1.1.17  Agency-Wide Shared Services (Cont. 1)

1.1.17.5 
Real Estate and Facilities Management (REFM)

1.1.17.5.1 
REFM Headquarters

1.1.17.5.1.2 
Deputy Director

1.1.17.5.1.2.3  (07-26-2010)
Project Management

  1. Project Management provides central oversight and guidance to support the execution and operations of the real estate projects and programs. The Project Management staff reviews, validates, and approves program requirements as follows:

    1. Business Unit requirements for all real estate projects.

    2. REFM requirements in support of AWSS initiatives covering projects for space reduction/relocation/renewal, furniture refreshment, alternate work space, etc.

    3. Handles program responsibilities for furniture acquisition, partner with IRS procurement, and monitor the National Chair Contracts.

    4. Handles program responsibility for Furniture Refreshment Strategy (FRS).

    5. Partners with IRS Procurement and GSA/Integrated Workplace Acquisition Center (formerly GSA/National Furniture Center).

  2. The staff, with other real estate entities in order to meet program goals:

    1. Coordinates project funding and operational division headquarters approval.

    2. Coordinates with Real Property Management on delegated leasing assignments.

    3. Handles program responsibilities for furniture acquisition, partner with IRS procurement, and monitors the National Chair Contracts.

    4. Handles program responsibility for Furniture Refreshment Strategy (FRS).

    5. Partners with IRS Procurement and GSA/Integrated Workplace Acquisition Center (formerly GSA/National Furniture Center).

  3. The staff, with other IRS Business Units in order to meet program goals:

    1. Reviews and coordinates facilities support on nationwide Information Technology (IT) projects through MITS.

    2. Provides program oversight to Taxpayer Assistance Centers (TAC) Strategy and TAC Model implementation within the Wage and Investment (W&I) TAC Priority sites.

  4. The staff, works with GSA and other agencies outside the IRS in order to meet real estate program goals.

  5. The staff, develops and tracks operational measures for real estate:

    1. Space reduction savings.

    2. Portfolio Projects costs.

    3. Project Execution Electronic Project Investment process (e-PIP).

    4. Customer Satisfaction with Space Projects.

  6. Project Management Program provides quality, timely, cost effective delivery, includes processes and procedures to support and measure successful delivery. the staff provides continual education to other IRS real estate entities:

    1. Develops training guidelines for real estate.

    2. Delivers training to REFM Field staff.

    3. Manages the Electronic Project Investment Process (e-PIP) program to support real estate.

    4. Develops procedures and guidelines to support e-PIP functionality.

    5. Recommends systemic changes and improvements for e-PIP.

1.1.17.5.1.2.4  (07-26-2010)
Finance

  1. Finance supports REFM by providing overall financial management including: budget formulation, planning, distributing, and executing REFM's financial resources to support the objectives of REFM's program. Also Finance provides support to the following:

    1. Established financial policies, procedures and controls for REFM in conjunction with overall AWSS and Service guidelines and procedures.

    2. Coordinates the formulation of the IRS rent budget including, but not limited to Office of Management and Budget (OMB) and Treasury space budget justification, tracking, adjustment, and reconciliation.

    3. Works with GSA to resolve rent discrepancies.

    4. Develops and coordinates the REFM budget submission and responds to inquiries from external stakeholders (i.e., Department of Treasury, OMB, GAO and Congress).

    5. Engages in business-planning activities for the REFM organization including developing business cases, determining funding priorities and preparing resource justifications.

    6. Manages the resource distribution process, including the development of a financial plan that supports the program priorities of the REFM organization.

    7. Reviews, approves, and coordinates the obligation of funds for payment on all IRS real estate transactions.

    8. Manages the financial resources for REFM including tracking resource usage against targets.

    9. Provides reports to the Territory Managers/Associate Directors to help them monitor and track their expenditures.

    10. Manages and maintains the rent management data base.

1.1.17.5.1.2.5  (07-26-2010)
Systems Management

  1. Systems Management provides business systems planning and support to REFM programs.

  2. The Systems Planning Staff:

    1. Develops and implements information technology strategies for REFM Servicewide to ensure Information Technology (IT) investments are consistent with REFM strategic plans.

    2. Assesses the feasibility of technology solutions to address gaps in business processes and assess impact on facilities, human resources and organization structure.

    3. Provides project management and IT consulting support on systems development projects and coordinates requirements between REFM business owners and service providers.

    4. Ensures REFM systems comply with Federal Information Security Management Act (FISMA) requirements and that REFM employees fulfill annual training requirements based on their system roles and responsibilities.

    5. Enables REFM to strategically manage IRS assets and provide REFM employees with the systems and tools to effectively perform their jobs.

    6. Implements Information Technology (IT) strategy and ensures IT investments are consistent with strategic plans.

    7. Coordinates REFM requirements with the Employee Resource Center (ERC) and provides program support to REFM Operations and Headquarters program managers on ERC use and product line information.

    8. Manages REFM systems: Computer Assisted Facilities Management (CAFM) Program; ePIP; Graphic Data Interface (GDI); Post of Duty (POD) Model; and Knowledge Incident/Problem Service Asset Management (KISAM).

    9. Coordinates with AWSS Business Systems Planning Office and MITS regarding: Uniform Work Requests; Spending Plans; and Employee Profiles.

1.1.17.5.1.2.6  (07-26-2010)
Management and Administration

  1. The Associate Director, Management and Administration is responsible for the implementation and integration of multiple REFM program areas:

    1. Performance Measures

    2. Communications Program

    3. Internal Controls

    4. Recruitment and Position Management

    5. Employee Suggestion Program

    6. Internal Management Distribution Program

    7. Learning and Education

  2. The Performance Measures Program:

    1. Collaborates with program managers to develop measures and data collection tools, collect data, track, review, analyze and set milestones in REFM program areas to meet business plan objectives.

    2. Reports on plan performance milestones through various products (e.g. Performance Measures Dashboard.)

    3. Develops REFM's performance measures for the organization to meet the strategic goals.

    4. Assist REFM to define and achieve: Long-term goals, improvement strategies, assessment, programmatic and organizational progress and results, and communication with stakeholders about REFM's performance.

  3. Internal Controls personnel:

    1. Serve as liaison with General Accountability Office (GAO) and Treasury Inspector General for Tax Administration (TIGTA) for IRS internal audits.

    2. Coordinate and control the Intake, Assignment and Response of REFM with IRS' external stakeholders (e.g., GAO and TIGTA) and internal stakeholders (e.g., IRS Leadership and CFO) on internal audits, GAO Matters for Consideration and other requests. This includes coordinating with appropriate national program manager or local operational manager to ensure points of contact are identified, requested information is provided, and corrective actions are completed timely.

    3. Update Joint Audit Management Enterprise System (JAMES) to reflect current status or closure of corrective actions.

  4. Communications Staff (includes web and SharePoint). The communications staff seeks to increase REFM communication efficiency, quality, responsiveness and innovation by:

    1. Demonstrating a commitment to improve internal and external communications.

    2. Delivering a clear and unified message.

    3. Promoting collaboration through active and open exchange of ideas and information using SharePoint technology.

    4. Ensuring customers are kept informed through the REFM website and have access to impacting information.

    5. Serving as the clearinghouse for internal REFM communications.

    6. Coordinating external reporting and recurring reports (e.g., AWSS Monthly Report).

    7. Developing standardized REFM Communications Policies and Guidelines in compliance with Treasury and IRS standards.

    8. Responding to, categorizing, tracking and tending questions e-mailed to "Ask REFM."

    9. Managing and developing content for the REFM website and SharePoint site.

    10. Serving as a centralized resource to enable the effective use of existing, new and evolving technology to facilitate relationships and communications.

  5. REFM Recruitment and Position Management personnel foster a customer-centric culture by centralizing the administrative activities of personnel management, recruiting, and performance Management, which are accomplished by:

    1. Completing personnel actions with the Human Capitol Office (HCO) guidelines while using the HR Connect System.

    2. Developing and managing administrative policy.

    3. Assisting with and educating offices on strategic recruitment and federal hiring authorities.

    4. Developing and maintaining position descriptions and other supporting hiring documents.

  6. Internal Management Distribution (IMD) program assigned staff: Coordinates with Internal Revenue Manual (IRM) authors to perform these functions:

    1. Updates REFM IRM in conformance with Strategic Planning and Directive Management processes.

    2. Reviews and initiates document clearance and manual transmittals for the review and publication of IRMs and all IMD products.

1.1.17.5.1.2.6.1  (07-26-2010)
Learning and Education

  1. Learning and Education (L&E) provides tools, training and incentives to develop existing talent to design, develop, plan and implement learning and education programs for the REFM employee community to be consistent with established Servicewide education policies and standards. These policies and standards are identified in IRM 6.410.1, Learning and Education Policy. They provide centralized organization to support AWSS professional development and training needs by:

    1. Performing curriculum and content design.

    2. Developing and revising all modes of design and development.

    3. Performing Strategic Plan development to meet business customer needs.

    4. Developing, managing and monitoring the training budget.

    5. Performing Training Plan Delivery Planning.

    6. Executing training for REFM, Physical Security and Emergency Preparedness (PSEP), and Employee Support Services (ESS).

    7. Monitoring and managing ELMS database.

  2. The L&E staff:

    1. Consults with REFM program and process owners and leadership to assess and fulfill current and future employee training needs.

    2. Designs and delivers current, transition and future training appropriate to the needs of the REFM employees.

    3. Coordinates, develops and executes the annual training plan for REFM organization.

    4. Consults and coordinates with other AWSS functions, IRS Business Units to assess and fulfill current and future cross-functional employee training needs.

1.1.17.5.1.2.7  (07-26-2010)
Logistics Management

  1. The mission of Logistics Management is to establish policy and provide oversight and technical support for multiple programs and services delivered to all IRS offices through Headquarters and Territory staff and through national contracts. The Logistics programs ensure that IRS employees across the nation are provided with the services, property and supplies that allow them to effectively perform their daily tasks effectively and safely. Programs within Logistics Management include:

    1. Copier Leasing

    2. Document Destruction

    3. Environmental, Safety and Health

    4. Mailroom Services

    5. Motor Vehicle Management

    6. Office Supplies

    7. Property Management

    8. Records and Information Management

    9. Warehouse and Transportation, Repair, and other Logistics Services

  2. Logistics provides support and direction to the field sites in the management of the following programs:

    1. Servicewide contract for Warehouse, Transportation, Repair and other Logistics services in IRS locations.

    2. National Copier Contract, which ensures a consistent level of service in all sites, including Alaska, Hawaii and Puerto Rico, which significantly reduces administrative costs.

  3. Headquarters Logistics staff administers the National Mail Services Contract and the National Postage Meter Contract through:

    1. Oversight of mail operations and guidance at all non-campus sites. Mail operations at Campus sites reside with Wage and Investment (W&I) (IRM 1.22.3.1)

    2. Delivery of contract support to over 60 IRS non-campus sites, promoting the use of mail in a manner that best fits our customers' needs, while minimizing costs.

1.1.17.5.1.2.7.1  (07-26-2010)
Environmental Safety and Health

  1. The IRS Environmental, Safety and Health (ESH) program provides notification and assistance with compliance to ESH federal, state and local regulations, Executive Orders, policies and procedures from IRS, the Department of Treasury, the Environmental Protection Agency (EPA), and the Office of the Environmental Executives (OFEE)

  2. The ESH Staff, provides subject matter expertise to the territories on the full range of ESH issues encountered in IRS workplaces.

  3. The ESH staff provides technical guidance and assistance fostering management support and employee involvement in:

    1. Conducting workplace ESH risk assessments.

    2. Conducting ESH compliance audits.

    3. Implementing Environmental Management Systems (EMS).

    4. Assisting in EMS internal and external audits.

    5. Providing general and targeted ESH awareness and training.

    6. Ensuring effective record keeping and reporting of injuries and illnesses to meet OSHA and Department of Treasury directives.

    7. Serving as liaison with OSHA, EPA, Department of Treasury, GSA and other government agencies and private industry on Occupational Safety and Health Environmental issues.

  4. The ESH staff provides technical support and assistance to senior Service executives, the designated Agency Safety and Health Official (DASHO), Bureau Environmental Management Officer (BEMO), IRS Business Units/Operating Divisions, and IRS/NTEU Labor Management Relations Committees.

  5. In addition to the technical support provided on ESH issues, ESH staff provides technical support and legal references to advise and assist the Headquarters office and field locations through the following:

    1. Controlling, transferring and disposition of personal property and related record keeping requirements, managing and maintaining the Servicewide inventory data base for non-IT assets.

    2. Defining employee responsibilities for properly using and effectively managing Government property (personal property and supplies) issued to them or administered within their jurisdiction.

    3. Administrating of Servicewide Office Supply Contract which ensures IRS contracted pricing and just-in-time desktop delivery of office supplies to each of our locations.

    4. Overseeing of the Servicewide Motor Vehicle Program including: performing needs assessments and validating requests for vehicles or for vehicle replacements; maintaining the IRS inventory of GSA Fleet vehicles; implementing policies regarding use of alternative fuels and alternative fuel vehicles; overseeing assignment of Treasury tags; providing assistance to the Business Units in acquiring new GSA vehicles; adopting GSA replacement standards and monitoring requests for replacement vehicles; developing maintenance, repair, and storage procedures for vehicles and related equipment, in compliance with GSA Regulations; and entering and validating IRS leased vehicle data in the GSA FAST system.

1.1.17.5.1.2.7.2  (07-26-2010)
Records and Information Management

  1. The IRS Records and Information Management (RIM) program staff oversees the implementation of 44 USC Chapter 31 and 36 CFR Subchapter B in the IRS. It develops and maintains Servicewide policy relating to records management, to ensure the proper protection, maintenance, storage and referral or disposal of agency, taxpayer and employee records.

  2. The Records and Information Management staff in Logistics Management:

    1. Develops and maintains Servicewide policy relating to records management to ensure the proper protection, maintenance, storage, and referral or disposal of agency, taxpayer and employee records.

    2. Acts as liaison with NARA, the Department of Treasury, other government agencies and private industry on all records management matters that impact the Service.

    3. Develops new records control schedules and reviews existing schedules based on any necessary changes consistent with procedures and legal requirement.

    4. Assists REFM field operations in administering the Records Management program.

    5. Participates in records reviews, program evaluations, special studies, task forces, etc., in Headquarters and field operations.

    6. Provides technical guidance and assistance in fostering the mission of the Records Management program.

    7. Transfers permanent records to NARA.

  3. The RIM staff provides oversight and support to the REFM Territories in the administration of the national document destruction contract, ensuring compliance with standards prescribed by PSEP timely delivers, and accuracy in payments for service.

1.1.17.5.1.2.8  (07-26-2010)
Operations

  1. The mission of the REFM Field Operations is to implement the policies established by Headquarters office through their day-to-day activities and provide services to IRS employees nationwide.

  2. The Operations staff:

    1. Provides review and oversight, plans, organizes, coordinates and directs a comprehensive facilities management program that includes space planning and design, building and maintenance management, safety, property management, mail management, records management, warehousing and supply program areas in conjunction with the other associate directors in HQ office.

    2. Works with appropriate committees and Business Unit representatives to identify customer needs, meet service demands, resolve customer problems, and implement service level agreements.

    3. Works with the Director and Deputy Director, REFM to develop and assign goals for branch managers, reviews and approves multi-year plans developed by the field branches and manages development and implementation of policy changes.

    4. Manages improvements in business processes and systems.

    5. Formulates, executes and monitors facilities management support funds in conjunction with the Director, REFM.

    6. Works with the GSA officials and other agencies to resolve REFM issues impacting service delivery.

    7. Coordinates workload demands among assigned field REFM branches to ensure equitable service delivery to customers.

    8. Conducts capacity requirement and workload analysis for field REFM branches in their areas.

    9. Ensures best-in-class services at an acceptable cost to all customer segments and a solid business approach for the REFM operations.

    10. Ensures timely execution of program activities, determining appropriate program emphasis to achieve goals, managing branch resources, ensuring proper application of IRS and government-wide policies and regulations and maintaining uniform standards.

    11. Ensures successful integration and communication between field REFM Branches and the Business Units for those areas assigned.

    12. Supervises and is responsible for the activities of Territory Managers.

  3. The 14 Territory Managers:

    1. Serve as principal advisor to executives and operating line managers, ensuring that all REFM requirements are fully met and integrated into the overall management of the organizations served.

    2. Establish REFM program objectives, ensure timely execution of program activities, determine appropriate program emphasis to achieve goals, manage branch resources, and ensure proper application of IRS and government-wide policies and regulations.

    3. Prepare short and long-range work plans, budgets, goals an objectives.

    4. Serve as local point of contact for all Business Units services by their area.

    5. Supervise and are responsible for the activities of sections dedicated to delivering assigned programs to customers. The employees are in three sections: Real Estate, Logistics and Building Delegations.

1.1.17.6  (07-26-2010)
Procurement

  1. The mission of the Office of Procurement is to deliver world class, customer-focused acquisition services to all components of the IRS organization.

  2. The Director, Office of Procurement reports to the Chief, Agency-Wide Shared Services, and represents the IRS in all procurement matters. The Director is responsible for planning, directing, coordinating and controlling the procurement program for the IRS.

  3. To accomplish the mission, the Procurement organization:

    1. Ensures all contractual commitments for equipment, supplies and services are made within the framework of federal and Departmental statutes and regulations, internal policy, and sound business judgment.

    2. Procures in a timely, ethical manner goods and services that meet the needs of the IRS, providing the best value to the government.

  4. The Procurement organization consists of the following offices:

    • Workforce Management and Support Services Team

    • Procurement Policy

    • Information Technology

    • Business Operations

    • Electronic Procurement

    • Office of Strategic Acquisition Initiatives

1.1.17.6.1  (07-26-2010)
Workforce Management & Support Services Team

  1. Workforce Management & Support Services Team (WM&SS) provides human capital support services that are broad in scope for the Office of Procurement. This encompasses a wide range of program responsibilities which include:

    • Budget Execution

    • Facilities Management

    • Human Resource Management

    • Workforce Planning

    • Labor Relations

  2. WM&SS goal is to make the employee’s work environment as comfortable as possible and to ease administrative burden on management by working with internal and external customers to develop, implement, and/or resolve issues relating to human capital management and support.

  3. WM&SS handles or serves as the liaison on all issues that affect our employees which are not of a procurement nature for the following programs:

    • eTravel for Government (GOVTrip)

    • Travel cards

    • Purchase cards

    • Telecommunication support (VMS)

    • Single Entry Time Reporting (SETR)

    • e-Performance program

    • Form 450 filings

    • Facilities support which include health, safety and security

    • Various personnel actions and pay related issues

    • Succession planning

    • Recruitment and retention management

    • Monetary and non-monetary awards programs

    • Procurement’s New Employee Orientation

1.1.17.6.2  (07-26-2010)
Procurement Policy

  1. The Office of Procurement Policy is responsible for ensuring the uniform interpretation and implementation of the federal procurement regulations, statutes, and directives by establishing and issuing uniform policies and procedures, providing quality reviews of contractual instruments and procurement operations and providing cost and price analysis on major acquisitions.

  2. The office is responsible for the following:

    • Office of Small Business and Reporting

    • Cost and Price Analysis Branch

    • Quality Assurance Branch

    • Policy and Procedures Branch

    • Treasury Acquisition Institute (TAI)

1.1.17.6.2.1  (07-26-2010)
Office of Small Business and Reporting

  1. The Office of Small Business and Reporting is responsible for ensuring that the IRS spends a proportionate share of its procurement dollars with small, HUBZone small, 8(a), small disadvantaged, women-owned small, veteran-owned small, and service disabled veteran-owned small businesses as required by Public Law 95-507.

  2. The office also is responsible for the issuing various procurement-related reports required by statute and federal/Department of the Treasury regulations.

  3. This office also provides management oversight of IRS submissions to the Federal Procurement Data System – Next Generation.

1.1.17.6.2.2  (07-26-2010)
Cost and Price Analysis Branch

  1. The Cost and Price Analysis Branch is an on-site resource, responsible for offering a variety of professional cost and pricing services to the IRS and Department of Treasury acquisition personnel for all phases of an acquisition, including business analysis of contractor’s pricing proposals, solicitation development, negotiation assistance, and financial capability determinations.

1.1.17.6.2.3  (07-26-2010)
Quality Assurance Branch

  1. The Quality Assurance Branch is responsible for performing quality reviews for a variety of acquisition vehicles in a timely manner. The Branch also provides timely and effective assistance to acquisition and program professionals within Treasury, IRS, and Government-wide.

1.1.17.6.2.4  (07-26-2010)
Policy and Procedures Branch

  1. The Policy and Procedures Branch is responsible for providing guidance and interpretation of federal procurement regulations, statutes and directives through the establishment and issuance of uniform Servicewide policies and procedures. 

  2. The Branch also manages delegation of procurement authority, measurement of procurement-influenced savings, restricted purchase listing, unauthorized commitment actions (ratifications), and e-government initiatives.

1.1.17.6.2.5  (07-26-2010)
Treasury Acquisition Institute

  1. The Treasury Acquisition Institute is responsible for delivering cost-effective training solutions, to ensure that all participating agencies and organizations receive the finest acquisition training, and to develop world class acquisition professionals.

1.1.17.6.3  (07-26-2010)
Office of Information Technology

  1. The Office of Information Technology is responsible for planning, negotiating, executing, and managing the procurement of Information Technology (IT) products and services in a timely manner. The Office provides technical and administrative support through out the acquisition life cycle, while adhering to all Federal Laws, Regulations, Directives and internal policies and procedures.

  2. The Office ensures that IT requirements are effectively acquired using a wide variety of contractual vehicles and managed within the guidelines, policies, and procedures prescribed by Federal laws and regulations. Using sound procurement practices with integrity and fairness, the Office of Information Technology strives to provide its customers with best-value solutions on time and within budget.

1.1.17.6.3.1  (07-26-2010)
Enterprise Networks and Tier System Support

  1. The Enterprise Networks and Tier Systems Support is responsible for the acquisition of local and wide-area network data communications products and services.

1.1.17.6.3.1.1  (07-26-2010)
Telecommunications Branch

  1. The Telecommunications Branch is responsible for the acquisition and administration of telecommunications requirements for voice-related IT and for local and area-wide network data communications products and services.

1.1.17.6.3.1.2  (07-26-2010)
Enterprise Systems Support Branch

  1. The Enterprise Systems Support Branch is responsible for the acquisition of the products and services required to support: IRS mainframe (Tier 1) systems; enterprise software, and the human resource management systems used by the Department of Treasury and other agencies

1.1.17.6.3.1.3  (07-26-2010)
Tier 2/3 Support Branch

  1. The Tier2/3 Support Branch is responsible for acquiring Tier2, Tier3, and tax processing products and services utilizing various contractual vehicles (i.e. formal contracts, simplified and commercial acquisitions, federal supply schedules, and Interagency Agreements.

1.1.17.6.3.2  (07-26-2010)
Information Technology (IT) Services and Prime Contract Support

  1. The Information Technology Services and Prime contract Support is responsible for the acquisition of services in support of the Services' IT requirements.

1.1.17.6.3.2.1  (07-26-2010)
TIPSS Program Branch

  1. The Information Processing Support Services (TIPSS) Program Branch is responsible for managing the TIPPS 3 contracts, including the issuance and administration of task orders and working with customers to provide assistance tailored to meet their individual procurement needs for IT services acquired under the TIPSS Contracts.

1.1.17.6.3.2.2  (07-26-2010)
Corporate Support Branch

  1. The Corporate Support Acquisitions Branch is responsible for acquisitions, planning, business and systems analysis, investment acquisitions and management, advise and guidance that support the Service's corporate level internal operations and activities.

1.1.17.6.3.2.3  (07-26-2010)
Modernization Acquisition Branch

  1. The Modernization acquisition Branch is responsible for the acquisition and administration of the IRS's IT investments that serve to modernize the IRS' systems, processes and business practices. The modernization Branch supports a variety of projects and programs including Customer Account Data Engine (CADE), Filing and Payment compliance (F&PC), Modernized E-File (Mod E-File), Integrated Financial Systems (MelS), Infrastructure Support Services (ISS), Program Management Office (PMO), Systems Integration Support Services (SISS)

1.1.17.6.3.2.4  (07-26-2010)
TIPSS-4 Acquisition Branch

  1. The Total Information Processing Support Services (TIPSS) 4 Acquisition Branch is responsible for the acquisition of IT related support services, i.e., applications development, systems integration, project management, cyber security and consultant services.

1.1.17.6.3.3  (07-26-2010)
Analysis and Improvement Team

  1. The Analysis and Improvement Team is responsible for providing day-to-day support and long-term process improvement for the Office of Information Technology Acquisition. Its primary responsibilities include:

    1. Administering quality assurance procedures.

    2. Conducting periodic reviews of contracts and simplified acquisitions.

    3. Ensuring appropriate workload distribution.

    4. Analyzing and updating existing policies and guidelines.

    5. Establishing continuous efforts to improve, enhance, and develop the organization.

1.1.17.6.4  (07-26-2010)
Office of Business Operations

  1. The Office of Business Operations is responsible for planning, negotiating, executing, and managing the procurement of non-information technology (IT) products and services in support of IRS nationwide. Products and services are obtained via formal contracts, simplified acquisitions, GSA/Federal Supply Schedules, and interagency agreements.

1.1.17.6.4.1  (07-26-2010)
Support Contracts Branch

  1. The Support Contracts Branch is responsible for providing acquisition/procurement support to IRS business units located in IRS Headquarters in the Washington Metropolitan area and nationwide.

1.1.17.6.4.2  (07-26-2010)
Building Operations Branch

  1. The Building Operations Branch is responsible for providing acquisition/procurement support to IRS business units located in IRS Headquarters in the Washington Metropolitan area and nationwide.

1.1.17.6.4.3  (07-26-2010)
Area Operations Branch – Western

  1. The Area Operations Branch - Western is located in San Francisco, CA.  This office is responsible for providing acquisition/procurement support to IRS business units located within the 13-state area of New Mexico, Colorado, Wyoming, Montana, Arizona, Utah, Idaho, Nevada, California, Oregon, Washington, Alaska, and Hawaii.  This office also supports the Fresno, CA and Ogden, UT campus facilities.

1.1.17.6.4.4  (07-26-2010)
Area Operations Branch – Southeast

  1. The Area Operations Branch - Southeast is located in Atlanta, GA. This office is responsible for providing acquisition/procurement support to IRS business units located within the 14-state area of Georgia, Florida, Alabama, Mississippi, Louisiana, Tennessee, South Carolina, North Carolina, Kentucky, Indiana, Virginia, West Virginia, Delaware, and Maryland. This office also supports the Atlanta, GA; Memphis, TN; and Covington, KY (Cincinnati) campus facilities.

1.1.17.6.4.5  (07-26-2010)
Area Operations Branch - Midstates

  1. The Area Operations Branch - Mid-states is located in Dallas, TX.  This office is responsible for providing acquisition/procurement support to IRS business units located within the 12-state area of Texas, Oklahoma, Arkansas, Kansas, Missouri, Iowa, Nebraska, North Dakota, South Dakota, Minnesota, Wisconsin, and Illinois.  This office also supports the Kansas City, MO, and Austin, TX campus facilities

1.1.17.6.4.6  (07-26-2010)
Area Operations Branch – Northeast

  1. The Area Operations Branch - Northeast is location in New York, NY. This office is responsible for providing acquisition/procurement support to IRS business units located within the 11-state area of Maine, Rhode Island, New Hampshire, Massachusetts, Connecticut, Vermont, New York, New Jersey, Michigan, Pennsylvania, and Ohio.

1.1.17.6.4.7  (07-26-2010)
Analysis and Improvement Team

  1. The Analysis and Improvement Team is responsible for providing day-to-day support and long-term process improvement for the Office of Business Operations. Its primary responsibilities include administering quality assurance procedures, conducting periodic reviews of contracts and simplified acquisitions, ensuring appropriate workload distribution, analyzing and updating existing policies and guidelines, and establishing continuous efforts to improve, enhance and develop the organization.

1.1.17.6.5  (07-26-2010)
Office of Electronic Procurement

  1. The Office of Electronic Procurement is responsible for developing, implementing and maintaining electronic information systems used by Procurement and other IRS offices

1.1.17.6.5.1  (07-26-2010)
Systems Operations Branch

  1. The Systems Operations Branch is responsible for managing system hardware/software and operating systems, databases, end users' have hardware the and software, and ensuring the network capabilities necessary to access these and other IRS systems are available.

1.1.17.6.5.2  (07-26-2010)
Electronic Commerce Branch

  1. The Electronic Commerce Branch is responsible for defining and developing the business requirements that allow the application of technology to Procurement's work processes and planning the implementation of electronic commerce to ensure a smooth transition to a web-enabled environment consistent with the Government to Business (G2B) initiatives of the President's Management Agenda. This branch also operates the webRTS/webIPS Help Desk and provides training on IRS’ electronic Procurement systems, and develops on-site computer based training modules.

1.1.17.6.5.3  (07-26-2010)
Development and Design Branch

  1. The Development and Design Branch is responsible for supporting system design and development functions necessary to maintain and enhance the Procurement System (webRTS/webIPS)and the associated interfaces.

1.1.17.6.6  (07-26-2010)
Office of Strategic Acquisition Initiatives

  1. The Office of Strategic Acquisition Initiatives (SAI) establishes programs tools and processes that motivate innovation, performance improvement and customer service throughout the Procurement organization. SAI manages a Customer Management Relationship Program, Procurement best practices, Performance Measures and Strategic Sourcing.

1.1.17.6.6.1  (07-26-2010)
Performance Improvement Branch

  1. The Performance Improvement Branch (PIB) leads business planning efforts and designs, develops and implements performance measures that facilitate continuous improvement in performance and results throughout the Office of Procurement

1.1.17.6.6.2  (07-26-2010)
Acquisition Sharing of Knowledge Branch

  1. The Acquisition Sharing of Knowledge (ASK) Branch leads efforts to design, develop, deploy and manage the IRS business practices to be followed for all phases of an acquisition. These practices are documented in the Guidebook for Acquisition Practices (GAP). The GAP is a web-based tool that guides contracting professionals and program or project managers through the acquisition life cycle.

1.1.17.6.6.3  (07-26-2010)
Customer Service Branch

  1. The Customer Service Branch (CSB) leads efforts to establish top-notch customer service throughout the Procurement organization. CSB manages a Customer Relationship Management Program to improve service to customers by improving communication, information sharing and awareness and coordination among the various offices within Procurement that indirectly and directly serve customers. The CSB has developed a web-based tool, Procurement 101, that guides customers of Procurement through the requisition development portion of the acquisition process.

1.1.17.6.6.4  (07-26-2010)
Strategic Management Initiatives Branch

  1. The Strategic management Initiatives Branch leads strategic sourcing efforts to improve IRS business processes; and improves contract file management and furthers the agency's strategic goals.

1.1.17.7  (07-26-2010)
Physical Security and Emergency Preparedness

  1. The mission of Physical Security and Emergency Preparedness (PSEP) is to provide comprehensive, customer focused, enterprise-wide physical security and emergency preparedness programs and operations support. It is to inform, educate, assist, and coordinate preparedness and response activities, and to protect IRS employees and contractors, facilities, operations and information in support of the IRS mission.

  2. The Director, PSEP reports to the Chief, AWSS. PSEP Offices include:

    • Program, Planning and Policy Office

    • Area and Territory Offices

    • IRS HSPD-12 Project Management Office

  3. The Operations Readiness Office implements policies, procedures, and standards established by the policy and planning offices on a local level and include three Area Offices and 15 Territory Offices.

1.1.17.7.1  (07-26-2010)
Program, Planning and Policy Office

  1. The Program, Planning and Policy Office supports the creation of an operational environment within the IRS that is able to withstand systemic discontinuities or catastrophic events. The Program Office develops physical security and emergency management policies and procedures. Specific areas of responsibility include:

    • Physical security compliance reviews

    • Risk assessments

    • ID media

    • Occupant Emergency Plans

    • Security Guard Services

    • Incident Command Training

    • Support for Business Continuity Exercises

  2. In addition, the Program Office serves as the coordination point for Continuity of Operations Planning (COOP) and management for IRS, and works with the Department of the Treasury to manage the Critical Infrastructure Protection (CIP) program for IRS.

  3. The Operations Readiness Office implements policies, procedures, and standards established by the policy and planning offices on a local level and include three Area Offices and 15 Territory Offices.

1.1.17.7.2  (07-26-2010)
Area and Territory Offices

  1. The Area and Territory Offices ensure that the appropriate level of physical security is maintained for all IRS facilities, personnel, and assets. The Area and Territory Offices implement and execute agency-wide policy, procedures, and standards to ensure that safeguards are in place for the protection of IRS employees, tax returns, monies, and property, facilities, and records. Specific area of responsibility include physical security compliance reviews, risk assessments, ID media, Occupant Emergency Plans. The area and Territory Offices serve as the "driver" in emergency situations to ensure that the requisite IRS organizations take action to meet customer needs and minimize disruption to business.

1.1.17.7.3  (07-26-2010)
IRS HSPD-12 Project Management Office

  1. The IRS Homeland Security Presidential Directive Twelve (HSPD-12) Project Management Office (PMO) was formed to lead and manage the implementation of HSPD-12 for the IRS. PMO objectives include:

    1. Issue Personal Identity Verification (PIV) badges to al existing IRS employees pursuant to the schedules outlined in the Project Management Plan.

    2. Complete/verify background checks for all employees with less than 15 years of service and contractors by October 27, 2007.

    3. Complete/verify background check and issuance of PIV badges to all employees with 15 years of service or more by October 27, 2008.


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