4. Coordinates RICS research activities to enable data driven decisions in support of strategic goals

1.1.13.6.4.2  (10-07-2013)
Earned Income Tax Credit & Refundable Credits Policy & Coordination (ERCPC)

  1. The mission of Earned Income Tax Credit & Refundable Credits Policy & Coordination (ERCPC) is to coordinate with IRS functions who deliver EITC programs and outside stakeholders to manage balanced refundable credits compliance programs and improvement initiatives.

  2. The Manager, Earned Income Tax Credit & Refundable Credits Policy & Coordination (ERCPC) reports to the Program Manager, Refundable Credits Administration.

  3. To accomplish the mission, the Earned Income Tax Credit & Refundable Credits Policy & Coordination staff:

    1. Coordinates with other IRS functions who deliver EITC and refundable credits programs, as well as with outside stakeholders, to develop, execute, monitor, and enhance compliance and outreach programs in support of RCA's strategic goals of increasing participation and reducing erroneous claims

    2. Develops and coordinates delivery of the EITC Return Preparer Strategy, designed to strengthen preparer adherence to EITC preparer due diligence requirements through compliance treatments and outreach and education activities

    3. Coordinates preparer compliance initiatives for other refundable credits and ensures all preparer activities support and are consistent with Service wide preparer strategiesConducts periodic reviews of correspondence products and content modules to evaluate consistency, effectiveness and quality.

    4. Supports IRS efforts to meet the requirements of the Improper Payments Information Act of 2002, Executive Order 13520, and the Improper Payments Elimination and Recovery Acts of 2010 and 2012

1.1.13.6.4.3  (10-07-2013)
Office of Health Coverage Tax Credit (HCTC)

  1. The mission of the Office of Health Coverage Tax Credit (HCTC) is to provide temporary assistance to displaced, trade-affected workers and certain retirees. The Trade Adjustment Assistance Reform Act (TAARA) of 2002 created the Health Coverage Tax Credit (HCTC).

  2. The Manager of the Office of Health Coverage Tax Credit (HCTC) reports to the Program Manager, Refundable Credits Administration

  3. To accomplish the mission, the Office of Health Coverage Tax Credit staff helps individuals pay for health insurance coverage when they lose their jobs at their TAA-certified company, or have their pensions taken over by the Pension Benefits Guaranty Corporation (PBGC).

  4. There are five areas of operations in the HCTC Program Office:

    • Campus Management Operations (CMO) - The CMO team oversees operations for the HCTC claimed at the end of the year. The CMO team ensures eligibility indicators are put on a taxpayer’s account and works with Exam to identify tax returns for review in the Austin Processing Center

    • Stakeholder Engagement Operations (SEO) - The SEO team is the primary contact for the Health Coverage Tax Credit office for internal stakeholders. SEO supports our Stakeholders by educating them on program operations and requirements. SEO also answers eligibility questions and responds to high level marketing and outreach inquires.

    • Systems Operations (SO) - The SO office independently runs and manages all systems network applications for HCTC that meet all cybersecurity and FISMA requirements. The two main systems are a payment processing system and a case management system. The Payment Processing system maintains financial records of all HCTC eligible participants. The Case Management system is a database application that provides participant registration and payment information to Customer Service Representatives (CSR) and IRS personnel. In addition, the system provides health plan information and participant information for all HCTC participants.

    • Payment Processing Office (PPO) - The Payment Processing team processes and approves all payments to HCTC participants. They also balance the general HCTC ledger and work escalated payment issues.

    • Customer Service Operations (CSO) - The Customer Service Operations works closely with all areas of operations for the HCTC Program. Customer Service Representatives (CSR’s) answer calls from participants and respond to written correspondence regarding participant questions. This office also processes registrations and resolves simple account issues.

1.1.13.6.5  (10-07-2013)
Integrity & Verification Operations (IVO)

  1. The mission of Integrity & Verification Operations (IVO) is to support IRS civil fraud detection and prevention efforts in a pre-refund environment. These efforts include monitoring program performance and developing policy, procedures, and guidance for processing civil revenue protection program(s). IVO oversees programs involving Internal Revenue Manual (IRM) 21.9.1, Taxpayer Assurance Program (TAP) and any other handbook impacted by civil revenue protection processes.

  2. The Program Manager, Integrity & Verification Operations (IVO) reports to the Deputy Director, Return Integrity & Correspondence Services (RICS).

  3. The following functions report to the Program Manager, Integrity & Verification Operations (IVO):

    • External Leads Department

    • Return Screening & Verification Department

    • Fraud & Referral Evaluation Department

    • Accounts Resolution

1.1.13.6.5.1  (10-07-2013)
External Leads Department

  1. The mission of the External Leads Department is to process information from a variety of sources to identify fraudulent returns and associated refunds.

  2. The Department Manager, External Leads Department reports to the Program Manager, Integrity & Verification Operations (IVO).

  3. To accomplish the mission, the External Leads Department staff:

    1. Receives, researches, and processes information leads submitted from a variety of sources: Bank leads, Industry Leads, Referrals, CI Lists (for account adjustments), and Prisons (Blue Bag Operations)

    2. Reviews inventory associated with these leads and dispositions the returns appropriately

    3. Receives its inventory (leads) from sources other than STARS/EFDS or DDb

1.1.13.6.5.2  (10-07-2013)
Return Screening & Verification Department

  1. The mission of the Return Screening & Verification Department is to protect revenue by identifying potentially false returns and verifying as-reported wage and withholding accuracy.

  2. The Department Manager, Return Screening & Verification Department reports to the Program Manager, Integrity & Verification Operations (IVO).

  3. To accomplish the mission, the Return Screening & Verification Department staff:

    1. Screens individual refund tax returns that are identified as potentially false to determine whether verification is warranted

    2. Verifies wage and withholding information reported on screened returns that are suspected of being false

    3. Reviews lists of returns that have an unresolved ID theft indicator of 971-501 or 971-506 (Unpostable 147) to assess whether the return is filed by the true taxpayer

    4. Screens several types of specific paper inventory (OMM, Blue Bag, Funny Box, RCO)

1.1.13.6.5.3  (10-07-2013)
Fraud & Referral Evaluation Department

  1. The mission of the Fraud & Referral Evaluation Department is to protect revenue by identifying and dispositioning returns which display evidence of patterns of fraud (including identity theft) across returns consistent with fraud.

  2. The Department Manager, Fraud & Referral Evaluation Department reports to the Program Manager, Integrity & Verification Operations (IVO).

  3. To accomplish the mission, the Fraud & Referral Evaluation Department staff:

    1. Identifies return inventory that may be associated with schemes (including actions on those returns, or groups of returns [schemes, clusters, etc.]) as required to protect revenue, taxpayers, and the integrity of the tax system

    2. Receives, researches and processes information leads submitted from a variety of sources; i.e., Bank Leads, Industry Leads, Internal Referrals, and Prisons (Blue Bag Operations)

1.1.13.6.5.4  (10-07-2013)
Accounts Resolution

  1. The mission of Accounts Resolution is to provide timely customer service by ensuring that accounts are properly resolved and documented to reflect IRS findings on returns with identified issues.

  2. The Senior Manager, Accounts Resolution reports to the Program Manager, Integrity & Verification Operations (IVO).

  3. To accomplish the mission, Accounts Resolution reviews and adjusts accounts when:

    1. Other pre-refund treatment streams for identified false returns are not available

    2. Legitimate taxpayers may be victims of ID theft

    3. Taxpayers are unduly impacted by revenue protection processes


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