1.1.16  Small Business/Self Employed Division (Cont. 2)

1.1.16.6 
Fraud/BSA

1.1.16.6.2 
Bank Secrecy Act (BSA) Policy and Operations

1.1.16.6.2.4  (03-24-2014)
Currency Transaction Reports (CTR) Operations

  1. The CTR Operations Program Manager reports to the Chief, BSA Policy and Operations.

  2. The Department Managers for Edit and Error Resolution and Bank Secrecy Act Compliance report to the CTR Operations Program Manager.

  3. To accomplish the BSA mission, CTR Operations:

    1. Processes BSA Form 8300 and the FBAR (Report of Foreign Bank and Financial Accounts) form required by the Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism (USA PATRIOT) Act.

    2. Processes filer written inquiries for Form 8300 and the FBAR.

    3. Maintains consolidated BSA closed case files.

    4. Assesses penalties for Form 8300 and FBAR filing violations, and coordinates collection of Title 31 penalties with the Treasury Financial Management Service.

    5. Responds to technical questions for Form 8300 filers and FBAR filers via email and telephonically.

    6. Provides research services and certified documents for Form 8300 and Title 31 cases.

    7. Provides input to the Strategic Plan.

    8. Provides input to the BSA Program Letter.

    9. Addresses unprocessable FBAR and 8300 forms, as appropriate.

1.1.16.7  (03-24-2014)
Specialty Programs

  1. The mission of the Specialty Programs is to provide leadership and direction in the design, development, and delivery of Excise Tax, Employment Tax, Estate & Gift Tax and support the comprehensive tax administration program designed to enhance taxpayer compliance.

  2. The Director, Specialty Programs reports directly to the Commissioner, Small Business/Self-Employed Division.

  3. To accomplish the mission the Director, Specialty Programs:

    1. Advises the IRS Commissioner on all issues involving Specialty strategic plans, programs and policy.

    2. Formulates short and long-range program policies, strategies, and objectives for the integration of Specialty policy across field and remote locations, ensuring a consistent approach.

    3. Designs and develops programs to solve complex Specialty policy issues.

    4. Coordinates program activities with other top level IRS executives to prepare servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach. The policies reflect population characteristics, needs, and behavior patterns.

    5. Develops and coordinates strategies to apply appropriate treatment for non¬compliance with the tone, treatment and timing of interaction appropriate to the non-compliance risk posed by the taxpayer.

    6. Coordinates with other Operating Divisions to provide support and guidance.

    7. Provides oversight on high profile programs and establishes appropriate guidelines.

    8. Collaborates with external stakeholders and governmental agencies in the development and implementation of policies and operational strategies to insure an efficient and effective balance between enforcement and taxpayer interests.

  4. The following Chiefs report to the Director, Specialty Programs:

    • Chief, Excise Tax Program

    • Chief, Estate & Gift Tax Program

    • Chief, Employment Tax Program

    • Chief, Specialty Program Support

1.1.16.7.1  (03-24-2014)
Chief, Excise Tax Programs

  1. The mission of Excise Tax is to develop and implement policies and strategies for Excise Tax programs.

  2. The Chief, Excise Tax Programs reports to the Director, Specialty Programs.

  3. To accomplish the mission the Chief, Excise Tax Programs:

    1. Provides program coordination and oversight for all excise tax activities across all Operating Divisions.

    2. Ensures that Excise Tax programs and policies are consistent.

    3. Develops and monitors the Excise Tax work plan.

    4. Formulates and revises policy and redesign processes affecting the Excise examinations, compliance initiatives and registration process.

    5. Develops policies and guidelines that apply to all Excise programs.

    6. Coordinates servicewide relationships with external stakeholders and industry experts to meet taxpayer needs and improve knowledge of industry standards and practices for all Excise Tax issues.

    7. Actively improves Excise Tax processes with a keen focus on customer service. The following offices report to the Chief, Excise Tax Programs:

      • Excise Territories-(4) Eastern, Western, Eastern Fuel, Western Fuel

      • Excise Tax Policy

      • Excise Fuel Policy

      • Excise Operations Support- Joint Operations Committee and PSP Workload Identification and Classification

1.1.16.7.1.1  (03-24-2014)
Excise Territories

  1. The mission of the Excise Territories is to provide SB/SE taxpayers top quality post-filing services in the area of excise taxes by helping them understand and comply with all applicable tax laws and by applying the tax laws with integrity and fairness.

  2. Excise Territory Managers, report to the Chief, Excise Tax Programs.

  3. To accomplish the mission of the Excise Programs each Territory Manager:

    1. Manages excise groups across multiple states and areas.

    2. Directs revenue agents, fuel compliance agents, fuel compliance officers, and other technical personnel in conducting examinations, inspections, compliance checks, and other activities to ensure compliance.

    3. Drives major policy issues and directives developed by the Excise Tax Policy and Fuel Policy headquarters office.

    4. Serves as a technical advisor to the area in all facets of excise compliance and fuel tax activities. Furnishes information concerning policies of the Internal Revenue Service an the interpretation of federal laws and regulations.

    5. Develops and implements strategies for delivering services; identifies and resolves emerging issues; develops and delivers mission-oriented services and strategies to improve customer service, consistency, and efficiency

1.1.16.7.1.2  (03-24-2014)
Excise Tax Policy

  1. The mission of SB/SE Excise Tax Policy is to use the most current administrative and tax law information to administer general excise tax policy.

  2. Excise Policy Manager reports directly to the Chief, Excise Tax Programs.

  3. To accomplish its mission, Excise Tax Policy:

    1. Develops policy for use by the Senior Leadership Team, field managers, and employees.

    2. Provides guidance to ensure the highest quality of work from our employees to close the perceived gap in federal excise taxes.

    3. Coordinates communication throughout business unit, and to industry and our state counterparts.

    4. Coordinates the National 637 Registration Program.

    5. Promotes and identifies best practices.

    6. Establishes resource needs and coordinates hiring initiatives.

    7. Coordinates the Excise Information Management Systems (IMS) program.

    8. Identifies trends and develops strategies designed to address the needs of excise taxpayers through a comprehensive approach including education, outreach, and enforcement.

    9. Identifies and addresses emerging issues and potential areas of noncompliance; establish Compliance Initiative Projects (CIPs) as necessary.

    10. Provides technical support to the field concerning audit techniques, emerging issues or tax law interpretation technical training and development.

1.1.16.7.1.3  (03-24-2014)
Excise Fuel Policy

  1. The mission of SB/SE Excise Fuel Policy is to use the most current administrative and tax law information to administer fuel tax policy.

  2. The Excise Fuel Policy Manager reports directly to the Chief, Excise Tax Programs.

  3. To accomplish its mission, the Excise Fuel Policy:

    1. Develops fuel policy for use by the Senior Leadership Team, field managers, and employees.

    2. Provides guidance to ensure the highest quality of work from our employees to close any perceived gap in federal excise fuel taxes.

    3. Coordinates communication throughout the Excise Program and across other Operating Divisions to coordinate the administration of fuel tax policy.

    4. Conducts operational reviews of excise territories operations and provides feedback to the Chief, Excise Tax Programs.

    5. Develops and delivers training to field operations.

    6. Coordinates with Governmental Liaison to conduct outreach and facilitate partnering agreements with state partners in the administering fuel tax law compliance.

    7. Conducts outreach with industry stakeholders to communicate filing requirements and provide clarity to new and existing fuel tax legislation.

    8. Identifies, promotes and shares best practices.

    9. Coordinates the web maintenance of My SB/SE Examining Excise Taxes and Excise SharePoint, including the Fuel Compliance Officer/Fuel Compliance Agent (FCO/FCA) work planning and mileage logs.

    10. Provides Contracting Officer Representative (COR) oversight on Excise Fuel Program related contracts.

1.1.16.7.1.4  (03-24-2014)
Excise Operations Support (EOS)

  1. The mission of EOS is to promote collaboration and innovation to develop effective excise tax compliance strategies to support field compliance operations. EOS:

    1. Conducts analysis on internal and external data about the excise tax population.

    2. Assesses the impact of trends and legislative proposals on excise program.

  2. EOS activities include:

    1. Planning, monitoring, selecting, and assigning excise tax workload for examination.

    2. Identifying new compliance initiatives and reviewing existing initiatives for continuance.

    3. Conducting data analysis to identify and develop compliance anomalies as case leads.

    4. Coordinating case building for selected leads.

    5. Developing case background information and instructions for related compliance activities.

    6. Ensuring establishment case controls and delivery workload to the field.

    7. Monitoring inventory requisitions.

    8. Supporting field compliance activities.

    9. Classifying case leads.

  3. EOS consists of two main groups:

    1. Joint Operations Center (JOC) and the National Data Center (NDC).

    2. Planning and Special Programs Workload Identification and Classification (PSP WIC).

  4. The JOC is a partnership between federal and state motor fuel taxing authorities. Its mission is to:

    1. Enable state and federal motor fuel tax compliance activities.

    2. Foster interagency and multi-national cooperation.

    3. Provide strategic analyses of domestic and foreign motor fuel distribution trends and patterns.

    4. The JOC National Data Center (NDC) identifies, acquires, and integrates federal, state, and other commercial third party data sources that bear on the national fuel inventory.

  5. PSP WIC is responsible for:

    1. Identifying and developing field examination leads.

    2. Classifying field leads.

    3. Selecting workload for field operations based on examination potential.

    4. Coordinating the case building, case control, and delivery of workload to the field.

    5. Monitoring inventory requisitions.

1.1.16.7.2  (03-24-2014)
Estate and Gift Tax Program

  1. The mission of Estate and Gift Tax Program is to increase compliance with estate and gift tax laws through enforcement and by partnering with internal and external stakeholders.

  2. The Chief, Estate and Gift Tax Program, reports to the Director Specialty Programs.

  3. To accomplish the mission the Chief, Estate and Gift Tax Program:

    1. Develop and implement policies and strategies to administer the estate and gift tax laws and enhance compliance.

    2. Provides program coordination and oversight for all estate and gift tax activities.

    3. Ensures that Estate and Gift Tax programs and policies are clearly defined, communicated and consistently applied.

    4. Leads in the design, development, and delivery of estate and gift tax compliance strategies.

    5. Develops integrated approaches to improve estate and gift tax compliance.

    6. Identifies and develops strategies to address law changes and emerging compliance issues.

    7. Ensures allocation of resources is equitable and reflective of SB/SE strategies, and ensures appropriate support for implementing policy and compliance activity.

    8. Formulates the Estate and Gift Tax Program work plan and the accomplishments of the SB/SE and Estate and Gift Tax Program operational priorities and business goals.

    9. Monitors and analyzes program results.

    10. Provides quality customer service in responding to both internal (field and administrative) and external (taxpayer and Congressional) inquiries.

  4. The following Offices report to the Chief, Estate and Gift Tax Program:

    • Estate and Gift Tax Policy

    • Estate and Gift Tax Planning and Special Programs

    • Estate and Gift Tax Territories

1.1.16.7.2.1  (03-24-2014)
Estate and Gift Tax Policy

  1. The mission of the Estate and Gift Policy Staff is to establish policies and procedures and continually review their effectiveness in ensuring consistent and fair treatment of taxpayers and enhanced compliance with estate and gift tax laws.

  2. The Estate and Gift Policy Program Manager reports directly to the Chief, Estate and Gift Tax Program.

  3. To accomplish the mission, the Estate and Gift Tax Policy Program Manager:

    1. Provides program support and guidance to all segments of the Estate and Gift Tax community.

    2. Conducts reviews of operations and identifies opportunities to improve operations and resource utilization.

    3. Documents and coordinates servicewide procedural guidelines and policies for estate and gift tax; communicates new or revised policies and their impact on field operations.

    4. Drives consistent execution of estate and gift tax policy in all estate and gift tax compliance activities across a geographically dispersed workforce.

    5. Conducts assistance visits of groups to ensure policies and procedures are adhered to and to determine trends and patterns for possible program modification.

    6. Identifies trends and develops strategies designed to address the needs of SB/SE estate and gift taxpayers through a comprehensive approach including education, outreach, and enforcement.

    7. Identifies and addresses emerging issues and potential areas of noncompliance; establish CIPs as necessary in coordination with PSP.

    8. Develops policy and manages selection, classification and delivery of returns to SB/SE estate and gift tax compliance functions in coordination with PSP.

    9. Provides technical support to the field concerning audit techniques, emerging issues or tax law interpretation technical training and development.

    10. Coordinates submissions for legislation and requests for guidance based on program needs and priorities.

1.1.16.7.2.2  (03-24-2014)
Estate and Gift Tax Planning and Special Programs

  1. The mission of the Estate and Gift Planning and Special Programs Staff is to utilize planning and monitoring to deliver estate and gift tax inventory for examination to the Estate and Gift Tax Territory Groups.

  2. The Estate and Gift Planning and Special Programs Manager reports directly to the Chief, Estate and Gift Tax Program.

  3. To accomplish its mission the Estate and Gift Planning and Special Programs Staff:

    1. Develops and monitors examination work plan.

    2. Assesses Program effectiveness through monitoring classification, inventory, and examination goal accomplishments.

    3. Develops and applies workload models to determine placement of resources.

    4. Provides oversight and coordination of workload selection and classification.

    5. Develops standardized Program direction for ordering, classifying and delivering returns.

    6. Provides Planning and Special Programs support and guidance to the Estate and Gift Tax Program.

    7. Manages selection, classification and delivery of returns to SB/SE estate and gift tax compliance functions in coordination with Policy.

1.1.16.7.2.3  (03-24-2014)
Estate and Gift Tax Territories

  1. The mission of the Estate and Gift Tax Territories (4) is to increase compliance with estate and gift tax laws by applying the tax laws with integrity and fairness.

  2. The Estate and Gift Tax Territory Managers report directly to the Chief, Estate and Gift Tax Program.

  3. To accomplish the mission, each Territory Manager:

    1. Manages estate and gift tax groups across multiple states and areas;

    2. Drives the implementation of national policy and procedures;

    3. Conducts group reviews to confirm compliance with policy direction and to identify opportunities to improve local and national operations;

    4. Develops and implements strategies for delivering services; identifies emerging issues; and develops and delivers mission-oriented services and strategies to improve customer service, consistency, and efficiency.

1.1.16.7.3  (03-24-2014)
Chief, Employment Tax Program

  1. The mission of the Employment Tax Program is to develop and implement policies and strategies for Employment Tax Compliance.

  2. The SB/SE Employment Tax Chief reports to the SB/SE Director Specialty Programs.

  3. To accomplish the mission the Chief, Employment Tax:

    1. Provides program coordination for all employment tax activities across all Operating Divisions.

    2. Ensures that Employment Tax programs and policies are consistent

    3. Is responsible for leadership in the design, development, and delivery of employment tax compliance policy.

    4. Develops integrated approaches to improve employment tax compliance activities.

    5. Ensures allocation of resources is equitable, reflective of SB/SE strategies, and ensures appropriate support for implementing policy and compliance activity.

  4. The following Offices report to the Chief, Employment Tax Program:

    • Employment Tax Territories

    • Employment Tax Policy

    • Employment Tax Workload Indentification and Classification

1.1.16.7.3.1  (03-24-2014)
Employment Tax Territories

  1. The mission of the Employment Tax Territories (4) is to provide all taxpayers top quality pre-filing and post-filing services in the area of employment taxes by helping them understand and comply with all applicable tax laws and by applying the tax laws with integrity and fairness.

  2. Each Territory Manager in Employment Tax reports to the SB/SE Chief, Employment Tax Program.

  3. To accomplish the mission, each Territory Manager:

    1. Manages employment tax groups across multiple states and areas.

    2. Collaborates with external stakeholders and industry experts to meet taxpayer needs and improve knowledge of industry standards and practices.

    3. Drives major policy issues and directives developed by the Employment Tax Policy headquarters office.

    4. Serves as a technical advisor to the Chief in all facets of compliance Employment Tax activities and furnishes information concerning policies of the Internal Revenue Service and interpretation of federal laws and regulations.

    5. Develops and implements strategies for delivering services; identifies and resolves emerging issues; develops and delivers mission-oriented services and strategies to improve customer service, consistency, and efficiency.

  4. National Tip Reporting Compliance Program (NTRCP) Territory- The mission of Employment Tax Tip Reporting Compliance is to develop and implement policies and strategies for tip income filing, payment (withholding), and reporting compliance.

  5. In addition to the tasks noted in (3) above, the NTRCP Territory Manager:

    1. Develops and implements strategies for delivering Voluntary Employer and Employee Compliance Programs; identifies and resolves emerging issues; develops and delivers mission-oriented services and strategies to improve customer service, consistency, and efficiency.

    2. Collaborates with external stakeholders and industry experts to meet taxpayer needs and improve knowledge of industry standards and practices, Voluntary Programs, and compliance issues.

    3. Oversees coordination of SB/SE employment tax field examination programs, personnel, and procedures related to employers whom employ individuals that customarily receive tips in the performance of their duties.

    4. Conducts assistance visits of groups performing tip compliance activities to ensure policies and procedures are adhered to and to determine trends and patterns for possible program documents and coordinates servicewide procedural guidelines and policies for employment tax.

    5. Drive major policy issues and directives developed by the Employment Tax Policy headquarters office with respect to tip reporting.

    6. Serve as a technical advisor to the Chief in all facets of tip compliance Employment and Income Tax activities and furnishes information concerning policies of the Internal Revenue Service and interpretation of federal laws and regulations.

1.1.16.7.3.2  (03-24-2014)
Employment Tax Policy

  1. The mission of Employment Tax Policy is to develop and implement policies and strategies to support and enable employment tax field operations, and to enhance employment tax programs and policies servicewide.

  2. The Employment Tax Policy Program Manager reports to the SB/SE Chief, Employment Tax Program.

  3. To accomplish the mission, the Employment Tax Policy Program Manager:

    1. Oversees coordination of SB/SE employment tax field examination programs and procedures.

    2. Documents and coordinates servicewide procedural guidelines and policies for employment tax; communicates new or revised policies and their impact on field operations.

    3. Drives consistent execution of employment tax policy in all employment tax compliance activities across a geographically dispersed workforce.

    4. Conducts assistance visits of groups to ensure policies and procedures are adhered to and to determine trends and patterns for possible program modification.

    5. Identifies trends and develops strategies designed to address the needs of SB/SE taxpayers through a comprehensive approach including education, outreach, and enforcement.

    6. Identifies and addresses emerging issues and potential areas of noncompliance; establish CIPs as necessary.

    7. Provides technical support to the field concerning audit techniques, emerging issues or tax law interpretation technical training and development.

1.1.16.7.3.3  (03-24-2014)
Employment Tax Workload Identification and Classification

  1. The mission of Employment Tax Workload Identification and Classification is to manage the selection, classification and delivery of returns to SB/SE employment tax compliance functions. It is done with the primary objective of promoting the highest degree of voluntary compliance on the part of taxpayers.

  2. The Employment Tax Workload Identification and Classification Manager reports to the SB/SE Chief, Employment Tax Program.

  3. To accomplish the mission, the Employment Tax Policy Workload Identification and Classification Manager:

    1. Oversees the balance of the workload among the various priority programs, the mandatory workload, and the other sources of work.

    2. Works closely with the Chief, Employment Tax Program to provide feedback related to the Employment Tax Examination Plan, Staffing, and Accomplishments.

    3. Coordinates many types of national programs.

    4. Works with Employment Tax Policy to evaluate the program.

1.1.16.7.4  (03-24-2014)
Chief, Specialty Program Support

  1. The mission of Specialty Programs Support is to support the:

    1. Director of Specialty Programs

    2. Directors staff

    3. Employment Tax Program

    4. Estate & Gift Tax Program

    5. Excise Tax Program

  2. The Chief, Specialty Program Support reports to the Director, Specialty Programs.

  3. To accomplish the mission the Chief, Specialty Programs Support oversees:

    1. Planning, analysis, monitoring and reporting program performance and accomplishments.

    2. Planning, monitoring and management of budget, contracts and requisitions.

    3. Coordination of Servicewide and Specialty Program activities and initiatives, resources, and system security.

    4. Specialty Program Quality initiatives.

  4. The following offices report to the Chief, Specialty Programs Support:

    • Manager, Quality Measures and Analysis

    • Manager, Resource Coordination and Management

    • Manager, Finance Analysis and Planning

1.1.16.7.4.1  (03-24-2014)
Quality Measures and Analysis

  1. The mission of Quality Measures and Analysis (QMA) is to support the Specialty Program Quality initiatives by collecting data, measuring examination quality and assessing the long term trends of system performance, in keeping with the balanced measures.

  2. To accomplish this mission, QMA reviewers:

    1. Determine the quality of examinations by applying embedded quality attributes to a statistical sample of closed examinations.

    2. Provide analytical reports that depict the overall quality of examinations.

    3. Work in collaboration with the Programs to identify quality improvement opportunities, to provide support for improvement actions, and to share best practices.

1.1.16.7.4.2  (03-24-2014)
Resource Coordination and Management

  1. The mission of Resource Coordination and Management is to provide coordination for Servicewide and Specialty Program activities and initiatives, monitor resources, and system security.

  2. Responsible for coordinating and managing:

    1. Corporate and adhoc hiring.

    2. Real Estate and Facilities Management / Space needs.

    3. Training.

    4. Other Servicewide initiatives.

    5. Compliance Initiative Projects.

    6. Oversight of Specialty Program Quality.

    7. Coordination between QMA and Programs.

    8. TIGTA and GAO inquiries.

  3. System Administration

    1. ExFIRS System security.

    2. AIMS / ERCS Support.

    3. IDRS functional security and support.

    4. EQRS and NQRS System Administration.

1.1.16.7.4.3  (03-24-2014)
Finance Analysis and Planning

  1. The mission of Finance Analysis and Planning is to manage Specialty Program planning, reporting, finance, and provide performance analysis.

  2. Responsible for developing and monitoring:

    • Business and strategic plans.

    • Program performance and accomplishments.

    • Program budgets.

    • Program travel.

    • Program resources.

  3. Other responsibilities include:

    • Fleet management.

    • Contract coordination.

    • Managing requisitions.

1.1.16.8  (03-24-2014)
Human Capital Office

  1. The mission of the Human Capital Office is to:

    1. Develop and oversee an integrated human resources strategy for SB/SE that efficiently delivers the overall mission of SB/SE.

    2. Foster an environment that seeks to develop a professionally trained and customer-focused workforce, and to improve employee satisfaction.

    3. Oversee organizational change policy and information management activities.

    4. Develop and administer workplace facility management strategies.

  2. The Director, Human Capital Office, reports to the Commissioner, SB/SE Division.

  3. To accomplish this mission, Human Capital Office:

    1. Oversees the development and implementation of human resource policies, guidelines and procedures for the SB/SE Division.

    2. Manages the hiring plans and recruiting programs for SB/SE.

    3. Develops workforce transition strategies to reshape the organization to more efficiently deliver the mission of SB/SE.

    4. Collaborates with SB/SE operating units to develop and deliver a division-wide integrated training plan.

    5. Oversees the establishment and maintenance of effective relationships with key internal and external stakeholders.

    6. Coordinates organizational change policy and information management activities.

    7. Develops and implements workplace facility management strategies.

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

    • Director, Human Resources Office

    • Director, Operations Support Office

    • Director, Learning & Education Office

    • Director, Staffing & Space Management Office

    • Director, Leadership Development Office

1.1.16.8.1  (03-24-2014)
Human Resources Office

  1. The mission of the Human Resources Office (HRO) is to provide strategic labor and employee relations advice and guidance to SB/SE leadership as well as strategic guidance on significant performance management issues. HRO helps formulate and implement divisional policies relating to employee engagement matters.

  2. The Human Resources Office also advises and advocates on behalf of SB/SE regarding planning or implementing organizational change/restructure, position management and classification, job abolishment, and strategies for mitigation of impact. HRO provides advice and liaison for a variety of areas, including: employment, staffing, pay, information systems, employee suggestion, telework, and other related human resources issues.

  3. The Director, Human Resources Office reports directly to the SB/SE Director, Human Capital Office.

  4. To accomplish this mission, the Director Human Resources Office:

    1. Develops mitigation strategies for the placement of impacted employees. Strives to limit adverse actions due to organizational changes

    2. Develops position management and organizational guidelines to facilitate the development and implementation of organizational changes.

    3. Analyzes and monitors the SB/SE Span of Control and analyst Authorized Staffing Plan.

    4. Implements reorganization including labor relations issues, realignment of employees, establishment of organizational codes and overseeing required changes to the applicable Human Resources Systems.

    5. Provides position management advisory services in the development of organizational changes.

    6. Develops, implements and monitors an Exit and Entrance Survey Program.

1.1.16.8.2  (03-24-2014)
Operations Support Office

  1. The mission of the Operations Support Office is to provide SB/SE Operating Units with strategic and effective guidance and assistance in a wide range of administrative services.

  2. The Director, Operations Support Office reports directly to the SB/SE Director, Human Capital Office.

  3. To accomplish this mission, Operations Support partners with the SB/SE Division Operating Units enabling them to achieve their business goals and objectives within the following programs:

    1. Heath, Safety, and Security.

    2. Records Management.

    3. Internal Management Documents (IRMs, Policy Statements, and Delegation Orders).

    4. Publishing Services Assistance – internal Forms, Letters, Notices, IDRS Correspondence etc.

    5. e-Trak.

    6. UNAX and Mandatory Briefing Certifications.

    7. Service Level Agreement – SB/SE & TAS.

    8. Emergency Preparedness and Continuity Planning.

    9. Pocket Commissions.

1.1.16.8.3  (03-24-2014)
Learning & Education Office

  1. The mission of the Learning and Education Office is to establish an integrated learning-program that addresses the strategic, business, and cultural needs of SB/SE and the IRS.

  2. The Director of Learning and Education reports directly to the SB/SE Director, Human Capital Office.

  3. To accomplish this mission, Learning and Education:

    1. Coordinates with SB/SE leadership and other key constituents to ensure learning supports organizational performance.

    2. Partners with other SB/SE Human Capital components to ensure learning requirements are part of recruiting, retention, succession planning, and workplace initiatives.

    3. Proposes, develops, and executes a centralized SB/SE Training Plan and Budget.

    4. Collaborates with the Human Capital Office and other Operating Divisions and Business Units to design and develop integrated training solutions for cross-functional programs.

    5. Implements training efforts to ensure that courses and curriculum provide learning that is targeted to individual expertise and workload and is delivered when and where needed.

    6. Develops innovative technology-based approaches to learning for employees and managers in SB/SE.

  4. The following managers report directly to the Director, Learning and Education:

    • Manager, Examination/Specialty

    • Manager, Collection/Enterprise Collection Strategy

    • Manager, Compliance Services

    • Manager, Headquarters/Fraud & BSA

    • Manager, Technology Enabled Learning (TEL)

1.1.16.8.4  (03-24-2014)
Staffing & Space Management Office

  1. The mission of the Staffing and Space Management Office (SSMO) is to lead and manage an integrated, cross-functional staffing and space program in support of the SB/SE business functions. Our overall responsibility is to analyze, plan and execute staffing and space strategies in support of the SB/SE organizational goals.

  2. The Director of SSMO reports directly to the SB/SE Director, Human Capital Office.

  3. To accomplish this mission, SSMO:

    1. Develops and implements staffing and space requirements and on-boarding activities for the SB/SE Mission Critical Occupations (Revenue Agents, Revenue Officers, Tax Compliance Officers), Ad Hoc Hiring and Veteran hiring.

    2. Administers and executes Internship Programs such as the Pathways Program and the Wounded Warrior Program for SB/SE.

    3. Manages Recruitment, Retention and Relocation Programs with SB/SE Functions and the Service wide Human Capital Office.

    4. Realizes space efficiencies through the management of workspace concepts, POD closures, and Home As POD (HaP) program.

    5. Administers Customer Funded Projects (CFP) and non-ADP property such as furniture, workspace concepts and facility needs.

1.1.16.8.5  (03-24-2014)
Leadership Development Office

  1. The mission of the Leadership Development Office (LDO) is to advocate and support aspiring leaders, current managers and Administrative Professionals in SB/SE.

  2. The Director of LDO reports directly to the Director, Human Capital Office SB/SE.

  3. To accomplish this mission, the Leadership Development Office partners with SB/SE Operating Units, IRS HCO and other Business Units to:

    1. Manage and market all aspects of the Leadership Readiness Programs for Frontline, Department and Senior Managers.

    2. Manage and market all aspects of the Cross-Functional Leadership Training programs for current managers.

    3. Provide coaching programs for current managers in collaboration with the IRS Human Capital Office.

    4. Provide workshops on the development of Career Learning Plans for any audience.

    5. Manage and market all aspects of the Leadership Succession Review Program for aspiring leaders and current managers interested in advancing.

    6. Provide tools, resources and training opportunities geared to Administrative Professionals in SB/SE.

1.1.16.9  (03-24-2014)
Finance, Research and Strategy

  1. Finance, Research and Strategy (FR&S) is comprised of the following offices:

    1. Research

    2. Finance

  2. The Director, Finance, Research and Strategy, reports to the Commissioner, SB/SE Division.

  3. The following managers report to the Director, Finance, Research & Strategy:

    • Chief, Research Sites (6) plus one Technical Advisor

    • Finance Territory Managers (4), Project Manager & Financial Consultant

1.1.16.9.1  (03-24-2014)
Research

  1. The mission of Research is to:

    1. Support SB/SE’s Examination, Field Collection, Enterprise Collection Strategy, Specialty Programs, Campus Compliance Services, office of Communications, Outreach, Systems and Solutions (COSS), and Fraud/BSA by evaluating and measuring the impact of products and services through internal and external research, program evaluation, and analysis of client feedback.

    2. Use disciplined research techniques to identify SB/SE taxpayer compliance issues, impacts, and trends.

    3. Assess, research, and measure client needs and trends (economic and demographic), and issues that impact the SB/SE organization.

    4. Provide strategic support to SB/SE leadership by identifying the needs and compliance trends of SB/SE taxpayers via risk assessments, environmental scans, analysis of filing, payment, and reporting behaviors, and market based research.

    To accomplish the mission the Research Function:

    1. Identifies and analyzes risk and emerging trends affecting SB/SE. Analyzes trends and demographics in filing, payment, and reporting patterns by clients to support strategic planning.

    2. Identifies client workload issues, selection criteria and selection methodology.

    3. Performs studies and analyses using established, recognized research techniques and provides results, findings, and recommendations to SB/SE leadership for consideration and implementation.

    4. Provides the fundamental, forward-looking understanding of the SB/SE customer behavior and needs via market based research to help decision-makers address client issues effectively.

    5. Formulates short-range and long-range program policies, strategies, and objectives for compliance and customer research.

    6. Measures the impact of products and services through internal and external research, program evaluation, and analysis of customer feedback.

    7. Coordinates with IRS Headquarters Research for implementation and delivery of systems infrastructure (e.g., Corporate Databases).

    8. Develops processes to gather clients and employees input about changing needs for IRS products and services.

    9. Coordinates with other Operating Division Research functions on cross-divisional issues.

1.1.16.9.2  (03-24-2014)
Finance

  1. The mission of Finance is to:

    1. Provide a foundation for the success of SB/SE through the integration of strategic and financial management.

    2. Document the strategic direction of our programs their related costs and their performance results.

    3. Effectively plan for, distribute and execute SB/SE financial resources to support the goals and targets of the programs.

    To accomplish the mission, the Finance function:

    1. Provides overall oversight and management of SB/SE’s strategic planning process and resources (dollars and FTEs (full-time equivalents).

    2. Provides relevant, quality and timely data and services to facilitate management decisions.

    3. Balances the needs of SB/SE with Division-wide needs.

    4. Balances burden with benefits.

    5. Brings discipline to our business processes.

1.1.16.10  (03-24-2014)
Communications, Outreach, Systems & Solutions

  1. The mission of the new Communications, Outreach, Systems and Solutions (COSS) Organization is to assist our customers by delivering products, services and solutions in cost effective ways in the achievement of organizational goals.

  2. We will realize our mission by setting the highest standards in service excellence and exceeding expectations by taking the extra step in each and every customer interaction.

  3. The COSS organization is comprised of the following offices:

    1. Business Systems Planning (BSP),

    2. Business Re-engineering (BRE),

    3. Communications and Stakeholder Outreach (CSO),

    4. Data Strategy Implementation (DSI),

    5. Information Reporting Document Matching (IRDM).

  4. The mutual efforts of COSS, covers a wide variety of support services that affect a broad range of business priorities both directly and indirectly.

  5. The Director, COSS reports to the Commissioner, SB/SE Division.

1.1.16.10.1  (03-24-2014)
Business Systems Planning

  1. The Business Systems Planning (BSP) organization leads and supports SB/SE organizational efforts to improve processes, increase productivity, and improve overall business performance through the use of technology and efficiency enabling tools.

  2. The Director, Business Systems Planning, reports to the Director, Communications, Outreach, Systems and Solutions.

  3. The organization supports SB/SE organizational goals by:

    • Leading the development of technological solutions for current and future business requirements;

    • Providing outstanding customer service to the SB/SE workforce in the areas of information technology and security;

    • Advising on the application of technology to SB/SE business processes;

    • Instilling the project management, Enterprise Life Cycle, and Modernization Vision & Strategy (MV&S) disciplines within the operating division;

    • Keeping abreast of emerging technology issues;

    • Leading the development of enhanced data and computer security processes and controls, and ensures compliance with FISMA;

    • Leading the SB/SE-wide Investment Management Strategy.

1.1.16.10.2  (03-24-2014)
Business Re-Engineering

  1. The Business Re-Engineering organization provides the deployment and monitoring of project plans and execution that includes database optimization, interface and data conversion for audit, control, security and risk tolerance.

  2. The organization drives technology improvement in business practices, defines proposed projects and prepares business cases ensuring SB/SE reengineering efforts are coordinated in partnership with all affected components of the Service.

  3. The organization defines and manages projects to reengineer complex business operations.

  4. The Director, Business Re-Engineering, reports to the Director, Communications, Outreach, Systems and Solutions.

1.1.16.10.3  (03-24-2014)
Communications and Stakeholder Outreach

  1. The mission of Communications and Stakeholder Outreach (CSO) is to develop and deliver integrated strategic communications and educational products to SB/SE employees and taxpayers and to our key SB/SE partners in tax administration including federal, state and local government agencies, practitioners, and industry groups.

  2. Communications and Stakeholder Outreach is also responsible for programs and activities in support of both the SB/SE and the IRS Strategic Plans including the Issue Management Resolution System, the Disaster Assistance Program, and coordination of SB/SE’s responses to GAO and TIGTA audits.

  3. The Director of CSO reports to the Director, Communications, Outreach, Systems and Solutions.

  4. To achieve the mission, the Director, CSO:

    1. Works with the SB/SE operating units to develop and implement internal and external integrated strategic communications plans to address on-going and emerging issues.

    2. Identifies priority stakeholder segments and appropriate avenues for engagement with these stakeholders within industry/business groups and the payroll/practitioner community.

    3. Ensures appropriate communication links exist across SB/SE operating units.

    4. Partners with federal, state, and local governments to leverage resources in support of both the IRS and SB/SE strategic plans.

    5. Coordinates most General Accountability Office (GAO) and Treasury Inspector General for Tax Administration (TIGTA) activities for SB/SE.

    6. Provides program management and oversight for the National Disaster Relief program.

    7. Establishes and maintains the SB/SE Intranet as well as Small Business portions of IRS.gov.

  5. The following managers report to the Director, CSO:

    1. Director, Stakeholder Liaison Field (SLF)

    2. Director, CSO Headquarters Operations (CSOHQO)

    3. Director, Communications

1.1.16.10.3.1  (03-24-2014)
Stakeholder Liaison Field

  1. The mission of Stakeholder Liaison Field (SLF) is to:

    • Deliver integrated strategic communications and educational products to SB/SE employees and taxpayers, leveraging technological advances to enhance message delivery and to optimize CSO resources.

    • Engage and partner with key stakeholders in tax administration such as practitioner associations, industry groups, and when directed by Government Liaison, state and local governments to improve tax administration and voluntary compliance.

    • Utilize research findings to identify emerging customer markets and issues; anticipate and address their tax administration issues.

    • Support IRS efforts to partner with key stakeholders to provide disaster assistance and post-disaster support to taxpayers in impacted areas.

    • Support IRS efforts to identify and address stakeholder issues through the Issue Management Resolution System (IMRS) program.

  2. Director, SLF reports to the Director, Communications & Stakeholder Outreach (CSO).

  3. To accomplish the mission, the Director, SLF and staff:

    1. Provide input and feedback to SLHQ and Communications about designing and developing products and services for field level delivery based upon strategic priorities and initiatives.

    2. Lead strategies for the field that include improving filing, paying and reporting compliance; increasing electronic interactions; reducing burden through non-enforcement and non-traditional techniques; and promoting ethical practices by tax professionals.

    3. Formulate strategies and objectives to inform and educate practitioners, at the field level, by providing information about the policies, practices, and procedures the IRS uses to ensure compliance with the tax laws.

    4. Formulate strategies and objectives to inform and educate key industry stakeholders, at the field level, by providing information about the policies, practices, and procedures to ensure compliance with the tax laws

    5. Partner with other components of CSO, Compliance, and other IRS functions or operating divisions, to strategically identify and implement activities that leverage resources for field delivery of corporate messages in a consistent manner.

    6. Facilitate issuance of guidance immediately after a disaster occurs.

    7. Ensure interaction with practitioner and industry organizations includes leveraged delivery of outreach material.

  4. Eleven Area Managers report to Director, SLF. The Supervisory Stakeholder Liaison (Northern California) manager reports to the Western Stakeholder Liaison Area Manager.

1.1.16.10.3.1.1  (03-24-2014)
Stakeholder Liaison Field Area Offices (11)

  1. The Mission of the Stakeholder Liaison Field Area Offices is to conduct a broad range of Stakeholder Liaison (SL) activities at the area level. The Area Manager is responsible for leading efforts based upon CSO strategic priorities and initiatives to improve filing, payment, and reporting compliance through non-enforcement, non-traditional techniques. There are 11 Area Managers located throughout the United States.

  2. Area managers report to the Director, SLF.

  3. To accomplish the mission, each Area Manager and staff:

    1. Engage and collaborate with practitioners and key stakeholders to deliver corporate messages about IRS policies, practices, procedures, and emerging compliance trends/issues.

    2. Manage and deliver outreach messages, campaigns, and products related to improving voluntary compliance; based upon strategic priorities and initiatives.

    3. Coordinate and conduct seminars and outreach sessions, both virtual and face to face, to meet customer needs.

    4. Manage and maintain relationships with stakeholders at the area level in order to deliver taxpayer information to identify, research, and monitor stakeholder issues and provide feedback to practitioners and key stakeholder organizations by using the IMRS.

    5. Partner with stakeholders to further improve voluntary compliance and reduce service demand by promoting the use of internet self-help options.

    6. Provide guidance and support to taxpayers affected by disasters; may act as state coordinators for disaster assistance activities.

    7. Continue delivery of outreach to emerging small business market segments that are traditionally underserved, including taxpayers with Limited English Proficiency.

1.1.16.10.3.2  (03-24-2014)
CSO Headquarters Operations

  1. The mission of CSO Headquarters Operations is to engage the national payroll and practitioner community and stakeholder organizations to provide information about IRS policies, practices, and procedures to ensure compliance with the tax laws, both by voluntary means and through enforcement programs. The Operation also oversees IRS involvement in disaster assistance and emergency relief activities.

  2. The Director, CSO HQO reports to the Director, Communications & Stakeholder Outreach (CSO).

  3. To accomplish this mission, the Director, CSO HQO and staff:

    1. Partner with the Director, SLF to provide unified and coordinated guidance for liaison efforts fort SB/SE stakeholders.

    2. Partner with the Director, CSO Communications to ensure the consistent delivery of messages to all stakeholders.

    3. Collaborate with the Compliance functions, the Office of Professional Responsibility, the National Public Liaison, the National Taxpayer Advocate and other operating divisions to jointly identify and agree on stakeholder engagement activities.

    4. Identify priority stakeholder segments and appropriate avenues for engagement with these stakeholders within industry/business groups and the payroll and practitioner community.

    5. Provide national guidance for the Disaster Assistance program.

    6. Ensure the delivery of key messages, including those in support of strategic compliance initiatives, to SB/SE stakeholders.

    7. Ensure the resolution of issues raised by payroll representatives, practitioners, stakeholders, and other special interest participants during liaison activities.

  4. The following managers report to the Director, CSO HQO:

    • Chief, Stakeholder Liaison Headquarters

    • Chief, CSO Support and Disaster Assistance

    • Chief, Audit Liaisons & Issue Management Resolution System (IMRS)

1.1.16.10.3.2.1  (03-24-2014)
Stakeholder Liaison Headquarters

  1. The mission of Stakeholder Liaison Headquarters is to establish and maintain mutually beneficial relationships with payroll and industry stakeholders and the practitioner community to provide information about the policies, practices and procedures the IRS uses to ensure compliance with the tax laws; and to engage the payroll, and industry stakeholders and the practitioner community through regular liaison activities.

  2. The Chief, Stakeholder Liaison Headquarters reports to the Director, CSO HQO.

  3. To accomplish the mission, the Chief, Stakeholder Liaison Headquarters and staff:

    1. Are responsible for the Small Business Regulatory Enforcement Fairness Act (SBREFA) program for the IRS. SBREFA ensures that Federal regulatory agencies consider the impact of their regulations on small businesses and in certain cases provides relief to them.

    2. Provide national outreach through the National Small Business Forums, Reporting Agent Forums and National Practitioner Forums to exchange ideas, gather information about emerging stakeholder issues, manage relationships and deliver key messages.

    3. Colloborate with the Internal Revenue Service Advisory Council (IRSAC). The IRSAC’s primary purpose is to provide an organized public forum for senior IRS executives and representatives of the public to discuss relevant tax administration issues.

    4. Maintain relationship with the Information Reporting Program Advisory Committee (IRPAC). The IRPAC advises the IRS on information reporting issues of mutual concern to the private sector and the federal government

    5. Hosts and coordinates the issue solicitation process with the Taxpayer Advocacy Panel (TAP). TAP is an external advisory group created by the Taxpayer Advocate Service.

    6. Develop, maintain, and enhance long-term business relationships with the tax professional community and identify priority segments of the stakeholder community who can provide broad distribution channels to reach all small businesses.

    7. Deliver key messages to stakeholder groups based primarily on compliance driven priorities and facilitate discussions to increase understanding of tax administration.

    8. Utilize leveraged web approaches and supplemental channels, such as Headliners, to reach a broader audience

    9. Solicit issues affecting voluntary compliance and taxpayer burden and work with appropriate functions to facilitate resolution.

    10. Collaborate with the Office of Professional Responsibility, the National Public Liaison, and the National Taxpayer Advocate to coordinate program activities, ensure consistent messages, and resolve issues

    11. Partner with Compliance functions, Senior Advisor, of Taxpayer Burden Reduction, and Electronic Tax Administration to jointly identify and agree on practitioner engagement activities.

    12. Contribute to payroll and practitioner newsletters, magazines, and websites by creating articles on a myriad of IRS topics.

    13. Partner with CSO Communications to develop effective products for liaison activities.

    14. Provide tool kits to develop and maintain relationships with non-practitioner stakeholders.

    15. Provide support and represent SB/SE on teams for servicewide initiatives, i.e. Return Preparer Implementation and Affordable Care Act (ACA).

  4. No managers report to the Chief, Stakeholder Liaison Headquarters.

1.1.16.10.3.2.2  (03-24-2014)
CSO Support and Disaster Assistance

  1. This mission of CSO Support and Disaster Assistance is to serve as the support function for the entire COSS organization.

  2. The Chief, CSO Support and Disaster Assistance reports to the Director, CSO HQO.

  3. To accomplish the mission, the Chief, CSO Support and Disaster Assistance and staff:

    1. Manage the Servicewide Disaster Assistance Program, which collaborates with all SB/SE functions and other Operating Divisions (ODs) to provide guidance and policies relative to disaster assistance.

    2. Disseminates disaster assistance messages to the appropriate audiences.

    3. Serve as the operational link support point for all SB/SE Communications and Stakeholder Outreach (CSO) components.

    4. Coordinate strategic planning, tracking and reporting in conjunction with SB/SE priorities.

    5. Establish overall CSO cross-functional initiatives in coordination with SB/SE compliance priorities.

    6. Coordinate the development and update of the CSO IRMs.

    7. Provide centralized oversight and support program coordination. (example: staffing, SROC coordination, training, mandatory briefings, WRMS, etc.).

    8. Oversee SB/SE legislative proposals sent through Commissioner, SB/SE and Legislative Affairs for consideration in the Treasury Reports from the Electronic Legislative Analysis, Tracking, and Implementation System (E-LATIS) and the Joint Audit Management Enterprise System (JAMES).

    9. Coordinate the identification and resolution of issues that impact SB/SE stakeholders through the Issue Management Resolution System (IMRS).

    10. Coordinate CSO Information Technology (IT) needs for consideration and discussion with Business Systems Planning (BSP).

1.1.16.10.3.2.3  (03-24-2014)
Audit Liaisons & Issue Management Resolution Systems (IMRS)

  1. The mission Audit Liaisons & Issue Management Resolution System (IMRS) is to establish and maintain relationships with and provide services and support activities to our internal and external stakeholders; serve as the operational liaison between Government Accountability Office (GAO), Treasury Inspector General for Tax Administration (TIGTA), Legislative Affairs (LA), SB/SE CSO, SB/SE Business Units and other Business Operation Divisions (BOD) to ensure compliance with tax law and oversight directives.

  2. The Chief, Audit Liaisons & Issue Management Resolution System (IMRS) reports to the Director, CSO HQO.

  3. To accomplish this mission, The Chief, Audit Liaisons & Issue Management Resolution System (IMRS) and staff:

    1. Manage all aspects of the SB/SE GAO/TIGTA audit inventory and oversight processes through coordinated efforts with SB/SE operating units, other IRS BODs, Chief Counsel, and Taxpayer Advocate Service.

    2. Serve as the primary contact for open audits in SB/SE.

    3. Manage the SB/SE inventory of GAO/TIGTA research, planning projects, and open audits.

    4. Coordinate audit work with pertinent functions within and outside SB/SE.

    5. Monitor the implementation of corrective actions in response to GAO and TIGTA recommendations.

    6. Coordinate the implementation of all new legislation that affects SB/SE by ensuring all legislative provisions are assigned and specific actions developed to execute new tax law.

    7. Update and monitor the Electronic Legislative Analysis, Tracking and Implementation System (E-LATIS) for timely completion of SB/SE legislative provisions and action items.

    8. Assist in requests for researching pending and current legislation.

    9. Assist the SB/SE Commissioner’s staff with the solicitation, preparation, and submission of SB/SE legislative proposals and requests for published guidance.

    10. Provides stakeholders and practitioners with a system (IMRS) for elevating concerns about IRS policies, practices and procedures and provide opportunities for exchanges of information between representatives of stakeholder and practitioner organizations and the appropriate IRS representatives.

    11. Refer stakeholder-identified issues that require explanation, evaluation, or changes to the responsible IRS function or business operating division and to recommend program and/or procedural changes to appropriate business owners.

    12. Share issue resolutions or responses with internal and external stakeholders (nationally and locally) and ask that they share these with other members of their organizations.

    13. Identify trends in filing and paying taxes that may require educational programs, outreach to stakeholders and practitioners or updates to IRS.gov.

1.1.16.10.3.3  (03-24-2014)
Communications

  1. This mission of Communications is to help the SB/SE Business Operating Division fulfill the strategic plan and the mission of the IRS. The role of SB/SE Communications is to meet its business objectives through expert communication planning and support for all SB/SE functions and support and delivery of servicewide IRS initiatives. In consultation with the business owners, SB/SE Communications designs, develops, and implements communication strategies and plans and delivers communications for internal and external stakeholders.

  2. The Director, Communications reports to the Director, CSO.

  3. To accomplish the mission, the Director, Communications and staff:

    1. Consult with SB/SE functions to develop and implement integrated strategic communication plans that encompass ongoing and emerging issues.

    2. Provide communication planning and support to the SB/SE functions.

    3. Work with SB/SE business owners to enhance program understanding and taxpayer compliance.

    4. Identify objectives, key messages, and appropriate communication products and delivery channels that leverage relationships with stakeholder groups to deliver SB/SE and IRS messages.

    5. Establish and maintain effective collaborative relationships with key internal and external stakeholders.

    6. Support marketing efforts to the practitioner and small business communities by implementing communication plans.

    7. Ensure appropriate communication linkages exist across SB/SE operating units and with other IRS business operating divisions and functions.

    8. Support servicewide realignment issues, as applicable.

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

    • Chief, Planning & Support Branch 1

    • Chief, Planning & Support Branch 2

    • Chief, Web Communications Branch

  5. Two branches have an embedded subgroup with a front-line manager:

    • The Product Development Group is in Planning & Support Branch 1

    • The Visual Communications Group is in the Web Communications Branch

1.1.16.10.3.3.1  (03-24-2014)
Planning and Support Branches 1 and 2

  1. The role of the SB/SE Planning and Support Branches is to develop and manage communications for targeted SB/SE employee audiences and to collaborate with others in delivering key messages to internal and external audiences. Internal audiences may include all IRS employees and subsets such as SB/SE employees, SB/SE managers, etc. External audiences may include the public and subsets such as tax professionals, small businesses, stakeholder groups, etc.

  2. The Chiefs, Planning and Support Branches 1 and 2 report to the Director, Communications.

  3. The Chiefs, Planning and Support Branches 1 and 2 and staff:

    1. Consult with SB/SE business owners to plan strategic communications for SB/SE initiatives.

    2. Develop and deliver strategic and/or tactical communication plans.

    3. Support SB/SE functions by developing and delivering communications for targeted internal and external audiences, as appropriate.

    4. Identify key messages and deliver them via appropriate communication products and delivery channels, with a focus on electronic channels.

    5. Collaborate with the Web Communications branch and other IRS Communications’ functions to reach targeted internal and external group.

    6. Establish and maintain effective relationships with key internal and external stakeholders.

    7. Support marketing efforts to the practitioner and small business communities by implementing communication plans.

    8. Support communications with external stakeholder groups by developing educational products and programs that support outreach.

    9. Meet SB/SE executives’ communication needs through messaging development and distribution.

  4. One Product Development Group Manager reports to the Chief, Planning and Support Branch 1.

1.1.16.10.3.3.2  (03-24-2014)
Web Communications

  1. The Web Communications Branch Chief and staff are responsible for the SB/SE intranet, MySB/SE infrastructures and operating environments, and the SB/SE content portions of IRS.gov.

  2. The Chief, Web Communications reports to the Director, Communications.

  3. The Chief, Web Communications and staff:

    1. Work closely with Communications analysts and SB/SE content contributors/editors to provide guidance in the development of their content.

    2. Post updates to existing Web pages, and create new web content as appropriate on IRS.gov (contributors/editors post their own content on intranet).

    3. Develop templates that contributors/editors can use to update their own intranet content.

    4. Publish educational content in the form of news, guidance, procedures, and calendars; uses other communication vehicles including webinars, podcasts, and audio files on both IRS.gov and MySB/SE.

    5. Create, maintain, and develop Web applications (assumes ITS continues to provide the tools).

    6. Represent SB/SE and serve as the liaison with the other operating divisions on web issues and web content that have cross organizational implications.

    7. Maintain an organized inventory of web submissions that employees use to achieve the business goals of SB/SE and IRS.

    8. Ensure that SB/SE content on IRS.gov and MySB/SE is in compliance with the requirement to be reviewed and updated annually, at a minimum.

    9. Provide guidance on the conversion of content to meet the requirements of Section 508 accessibility laws.

1.1.16.10.4  (03-24-2014)
Data Strategy Implementation

  1. The Data Strategy Implementation (DSI) organization represents the data needs of SB/SE that enable the business to consume data in the proper state.

  2. The organization coordinates with Information Technology Services representing business needs in development of new IT common services.

  3. DSI provides the Enterprise with a common repository of compliance data through the management of Integrated Production Model (IPM).

  4. The Director, Data Strategy Implementation, reports to the Director Communications, Outreach, Systems and Solutions.

1.1.16.10.5  (03-24-2014)
Information Reporting and Document Matching Program Office

  1. The Information Reporting and Document Matching (IRDM) Program Management Office (PMO) is responsible for the implementation of operational and system changes across the enterprise to maximize IRS capability for systematic analysis of expanded third party information reporting between information returns and business and individual tax returns. The Service will improve compliance programs and maximize voluntary compliance by developing and testing new educational and outreach methods, leveraging new technology and crafting innovative compliance treatments.

  2. The IRDM Program Office will improve compliance programs and maximize voluntary compliance by developing and testing new educational and outreach methods, leveraging new technology and crafting innovative compliance treatments.

  3. The Director, IRDM PMO, reports to the Director Communications, Outreach, Systems and Solutions.


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