1.1.22  Human Capital Office

Manual Transmittal

July 28, 2015


(1) This transmits revised IRM 1.1.22, Organization and Staffing, Human Capital Office.

(2) This IRM contains the mission, organizational structure, and responsibilities reflected in the Human Capital Office organization.

Material Changes

(1) This revised IRM reflects the current organizational structure and functional statements for the Human Capital Office (HCO) organization.

(2) Added the current Human Capital Office Organizational Chart (see Exhibit

Effect on Other Documents

This IRM supersedes IRM 1.1.22 dated April 10, 2009.


All Operating and Functional Divisions

Effective Date


Daniel T. Riordan
IRS Human Capital Officer  (07-28-2015)
Human Capital Office

  1. The Human Capital Office (HCO) mission: We support the IRS workforce and stakeholders through progressive Human Capital services and solutions. Driven to exceed our customers' needs, we engage in effective consulting, educate for excellence, and use state-of-the-art technology, while building and sustaining strong relationships to:

    1. Provide human capital strategies and tools for recruiting, hiring, developing, retaining, and transitioning a highly-skilled and high-performing workforce to support IRS mission accomplishments;

    2. Develop and implement technology-enabled systems and processes to improve human capital planning and management and empower employees to achieve their potential; and

    3. Dedicate itself to making IRS an employer of choice and a leader in human capital planning and management.

  2. The IRS Human Capital Officer reports to the Deputy Commissioner for Operations Support and provides executive leadership and direction in all matters relating to the Service’s employees, overseeing the design, development, and delivery of comprehensive, Servicewide Human Capital management and development programs that contribute to the Service’s vision and mission. Responsibilities include:

    1. Administering the compensation program in accordance with federal laws, which includes development, application, and implementation of Servicewide and business specific policy and expert advice and guidance.

    2. Establishing and administering Servicewide policies, programs, products and services related to labor and employee relations issues, including case support.

    3. Developing and implementing technology-enabled systems and processes to improve human capital planning and management.

    4. Administering and coordinating recruitment, hiring and employee classification and development activities.

    5. Administering Servicewide policies, programs, products and services related to performance management, employee benefits, retirement, workers’ compensation and worklife programs.

  3. The Human Capital Office is comprised of a IRS Human Capital Officer, Deputy IRS Human Capital Officer and six divisions:

    1. Engagement and Operational Improvement Division;

    2. Executive Services, Employment, Talent and Security Division;

    3. Leadership, Education and Delivery Services Division;

    4. Strategy and Finance Division;

    5. Workforce Relations Division; and

    6. Worklife, Benefits and Performance Division.  (07-28-2015)
Engagement and Organizational Improvement Division

  1. Engagement and Organizational Improvement (EOI) Division provides a proactive and strategic approach to engagement by focusing on key areas, implementing actions that matter, and continuously involving employees and stakeholders, thereby positioning the IRS as an employer of choice.

  2. The Director, EOI Division reports to the IRS Human Capital Officer and is responsible for:

    • Oversight and administration of Federal Employee Viewpoint Survey;

    • Assessment of progress on Business Unit work plan and goals;

    • Strategic and authoritative advice to HCO and the Deputy Commissioner for Operations Support;

    • Development and implementation of new agency approaches to strategically use and analyze employee engagement trends; and

    • Collaborative advisement to key stakeholders on employee engagement initiatives.  (07-28-2015)
Executive Services, Employment, Talent and Services Division

  1. The HCO Executive Services, Employment, Talent and Security (ESETS) Division provides policies, products and services that support business efforts to identify, recruit, hire and advance a workforce with the competencies necessary to achieve current and future organizational performance goals. Technology and reengineering are leveraged to improve delivery of products and services.

  2. The Director, ESETS Division, reports to the IRS Human Capital Officer.

  3. The ESETS Division is organized into six offices:

    1. Employment Operations services are aligned to support campus, compliance and support function hiring under three separate branch operations. Each operation provides expert staffing and recruitment advice to management while administering the internal and external hiring processes.

    2. Jobs Online Business Solutions develops, deploys, educates and implements automated applicant management and hiring solutions developed in partnership with stakeholders to target, assess, identify and onboard highly qualified employees.

    3. Personnel Security determines whether IRS employees, contractors and consultants are suitable for their positions, as well as ensuring that these individuals are of the highest integrity, reliability, character and administers the National Security Program for the IRS.

    4. Policy and Programs Office provides managers and the Human Capital community with expert advice and guidance related to human resource policy and implementation to recruit, hire, and maintain a highly skilled workforce to support the mission of the IRS.

    5. Position Management/Classification Office provides accurate and consistent technical advice and services to management.

    6. Office of Executive Services provides integrated executive policy and operational personnel support services in a centralized structure to the Senior Executive Services (SES) and Streamlined Critical Pay Executives, as well as high-level staff support to the Executive Resources Board.

    7. ETS other responsibilities include:

    • Assessment design, implementation and impact analysis;

    • Competency modeling, inventory management and occupational analysis;

    • Delegated examining; and

    • Operational and strategic HR process reengineering.  (07-28-2015)
Leadership, Education and Delivery Services Division

  1. The Leadership, Education and Delivery Services (LEADS) Division mission is optimizing community, resources, and performance while fostering a culture of continuous self-development by gauging and delivering a comprehensive servicewide training strategy.

  2. The Director, LEADS Division reports to the IRS Human Capital Officer.

  3. The Director of LEADS, in collaboration with the Learning and Development Executive Council (LDEC), has oversight responsibility for setting policy for Servicewide Learning & Education (SL&E). The roles and responsibilities of the Director include the following:

    1. Conducting strategic planning (i.e., develop an L&E Strategic Plan), performing environmental scans, and identifying trends and issues that impact learning in collaboration with the Embedded L&E staff;

    2. Providing learning products and services that link business strategies and enable employees to meet business goals and objectives;

    3. Collaborating with the business customers to identify and deliver training needs;

    4. Planning, administering, managing, and executing the work necessary to provide specified services;

    5. Coordinating and collaborating with SL&E; and

    6. Meeting with the Learning and Development Executive Council on a regular basis to discuss training issues affecting the business customers and the learning community at large.

  4. The LEADS Division is organized into five offices:

    1. Learning Technology Office (LTO): The LTO reports to the LEADS Director and has the following roles and responsibilities:

      • Managing Learning Management Systems (LMS) hardware, software and licensing for the Enterprise Learning Management System (ELMS), Learning Content Management System (LCMS), and Enterprise Business Intelligence (EBI) and Evaluation Management System (EMS);

      • Managing and coordinating implementation of ELMS, LCMS, EBI and EMS system support;

      • Identifying and coordinating implementation of customer required systems enhancements;

      • Testing and validating system enhancements and upgrades;

      • Supporting internally developed web-enabled learning;

      • Researching and developing learning systems;

      • Performing Contracting Officer Representative (COR) duties for ELMS, LCMS, EBI and EMS;

      • Coordinating with IT on IRS network and system security requirements that interface with education systems;

      • Maintaining system stability, maintenance schedules and user access account requirements;

      • Ensuring Section 508 compliance and assistive technology (AT) usability of the LMS systems

    2. Program Administration and Quality Measures (PAQM):The PAQM reports to the LEADS Director and has the following roles and responsibilities:

      • Maintaining LEADS budget and monitoring servicewide L&E budget;

      • Developing and issuing training policy and program guidance;

      • Coordinating L&E requests from external stakeholders (TIGTA, GAO, OPM) and managing appropriate legislative issues and items;

      • Conducting training program research;

      • Coordinating servicewide L&E policy issues with HCO Internal Management Documents (IMD) Program Coordinator;

      • Providing Contracting Officer Representative (COR) support for LEADS and servicewide L&E designated training programs;

      • Coordinating the Servicewide On-the-Job Training program;

      • Managing the Quality Assurance and Support Plan (QASP) process;

      • Managing the servicewide training evaluation program;

      • Managing the servicewide mandatory briefings program;

      • Managing the servicewide education programs including IRS College Credit Program and Learn and Lead 24x7;

      • Coordinating consolidated servicewide training measures;

      • Analyzing servicewide training statistics and measures;

      • Developing and maintaining LEADS web pages and SharePoint sites; and

      • Managing LEADS communications servicewide.

    3. Leadership and Cross-Functional Training (LCF): The LCF Training reports to the LEADS Director and has the following roles and responsibilities:

      • Managing servicewide leadership and leadership readiness programs;

      • Managing all corporate aspects to the Leadership Succession Review process, including the Web Career Learning Plan (WebCLP) site;

      • Managing the servicewide Geographic Leadership Communities program;

      • Managing Treasury initiated programs and assessments;

      • Developing designated corporate cross-functional training programs, e.g., training and resources for administrative professionals, analysts, classroom instructors, on-the-job instructors and education professionals;

      • Coordinating servicewide programs with other LEADS offices and customers;

      • Coordinating Knowledge Management activities with customers;

      • Coordinating corporate Coaching and Mentoring programs and resources;

      • Collaborating with business customers on Functional Leadership programs, as requested; and

      • Coordinating activities of the Learning and Development Executive Council.

    4. Centralized Delivery Services (CDS): The CDS reports to the LEADS Director and has the following roles and responsibilities:

      • Serving as point of contact and consultant for training planning and delivery;

      • Advising and assisting BU with development and maintenance of a training schedule for classes delivered in classroom or virtual environment;

      • Providing logistical support for training events;

      • Providing instructor support during preparation and delivery of training classes;

      • Documenting training using the Enterprise Learning Management System (ELMS) and issuing reporting instructions;

      • Supporting the IRS instructor program by evaluating and certifying classroom and virtual instructors’ platform skills;

      • Coordinating/conducting cross-functional instructor training for classroom and virtual delivery;

      • Conducting mid-course reviews;

      • Recording Level 2 evaluation data in ELMS;

      • Locating training space (CDS and non-CDS);

      • Arranging hotel accommodations for training events;

      • Issuing certificates for Continuing Professional Education (CPE) and credit to Certified Public Accountants (CPA), per NASBA criteria.

    5. Servicewide Strategic Training Management (SSTM): The SSTM reports to the LEADS Director and has the following roles and responsibilities:

      • Coordinatng the Servicewide training event approval process as required by Treasury Directive (TD) 12-70;

      • Collaborating with the Chief Financial Officer on TD 12-70 program;

      • Coordinating the annual Servicewide Training Plan;

      • Maintaining the Servicewide Training and Event Tracking System (STETS); and

      • Collaborating with Treasury on the TD 12-70 program.  (07-28-2015)
Strategy and Finance Division

  1. Strategy and Finance (S&F) Division delivers human capital management products, services and solutions that support the mission of the Human Capital Office through integration, collaboration and innovation with the IRS Human Capital community. S&F provides product development and analytical, consulting, communications and facilitation services in the areas of human capital strategic planning, technology, stakeholder reporting, human capital quality assurance, and financial management.

  2. The Director, S&F Division reports to the IRS Human Capital Officer. The Strategy and Finance Director manages Special Initiatives and facilitates the IRS Corporate Hiring Process and Special Initiatives on behalf of the Human Capital Officer, who is the Executive Champion.

  3. The S&F Division is organized into five offices:

    1. Business Systems Planning (BSP) Branch: The BSP Branch is the HCO liaison with the Information Technology (IT) organization for all data, hardware, and service needs that support HCO business processes. The BSP:

      • Coordinates IT, Cybersecurity, and Privacy requirements with HCO and provides HR systems consultation and development services.

      • Manages the HCO web and SharePoint applications and the PeopleTrak (PTrak) system.

      • Assists HCO customers in identifying and articulating their technology requirements, consolidates and advocates those needs to IT, and coordinates their implementation/distribution by:

      1. Working with HCO stakeholders to develop and maintain an HCO IT Strategic Plan that meets current requirements and anticipates future needs, while aligning with the IRS and Treasury Strategic Plans.

      2. Working with HCO stakeholders to identify systems and processes that can be improved, consolidated, or streamlined to enhance the efficiency and effectiveness of HCO operations.

      3. Maintaining HCO staff IT profiles and helping to develop and process Work Requests (WRs), funding requests, and KISAM support tickets.

      4. Representing the IRS Human Capital Officer at IT governance forums.

      • The BSP ensures that HCO complies with all applicable IT security and Federal Information Security Management Act (FISMA) requirements by:

      1. Managing annual FISMA specialized IT security training for designated staff.

      2. Coordinating annual systems testing of HCO applications, including Enterprise Continuous Monitoring (eCM) and Information Technology Contingency Planning (ITCP) testing.

      3. Ensuring that any IT security weakness is documented in a Plan of Action and Milestone (POA) and that appropriate corrective action is taken.

      • The BSP provides systems consultation and development to Human Capital customers through its Rapid Applications and Technology (RA) section by:

      1. Consulting and advising human capital customers on potential technology solutions, including commercial off-the-shelf (COTS) products and customized applications development. This consultation includes process analysis to help determine the best technology solutions.

      2. Developing customized applications in partnership with human capital customer groups to automate and add efficiencies to human capital work processes.

      • The BSP manages the HCO web and SharePoint applications and the PeopleTrak (PTrak) system through its Human Capital Information Systems (HCIS) section by:

      1. Providing consultation, maintenance, and support for HCO division web and SharePoint sites, including requirements development, web page updates, 508 compliance validation, administrative access control, IT trouble-shooting, guidance and training.

      2. Managing the IRS Careers Website (ICW) that is focused on employment marketing and recruitment, including the IRS Career Tools sub-site that provides education and career information and social media platforms within the IRS Career Web, such as Twitter, Facebook, YouTube, LinkedIN and GovLoop.

      3. Managing the PeopleTrak (PTrak) system, a web-based position management and tracking application used by all IRS business units, including providing system maintenance and configuration, administrative access control, IT trouble-shooting, guidance and training.

    2. Communications Branch: HCO Communications provides support and consultative services to HCO program managers in the design and delivery of information to an HCO audience and beyond. HCO Communications products and services include:

      • Planning strategic and tactical communications.

      • Developing key program/project messages.

      • Writing and editing of articles and other communications products.

      • Coordinating with communications liaisons located in each of the HCO Divisions.

    3. Finance Branch: effectively manages all operating aspects of the Human Capital Office budget and efficiently use its financial resources strategically in order to support and successfully deliver HCO’s programs. The Associate Director of Finance reports to the Director of Strategy and Finance Division and also serves as Director of Finance. The Director of Finance is responsible for the HCO Budget which includes Formulation/ Plan Development and Budget Execution The Finance Branch handles all HCO money aspects including: Other – Policy and Procedures, Financial reports, Inter-Agency Agreements, Unit Cost Rates:

      • Labor - projecting/monitoring salaries and benefits, on rolls and cash awards;

      • Non-labor – monitoring operational and service wide contracts and various other commitments, obligations, expenditures and disbursements;

      • Shared Support – funding for supplies, copiers and fax paper, services such as interpreters, printing, reimbursable; and

      • Other – policy and procedures, financial reports, inter-agency agreements, unit cost rates, gainsharing.

    4. Reporting and Performance Management Branch provides support, products and services to include:

      • Chief Financial Office (CFO)/Treasury Reporting;

      • General Accounting Office (GAO) Reporting;

      • Equity, Diversity, and Inclusion (EDI) Reporting;

      • HCO Business Continuity Planning;

      • HCO Forms Coordination;

      • HCO Internal Management Documents (IMD) Program and IRM Coordination;

      • HCO Measures Program;

      • HCO Records Management and Information Resources Coordination;

      • HCO Risk Management Program;

      • HCO Space Management Program;

      • Human Capital Assessment and Accountability Framework (HCAF) Program Reporting;

      • Human Capital Accounting/Treasury HR Reporting

      • IRS Lapsed Appropriations Contingency Planning; and

      • Treasury Inspector General Tax Administration (TIGTA) Audit Program.

    5. Strategy Branch: The Office of Strategy identifies and supports the most effective and efficient ways to develop and deliver the vision of the Human Capital Office. Sound strategy provides the framework to effectively and efficiently drive excellence in our program management practices which in turn enhances and strengthens the Human Capital Community. This requires planning, collaboration, setting clear priorities and goals, and understanding workforce requirements throughout the entire Human Capital Life Cycle. Strategy responsibilities include:

      • Serves as the hub for Strategic Human Capital Planning and Collaboration.

      • Develops, administers, and tracks progress of the Human Capital Business Plan (HCBP) and HCO wave chart.

      • Manages the Business Performance Review (BPR) process for HCO.

      • Provides a framework for a human capital concept of operations (CONOPS), mapping organizational processes, resources, risks and capabilities.

      • Fosters a cooperative, efficient, and forward-thinking human capital community by forging new relationships and synergies.

      • Serves as a consultant to streamline and create innovative and efficient organizational structures.  (07-28-2015)
Workforce Relations Division

  1. The Workforce Relations Division (WRD) mission is to establish IRS labor and employee relations policy and provide related support and expertise to Service management and employees, as well as its field and embedded labor/employee relations staff and operations.

  2. The Director, WRD reports to the IRS Human Capital Officer and is responsible for:

    1. Labor Relations (LR) Policy;

    2. Labor Management Relations;

    3. Negotiations;

    4. Employee Relations (ER) Policy;

    5. Employee Relations - Performance and conduct cases, grievance cases and management inquiries initiated by Employee Conduct and Compliance Office (ECCO);

    6. Unacceptable Performance;

    7. Support of the 1203 Review Board and the Employee Tax Compliance Program;

    8. LR-ER Activity Analysis and Reports;

    9. Ethics/Conduct (450 file, Ethics, 1203);

    10. Special Processing (wage garnishment); and

    11. Board of Professional Responsibility (1203 conduct and tax).

  3. The WRD is organized into four offices:

    1. LR Strategy and Negotiations (LRSN):The LRSN Office provides national labor relations representation to IRS Management, and assesses, determines, develops and evaluates Servicewide strategic labor and employee relations policies. LRSN program responsibilities include:

      • Collective Bargaining Agreement (National Agreement) – negotiations and national obligations with NTEU;

      • Disciplinary and Adverse Actions - policy;

      • IRM (multiple sections in Part 6, Human Resources Management at http://publish.no.irs.gov/pubsys/irm/indp06.htm);

      • Information Requests (per 5 USC 7114);

      • Local Agreements - Review & Notice Determination;

      • Manager’s Guide to Penalty Determinations (Document 11300);

      • National Grievances (& threshold issues for Agency Grievances);

      • National Negotiations (Servicewide and Business-Unit specific);

      • Outside Employment Policy;

      • Plain Talk About Ethics and Conduct Handbook (Document 12011);

      • Probation/Trial Period Terminations;

      • Training Advisory Group – LR/ER Field Operations & Managers;

      • Unacceptable Performance;

      • Within-grade Increase Denials; and

      • WRD Communications.

    2. LR/ER Field Operations:The LR/ER Field Operations office provides guidance and representation to IRS management in the areas listed below:

      • Collective Bargaining Agreement (National Agreement) – application and interpretation;

      • Contract and Agency Grievances;

      • Requests for Information filed under 5 USC 7114;

      • Unfair Labor Practice Charges;

      • Unfair Labor Practice Charges;

      • Ethics Guidance;

      • Local Bargaining Agreements (in collaboration with LRSN);

      • Unacceptable Performance and Within Grade Denial Cases;

      1. LR/ER Field Operations office is also the program owner for ALERTS (Automated Labor/Employee Relations Tracking System), the Service’s labor/employee relations management information system. LR/ER support is provided functionally via three branches. To find your servicing LR/ER office, visit: http://hco.web.irs.gov/apps/staffdir/lrcontactguide.pdf.

      2. Included in the LR/EF Field Operations office is the Centralized Adjudication Branch (CAB). The CAB is esponsible for providing advisory services and assistance to IRS management and executives regarding the Unauthorized Access (UNAX) program where employees have been identified by TIGTA as having committed an unauthorized access of taxpayer information. The CAB also includes the Official Time Program Unit, which is responsible for the administration of Article 9, Stewards and Official Time, in the Collective Bargaining Agreement, providing advisory services and assistance to IRS management and executives regarding the use of Official and Bank Time by Union stewards for representational activities. Official Time Coordinators (OTCs) are responsible for negotiating each NTEU chapter’s Local Official Time Utilization Plan. To find the OTC (assigned by NTEU chapter), visit: http://hco.web.irs.gov/pdf/OTCRoster.pdf.

    3. Employee Conduct and Compliance Office (ECCO):The ECCO provides a centralized structure and forum for addressing concerns about employee conduct. They also administer Section 1203 of the Restructuring and Reform Act of 1998 reviewing willful 1203 employee cases and advising the Section 1203 Review Board about mitigation considerations for discipline less than the mandatory removal penalty. The ECCO is composed of the following branches and programs:

      • Employee Tax Compliance Branch (ETC): The ETC Branch operates the process that identifies IRS employees who potentially are not in compliance with Federal tax laws. The goal is to provide consistency in the treatment of employee tax non-compliance while protecting employee privacy through limited access to sensitive tax information, and keeping to a minimum the number of people needed to address the concern. The ETC Branch also includes the Special Processing Unit, which is responsible for processing court ordered garnishments for family support, commercial garnishments, Chapter 7 and Chapter 13 bankruptcies and judgment offsets for IRS employees.

      • Employee Issues Branch (EIB) The EIB is the receipt and control point for issues by, about or against IRS employees from a variety of sources - the public, IRS employees, Treasury Inspector General for Tax Administration (TIGTA), or Congress. The EIB provides guidance and assistance to management in resolving these issues in a fair, objective and timely manner and that corrective actions are taken when necessary. The EIB also operates the Board of Employee Professional Responsibility and coordinates employee concerns not addressed in other forums (e.g., the EEO process). The Report of Investigation (ROI) Unit is the receipt and control point for TIGTA ROIs that come to the IRS for appropriate adjudication.

      • Servicewide Ethics Program Operations (SEPO) The SEPO has responsibility for the 278/450 financial disclosure portion of the Ethics program. As such, the office serves as a point of reference for employees and managers in an effort to help them maintain the highest levels of impartiality and integrity as they carry out the mission of the Service.

    4. Executive Misconduct Unit (EMU):Under the authority of the Chair, Executive Resources Board, the EMU is responsible for facilitating the adjudication of misconduct allegations involving high-level personnel (i.e., Executives [SES & AD]; Senior Managers [IR-01 & IR-03]; and GS-15 non-bargaining unit employees).  (07-28-2015)
Worklife, Benefits and Performance Division

  1. The Worklife Benefits and Performance (WBP) Division mission is to ensure end-to-end accountability for retaining our employees through integrated programs (performance management, compensation, pay for performance, benefits and worklife) that pay, reward and transition employees throughout their careers. The WBP Division also ensures consistent Servicewide policies for the execution of Reduction-in-Force (RIF) and mitigation strategies to support workforce transition initiatives.

  2. The Director, WBP Division reports to the IRS Human Capital Officer.

  3. The WBP Division is organized into four offices:

    1. Pay, Leave and Performance (PLP):

      • Pay Administration;

      • Grade and Pay Retention;

      • Recruitment, Retention, Relocation and other Incentives;

      • Hours of Work, Excused Absence, Alternate Work; Schedules, Tours of Duty;

      • Compensatory Time, Overtime, Religious Compensatory Time, Compensatory Time for Travel and FLSA;

      • Salary Offset Waivers for Reemployed Annuitant (REA) Program;

      • Performance Management Program for Managers, Management Officials, and Confidential Management/Program Analysts (GS-343, Non-Bargaining Unit);

      • Performance Management Program for Employees (Bargaining Unit and Non-Bargaining Unit);

      • Performance Plans, Critical Job Elements, and Performance Appraisals;

      • Awards (Bargaining and Non-Bargaining Unit);

      • Support to Paybanding, Pay for Performance; and Performance-Based Bonuses; and

      • Leave - including annual, sick, military, leave without pay (LWOP), Family and Medical Leave Act (FMLA), etc.

    2. Restructuring, Planning and Leave Share (RPLS):

      • The Workforce Restructuring Services provides policy, process, advisory and implementation support for business units planning/undergoing workforce changes, such as: reorganizations, restructuring, transfer of functions, competitive sourcing initiatives, etc. WRS branch focuses on:

      1. Mitigation Strategies Policies, Processes and Implementation;

      2. Transition Management Programs Policies, Processes and Implementation, including Reduction in Force (RIF); and

      3. Leave Share Program.

      • Advisory Services for ODs/principal offices for organizational change resulting in:

      1. Job Abolishment;

      2. Mitigation Strategies;

      3. Directed Reassignments; and

      4. RIF.

      • Coordination and consultation with other HCO functions.

      • The Benefits and Services Team focuses on:

      1. Retirement: Voluntary, Disability, Early-out;

      2. Insurance: Health, Life, Long Term Care;

      3. Death in Service;

      4. Thrift Savings Plan;

      5. Flexible Spending Accounts; and

      6. Guidance on health fairs.

    3. Worklife Programs:

      • Wellness;

      • Employee Assistance Program;

      • Workers Compensation;

      • Telework;

      • Drug Free Workplace;

      • Automated External Defibrillator (AED);

      • Federal Occupational Health, Health Units and Contract Medical Review;

      • Fitness Centers;

      • Child Care Centers;

      • Smoking Cessation;

      • Flu Shots;

      • Home as POD (HaP);

      • Infections Disease Protocol;

      • Nursing Mothers Program;

      • IRS Domestic Violence, Sexual Assault and Stalking (DVSAS) Policy;

      • Employee Suggestion Program;

      • Non Bargaining Unit (NBU) Post of Duty (POD) Guidance; and

      • Virtual Recognition Ceremony.

    4. Workers' Compensation Branch (WCB):

      • IRS’s liaison with Department of Labor’s Office of Workers’ Compensation Programs (OWCP);

      • Workers' Compensation policy development, program administration, and technical guidance;

      • Workers' Compensation claim processing and case management;

      • Electronic claims processing;

      • Leave Buy Back (injury leave re-purchase and restoration); and

      • Business Continuity Support (Incident Response Team).

Exhibit 1.1.22-1 
HCO Organizational Chart

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