1.1.17  Agency-Wide Shared Services

1.1.17.1  (07-26-2010)
Agency-Wide Shared Services

  1. The mission of Agency-Wide Shared Services is to provide complete, professional, Equal Employment Opportunity and Diversity Field Services (Treasury Complaint Mega Center), Employee Support Services, Real Estate and Facilities Management, Procurement, and Physical Security and Emergency Preparedness services to all organizational entities within IRS.

  2. The Chief, Agency-Wide Shared Services (AWSS) reports to the Deputy Commissioner, Operations Support and is responsible for planning, directing, organizing and executing all activities related to Shared Services nationwide.

  3. To accomplish the mission, AWSS:

    1. Formulates short and long-range program policies, strategies and objectives for Shared Services to implement the overall IRS support strategy and vision.

    2. Designs and develops administrative service programs for all internal IRS organizations.

    3. Directs activities to build partnerships with internal stakeholders.

    4. Coordinates with other top level IRS executives to address cross-functional issues, develop strategies, ensure consistency of approach and meet customer needs.

    5. Participates in equal employment and diversity program activities.

1.1.17.2  (07-26-2010)
Headquarters

  1. AWSS consists of the Office of the Chief, the Directors of EEO and Diversity Field Services (Treasury Compliant Mega-Centers (TCMC)), Employee Support Services, Real Estate and Facilities Management, Procurement, and Physical Security and Emergency Preparedness offices, as well as the Directors and staffs of the Headquarters Support organizations.

  2. The mission of the Headquarters Support organizations are to support the Chief, Agency-Wide Shared Services by providing administrative, strategic, and operational support to the operating divisions within AWSS. The Headquarters Support Organizations include the following units:

    • Office of Administrative Services

    • Office of Strategy and Finance

    • Embedded EEO and Diversity

    • Special Projects Office

1.1.17.2.1  (07-26-2010)
Office of Administrative Services

  1. The mission of the Office of Administrative Services is to provide administrative guidance and support to various programs and policies. The AWSS Office of Administrative Services’ Director reports directly to the Chief, AWSS.

  2. Teams under this office include:

    • Communications and Marketing

    • Leadership Succession/Training

    • Embedded Human Resources

1.1.17.2.1.1  (07-26-2010)
Communications and Marketing

  1. The Communications and Marketing team provides communication support to the divisions within AWSS. Services include:

    • Planning communications

    • Defining key messages and target audiences

    • Determining proper vehicles

    • Writing and editing

    • Developing communications products

  2. Other programs included under Communications and Marketing are:

    • Employee Engagement

    • Combined Federal Campaign

    • Employee Suggestion Program

    • AWSS Website

    • AWSS Chief Awards

    .

1.1.17.2.1.2  (07-26-2010)
Leadership Succession/Training

  1. The Leadership Succession/Training team supports leadership succession planning efforts and training for AWSS. The team ensures the implementation of learning and education programs for the AWSS community is consistent with established Servicewide education policies and standards. The office responsibilities are to:

    1. Consult with AWSS functions to assess and fulfill current and future employee training needs.

    2. Coordinate the development of the annual training plans for AWSS.

    3. Provide Enterprise Learning Management System (ELMS) support and guidance to AWSS.

1.1.17.2.1.3  (07-26-2010)
Embedded Human Resources

  1. The Embedded Human Resources office provides overall guidance and oversight of all human resources activities which impact AWSS employees. This includes recruitment, reorganizations and organizational change, reductions-in-force, awards, and compensation issues, etc.

1.1.17.2.2  (07-26-2010)
Office of Strategy and Finance

  1. The mission of the Office of Strategy and Finance (OSF) is to provide quality financial, technical, and advisory services to its customers to enable them to meet their strategic, financial, and operational objectives. OSF:

    1. Secures and manages the financial resources.

    2. Provides Business Systems Planning services.

    3. Manages the Strategic Planning and Performance Management (measures development, survey administration and analysis activities to manage and monitor organizational performance).

    4. Ensures the IRS-wide balanced measures approach is incorporated into the AWSS divisions.

    5. Oversees audit activity.

  2. Branches under OSF include:

    • Financial Management Branch

    • Business Systems Planning Branch

    • Strategy and Program Operations Branch

1.1.17.2.2.1  (07-26-2010)
Financial Management Branch

  1. The mission of the Financial Management Branch is to provide high quality financial products and expertise to its customers to support them in achieving their operating priorities and support the IRS mission as a whole.

  2. The Financial Management Branch:

    1. Formulates budget submission and responds to inquiries from internal and external stakeholders (National Headquarters, Treasury, Office of Management and Budget, and Congress.)

    2. Manages resource distribution processes in coordination with program managers including the development of financial plans, which support programs and priorities for customer organizations.

    3. Manages financial resources, including tracking resource usage against targets.

    4. Establishes financial policies, procedures and management controls for customer organizations in conjunction with overall service guidelines and procedures.

    5. Determines the best approach for resolving budget shortages within the applicable financial plans.

    6. Oversees workforce planning and provides supply and demand forecasting (labor market analysis, IRS people requirements.)

    7. Coordinates business planning activities for customer organizations which include jointly developing business cases with project managers, determining funding priorities and preparing resource justification for acceptance by the appropriate Executives.

    8. Tracks costs at the customer level.

    9. Provides performance data as an input to the Service Level Agreement. Process and coordinates the development and modification of these agreements.

    10. Develops cost tracking capabilities using existing systems.

    11. Sets annual, multi-year and other long range financial budgetary plans.

1.1.17.2.2.2  (07-26-2010)
Business Systems Planning Branch

  1. The mission of the Office of Business Systems Planning Branch is to proactively manage customer systems requirements from a business process perspective and provide support and internal project oversight and process analysis to the Director, OSF, and the Chief, AWSS. The Business Systems Planning Branch:

    1. Gathers business requirements for the division.

    2. Ensures existing systems satisfy customer needs.

    3. Oversees the development of business cases for systems planning.

    4. Develops requirements for new systems/processes to improve or add services.

    5. Manages all aspects of the systems development life cycle.

    6. Develops technology plans for the customer organizations.

    7. Ensures customer information technology investments are prioritized and coordinated.

    8. Manages customer relationship with Information Systems including signing Standard Level of Service Agreements.

    9. Oversees Process Analysis for the OSF.

    10. Monitors and/or leads strategic and finance projects.

    11. Addresses cross-branch ad-hoc requests for information or other deliverables.

1.1.17.2.2.3  (07-26-2010)
Strategy and Program Operations Branch

  1. The mission of the Strategy and Program Operations Branch is to formulate short and long range strategies and objectives to implement the IRS and AWSS missions, while measuring progress towards those objectives.

  2. There are two sections under this Branch:

    • Strategic Planning and Performance Management section

    • Program Services section

  3. The Strategic Planning and Performance Management section:

    • Develops the mission, vision, and goals for AWSS, and defines and takes actions within AWSS to achieve them.

    • Develops and administers customer satisfaction surveys for AWSS services.

    • Monitors AWSS measures data used to manage business processes and improve products and services.

    • Reports corporate performance measures in the Monthly Business Performance Report.

    • Provides expert advice and support to customers in measuring and improving performance.

  4. The Program Services section coordinates the following:

    • GAO/TIGTA audit management

    • Business Performance Reviews

    • Operations Reviews

    • Business Resumption Plans

    • Oversight of the Presidential Management Fellows (PMF)

    • Oversight of the AWSS Intern Program

    • IRM/IMD coordination

    • Legislative Affairs coordination

    • Executive briefings

    • OSF website

1.1.17.2.3  (07-26-2010)
Embedded EEO and Diversity

  1. The mission of the EEO and Diversity office is to ensure fairness and integrity in the application of all Equal Employment Opportunity and Diversity Programs for employees and applicants.

  2. The office:

    1. Establishes annual Management Directives (MD) 715 goals and objectives that allow the agency and business unit to implement a model EEO program.

    2. Ensures that management is accountable for the achievement of EEO and Diversity objectives and in full compliance with all EEO laws, regulations and guidelines.

    3. Helps all employees and all levels of management understand their obligation to respect and value diversity within our workforce.

  3. The AWSS EEO and Diversity Division Director reports directly to the Chief, AWSS, but also serves as the embedded EEO&D Director to other business units, such as: Appeals, Human Capital Office, Chief Financial Officer, Communications and Liaison, Research Analysis and Statistics and the Office of Professional Responsibility. The EEOD Division Director also advises AWSS management officials on EEO and Diversity issues including complaint resolution and reasonable accommodation requests.

  4. The office staff:

    1. Develops the annual AWSS EEO & Diversity strategy consistent with the goals and objectives outlined in the annual MD-715 plan, a tool which identifies and aims to remove organizational barriers that impede hiring, promotion, training, and retention of qualified persons.

    2. Customizes EEO climate assessments that monitor the progress of EEO complaints and reasonable accommodation requests for all business unit clients.

    3. Consults with the embedded Human Capital Office to develop external and internal recruitment strategies to identify qualified candidates and ensure that retention and advancement are based on quality of work and experience.

    4. Identifies and eliminates any practices, regulations, and procedures that may perpetuate discrimination based on race, color, sex (including sexual harassment), national origin, age (40+), disability (physical and mental), religion, reprisal/retaliation, sexual orientation, parental status or genetic information.

    5. Encourages AWSS employees to treat all co-workers and potential employees fairly and equally in support of the concept that "people are our most precious resource."

1.1.17.2.4  (07-26-2010)
Special Projects Office

  1. The mission of the Special Projects Office (SPO) is to lead advanced initiatives designed to reduce managerial burden, increase employee satisfaction and engagement, create program efficiencies, and improve service for all customers.

  2. To achieve its mission, SPO project managers and analysts lead and support a number of Servicewide, cross-functional teams.

  3. SPO Major Programs Include:

    1. Information Center for Accessibility Needs (ICAN) - An intranet portal designed to provide all of the existing information and service resources available for employees with disabilities at the IRS, and to assist the personnel who support them.

    2. Manager Resource Center - An intranet portal designed to centralize information for managers, reduce administrative burden, and promote cross-functional interaction and skills transfer.

    3. Managerial Burden Reduction Council - A team of AWSS managers seeking to identify opportunities to reduce managerial burden, to implement strategies and recommendations to address burden, and to measure the success of implemented recommendations.

    4. Video Relay Service (VRS) - A program to provide Deaf and Hard of Hearing employees with the equipment and services necessary to communicate with one another and with hearing individuals inside and outside of the IRS.

1.1.17.3  (07-26-2010)
AWSS EEO and Diversity Field Services

  1. The mission of EEO and Diversity Field Services (EEODFS) is to support the Internal Revenue Service mission and provide customers with top quality service by helping employees understand diversity and their EEO rights and responsibilities and by applying the civil rights laws with integrity and fairness to all.

  2. The Director, AWSS EEODFS reports directly to the Chief, Agency-Wide Shared Services and serves as a member of the EEO and Diversity Council. The AWSS EEODFS organization supports the IRS mission by educating the workforce on EEO and Diversity, advising management regarding EEO principles, policies, and laws and develops and implements EEO Programs.

  3. EEODFS major program responsibilities include:

    1. Managing and implementing the Complaint Processing program; including the Alternative Dispute Resolution (ADR) program for the pre-complaint and formal complaint processes.

    2. Managing and implementing the Reasonable Accommodation program and providing pre-decisional advice and consultation to managers on reasonable accommodation cases.

    3. Providing leadership direction to EEO Counselors, Investigators, Mediators, and Specialists.

    4. Advising managers to integrate EEO principles, policies, and laws in local processes and decisions.

    5. Promoting awareness of the Prevention of Sexual Harassment, as well as investigating allegations of sexual harassment.

    6. Providing advice and consultation to managers and executives on complaint prevention and resolution, as well as administering TalkFirst a conflict management program.

    7. Providing support on a number of local and cross-functional EEOD initiatives such as Special Emphasis Program, New Employee Orientation, Recruitment, and EEO Advisory Committees.

  4. The EEODFS organization has two components: the Treasury Complaint Mega Center (TCMC) and Operations Management. TCMC led by its Operations Director, processes formal complaints of discrimination for the Internal Revenue Service and the other Treasury Bureaus.

  5. Operations Management, which includes a Headquarters staff and led by its Operations Director, is aligned into three Areas delivering EEO and Diversity field services throughout the Internal Revenue Service. Each Area is headed by an Associate Director (AD). There are a total of 10 Territories within these three Areas.

  6. Area A provides the full range of services for Reasonable Accommodations, and Area B is designated a Relationship Management area that provides customer support for local initiatives regarding Special Emphasis Program, New Employee Orientation, Prevention of Sexual Harassment, Complaint Prevention, Recruitment, Workplace Conflict, and field Diversity Equal Employment Opportunity (DEEO) Advisory Committees. These two Areas provide services to the bureau through five (5) Territory offices, which are organized around the campus sites, field offices and National Headquarters.

  7. Area C is responsible for Centralized Pre-complaint/ADR case processing, which includes the administration of the IRS mediator cadre and monitoring the Agency’s compliance with resolution/settlement agreements, breaches and implementation of findings of discrimination. Area C also provides support to the agency regarding formal complaint case processing in the Internal Revenue Service, Prevention of Sexual Harassment, and Complaint Prevention. This Area services the bureau through five (5) Territory offices.

1.1.17.4  (07-26-2010)
Employee Support Services

  1. The mission of Employee Support Services (ESS) is to provide the highest quality of support efficiently and effectively to all customers by delivering administrative services in a customer-focused environment in order to make it possible for IRS employees to serve America’s taxpayers.

  2. The Director, Employee Support Services reports to the Chief, Agency-Wide Shared Services (AWSS) and is responsible for providing executive leadership in the design, development, and delivery of multiple, diverse and comprehensive administrative programs, that are geographically dispersed nationwide, including:

    • Payroll and Personnel Systems

    • IRS Payroll Centers

    • Senior Commissioner's Representatives (SCRs)

    • Employee Resource Center (ERC)

    • Credit Card Services

    • Travel Services

    • Treasury HSPD-12 Program Management Office (PMO)

  3. To accomplish the mission, the Director, Employee Support Services:

    1. Advises the Chief, AWSS on policy and operational matters concerning all ESS programs.

    2. Defines and prioritizes agency service requirements.

    3. Defines and implements strategic goals.

    4. Articulates the business need for system improvements.

    5. Identifies emerging technologies in the service industry for possible incorporation with existing programs.

    6. Integrates personnel management into program accomplishments.

    7. Leverages the financial plan to ensure priorities are delivered.

    8. Provides strategic and operational support to staff and programs.

    9. Monitors and ensures actions are compatible with strategic plans, business goals and performance measures.

    10. Develops strategies for improving employee engagement and employee/customer satisfaction.

1.1.17.4.1  (07-26-2010)
ESS Headquarters

  1. The mission of Headquarters is to support the Director, Employee Support Services by providing strategic and operational support to all branches within the ESS Division.

  2. The ESS Headquarters consists of the immediate staff of the Director. In addition, the senior managers who comprise the cadre of " Direct Reports" to the Chief, ESS include the Associate Directors for:

    • Administrative Programs

    • Payroll-Personnel Systems

    • Travel Services

    • Credit Card Services

    • Senior Commissioner’s Representatives

    • Employee Resource Center

    • Office of Strategic Initiatives

1.1.17.4.2  (07-26-2010)
Administrative Programs Staff

  1. The Administrative Programs Staff (APS) Branch Chief reports directly to the Director, Employee Support Services and is responsible for planning, organizing, managing, directing and executing branch, external, and Servicewide APS program responsibilities. These responsibilities are broad in scope, providing support for the Director’s Office, all ESS Branches, Servicewide employees and external stakeholders.

  2. APS is comprised of three functions:

    • Budget

    • User Support and Outreach (US&O)

    • Communications Section

1.1.17.4.2.1  (07-26-2010)
APS Budget Staff

  1. The APS Budget staff:

    1. Provides technical guidance and assistance to ESS functions on a broad scope of Budget related issues.

    2. Allocates, approves, analyzes, evaluates and tracks all budget expenses for ESS branches.

    3. Modifies procedures and project objectives.

    4. Evaluates and executes operation of budget related programs, i.e., Program Operating Budget, Travel Reimbursement Accounting system (TRAS), Government Purchase Card Program, Requisition Tracking System (RTS) and the Integrated Financial System (IFS).

    5. Complies with controls for ESS in conjunction with overall Service guidelines and procedures.

    6. Determines best approach for resolving budget shortages within ESS.

    7. Coordinates Bargaining and Non-Bargaining Award Program.

    8. Responds to inquiries from External Stakeholders, i.e., Dept. of Treasury.

1.1.17.4.2.2  (07-26-2010)
APS User Support and Outreach (US&O) Section

  1. The APS User Support and Outreach (US&O) Section:

    1. Provides Servicewide support to managers and end-users on the varied diverse systems and programs for which ESS has ultimate and sole responsibility.

    2. Develops, delivers and evaluates Servicewide Outreach workshops.

    3. Supports users and customers by presenting critical information about all ESS programs and services.

    4. Supports customers Servicewide on various ESS programs including HR Connect, Employee Express, Thrift Line, SETR, GovTrip, Credit Cards, and the ERC.

    5. Works with Operating Divisions conducting analysis with the goal to prevent/reduce burden through CPE’s, new hire sessions, CENTRA, and ELMS.

    6. Determines budget requirements/expenditures necessary to implement Outreach Program.

    7. Works closely with Communications Section on advertising/marketing the Outreach Program.

1.1.17.4.2.3  (07-26-2010)
APS Communication Section

  1. The APS Communication Section:

    1. Plans communications, defines key messages, target audiences, and determines proper vehicles.

    2. Publishes messages about ESS programs and services through multiple Servicewide channels, including the IRWeb, Leaders’ Alert, and News from the Business Units.

    3. Supports employee engagement by publishing "Success Express. "

    4. Develops and produces marketing materials.

    5. Works with ESS branches to develop communication strategies to address program issues.

    6. Develops content and manages the ESS website.

    7. Provides National Point of Contact (NPOC) for all ESS functions on all ERC related issues, i.e., ERC Web content changes, ticket cycle time changes, establishing call types, elevated issues on HEAT database, and feedback on customer satisfaction levels.

1.1.17.4.3  (07-26-2010)
Payroll – Personnel Systems

  1. The Payroll-Personnel Systems organization is comprised of the Payroll Center and the Human Resources Reporting Section.

  2. Programs handled by these two units include, among many other programs and initiatives:

    • Timekeeping (Single Entry Time Reporting (SETR))

    • Combined Federal Campaign (CFC)

    • Reduction in Force (RIF) Initiatives

    • Human Resource Reports and Requests

    • National Performance Award Program

    • Retirement Processing

1.1.17.4.3.1  (07-26-2010)
Payroll Processing Operations

  1. The mission of the Payroll Processing Operations is to ensure all IRS employees are paid timely, accurately and all payroll related issues are handled with professional customer service.

  2. The Associate Director, Payroll Processing Operations reports to the Director, Payroll-Personnel Systems.

  3. To accomplish the mission, the Associate Director, Payroll Processing Operations plans, organizes, administers and implements a variety of personnel support services encompassing payroll, timekeeping, employee support, Combined Federal Campaign, savings bond program, and special projects. Special projects include processing of performance appraisals, the Career Service Award Program, issuance of emergency salary payments, records validation for reduction-in-force (RIF) initiatives, as well as validation and maintenance of Official Personnel Folders (OFPs).

  4. The Associate Director, Payroll Processing Operations supervises and is responsible for four Payroll Centers.

1.1.17.4.3.1.1  (07-26-2010)
Payroll Centers

  1. The Payroll Centers are located in Philadelphia, Memphis, Ogden and Austin. Centers specialize in the following functions.

  2. The Philadelphia Payroll Center (Administrative Payroll Branch) is responsible for:

    1. Processing personnel actions, including mass actions, QSIs, employee-generated actions, retroactive actions, corrections and cancellations.

    2. Processing payroll documents.

    3. Processing performance and discretionary awards.

    4. Computing Within Grade Increases, probationary period ending dates and conversion to Career Tenure date.

    5. Resolving federal, state and local tax problems.

    6. Providing systems support for NFC and HR Connect and ensuring database integrity.

  3. The Memphis Payroll Center (Timekeeping Branch) is responsible for:

    1. Providing Time and Attendance (T&A) regulatory guidance.

    2. Providing SETR support (validation/assistance).

    3. Processing corrections to T&A data.

    4. Managing T&A aspects of the various leave transfer programs.

    5. Providing TAPS Support, processing lump sum annual leave, compensatory leave and credit hour payments.

  4. The Ogden Payroll Center (Employee Services Branch) is responsible for:

    1. Researching and responding to ERC Service requests on personnel/payroll and benefits related questions from employees.

    2. Maintaining program responsibility for HR Connect applications; responding to customer inquiries received at the IRS HR Connect Help Desk; serving as liaison with the Department of Treasury on HR Connect related issues.

    3. Providing health and life Insurance support, including the Insufficient Pay Program, and open seasons.

    4. Providing program outreach, communications and assistance to employees and managers.

  5. The Austin Payroll Center (Debt Management/Records Branch) is responsible for:

    1. Researching and issuing employee debt letters.

    2. Processing waivers of overpayment.

    3. Processing, administering and coordinating settlement cases, grievances and EEO cases.

    4. Processing performance appraisals.

    5. Administering the Career Service Awards Program.

    6. Assigning Designated Agent duties.

    7. Handling document maintenance (OPFs and SFs-50).

1.1.17.4.3.2  (07-26-2010)
Human Resources (HR) Reporting Section

  1. The HR Reporting Section supports the Human Resources management information needs of the service. The HR Reporting Section:

    1. Maintains the HR Reporting Center web site, a self service HR reporting tool.

    2. Provides ongoing HR data support at the Strategic level for the Commissioner and senior management level.

    3. Provides support to organizational business processes, e.g., Employment Offices, Payroll Offices, data feeds for external systems, at the Operational level.

    4. Generates a myriad of ad hoc reports for the business operating division, the Human Capital Office, and other oversight functions, including TIGTA, EEO Disclosure and GAO.

1.1.17.4.4  (07-26-2010)
Travel Services Branch

  1. The mission of the Travel Services Branch is to provide agency-wide administration of all travel programs and the public transportation subsidy program.

  2. The Associate Director, Travel Services reports to the Director, Employee Support Services.

  3. To accomplish the mission, the Associate Director, Travel Services:

    1. Provides leadership and program guidance.

    2. Develops partnerships with stakeholders and customers.

    3. Formulates strategies to implement program changes that best serve the customers.

    4. Identifies emerging technologies in the service industry and determines impact on support systems.

    5. Improves products and services to meet current industry standards.

  4. The following managers report to the Associate Director, Travel Services:

    • Chief, TRAS Section

    • Chief, Special Services Section

    • Chief, GovTrip East

    • Chief, GovTrip West

1.1.17.4.4.1  (07-26-2010)
TRAS Section

  1. The mission of the TRAS Section is to provide technical support for the IRS Travel Reimbursement and Accounting System (TRAS), and provide travel policy guidance for IRS business travelers.

  2. The Chief, TRAS Section reports to the Associate Director, Travel Services.

  3. To accomplish the mission, the Chief, TRAS Section:

    1. Provides guidance on Federal Travel Regulations and procedures.

    2. Provides guidance on the systems and services that are used to secure travel authorizations and advances, make reservations, and file expense reimbursement.

    3. Provides system administration for TRAS and the on-line reservation system which includes - Maintaining TRAS permission and user files; processing new user requests, group realignments, individual changes, and corrects records as requested by Business Units; issuing replacement passwords; and answering customer inquiries.

1.1.17.4.4.2  (07-26-2010)
Special Services Section

  1. The mission of the Special Services Section is to provide program oversight for the IRS Public Transportation Subsidy Program (PTSP) and Travel Management Center (TMC).

  2. The Chief of Special Services Section reports to the Associate Director, Travel Services.

  3. To accomplish the mission, the Chief, Special Services Section:

    1. Ensures effective administration by the PTSP out sourced vendor, the Department of Transportation (DOT). The DOT responsibilities are to maintain employee program applications, disburse transit checks, re-certify the eligibility of participants, delete separating participants from active rolls, and coordinate with all local transit authorities.

    2. Provides technical advice and coordination with PTSP customers and stakeholders, maintains user files, and performs audits and reviews.

    3. Ensures effective administration by the TMC contract vendor. The contract vendor is responsible for reserving the IRS government travel arrangements (common carrier, lodging, rental cars) within the guidelines stated in the Federal Travel Regulations.

    4. Provides system administration for RESX, the on-line reservation system by: maintaining RESX user files; processing individual changes and corrects records as requested by Business Units; issuing replacement passwords and unlocking accounts; and answering customer inquiries.

1.1.17.4.4.3  (07-26-2010)
GovTrip Section East

  1. The mission of the GovTrip Section East is to provide technical support for the IRS travel reimbursement system from the contract vendor (GovTrip), and provide travel policy guidance for IRS business travelers.

  2. The Chief, GovTrip Section East reports to the Associate Director, Travel Services.

  3. To accomplish the mission, the Chief, GovTrip Section East:

    1. Provides guidance on Federal Travel Regulations and procedures.

    2. Provides guidance on the systems and services that are used to secure travel authorizations and advances, make reservations, and file expense reimbursement.

    3. Provides system administration for GovTrip and the on-line reservation system which includes - maintaining GovTrip permission and user files; processing new user requests, group realignments, individual changes, and corrects records as requested by Business Units; issuing replacement passwords; and answering customer inquiries.

1.1.17.4.4.4  (07-26-2010)
GovTrip Section West

  1. The mission of the GovTrip Section West is to provide technical support for the IRS travel reimbursement system from the contract vendor (GovTrip), and provide travel policy guidance for IRS business travelers.

  2. The Chief, GovTrip Section West reports to the Associate Director, Travel Services.

  3. To accomplish the mission, the Chief, GovTrip Section West:

    1. Provides guidance on Federal Travel Regulations and procedures.

    2. Provides guidance on the systems and services that are used to secure travel authorizations and advances, make reservations, and file expense reimbursement.

    3. Provides system administration for GovTrip and the on-line reservation system which includes - maintaining GovTrip permission and user files; processing new user requests, group realignments, individual changes, and corrects records as requested by Business Units; issuing replacement passwords; and answering customer inquiries.

1.1.17.4.5  (07-26-2010)
Credit Card Services Branch

  1. The Credit Card Services Branch staff performs administrative support for the Purchase Card and Travel Card Programs Servicewide.

  2. The Credit Card Services Associate Director reports to the Director, Employee Support Services and is responsible for planning, managing, directing and executing all Purchase Card, Travel Card and Centrally Billed Account (CBA) program responsibilities Servicewide for the following programs:

    • Credit Card Administration and Assistance Group

    • Account Maintenance and Support Group, and

    • Procedures, Analysis and Review Group.

  3. To accomplish the mission, the Associate Director of Credit Card Services:

    1. Assists the Director, Employee Support Services on operational matters related to the Purchase Card (including Convenience Checks), the Travel Card and the CBA Programs).

    2. Ensures alignment and compatibility of Purchase Card, Travel Card and CBA Programs with IRS and AWSS strategic plans and business visions.

    3. Provides leadership, direction, schedule constraints, requirements, and program management oversight for all components of the administrative tasks of the Purchase Card, Travel Card and CBA Programs.

    4. Serves as principal advisor with the Director, Employee Support Services to the Business Organizations on covered services, and ensures that all requirements are fully met and integrated into the overall management of the organization's services.

    5. Ensures timely execution of program activities, determines appropriate program emphasis to achieve goals, manages branch resources, ensures proper application of IRS and government-wide policies and regulations and maintains uniform standards.

    6. Ensures the Purchase Card, Travel Card and CBA Programs maintain close alignment with business needs and priorities, while preserving flexibility to adjust to organizational capacity limitations and on-going changes.

1.1.17.4.5.1  (07-26-2010)
Credit Card Administration and Assistance Group

  1. The Credit Card Administration and Assistance Group:

    1. Provides policy guidance on the Travel Card and Purchase Card Programs.

    2. Develops and provides training for new account Cardholders and refresher training for existing Cardholders for the Purchase and Travel Card Programs.

    3. Administers the Centrally Billed Account (CBA) for travel.

    4. Functions as a subject matter expert for Travel Card, Purchase Card and CBA Programs within the scope of its duties.

    5. Acts as liaison between Business Organizations, and any other internal and/or external customers.

1.1.17.4.5.2  (07-26-2010)
Account Maintenance and Support Group

  1. The Account Maintenance and Support Group:

    1. Establishes new Travel and Purchase Card accounts.

    2. Provides maintenance support and program to all Travel and Purchase Cardholders, including , name changes, merchant category code changes, card limit changes, and account closures.

    3. Provides guidance and support for the Convenience Check Program Servicewide.

    4. Monitors individually billed Travel Card balances to support timely payment of account Servicewide.

    5. Maintains accuracy of the contract vendor's database regarding all Travel and Purchased Cardholders.

1.1.17.4.5.3  (07-26-2010)
Procedures, Analysis and Review Group

  1. The Procedures, Analysis and Review Group:

    1. Develops program guidance for the Travel and Purchase Card Programs including internal procedures, as well as procedures for Management, Cardholders, and all interested parties Servicewide.

    2. Conducts, reviews, and analyzes, Travel Card, Purchase Card and CBA Programs Servicewide to ensure efficiency of current processes and effectiveness of internal controls.

    3. Develops strategies for improving service delivery, Customer and Employee satisfaction related to Travel and Purchase Card, and CBA Programs.

    4. Performs reviews of systems and program activity to ensure efficiency of current processes and effectiveness of internal controls, and compliance with all policies, laws, and regulations.

1.1.17.4.6  (07-26-2010)
Senior Commissioner Representatives Branch

  1. The Senior Commissioner Representatives (SCR) Branch is comprised of three business lines:

    • SCR Field Operations

    • Incident Management and Business Resumption

    • Embedded Labor Relations

  2. SCR Field Operations provide management leadership for cross-functional administrative activities and serve as the "Head of Office" in non-campus IRS locations. The SCR Field Operations is comprised of 15 SCRs and their Administrative Officers. The SCRs:

    1. Address time sensitive administrative issues and direct activities in critical emergency incidents that impact IRS facilities.

    2. Provide leadership and direction to Commissioner's Representatives.

    3. Represent management in local cross-functional labor relations matters.

    4. Represent IRS interests in interagency affairs.

    5. Coordinate local administrative programs such as CFC and flu shots.

  3. Incident Management and Business Resumption (IMBR) provides leadership in the execution of agency policy to ensure IRS has viable plans when responding to emergency situations.

  4. AWSS Embedded Labor Relations provides labor relations oversight and coordination across all AWSS divisions.

1.1.17.4.7  (07-26-2010)
Employee Resource Center (ERC)

  1. The Employee Resource Center provides IRS employees with a single point of contact for AWSS services, an integrated high quality source of information and transaction support. The ERC:

    1. Ensures alignment and compatibility of actions with the IRS and AWSS strategic plans and business visions.

    2. Provides service via a web site and a customer contact center, with a focus on world class customer service.

    3. Identifies opportunities to integrate and standardize employee-focused services.

    4. Furthers the AWSS Functional Units' goals for customer satisfaction by ensuring that all service requests are closed and all customer needs are met.

1.1.17.4.8  (07-26-2010)
Office of Strategic Initiatives

  1. The mission of the Office of Strategic Initiatives (OSI) is to collaborate with ESS' operations to analyze, improve, and streamline cross functional processes. Results will be achieved by marketing and delivering skilled operational analysis, supporting innovative technology, and proactively cultivating customer relationships.

  2. The Chief, OSI reports to the Director, ESS.

  3. To accomplish the mission, the Chief OSI:

    1. Provides guidance to all ESS Branches for interactions with IT oversight areas.

    2. Provides assistance to all ESS Branches for interactions with IT oversight areas.

    3. Provides 3rd party analytic information for all ESS Branches.

    4. Develops and maintains appropriate data for analytic studies.

    5. Is the main point of contact for all BU-wide analyses.

    6. Assists with developing solutions to a variety of business needs by the Branches.

    7. Represents ESS for all oversight organizations such as OSF, GAO, and TIGTA.

1.1.17.4.9  (07-26-2010)
Treasury Homeland Security Policy Directive-12 (HSPD-12) Program Management Office (PMO)

  1. The IRS operates as the Executive Agency in providing services to the Treasury Department Bureaus for HSPD-12 requirement, as per the " Memorandum of Agreement between the Internal Revenue Service and Implementation of HSPD-12" dated October 25, 2006.

  2. The HSPD-12 PMO is responsible for planning, managing, and controlling the overall Treasury program; serving as point of contact for external organizations; and monitoring progress towards delivery, costs, schedules, and technical goals.

  3. The responsibilities of the Treasury PMO include: Managing the implementation of the Treasury-wide HSPD-12/Identity and Access Management (IdAM) solution to include, coordination of services from the Government Service Administration (GSA), Managed Service Office (MSO), and HSPD-12 Shared Service Provided (SSP); providing program management support and guidance to Treasury Bureaus for HSPD-12/IdAM initiatives; defining the HSPD-12/IdAM Requirements Treasury-wide; facilitating and tracking card issuance, leased station and other Personal Identity Verification (PIV) related services provided to Treasury Bureaus by the GSA MSO; achieving compliance with Office of Management and Budget (OMB) guidance on HSPD-12/PIV as a customer agency of the GSA MSO; providing technical support to assist Treasury and its Bureaus with PIV Card issuance activities, life cycle support, PIV Card enablement and usage technical support; and working with various working groups composed of stakeholders from Treasury Office of the Chief Information Officer (OCIO), HRConnect, Treasury Enterprise Services, Enterprise Architecture, and Treasury Bureaus to plan for a Treasury level IdAM solution.

1.1.17.5  (07-26-2010)
Real Estate and Facilities Management (REFM)

  1. The mission of Real Estate and Facilities Management (REFM) is to provide a quality work environment for our nation’s tax system.

  2. The Director, REFM, reports to the Chief, AWSS and is responsible for providing corporate real estate services for IRS, such as:

    • Design and Strategic Campus Planning

    • Real Estate Management

    • Finance

    • Management and Administration

    • Logistics Management

    • Project Management

    • Systems Management

  3. These services consist of Servicewide program development, direction and asset management for all Facilities Management products, including: Architecture/Engineering and Relocation Planning, Energy Management, Finance, Furniture and Equipment, Logistics Management, Real Estate Learning and Education, Real Estate Management, Records Management, Environmental, Safety and Health and Mail services.

  4. To accomplish the mission, the Director, REFM:

    1. Advises and assists the Chief, AWSS on all policy and operational REFM related matters.

    2. Ensures alignment and compatibility of real estate actions within the IRS strategic plans and AWSS Business Plan.

    3. Develops and maintains external contacts, including General Services Administration (GSA), National Archives and Records Administration (NARA), contractors, National Treasury Employees Union (NTEU) and other professional facilities organizations.

    4. Develops and executes a functional business and budget plan.

    5. Develops and monitors business measurements that integrate budget and performance to balance level of service with level of available resources.

    6. Ensures best practices are implemented throughout the function.

    7. Develops strategies for improving functional service delivery, customer satisfaction and employee satisfaction.

    8. Administers the Agency's rent budget.

    9. Formulates, executes and monitors the REFM financial plan.

    10. Ensures the safety of people and buildings.

    11. Manages energy utilization/conservation efforts.

    12. Preserves records and information produced by the day-to-day activities of the Service.

    13. Provides logistical support (office furniture, fixtures, etc.)

    14. Manages the internal distribution of mail.

    15. Manages the Workplace Environment using GDI to maintain floor plans and electronic conference room/workstation reservations.

1.1.17.5.1  (07-26-2010)
REFM Headquarters

  1. The mission of REFM Headquarters is to support the Director, REFM by developing policy, designing standard operating procedures and providing oversight and direction for the delivery systems performed in all territory operations.

  2. The REFM Headquarters consists of the following:

    1. Office of the Director, REFM

    2. Deputy Director

    3. Chief of Staff

    4. Associate Director, Design & Strategic Campus Planning

    5. Associate Director, Real Property Management

    6. Associate Director, Project Management

    7. Associate Director, Finance

    8. Associate Director, Systems Management

    9. Associate Director, Management and Administration

    10. Associate Director, Logistics Management

    11. Associate Director, Operations

1.1.17.5.1.1  (07-26-2010)
Chief of Staff

  1. The Chief of Staff reports to the Director, REFM and is responsible for the following:

    1. Ensures REFM Headquarters meets AWSS/REFM Business Plan expectations, conducts streamlining and processing improvement studies within REFM and researches opportunities to improve business practices.

    2. Links REFM Business Plan with AWSS and IRS Business Plans and ensures its implementation and success.

    3. Interfaces REFM Strategic Plan with the AWSS and IRS Strategic Plans by applying REFM Strategic Plan desired outcomes to meet the needs of REFM internal and external customers.

    4. Identifies and coordinates REFM special projects to target the specific needs of REFM customers.

1.1.17.5.1.2  (07-26-2010)
Deputy Director

  1. The Deputy Director, REFM manages the Associate Directors and Customer Advocates. The REFM Customer Advocates:

    1. Provide one-stop customer support for Business Unit planning and hiring initiatives that require REFM services.

    2. Work on preliminary planning for major initiatives involving Business Unit hiring and staffing initiatives to ensure space needs are addressed.

    3. Participate in organizational development planning on long-range issues such as space plans, funding issues and customer requirements.

    4. Serve as primary point of contact on corporate level projects.

    5. Serve as a communication conduit between Business Units and REFM.

    6. Serve as the Space Advisory Group to broker challenges and solutions facing multiple Business Units.

1.1.17.5.1.2.1  (07-26-2010)
Design and Strategic Campus Planning

  1. The Design and Strategic Campus Planning (DSCP) Branch supports the REFM Headquarters and Field Operations by:

    1. Providing program management, technical and advisory support for infrastructure and space planning.

    2. Providing facilities planning and relocation management services.

    3. Serving as the administrator of the Strategic Campus Action Team (SCAT)/Building Delegation (BD).

    4. Providing oversight of the Energy Conservation and AutoCAD programs.

1.1.17.5.1.2.1.1  (07-26-2010)
Field Design Support

  1. The Office of Field Design Support provides facilities design expertise, execution and administration of contracts for Architectural and Engineering (A&E) services, and infrastructure and space planning subject matter experts support. The Office of Field Design Support provides the following:

    1. Acts as liaison with the GSA, other Federal agencies, contractors and lessors on issues related to required A&E support services.

    2. Executes and administers contracts for A&E services, facilities planning, and relocation management services.

    3. Provides technical assistance and services to operational branches and customers.

    4. Develops budget requirements and manages direct cost expenditures of A&E, facilities planning and relocation management projects from their inception through design and completion.

    5. Conducts building evaluation reviews and market survey support.

    6. Conducts construction inspections and third party design quality assurance.

    7. Provides Space Planning services, Project Management services, and technical assistance to the Energy Program.

    8. Reviews Solicitation for Offers.

1.1.17.5.1.2.1.2  (07-26-2010)
Office of Strategic Campus Action Team/Building Delegation (SCAT)

  1. Office of Strategic Campus Action Team/Building Delegation:

    1. Develops, recommends, and implements a comprehensive capital improvement master plan to meet the needs of the IRS campuses infrastructure and business unit requirements.

    2. Provides program oversight for the Operation and Maintenance (O&M), custodial, landscaping, and utilities support for over 7.6 million square feet of IRS campus and office space.

    3. Provides oversight to the automated software (AutoCAD) used to develop and manage construction drawings and other types of drawings associated with facilities.

    4. Continues IRS-GSA partnership to develop long-term campus strategies and facilities initiatives.

    5. Serves as REFM point of contact for cross-campus operational & Corporate space issues.

    6. Provides standard level of building service to all IRS delegated buildings.

1.1.17.5.1.2.1.3  (07-26-2010)
Energy Management Program

  1. The Energy Management staff, which is responsible for ensuring the IRS complies with Executive Orders and legislation regarding federal facilities energy management:

    1. Authors and implements the Department of Energy and Treasury Policy, Annual IRS Energy report, which documents the trends of the energy consumption for all IRS delegated sites.

    2. Develops policies to implement Executive Orders and Legislation that pertains to Energy.

1.1.17.5.1.2.1.4  (07-26-2010)
AutoCAD

  1. The AutoCAD staff:

    1. Tracks all current use of AutoCAD software and distributes the latest version of the soft ware.

    2. Develops AutoCAD program training requirements.

    3. Develops policy on use and productivity enhancement for the AutoCAD program.

1.1.17.5.1.2.1.5  (07-26-2010)
Contract Administration

  1. The Contract Administration staff addresses the Contracting Officers Technical Representative (COTR) functions for the National Architectural and Engineering Contract that supports A/E Field Design Support.

1.1.17.5.1.2.2  (07-26-2010)
Real Property Management

  1. Real Property management provides central oversight and guidance of real property management for the IRS. The staff conducts research to identify and refine business needs in operational terms including identification of:

    1. Gaps between actual and desired results in the national program.

    2. Factors contributing to these gaps through examination of work products, performance measures and other indicators.

  2. Real Property management also:

    1. Develops policies for the administration and management of the IRS leasing, real property and space management programs.

    2. Evaluates the impact of Federal, GSA and Treasury Initiatives relating to these programs.

    3. Represents IRS with GSA, Department of Treasury and others regarding real estate issues.

    4. Provides training and technical support to REFM staff nationwide.

    5. Manages the IRS Real Property Delegated Leasing program.

    6. Manages the REFM Portfolio Management programs.

1.1.17.5.1.2.2.1  (07-26-2010)
Portfolio Management

  1. The Portfolio Management staff:

    1. Performs strategic planning for the field space inventory.

    2. Maintains Asset management Plans (AMPs).

    3. Conducts real estate market analysis and trending.

    4. Performs financial and cost-benefit analysis.

    5. Develops an annual Portfolio Project Plan (P3) that identifies strategic projects to be started in a given fiscal year.

    6. Performs technical review of field projects submissions against strategic concepts.

    7. Transitions approved concepts to the Project Management Branch for final project approval.

    8. Reviews and approves Standard Form (SF81), Request for Space submissions.

    9. Reviews and approves Occupancy Agreements (OA) including negotiation of pricing policy issues.


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