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Part 11. Communications and Liaison

Chapter 53. Small Business/Self-Employed

Section 2. Communications - Internal, External & Web Services

11.53.2  Communications - Internal, External & Web Services

11.53.2.1  (10-27-2006)
Mission of the SB/SE Communications Office

  1. The mission of SB/SE Communications is to provide expert communications support and advice, design, develop and implement communications plans and strategies to support internal and external customers and partners through a variety of communications tools.

  2. In order to be successful, Communications must deliver messages to the right audiences in a timely, effective manner. Communication strategies and products must be developed with an appreciation of the diversity of the audience and the varied ways individuals receive and process information.

11.53.2.1.1  (10-27-2006)
Key Interdependencies of SB/SE Communications

  1. The Director, Communications reports to the Director, Communications, Liaison and Disclosure (CLD).

  2. Director, Communications and staff works with SB/SE operating units to develop and implement integrated communications plans to address ongoing and emerging issues.

  3. The Communications staff interacts with the Commissioners, Headquarters and Field and with all operations within SB/SE, W&I, LMSB and TE/GE, as well as, functions within CLD.

  4. CLD's Communications staff establishes and maintains effective relationships with key internal and external stakeholders.

  5. Externally, Communications works with a variety of practitioner and industry groups.

  6. ) The following managers report to the Director, Communications:

    • Chief, Internal Communications

    • Chief, External Communications & Compliance Support

    • Chief, Web Services

  7. The Web site for SB/SE Communications is: http://sbse.web.irs.gov/CL2/cl/default.htm

11.53.2.1.2  (10-27-2006)
Roles and Responsibilities of Director, Communications and Staff

  1. The responsibilities of the Director, Communications and staff include the following activities:

    • Works with SB/SE operating units to develop and implement integrated communication plans to address ongoing and emerging issues. See IRM 11.53.2.1.3.

    • Identifies key messages as well as appropriate communication products and delivery channels which leverage stakeholder groups to deliver SB/SE messages. See IRM 11.53.2.2.

    • Establishes and maintains effective relationships with key internal and external stakeholders.

    • Develops and implements communication plans to enhance employee and stakeholder understanding of the SB/SE redesign/re-engineering processes.

    • Supports W &I realignment issues.

    • Works with the business owners on issues to enhance program understanding and taxpayer compliance.

    • Supports marketing efforts to the practitioner community through the implementation of integrated strategic communication plans. See IRM 11.53.2.3.

    • Ensures that appropriate communication linkages exist across SB/SE operating units.

  2. Analysts serve as the organization's resident experts on communication matters. Their mission is to diagnose problems and propose solutions. Some communication vehicles are owned by CLD, therefore, the analyst will take a more active role in the processes.

11.53.2.1.3  (10-27-2006)
Communications Planning

  1. The communication planning process describes the steps necessary to prepare a communications package for use. The process covers everything from the first contact between the analyst and a client, to preparation and implementation of the Communications Plan.

  2. This section describes preparing the Communications Plan and keeping the plan up-to-date during the execution.

11.53.2.1.3.1  (10-27-2006)
Roles and Responsibilities

  1. Strategic Communication is closely linked to the organization’s Strategic Plan. All communications should strive to:

    1. Communicate the goals of the IRS and SB/SE

      Example:

      The balanced measures: customer satisfaction, employee satisfaction and business results.

    2. Change behavior; or

    3. Inform, educate and increase awareness about the organization by providing accurate communications to internal and external audiences.

  2. The analyst partners with the client to develop a strategic communication plan, collaborate in the development of communication products, and determine appropriate communications vehicles. The analyst may meet with the client in person or via conference call. When the meetings are held in person, the analyst may present the client with a Communications brochure. The brochure provides an overview of available communication services.

  3. The client takes ownership for the strategic communications plan, designating a project officer and/or project team. The client partners with Communications to develop the plan, providing content for communications vehicles, reviewing and approving draft products, procuring funding if necessary, and negotiating any issues with Labor Relations.

11.53.2.1.3.2  (10-27-2006)
Communications Planning - Stages

  1. Information gathering is performed through an interview with the client to obtain basic information about the project. Analysts use previously developed templates as a discussion guide during the initial contact and to outline the communications plan to be drafted. Either during the interview or shortly thereafter the analyst will complete the communications planning template.

  2. Plan drafting is based on all the information gathered in the interview. The communications plan template is used to draft the communications plan. The following steps should be taken:

    1. Complete the "Product Grid" section near the back of the plan.

    2. In "Points of Contact" list all involved Communication personnel in the first column and the business owner contacts in the "Other" column.

      Note:

      If a communication vehicle outside SB/SE is being used, such as an article appearing in IRS Headlines…and More, then list the assisting analyst’s name in the " Other" field.
      If a presentation at a SB/SE or National Public Liaison (NPL) Forum is scheduled, place the Stakeholder Liaison (SL) or NPL point of contact’s name in the "Other" column.

    3. When dates are unknown use "TBD" in the " Due Date" field.

    4. The "Product Grid" needs to be concise but sufficiently detailed so the client can easily identify each who, what, when, where, and why for every action item.

    5. Date the communications plan and mark it "DRAFT" on the front page.

    6. Complete the "Plan Author" information on page 2 by recording the analyst’s name and phone number. The plan remains "DRAFT" until approved by the client and the Communication director or designee.

    7. The analyst will then share the plan with the client.

  3. Final clearance includes:

    • Technical review by client

    • Sign-off by manager

    • Final technical review by client

    • Copies on your personal computer and a backup copy on a separate disk

    • Provide copy to client, manager and project backup

11.53.2.1.3.3  (10-27-2006)
Other Information

  1. A communications plan is a working document and things will change during the various stages of the plan. Update and make changes to all copies of the plan as needed.

  2. It is critical that communication plans are kept and accurate.

11.53.2.1.4  (10-27-2006)
Rolling Quarterly Communications Plan

  1. The Rolling Quarterly Communications Plan contains the SB/SE strategically planned internal and external communications for three months at a time. SB/SE functions provide input into the Plan’s development.

  2. Initiatives are identified, communication products are developed, and timeframes for product delivery are established. The Plan initiatives are prioritized by the strategies and product development and delivery is considered based on Communications’ workload levels. New additions to the plan are assigned by the appropriate Communications branch chief on a monthly basis.

  3. A sample plan is available through the communications Web site at: http://sbse.web.irs.gov/CL2/cl/default.htm

11.53.2.1.4.1  (10-27-2006)
Roles and Responsibilities

  1. The Communications Planning Council was established to help guide communications efforts. The Council is made up of representatives of the various functions who identify priority communications messages and determine the appropriate delivery vehicle.

  2. The Council meets once a month. Members may submit a communications item for the Plan by sending a completed template to the coordinating analyst.

  3. A sample template available through the communications Web site at: http://sbse.web.irs.gov/CL2/cl/default.htm

  4. After the new topic is approved by the council, it is assigned to a communications analyst.

11.53.2.1.4.2  (10-27-2006)
Process and Timeline For Controlling the Plan

  1. The Communications Planning Council meets the second Tuesday of the month to review and update the Plan. Approximately ten workdays prior to the meeting, the coordinating analyst sends an electronic solicitation to the Council members for any new communications needs along with a reminder of the upcoming Tuesday meeting. A copy of the prior month’s Rolling Quarterly Communications Plan and a blank template are attached to the solicitation. Responses should be due in one week. As the analyst receives new templates from the Operating Unit (OU), the Plan is updated and the new items highlighted.

  2. Two workdays prior to the monthly meeting, the analyst and communication branch chief(s) meet to review the draft Plan for the next quarter. Communication analysts assigned to initiatives may be contacted for the current status of their projects and the Plan noted. Completed products are deleted from the Plan. Also this day, a meeting reminder with the room and call-in number is sent to the Council members.

  3. On the morning of the monthly Tuesday meeting, the room and dial-in information is sent to the Council members along with a copy of the updated Plan and any new communications submissions. During the Council meeting, new items submitted for addition to the Rolling Quarterly Communications Plan are reviewed and discussed by the Council members.

  4. Within five days after the working group meeting, the draft plan is finalized with any changes or new items. It’s then forwarded to communications director for review prior to submissions to the CLD Director. The approved plan is then sent to the working group, Communications branch chiefs, and NTEU. The coordinating analyst forwards any new communication templates to the appropriate branch chief for assignment. The analyst notes the assigned communications analyst and due date to assist with future status requests.

11.53.2.1.5  (10-27-2006)
Communicating to a Servicewide Audience

  1. When it's necessary to communicate information to all IRS employees, contact HQ CLD, who is responsible for disseminating information through Internal Communications.

  2. There are a variety of products and services offered:

    • Commissioner/Deputy VMS - VMS message to all employees from the IRS Commissioner or Deputy Commissioner.

    • Employee News Service - Employee-related topics of interest to help in making informed choices.

    • IRS Headlines - Weekly summary of key issues in bullet form and issued electronically. Items must be timely: happening last week, this week, or next week.

    • IRS Today – Monthly newsletter for all employees available both electronically and in print.

    • IRWeb News – Commonly known as "webbies" the featured news item usually has a one-line heading that hyperlinks to information posted elsewhere on the Web.

    • Leader’s Alert - A biweekly electronic newsletter for all managers. Stories should help managers take a required action, learn a management skill, relay information to employees, answer employee questions about a given topic, change employee behavior or handle a particular situation.

11.53.2.1.5.1  (10-27-2006)
Responsibilities and Process

  1. The analyst provides as much information as possible following the product guidelines.

  2. HQ – National CLD Internal Communications analysts helps determine audiences, key messages and Servicewide products available.

  3. All information for Servicewide distribution must be cleared through the appropriate branch chief.

  4. The next step is to go to the CLD Internal Communications Web site at: http://communications.no.irs.gov/Internal/ICproducts.htm , to view the product guidelines and contact information for the appropriate method of distribution and assigned analyst.

11.53.2.1.5.2  (10-27-2006)
Contact Information

  1. The current contact information, e-mail addresses and preferred subject titles for the three most common Communications products are:

    1. SB/SE Headline News
      Editor: Elcy Maccani (313)628-3734
      Publish: Friday P.M.
      From: *SB/SE Communications
      To: & SB/SE All
      Subject: SB/SE Headline News for MMDDYEAR

    2. SB/SE Manager’s Messages
      Editor: Elcy Maccani (313)628-3734
      Publish: Friday P.M.
      From: *SB/SE Communications
      To: & SB/SE Managers All
      Subject: SB/SE Manager’s Messages for MMDDYEAR

    3. SB/SE Morning News Break
      Editor: Portia Powell (651)312-7883
      Publish: Daily
      From: *SB/SE Communications
      To: & NO SB/SE Executives
      Subject: SB/SE Morning News Break for MMDDYEAR

11.53.2.2  (10-27-2006)
Internal Communications

  1. The mission of SB/SE Internal Communications is to provide key internal message development and delivery, and product design as well as provide strategic communications support.

  2. The communication vehicles that can be used to convey information to employees are:

    • Manager's Messages ( See IRM 11.53.2.2.2. )

    • SB/SE Headline News ( See IRM 11.53.2.2.3. )

    • News from the Business Unit (BUN) ( See IRM 11.53.2.2.4.)

    • What's New on the Front Page of SB/SE Web Site ( See IRM 11.53.2.2.5.)

    • Connection Newsletter ( See IRM 11.53.2.2.6.)

    • Campus Newsletters ( See IRM 11.53.2.2.7. )

    • People and Places ( See IRM 11.53.2.2.8. )

    • Communications Mailboxes ( See IRM 11.53.2.2.9. )

    • E-mail from Commissioner ( See IRM 11.53.2.2.10. )

    • Design and Printing ( See IRM 11.53.2.2.12. )

    • Design and Printing for Campus' ( See IRM 11.53.2.2.13.)

    • VMS Messages ( See IRM 11.53.2.2.14.)

    • Commissioners Weekly VMS ( See IRM 11.53.2.2.15. )

    • Closed-Circuit Television ( See IRM 11.53.2.2.16. )

    • Interactive Video Teletraining ( See IRM 11.53.2.2.17. )

    • Business Resumption Plan/Crisis Communications ( See IRM 11.53.2.2.18.)

    • Campus Tours ( See IRM 11.53.2.2.19.)

  3. Each product has strengths and weaknesses and should be chosen according to the message and target audience. These products often comprise the media used to execute communication plans.

11.53.2.2.1  (10-27-2006)
Roles and Responsibilities

  1. The analyst should become familiar with each product’s potential uses, strengths and weaknesses, and how to use the products. In consultation with the client, the analyst should choose the products most likely to reach the client’s audience(s) and achieve the desired effect.

  2. The client in conjunction with the communications analyst, should provide the approved messages to be conveyed using any appropriate combination of these communication products.

  3. By following the processes listed for each product, the analyst can best serve clients with timely messages and outcomes.

11.53.2.2.2  (10-27-2006)
Manager's Messages

  1. The Manager's Messages are a weekly e-product for managers, providing coverage of leadership issues, human resource issues, leadership and training opportunities, and managerial questions. They also serve as resources for providing quick updates and information to facilitate and improve manager/employee interactions.

11.53.2.2.2.1  (10-27-2006)
Roles and Responsibilities

  1. The editor receives the article submissions from communications analysts following local branch procedures. The editor reviews all content submissions to ensure that articles meet the criteria for publication in Manager’s Messages. The editor also edits content submissions for style, tone, format, clarity and grammar. The editor is authorized to make editorial changes to content submissions, and may return any edited content to the analyst who submitted the article for clarification or correction.

  2. The analyst is primarily responsible for ensuring the accuracy and appropriateness of content submitted for publication in Manager’s Messages, and for providing any hyperlinks to supplemental information posted to the Web site. Communications analysts are also responsible for obtaining approval from OU or program/process owners as well as their branch chief for revisions to content submitted for publication in Manager’s Messages.

  3. The branch chief submits articles, in proper format and style, to the editor for publication. The originating or responsible organizational unit, program or process owner should approve the articles. Any article relating to technology issues must also be cleared through Business Systems Modernization.

  4. The webmaster posts Manager’s Messages to the Web site.

11.53.2.2.2.2  (10-27-2006)
Timeline

  1. Weekly, on designated days, the following occurs:

    1. Tuesday: All approved article submissions must be provided to the editor and the editor’s backup by close of business.

    2. Wednesday: The editor edits the articles for Associated Press (AP) and journalistic style, and works with the submitters on any details that may be missing from the article. Analysts should plan on the possibility of changes that will require additional review by the author and the subject matter expert. The product is then laid out and provided by close of business to the Internal Communications branch chief.

    3. Thursday: The branch chief provides feedback to the editor who makes any necessary changes.

    4. Friday: The editor e-mails the documents to the respective audiences. The web team posts the documents to the Web site.

11.53.2.2.3  (10-27-2006)
SB/SE Headline News

  1. A weekly e-newsletter for all employees, designed to provide coverage of information concerning employment, process and program issues as well as organizational priorities.

11.53.2.2.3.1  (10-27-2006)
Roles and Responsibilities

  1. The editor receive article submissions from communications analysts following local branch procedures. The editor reviews all content submissions to ensure that articles meet the criteria for publication in Headline News (HN). The editor also edits content submissions for style, tone, format, clarity and grammar. The editor is authorized to make editorial changes to content submissions, and may return any edited content to the analyst who submitted the article for clarification or correction.

  2. The analyst is primarily responsible for ensuring the accuracy and appropriateness of content submitted for publication in HN, and for providing any hyperlinks to supplemental information posted to the Web site. Communications analysts are also responsible for obtaining approval from OU or program/process owners as well as their branch chief for revisions to content submitted for publication in HN.

  3. The branch chief submits articles, in proper format and style, to the HN editor for publication. The originating or responsible organizational unit or program or process owner should have approved the articles prior to submission. Any article relating to technology issues must also be cleared through Business Systems Planning.

  4. The webmaster posts Headline News to the Web site.

11.53.2.2.3.2  (10-27-2006)
Timeline

  1. Weekly, on designated days, the following occurs:

    1. Tuesday: All approved article submissions must be provided to the editor and the editor’s backup by close of business.

    2. Wednesday: The editor edits the articles for AP and journalistic style, and works with the submitters on any details that may be missing from the article. Analysts should plan on the possibility of there being changes that will require additional review by the author and the subject matter expert. The product is then laid out and provided by close of business to the Internal Communications branch chief.

    3. Thursday: The branch chief provides feedback to the editor who makes any necessary changes.

    4. Friday: The editor e-mails the documents to the respective audiences. The Web team posts the documents to the Web site.

11.53.2.2.4  (10-27-2006)
News from the Business Unit (BUN)

  1. News from IRS Business Units reside on the Home Page of IRWeb and is used to alert all IRS employees and managers of selected SB/SE communications products.

  2. Designated coordinators can send story ideas, photographs, completed stories and their accompanying links as well as other submissions to the assigned SB/SE communications analyst or their designated back up.

11.53.2.2.4.1  (10-27-2006)
Responsibilities and Process

  1. The analyst reviews, obtains any required additional approval, makes any final edits and posts an appropriate headline with a link to the existing Web site where the communications product exists.

  2. Using current procedures, the communications analyst may have to post to IRWeb any original news copy or photographs not already posted to a special Web site earmarked for News from IRS Business Units articles.

  3. The analyst also scans the current slate of CLD vehicles, projects and other items to ensure that a new item is posted on a frequent rotational basis.

  4. Communications analysts should remember to include postings to News from IRS Business Unitsas part of their overall communications strategy. All submissions must be approved by the business owner using that business owner’s approval process before a submission can be made to the SB/SE communications analyst responsible for posting items to News from the IRS Business Units.

11.53.2.2.5  (10-27-2006)
"What’s New" on the Home Page of SB/SE Web Site

  1. A large share of the SB/SE Web home page is devoted to SB/SE news and information. These stories make up the "What’s New" section of the SB/SE home page. Stories and photographs from SB/SE communications sources are posted to "What’s New" on a rotational basis.

    Example:

    After an item is replaced on the News from IRS Business Unitssection of IRWeb, the assigned communications analyst posts it to the "What’s New" section of the SB/SE Home page.

  2. However, some "What’s New" articles can be posted to the SB/SE home page only. When appropriate, an article may be posted to both pages at the same time.

11.53.2.2.5.1  (10-27-2006)
Responsibilities and Process

  1. The analyst reviews, obtains any required additional approval, makes any final edits and posts an appropriate headline with a link to the existing Web site where the communications product exists. The analyst or his/her designated back up reviews obtains any required additional approval, makes any final edits and posts an appropriate headline with a link to the existing Web site where the communications product exists.

    Note:

    SB/SE communications analysts should remember to include postings to "What’s New" as part of their overall communications strategy.

  2. All submissions must be approved by the business owner using that business owner’s approval process before a submission can be made to the SB/SE Communications analyst responsible for posting items to "What’s New."

11.53.2.2.6  (10-27-2006)
Connection Newsletter

  1. Connection, the monthly newsletter, is a communications vehicle for providing national and local news and information to employees. Connection is part of a suite of communications vehicles which help achieve the business goals of the IRS.

  2. Connection newsletter editions are prepared for five campuses, one HQ and seven areas. Those editions, including the states covered within the areas , are titled as follows:

    • Brookhaven Campus

    • Cincinnati Campus

    • Memphis Campus

    • Ogden Campus

    • Philadelphia campus

    • North Atlantic -
      Connecticut, Maine, Massachusetts, New Hampshire, New York, Rhode Island and Vermont

    • Central -
      Kentucky, Michigan, New Jersey, Ohio, Pennsylvania, and West Virginia

    • South Atlantic -
      Delaware, Florida, Maryland, North Carolina, South Carolina and Virginia

    • Midwest -
      Iowa, Illinois, Indiana, Kansas, Minnesota, Missouri, North Dakota, South Dakota, Nebraska and Wisconsin

    • Gulf States -
      Alabama, Arkansas, Georgia, Louisiana, Mississippi, Oklahoma, Tennessee and Texas

    • Western -
      Alaska, Arizona, Colorado, Hawaii, Idaho, Montana, Nevada, New Mexico, Oregon, Utah, Washington and Wyoming

    • California -
      California

    • Headquarters -
      Covers all employees within the Washington, D.C. Metropolitan Area

11.53.2.2.6.1  (10-27-2006)
Roles and Responsibilities

  1. Articles in Word format, are placed in folders designated " Mandatory," "Must Use By" and "Evergreen " on the shared drive.

  2. Article Planning As much as possible, articles are planned in advance and scheduled on a Connection schedule located on a shared drive in the " Newsletters" folder under the Connection sub-folder. While some subjects may be planned up to one year in advance, the schedule for subject matter is anticipated to be three months in advance. Unforeseen subject changes may occur or be added during the year due to the following conditions:

    1. Local editors reference schedule when planning local newsletter input.

    2. Local editors/analysts/subject matter experts provide input of national importance to national editor or to field/campus board member for discussion at regularly scheduled board meetings when timeframe is adequate.

  3. National Article Submission Process has a specific style. The style format requires that:

    1. Articles are written in third-person.

    2. Bylines are not used except when the author has special knowledge of or insight into subject matter. In general, analysts do not have bylines on articles they have authored.

    3. Authors and editors should use AP style.

    Note:

    Articles should have less than 500 words and authors/editors need to keep in mind their targeted audience.

  4. National Article Approval Process recommends that editors of all communication vehicles work together to ensure all communication needs are met by using the proper forum. The process is as follows:

    1. Article completed by author.

    2. Author obtains technical approval by applicable subject matter expert.

    3. Author obtains CLD supervisory approval by CLD author’s branch chief.

    4. Author obtains approval of HQ-level office.

      Note:

      The senior operations advisor decides if executive-level clearance is required. Author works with senior operations advisor, or appointed contact to get all necessary approvals.

    5. Author notifies national editor and sends completed approved article and e-mail approval documentation to national editor.

    6. If major edits or additional approvals are necessary, national editor returns article to author for completion of additional requirements.

    7. Local articles are approved by the local program owner.

    Note:

    This approval process applies to articles submitted for the national template only.

  5. Executive Perspective Approval Process is the final step of the approval path. Executives throughout the IRS will provide the Executive Perspectivecolumn for the Connection Newsletter. The Director of Communications provides Commissioner's office approval and invites chosen executives to provide their perspective to the column content. The executive, the executive’s staff and the assigned CLD author are responsible for writing the column. If the column is written by the executive’s staff, CLD authors review the column for readability and length. Before final executive approval, the column is reviewed by the Director of Communications. The final Executive Perspective must be approved by the executive.

  6. Production Schedule (monthly distribution) All analysts and editors work on stories for different issues concurrently. Newsletter monthly issues are released as close as possible to the first day of the issue month. Campus editors must plan for delivery and distribution of printed materials as close to the first as possible.

11.53.2.2.6.2  (10-27-2006)
Producing the Connection Newsletter

  1. PageMaker Format The PageMaker document should contain both national and local news. Editors add articles and localize national stories to produce an edition tailored specifically for each area or campus. Editors use standard placement and page(s) reserved for national or local information. The same national articles are included in each local edition. The PageMaker document must be converted to a PDF document and then posted on Web site for downloading by employees with intranet access and capable systems.

  2. The PDF files also contain live links to Web sites and/or additional information as stated in articles. Designated editors post their final editions to the Web site.
    * Employees are notified by electronic message from *SB/SE Communications and by additional local targeted e-mail notification if deemed necessary by local editor.
    * Include the PowerPoint explaining how to post and create links for a web site

  3. MS Word Formatting Campus/Local/HQ editors will create a text only version of their Connection using Microsoft Word. This file must be Section 508 compliant, with no formatting or pictures, for editors to distribute to employees who require text files. The local editions are created using the Word template that includes bookmark links from the table of contents to each article, as well as, the "Return to top" feature.

11.53.2.2.6.3  (10-27-2006)
Placing a Hyperlink in a PDF Document

  1. When placing a hyperlink in a PDF document, you can make the URL live by following these steps:

    1. Underline the URL in PageMaker and change the text color to blue (the underlined link must include http://).

    2. Convert the document to a PDF file.

    3. Once you have the PDF file, go to the tool bar (in Adobe Acrobat) and click on "Advanced,"

    4. Then "Links,"

    5. Then "Create from URLs in document."

    6. Save the document.
      Go back into the PDF file and hover over your link, click and it should go to the Web page.

  2. Keywords can also come aliveby using the following process:

    1. Highlight and underline the keyword in PageMaker in blue.

    2. Convert document to a PDF file.

    3. Click and scroll.

    4. Once the PDF file appears, go to the tool bar and click on " Advanced editing."

    5. Click on the chain link icon.

    6. Scroll to the keyword and draw a box around the word(s).

    7. Click "create a link."

    8. Type, choose and save.

    9. When the "Create link" window appears,

    10. Check "open a Web page" and type the URL in the drop down box,

    11. Then click on "OK."

    12. In the PDF file, right click on highlighted word and "select properties."

    13. Choose "Invisible rectangle."

    14. Then "Close."

    15. Save the document.

    16. The boxes do not show up when the file is reopened.

    17. Close and test.

    18. Close the PDF, reopen and hover the cursor over the keyword.

    19. Click on the word - to land on the Web page selected.

11.53.2.2.6.4  (10-27-2006)
Posting a Connection Issue

  1. Before posting a Connection Issue, take the following actions:

    • Prepare issue using PageMaker.

    • Convert PageMaker version to a PDF file and prepare the Word version.

    • Place the PDF and Word versions in the "to be posted" folder on the HQ shared drive.

  2. Once the document is prepared, follow the steps below:

    1. Go to http://sbse.web.irs.gov/HL/connection

    2. Select the campus.

    3. Click "Display."

    4. Verify you have the correct campus selected.

    5. Click on "new doc" tab.

    6. Insert

    7. Verify month and year.

    8. PDF URL of the issue from "posted" folder on the HQ shared drive

    9. Number of pages.

    10. Word document URL.

    11. Post it

    12. Verify the entries are correct- then hit "submit."