1.1.13 Wage and Investment

Manual Transmittal

December 21, 2018

Purpose

(1) This transmits revised IRM 1.1.13, Organization and Staffing, Wage and Investment Division.

Material Changes

(1) This IRM has been rewritten and restructured to provide the current organizational structure for the Wage and Investment Division(W&I). After several months of planning and using feedback from employees, managers and various stakeholders, W&I and Small Business/Self Employed (SB/SE) successfully realigned compliance activities. Most pre-and post-refund EITC activities are now worked within W&I and post-filing compliance activities now reside within SB/SE. The newly aligned organizations stood up November 2, 2014. Direct reporting changes to the W&I Commissioner include:

  • Removal of Compliance Services Collection Operations (CSCO)

  • Removal of Compliance, Automated Collection System (ACS)/ACS Support

  • Removal of Field Compliance Services

  • Creation of Wage & Investment Operations Support (WIOS) and removal of Strategy and Finance

(2) Organizations realigned or renamed are as follows:

  • Wage and Investment Equity, Diversity and Inclusion (EDI) formerly Equal Employment Opportunity and Diversity

  • Business Modernization Office (BMO), CADE Project Office (formerly CADE and AMS Project Office)

  • BMO, Lean Six Sigma Center Organization (LSSO) formerly Six Sigma

  • CAS, SP, Accounting and Tax Payment Branch (formerly Tax Payment Management Branch)

  • CAS, SP, Electronic and FTD Section (formerly Electronic Payment Section)

  • CAS, SP, Lockbox Policy and Oversight Section (formerly Lockbox Policy and Procedures (LLP) Section

  • Re-aligned the Office of Taxpayer Correspondence from RICS to CARE.

  • Re-aligned Business System Planning organization to the Business Modernization Organization

  • Renamed "Return Integrity and Correspondence Services" to "Return Integrity and Compliance Services"

(3) IRM 1.1.13.1, Revised the section to provide an introduction to Wage and Investment. The following subsections were added to provide additional information regarding the mission, strategic goals and customer base.

  • IRM 1.1.13.1.1, The Mission of the W&I Division

  • IRM 1.1.13.1.2, Strategic Goals of the W&I Division

  • IRM 1.1.13.1.3, Customer Base

(4) Organizational symbols have been updated and added throughout.

(5) IRM 1.1.13.2, Updated the mission and function statement for W&I EDI.

(6) IRM 1.1.13.4, Added new subsection that contains the mission and functional statements for all of Wage and Investment Operations Support (WIOS).

(7) IRM 1.1.13.1(4), Mission of the Wage and Investment Division - Removed Compliance (CP) as a W&I organization and changed the name of one organization from "Return Integrity and Correspondence Services" to "Return Integrity and Compliance Services." IPU 14U1636 dated 11/28/2014.

(8) IRM 1.1.13.4.1.4 Program Evaluation and Improvement. Formerly IRM 1.1.13.2.1 Updated the mission. IPU 15U1420. Revalidated by IPU 16U1664 dated 11/15/2016 and superseded current changes.

(9) IRM 1.1.13.4.5, Program Management Office - Removed item related to coordinating the IRS Services and Enforcement Steering Committee meetings; this responsibility has transitioned to the W&I Commissioner's Office. IPU 15U0459 dated 3/10/2015. Revalidated by IPU 16U1664 dated 11/15/2016.

(10) IRM 1.1.13.4.3.3, CADE Project Office - IPU 14U1597 dated 11/14/2014 - Updated the mission and functional statement of the CADE Project Office.

(11) IRM 1.1.13.5, Return Integrity and Correspondence Services - Updated to reflect RICS new organizational structure and changes to the RICS mission and functional statements. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(12) IRM 1.1.13.5.1, Deputy Director, Return Integrity and Compliance Services - Updated the Deputy Director, RICS role and the sections that report to the Deputy Director, RICS. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(13) IRM 1.1.13.5.1(3) Deputy Director, Return Integrity and Compliance Services - Removed Office of Taxpayer Correspondence. IPU 15U1040 dated 6/17/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(14) IRM 1.1.13.5.1.1, Program Support (PS) - Updated the mission of PS and to whom the Program Manager, PS reports. IPU 15U1040 dated 6/17/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(15) IRM 1.1.13.5.1.1.1, Planning and Business Support (BPS) - Updated the mission of BPS, the activities BPS performs to accomplish its mission, and to whom the Manager, BPS reports. [This subsection was renumbered (previously IRM 1.1.13.6.2.1).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement. Now superseded by new mission and function statement

(16) IRM 1.1.13.5.1.1.2, Data Management and Operational Support (DMOS) - Updated the mission of DMOS and the activities DMOS performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.2.2).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement. Now superseded by new mission and function statement

(17) IRM 1.1.13.5.1.2, Business Performance Lab (BPL) - Updated the mission of BPL, to whom the Program Manager, BPL reports, and functions that report to Program Manager, BPL. [This subsection was renumbered (previously IRM 1.1.13.6.3).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(18) IRM 1.1.13.5.1.2.1, Project and Technology Management (PTM) - Updated the activities PTM performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.3.1).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(19) IRM 1.1.13.5.1.2.2, Project Development and Execution (PDE) - Updated the mission of PDE and the activities PDE performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.3.2).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(20) IRM 1.1.13.5.1.2.3, Project Analytics and Modeling (PAM) - Added new subsection for new function under BPL. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(21) IRM 1.1.13.5.1.3, Integrity and Verification Operations (IVO) - Updated the mission of IVO. [This subsection was renumbered (previously IRM 1.1.13.6.5), and these changes supersede the changes in IPU 14U0711 issued 04-16-2014.] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(22) IRM 1.1.13.5.1.3.1, External Leads Department - Updated the mission of the External Leads Department and the activities it performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.5.1), and these changes supersede the changes in IPU 14U0711 issued 04-16-2014.] IPU 15U1113 dated 7/6/2015. Revalidated 11/152016. Now superseded by new mission and function statement

(23) IRM 1.1.13.5.1.3.2, Return Screening and Verification Department - Updated the mission of the Return Screening and Verification Department and the activities it performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.5.2), and these changes supersede the changes in IPU 14U0711 issued 04-16-2014.] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(24) IRM 1.1.13.5.1.3.3, Fraud and Referral Evaluation Department - Updated the mission of the Fraud and Referral Evaluation Department and the activities it performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.5.3), and these changes supersede the changes in IPU 14U0711 issued 04-16-2014.] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(25) IRM 1.1.13.5.2, Refundable Credits Examination Operation (RCEO) - Added a new subsection for new section under RICS. IPU 15U1113 dated 7/6/2015. Revalidated 11/152016. Now superseded by new mission and function statement.

(26) IRM 1.1.13.5.3, Refundable Credits Policy and Program Management (RCPPM) - Added a new subsection for new section under RICS. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(27) IRM 1.1.13.5.3.1, Refundable Credits Administration (RCA) - Updated the mission of RCA, to whom the Program Manager, RCA reports, and functions that report to Program Manager, RCA. [This subsection was renumbered (previously IRM 1.1.13.6.4).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(28) IRM 1.1.13.5.3.1.1, Earned Income Tax Credit and Refundable Credits Outreach (ERCO) - Updated the activities ERCO performs to meet its mission. [This subsection was renumbered (previously IRM 1.1.13.6.4.1).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(29) IRM 1.1.13.5.3.1.2, Earned Income Tax Credit and Refundable Credits Policy and Coordination (ERCPC) - Updated the mission of the ERCPC and the activities ERCPC performs to accomplish its mission. [This subsection was renumbered (previously IRM 1.1.13.6.4.2).] IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(30) IRM 1.1.13.5.3.2, Examination Non-EITC (EN) - Added a new subsection for new section under RCPPM. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(31) IRM 1.1.13.5.3.3, Examination EITC (EE) - Added a new subsection for new section under RCPPM. IRM 1.1.13.6.3.4, Policy, Monitoring and Analysis (PMA) - Added a new subsection for new section under RCPPM. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(32) IRM 1.1.13.5.3.4, Office of Health Coverage Tax Credit (HCTC) - Deleted subsection; this office is no longer under RICS.M 1.1.13.7.4.5.6. IPU 15U1113 dated 7/6/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(33) IRM 1.1.13.5.5, Integrity & Verification Operations (IVO) - IPU 14U0711 dated 4/16/2014 - Updated the mission and functional statement for IVO. Now superseded by new mission and function statement.

(34) IRM 1.1.13.6.5.1, External Leads Department - IPU 14U0711 dated 4/16/2014 - Updated the mission and functional statement for the External Leads Department. Now superseded by new mission and function statement.

(35) IRM 1.1.13.6.5.2, Return Screening & Verification Department - IPU 14U0711 dated 4/16/2014 - Updated the mission and functional statement for Return Screening and Verification Department. Now superseded by new mission and function statement.

(36) IRM 1.16.6.5.3, Fraud & Referral Evaluation Department - IPU 14U0711 dated 4/16/2014 - Updated the mission and functional statement for the Fraud & Referral Evaluation Department.

(37) IRM 1.1.13.6.5.4, Accounts Resolution - IPU 14U0711 dated 4/16/2014 - Updated the mission and functional statement for Accounts Resolution. Now superseded by new mission and function statement.

(38) IRM 1.1.13.6.5.5, Automated Questionable Credit - IPU 14U0711 - Added subsection for the mission and functional statement for Automated Questionable Credit. Now superseded by new mission and function statement.

(39) IRM 1.1.13.6.6 Office of Taxpayer Correspondence - Moved subsection due to realignment under Customer Assistance, Relationships, and Education, Media and Publications, Distribution; the new subsection is IRM 1.1.13.7.4.5.6. IPU 15U1040 dated 6/17/2015. Revalidated 11/15/2016.

(40) IRM 1.1.13.7(3) Customer Assistance, Relationships and Education - Updated activities to accomplish CARE's mission (included items related to Office of Taxpayer Correspondence). IPU 15U1040 dated 6/16/2015. Revalidated 11/15/2016. Now superseded by new mission and function statement.

(41) IRM 1.1.13.7.1.4 - Updated the mission and functional statements for Web & Automation (W&A) including subsequent subsections as follows:

  • IRM 1.1.13.7.1.4.1, SERP Communication Program (SCP)

  • IRM 1.1.13.7.1.4.2, Rules Based Program Office (RBPO)

  • IRM 1.1.13.7.1.4.3, Customer Technical Communication Program (CTCP)

(42) IRM 1.1.13.7.5(4) - Changed the number of area directors under Stakeholder Partnerships, Education and Communication from four to three. IPU 14U1617 dated 11/24/2014.

(43) IRM 1.1.13.7.5.2(2) - Changed the number of area directors under Stakeholder Partnerships, Education and Communication from four to three. IPU 14U1617 dated 11/24/2014.

(44) IRM 1.1.13.8.4.5, Process and Program Management (BMF) - Made editorial changes, e.g., corrected title and formatting. IPU 15U0754 dated 4/24/2015. Revalidated by IPU 16U1664 dated 11/15/2016.

(45) IRM 1.1.13.9, Compliance - Removed entire subsection due to compliance realignment that became effective on November 2, 2014. IPU 14U1636 dated 11/28/2014.

(46) Editorial changes made throughout the IRM.

Effect on Other Documents

IRM 1.1.13, Wage and Investment, dated October 7, 2013 is superseded. IPUs issued 12/15/214 to 11/15/2016 have been incorporated into this IRM and include 14U0711, 14U1597, 14U1617, 14U1636, 14U1685, 15U0459, 15U0754, 15U01040, 15U1113, 15U1420, 15U1497, 15U1514, 16U0114, 16U0130 and 16U1664.

Audience

All Divisions and Functions

Effective Date

(12-21-2018)

Carolyn Chapman
Director, Capital Management and Oversight
Wage and Investment Division

Introduction to the Wage and Investment (W&I) Division

  1. The Wage and Investment (W&I) Division is responsible for the administration of tax laws governing individual wage earners. This consists of taxpayers filing a Form 1040 series tax return with no accompanying Schedules C, E, F, or Form 2106 and no international activity. W&I serves all individual taxpayers and annually processes more than 15 million individual tax returns, including more than 130 million electronic filed returns, and answers over 14 million phone calls. This results in over 109 million individual refunds issued totaling nearly $306 billion annually.

  2. The W&I Division directs all tax processing, toll-free customer service and face-to-face assistance for individual and business taxpayers, identity theft victim assistance for America's taxpayers, as well as, compliance activities for W&I taxpayers. Nationwide, W&I has approximately 37,000 employees located in 359 Taxpayer Assistance Centers, 10 Service Center Campuses, and 15 Remote Call Sites.

  3. The Commissioner, Wage and Investment Division, reports to the Deputy Commissioner, Services and Enforcement. The Commissioner, W&I along with the Deputy Commissioner, W&I are responsible for leading long-term strategies that are consistent with the mission of the Internal Revenue Service and the mission of W&I. These strategies involve planning, managing, directing and executing nationwide activities for W&I.

  4. The W&I Division consists of the following organizational functions:

    • Customer Account Services (CAS)

    • Customer Assistance, Relationships and Education (CARE)

    • Return Integrity and Compliance Services (RICS)

    • Wage and Investment Operations Support (WIOS)

    • Management Services Staff (aka, Chief of Staff)

    • Communications and Liaison (C&L)

    • Equity, Diversity & Inclusion (EDI)

    • Chief Counsel, W&I Division

  5. Exhibit 1.1.13-1, Wage and Investment Organization Chart and Structure, shows the W&I organizational structure and functions described in this section.

The Mission of the W&I Division

  1. The mission of Wage and Investment (W&I) Division is To provide Wage and Investment customers top quality service by helping them understand and comply with applicable tax laws and to protect the public interest by applying the tax law with integrity and fairness to all.

  2. To accomplish our mission, the W&I Division maintains a customer-first focus through routinely soliciting information concerning the needs and characteristics of its customers and implementing programs based on the information received. W&I:

    • Provides professional and courteous service to customers to help them understand and meet their tax obligations.

    • Partners with other federal agencies, financial institutions, tax preparers, community groups, trade organizations, state and local authorities and others to provide one-stop multi-agency tax information and education services to W&I customers.

    • Increases voluntary compliance rates through a compliance strategy that includes education, outreach and risk-based programs with the tone, treatment and timing of interaction proportional to the risk to customer compliance.

  3. The W&I Division Supports the IRS’ strategic goals and objectives through initiatives that:

    • Meet the needs of taxpayers

    • Reduce taxpayer burden

    • Broaden the use of electronic interactions

    • Address key areas of non-compliance

    • Stabilize traditional compliance activities

    • Recruit, develop and retain a quality workforce

    • Provide high-quality, efficient, responsive information and shared support services

Strategic Goals of the W&I Division

  1. The strategic goals of W&I Division parallel the IRS corporate goals to provide service to each taxpayer, service to all taxpayers, and increase productivity through a quality work environment. The overarching goal for W&I is to make taxes easier for its customer base.

  2. This is accomplished by:

    • Offering products and services tailored to specific taxpayer needs.

    • Providing more education and assistance through convenient, easy-to-use distribution channels.

    • Promoting paperless filing, with a long-range goal of providing for the filing of at least 80 percent of all Federal tax and information returns in electronic form.

    • Enabling taxpayers to transact and communicate electronically with the IRS to file returns, make payments, and receive assistance.

    • Implementing risk-based compliance systems that are more effective and less burdensome to taxpayers that want to voluntarily comply.

    • Equipping employees with the information, processes, and tools to assist the specific taxpayers they serve.

    • Partnering with Information Technology to build new technology to support these goals.

W&I’s Customer Base

  1. W&I serves all individual taxpayers and annually processes more than 151 million individual tax returns.

  2. Almost all of the income for this group is reported by third parties, and the vast majority of taxes are collected through third party withholding. Most of these taxpayers deal with the IRS only when they file their returns and approximately 80% receive refunds and are highly compliant. When compliance issues do arise, they are often the result of a taxpayer's confusion and are often detected through technology-based matching programs.

Wage and Investment Equity, Diversity and Inclusion (EDI)

  1. The mission of W&I Equity, Diversity and Inclusion (EDI) is to ensure equal opportunity to all employees, applicants, and members of the public who seek to participate in IRS programs, activities and services and to provide service-wide assistance to management, employees and external customers to hire, transition and retain employees with disabilities, and veterans.

  2. To accomplish the mission, EDI:

    1. Advises the W&I Commissioner and other W&I management officials on W&I EDI issues.

    2. Provides guidance on Equal Employment Opportunity (EEO) policies (sexual harassment, reasonable accommodation, etc.), procedures, programs, and recruitment strategies for the Division in conformance with overall Service guidelines.

    3. Represents W&I on the Servicewide EEO and Diversity Council; Oversees the W&I EDI Advisory Committee.

    4. Coordinates specific W&I EDI training with Facilities Management and Security Services (FMSS) to ensure managers and employees receive adequate training to fulfill their EEO and Diversity responsibilities.

    5. Conducts analysis of key workforce-related trends or actions to identify any practices, regulations and procedures that may perpetuate discrimination and prepares reports of findings.

    6. Partners with FMSS Wage and Investment Equity, Diversity and Inclusion (EDI) in the implementation, administration and oversight of the special emphasis program plans for W&I.

    7. Develops and monitors the W&I affirmative employment plan.

    8. Partners with Wage and Investment Equity, Diversity and Inclusion (EDI). and other business operating divisions (BODs) in the development of Memorandums of Agreement/Understanding or Letters of Agreement/Understanding that mutually benefit both.

    9. Ensures EEO input and/or involvement in the W&I strategic program planning and assessment process.

    10. Collaborates, as needed, with FMSS Wage and Investment Equity, Diversity and Inclusion (EDI) and management during the EEO pre-complaint, Alternative Dispute Resolution (ADR), and formal complaint processes, offering guidance, support and facilitation of settlement attempts.

    11. Fosters relationships with employee organizations, diversity-related initiatives, and special emphasis programs within W&I.

    12. Prepares required EEO and Diversity related reports in accordance with National, Treasury and Equal Employment Opportunity Commission (EEOC) policy, guidance and other regulatory requirements.

  3. The Director, Wage and Investment Equity, Diversity and Inclusion (EDI) reports to the Commissioner, W&I.

  4. Major programs and areas of responsibilities include:

    • Accessibility Services

    • Diversity and Inclusion

    • Equal Employment Opportunity

    • Alternative Dispute Resolutions

    • Reasonable Accommodation

    • Interpreter Services

    • Recruiting and Hiring persons with Disabilities

    • Veteran Employment

    • Schedule A Recruiting and Hiring

  5. The office symbols for EDI are SE:W:EDI.

W&I Communications and Liaison (C&L)

  1. The mission of W&I Communication and Liaison (C&L) is to help the Wage & Investment division achieve its long-term goals and day-to-day business objectives through results-driven, organizationally integrated internal and external communications.

  2. To accomplish the mission W&I C&L:

    1. Consults with W&I clients to identify business needs and objectives and provide strategic and tactical communications planning and products that meet the client’s goals.

    2. Provides communications expertise and advice to the W&I Commissioner and direct reports.

    3. Builds and maintains strong business relationships with division leaders who support the strategic communications planning process.

    4. Creates synergy within the W&I C&L organization, designing and managing internal work processes that ensure quality products and group cohesion.

    5. Serves as the primary communications liaison with other business units and Headquarters C&L functions, particularly at the executive level.

    6. Connects W&I functional client programs and strategies to W&I’s strategic plan, goals and vision with consistent messaging and communication strategies.

    7. Oversees internal and external product development, ensuring products conform to publication standards in IRM 11.55.2.7, W&I Publication Standards.

    8. Guides and monitors employee performance, assigning work to employees based on existing and future business priorities and requirements.

    9. Researches, interviews, writes and edits communication products primarily targeting campus employees.

    10. Provides graphic and photographic support for news products and to fulfills other campus-related business needs.

    11. Builds and maintains relationships with campus executives, managers and employees to support campus-based communications, when needed.

  3. The Director, W&I C&L reports to the Commissioner, W&I.

  4. The office symbols for C&L are SE:W:C.

Wage and Investment Operations Support (WIOS)

  1. The mission of Wage and Investment Operations Support (WIOS) is to implement IRS strategic directives by collaborating with our partners to identify organizational needs and to strategically align resources to deliver value-added, cost-efficient business and technology solutions.

  2. The WIOS organization is responsible for the capital management and oversight, implementing business improvement strategies and solutions, and delivering modernized business systems.

  3. To accomplish the mission, WIOS:

    1. Provides oversight of strategic planning and direction for the W&I Division.

    2. Manages and oversees human resource, workforce relations, and leadership development activities within W&I.

    3. Oversees implementation of operational fiscal resource planning, formulation and execution of the budget.

    4. Implements business improvement strategies and solutions.

    5. Ensures safety and security and critical infrastructure.

    6. Collaborates with partners to plan, develop and deliver modernized business systems.

    7. Modernizes and re-engineers tax processing.

    8. Collaborates with partners to deliver automated tools and technologies.

    9. Manages the program evaluation and risk analysis processes, evaluates proposed programs for their investment in achieving division goal and assesses risks with ongoing programs.

  4. The following functions report to the Director, WIOS:

    • Capital Management and Oversight (CMO)

    • Modernization Development and Delivery (MDD)

    • Modernization Tools and Technologies (MTT)

    • Strategies and Solutions

    • Program Management Office (PMO)

  5. The office symbols for WIOS are SE:W:O.

Capital Management and Oversight (CMO)

  1. The mission of Capital Management & Oversight (CMO) is to provide W&I division-wide expertise, management and oversight of Human Capital, Finance, Risk Management, Employee Development and quality programs.

  2. To accomplish the mission, CMO:

    1. Manages the strategic planning, budget and policy guidance activities of W&I and establishes the strategic direction and overall goals for the division.

    2. Provides staff support to the W&I Executive Planning Council and other groups, which deal with W&I strategic leadership.

    3. Manages the Program and Process Assurance efforts (analysis and review process) to assess and monitor W&I Division performance against business plans and regulatory, statutory and procedural requirements.

    4. Prepares the W&I organizational performance measures, develops, systems to capture W&I measures data, and devises mechanisms to track performance.

    5. Manages the program evaluation and risk analysis processes, evaluates, proposed programs for their investment potential in achieving division goals and assesses risks with ongoing programs.

    6. Provide guidance to management on quality improvement methods.

    7. Oversees the quality certification process.

  3. The Director, CMO reports to the Director, WIOS.

  4. The following functions report the Director, CMO:

    • Finance

    • Leadership Development and Succession Planning (LDSP)

    • Learning and Education (L&E)

    • Program Evaluation and Improvement (PEI)

    • Risk Management

    • Workforce Organization and Transition (WOT)

    • Workforce Relations, Planning & Performance (WRPP)

  5. The office symbols for CMO are SE:W:O:CMO.

Finance
  1. The mission of the Office of Finance is to provide advice and oversight to the W&I Organization, Headquarter Operations and the operating units, CAS, CARE, and RICS; by coordinating all issues related to operational fiscal planning, budget formulation, financial plan execution and management controls.

  2. To accomplish the mission, Finance:

    1. Develops and maintains the master financial data repository structures for W&I.

    2. Manages the process of formulating multiple year budgets consistent with the W&I Business Plan.

    3. Manages the resource distribution process, including the development of a financial plan that supports the program priorities of W&I.

    4. Manages the financial resources for W&I, including tracking resource usage against targets, and provides the necessary financial information to W&I management that reflects the status of budget execution.

    5. Establishes financial policies, procedures, and controls for W&I in conjunction with overall Service guidelines and procedures.

    6. Provides the necessary financial support to W&I operating units to develop sub-contracts with other BODs for delivery of shared services and determines billing and funds transfer procedures.

    7. Administers and monitors reimbursable programs and cash awards.

    8. Conducts division-wide financial reviews and develops recommendations with operating units to achieve a balanced financial plan.

    9. Provides advice and assistance to operating units in developing and executing sound business cases.

    10. Provides financial documentation on costing of initiatives and tracking resulting efficiency saving and expenditures.

  3. The Chief, Finance, reports to the Director, Capital Management & Oversight.

  4. The office symbols for Finance are SE:W:O:CMO:F.

Leadership Development & Succession Planning (LSDP)
  1. The mission of the Leadership Development and Succession Planning (LSDP) organization is to provide oversight of the W&I succession planning activities which include all management readiness programs.

  2. To accomplish the mission, LDSP:

    1. Coordinates all activities in support of the Leadership Succession Review (LSR).

    2. Creates policies and opportunities for leadership development that will provide W&I with successful candidates both within readiness programs and development in their current positions.

    3. Leads the effort identifying critical leadership competency gaps in W&I and identify initiatives to reduce those gaps.

    4. Conducts Environmental Assessments to address a variety of workforce issues throughout W&I.

    5. Expands the use of the LSR to identify overall leadership competency gaps in W&I and determine ways to close those gaps to insure a viable succession plan.

    6. Identify ways to make readiness programs more accessible and user-friendly while meeting W&I succession planning needs.

    7. Promotes leadership readiness programs and collaborate with Human Capital Office (HCO) to revise and enhance.

    8. Develops and implements coaching plans that make coaching a part of the W&I culture.

    9. Collaborate Servicewide projects to ensure the W&I customer and business needs are addressed.

    10. Coordinates, plans and monitors related program and budgetary leadership development activities.

    11. Conducts analysis and interpretation of data, systems studies, and modeling efforts, designed to improve and optimize quantitative and qualitative decision-making within the organization.

  3. The Chief, Leadership Development & Succession Planning reports to the Director, Capital Management and Oversight.

  4. The office symbols for LDSP are SE:W:O:CMO:LDSP.

Learning & Education (L&E)
  1. The mission of Learning and Education (L&E) is to provide W&I employees with learning opportunities that equip them to deliver top quality service to their customers.

  2. To accomplish the mission, L&E:

    1. Assists customers in identifying the performance improvement opportunities needed to meet their business goals.

    2. Supports performance improvement through the design, development and delivery of quality learning products.

    3. Partners with other learning stakeholders to implement industry best practices as appropriate.

  3. The Chief, Learning and Education, reports to the Director, Capital Management and Oversight.

  4. The office symbols for L&E are SE:W:O:CMO:LE.

Program Evaluation & Improvement (PEI)
  1. The mission of Program Evaluation and Improvement (PEI) is to support, conduct planning, set policy, and provide oversight and guidance for W&I’s internal management controls; Government Accountability Office (GAO) and Treasury Inspector General for Tax Administration (TIGTA) audit and post audit processes; GAO financial audit; A-123 review; Internal Management Document (IMD); National Taxpayer Advocate most serious problems (MSP); and electronic research.

  2. PEI works toward, Improving Relationships Through Quality Service and Support.

  3. To support the mission, PEI:

    1. Works as liaisons, consultants, advisors, coordinators and subject matter experts to W&I executives, management officials, and other internal and external stakeholders.

    2. Determines business unit/function ownership and identify supporting Stakeholders and points of contact for incoming audits

    3. Participates in opening conferences for audits where W&I is the lead or support Stakeholder

    4. Monitors audit progress and provide guidance/assistance to the functions as needed

    5. Participates in applicable briefings and closing conferences

    6. Reviews draft reports and obtain function input for developing the IRS response

    7. Provides time lines for response completion and executive review

    8. Reviews all written responses to GAO/TIGTA for content, tone, clarity and format

    9. Coordinates the executive review process for approval of audit responses and forward final response to the auditing authority

    10. Ensures that audit findings, recommendations, and planned corrective action (PCA) due dates are accurately reported in the Department of Treasury’s Joint Audit Management Enterprise System (JAMES)

    11. Serves as the point of contact on all Office of Internal Control (OIC) correspondence regarding PCAs owned by W&I

    12. Monitor sand report to W&I leadership, the progress of PCAs in reaching "Implemented" or "Closed" status

    13. Oversees the coordination of all W&I internal management documents (IMDs) ensuring accuracy and timely distribution.

    14. Represents W&I on the IMD Council.

  4. The Chief, Program Evaluation and Improvement, reports to the Director, Capital Management and Oversight.

  5. Areas of responsibility include:

    • GAO/TIGTA Audits

    • Electronic Research (LexisNexis, Accurint, Westlaw)

    • Internal Management Documents (IRM, Policy Statements, Delegation Orders, MOUs and Interim Guidance)

    • Management Control/Review

    • National Taxpayer Advocate Most Serious Problems (MSPs)

    • Post Audit Planned Corrective Actions (PCAs)

  6. The office symbols for PEI are SE:W:O:CMO:PEI.

Workforce Organization & Transition (WOT)
  1. The mission of the Workforce Organization and Transition (WOT) organization is to effectively assist in the design and development of organizational structures and workforce restructuring. Major program areas include Requests for Organizational Change management and development, transition and mitigating strategies, staffing, recruitment, pay bands, and HR systems support.

  2. To accomplish the mission, WOT:

    1. Develops workforce plans and work design programs that integrate with position management requirements.

    2. Examines current and future recruitment needs in light of social and technological trends that impact on numbers and quality of employable candidates.

    3. Designs career management systems to ensure career ladders exist for employees to progress to jobs within W&I and to jobs in other operating divisions.

  3. The Chief, Workforce Organization and Transition reports to the Director, Capital Management and Oversight.

  4. Areas of responsibility includes:

    • Filing season hiring readiness

    • Workforce flexibilities, recruitment incentives, retention allowance, recruitment bonus, and relocation bonus

    • Pay coordination/paybanding

    • Career Connector Content development/implementation

    • Change in duty location

    • Pathway programs

    • Transition

    • Exception Hiring Requests

    • Position Management and Organization Design

  5. The office symbols for WOT are SE:W:O:CMO:WOT.

Workforce Relations, Planning & Performance (WRPP)
  1. The mission of the Workforce Relations, Planning and Performance (WRPP) organization is to develop strategies and programs which assist in development and implementation of performance management/compensation systems, workforce relations programs and strategies, Real Estate and Facilities Management coordination/liaison Employee Satisfaction Survey, Employee Suggestion Program, and Business Continuity.

  2. To accomplish the mission, Workforce Relations, Planning and Performance:

    1. Provides guidance in the development and operation of performance management, recognition, incentive and compensation programs and systems as well as other HCO strategies that motivate, evaluate and reward employees in support of the IRS mission, goals, and objectives.

    2. Serves as liaison and provides guidance, consultation and support in workforce relations and collective bargaining including litigation, grievance and arbitration.

    3. Provides liaison and support to W&I operations regarding Real Estate and Facilities Management programs and issues.

    4. Provides overall program guidance for the Employee Suggestion Program.

    5. Coordinates, monitors and oversee all aspects of the Employee Satisfaction Survey program for W&I.

    6. Coordinates, monitors and oversee all aspects of the W&I Business Continuity.

  3. The Chief, Workforce Relations, Planning and Performance reports to the Director, Capital Management Oversight.

  4. The office symbols for WRPP are SE:W:O:CMO:WRPP.

Modernization Development and Delivery (MDD)

  1. The mission of Modernization Development & Delivery (MDD) is to improve IRS business performance by collaborating with internal and external stakeholders in the development, delivery and maintenance of modernized business systems.

  2. To support the mission, MDD provides continual Business and IT Stakeholder collaboration to strengthen business modernization values that align to the IRS’ Future State and Strategic Goals in the areas of:

    1. IT Programs Modernization, Development & Delivery

    2. Modernized, cross-functional, and integrated systems using Agile functionality with business partners

    3. Project Management Services for the future state of Account Management Services (AMS), Return Review Program (RRP) and its Legacy Components formerly known as the Electronic Fraud Detection System (EFDS).

    4. Lean Business Case documentation for leadership prioritization of digital capable services

  3. The Director, Modernization Development & Delivery reports to the Director, Wage and Investment Operations Support.

  4. The following functions report to the Director, MDD:

    • Intake Architecture & Release Planning

    • Governance, Risk and Security

    • Project Management - Major Projects

    • Project Management - Sustaining Operations

    • Project Management - External Services Delivery

  5. The office symbols for MDD are SE:W:O:MDD.

Intake, Architecture & Release Planning
  1. The mission of Intake, Architecture & Release Planning is a three-prong approach to ensuring the delivery of strong business value from the Service’s modernization efforts through continual business and IT stakeholder collaboration.

  2. To support the mission of Intake, Architecture & Release Planning:

    1. Intake:
      - Identifies viable capabilities/systems for modernization consideration.
      - Accesses technical/business needs.
      - Determines business modernization priorities.
      - Prioritizes system capabilities/organizational business needs.

    2. Architecture:
      - Evaluates and prioritizes systems for Integration consideration.
      - Performs gap analysis and efficiency assessments.
      - Transmits a repeatable, robust and comprehensive process for capabilities assessment.
      - Drives services for the enterprise and other W&I modernizations.

    3. Release Planning:
      - Collaborates on high level scope and schedule.
      - Assesses resource needs.
      - Prioritizes capabilities/epics

  3. The office symbols for Intake, Architecture & Release Planning are SE:W:O:MDD:IAR

Governance, Risk and Security
  1. The mission of Governance, Risk and Security is to:

    • Equip business members of governing boards with information to make informed decisions for transforming taxpayer services and business performance.

    • Establish effective governing processes and change management controls.

    • Protect the confidentiality, integrity, and availability of WIOS owned applications and their data.

  2. To accomplish the mission of Governance, Risk and Security:

    1. Governance:
      - Creates touch points to enhance executive engagement.
      - Explores opportunities to add more business value by monitoring and reporting program risk.
      - Collaborates with MDD partners to improve the process for submitting change requests.
      - Partners with MTT to improve exit readiness reviews for Integrated Automated Technologies (IAT) tools.

    2. Risk and Security:
      - Partners with Cybersecurity and IT to adapt to the Agile ELC Methodology.
      - Explores opportunities to add business value to the Digital Identity Risk Assessment process.
      - Ensures MDD applications meet Federal Information Security Management Act (FISMA) and National Institute of Standards and Technology (NIST) requirements.

  3. The office symbols for Intake, Architecture & Release Planning are SE:W:O:MDD:GRS.

Project Management - Major Projects
  1. The mission of Project Management - Major Projects is to deliver modernized, cross-functional, and integrated systems in collaboration with our business partners and provide project management oversight and support for major projects

  2. To accomplish the mission, Project Management - Major Projects provides oversight and support for:

    1. Product Increment Planning - Performs Program Increment planning for Agile projects to inform development activities.

    2. Business Liaison - Interacts with business stakeholders and subject matter experts to understand, document, and convey the Business need as requirements (i.e., user story creation and validation, Business Rule Writing Mentoring) for IT development. Supports the business in preparing to receive a system deployed, including forecasting training costs and providing initial training to the business stakeholders.

    3. Project execution and progress monitoring - Identifies and schedules business activities.

    4. User Acceptance Testing (UAT) Planning - Develops or supports development of test cases, effectively test the functionality from the end user perspective, and track resolution of defects.

    5. Post Deployment Validation - Effectively tests and validates that defects identified and reported via the Knowledge, Incident/Problem, Service Asset Management (KISAM) system during User Acceptance Testing (UAT) were not deployed into the production environment.

  3. The office symbols for Project Management - Major Projects are SE:W:O:MDD:PMMP.

Project Management - Sustaining Operations
  1. The mission of Project Management - Sustaining Operations is to provide Project Management Services for the future state of AMS, Legacy Components (EFDS) and the RRP.

  2. To accomplish the mission of Project Management - Sustaining Operations:

    1. AMS - Collaborates with business partners regarding code rewrite for the entire system which requires and servicing MDD Applications Development.

    2. Legacy Components (EFDS) and the RRP - Completes all Filing Season Readiness activities, including Unified Work Requests (UWR), to ensure system users are equipped with capabilities to protect revenue and prevent fraud.

  3. The office symbols for Project Management - Sustaining Operations are SE:W:O:MDD:PMSO.

Project Management - External Services Delivery
  1. The mission of Project Management - External Services Delivery is to provide strategic and product (program) support in delivery of digital services for stakeholders and customers.

  2. To support the mission, Project Management - External Services Delivery:

    1. Assists (partners in W&I) with the development of a Digital Service Strategy through the solicitation, facilitation, prioritization and documentation of digital capabilities and services.

    2. Supports partners through facilitation and creation of artifacts and products to support Digital Services.

    3. Provides customer representation and serve as advocate on behalf of W&I during end to-end Agile product delivery activities.

    4. Provides W&I WebApps Support by:
      - Identifying and defining capabilities.
      - Facilitating and authoring documentation/artifacts with support from stakeholder to support Governance and development.
      - Collaborating with stakeholders (i.e. Online Services (OLS) and Customer Account Services (CAS) Project Management Office (PMO) to complete lean business cases for leadership prioritization; harvesting user stories and key features for development.
      - Serving as liaison and advocate for W&I.

  3. The office symbols for Project Management - External Services Delivery are SE:W:O:MDD:PMESD.

Modernization Tools and Technologies (MTT)

  1. The mission of Modernization, Tools and Technologies (MTT) is to facilitate Business and Technology integration, promote stakeholder partnerships, and deliver tools and technologies to support a well-equipped workforce and increased agility/efficiency for W&I operations.

  2. To accomplish the mission, MTT:

    1. Oversees CADE 2 Business Rules/Requirements.

    2. Collaborates with partners to deliver CADE 2.

    3. Provides rapid delivery of smaller scale IT solutions through Integrated Automation Tools (IAT).

    4. Manages Tech Integration and Program Support (TIPS) for W&I (including Demand Management/UWRs).

  3. The Director MTT reports to the Director WIOS.

  4. The following functions report to the Director, MTT:

    • Integrated Automation Technologies (IAT)

    • Technology Integration & Program Support (TIPS)

    • Customer Account Data Engine (CADE) Project Office (CPO)

    • CADE Rules & Requirements

  5. The office symbols for MTT are SE:W:O:MTT.

Integrated Automation Technologies (IAT)
  1. The mission of Integrated Automation Technologies (IAT) is to design, build, test and deploy desktop productivity-enhancing tools by partnering with our customers to meet evolving business commitments and simplify taxpayer account processing.

  2. To accomplish the mission IAT:

    1. Creates and supports two types of tools designed to automate research and taxpayer account management functions within the Integrated Data Retrieval System (IDRS). IAT tools save time and increase accuracy and employee satisfaction. Less time is spent on repetitive manual data input, allowing for redirection to other tasks.

    2. Automates processes and common search and research functions in IDRS, reducing manual data entry required to complete taxpayer account actions. There are approximately 92 IAT tools in use in all BODs and FODs by more than 50,000 IRS employees, including customer service representatives, tax examiners, revenue agents and tax analysts.

    3. Supports Generalized IDRS Interface (GII) which is an IT owned batch application that completes simple research and actions within IDRS. GII is most effective when multiple accounts need the same action taken. IAT leverages GII to create runs for one-time project actions and ongoing processes.

    4. Provides training, help desk support, and continuously updated reference materials to ensure their tools are fully utilized by their customers.

  3. The office symbols for IAT are SE:W:O:MTT:IAT.

Technology Integration & Program Support (TIPS)
  1. The mission of Technology Integration & Program Support (TIPS) is to provide information technology support in meeting the business needs of the W&I Organization. TIPS provide support and work as a liaison for IT initiatives in regard to Initiative Support, Computer Hardware and Software projects/issues, and assist with data and security with programs that affect W&I.

  2. To accomplish the mission TIPS:

    1. Ensures Information Technology (IT) initiatives are achieved in a timely manner (e.g. Office 365, Skype for Business, WEBEX, Bring Your Own Device (BYOD), Field Assistance Scheduling Tool for TAC (FAST), and QMATIC).

    2. Acts as liaisons for W&I for many initiatives and programs in the hardware/software department.

    3. Partners with IT to ensure W&I employees have the technology resources they need (i.e., Communication Devices, SharePoint, Unified Work Request (UWR) Program Support, Incident Management, Computer Refresh, Customer Callback Support, Submission Processing Badging, Aging Desktop Computers/Computer Equipment Challenges, Equipment for New Hires/Seasonal Employees, Windows 7, Windows 10, Adobe Acrobat Project/Rollout, Escalating and monitoring unresolved software/hardware tickets).

    4. Serves as liaison between IT, Cybersecurity and the Office of Privacy for matters such as Computer Security Response Center (CSIRC) Incidents, Data Loss Prevention, Form 11377-E UNAX Gatekeeper, and elevated access.

  3. The office symbols for TIPS are SE:W:O:MTT:TIPS.

Customer Account Data Engine (CADE) Project Office (CPO)
  1. The mission of Customer Account Data Engine (CADE) Project Office (CPO) is to drive business strategy and manage business requirements for CADE 2 technology solutions, providing enhanced data to support business re-engineering opportunities and service-wide strategies that improve tax processes.

  2. CPO coordinates across the Service, including other modernization programs and legacy environments as appropriate to ensure integrated solutions are developed. To carry this out, the Project Office:

    1. Serves as the primary liaison between IT and the Business Operating Divisions (BOD) for CADE modernization programs and issues.

    2. Approves and manages the implementation of CADE functional capabilities and oversees substantial changes to existing information and technology systems.

    3. Provides an enterprise viewpoint, working cross-Executive Steering Committee (ESC) issues with other business leaders for integration, coordination and consistency.

    4. Acts as the ultimate point of accountability for success of Individual Masterfile (IMF) modernization efforts relating to defining, developing, and controlling business requirements.

    5. Translates operational needs into business system requirements.

    6. Validates business requirements and meets the needs of business owners.

    7. Makes key decisions to ensure business requirements are met within agreed upon time frames and costs.

    8. Approves trade off decisions relating to changing requirements and impact on cost/schedule.

    9. Works with Enterprise Architecture, conducting technology and vendor assessments, and recommend architectural solutions that meet business requirements.

    10. Develops business cases, cost models, and measures for future projects.

    11. Educates and provides guidance on business components of institutionalized methodologies and processes including the Enterprise Life Cycle (ELC) process, Requirements and Demand Management (RADM), Defect and Change Control, and Work Request Management System (WRMS).

    12. Communicate consistent messages to internal and external audiences about project priorities, status, business value, and results.

    13. Coordinates business resources and managing transition activities during the project development lifecycle.

    14. Manages project integration issues, prepare data, and recommend options for resolution, escalate and manage unresolved issues to the appropriated Governance Body.

    15. Coordinates and manages FISMA business-related activities.

  3. The office symbols for CPO are SE:W:O:MTT:CPO.

CADE Rules & Requirements (CRR)
  1. The mission of the CADE Rules and Requirements (CRR) team is to develop and deliver business rules, rule sets and requirements that support the implementation of enterprise wide re-engineered business processes to improve the internal and external effectiveness and efficiency of the Service.

  2. To accomplish the mission CRR:

    1. Documents business rules; creates business process flows and models; and develops business requirements for master file processing.

    2. Ensures the Current State Business Design reflects the current year business processes, rules and requirements that are in production for the Individual Master File (IMF)/CADE2.

    3. Creates and maintains CADE 2 Future State Business Hierarchy and ultimately a Future State Business Design that reflects the business interpretation of Master File.

    4. Supports the CADE2 release managers and teams by drilling down the CADE 2 release scoped requirements, modifying the current state process models, rules and requirements into detailed rules and requirements for system development.

  3. The office symbols for CRR are SE:W:O:MTT:CRR

Strategies and Solutions

  1. The mission of Strategies & Solutions is to collaborate with its partners to identify, plan and deliver business improvement Strategies and Solutions that support fulfillment of IRS strategic goals.

  2. To support the mission, Strategies and Solutions collaborates with partners on Business and IT strategies, solutions, and initiatives such as:

    1. Strategic Planning/W&I IT Roadmap

    2. W&I Operating Plan Development and Monitoring

    3. Process Improvement Initiatives

    4. Customer Satisfaction Surveys

    5. Advanced Analytic and Taxpayer Behavioral Studies

    6. Business Process Re-engineering

    7. Thought Leadership/Alternative Analysis

    8. Integration of new legislative policy and service requirements

  3. The Director Strategies and Solutions reports to the Director WIOS.

  4. The following teams report to the Director, Strategies and Solutions:

    • Lean Six Sigma Organization (LSSO)

    • Office of Program Coordination and Integration (OPCI)

    • Research and Analysis

Lean Six Sigma Organization (LSSO)
  1. The mission of Lean Six Sigma Organization (LSSO) is to support the IRS W&I Division's strategy of improving service to the taxpayer by leading accelerated process improvement initiatives utilizing the Lean Six Sigma Methodology.

  2. To support the mission, the LSSO methodology combines Lean, which focuses on eliminating waste and non-value added activities, with Six Sigma, which improves process effectiveness and efficiency by reducing variation and increasing quality. LSSO is guided by a structured problem-solving approach called Define-Measure-Analyze-Improve-Control (DMAIC), which does the following:

    1. Defines the problem.

    2. Targets the underlying causes of the problem.

    3. Develops and implement solution.

    4. Establishes controls to ensure that the solutions stay in place.

  3. The IRS Senior Executive leadership has determined that the main body of knowledge and resources for Lean Six Sigma will be located and managed within W&I and that the LSSO will utilize the Memorandum of Understanding (MOU) as the primarily vehicle for expanding the program to other areas within the IRS. The LSSO employs experienced process improvement resources who are specifically trained and certified in the Lean Six Sigma Methodology.

  4. To accomplish its goals and objectives, the Lean Six Sigma Organization partners with business leadership and process owners through the following activities:

    1. Consulting with executives to prioritize strategic initiatives to maximize organizational impact and value.

    2. Guiding a cross-functional team of subject matter experts to map the existing process utilizing baseline data and identifying opportunities and risks.

    3. Administering a structured approach that targets customer requirements and relies on data to determine solutions to achieve objectives.

    4. Executing changes that streamline, enhance flow, reduce errors, and improve overall process performance.

    5. Delivering strategies for process consistency and standardization across the enterprise.

  5. The LSSO teams report to the Director, Strategies and Solutions.

Office of Program Coordination and Integration (OPCI)
  1. The mission of the Office Coordination and Integration (OPCI) is to manage project activities across a matrix of multiple organizational and functional lines to ensure that all actions required for the successful implementation of new legislative, policy and service requirements are effectively coordinated and integrated.

  2. To support the mission, OPCI:

    1. Coordinates with all W&I organizations to plan, resource and monitor implementation activities.

    2. Serves as liaison with IRS offices providing Service wide policy direction to coordinate implementation activities.

    3. Coordinates with other IRS Business Units to ensure their related project implementation efforts are fully integrated with those of W&I.

    4. Analyzes new legislative, policy and service requirements to determine the impacted W&I organizations, and required timeliness, expertise and resources.

    5. Develops W&I-wide implementation plans for multi-functional projects.

    6. Assesses risks associated with new legislative and policy, and coordinating efforts to minimize the impact and cost of identified risks.

  3. The Chief OPCI reports to the Director, Strategies and Solutions.

Research and Analysis
  1. The mission of Research and Analysis to inform valued operational change.

  2. To accomplish the mission, Research and Analysis:

    1. Obtains research needs from all W&I functional components including CARE, CAS, Compliance and EITC. Research ensures those needs are met by providing meaningful information to W&I decision makers as they develop near- and long-term strategies, plans, and programs to perform functional responsibilities in tax administration.

    2. Provides direction to six Research employees centralized in Atlanta, GA and Washington, DC. This ensures that research addresses both operational (immediate) and strategic (anticipatory) needs as well as increases interaction with major customers.

    3. Shares best practices to ensure the development and implementation of innovative and superior processes that have been demonstrated by data to improve cost, productivity, quality, time, customer satisfaction and employee satisfaction.

    4. Coordinates research efforts with the Servicewide Research Council to support cross-functional collaborative work to ensure resources are utilized efficiently and effectively.

    5. Monitors quality and quantity of work among Research groups to ensure consistent support of all balanced measures. Solicits feedback from W&I customers on product delivery, value, and overall satisfaction.

    6. Coordinates hardware and database infrastructure support for all W&I Research.

    7. Provides training support to staff and field offices to help employees enhance skills that will ensure continuation of meeting customer satisfaction, employee satisfaction, and business results.

  3. The Chief, Research and Analysis, reports to the Director, Strategies and Solutions.

  4. Five Research Groups report to the Chief, Research and Analysis:

Research Groups
  1. Research Groups:

    1. Support Research initiatives in the W&I Strategy and Program Plan by providing research that supports W&I strategic goals and customer business objectives.

    2. Provide input for development and refinement of balanced measures to ensure that a balanced system for improving employee and organizational performance is maintained.

    3. Conduct strategic research on economic, demographic and sociological trends.

    4. Identify emerging pre-filing, filing and compliance issues. Research will continue to increase involvement in environmental scanning and behavioral research to develop more knowledge about what drives consumer behavior.

    5. Oversee project coordination and management using a matrix approach to resources. Research uses a centralized management information system to ensure several internal management controls are easily monitored.

    6. Conduct tests, studies and treatments that are national in scope.

    7. Consult with other units in W&I on research issues.

Program Management Office (PMO)

  1. The mission of the Program Management Office (PMO) is to provide W&I business functions with planning and operational documents, monitor performance measures/metrics, coordinate the submission of budget initiatives and develop the W&I Operations Plan in support of the IRS strategic goals.

  2. To accomplish the mission, PMO:

    1. Coordinates with W&I functions to monitor organizational performance measures and apprise W&I senior executives about performance results.

    2. Supports the W&I functions in preparing the Business Performance Review and Commissioner’s Monthly Update.

    3. Prepares the weekly Filing Season Reports.

    4. Develops and manages the W&I operational planning process in support of the IRS strategic planning, budgeting and performance management process.

    5. Maintains and prepares various reports on W&I performance data for operational planning and analysis.

    6. Serves as the W&I liaison to CFO, ultimately serving the W&I Commissioner and the senior management team in service-wide planning.

    7. Prepares reports for the Quarterly Performance Review and the Agency Priority Goal reports to Treasury.

    8. Prepares various ad hoc reports in addition to regularly scheduled performance management reports.

    9. Serves as the W&I liaisons for Federal Advisory Committee Act (FACA) organizations, such as Internal Revenue Service Advisory Council (IRSAC), Taxpayer Advocacy Panel (TAP), and Electronic Tax Advisory Committee (ETAAC).

    10. Works with W&I business units, the HQ Finance staff and other supporting IRS Operating Divisions to develop strategic investments that support the W&I Operational Plan, the IRS Strategic Plan and the Treasury Strategic Goals and Objectives.

    11. Coordinates for W&I response to the Management Discussion & Analysis (MD&A).

    12. Maintains the W&I Data Dictionary.

    13. Manages the Operations Strategy Board, an executive governance committee made up of W&I Senior Leaders to advise in operational issues, such as budget, research, employee development, requests for organizational change, and performance management.

    14. Coordinates with the W&I function the submission of Development, Modernization, and Enhancement (DME) proposal requests.

  3. The Chief, PMO, reports to the Director, Wage & Investment Operations Support.

  4. The office symbols are SE:W:O:PMO.

Return Integrity & Compliance Services (RICS)

  1. The mission of Return Integrity & Compliance Services (RICS) is to strengthen the integrity of the tax system by:

    • Protecting the public interest by improving IRS's ability to detect and prevent improper refunds

    • Serving the public interest by taking enforcement actions fairly and appropriately to identify, evaluate and prevent the issuance of improper refunds

    • Helping taxpayers understand the refundable tax credits for which they are eligible

  2. To accomplish the mission, RICS:

    1. Provides program oversight in refundable credit tax administration and Earned Income Tax Credit (EITC) pre-refund compliance process.

    2. Provides leadership and direction in the development, delivery, and deployment of programs in the detection and resolution processes for pre-refund revenue protection such as fraud, identity theft, and compliance.

    3. Develops, tests and perfects innovative, forward-thinking solutions to pre-refund revenue protection challenges as well as operational challenges.

    4. Reduces taxpayer burden and broadens the use of electronic interactions with a focus on successful taxpayer outcomes.

    5. Partners with the executive staff of other business units to develop strategies, address cross-functional issues, coordinate activities, and ensure consistency of approach.

    6. Provides leadership in motivating and developing subordinates and implementing quality, excellence, and affirmative employment, diversity, and ethics programs.

    7. Formulates short and long-range program policies, strategies, and objectives for the organization to achieve goals that enhance compliance, customer service, and business results.

    8. Provides centralized, executive-level processes in key areas (e.g., oversight reporting structure, data calls, performance metrics, budget functions) to provide a unified view to stakeholders of the organization and its performance.

  3. The Director, Return Integrity & Compliance Services reports to the Commissioner, W&I Division.

  4. The following functions report to the Director, Return Integrity & Compliance Services:

    • Return Integrity Operations

    • Refundable Credits Examination Operations

    • Refundable Credits Policy & Program Management

  5. The office symbols for RICS are SE:W:RICS.

Return Integrity Operations (RIO)

  1. The mission of Return Integrity Operations (RIO) is to provide policy and program oversight of revenue protection efforts such as the detection, prevention and treatment of improper refunds (e.g., identity theft).

  2. To accomplish the mission, RIO:

    1. Provides key support to RICS and our customers as a single point for obtaining reports, performance metrics, oversight reporting (e.g., GAO and TIGTA), data calls for training and budget reporting.

    2. Develops, tests, and perfects innovative, forward-thinking solutions to pre-refund revenue protection challenges as well as RICS’s operational challenges.

    3. Stops fraudulent refunds, detects, evaluates and prevents improper refunds while ensuring that actions are appropriate and fair.

  3. The Director, Return Integrity Operations reports to the Director, Return Integrity & Compliance Services (RICS).

  4. The following functions report to the Director, Return Integrity Operations:

    • Program Support

    • Business Performance Lab

    • Integrity and Verification Operations

  5. The office symbols for RIO are SE:W:RICS:RIO.

Program Support (PS)
  1. The mission of Program Support (PS) is to provide administrative and program assistance across RICS components to better understand program needs, engage stakeholders across the organization and offer solutions to bolster mission success.

  2. To accomplish the mission PS:

    1. Oversees all non-labor contract agreements.

    2. Directs budget management and initiatives.

    3. Oversees performance measures.

    4. Monitors the status of strategic and business planning.

    5. Serves as single point of contact for customers obtaining reports and performance metrics.

    6. Serves as primary contact for oversight reporting (e.g., Government Accountability Office (GAO), Treasury Inspector General for Tax Administration (TIGTA) and ad hoc data calls).

  3. The Program Manager, Program Support reports to the Deputy Director, Return Integrity Operations.

  4. The following functions report to the Program Manager, Program Support:

    • Planning and Business Support

    • Data Management and Operational Support

  5. The office symbols for PS are SE:W:RICS:PS.

Planning and Business Support (PBS)
  1. The mission of Planning and Business Support (PBS)is to support all coordination and oversight for high level administration and quality programs for RICS, e.g., travel, training and Operational Review, in a timely and accurate manner.

  2. To accomplish the mission, the PBS Staff:

    1. Manages relationships with key stakeholders by providing guidance for key administrative data calls that impact the RICS organization.

    2. Develops streamlined and time-saving improvements to processes for stakeholders that add value to the organization.

    3. Coordinates TAS Most Serious Problem (MSP) responses for the RICS organization.

    4. Formulates and coordinates space, furniture and IT equipment initiatives.

    5. Manages and coordinates training throughout RICS organization.

    6. Coordinates RICS Operational Reviews and quarterly Business Performance Reviews (BPR).

    7. Coordinates with key stakeholders to develop RICS IRWeb and SharePoint sites.

    8. Coordinates the Employee Suggestion Program (ESP) throughout the RICS organization.

    9. Oversees critical employee engagement items in RICS such as the Director's Lunch and Learn sessions and Town Hall Sessions.

    10. Coordinates the Leadership Succession Readiness (LSR) Program for RICS.

    11. Oversees Embedded Quality for Integrity and Verification Operations (IVO).

    12. Reviews and coordinates all HR Connect and personnel action requests (PAR) actions for timeliness within RICS as well as other systems oversight such as Integrated Data Retrieval System (IDRS) coordination.

    13. Oversees the RICS Service Level Agreement/Memoranda of Understanding processes, and monitors their progress.

  3. The Manager, Planning and Business Support reports to the Program Manager, Program Support.

  4. The office symbols for PBS are SE:W:RICS:PS:PBS.

Data Management and Operational Support (DMOS)
  1. The mission of the Data Management and Operational Support (DMOS) is to report metrics regarding mission success (e.g., revenue protected}, address non-compliance based on unfounded legal or constitutional arguments through the administration of Internal Revenue Code 6702, support cross-functional operations within RICS, assist with inventory management, establish and refine policies and procedures, and address licensing needs.

  2. To accomplish the mission, the DMOS staff:

    1. Organizes, monitors, tracks, and reports business performance data.

    2. Manages stakeholder relations with internal organizations for the purposes of reporting and coordinating on operational and inventory actions.

    3. Manages external stakeholder relations pertaining to the External Leads and Blue Bag Outreach programs.

    4. Organizes and coordinates cross-functionally the development of work plans and other workload planning documents with Accounts Management, Criminal Investigation, W&I and SB/SE Exam.

    5. Coordinates and provides oversight for Automated Questionable Credits (AQC) script development.

    6. Coordinates the creation of policy and procedural documents or other mechanisms necessary for conducting business.

    7. Develops and updates Internal Revenue Manuals (IRM).

    8. Monitors, tracks and coordinates all activities related to software licenses.

  3. The Manager, Data Management and Operational Support reports to the Program Manager, Program Support.

  4. The office symbols DMOS are SE:W:RICS:PS:DMOS.

Business Performance Lab (BPL)
  1. The mission of the Business Performance Lab is to initiate, recommend, and manage systemic solutions for the detection and treatment of improper refunds, while ensuring effective treatment for payment of valid refund claims.

  2. To accomplish the mission, BPL:

    1. Leads the development and implementation of innovative business processes and technology solutions.

    2. Develops policy and guidance for civil revenue protection initiatives.

    3. Represents Return Integrity and Compliance Services (RICS) interest in support of the Servicewide revenue protection strategy.

  3. The Program Manager, Business Performance Lab reports to the Deputy Director, Return Integrity and Compliance Services.

  4. The following functions report to the BPL:

    • Project Analysis & Evaluation

    • Project Development & Execution

    • Project Analytics & Modeling

    • Program Assessment and Data

  5. The office symbols for BPL are SE:W:RICS:BPL.

Project Analysis & Evaluation (PAE)
  1. The mission of Project Analysis & Evaluation (PAE) is to represent across the Service by support mission critical challenges. PAE provides support for RICS Unified Work Requests processes, conduct data analysis, evaluation, and validation of BPL project implementations, which include gap analysis studies, incident management, Information Sharing and Assistance Center, data breaches, and project research while ensuring effective implementation of new initiatives. Also, oversee the prisoner tax compliance strategy including integrity of prisoner file data.

  2. To accomplish the mission, PAE:

    1. Manages, monitors and reports RICS’s UWR status and processes.

    2. Analyzes and evaluates RICS project implementations.

    3. Manages and monitors IRS operational use of the Information Sharing and Assistance Center (ISAC).

    4. Compiles and provides timely and complete prisoner files to IRS.

    5. Validates and analyzes prisoner data.

    6. Implements Prisoner Legislation.

  3. Major programs and areas of responsibilities include:

    • Annual Prisoner File

    • Annual Report to Congress on Prisoner Compliance

    • ISAC operational documents

    • Monthly and ad hoc UWR Status Reports

    • Prisoner Data Exchange under IRC 6103(k)(10)

  4. The Manager, Project Analysis & Evaluation reports to the Program Manager, Business Performance Lab.

  5. The office symbols for PAE are SE:W:RICS:BPL:PAE.

Project Development and Execution (PDE)
  1. The mission of Project Development and Execution (PDE) is to lead enterprise-wide development, testing, and deployment of innovative business process solutions that enhance revenue protection and increase organizational efficiency and effectiveness.

  2. To accomplish the mission, the PDE staff:

    1. Leads enterprise-wide development, testing and deployment of innovative business process solutions that enhance revenue protection and increase organizational effectiveness and efficiency.

    2. Monitors, analyzes and optimizes new business solutions.

    3. Reviews new and proposed legislation for impact to RICS business operational performance.

  3. Major programs and areas of responsibilities include:

    • Expanded revenue protection opportunities

    • New business solutions

  4. The Manager, Project Development and Execution reports to the Program Manager, Business Performance Lab.

  5. The office symbols for PDE are SE:W:RICS:BPL:PDE.

Project Analytics and Modelling (PAM)
  1. The mission of Project Analytics and Modeling (PAM) is to perform oversight and management of all RICS models, filters, and business rule sets designed to detect refund fraud and non-compliance and to monitor their performance to ensure a cycle of continuous improvement.

  2. To accomplish the mission, the PAM staff:

    1. Increases Revenue Protection by applying filters to existing business rules in order to detect identity theft and non-compliant returns in a pre-refund environment while timely providing refunds to compliant taxpayers.

    2. Analyzes trends and schemes to determine common characteristics of identity theft or non-compliant returns and use these characteristics to enhance detection filters.

    3. Processes the identified cases pre-refund to protect taxpayer accounts from being impacted by identity theft and loss of revenue.

  3. Major programs and areas of responsibilities include:

    • Annual ID Theft Filters Package

    • Out of Wallet Taxpayer Authentication Website

    • Systemic protection of taxpayer’s accounts

  4. The Manager, Project Analytics and Modeling reports to the Program Manager, Business Performance Lab.

  5. The office symbols for PAM are SE:W:RICS:BPL:PAM.

Program Assessment and Data (PAD)
  1. The mission of Program Assessment and Data (PAD) is to conduct and utilize data analysis to support, change, or implement the expansions of identity theft and fraud programs initiated as a result of the Security Summit and other IRS initiatives, assess expended lead development and information sharing, while evaluating the effectiveness of identity theft programs and related data. In addition, PAD will support RICS technology presence in the development of requirements for technology solutions such as the Return Review Program and other systems to support revenue protection activities.

  2. To accomplish the mission, PAD:

    1. Provides support to the Security Summit Information Sharing, Financial Services and Authentication Workgroup Teams.

    2. Establishes and coordinates RICS rules or requirements for the return review program.

    3. Processes and monitor necessary changes for RICS database activities supporting RIO inventory.

  3. Major programs and areas of responsibilities include:

    • Database Change Requests and Sprints

    • RRP Rules and Requirements

    • TIGTA and GAO responses

  4. The Manager, Program Assessment and Data reports to the Program Manager, Business Performance Lab.

  5. The office symbols for PAD are SE:W:RICS:BPL:PAD.

Integrity and Verification Operations (IVO)
  1. The mission of Integrity and Verification Operations (IVO) is to support IRS civil fraud detection and prevention efforts in a pre-refund environment. These efforts include monitoring program performance and developing policy, procedures, and guidance for processing civil revenue protection program(s). IVO oversees programs involving IRM 25.25, Revenue Protection, and any other handbook impacted by civil revenue protection processes.

  2. The following functions report to the Program Manager, Integrity and Verification Operations:

    • External Leads Department

    • Return Screening and Verification Department

    • Fraud and Referral Evaluation Department

    • Accounts Resolution Operation

  3. The Program Manager, Integrity and Verification Operations reports to the Deputy Director, Return Integrity and Compliance Services.

  4. The office symbols for IVO are SE:W:RICS:IVO.

External Leads Department
  1. The mission of the External Leads Department is to process information from a variety of sources to identify fraudulent and/or identity theft returns and associated refunds.

  2. To accomplish the mission, the External Leads Department:

    1. Receives, researches, and processes information leads submitted from a variety of sources (i.e. financial institutions, Federal and State Agencies, prisons, and other external stakeholders).

    2. Reviews inventory associated with these leads to identify fraudulent and/or identity theft characteristics.

    3. Updates Electronic Fraud Detection System (EFDS) and Integrated Data Retrieval System (IDRS) as appropriate.

  3. The Department Manager, External Leads Department reports to the Program Manager, Integrity and Verification Operations.

  4. The office symbols the External Leads Department are SE:W:RICS:IVO:EL.

Return Screening and Verification Department
  1. The mission of the Return Screening and Verification Department is to protect revenue by identifying potentially false returns and verifying as-reported wage and withholding accuracy.

  2. To accomplish the mission, the Return Screening and Verification Department:

    1. Screens individual refund tax returns that are identified as potentially false. Electronic MeF returns are screened through EFDS. Paper returns are screened from a variety of sources, i.e., Return Charge-Out (RCO) and Funny Box.

    2. Verifies suspicious wage and withholding information reported on individual returns through third party contacts via phone or fax, Disc Verification and IDRS, to prevent the release of potentially false refunds.

  3. The Department Manager, Return Screening and Verification Department reports to the Program Manager, Integrity and Verification Operations.

  4. The office symbols for the Return Screening and Verification Department are SE:W:RICS:IVO:RSV.

Fraud and Referral Evaluation (FRE) Department
  1. The mission of the Fraud and Referral Evaluation (FRE) Department is to protect revenue by identifying and dispositioning returns which display evidence of patterns of fraud (including identity theft).

  2. To accomplish the mission, the Fraud and Referral Evaluation Department staff:

    1. Identifies and takes action on return inventory that may be associated with patterns of fraud and identity theft as required to protect revenue, taxpayers, and the integrity of the tax system.

    2. Receives, researches and processes information leads submitted from a variety of sources; i.e., external leads, industry leads, internal referrals, and prisons.

    3. Supports the operation by providing analytical support for inventory processes and reporting.

  3. The Department Manager, Fraud and Referral Evaluation Department reports to the Program Manager, Integrity and Verification Operations.

  4. The office symbols for FRE are SE:W:RICS:IVO:FRE.

Accounts Resolution Operation
  1. The mission of the Accounts Resolution Operation is to provide timely customer service by ensuring that accounts are properly resolved and documented to reflect IRS findings on returns with identified issues.

  2. To accomplish the mission, Accounts Resolution reviews and adjusts accounts when:

    1. Other pre-refund treatment streams for identified false returns are not available

    2. Legitimate taxpayers may be victims of identity theft

    3. Taxpayers are unduly impacted by revenue protection processes and require assistance through Taxpayer Assistance Service (TAS)

  3. The Program Manager, Accounts Resolution reports to the Program Manager, Integrity and Verification Operations.

  4. The office symbols the Accounts Resolution Operation are SE:W:RICS:IVO:AR.

Refundable Credits Examination Operations (RCEO)

  1. The mission of Refundable Credits Examination Operations (RCEO) is to fairly and effectively assist our customers by providing accurate and consistent information to help them understand the refundable tax credits for which they are eligible. We will strengthen the integrity of the tax system and protect the public interest by detecting and preventing improper refunds and by educating our customers in accordance with the Taxpayer Bill of Rights.

  2. To accomplish the mission, RCEO conducts examinations of individual tax returns via correspondence. The majority of the examinations conducted by RCEO deal with the Earned Income Tax Credit and related issues. Other refundable credits are also examined, usually prior to the issuance of the refund.

  3. The Director, Refundable Credits Examination Operations reports to the Director, Return Integrity and Compliance Services.

  4. The following functions report to the Director, Refundable Credits Examination Operations:

    • Planning and Analysis

    • Examination Operations - Andover

    • Examination Operations - Atlanta

    • Examination Operations - Austin

    • Examination Operations - Fresno

    • Examination Operations - Kansas City

  5. The office symbols for RCEO are SW:W:RICS:RCEO.

Refundable Credits Policy and Program Management (RCPPM)

  1. The mission of the Refundable Credits Policy and Program Management is to assist taxpayers in becoming aware of credits they may be entitled to through education and outreach and to ensure those claiming credits are entitled to them.

  2. The Director, Refundable Credits Policy and Program Management reports to the Director, Return Integrity and Compliance Services.

  3. The following functions report to the Director, Refundable Credits Policy and Program Management:

    • Refundable Credits Administration

    • Examination Non-EITC

    • Examination EITC

    • Policy, Monitoring and Analysis

  4. The office symbols for RCPPM

  5. are SW:W:RICS:RCPPM.

Refundable Credits Administration (RCA)
  1. The mission of Refundable Credits Administration (RCA) is to manage the administration of refundable credits through a balanced approach that encourages eligible taxpayers to apply for the credits and reduces the number of claims paid in error. RCA plays a central role in coordinating Service-wide policy and outreach and enforcement activities.

  2. The Program Manager, Refundable Credits Administration reports to the Director, Refundable Credits Policy and Program Management.

  3. The following functions report to the Program Manager, Refundable Credits Administration:

    • Earned Income Tax Credit and Refundable Credits Outreach

    • Earned Income Tax Credit and Refundable Credits Policy and Coordination

  4. The office symbols for RCA are SW:W:RICS:RCPPM:RCA.

Earned Income Tax Credit and Refundable Credits Outreach (ERCO)
  1. The mission of Earned Income Tax Credit and Refundable Credits Outreach (ERCO) is to provide a strategic approach to Earned Income Tax Credit (EITC) and refundable credits outreach and coordinate research for the RICS organization.

  2. To accomplish the mission, the ERCO staff:

    1. Develops and monitors national outreach strategies for EITC and other refundable credits to reach taxpayers, tax preparers, and partners

    2. Coordinates leveraged outreach for EITC and other refundable credits, working with internal IRS communication functions including Wage and Investment (W&I) Communications and Liaison (C&L), National C&L, Stakeholder Partnerships, Education and Communication (SPEC), Small Business/Self-Employed (SB/SE) C&L, and limited external partners

    3. Creates communication products and tools for use by internal and external stakeholders

    4. Coordinates RICS research activities to enable data driven decisions in support of strategic goals

  3. The Manager, Earned Income Tax Credit and Refundable Credits Outreach reports to the Program Manager, Refundable Credits Administration.

  4. The office symbols for ERCO are SW:W:RICS:RCPPM:RCA:ERCO.

Earned Income Tax Credit and Refundable Credits Policy and Coordination (ERCPC)
  1. The mission of Earned Income Tax Credit and Refundable Credits Policy and Coordination (ERCPC) is to coordinate with IRS and outside stakeholders to manage balanced compliance programs and improvement initiatives for EITC and other refundable credits.

  2. To accomplish the mission, the ERCPC staff:

    1. Coordinates with other IRS functions who deliver EITC and refundable credits programs, as well as, with outside stakeholders, to develop, execute, monitor, and enhance compliance and outreach programs in support of RCA's strategic goals of increasing participation and reducing erroneous claims.

    2. Develops and coordinates delivery of the Refundable Credits Return Preparer Strategy, designed to strengthen preparer adherence to return preparer due diligence requirements through compliance treatments and outreach and education activities.

    3. Ensures all preparer activities support and are consistent with Service-wide preparer strategies.

    4. Conducts periodic reviews of correspondence products and content modules to evaluate consistency, effectiveness and quality.

    5. Supports IRS efforts to meet the requirements of the Improper Payments Information Act of 2002, Executive Order 13520, and the Improper Payments Elimination and Recovery Acts of 2010 and 2012.

  3. The Manager, Earned Income Tax Credit and Refundable Credits Policy and Coordination reports to the Program Manager, Refundable Credits Administration.

  4. The office symbols for ERCPC are SW:W:RICS:RCPPM:RCA:ERCPC.

Examination Non-EITC (EN)
  1. The mission of Examination Non-EITC is to conduct analysis and research of W&I taxpayer compliance in order to develop strategies for selection of discretionary examination cases and risk-based treatments; develop treatments designed to fit the needs of specific discretionary taxpayer segments within the W&I Division; and support the operations at the Refundable Credits Examination Operations (RCEO) campuses by preparing and updating the IRM and providing training and ongoing clarification to discretionary policy and procedure.

  2. To accomplish the mission, the EN staff:

    1. Oversees the development of short- and long-range program policies, strategies and objectives for overall discretionary compliance strategy for the Examination Operations campuses.

    2. Identifies non-compliant discretionary taxpayer segments and develops and tests alternative treatments and measures.

    3. Coordinates the strategic planning and research for all discretionary examination activities and provides significant input to the W&I Strategic Plan.

    4. Designs and develops research programs or completes analyses to solve complex discretionary examination issues; and, identifies trends in order to understand and address taxpayer needs and behavior patterns related to the overall W&I strategic policies and procedures.

    5. Develops comprehensive discretionary policy guidance and procedures to implement risk-based treatments of specific discretionary taxpayer groups within the W&I Division.

    6. Prepares discretionary projections and forecasts for the Director, RCPPM.

    7. Communicates discretionary policy, procedures and guidance on the examination programs to the Compliance campuses.

    8. Oversees the integration and writing of discretionary program policies and procedures in a single simplified IRM.

    9. Prepares updates and revises discretionary program procedures and requirements.

    10. Evaluates the impact of legislative changes on discretionary examination programs and provides clarification to the RCEO campuses via IRM Procedural Updates.

    11. Communicates new or revised discretionary policies and their impact to the RCEO campuses.

    12. Coordinates with Learning and Education (L&E) and the RCEO campuses to identify discretionary examination training needs and coordinates/develops training packages.

    13. Determines discretionary examination business requirements necessary for systems.

    14. Works with the RCEO campuses to determine discretionary examination programming and equipment requirements, and provides coordination by communicating the requirements to Information Technology (IT) and all changes to the RCEO campuses.

    15. Coordinates with operations outside RICS, such as Criminal Investigation and Small Business/Self Employed (SB/SE), to obtain suitable discretionary work to provide improved coverage.

  3. The Program Manager, Examination Non-EITC reports to the Director, Refundable Credits Policy and Program Management.

  4. The office symbols for EN are SW:W:RICS:RCPPM:EN.

Examination EITC (EE)
  1. The mission of Examination EITC (EE) is to conduct analysis and research of taxpayer compliance in order to develop risk-based strategies for selection of EITC examinations and treatments; develop treatments designed specifically for EITC taxpayer segments within the W&I Division.

  2. To accomplish the mission, the EE staff:

    1. Oversees the development of short- and long-range program policies, strategies and objectives for overall EITC compliance strategy for the RCEO campuses.

    2. Identifies non-compliant EITC taxpayer segments and develops and tests alternative treatments and measures.

    3. Coordinates the strategic planning and research for all EITC examination activities and provides significant input to the W&I Strategic Plan.

    4. Designs and develops research projects and/or completes analyses to solve complex EITC examination issues and identifies EITC trends in order to understand and address taxpayer needs and behavior patterns related to the overall W&I strategic policies and procedures.

    5. Develops comprehensive EITC policy guidance and procedures to implement risk-based treatments of specific EITC taxpayer groups within the W&I Division.

    6. Prepares EITC projections and forecasts for Director, RCPPM.

    7. Communicates EITC policy, procedures and guidance on the examination programs to the RCEO campuses.

    8. Oversees the integration and writing of EITC policies and procedures in the a single simplified IRM, with annual reviews and updates through the clearance process, as revisions are needed.

    9. Evaluates the impact of legislative changes on EITC examination programs and provides clarification to the RCEO campuses via IRM Procedural Updates.

    10. Coordinates with the Learning and Education (L&E) organization and the RCEO campuses to identify EITC training needs and coordinates/develops training packages.

    11. Determines EITC examination business requirements necessary for systems.

    12. Works with the RCEO campuses to determine EITC examination programming requirements and provides coordination by communicating the requirements to IT and all changes to the RCEO campuses.

    13. Coordinates with Operations outside RICS, such as Criminal Investigation and SB/SE to obtain suitable EITC work to provide improved coverage.

    14. Reviews the work schedules for all W&I EITC programs.

  3. The Program Manager, Examination EITC reports to the Director, Refundable Credits Policy and Program Management.

  4. The office symbols for EE are SW:W:RICS:RCPPM:EE.

Policy, Monitoring and Analysis (PMA)
  1. The mission of Policy, Monitoring and Analysis (PMA) is to monitor the performance results of the Examination EITC and Examination Non-EITC programs at the Refundable Credits Examination Operations (RCEO) campuses; provide leadership and support to the RCEO campuses in meeting or exceeding RICS measures and goals within budget and work plan allocations; respond to data requests in a timely and accurate manner; analyze and coordinate quality (National Quality Review System (NQRS) and Embedded Quality Review System (EQRS)) data with the program groups; and manage financial resources for RCPPM.

  2. To accomplish the mission, the PMA staff:

    1. Leads and manages the development of goals and measures including Balanced Measures for the Examination EITC and Examination Non-EITC Programs and the integration into the Examination Workplan.

    2. Prepares reports and conducts comprehensive data analysis to ensure goals and measures are on target.

    3. Provides oversight and direction for critical outcome measures included as Performance targets.

    4. Prepares Examination EITC and Examination Non-EITC closure projections for the Director, RICS.

    5. Identifies issues based on reviews of organization performances and provides assistance to program areas to resolve issues.

    6. Provides data for internal and external customers on W&I performance.

    7. Provides data and assistance for RCPPM site reviews.

    8. Coordinates with Examination EITC, Examination Non-EITC and RCA to develop budget initiatives, consolidate Taxpayer Advocate Service (TAS) Most Serious Problem responses, respond to Government Accountability Office (GAO) Treasury Inspector General for Tax Administration (TIGTA) audits and develop the operating plan.

    9. Provides data on strategic plan results and strategy modification needs.

    10. Ensures that operating units implement policy aligned with the Examination work plan.

    11. Analyzes site progress against strategic plans and identifies opportunities for improvement.

    12. Coordinates with program areas within RICS.

    13. Tracks resources to ensure adherence to the work plan and schedule.

    14. Coordinates and provides oversight and direction of the development of the Examination work plan (resources, closures, and starts work plan).

    15. Coordinates the review of work schedules for all RCPPM programs and reviews all work schedule submissions to determine if programs are correctly scheduled.

    16. Analyzes and monitors the campus progress against the closure and starts work plan and identifies opportunity for improvement.

    17. Coordinates, prepares and maintains Examination EITC and Examination Non-EITC operating guidelines for the RCEO campuses.

    18. Plans and executes the RCPPM budget.

  3. The Program Manager, Policy, Monitoring and Analysis reports to the Director, Refundable Credits Policy and Program Management.

  4. The office symbols for PMA are SW:W:RICS:RCPPM:PMA.

Customer Assistance, Relationships and Education (CARE)

  1. The mission of Customer Assistance, Relationships and Education (CARE) is to:

    1. Assist customers in satisfying their tax responsibilities.

    2. Build and maintain partnerships with key stakeholders to leverage their resources to inform, educate and communicate with customers.

    3. Create and improve tax forms, instructions, publications and notices tailored to customer needs, thereby facilitating tax administration.

    4. Provide professional face-to-face assistance, education and compliance services to customers.

    5. Support Compliance activities.

  2. To accomplish the mission, CARE:

    1. Develops programs and products for assistance with tax return preparation, education on rights and responsibilities for customers and access to information and forms to enable customers to prepare their returns.

    2. Provides face-to-face assistance, education and compliance services to low to middle income and other customers.

    3. Develops measures that balance customer satisfaction, employee satisfaction and business results.

    4. Develops, tests and implements educational programs with W&I partners.

    5. Partners with stakeholder groups to increase the reach of IRS expertise in return preparation.

    6. Plans, develops, administers and evaluates policies, systems, procedures and standards for Publishing System products and services.

    7. Designs and revises external forms, publications and notices for W&I customers.

    8. Provides printing and publishing services for all media types.

    9. Supports Compliance examination and collection activities at walk in sites.

    10. Manages the preparation and execution of CARE’s financial plan.

    11. Monitors workload and effectiveness and allocates resources among functions.

    12. Ensures unit goals, strategy, and organizational policies are clearly communicated to all employees

    13. Participates in equal employment and diversity program activities.

    14. Provides shared services to all operating divisions in support of the end-to-end integrated notice process.

  3. The Director, Customer Assistance, Relationships and Education, reports to the Commissioner, W&I.

  4. The following offices report to the Director, CARE:

    • Media and Publications

    • Stakeholder Partnerships, Education and Communications (SPEC)

    • Field Assistance

    • Planning & Analysis

  5. The office symbols are SE:W:CAR:

Media & Publications (M&P)

  1. The mission of Media & Publications (M&P) is to meet customer needs by producing external and internal forms, publications and notices that facilitate federal and state tax administration and ease of compliance by taxpayers; and to work with our customers in meeting their publishing and distribution needs.

  2. To accomplish the mission, M&P:

    1. Integrates the activities of Publishing, Distribution and Tax Forms and Publications to ensure a cohesive approach to the design, publishing and delivery of notices, forms and publications.

    2. Obtains customer research-based data from W&I Strategies and Solutions as well as customer, employee and business results to provide products which assist taxpayers in pre-filing, filing and post-filing activities and support the missions of Customer Account Services (CAS), Compliance, in addition to, Wage & Investment and other business operating divisions.

  3. The Director, Media & Publications reports to the Director, Customer Assistance, Relationships and Education.

  4. M&P consists of the following functions:

    • M&P Planning and Analysis

    • Tax Forms and Publications

    • Publishing

    • Distribution

  5. The office symbols for M&P are SE:W:CAR:MP.

M&P Planning and Analysis (P&A)
  1. The mission of M&P Planning and Analysis (P&A) is to provide analytical, oversight, and advocacy support to the Director, Media and Publication by overseeing the implementation and integration of resources, policy and planning activities.

  2. To accomplish the mission, M&P P&A:

    1. Provides technical and administrative support to M&P’s executives, managers and employees as it pertains to strategic planning and budgeting.

    2. Provides guidance and liaison activities with CARE and subordinate M&P functional offices.

  3. Major programs and areas of responsibilities include:

    • Human Resources (Hiring Exceptions, ROC)

    • External Customer Satisfaction

    • Budget - Printing, postage, labor, and stewardship contracts

    • COR Contract Reviews (High and Low Dollar)

    • Business Performance Reviews Strategic Planning/Operational Reviews

    • Balanced Measures

    • M&P IRMs

    • GAO/TIGTA

    • TAS/NTA Most Serious Problems

    • Risk Coordinator

    • Employee/Leadership Training

    • WP&C

  4. The Chief, M&P Planning and Analysis reports to the Director, Media & and Publications.

  5. M&P P&A consists of the following teams:

    • Strategic Planning and Resources

    • Performance Reporting and Analysis

  6. The office symbols for M&P P&A are SE:W:CAR:MP:PA.

Tax Forms and Publications (TF&P)
  1. The mission of Tax Forms and Publications (TF&P) is to originate and improve tax products (tax forms, instructions and publications), to ensure they are technically accurate, understandable and as easy to use as possible, enabling taxpayers to fulfill their tax filing and payment obligations.

  2. To accomplish the mission, TF&P:

    1. Creates and improves tax forms, instructions, publications and other documents to help taxpayers understand and meet their tax responsibilities.

    2. Ensures that the Service complies with the Paperwork Reduction Act, by clearing all Service material that collects information from taxpayers or requires record keeping, including forms, surveys and regulations.

    3. Administers the substitute forms program to ensure tax forms generated by commercial tax form suppliers and software developers conform to Service standards.

    4. Publishes the weekly Internal Revenue Bulletin, the Service’s official vehicle for disseminating tax-related information, such as revenue rulings and procedures, notices, and announcements.

    5. Serves as the focal point for the operations of the Tax Products Coordinating Committee.

  3. The Director, Tax Forms & Publications reports to the Director Media & and Publications.

  4. The following functions report to the Director, TF&P.

    • TF&P Strategic Planning & Analysis

    • Individual and Specialty Forms and Publications

    • Business, Exempt Organizations and International Forms and Publications

    • Multilingual and Agency Services

  5. The office symbols for TF&P are SE:W:CAR:MP:T.

TF&P Strategic Planning & Analysis (SPA)
  1. The mission of TF&P Strategic Planning and Analysis (SPA)is to ease organizational burden by providing TF&P-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provide oversight of business practices, information systems and reporting management, and systemic infrastructure support.

  2. To accomplish the mission, TF&P SPA provides support in areas of:

    • Budget (Supplies, Travel, Overtime, etc.)

    • Administrative (Op Review, Business Performance Review, Balanced Measures, etc.)

    • Information Systems (Arbortext, Content Process Management (CPM), IRWeb, etc.)

    • Other responsibilities for which the Division is accountable

  3. Major programs and areas of responsibilities include:

    • Human Resources (Hiring Exceptions, SOI, PARs, etc.)

    • External/Internal Satisfaction Surveys (ECSS/ICSS)

    • Budget (Supply/Training Funds, Overtime, etc.)

    • COR Contract Reviews

    • Business Performance Reviews, Operational Reviews, Commissioner Monthly Updates, Week Ahead Reports, etc.

    • Balanced Measures

    • IRM

    • GAO/TIGTA

    • TAS/NTA MSP

    • TAP Coordinator

    • Risk Coordinator

    • Employee Training

    • Information Systems (CPM, Product Pages, etc.)

  4. The Chief, TF&P Strategic Planning & Analysis reports to the Director, Tax Forms and Publications.

  5. The office symbols for TF&P SPA are SE:W:CAR:MP:T:SPA.

Individual and Specialty Forms and Publications
  1. The mission of Individual and Specialty Forms and Publications is to develop and revise tax products used by individual taxpayers, to ensure they accurately reflect tax law and are as understandable and as easy to use as possible.

  2. To support the mission Individual and Specialty Forms and Publications:

    1. Develops and revises tax products primarily for use by individuals who file Forms 1040, 1040A and 1040EZ and commonly attached schedules that support those forms such as Schedules A and B to ensure they accurately reflect tax law, and are as understandable and as easy to use as possible.

    2. Develops and revises tax products that focus on forms, schedules, instructions and publications primarily used by individuals that are not covered by the 1040 Family Section, to ensure they accurately reflect tax law, and are as understandable and as easy to use as possible.

    3. Develops, revises and improves tax products that focus on other special areas such as information returns and pension related products, to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

    4. Develops, revises and improves tax products primarily of interest to partnerships and small businesses.

  3. Major programs and areas of responsibilities include:

    • Track employee suggestions via E-trak

    • Author tax products

    • Analyze legislation

  4. The Chief, Individual and Specialty Forms reports to the Director, Tax Forms and Publications.

  5. The following sections report to the Chief, Individual and Specialty Forms and Publications:

    • 1040 Family Section

    • Individual Tax Law Section

    • Specialty Tax Law Section

    • Pass-Through Forms and Publications Section

  6. The office symbols for Individual and Specialty Forms and Publications are SE:W:CAR:MP:T.

Business, Exempt Organizations and International (BE&I) Forms and Publications
  1. The mission of Business, Exempt Organizations and International (BE&I) Forms & Publications is to develop and revise tax products used primarily by business taxpayers and exempt organizations, to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

  2. To support the mission, BE&I Forms & Publications:

    • Develops and revises tax products primarily used by exempt organizations, employee benefits plans, estates, or persons making taxable gifts.

    • Develops, revises and improves tax products primarily of interest to corporations including employment tax products.

    • Develops, revises and improves tax products primarily of interest to taxpayers affected by international tax matters.

  3. Major programs and areas of responsibilities include:

    • Track employee suggestions via E-trak

    • Author tax products

    • Analyze Legislation

  4. The Chief, Business, Exempt Organizations and International Forms and Publications reports to the Director, Tax Forms and Publications.

  5. The following teams report to the Chief, BE&I Forms & Publications:

    • Tax Exempt/Government Entity (TE/GE) Forms and Publications Section

    • Corporate Forms and Publications Section

    • International Section

  6. The office symbols for BE&I Forms and Publications are SE:W:CAR:MP:T:B:C.

Multilingual and Agency Services
  1. The mission of Multilingual and Agency Services is to facilitate IRS' administration of policies and strategies supporting delivery of Agency wide services to include Language Services and Office of Management and Budget (OMB).

  2. To accomplish the mission Multilingual and Agency Services:

    1. Facilitates the IRS’ efforts to support the needs of non-English/ limited English proficient taxpayers.

    2. Supports IRS efforts to develop and administer service wide policies, strategies and initiatives to assist Limited English Proficient (LEP) taxpayers in meeting their tax responsibilities.

    3. Translates and quality reviews strategic tax products and "non-vital documents."

    4. Administers IRS' "Language Assistance Policy."

    5. Monitors implementation of translation standards.

    6. Facilitates resolution of cross-functional language-related issues.

    7. Supports the Language Services Executive Advisory Council (LSEAC).

    8. Participates in language-related improvement projects.

    9. Provides Servicewide translation and quality-reviews of all case-related, outreach & education, official IRS letters and notices, etc.

    10. Management of all IRS multilingual websites (Spanish, Chinese, Vietnamese, Korean and Russian).

    11. Contract management of service-wide translation contracts.

    12. Ensures the Service complies with the Paperwork Reduction Act.

  3. Major programs and areas of responsibilities include:

    • Translation Services

    • Quality review

    • Proofreading

    • Special Services

    • Servicewide Management of Paperwork Reduction Act process

  4. The Chief, Multilingual and Agency Services reports to the Director, Tax Forms and Publications.

  5. Multilingual and Agency Services consists of two sections:

    • Linguistic Policy, Tools and Services (LPTS) Section

    • Special Services Section

  6. The office symbols for Multilingual and Agency Services are SE:W:CAR:MP:T:M.

Publishing
  1. The mission of Publishing is to plan and produce or procure all IRS print and electronic communications products used by the public to comply with tax filing requirements and obligations; and, used internally within IRS for tax administration. This encompasses the integrated design, specifications writing, production planning, acquisition, and delivery/distribution coordination required to provide the highest quality products and services, using all print and electronic media and technology available.

  2. To accomplish the mission, Publishing:

    1. Integrates design, specifications writing, production planning, acquisition, and delivery/distribution coordination required to provide the highest quality products and services, using all print and electronic media and technology available.

    2. Provides Publishing Specialists within Publishing as the initial contact for all printing and publishing services for all media types. They support product originators during the developmental stage of any project or program that will require published products.

  3. Major programs and areas of responsibilities include:

    • Business Card Program

    • Design Management Project

    • Customer Service Satisfaction Surveys

    • Envelope Program

    • Form Letter Program

    • Internal Forms Design

    • Internal Revenue Bulletin

    • Internal Revenue Manual Program

    • Laser Roll Paper Program

    • Letterhead Stationery Program

    • Tax Forms Program

    • Taxpayer Education, Assistance and Awareness

    • Taxpayer Information Publications Program

    • Training Products Program

  4. The Director, Publishing reports to the Director, Media & and Publications.

  5. Publishing consists of four sections:

    • Publishing Strategic Planning & Analysis Office

    • Publishing Services

    • E-Publishing

    • Tax Products

  6. The office symbols for Publishing are SE:W:CAR:MP:P.

Publishing Strategic Planning & Analysis (SPA) Office
  1. The mission of Publishing Strategic Planning & Analysis (SPA) Office is to ease organizational burden by providing Publishing-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provides oversight of business practices, information systems and reporting management, and systemic infrastructure support.

  2. To support the mission Publishing SPA:

    1. Coordinates Publishing activities with M&P P&A staff.

    2. Reports program activities and needs to M&P Director’s Office.

  3. Major programs and areas of responsibilities include:

    • Budget management

    • Balanced measures management

    • Op Review/BPR coordinator

    • One-on-One monthly report coordinator

    • Publishing IRM author and coordinator

    • Correspondence author

    • Internal and external survey coordinator

    • New employee orientation

    • Staffing and performance measurement and management

  4. The Chief, Strategic Planning and Analysis reports to the Director, Publishing.

  5. The office symbols for Publishing SPA are SE:W:CAR:MP:P:SPA.

Publishing Services
  1. The mission of Publishing Services is to provide publishing support, policies and procedures for all public and internal non-tax products required by any of the Service’s organizations. This includes coordinating the design, composition, acquisition or production and dissemination of all non-tax product lines, including electronic media, and hardcopy printing.

  2. To support the mission, Publishing Services:

    1. Partners with product originators Servicewide to manage publication of their products.

    2. Develops policies and procedures to support publication of non-tax products.

  3. Major programs and areas of responsibilities include:

    • Business Card Program

    • Customer Service Satisfaction Surveys

    • Internal Forms Design

    • Letterhead Stationery Program

    • Taxpayer Education, Assistance and Awareness Program

    • Training Products Program

  4. The Chief, Publishing Services reports to the Director, Publishing.

  5. The Publishing Services consists of three sections:

    • Non-Tax Products W&I Section

    • Non-Tax Products Business Section

    • Functional Publishing Section

  6. The office symbols for Publishing Services are SE:W:CAR:MP:P:PS.

e-Publishing
  1. The mission of e-Publishing is to provide oversight of specialized electronic publishing needs for the Service, including design support, product creation, staging and posting tax products to IRS.gov, and electronic composition of all tax products. e-Publishing is also responsible for application administration and support for Publishing.

  2. To support the mission, e-Publishing:

    1. Partners with product originators Servicewide to develop and prepare content and supporting visual information for publication.

    2. Provides specialized graphics and design services directly to IRS internal customers, and to publishing specialists in other Publishing branches so they can provide all IRS product owners one-stop publishing services.

    3. Oversees the design Management and graphic identity standards for corporate identity of IRS.

    4. Provides electronic composition services for the Service’s tax products that include all forms, instructions and publications.

    5. Ensures all forms and publications are Section 508 compliant.

    6. Provides administration and support for the Publishing Services Request (PSR), Publishing Services Data (PSD), and the Electronic Status Notice (ESN) systems.

    7. Maintains the Core Repository of Published Products (CROPP).

    8. Administers cross-Service publishing programs, such as the Internal Revenue Manual (IRM) and Internal Revenue Bulletin.

    9. Provides specialized services including Forms and Analysis Design and XML-Enabled Portable Document Formats (PDFs).

    10. Provides job tracking and budget management for all Publishing products.

    11. Manages product attributes about published products, both internal and public.

    12. Prepares and stages products to be posted to IRS.gov.

  3. The Chief, of e-Publishing reports to the Director, Publishing.

  4. e-Publishing consists of three sections:

    • Design Section

    • Electronic Composition Section

    • Content Services Section

  5. The office symbols for e-Publishing are SE:W:CAR:MP:P:EP.

Tax Products
  1. The mission of Tax Products is to provide publishing support for all tax products required by the Service. This includes coordinating the design, composition, acquisition or production and dissemination of all tax product lines, including electronic media, as well as hardcopy printing.

  2. To support the mission, Tax Products:

    1. Coordinates development and delivery of tax products for publication.

    2. Partners with other M&P divisions to produce tax products.

  3. Major programs and areas of responsibilities include:

    • IRS’ tax product dissemination programs

    • Laser Paper Program

    • Tax Forms Program

    • Taxpayer Assistance Center (TAC) Program

    • IRS Tax Forms Outlet Program (TFOP)

    • Taxpayer Information Publications (TIPS)

    • IRS Envelope Program

    • Form Letter Program

    • Substitute Forms Program

    • Internal Revenue Bulletin

  4. The Chief, Tax Products Branch reports to the Director, Publishing.

  5. Tax Products consists of two sections:

    • Tax Products Section

    • Channel Delivery Section

  6. The office symbols for Tax Products are SE:W:CAR:MP:P:TP.

Distribution
  1. The mission of Distribution is to provide:

    1. Planning and distribution services for all IRS print and electronic communications products used by the public to comply with tax filing requirements and obligations, and used internally within IRS for tax administration.

    2. Knowledge services and systems management support for all publishing and distribution programs, enabling the highest quality products and services to be made available using all print, electronic, and accessible media and technology available.

  2. To support the mission, Distribution:

    1. Oversees the planning and distribution services for all IRS print and electronic communications products used by the public.

    2. Provides knowledge services and systems management support for all publishing and distribution programs.

    3. Ensures the highest quality products and services to be made available using all print, electronic, accessible media, and technology are available.

    4. Provides tools and guidance to ensure the Service is Section 508 compliant in all publishing mediums through the Alternative Media Center (AMC) (i.e., Braille, large print, CD-ROM, electronic Braille, tactile graphics, captioning service, etc.).

  3. The Director of Distribution reports to the Director M&P.

  4. The following functions report to the Director, Distribution:

    • Distribution Strategic Planning & Analysis

    • Distribution Requirements

    • Knowledge Services

    • National Distribution Center

    • Correspondence Production Services

    • Office of Taxpayer Correspondence

  5. The office symbols for Distribution are SE:W:CAR:MP:D.

Distribution Strategic Planning & Analysis (SPA)
  1. The mission of Distribution Strategic Planning and Analysis (SPA) is to ease organizational burden by providing Distribution-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provide oversight of business practices, information systems and reporting management, and systemic infrastructure support.

  2. To support the mission, Distribution SPA:

    1. Provides technical and administrative support to Distribution’s director, managers and employees as it pertains to strategic planning, budgeting, training and hiring and all other administrative programs.

    2. Provides guidance and liaison activities within Distribution.

  3. Major programs and areas of responsibilities include:

    • Budget

    • Training, Awards

    • Hiring

    • Personnel

    • TIGTA/GAO

    • Strategic Planning

    • COR Contract Reviews

    • Balanced Measures

    • IRMs

    • Operational and Functional reviews

  4. The Chief, Distribution Strategic Planning and Analysis reports to the Director, Distribution.

  5. The office symbols for Distribution SPA are SE:W:CAR:MP:D:SPA.

Distribution Requirements
  1. The mission of Distribution Requirements is to:

    1. Provide planning and distribution systems for all IRS print and electronic communications products used by the public and used internally within IRS.

    2. Determine quantity requirements and methods of distribution for IRS published products.

    3. Determine and provide mail and transportation services for all published products.

    4. Provide Servicewide program and budget management for all uses of mail and transportation services.

  2. To support the mission, Distribution Requirements:

    1. Plans and provides mail and transportation services for all published products.

    2. Provides Servicewide program and budget management for all users of mail and transportation services.

    3. Determines quantity requirements and methods of distribution for all public and internal use IRS published products.

    4. Provides distribution and order fulfillment support services.

    5. Oversees the Tax Forms Distribution Programs and is responsible for various distribution programs.

    6. Supports the physical distribution of published products to various outlets, IRS internal offices, external distribution partners and other stakeholders, who in turn make products available to individual taxpayers within their communities or businesses.

  3. Major programs and areas of responsibilities include:

    • Private Delivery Service and U.S. Postal Service

    • FedEx, Personally Identifiable Information (PII) and United Parcel Service (UPS)

    • Transportation Management

    • International Bulk Mail and Transportation Management

  4. The Chief, Distribution Requirements reports to the Director, Distribution.

  5. The Distribution Requirements Branch consists of three sections:

    • Postal and Transportation Policy Section

    • Forecasting Requirements Section

    • Tax Forms Distribution Section

  6. The office symbols are SE:W:CAR:MP:D:DR.

Knowledge Services
  1. The mission of Knowledge Services is to:

    • Provide knowledge services and systems management support for all publishing and distribution programs to deliver the highest quality products and using all print and electronic media and technology available.

    • Provide IRS published products in "accessible" formats and media to enable usage by taxpayers and employees with disabilities and to comply with Section 508 of the Rehabilitation Act Amendments of 1998.

  2. To support the mission, Knowledge Services:

    1. Coordinates business requirements and provides systems management support and security compliance for M&P publishing and distribution programs to deliver the highest quality products using all print and electronic media and technology available.

    2. Facilitates knowledge sharing and collaboration across Media & Publications by providing resources, tools and techniques to employees and stakeholders.

    3. Manages Distribution’s content on IRS.gov and provides other services in support of the M&P mission.

    4. Provides IRS published products in accessible alternative media formats for IRS employees and taxpayers with disabilities.

  3. The Chief, Knowledge Services reports to the Director, Distribution.

  4. The Knowledge Services consists of three sections:

    • Business Systems Requirements Integration Section

    • Knowledge and Resource Management Section

    • Alternative Media Center Section

  5. The office symbols Knowledge Services are SE:W:CAR:MP:D:KS.

National Distribution Center (NDC)
  1. The mission of National Distribution Center (NDC) is to provide order fulfillment services and distribution of published products to IRS internal and external customers.

  2. To support the mission, NDC:

    1. Provides administrative, information technology, transportation management, and budget support

    2. Provides mail order access to public customers for IRS published products.

    3. Provides order entry, order fulfillment, and print on demand products that meet the appropriate criteria.

    4. Receives and inputs telephone, fax, mail order and electronic requests for published material from distribution outlets and IRS employees and organizations.

    5. Provides inventory and warehouse management for all for all IRS published products.

  3. Major programs and areas of responsibilities include:

    • Alternative Media

    • Employer Program

    • International Program (Embassies)

    • Internal Management Documents Distribution System (IMDDS)

    • Order & Subscription Management System

    • Package Assembly Program

    • Postal & Transport Policy Program

    • Print On Demand Program

    • Prior Year Program

    • Small Business Tax Forms Distribution Program (Service Corps of Retired Executives (SCORE))

    • Tax Forms Outlet Program (Congressional Offices, Libraries and Post Offices)

    • Taxpayer Assistance Center (TAC) Program

    • Taxpayer Education, Assistance and Awareness Program

    • Toll-Free Telephone Services Forms Orders (Formerly called: NISH, NTI, NTI/NISH, or Alpine Access)

    • Volunteer Income Tax Assistance/Tax Counseling for the Elderly (VITA/TCE)

    • XML/SGML Help Desk Website

  4. The Chief, National Distribution Center reports to the Director, Distribution.

  5. NDC consists of three sections:

    • Support Section

    • Processing Section

    • Logistics Section

  6. The office symbols for NDC are SE:W:CAR:MP:D:NDC.

Correspondence Production Services (CPS)
  1. The mission of Correspondence Production Services (CPS) is to:

    • Provide the full range of first class volume and repetitive business correspondence mailing services to taxpayers.

    • Provide other communications services for the IRS. This includes: Round-the-clock print, insert and mail services; Standard mail production; Postal discounting through mail presort; Notice-related file processing support to IRS modernization and improvement projects; and Implementation of standards for effective correspondence communications.

    CPS is an automated bulk processing facility which uses technology to efficiently support the full range of bulk correspondence mailing needs for IRS.

  2. To support the mission, CPS:

    1. Provides technical support for equipment, contracts, software, budget, quality control, and customer service and outreach within the CPS.

    2. Produces all required correspondence mailings on time, with lowest cost and in accord with customer quality standards.

    3. Offers round-the-clock production support using three shifts and weekend production to handle all of its workload.

    4. Oversees scheduling, production control and materials handling/logistics, machine operations.

    5. Directs mailing activities to complete its workload timely and according to procedures.

    6. Conducts quality review and reporting activities as required.

    7. Communicates to and cooperates with other print sites and technical support staff to balance workload and ensure successful mailing.

    8. Provides operational backup to the other CPS site

  3. Major programs and areas of responsibilities include:

    • 1st class mailing

    • Postage pre-sort discounting & data exchange with USPS

    • Return Receipt mailing with bulk proof of delivery

    • Certified mailing with delivery confirmation

    • International mailing (including Registered Foreign)

    • Mail manifesting and metering

    • Postal permit obligation and mail cost tracking

    • Notice Delivery System application administration

  4. The Chief, Correspondence Production Services reports to the Director, Distribution.

  5. CPS consists of three sections:

    • Technical Support Section

    • Operations Section - East

    • Operations Section - West

  6. The office symbols for CPS are SE:W:CAR:MP:D:CPS.

Office of Taxpayer Correspondence (OTC)
  1. The mission of the Office of Taxpayer Correspondence (OTC) is to serve as the IRS hub for comprehensive correspondence services from design and development to effectiveness and downstream impact. Working as partners with the business, OTC provides consistency, quality and plain language for notices and letters with the goal of helping taxpayers take the appropriate action to resolve their tax issues. OTC is the IRS knowledge broker for correspondence and partners with the business to enable data-driven decisions.

  2. To support the mission, OTC:

    1. Leads Servicewide initiatives that require communication with taxpayers.

    2. Implements taxpayer correspondence standards, procedures, and policies.

    3. Collaborates with IRS customers to create or revise taxpayer correspondence products, both digital and paper.

    4. Prioritizes critical needs and resources to ensure that taxpayers receive accurate messages in a timely manner.

    5. Provides data analysis and metrics for correspondence.

    6. Coordinates Servicewide responses to Erroneous Taxpayer Correspondence (ETC).

  3. OTC is the required, authoritative source for all correspondence developers, product owners and stakeholders for the development or revision of all digital and paper correspondence and correspondence-related initiatives. OTC:

    • Oversees the development of new or revised taxpayer correspondence; and,

    • Acts as the liaison between the product owner and stakeholders.

  4. The following table includes OTC key stakeholders and support provided:

    Stakeholder Support
    Accounts Management Services Prepares an impact assessment of toll-free telephone numbers on new products.
    Correspondence Production Services Coordinates the production of new products.
    Information Technology Prepares programming requirements and submits Unified Work Requests for correspondence products.
    Tax Advocate Services Shares a copy of new or revised correspondence products with TAS for feedback on taxpayer rights and taxpayer burden issues.
    Chief Counsel Sends a copy of new or revised correspondence to Counsel to determine if legally sufficient language is incorporated.
  5. The Chief, Office of Taxpayer Correspondence reports to the Director, Distribution.

  6. OTC consists of three sections:

    • Customer Accounts Management Section

    • Design and Development Section

    • Data Metrics and Error Resolution Section

  7. The office symbols for OTC are SE:W:CAR:MP:D:OTC.

Stakeholder Partnerships, Education and Communications (SPEC)

  1. The mission of Stakeholder Partnerships, Education and Communication (SPEC) is to assist customers taxpayers in satisfying their tax responsibilities by building and maintaining partnerships with key stakeholders, seeking to create and share value by informing, educating and communicating with its shared customers.

  2. To accomplish the mission, SPEC:

    1. Uses a leverage approach to taxpayer service by placing primary emphasis on partner involvement and relationship management.

    2. Delivers taxpayer assistance through its three-pronged business model of income tax return preparation, educational outreach and financial education, and asset building information.

    3. Assists customers who prepare their own returns and who exhibit good faith attempts to voluntarily comply.

    4. Maintains a customer focus by soliciting information concerning the needs and characteristics of its customers and by coordinating with Research to develop programs and products based on the information received.

    5. Educates customers on their rights and responsibilities to clarify obligations for first-time customers, customers who have not invested time in understanding tax issues, and customers impacted by changes in either their filing status or in tax laws.

  3. The Director, SPEC, reports to the Director, Customer Assistance, Relationships and Education (CARE).

  4. The following report to the Director, SPEC:

    • SPEC Area Directors

    • Strategy and Program Management

    • Oversight, Products, and Quality

    • National Partnerships

    • Grant Program Office

  5. The office symbols for SPEC are SE:W:CAR:SPEC.

SPEC Area Directors
  1. The mission of the SPEC Area Directors is to plan, manage and direct activities of field personnel.

  2. To accomplish the mission, activities include:

    1. Coordinating product and program customization at the territory level.

    2. Supporting territory office administrative requests.

    3. Coordinating identification and sharing of proposed services.

    4. Collecting and process customer feedback from territory offices prior to forwarding to SPEC headquarters.

    5. Ensuring a consistent level of service across territory offices.

  3. SPEC Area Directors report to the Director, SPEC.

  4. Reporting to the SPEC Area Directors are SPEC Territory Managers.

SPEC Territory Managers
  1. The mission of the SPEC Territory Managers is to plan, manage and direct activities of field personnel.

  2. To accomplish the mission, activities include:

    1. Coordinating product and program customization at the territory level.

    2. Supporting territory office administrative requests.

    3. Coordinating identification and sharing of proposed shared services.

    4. Collecting and processing customer feedback from territory offices prior to forwarding to the Headquarters Office.

    5. Ensuring a consistent level of service across the territory offices.

  3. The SPEC Territory Managers report to the Area Directors in SPEC.

Strategy and Program Management
  1. The mission of Strategy and Program Management is to plan, manage, support, and direct activities of headquarter and field staff to ensure program compliance and operational effectiveness.

  2. To accomplish the mission, Strategy and Program Management:

    1. Oversees the SPEC budget.

    2. Oversees employee training and mandatory briefings.

    3. Determines the infrastructure requirements (i.e., security, space, facilities).

    4. Oversees staffing and hiring.

    5. Oversees TIGTA/GAO Audits.

    6. Coordinates SPEC program and administrative initiatives (W&I Op Review, BPR, Commissioners Update, etc.).

    7. Develops Measures/Goals and Measures reports (Scorecard; Weekly Measures and PAC1c).

    8. Manages and developing the SPEC Program Guide.

    9. Oversees the Awards processes.

    10. Oversees Travel processes.

    11. Oversees the Annual Assurance Process.

  3. The Chief, Strategy and Program Management, reports to the Director, SPEC.

  4. The office symbols for Strategy and Program Management are SE:W:CAR:SPEC:SPM.

Oversight, Products & Quality
  1. The mission of Oversight, Products and Quality is to plan, manage, evaluate and direct activities of the Volunteer Income Tax Assistance (VITA) and Tax Counseling for the Elderly (TCE) Programs.

  2. To accomplish the mission, Oversight, Products and Quality:

    1. Manages the tax preparation software contract for the VITA/TCE program.

    2. Oversees and leading the Area Operational Reviews.

    3. Oversees the loaned equipment program.

    4. Outlines policy and guidance for the Areas for all filing season readiness activities, including software ordering.

    5. Performs financial reviews of VITA and TCE grantees.

  3. The Chief, Oversight, Products and Quality, reports to the Director, SPEC.

  4. The following report to the Chief, Oversight, Products Quality:

    • Product, Systems & Analysis

    • Quality Program Office

  5. The office symbols for Oversight, Products and Quality are SE:W:CAR:SPEC:OPQ.

Product, Systems & Analysis
  1. The mission of Products, Systems & Analysis is to:

    1. Equip SPEC employees, partners, and volunteers with the training and tools necessary for successful delivery of the filing season.

    2. Inform and educate individual taxpayers to ensure voluntary compliance with IRS tax law and requirements.

    3. Manage SPEC’s technology as it provides key information on partners, sites, and equipment.

  2. To accomplish the mission, activities include:

    1. Developing VITA/TCE products and materials for specific tax issues or operational programs.

    2. Determining and managing the clearance process for all SPEC products through Media and Publications, Counsel, Earned Income Tax Credit (EITC) Program Office, Modernization Information and Technology Services (MITS), and other impacted offices.

    3. Developing strategies to maximize the electronic interactions between IRS and W&I customers, including e-learning and e-training.

    4. Designing, implementing, and maintaining the SPEC Total Relationship Management (SPECTRM) system to support the SPEC business model and data reporting systems.

  3. The office symbols for Products, Systems & Analysis are W:CAR:SPEC:OPQ:PSA.

Quality Program Office
  1. The mission of the Quality Program Office is to establish a quality program to identify improving volunteer training; efficiently utilize resources; identify gaps in quality processes and potential inconsistencies; and promote better marketing and oversight.

  2. To accomplish the mission, activities include:

    1. Performing Quality Statistical Sample (QSS) reviews that determine the accuracy rate for VITA/TCE program.

    2. Assisting with development of SPEC Filing Season Readiness (FSR) training.

    3. Developing fiscal year Quality training.

    4. Revising and developing forms needed for FSR and QSS processes.

    5. Revising site coordinator handbook.

    6. Conducting site reviews.

  3. The Chief, Quality Program Office reports to the Chief, Oversight, Products and Quality.

  4. The office symbols the 5 Quality Program Office are W:CAR:SPEC:OPQ:QPO.

National Partnerships
  1. The mission of National Partnerships is to build and maintain partnerships both internally and externally to support SPEC’s mission.

  2. To accomplish the mission, activities include:

    1. Partnering with national organizations to deliver W&I products and services.

    2. Developing national or strategic partnerships that support SPEC’s leveraged business model through the delivery of SPEC products and services.

    3. Developing best practices, involving the SPEC community-based partner coalition model.

    4. Promoting electronic interactions (filing, paying and communicating).

    5. Overseeing Military training.

    6. Coordinating the Partner Satisfaction Survey.

  3. The Chief, National Partnerships reports to the Director, SPEC.

  4. The office symbols for National Partnerships are SE:W:CAR:SPEC:NP.

Grant Program Office
  1. The mission of the Grant Program Office is to administer the VITA/TCE grant programs.

  2. To accomplish the mission, activities include:

    1. Overseeing the grant application process, including processing all grant applications received according to IRS grant program procedures and determining award eligibility.

    2. Making recommendation for new year awards based on previous year performance; Issuing Award and/or Rejection Letters.

    3. Assembling and conducting training for Grant Ranking Panels and ensure compliance with ranking guidelines.

    4. Processing grantee’s direct deposit form and set up account in HHS/Payment Management System (PMS).

    5. Planning and conducting grantee Orientation Conference.

    6. Conducting Volunteer Return Preparation Site visits to apply established Measures for quality and compliance.

    7. Maintaining and updating a centralized data base of all applicants for the VITA Grant and TCE Grant.

    8. Serving as the focal point of contact for providing information, assistance and guidance to all internal and external customers relative to IRS grants.

  3. The Chief, Grant Program Office, reports to the Director, SPEC.

  4. The office symbols for the Grant Program Office are SE:W:CAR:SPEC:GPO.

Field Assistance (FA)

  1. The mission of Field Assistance (FA) is to provide quality service to taxpayers requiring face-to-face assistance and to educate taxpayers on services available to them through all channels, including self-assisted services.

  2. To accomplish the mission, FA:

    1. Locates offices in geographic areas accessible to the greatest number of taxpayers.

    2. Provides state-of-the-art office designs for Taxpayer Assistance Centers.

    3. Maintains a staff fully trained to provide the full range of services available at Taxpayer Assistance Centers (TACs).

    4. Ensures processes and systems are maximized providing timely and quality service.

  3. The Director, Field Assistance reports to the Director, CARE.

  4. The following report to the Director, Field Assistance:

    • Operations and Training

    • Policy, Technology and Measures

    • Financial Planning and Resources

    • Field Assistance Area Director

  5. The office symbols for FA are SE:W:CAR:FA.

Field Assistance Area Director
  1. The mission of Field Assistance Area Directors is to oversee all field activities within specified geographic areas with the primary objective of ensuring consistency and quality of program execution.

  2. To accomplish the mission, activities include:

    1. Performing program reviews.

    2. Monitoring and analyze quality data.

    3. Monitoring and analyze balanced measures.

    4. Coordinating training activities.

  3. Field Assistance Area Directors report to the Director, Field Assistance.

  4. The Field Assistance Area Directors report to the Director, Field Assistance.

Field Assistance Territory Managers
  1. The mission of the Field Assistance Territory Managers is to oversee activities of Field Assistance groups in a specified geographic territory and ensure consistency of training, program execution, services and facilities.

  2. To accomplish the mission, activities include:

    1. Managing and monitor the quality and quantity of work.

    2. Maintaining working relations with other BODs.

    3. Ensuring appropriate and timely training for front-line employees.

    4. Allocating and utilize non-financial resources among groups efficiently.

    5. Interacting with other operating units for shared services needs (recruiting, facilities, etc.).

    6. Coordinating with personnel and other BODs.

  3. Field Assistance Territory Managers report to Field Assistance Area Directors.

  4. Field Assistance Territory Managers oversee the Field Assistance Groups

Field Assistance Groups
  1. The mission of the Field Assistance Groups is to provide face-to-face assistance, education and compliance services to customers with a preference for face-to-face interaction with the IRS.

  2. To accomplish the mission, activities include:

    1. Responding to account inquiries.

    2. Accepting payments.

    3. Providing tax law assistance.

CARE Planning and Analysis (P&A)

  1. The mission of CARE Planning and Analysis (P&A) is to provide guidance and support to the Director, CARE by overseeing the integration of policy and planning, evaluating business process strategies for improvement, as well as to act as a consultant for the functional units, Field Assistance (FA), Media & Publications (M&P), and Stakeholder Partnerships, Education & Communication (SPEC).

  2. To accomplish the mission, CARE P&A:

    1. Oversees the integration of standardized policy throughout CARE.

    2. Provides guidance to CARE program management staffs and participate in liaison activities with Media and Publications, SPEC and Field Assistance functions.

    3. Provides support, guidance and resolution to the CARE functions for Space Management and Physical Safety and Security programs.

    4. Serves as the Management Information Systems focal point for CARE activities.

    5. Coordinates and monitor the Improvement Project activities for CARE and serve as liaison to BSP.

    6. Coordinates the review of overage conduct cases in conjunction with Labor Relations and Embedded Human Capital Office.

    7. Oversees IRS.gov Web links for CARE, ensuring accuracy of information.

    8. Manages content of the CARE home page.

    9. Serves as a liaison to Capital Management and Oversight (CMO) in coordinating management of CARE’s fiscal resources.

    10. Serves as liaison to Return Integrity & Compliance Services (RICS) on the development and implementation of the Earned Income Tax Credit (EITC) Service Level Agreement.

    11. Provides guidance and support to CARE functions on Human Capital initiatives, Span-of-Control, and Requests for Organizational Change.

    12. Supports and/or leads CARE special projects

    13. Manages internal controls, including Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) audits and findings in addition to the Annual Assurance process.

    14. Manages the Legislative Process, including developing implementation plans for tax legislation, monitoring action plans to completion, and responding to congressional inquiries.

    15. Coordinates the IRM Program, which includes update, review, clearance, and publishing of IRMs, Delegation Orders, Policy Statements, and Interim Guidance.

    16. Manages the Taxpayer Advocate Service’s Most Serious Problems.

    17. Ensures actions are accomplished to support CARE’s readiness for a successful filing season.

    18. Monitors the status of strategic and business planning and the balanced measures.

    19. Provides support for employee training across the CARE organization to ensure all mandatory training is conducted and sub-offices establish appropriate training plans.

    20. Verifies operational effectiveness of implementation and maintenance of technical procedures based on legislation and executive orders.

    21. Serves as a liaison to disseminate information to management on the requirements of Management Directive 715 and report functional progress in meeting the requirements.

    22. Manages the Office of Government Ethics Program (OGE) Form 450.

  3. The Chief, Planning and Analysis reports to the Director, Customer Assistance, Relationships and Education.

  4. The office symbols for CARE P&A are SE:W:CAR:PA.

Customer Account Services (CAS)

  1. The mission of Customer Account Services (CAS) is to "Inspire confidence in the American tax system by delivering top quality service through a trouble free filing experience and efficient resolution of issues."

  2. The focus of CAS is to:

    1. Actively pursue satisfaction of CAS customers through lawful resolution of customer issues.

    2. Timely process tax returns and related submissions, payments and refunds while providing information and assistance on customer account and tax law inquiries.

    3. Provide prompt notification of problems and errors related to taxpayer accounts in a manner that provides quality service, meets all IRS customers’ needs, and promotes voluntary compliance and customer confidence in the organization.

  3. To accomplish the mission, CAS:

    1. Develops operating unit strategy for processing returns and assisting taxpayers with specific account inquiries and adjustments.

    2. Develops and implements measures for the CAS function that balance customer satisfaction, employee satisfaction and business results.

    3. Processes the tax returns of all IRS customers.

    4. Manages tax law, accounts, e-help, and compliance phone calls for W&I, SBSE, and TEGE through the JOC Operations.

    5. Ensures accurate maintenance of the W&I master file and prompt resolution of account errors.

    6. Operates centralized toll-free customer service call sites and correspondence units.

    7. Develops strategy for technology implementation issues in concert with Business Systems and Information Systems.

    8. Monitors workload and effectiveness of submission processing and customer service patterns and develops strategies to focus CAS activities.

    9. Monitors workload and effectiveness of CAS and allocates resources among processing and accounts management.

    10. Prepares budget requests.

    11. Ensures unit goals, strategy, and organizational policies are clearly communicated to all employees.

    12. Participates in equal employment and diversity program activities.

  4. The Director, Customer Account Services, reports to the Commissioner, W&I. The following business functions report to the Director, CAS:

    • Accounts Management (AM)

    • Electronic Products and Support Services (EPSS)

    • Joint Operations Center (JOC)

    • Submission Processing

    • Program Coordination and Support

    • W&I Project Management Office

  5. The office symbols for CAS are SE:W:CAS.

Program Coordination and Support

  1. The mission of Program Coordination and Support is to:

    1. Integrate, coordinate, and support programs throughout CAS. Ensure programs are reflective of taxpayer behaviors, needs, and characteristics to improve overall customer service and achievement of strategic objectives.

    2. Coordinate filing season readiness for the Director, CAS, working with sub offices to ensure readiness plans are in place and target deadlines are met.

    3. Coordinates the Business Performance Review and Operational reviews for the CAS function.

    4. Provide support to the Director, CAS by overseeing the integration of policy and planning throughout CAS.

  2. To accomplish the mission, Chief, Program Coordination and Support:

    1. Analyzes the impact of legislation on overall CAS operation and ensures functions implement legislation and regulations by taking actions to carry out congressional intent.

    2. Oversees the integration of policy throughout CAS.

    3. Ensures that policies are reflective of taxpayer behaviors, needs and characteristics to improve overall compliance and customer service.

    4. Ensures that policies incorporate compliance and taxpayer education concerns and needs.

    5. Evaluates audit findings from TIGTA, and GAO, reports and identifies resources necessary to address recommendations.

    6. Serves as the Management Information Systems focal point for CAS activities.

    7. Maintains the IRM for CAS.

    8. Coordinates CAS budget activities with W&I Finance.

    9. Administer and oversees the employee suggestion program for the CAS functions.

    10. Monitors the status of strategic and business planning, including balanced measures.

    11. Provides guidance and liaison activities with subordinate program management staffs within SP, AM, EPSS and JOC.

    12. Ensures the CAS organization complies with position management guidelines and policies.

  3. The Chief, Program Coordination and Support reports to the Director, CAS

  4. The office symbols for Program Coordination and Support are SE:W:CAS:PCS.

Project Management Office

  1. The mission of the Project Management Office is to support modernization initiatives that impact Customer Account Services functions, with particular emphasis on the successful execution of the Submission Processing IMF Consolidation Strategy.

  2. To accomplish the mission the Project Management Office:

    1. Works with W&I Business Units to develop modernization initiatives, evaluate options through data-driven analysis, and make recommendations when appropriate

    2. Validates the operational benefits/capabilities outlined in the initiatives

    3. Coordinates resolution of implementation issues

    4. Identifies and monitors implementation risks and coordinates risk mitigation approaches for the initiatives

    5. Identifies budgetary requirements for initiatives and develops business case for funding

    6. Defines short-term and long-term infrastructure requirements and identifies an approval mechanism

    7. Develops and implements communications strategies to inform stakeholders of impacts of the initiatives on their Business Unit

  3. The Chief, Project Management Office reports to the Director, CAS.

  4. The office symbols for the Project Management Office are SE:W:CAS:PMO.

Accounts Management (AM)

  1. The mission of AM is to:

    1. Provide customers with easy and timely access to accurate and user-friendly tax law and account services delivered through operational efficient, multi-channel contact centers.

    2. Ensure functional implementation of legislation and regulations in a manner consistent with congressional intent.

    3. Provide executive leadership and direction in the design, development, delivery and consistency of application of policies and procedures across multiple AM campuses and remote call sites.

    4. Improve business practices and technology, and monitor adherence to work plans, program assignments, and guidance at the AM campuses and remote call sites.

  2. To accomplish the mission, the Director, AM, and Deputy Director, AM:

    1. Plans, directs, manages, administers and executes activities specific to management of customer accounts at the campuses (Andover, Atlanta, Austin, Brookhaven, Cincinnati, Fresno, Kansas City, Memphis, Ogden, and Philadelphia) and their respective remote call sites, as well as IDTVA directorate.

    2. Provides oversight for all paper, electronic and telephone inquiry programs.

    3. Directs design, development, and delivery of policies and procedures for multiple customer AM sites.

    4. Designs and develops programs to solve routine and complex customer account and tax-related issues.

    5. Enables taxpayers to understand and timely comply with their tax obligations through telephone and written assistance.

    6. Develops format and procedures to exchange data with Submission Processing and other business units.

    7. Monitors the customer accounts sites' workloads and adjust workloads among sites as needed.

    8. Collaborates extensively with the Joint Operations Center (JOC) to ensure resources are planned, scheduled and used efficiently.

    9. Provides executive leadership and direction through subordinate executives and managers that are geographically located nationwide.

    10. Delegates sufficient authority to subordinates to effectively manage their resources and to provide a supportive environment for creativity and innovation.

    11. Coordinates program activities with other top-level IRS executives to prepare Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach.

    12. Manages all human, physical, information technology, and financial resources assigned to AM and allocate these resources in accordance with overall strategies to further the accomplishment of specific goals.

  3. The Director, AM, reports to the Director, Customer Account Services (CAS). Direct reports to the Director, AM, and Deputy Director, AM, include:

    • Reports & Joint Operations Center Rep (R&JR)

    • Resources, Improvement, Training & Engagement (RITE)

    • Policy & Program Management (P&PM)

    • Web & Automation (W&A)

    • Identity Protection Strategy & Oversight (IPSO)

    • Field Directors, AM

    • Project Management Office and Support [PMOS]

    • Field Directors, AM

  4. The symbols for AM are SE:W:CAS:AM.

Reports & Joint Operations Center Rep (R&JR)
  1. The mission of Reports & Joint Operations Center Rep (R&JR) is to provide program support through data, analysis and quality process improvements to AM Headquarters and Field Directorates.

  2. To accomplish the mission, R&JR:

    1. Coordinates and controls the directorate mid-year and end-of-year assessments

    2. Provides input related to GAO, TIGTA, and NTA audits/reports (as needed)

    3. Utilizes AM Employee Satisfaction Survey data to recommend enhancements/improvements to work environment

    4. Represents AM on councils and steering committees.

    5. Maintains archival Strategic Plan information

  3. The Program Manager of R&JR reports to the Director, AM and Deputy Director, AM. The following teams report to the Program Manager of R&JR:

    • Reports, Analysis and Data Team (RAD)

    • Joint Operations and Center Operation Division Rep (JOC Rep)

  4. The office symbols are SE:W:CAS:AM:R&JR.

Reports, Analysis and Data (RAD)
  1. The mission of Reports, Analysis and Data (RAD) is to extract/compile data, prepare reports and provide feedback to Headquarters personnel on the achievement of strategic operational measures.

  2. To accomplish the mission, the RAD Team:

    1. Develops reports to monitor the implementation of new procedures to assist Headquarters (HQ) personnel in assessing the impact on program delivery

    2. Tracks achievement of Site Level Indicators and Measures (SLIM)

    3. Monitors, tracks and reports inventory and telephone programs

    4. Monitors, tracks and reconciles all AM data (WP&C, CIS, ETD, AMIR, etc.)

    5. Develops and distributes the Fiscal Year Program Letter

    6. Develops filing season readiness templates and coordinates filing season readiness certifications

    7. Prepares reimbursable reports

    8. Develops and provides assumptions for the inclusion in work plans and/or work schedules

    9. Updates and publishes annual revisions to IRM 1.4.16, Accounts Management Guide for Managers

    10. Develops and disseminates reports that track productivity, inventory and aged case levels

    11. Participates in site assistance visits, providing reports and necessary follow-up

  3. The office symbols for R&JR are SE:W:CAS:AM:R&JR:RAD.

Joint Operations Center Operation Division Rep (JOC Rep)
  1. The mission of Joint Operations Center Operation Division Rep (JOC Rep) is to.

    1. Enhance the AM customer experience through collaboration with JOC to identify and resolve issues pertaining to telephone call routing and scripting, as well as, electronic media contacts.

    2. Serve as liaison between a variety of internal and external stakeholders to ensure telephone and web-based automated systems, projects, and initiatives support the needs of the directorates and AM customers.

    3. Work to improve AM administrative business processes by providing guidance and direction on modernization initiatives through special projects and assignments.

  2. To accomplish the mission, the JOC Rep:

    1. Identifies and resolves issues with the JOC pertaining to telephone call routing and scripting, as well as electronic media contacts as they impact AM customers

    2. Ensures AM interests are met regarding Integrated Customer Contact Environment (ICCE), formerly known as Telephone Routing Interactive System (TRIS), and other automated interactive applications.

    3. Provides support and business requirements relative to call routing to AM resources including the call centers.

    4. Serves as the business liaison with Information Technology Services (IT) relative to the roll-out or development of new call center environment technology.

    5. Identifies system or call processing deficiencies that negatively impact the customer experience and/or business results; works with the JOC to evaluate and implement solutions.

    6. Identifies business requirements related to new initiatives or programs and works with internal and external stakeholders to ensure successful implementation of call routing strategies.

    7. Provides program support to AM field offices.

    8. Monitors and coordinates with HQ, FMSS Real Estate and Facilities Management (REFM) and IT on equipment needs including developing plans and responding to requests from stakeholders.

    9. Acts as the Contracting Officer’s Technical Representative (COTR) for the NTI-NISH contract.

    10. Provides oversight and coordination as the HQ Point of Contact (POC) for Business Continuity for the AM campuses.

    11. Acts as AM HQ liaison for the campus Site Coordinators to ensure consistency between AM and SP.

    12. Acts as the AM POC for the start-up of the VITA program at all campuses for campus employees to ensure consistency between AM and SP.

  3. The office symbols for JOCREP are SE:W:CAS:R&JR:JOCREP.

Resources, Improvement, Training & Engagement (RITE)
  1. The mission of Resources, Improvement, Training & Engagement (RITE) is to:

    1. Provide optimal service to AM customers by best matching resources to meet customer demand.

    2. Improve AM administrative business processes and organizational staffing by providing guidance and direction on modernization initiatives through a variety of major analytical studies, special projects, and assignments. More specifically, ensures campus and remote sites’ adherence to the organizational blueprint and monitors Authorized Staffing Patterns and their impact and progress towards achieving and maintaining the modernized end-state goals.

    3. Provide quality, process improvement and training support for the enterprise.

    4. Oversee Customer Satisfaction for AM Toll Free and Paper Inventory programs.

    5. Manage the budget for AM and monitor resource usage across the enterprise.

    6. Oversee the hiring and training of all AM employees.

  2. To accomplish the mission RITE:

    1. Monitors and suggests actions to address AM’s achievement and adherence to the end state organizational blueprint.

    2. Provides program support to AM field offices and participates in site visits to discuss and assist sites with any organizational structure issues.

    3. Coordinates with W&I Capital Management Office (CMO) and the IRS Human Capital Office (HCO) to ensure any enterprise-wide AM issues are addressed and resolved.

    4. Serves as the AM representative on teams and projects relative to campus ramp downs and Business Unit realignments.

    5. Submits and reports on final outcomes of Requests for Organizational Changes (ROC) for site realignments and organizational changes.

    6. Coordinates, directs and/or reviews any item that relates to the organizational structures within the purview of the Director, AM.

    7. Where delegated authority, makes decisions on organizational and position management issues under the purview of the Director, AM and commits AM to a particular course of action.

    8. Represents AM on councils and steering committees, such as the Filing Season Readiness Executive Steering Committee (FSR ESC).

  3. The Program Manager of RITE reports to Director, AM, and Deputy Director, AM. RITE is comprised of the following teams:

    • Planning & Scheduling (RPS)

    • Process Improvement Customer Accuracy (PICA)

    • Training

  4. The office symbols for RITE are SE:W:CAS:AM:RITE.

Resource Planning & Scheduling (RPS)
  1. The mission of Resource Planning & Scheduling (RPS) is to:

    1. Develop, issue and monitor enterprise telephone schedules and adherence to meet agency goals.

    2. Allocate and monitor inventory enterprise-wide while directing workflow based on agency needs and provide site level performance feedback.

    3. Monitor budget expenditures, assess staffing resources and develop strategic hiring plans to ensure FY goals are met.

  2. To accomplish the mission, RPS:

    1. Provides telephone and inventory plans, schedules, and staffing requirements to all AM sites.

    2. Monitors delivery of the staffing requirements via daily half-hourly tracking, eWorkforce Management (eWFM); and, monitors financial/resource usage.

    3. Performs filing season readiness activities related to staffing to meet workload needs.

    4. Develops eWFM procedures for HQ and the AM field.

    5. Identifies issues through monitoring staffing delivery and alerts the appropriate AM HQ organization for in-depth analysis and recommendations.

    6. Collaborates with the JOC to optimize service delivery including: site go to/go from decisions, tactical plans, developing level of service (LOS) scenarios, ad-hoc data requests, work plan/schedule development, and ensuring site compliance with schedules.

    7. Monitors resources and develops recommendations on seasonal hiring and release/recall for the telephone and inventory programs.

    8. Adjusts resource spending/tracking plans based on program decisions from other AM HQ organizations.

    9. Monitors overall inventory at the major program level, including the distribution of workload.

    10. Implements recommendations developed by AM HQ program owners on detailed distribution of inventory workload and specialized programs.

    11. Schedules site training days based on feedback from the field and AM HQ program owners.

    12. Develops contingency plans for special events such as the G20 summit and Super Saturday.

    13. Facilitates the work scheduler’s conference.

  3. The office symbols are SE:W:CAS:AM:RITE:RPS.

Process Improvement, Customer Accuracy (PICA)
  1. The mission of Process Improvement, Customer Accuracy (PICA) is to provide quality and process improvement support to all of AM. PICA analysts utilize and maintain the National Quality Review System (NQRS) and Evaluative Quality Review System (EQRS) Data Collection Instruments (DCIs) to achieve a set level (goal) of phone and paper quality; providing statistical data, program support and trend analysis to improve customer accuracy and ensure the AM enterprise quality measures are met.

  2. To accomplish the mission, PICA:

    1. Provides clarification and guidance to the field directorates on procedural issues that will improve work processes, quality and level of service for the taxpayer.

    2. Develops AM Business Unit and site level program quality targets.

    3. Measures and reports progress toward delivering program targets.

    4. Champions quality initiatives by providing guidance, oversight and training to the Process Improvement Specialists in the field.

    5. Monitors the implementation of new procedures to assess impact to program delivery.

    6. Monitors quality of AM telephone and paper inventory programs, identifies trends, and if necessary, advises sites of changes required to deliver higher quality.

    7. Identifies and disseminates best practices to assist in meeting quality goals and improving performance.

    8. Serves as a liaison with Centralized Quality Review System (CQRS) and local PAS quality reviewers to identify emerging issues and improvement opportunities.

    9. Serves as a liaison with the Centralized Evaluative Review (CER) Team to identify emerging issues, improvement opportunities and to ensure consistency throughout the program.

    10. Participates in site assistance visits, providing reports, conducting focus interviews to identify improvement suggestions and initiating follow-up actions.

    11. Reviews and approves a valid sample of work for each AM program throughout the year with Statistic of Income (SOI).

    12. Serves as a liaison with Process Improvement (PI) managers and specialists at each AM site to conduct national product quality reviews.

    13. Provides topics for training, skill-up, and improvement methods including the Define, Measure, Analyze, Improve Control (DMAIC) process.

    14. Conducts and/or assists with DCI Coding Consistency Training sessions for HQ and field tax and quality analysts.

    15. Shares sound recommendations with solid facts and figures to justify changes (procedural, systemic and program) to appropriate stakeholders such as Process and Program Management (PPM), Identity Theft (IDT), Return Integrity and Compliance Services (RICS), Field Assistance (FA), and Automated Collection System (ACS) to improve work practices, policies and guidelines.

    16. Recommends any changes that provide/improve consistency and/or enhance productivity and efficiency.

  3. The office symbols for PICA are SE:W:CAS:AM:RITE:PICA.

Training
  1. The mission of Training is to:

    1. Identify AM training needs and work with the Learning & Education (L&E) AM Design Center to develop and deliver just-in-time training material. Develop supplemental training material during the year and post on SERP Learning Tab.

    2. Provide subject matter experts (SMEs) to L&E to revise and develop new training material (including updating e-Learning products).

    3. Collaborate with field offices in development and execution of planning period training plans to ensure training delivery and proper training hour expenditures.

    4. Maintain and update online tools essential to effective and efficient training delivery.

  2. To accomplish the mission, Training:

    1. Identifies, develops, and updates training material, curricula, skill-paths, and daily training agendas by site and employee work type.

    2. Coordinates with L&E on the development and review of all training materials.

    3. Ensures all AM training material is written or revised to correspond with changes in tax law, policy, and IRM procedures.

    4. Updates the AM Training Requirement Document, Annual Training Assumptions Document, Critical Filing Season Readiness Training (CFSRT) Guide and the AM Program Letter to ensure consistency and just-in-time training.

    5. Ensures training materials match IRM procedures to provide "how-to" instructions for employees.

    6. Collaborates with other HQ teams, the field and outside stakeholders to identify training needs.

    7. In conjunction with field Planning and Analysis, develops training plans to monitor all training for all AM programs.

    8. Provides program support to AM field offices.

    9. Supports and monitors program effectiveness and training delivery in AM sites by on-site monitoring and review as needed.

    10. Develops and updates training curricula by work type, identifies training course development and update needs, and coordinates with L&E on the development and review of the training material.

    11. Coordinates AM training material delivery with C&L, Compliance, Field Assistance, Taxpayer Advocate, Criminal Investigation, SPEC, external companies, and field sites to learn of new alternative delivery methods.

    12. Coordinates the development of training materials by working with L&E to obtain SMEs from field sites, incorporating the drivers of quality performance into new course materials, course updates, refresher, and CFSRT materials.

    13. Coordinates training efforts within the operating division.

    14. Coordinates training development with L&E to ensure appropriate training is developed timely.

    15. Provides guidance and SMEs for the preparation of training material.

    16. Coordinates and conducts Continuing Professional Education (CPE) training for analysts, managers, systems administrators, and functional training coordinators.

    17. Coordinates and monitors the Leadership Development Program (LDP) to ensure future leaders have access to, are scheduled for and attend various developmental training sessions during the program.

    18. Maintains and updates online training tools such as Training database, On-line Certification Tool, LDP tools, T-mode simulations prior to the delivery of new hire and other skill-up training.

  3. The office symbols for Training are SE:W:CAS:AM:RITE:T.

Policy & Program Management (PPM)
  1. The mission Policy & Program Management (PPM) is to develop policy and procedural guidelines for all AM programs and assess/implement program efficiencies to improve all balanced measures.

  2. To accomplish the mission, PPM:

    1. Writes IRM procedures related to specific program areas for both phone and paper inventories. This includes updates related to legislative changes, system/process changes, continuous improvement initiatives, and input from the field or other stakeholders such as Compliance, Taxpayer Advocate Service, etc. Following the procedural change, PPM will monitor the implementation to determine potential impacts on program delivery.

    2. Monitors, tracks, and completes AM-related action items associated with PPM programs resulting from executive level meetings/briefings.

    3. Provides administrative support for the Director and Deputy Director, AM and program oversight to the AM campuses to ensure consistency, efficiency, and effectiveness of program delivery for programs under PPM purview. This includes preparing responses to internal and external stakeholders, providing information, preparing presentations, preparing for meetings, etc. on PPM programs and issues.

    4. Collaborates with the AM field directorates to ensure PPM-related programs are efficient and best practices are identified and leveraged for sustained improvement.

    5. Analyzes technical, operational, and administrative problems relating to PPM programs through R&JR and RITE assessments and reports. PPM will work with the field through telephone conferences and site visits on issues such as IRM consistency/clarification, productivity, inventory levels, and aged case controls to ensure programs are efficient and taxpayers receive top quality service.

    6. Identifies issues related to quality and/or consistency through a variety of sources including work with the field, quality information from PICA, Contact Analytics, or stakeholders. As appropriate, PPM will issue alerts through Servicewide Electronic Research Program (SERP) or other communication methods with the field to improve PPM work products or work streams.

    7. Reviews and analyzes recommendations provided through the Taxpayer Advocacy Panel (TAP), Employee Suggestion Program, SERP Feedback, Business Process Improvement (BPI) initiatives, or other initiatives or task forces on programs associated with PPM. If required, feedback on adopt/non-adopt is provided and, as appropriate, the IRMs are updated and communicated with the field.

    8. Works with RITE Training on guidance for the preparation of training materials.

    9. Prepares Work Request Management System (WRMS) requests for changes to systems related to program responsibilities and works closely with IT to initiate changes. This includes recording, tracking, research, and responses to systems change requests.

    10. Partners with RITE RPS on work plan assumptions based on regular annual adjustments and legislative changes specific to PPM programs.

    11. Serves as a primary point of contact for GAO) and Treasury Inspector General for Tax Administration (TIGTA) for audits lead by AM or when AM feedback/response is necessary. Activities include coordinating meetings/briefings with GAO/TIGTA on behalf of AM, as well as receiving, reviewing, and tracking GAO/TIGTA report findings/recommendations for AM.

    12. Prepares responses to audit findings from TIGTA and GAO reports related to all PPM related issues and provides guidance on audit follow-up procedures; ensures necessary changes are implemented because of reports and findings.

  3. The Program Manager of PPM reports to the Director, AM and Deputy Director, AM. PPM is comprised of the following teams:

    • Individual Adjustments

    • Specialty Accounts

    • Business Adjustments

  4. The office symbols for PPM are SE:W:CAS:AM:PPM.

Individual Adjustments
  1. The mission of Individual Adjustments is to support the mission of AM by developing policy, procedures, and guidelines for processing IMF related programs regardless of communication channel of the customer (paper or phone).

  2. To accomplish the mission, Individual Adjustments:

    1. Supports all activities identified by PPM within specific purview of programs associated with IMF accounts.

    2. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advice, and other sources to write or revise IRM procedures; develops IRMs for Adjustments, Math Error, Refunds and other telephone assistor-related IRMs.

    3. Coordinates program area activities related to IRM publishing and distribution; interacts with the W&I AM IRM Coordinator and internal publishing services to ensure requirements are met and ensures proper layout of paper and electronic version IRM pages and tracks field feedback on the IRM.

    4. Serves as liaison to FMS and other agencies to resolve Treasury Offset Program (TOP) problem cases.

    5. Works with the Chief Financial Officer (CFO) on TOP reimbursables.

    6. Reviews, evaluates, coordinates and responds to employee suggestions on assigned program responsibilities.

    7. Performs operational reviews on assigned programs to ensure consistency and accuracy within the sites.

    8. Performs pre-coordination meetings with IT counterparts and submits Unified Work Requests (UWRs) when necessary to update the assigned programs.

    9. Prepares responses to audit findings from TIGTA and GAO reports related to all programs assigned to the IMF team and provides guidance on audit follow-up responses; ensures necessary changes are implemented because of reports and findings.

  3. Individual Adjustments monitors and improves paper inventory programs. Areas of responsibility include:

    • Adjustment Guidelines

    • General Math Errors

    • Referrals

    • Refund Research

    • Manual Refunds

    • Erroneous Refunds

    • Unpostables

    • Freeze Codes

    • Credit Transfers

    • Credits

    • Campus Support

    • IRMs that include the following:

    IRM Number IRM Title
    IRM 21.1.1 Accounts Management and Compliance Services Overview
    IRM 21.1.2 Reference Materials Overview
    IRM 21.1.7 Campus Support
    IRM 21.3.1 Taxpayer Contacts Resulting from Notice Issuance
    IRM 21.3.5 Taxpayer Inquiry Referrals Form 4442
    IRM 21.3.6 Forms and Information Requests
    IRM 21.4.1 Refund Research
    IRM 21.4.2 Refund Trace and Limited Payability
    IRM 21.4.3 Returned Refunds/Releases
    IRM 21.4.4 Manual Refunds
    IRM 21.4.5 Erroneous Refunds
    IRM 21.5.1 General Adjustments
    IRM 21.5.2 Adjustment Guidelines
    IRM 21.5.3 General Claims Procedures
    IRM 21.5.4 General Math Error Procedures
    IRM 21.5.5 Unpostables
    IRM 21.5.6 Freeze Codes
    IRM 21.5.7 Payment Tracers
    IRM 21.5.8 Credit Transfers
    IRM 21.5.10 Examination Issues
    IRM 21.5.12 Individual Taxpayer Account Cleanup
    IRM 21.6.1 Filing Status and Exemption Adjustments
    IRM 21.6.2 Adjusting TIN-Related Problems
    IRM 21.6.3 Credits
    IRM 21.6.4 Tax Computation / Accounting Period Changes
    IRM 21.6.5 Individual Retirement Arrangements (IRS), Coverdell Education Savings Account (ESA), Archer Medical Savings Accounts (MSA) and Health Savings Account HSQ)
    IRM 21.6.6 Specific Claims and Other Issues
    IRM 21.6.7 Adjusting Individual Tax Accounts
    IRM 21.6.8 Split Spousal Assessments (MFT 31 / MFT 65)
  4. The office symbols for Individual Adjustments are SE:W:CAS:AM:PPM(IMF):IA.

Specialty Accounts
  1. The mission of Specialty Accounts is to support the mission of AM by developing policy, procedures and guidelines for processing specialty related issues including Refund Offsets, Centralized Authorization File (CAF), Injured Spouse Allocations, and Statutes.

  2. To accomplish the mission, Specialty Accounts:

    1. Supports all activities identified by PPM related to specialty programs.

    2. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advice, and other sources to write or revise IRM procedures.

    3. Develops IRMs for Accounts Maintenance Research Transcripts, Statutes, Refund Offsets, Injured Spouse Allocations, CAF, TAS, Disclosure, Operational Guidelines, Systems and Research used by all employees, Reference Material and Organizations Overview, as well as, other AM telephone and paper programs.

    4. Coordinates activities related to IRM publishing and distribution; interacts with the W&I AM IRM Coordinator and internal publishing services to ensure proper layout of paper and electronic version IRM pages, and tracks field feedback on the IRM.

    5. Assists with training development efforts with Training/Miscellaneous and the L&E organization to ensure training is delivered using current materials.

    6. Serves as SME for program assignments on cross-functional issues.

    7. Serves as liaison to FMS and other agencies to resolve TOP problem cases.

  3. Specialty Accounts monitors and improves paper inventory programs. Areas of responsibility include:

    • Third Party Authorizations

    • Centralized Authorization File (CAF)

    • Practitioner Priority Services (PPS)

    • Refund offsets including tax and non-tax offsets

    • Form 8379, Injured Spouse Allocations

    • Statutes

    • Operational Guidelines

    • Disclosure

    • Integrated Automation Technology (IAT) Tools

    • Taxpayer Advocate Service (TAS)

    • Accounts Maintenance Research Transcripts (AMRH)

    • IRMs that include the following:

    IRM Number IRM Title
    IRM 21.1.3 Operational Guidelines Overview
    IRM 21.2.1 Systems
    IRM 21.2.2 Research
    IRM 21.2.3 Transcripts
    IRM 21.2.4 Master File Accounts Maintenance
    IRM 21.3.7 Processing Third Party Authorizations onto the Centralized Authorization File (CAF)
    IRM 21.3.10 Practitioner Priority Service (PPS)
    IRM 21.4.6 Refund Offset
    IRM 25.6.1 Statute of Limitations Processes and Procedures
  4. The office symbols for Specialty Accounts are SW:W:CAS:AM:PPM(BMF):SA.

Business Adjustments
  1. The mission of Business Adjustments is to support the mission of AM by developing policy, procedures, and guidelines for processing BMF related programs regardless of communication channel of the customer (paper or phone).

  2. To accomplish the mission, Business Adjustments:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures.

    2. Partners with RITE:RPS on work plan assumptions and cost revisions based upon annual and legislative changes impacting Business Adjustments-related programs.

    3. Coordinates activities related to IRM publishing and distribution; interacts with the W&I AM IRM Coordinator and internal publishing services to ensure requirements are met, ensures proper layout of paper and electronic version IRM pages, and tracks field feedback on the IRM.

    4. Assists with training development efforts with RITE:Training and the L&E organization to ensure training is delivered using current materials.

    5. Develops IRM procedures for Employer Identification Number (EIN) assignment, Business tax returns, Adjustments, IMF/BMF International, Carrybacks, US Certifications, TEGE phone operations, as well as other AM telephone and paper programs related to business adjustments.

    6. Reviews, evaluates, coordinates and responds to employee suggestions on assigned program responsibilities.

    7. Performs operational reviews on assigned programs to ensure consistency and accuracy within the sites.

    8. Performs pre-coordination meetings with IT counterparts, obtains funding (if necessary) and submits Unified Work Requests (UWRs) when necessary to update assigned programs. Also performs production testing and acts as W&I representation on IT coordinated pre and post release calls.

    9. Prepares responses to audit findings from TIGTA and GAO reports related to all programs assigned to BMF team and provides guidance on audit follow-up responses; ensures necessary changes are implemented because of reports and findings.

    10. Partners with LB&I, SB/SE, TEGE and Competent Authority on a regular basis to ensure seamless program delivery where policy is created by an operating division other than W&I for AM employees in the field.

    11. Acts as SMEs for assigned programs in external stakeholder meetings with IRPAC, IRSAC, Social Security Administration, Census Bureau, and Quarterly RAF Meetings.

    12. Performs technical review for accuracy as it relates to assigned programs that include Technical Communications Documents (TCD), SERP stand-alone pages (TTG, Carryback 45 Day Interest Free Charts, Sequestration, etc.) and new or revised IAT Tools

    13. Provides guidance and coordinates cross functionally, if needed, to elevated cases from campuses on complex problems.

  3. Business Adjustments monitors and paper inventory programs. Areas of responsibility include:

    • Reporting Agent File (RAF)

    • Business Filing 94X

    • Employer Identification Numbers (EINs), including MODIEIN

    • Carrybacks

    • Duplicate Filing Conditions

    • Business Income Taxes

    • TEGE Telephone Operations

    • International (IMF and BMF)

    • US Certifications

    • IMF and BMF Non-Master File (NMF) Operations

    • IRMs that include the following:

    IRM Number IRM Title
    IRM 21.3.3 Incoming and Outgoing Correspondence
    IRM 21.3.8 TEGE Telephone Operations
    IRM 21.3.9 Processing Reporting Agent File Authorizations
    IRM 21.5.9 Carrybacks
    IRM 21.7.1 BMF/NMF Miscellaneous Information
    IRM 21.7.2 Employment and Railroad Tax Returns
    IRM 21.7.3 Unemployment Taxes
    IRM 21.7.4 Income Taxes/Information Returns
    IRM 21.7.5 Estate and Gift Tax Returns
    IRM 21.7.8 Excise Taxes
    IRM 21.7.9 BMF Duplicate Filing Conditions
    IRM 21.7.10 No-Merge Cases
    IRM 21.7.11 Additional CP Notices/Transcripts
    IRM 21.7.12 NMF Adjustments
    IRM 21.7.13 EIN Assignment
    IRM 21.8.1 IMF International
    IRM 21.8.2 BMF International
    IRM 21.8.4 U.S. Certification
    IRM 21.8.5 Miscellaneous FIRPTA Issues
    IRM 21.8.6 Exemptions from US Withholding (Form 8233)
  4. The office symbols for Business Adjustments are SE:W:CAS:AM:PPM:(BMF):BA.

Web & Automation (W&A)
  1. The mission of Web & Automation (W&A is to:

    1. Provide direct support to all employees by developing and deploying innovative electronic tools.

    2. Enable employees to accurately and efficiently help taxpayers understand and comply with applicable procedures and tax laws.

    3. Provide Correspondence Imaging System (CIS) technical guidance and process support to AM HQ, the field, and other functional areas.

    4. Provide direct support to employees by developing documents and tools that reduce research time and improve quality.

  2. To accomplish the mission, W&A:

    1. Develops, implements, and maintains the business requirements for the Servicewide Electronic Research Program (SERP).

    2. Develops, delivers and maintains a variety of internal and external tax law assistance tools.

    3. Provides a variety of tools and procedural guidelines to assist managers and technicians to provide efficient taxpayer service.

    4. Provides administrative support to the Director, AM, including preparing responses to internal and external stakeholders, providing information, preparing presentations, preparing for meetings, etc.

    5. Assists with the Electronic Management of Inventory (EMI) by balancing inventories in support of site specialization through mass reassignment of cases across campuses.

    6. Gathers requirements and then prepares and submits Maintenance Update Requests (MURs) and UWRs to IT for modifications to CIS.

    7. Identifies, analyzes, and collaborates with IT to resolve CIS technical issues.

    8. Provides custom inventory information to wide variety of customers.

    9. Evaluates employee suggestions related to CIS.

    10. Creates easy-to-use, plain language documents from IRMs and other sources of technical information to reduce research time and improve quality.

  3. The Program Manager of W&A reports to Director, AM, and Deputy Director, AM. The following report to the Chief, W&A:

    • SERP Communication Program (SCP)

    • Rules Based Program Office (RBPO)

    • Customer Technical Communications Program (CTCP)

  4. The office symbols for W&A are SE:W:CAS:AM:W&A.

Servicewide Electronic Research Program (SERP) Communication Program (SCP)
  1. The mission of Servicewide Electronic Research Program (SERP) Communication Program (SCP) is to provide employees from all IRS functions intranet access to IRMs and other reference materials, and the ability to easily retrieve frequently referenced documents required to perform their jobs. These materials are provided via SERP. The SCP staff works closely with Media & Publications, the Alternative Media Center, authors of technical information such as IRMs, local Site Coordinators, and other areas throughout the Service to ensure the most current information is always available.

  2. To accomplish the mission, SCP:

    1. Works with the operating divisions to ensure they are familiar with SERP submission procedures.

    2. Participates in the operating divisions’ process for issuing IRMs, other published documents, alerts and update releases.

    3. Works with the product owners for timely release of information.

    4. Works with the end users through a feedback process to ensure their needs are being met.

    5. Acts as liaison between authors of technical documents and the end users to ensure information available is accurate.

    6. Provides employees the most expedient access possible to information required to perform their job.

    7. Facilitates an annual certification process with all IRM Authors and SERP Content Owners to certify their IRM and/or content are current.

    8. Acts as liaison between authors and Content Management Application (CMA) Coordinators for IRS.gov to ensure Interim Guidance issued through SERP, which meets electronic Freedom of Information Act criteria, is posted to IRS.gov.

    9. Reviews, evaluates and coordinates employee suggestions pertaining to the SERP website and its contents.

  3. The SERP website provides a research service to all operating divisions. The content on the site includes:

    • IRMs and IRM procedural updates

    • Correspondex (Integrated Data Retrieval System) Letters

    • Links to forms and publications

    • Information Alerts

    • Job Aids

    • Supplemental information/documents developed by authorized submitters

    • Contact listings

    • Links to frequently-used sites

  4. SERP also maintains the Telephone Transfer Guide (TTG) and ensures it is updated with the latest call transfer topics and numbers.

  5. The office symbols for SCP are SE:W:CAS:AM:W&A:SCP.

Rules Based Program Office (RBPO)
  1. The mission of Rules Based Program Office (RBPO) is to develop and maintain:

    1. Interactive Tax Law Assistant (ITLA) on the IRS Intranet

    2. Interactive Tax Assistance (ITA) on IRS.gov

    3. Tax Law FAQs, Tax Topics and Tax Trails

    4. AM content management on IRS.gov

  2. To accomplish the mission, RBPO:

    1. Collects and tracks tax law changes to ensure updates are made to all tools.

    2. Reviews, evaluates and coordinates employee suggestions.

    3. Reviews and analyzes trend data.

    4. Analyzes reports such as Google Analytics and Contact Analytics.

    5. Determines workload prioritization on Tax Law Categories (TLC) development and maintenance.

    6. Coordinates communication of ITLA/ITA processes between AM and other areas such as Field Assistance, ETA, Legislative Affairs, C&L, Counsel, and M&P.

    7. Facilitates the ITLA/ITA deployment process through IT.

    8. Customizes and deploys internal and external TLCs.

    9. Manages and controls rule based functionality.

    10. Monitors application performance and system enhancements.

    11. Coordinates with Tax Map Owners to ensure proper technical reference links.

    12. Collaborates with and responds to audits from TIGTA and GAO, providing guidance on audit follow-ups and ensuring necessary changes are implemented as a result of agreed-to findings.

  3. The office symbols for RBPO are SE:W:CAS:AM:W&A:RBPO.

Customer Technical Communications Program (CTCP)
  1. The mission of Customer Technical Communications Program (CTCP) is to create easy-to-use, plain language documents from IRMs and other sources of technical information. These documents are referred to as Technical Communication Documents (TCDs) and are used in conjunction with the IRM, with the goal of reducing research time and improving quality. Requests for TCDs from individuals, focus groups, program managers, and IRM authors are considered when determining what TCDs will be produced.

  2. To accomplish the mission, CTCP:

    1. Creates easy-to-use, plain language documents from IRMs and other sources of technical information to reduce research time and improve quality. The documents are entitled TCDs and are updated daily to incorporate IRM changes and website feedback.

    2. Monitors and analyzes quality reports for error trends.

    3. Maintains a website to ensure easy access to TCDs and ensures the documents are publicized.

    4. Requests input from IRM tax analysts, managers, customer service representatives, functional training coordinators, and instructors for new TCDs via SERP Feedback, focus interviews, and site visits.

    5. Distributes CIS Enterprise Management Inventory (EMI) to ensure work is distributed in FIFO, specialized order, and reviews the age Unassigned Inventory (UA).

  3. The office symbols for CTCP are SE:W:CAS:AM:W&A:CTCP.

Identity Protection Strategy & Oversight (IPSO)
  1. The mission of Identity Protection Strategy & Oversight (IPSO) is to:

    1. Maintain enterprise-wide identity protection program oversight. This includes internal outreach to all Business Operating Divisions (BODs) to ensure the established policies are implemented and supported Servicewide.

    2. Develop policy, procedures, and guidelines for resolving individual taxpayer accounts upon contact from a victim of identity theft (IDT) or Return Preparer Misconduct (RPM).

    3. Develop Servicewide policy and procedural guidance related to the protection of taxpayer identities to maintain the integrity of individual and business tax accounts and of the tax system.

    4. Identify Servicewide risks and reduce vulnerabilities for identity theft in tax administration to reduce taxpayer burden.

  2. To accomplish the mission, IPSO:

    1. Works with Return Integrity and Compliance Services (RICS), Criminal Investigation, Compliance, and/or Privacy, Information Protection & Data Security (PIPDS) on identifying new work streams and processes to deal with refund fraud, questionable refunds, and/or identity theft.

    2. Builds programs to reduce incidents of identity theft such as the Identity Protection Personal Identification Number (IP PIN) and the identity theft unpostable process.

    3. Raises taxpayer awareness of identity theft techniques through outreach.

    4. Reduces taxpayer burden and improving service options while addressing and resolving identity theft cases.

    5. Protects Treasury revenue by identifying suspicious filings before the refunds are generated.

    6. Increases operational efficiency of the IRS by detecting and processing reported identity theft incidents as early and consistently as possible.

    7. Identifies emerging trends and develops appropriate strategies and responses.

    8. Develops, defines, monitors, and executes identity theft policies and procedures.

    9. Communicates and coordinates with both internal and external stakeholders (such as the Federal Trade Commission) to ensure consistency regarding identity theft issues.

    10. Determines identity theft performance measures to assess the effectiveness of the program and identity theft initiatives throughout the IRS, and makes recommendations for improvement as appropriate.

    11. Oversees the maintenance, publication, and conveyance of the Servicewide identity theft guidance via the Identity Protection and Victim Assistance Internal Revenue Manual (IRM) ensuring the information contained remains current.

    12. Conducts identity theft program reviews, which include, but are not limited to: IRM reviews to verify procedural consistency and closed case reviews to ensure adherence to Servicewide policies and procedures.

    13. Evaluates new technologies and assesses benefits for use in identity theft initiatives.

  3. The Program Manager of IPSO reports to Director, AM and Deputy Director, AM. IPSO is comprised of the following teams:

    • Identity Theft Victim Assistance (ITVA)

    • Identity Protection (IP) teams

  4. The office symbols for IPSO are SE:W:CAS:AM:IPSO.

Identity Theft Victim Assistance (ITVA)
  1. The mission of Identity Theft Victim Assistance (ITVA) is to develop policy, procedures, and guidelines for resolving individual taxpayer accounts upon contact from a victim of identity theft (IDT) or Return Preparer Misconduct (RPM). ITVA issues guidance for:

    1. Researching accounts based on a return or claim from an apparent victim.

    2. Correcting accounts when IDT or RPM is substantiated.

    3. Communicating with victims.

  2. ITVA supports the Identity Theft Victim Assistance (IDTVA) campus operations and IDT toll-free product line through:

    • Oversight of IDTVA campus operations.

    • Oversight of the toll-free IDT product line procedures.

    • Support IPSO/IP activities within the scope of programs associated with victim assistance.

    • Evaluation of legislative changes in current policy decisions, process improvement suggestions, technical advice, and other sources to write or revise IRM procedures.

    • Support of the development and implementation of BMF IDT and RPM procedures as appropriate.

  3. To accomplish the mission, ITVA:

    1. Writes and updates IRM procedures (25.23 & 25.24) as needed to enhance program efficiency and effectiveness. This includes updates related to legislative changes, system/process changes, continuous improvement initiatives, and input from the field or other stakeholders such as Compliance, Taxpayer Advocate Service, etc. Following the procedural change, ITVA will monitor the implementation to determine potential impacts on program delivery.

    2. Supports all activities identified by IPSO with specific purview of programs associated with victim assistance.

    3. Collaborates with and responds to audits from TIGTA and GAO, providing guidance on audit follow-ups and ensuring necessary changes are implemented as a result of agreed-to findings.

    4. Completes site reviews to gain employee feedback on program procedures and provides the site input on case reviews.

    5. Works with IDTVA to reduce burden of the IDT/RPM victim and the employees in IDTVA.

    6. Monitors and improves programs involving the following IRMs:

      IRM Number IRM Title
      IRM 25.23.3 IMF Identity Theft Toll-Free and Identity Protection Specialized Unit (IPSU) Paper
      IRM 25.23.4 Accounts Paper Process
      IRM 25.23.10 Compliance Identity Theft Case Processing
      IRM 25.23.11 Business Master File (BMF) Identity Theft Procedures for Accounts Management
      IRM 25.23.12 IMF Identity Theft Toll-Free Guidance
      IRM 25.24.1 Return Preparer Misconduct Victim Assistance - General Overview
      IRM 25.24.2 Return Preparer Misconduct Victim Assistance Specialized Accounts Management Processing
  4. The office symbols for IDTVA are SE:W:CAS:AM:IPSO:ITVA.

Identity Protection (IP)
  1. The mission of Identity Protection (IP) is to:

    1. Provide policy guidance related to the protection of taxpayer identities to maintain the integrity of individual tax accounts and of the tax system.

    2. Formulate short and long-range program policy guidance, procedures, strategies and objectives to protect taxpayer identities and to ensure the ability of taxpayers to meet their tax obligations is not restricted.

  2. To accomplish the mission, IP:

    1. Provides guidance, assistance and coordinates program activities with the Director and Deputy Director, AM to prepare Servicewide policy guidance and address changes in procedural instruction.

    2. Designs and develops programs to solve routine and complex customer account and tax-related issues dealing with identity protection.

    3. Collaborates extensively Servicewide and with other agencies to ensure resources and information are shared effectively and efficiently.

    4. Constantly monitors and analyzes incidents involving potential or real identity threats for trends and gaps in programs.

    5. Builds programs to reduce incidents of identity theft such as the Identity Protection Personal Identification Number (IP PIN) and the identity theft unpostable process.

    6. Raises taxpayer awareness of identity theft techniques through outreach.

    7. Increases operational efficiency of the IRS by detecting and processing reported identity theft incidents as early and consistently as possible.

    8. Develops, defines, monitors, and executes identity theft policies and procedures.

    9. Communicates and coordinates with both internal and external stakeholders (such as the Federal Trade Commission) to ensure consistency regarding identity theft issues.

    10. Determines identity theft performance measures to assess the effectiveness of the program and identity theft initiatives throughout the IRS, and makes recommendations for improvement as appropriate.

    11. Evaluates new technologies and assesses benefits for use in identity theft initiatives.

    12. Collaborates with and responds to audits from TIGTA and GAO, providing guidance on audit follow-ups and ensuring necessary changes are implemented as a result of agreed-to findings.

    13. Monitors and improves programs involving the following IRMs:

    IRM Number Title
    IRM 25.23.1 Identity Protection and Victim Assistance - Policy Guidance
    IRM 25.23.2 Identity Protection and Victim Assistance - General Case Processing
    IRM 25.23.9 BMF Identity Theft
    IRM 25.23.11 Business Master File (BMF) Identity Theft Procedures for Accounts Management
  3. The office symbols for IP are SE:WCAS:AM:IPSO:IP.

Field Directors, Accounts Management
  1. The mission of the Field Directors, AM at the Andover, Atlanta, Austin, Brookhaven, Cincinnati, Fresno, Kansas City, Memphis, Ogden, and Philadelphia Campuses, as well as the IDTVA Director, is to provide top-quality customer service by timely and efficiently responding to taxpayer questions, helping them understand and meet their tax responsibilities and enforcing the law with integrity and fairness to all.

  2. To accomplish the mission, the Field Directors, AM:

    1. Provide executive leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers in call sites that are located within their directorate.

    2. Assist AM HQ with the formulation of short and long-range program policy guidance, procedures, strategies and objectives.

    3. Provide guidance, assistance and direction to call centers within their directorate to ensure timely, accurate and efficient program delivery.

    4. Provide guidance, assistance and coordinate program activities with the Director and Deputy Director, AM, to prepare Servicewide policy guidance, address cross-functional issues, develop strategies, and ensure consistency of approach.

    5. Ensure subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of the customers.

    6. Coordinate with AM HQ on the development of resource planning schedules.

    7. Take a lead role in the development of their subordinate managers, promoting a sound succession planning process for AM.

    8. Assist their subordinate manager in the resolution of complex issues.

    9. Interact with other functions and operating divisions for shared services needs (recruiting, facilities, etc.).

    10. Coordinate with personnel and other BODs represented at their respective campuses.

    11. Assume the duties of a SCR (Senior Commissioner Rep) in consolidated sites.

    12. Foster an inclusive environment where everyone is valued, has a voice in the workplace and serves employees and the public with the highest level of ethics, integrity and excellence.

  3. The Field Directors, AM report to Director, AM and Deputy Director, AM. The following report to the Field Directors, AM:

    • Campus Operations

    • Remote Operations

    • Planning and Analysis

    • Site Coordinator (in consolidated sites)

  4. The office symbols for Field Directors, AM are as follows:

    • Andover - SE:W:CAS:AM:AN

    • Atlanta - SE:W:CAS:AM:AT

    • Austin - SE:W:CAS:AM:AU

    • Brookhaven - SE:W:CAS:AM:B

    • Cincinnati - SE:W:CAS:AM:C

    • Fresno - SE:W:CAS:AM:F

    • Kansas City - SE:W:CAS:AM:KC

    • Memphis - SE:W:CAS:AM:M

    • Ogden - SE:W:CAS:AM:O

    • Philadelphia - SE:W:CAS:AM:P

    • IDTVA - SE:W:CAS:AM:IDTVA(AN)

Campus Operations
  1. The mission of Campus Operations is to provide taxpayers with top-quality customer service by responding to taxpayer questions, helping them understand and meet their tax responsibilities and enforcing the law with integrity and fairness to all. Program responsibilities include:

    • Toll-free Telephones

    • Adjustments and Correspondence

    • Practitioner Priority Services (PPS)

    • Taxpayer Relations

    • EIN, Internet EIN (IEIN), Practitioner Taxpayer Identification Number (PTIN)

    • CAF and Power of Attorney (POA)

    • RAF

    • International Programs (Ogden, Cincinnati and Philadelphia only)

    • CIS Clerical Support and other related activities

    • Campus Mail Support (in consolidated sites)

  2. To accomplish the mission, Campus Operations:

    1. Provide leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers.

    2. Participate in the formulation of short and long-range program policy guidance, procedures, strategies and objectives.

    3. Provide guidance, assistance and direction to the call center to ensure timely, accurate and efficient program delivery.

    4. Ensure subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of the customers.

    5. Support the development of subordinate managers and assists them in the resolution of complex issues.

    6. Interact with other functions and operating divisions for shared services needs (recruiting, facilities, etc.) represented at their respective campuses.

  3. The managers of Campus Operations report to Field Directors, AM.

Remote Operations
  1. The mission of Remote Operations is to provide taxpayers with top-quality customer service by responding to taxpayer questions, helping them understand and meet their tax responsibilities and enforcing the law with integrity and fairness to all. Program responsibilities include:

    • Toll Free Telephones

    • Special programs on as needed basis (e.g. disaster assistance)

    • Referring taxpayers to online tools at IRS.gov for tax law assistance including Interactive Tax Assistant Tool, IRS Tax Map, Frequently Asked Questions and Answers, and Tax Topics

  2. To accomplish the mission, Remote Operations:

    1. Provide leadership and direction for telephone inquiry programs through subordinate managers.

    2. Participate in the formulation of short and long-range program policy guidance, procedures, strategies and objectives.

    3. Provide guidance, assistance and direction to the call center to ensure timely, accurate and efficient program delivery.

    4. Ensure subordinate managers operate as an effective management team and that all management functions are handled in an equitable and responsive manner to meet the needs of the customers.

    5. Support the development of subordinate managers and assist them in the resolution of complex issues.

    6. Interact with other functions and operating divisions for shared services needs (recruiting, facilities, etc.) represented at their respective remote location.

  3. The managers of Remote Operations report to Field Directors, AM.

Planning and Analysis
  1. The mission of Planning and Analysis is to provide support to the Field Directors, AM, ensuring that service policies, programs and procedures are applied uniformly and efficiently.

  2. To accomplish the mission, Planning and Analysis:

    1. Analyzes processes to identify and resolve systemic and procedural problems.

    2. Conducts conformance reviews and site assistance visits, prepares reports, and validates site performance.

    3. Reports on progress toward delivering the assigned program goals, as well as objectives and measures.

    4. Monitors and reports on program delivery to ensure quality, consistency and goals are met.

    5. Provides oversight that facilitates the timely accomplishment of all program goals and objectives.

    6. Coordinates specific projects or programs for the Field Director, AM.

    7. Disseminates and consolidates responses to Director’s controls received from the Director or Deputy Director, AM, or other areas.

    8. Organizes and monitors implementation of new programs.

    9. Manages site inventory.

    10. Serves as the central point of contact for work plan and budgetary matters.

    11. Assists with business unit site assistance visits.

    12. Coordinates and supports AM Resource, Improvement, Training & Engagement (RITE) on issues related to the directorate’s organizational structures.

    13. Monitors business results and makes recommendations to assist in the formulation of short and long-range program policy guidance, strategies and objectives.

    14. Assists with the coordination of program activities to address cross-functional issues, develop strategies, and ensure consistency of approach.

    15. Ensures functional programs comply with all existing quality policies and procedures and strives to improve the accuracy and timeliness of responses

    16. Conducts statistical analysis and evaluation of the elements comprising AM balanced measures.

    17. Works with CAS Finance to monitor resources and project needs

    18. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.).

    19. Coordinates with local support functions (e.g. Agency-Wide Shared Services, Personnel Services) and other BODs represented at their respective campuses.

    20. Maintains the process for evaluative individual quality reviews (CER-Centralized Evaluative Review).

  3. The program managers of Planning and Analysis report to Field Directors, AM.

Telephone Systems Support
  1. The mission of Telephone Systems Support is to provide support to the Field Directors, AM, ensuring adherence to schedules by monitoring and managing the

  2. To accomplish the mission, Telephone Systems Support:

    1. Reviews planning period requirements and provides staffing projections to the business unit/JOC.

    2. Coordinates telephone staffing reductions/adjustments with the business unit/JOC.

    3. Plans adherence to half-hourly staffing schedules for all applications to meet phone demand and ensure adherence to the schedules.

    4. Monitors application performance and manages the workforce to meet fluctuations of actual demand.

    5. Monitors the system and reports systems problems to JOC.

    6. Provides reports to improve efficiency.

  3. The managers of Telephone Systems Support report to Planning and Analysis.

Site Coordinator
  1. The mission of the Site Coordinator is to provide the primary support for cross-unit coordination and collaboration involving major activities across multi-organizational functional and operations reporting structures in a campus environment, and provide administrative support where a central point of contact on campus adds value. The Site Coordinator provides direct support to the Senior Commissioner’s Representative (SCR), the AM Field Director, especially concerning but not limited to, dealing with rapid response/emergency situations on campus including the coordination of all incident management planning and implementation.

  2. To accomplishment the mission, the Site Coordinators:

    1. Provide the primary support for the cross-unit coordination by overseeing major activities that affect multiple functions with different reporting structures, ensuring cross-functional cooperation, coordination and consistency.

    2. Serve as a primary liaison to ensure administrative and logistical support is provided to all campus entities by working with IT, FMSS and other supporting organizations

    3. Serve as the liaison between all campus organizations in the development of administrative policies and practices and communicate and disseminate campus-wide decisions, policies and procedures.

    4. Ensure the needs of the Deaf and Hard of Hearing (DHOH) community are addressed through scheduling requested interpreter services for meetings, training, or any function at which the DHOH employee is present on campus.

  3. The Site Coordinators report to Field Directors, AM.

Electronic Products & Services Support (EPSS)

  1. The mission of Electronic Products and Services Support (EPSS) is to support customer-valued e-solutions for Servicewide electronic products and services.

  2. To accomplish the mission, EPSS:

    1. Plans, directs, manages, administers and executes activities specific to management of electronic products and services.

    2. Provides oversight for all paper, electronic and telephone inquiry programs.

    3. Monitors the e-help Operation and Technical Services Operation workloads and adjusts workloads as necessary.

    4. Collaborates with JOC to ensure resources are planned, scheduled and used efficiently.

    5. Provides executive leadership and direction through subordinate managers that are geographically located nationwide.

    6. Delegates sufficient authority to subordinates to effectively manage their resources and to provide a supportive environment for creativity and innovation.

    7. Coordinates program activities with other top-level IRS executives to prepare Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach.

    8. Engages with internal stakeholders to develop a full-service support network skilled in providing assistance to external customers who encounter problems using IRS electronic products.

    9. Manages all human, physical, information technology, and financial resources assigned to EPSS and allocates these resources in accordance with overall strategies to further the accomplishment of specific goals.

    10. Minimizes impact on operations by researching, analyzing and evaluating contacts for downstream impact and providing guidance to affected Business Operating Divisions (BODs).

    11. Coordinates and manages FISMA business-related activities related to the EPSS systems and applications.

    12. Ensures protection of sensitive data by initiating and executing contracts to complete and renew certification and accreditation (C&A) of EPSS system applications including continued annual testing managed by IRS or contractors.

  3. The Director, Electronic Products and Services Support reports to the Director, Customer Accounts Services.

  4. Direct reports to the Director, EPSS include:

    1. Operations Support

    2. e-help Operation

    3. Technical Services Operation

  5. The office symbols for EPSS are SE:W:CAS:EPSS.

EPSS Operations Support
  1. The mission of EPSS Operations Support is to provide program, operational and administrative support for Electronic Products and Services Support (EPSS) functions to ensure the achievement of all program and strategic goals and objectives.

  2. To accomplish the mission, EPSS Operations Support:

    1. Provides program management oversight to ensure the effectiveness of all programs under the jurisdiction of the EPSS director.

    2. Provides budgetary and financial guidance for the EPSS functions.

    3. Provides active participation to help implement innovative and customer-valued solutions that meet the demand of new projects and initiatives internal operations and business partners.

  3. The Chief, Operations Support reports to the Director, EPSS.

  4. The following EPSS functions report to the Chief, Operations Support:

    • E-file Provider Program Management (EPPM)

    • Program Management

    • Workforce Planning, Training and Quality (WPTQ)

  5. The office symbols for EPSS Operations Support are SE:W:CAS:EPSS:OS.

E-file Provider Program Management (EPPM)
  1. The mission of E-file Provider Program Management is to oversee policies for application, suitability and program participation for Authorized IRS e-file Providers

  2. To support the mission, EPPM:

    • Provides enrollment and credential management for firms and government entities to e-file.

    • Maintains e-file participation policy and standards.

    • Maintains integrity of IRS e-file through background checks and tax compliance of e-file providers.

  3. EPPM’s areas of responsibility/oversight include:

    1. IRM 3.42.10 and IRM 3.42.20

    2. Publication 3112, Publication 1345, and Publication 4557

    3. SBSE Liaison for e-file monitoring/Electronic Filing Identification Number (EFIN) Modeling

    4. ASAP and Masterfile transcript programs

    5. ESAM e-file application

    6. Criminal history records check and adjudication

    7. Referral database implementation

    8. Suitability and Appeals

    9. Reconsideration policy

    10. Work plans and assumptions

    11. Authorized IRS e-file provider locator service for tax professionals/individuals

    12. Freedom of Information Act (FOIA) extracts

    13. Letter Maintenance

    14. IRS.gov content for tax professionals

    15. Maintaining Safeguards, EFIN Referral, URL, New e-file requirements mailbox

    16. Identity Theft and Compromised EFIN Policies

    17. Unified Work Request (UWR) management

  4. The Supervisory Management Analyst of E-file Provider Program Management reports to the Chief, Operations Support.

  5. The office symbols for EPPM are SE:W:CAS:EPSS:OS: EPPM.

Program Management
  1. The mission of Program Management is to provide critical oversight to a wide range of internal and external stakeholders, to support business operations, policy, EPSS program delivery, program monitoring and coordination.

  2. To accomplish the mission, Program Management:

    1. Provides planning and oversight of products and services, and coordinates with a wide-range of internal stakeholders, program areas and policy owners.

    2. Provides input and feedback for policy developed by external stakeholders’ programs.

    3. Creates and maintain technical documents.

    4. Communicates with external customers by creating and maintaining websites and delivering presentations.

    5. Writes Publications related to specific program areas.

    6. Interprets legislation and other documents, makes changes to IRM procedures and provides changes to EPSS functions.

    7. Maintains Knowledge Database through development of e-help Support System Knowledge Articles (Solutions).

    8. Reviews and analyzes trend data to recommend areas of focus for the directors of CAS and EPSS.

    9. Provides administrative support for the Director, EPSS, including preparing responses to internal and external stakeholders, providing information, preparing presentations, preparing for meetings etc.

    10. Provides oversight on, behalf of the EPSS Director, on program delivery, efficiency and effectiveness.

    11. Monitors work and program performance for the EPSS Director to ensure consistency over EPSS Functions and to track information and prepare reports.

    12. Provides support for conformance review and site assistance visits, prepares trip reports and validates site performance.

  3. Program Management’s areas of responsibilities include:

    1. Policy, procedures and guidance

    2. E-Help Support Systems Solutions Database

    3. EPSS Communications

    4. Publications

    5. IRMs

    6. Unified Work Request (UWR) Coordination

    7. Technical Services Operation (TSO)/e-help Operation Program Coordination

  4. The Supervisory Management Analyst of Program Management reports to the Chief, EPSS Operations Support.

  5. The office symbols for Program Management are SE:W:CAS:EPSS:OS:PM.

Workforce Planning, Training and Quality (WPTQ)
  1. The mission of Workforce Planning, Training and Quality (WPTQ) is to provide oversight to key organizational business goals and labor management activities through planning, scheduling, monitoring business results, performance measures, training and quality programs by developing training for all EPSS programs and ensuring quality objectives for the EPSS functions are effectively met

  2. To accomplish the mission WPTQ:

    1. Ensures balanced measures are implemented in all EPSS operations

    2. Reviews and analyzes trend data and recommends areas of focus for the CAS and EPSS directors

    3. Coordinates administrative duties, including operational space issues, physical moves, equipment needs, and numerous other issues.

    4. Provides administrative support to the Director, EPSS, including preparing responses to internal and external stakeholders, providing information, preparing presentations for meetings, etc.

    5. Ensures conformance with standardized practices from JOC direction regarding telephone operations and conformance with Work Planning and Control reports and other Management Information Systems (MIS).

    6. Oversees site schedules and recommends changes based on inventory and call volume.

    7. Supports site monitoring and reviews of phone and paper programs and prepares reports accessing process performance for all assigned programs, including telephones, paper and e-mail

    8. Tracks resource usage (non-financial) hours and volumes ensuring accuracy of reporting data and in conjunction with performance assessments to ensure delivery of programs as determined by CAS.

    9. Provides oversight on behalf of the EPSS Director, on program delivery, efficiency and effectiveness.

    10. Monitors work and program performance for the EPSS Director to ensure consistency over EPSS functions and to track information and prepare reports.

    11. Creates and revises training materials for EPSS functions.

    12. Creation Program assumption for Work Plan and Work Schedules.

  3. WPTQ area of responsibility include:

    • Work Plan/Work Schedules

    • Scheduling and forecasting contacts

    • Business/performance measures and goals

    • Unified Work Request (UWR) Coordination

    • Business Resumption

    • Training plan development

    • Course development

    • Quality Program

    • Maintenance of Filing Season Readiness (FSR) program

    • Contract Office Representative (COR) for Automatic Electronic Fingerprinting (AEF), Certified Professional Employer Organization (CPEO), and Certified Acceptance Agents (CAA) contracts

    • EPSS website maintenance

    • e-help Desk’s Customer Satisfaction Survey process

  4. The Supervisory Management Analyst of WPTQ reports to the Chief, Operations Support.

  5. The office symbols for WPTQ are SE:W:CAS:EPSS:OS:WPTQ.

e-help Operations
  1. The mission of e-help Operations is to provide excellent quality assistance and effective technical solutions to users of IRS electronic products and services.

  2. To accomplish the mission, the e-help Operations:

    1. Provides leadership and direction for telephone, electronic and paper inquiries through subordinate managers.

    2. Participates in the formulation of short- and long-range program policy guidance, procedures, strategies and objectives.

    3. Ensures subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of all customers.

    4. Supports the development of subordinate managers and assists them in the resolution of complex issues.

    5. Interacts with other functions and operating divisions for shared services.

  3. e-help Operations program responsibilities include:

    • Electronic Filing (e-file)

    • e-Services
      - Registration
      - e-file Application
      - Transcript Delivery System (TDS)
      - Taxpayer Identification Number (TIN) Matching
      - Affordable Care Act (ACA) Application for Transmitter Control Code (TCC)

    • Certifying Acceptance Agent Application (CAA)

    • Electronic Federal Tax Payment System (EFTPS) registration only

    • System for Award Management (SAM) registration only

    • Foreign Account Taxpayer Compliance Act (FATCA) online registration

    • Affordable Care Act Acceptance Forms (AFA)

    • IRS Online Services Account (Secure Access) enable/disable requests

    • Software Testing

    • Preparer e-file Waiver Hardship Requests

  4. The Chief, e-help Operations reports to the Director, EPSS. The following departments report to the Chief, e-help Operations:

    • e-help West (located in Austin, Atlanta, and Ogden)

    • e-help East (located in Andover and Cincinnati)

  5. The office symbols for e-help Operations are SE:W:CAS:EPSS:E-HELP.

Technical Services Operation (TSO)
  1. The mission of the Technical Services Operation (TSO) is to provide excellent assistance and effective technical solutions to filers of electronic Information Returns.

  2. To support the mission, TSO:

    1. Supports external customers who need assistance with the filing requirements associated with accurately preparing information returns.

    2. Provides technical customer assistance and troubleshoots errors for Filing Information Returns Electronically (FIRE) System.

    3. Supports various programs associated with processing electronic information returns.

    4. Provides technical support to internal and external customers for systems, programs, and products supported by EPSS.

    5. Provides leadership and direction for telephone, electronic and paper inquiries through subordinate managers.

    6. Participates in the formulation of short and long-range program policy guidance, procedures, strategies and objectives.

    7. Ensures subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of all customers.

    8. Supports the development of subordinate managers and assists them in the resolution of complex issues.

    9. Interacts with other functions and operating divisions for shared services.

  3. The Chief, Technical Services Operation reports to the Director, Electronic Products and Services Support. TSO consists of five functions:

    • Customer Service Section (CSS) 1

    • CSS 2

    • CSS 3

    • Filing Information Returns Electronically (FIRE) Support

    • Information Filing Support (IFS)

    • Products and Services Support (PSS)

  4. The office symbols for TSO are SE:W:CAS:EPSS:TSO.

Customer Service Sections (CSS)
  1. The mission of the Customer Service Sections (CSS) is to provide assistance to Information Return filers to help them meet filing requirements and compliance obligations.

  2. To accomplish the mission, CSS handles phone and emails pertaining to the following:

    1. Paper and electronic filing questions for information returns.”

    2. Backup withholding and penalties as they relate to information returns

    3. FIRE system PIN and password resets for system access to file information returns

  3. The office symbols for CSS are SE:W:CAS:EPSS:TSO:CSS1, SE:W:CAS:EPSS:TSO:CSS2, and SE:W:CAS:EPSS:TSO:CSS3.

Filing Information Returns Electronically (FIRE) Support
  1. The mission of Filing Information Returns Electronically (FIRE) Support is to provide comprehensive technical support to the FIRE System to assist filers of information returns.

  2. To support the mission, FIRE Support:

    1. Provides technical customer assistance and troubleshoots errors for the FIRE system.

    2. Processes requests for extensions of time to file and assigns Transmitter Control Codes.

    3. Supports enforcement activities by detecting and flagging fraudulent returns.

    4. Assists the payer/transmitter community with the transmission of information returns through the FIRE system.

    5. Assists the payer/transmitter community with technical issues relative to under-reporter inquiries, notice recreation and Form 4419 expedites and problem resolution that cannot be addressed by CSS.

  3. The office symbol for FIRE Support are SE:W:CAS:EPSS:TSO:FS.

Information Filing Support (IFS)
  1. The mission of the Information Filing Support (IFS) is to provide information filing support to the FIRE System and related programs to ensure customers can meet their tax filing and compliance responsibilities.

  2. To accomplish the mission, IFS:

    1. Provides technical customer service and support related to post processing issues of information returns filed electronically.

    2. Oversees the processing of extensions and waivers.

  3. The office symbols for EPSS IFS are SE:W:CAS:EPSS:TSO:IFS.

Product and Support Services (PSS)
  1. The mission of Products and Services Support (PSS) is to provide technical support to internal and external customer for systems, programs and products owned by Electronic Products and Services Support (EPSS).

  2. To accomplish the mission, PSS:

    1. Provides assistance in resolving complex e-Services issues for external customers

    2. Provides information regarding Federal Information Security Management Act (FISMA) system security issues for the systems maintained by EPSS

    3. Ensures protection of sensitive data by providing certification and accreditation (C&A) information for EPSS system.

    4. Supports the creation of comprehensive Contingency Planning documents systems applications and test viability pursuant of Disaster Recovery guidelines

  3. PSS areas of responsibility include:

    • e-help Support System application, development and system support

    • e-Services

    • EPSS website and IRS.gov content management

    • Security certification of all applicable systems

    • Third Party Data Store (TPDS) content management

    • Disaster Recovery

    • Federal Information Security Management Act (FISMA) Assessments

    • Level II Technical Call Resolution

  4. The office symbols for PSS are SE:W:CAS:EPSS:TSO:PSS.

Joint Operations Center (JOC)

  1. The mission of the Joint Operations Center (JOC) is to improve the customer experience by maximizing resources and infrastructure capabilities, and incorporating innovative and emerging technologies in a multi-channel environment

  2. To accomplish the mission, the JOC:

    1. Provides planning, analysis, technical and operations support for customer contacts in a multi-channel environment. The JOC provides the following six major services in support of taxpayer contacts of the IRS:
      1. Strategy and Tactical Solutions Implementation
      2. Centralized Quality Review
      3. Change Management and Requirements
      4. Forecasting and Reporting
      5. Real Time Monitoring and Reporting
      6. Contact Analytics

    2. Provides real-time channel and resources management

    3. Supports forecasting and data management across the enterprise

    4. Helps W&I achieve desired service levels across multiple channels including written correspondence

    5. Works closely with Information Technology (IT) partners and Business Operating Divisions (BODs) to ensure a smooth transition of enhancements form conceptualization to production.

  3. The Director, JOC reports to the Director, CAS. The following areas report to the Director:

    • Operations

    • Planning and Analysis

    • Contact Analytics and Business Requirements Integration (CABRI)

    • Centralized Quality Review System (CQRS)

    • Program Management Office

  4. The office symbols for JOC are SE:W:CAS:JOC.

Operations
  1. The mission of Operations is to execute and evaluate real-time demands and business requirements for conducting call routing and monitoring oversight for both paper and telephone operations.

  2. To accomplish the mission, Operations

    1. Provides oversight of all real-time telephone operations, including routing and real-time scheduling activities

    2. Provides oversight of real-time web applications

    3. Analyzes and responds to the impacts of overseeing real-time operations

    4. Conducts analysis of telephone operations and paper and electronic inventories

  3. The Chief, Operations reports to the Director, JOC. The following sections are included in Operations:

    • Routing and Monitoring

    • Performance Tracking

  4. The office symbols for Operations are SE:W:CAS:JOC:OP

Routing and Monitoring
  1. The mission of Routing and Monitoring is to provide evaluation and responses to system demands by routing telephone calls dynamically and implementing routing strategies to continually improve telephone service delivery to CAS, Compliance and e-help customers.

  2. To accomplish the mission, Routing and Monitoring:

    1. Monitors real-time call distribution

    2. Monitors real-time customer service delivery

    3. Monitors real-time adherence to staffing schedules

    4. Monitors real-time web performance

    5. Balances service delivery to telephone and correspondence customers (within the constraints of the Operating Division Work Plan)

Performance Tracking
  1. The mission of Performance Tracking is to provide oversight and guidance to the Chief, Operations, the Director, JOC, and W&I CAS sites regarding strategies for responding to fluctuations in paper and electronic inventories and telephone demand

  2. To accomplish the mission, Performance Tracking

    1. Monitors, analyzes and poses tactical solutions to variances from BODs objectives in real-time

    2. Identifies and makes recommendations to opportunities for improved service, which may require adjustments to operating division work plans

    3. Facilitates daily communications to W&I CAS HQ on workload issues

    4. Provides analysis for operating division JOC Representatives on daily information regarding service delivery and performance.

Planning and Analysis
  1. The mission of Planning and Analysis is to provide complete, timely and accurate performance trend analysis, and toll-free telephone Work Planning and Management Information Systems (MIS) data to internal and external stakeholders.

  2. To accomplish the mission, Planning and Analysis:

    1. Provides analysis for telephone product lines and paper

    2. Prepares reports for the BOD and outside stakeholders

    3. Maintains all MIS reporting systems including the validation and verification of data to ensure accuracy and integrity.

    4. Conducts work planning of telephone and all paper media for the Enterprise

  3. The Chief, Planning and Analysis reports to the Director, JOC. The following sections are included in the Planning and Analysis Branch:

    • Strategic Forecasting and Analysis (SFA)

    • Reports Development (RD)

  4. The office symbols for Planning and Analysis are SE:W:CAS:JOC:P&A

Strategic Forecasting and Analysis (SFA)
  1. The mission of Strategic Forecasting and Analysis (SFA) section is to analyze Enterprise performance data to identify staffing, routing and systemic problems and to provide toll-free forecasts to enable Business Units to meet Strategic Goals.

  2. To accomplish the mission, SFA:

    1. Develops the telephone forecast by gathering historical data, identifying variances, and normalizing data incorporating expected trends

    2. Prepares work plans for telephone product lines that balance available resources with program goals

    3. Provides complete forecast to the Accounts Management (AM) scheduling staff after collaboration with the BOD and incorporating assumptions

    4. Tracks resource usage Enterprise-wide by monitoring and assessing adherence to plan

    5. Develops and publishes final forecast and work plans

    6. Identifies trends in usage, traffic patterns, operational statistics, etc., and issues reports documenting findings

    7. Coordinates internal and external ad hoc requests for information (Measures & Indicators, Legislature)

    8. Provides guidance for determining Management Information Systems (MIS) requirements

    9. Maintains official historic data reporting

    10. Maintains and develops reports for the CAS organization.

    11. Provides Operational Review Talking Points

    12. Develops Strategic Plan Goals and Strategic Plan End of Year Projections

    13. Validates Data for GAO/TIGTA Filing Season Audits

Reports Development (RD)
  1. The mission of Reports Development (RD) to provide centralized reporting of contact center environment data to various JOC components and Business Operating Divisions.

  2. The Chief, RD section reports to the Chief, Planning and Analysis Branch.

  3. To accomplish the mission, Reports Development:

    1. Manages, monitors, maintains and provides user guidance and training for the Report Request Central (RRC) Intake (the JOC Central repository for information requests) website

    2. Provides the following weekly reports:
      • Resource Allocation Reports (RAR) summary reports
      • Forms Order Vendor Comparison Report
      • EPSS e-Authentication Contact/Call Report
      • AM Enterprise Customer Contact Report (ECCR)
      • Enterprise Self Assistance Participation Rate (ESAPR)

    3. Ensures data extraction, transformation and loading (ETL) processes are in place to load data from source systems into ETD. These sources include:
      •Infrastructure Upgrade Project (IUP)
      • Cisco Intelligent Call Manager
      • AT&T and Verizon Telephone reports
      • Integrated Customer Communications Environment (ICCE)
      • Customer Communications Management Information System
      • E-Workforce Management (eWFM)
      • Manually developed staffing schedules

    4. Develops and maintains reports for the CAS and Compliance organizations, including the following:
      • Daily Executive Level Summary
      • Compliance Site Level Measures
      • Daily and Weekly Snapshots
      • Variable Call Routing
      • Agent Transfers
      • Half Hourly Adherence
      • AT&T Telephone Reports
      • Verizon Telephone Reports
      • Estimated Wait Time
      • Impact of Transfer

    5. Designs, develops and tests new reports based on requirements provided by BODs

    6. Develops and maintains ad hoc and routine Structured Query Language (SQL) queries for business customers to retrieve from a restricted file share location.

    7. Ensures compliance with the Federal Information Systems Management Act (FISMA) and IRS policy related to systems security.

    8. Coordinates system support and maintenance of the ETD hardware and operating systems with the appropriate Modernization and Information Technology Services (IT) support organizations.

Contact Analytics and Business Requirements Integration (CABRI)
  1. The mission of Contact Analytics and Business Requirements Integration (CABRI) is to leverage Contact Analytics (CA), a speech technology used to evaluate recorded audio of taxpayer telephone contacts, for the purpose identifying opportunities for improving the customer experience and potential cost/savings/efficiency gains. CABRI supports the operational goals of the IRS contact center environment by facilitating requested changes to the Enterprise Call Routing design and Automated Self-Service Applications (ASSA) for web and phone.

  2. The Chief, CABRI reports to the Director, JOC. The following sections are included in CABRI:

    • Contact Analytics

    • Business Requirements Integration (BRI)

  3. The office symbols for CABRI are SE:W:CAS:JOC:CABRI.

Contact Analytics
  1. The mission of Contact Analytics (CA) is to use Contact Analytics speech technology to analyze enterprise telephone contact data, provide the IRS with the ability to incorporate the productive use of resources and improve the taxpayer experience.

  2. To accomplish the mission, Contact Analytics:

    1. Manages the CA application from end user perspective and serves as a liaison with IT

    2. Controls access and distribution of data

    3. Conducts analyses of call data from enterprise perspective and identifies potential areas for process improvement

    4. Gathers data via search functionality on recorded calls

    5. Provides standard and ad hoc reports to designated business unit representatives

    6. Provides knowledge transfer for use of reports

    7. Assists business unit liaisons with identifying corrective actions

    8. Establishes enterprise processes for current and future potential uses of CA software

    9. Conducts outreach on CA technology and program implementation

Business Requirements Integration (BRI)
  1. The mission of Business Requirements Integration (BRI) is to support the operational goals of the IRS contact center environment by facilitating requested changes to the Enterprise Call Routing design and Automated Self-Service Applications (ASSA) for web and phone.

  2. To accomplish the mission, BRI acts as the liaison between:

    1. The BODs, IT and the various JOC components and facilitates the development and integration of new call routing processes and integrates business requirements. BRI is primarily supported by Information Technology/User & Network Services (UNS)/Contact Center Support Division (CCSD).

    2. Various JOC components and is responsible for the development, implementation and maintenance of taxpayer-facing interactive applications for the telephone and the internet. For this purpose, BRI is primarily supported by Information Technology /Application Development (IT/AD) on the Integrated Customer Communications Environment (ICCE) platform.

Centralized Quality Review System (CQRS)
  1. The mission of Centralized Quality Review System (CQRS) is to provide a nationwide independent quality review service for various Specialized Product Review Groups (SPRGs) where taxpayers contact the IRS with an inquiry. CQRS gathers and analyzes data to assess the accuracy of the contact and identify defects in the Embedded Quality System (Customer Accuracy, Regulatory Accuracy, Procedural Accuracy, Timeliness, and Professionalism). CQRS finds opportunities for improvement and recommends corrective actions to help management with improving the quality of service to the taxpayer.

  2. To accomplish the mission, CQRS:

    1. Monitors various SPRGs under CAS, CARE, and Compliance

    2. Conducts quality review monitoring via Contact Recording and Correspondence Imaging System (CIS) and inputs the findings on a Data Collection Instrument (DCI) in the National Quality Review System (NQRS) database.

    3. Elevates quality trends and provides quality statistics

    4. Performs consistency review of the coding to perfect the work input by Quality Review Specialists

    5. Tracks items for funding purposes

  3. e Chief, CQRS reports to the Director, JOC. CQRS consists eight sections with seven teams of Quality Review Specialists and a Customer Accuracy Improvement Section. The Chief CQRS oversees the quality review process.

  4. The office symbols for CQRS are SE:W:CAS:JOC:CQRS.

Quality Review
  1. The mission of Quality Review is to conduct monitoring and on-line review of the CAS and Compliance Services (ACS) toll-free telephone programs, as well as of CARE (Field Assistance) programs, to gauge the accuracy and timeliness of responses provided to customers. Quality review activities encompass tax law and account work on the Automated Collection System (ACS) toll-free lines, AM toll-free lines, Electronic Products & Services Support (EPSS) lines, toll-free Spanish lines, the Accounts Paper Adjustment SPRG, and the ID Theft Paper SPRGs.

  2. To accomplish the mission, Quality Review:

    1. Conducts quality reviews of CAS and Compliance ACS program activities.

    2. Prepares and provides quality review Management Information Systems (MIS) data for review, analysis and corrective action.

Project Management Office
  1. The Project Management Office provides project management leadership in support of the development of contact center technology to ensure business requirements are achieved. This includes applying project management disciplines to guide initiatives through the IRS life cycle phases.

  2. To accomplish the mission, Quality Review:

    1. Collaborates with W&I Functions (including Operation Support, Modernization Tools and Technologies), other Business Operating Divisions, campus and field operations, IT, contractors, vendors, and external stakeholders to achieve its mission. PMO has four distinct improvement areas in support of its mission:
      • Improved Workforce Management, Routing Features, and Controls
      • Improve Customer Service
      • Integration of Contact Channels
      • Enhanced/Integrated Data Services

    2. Works together with the JOC Senior Operations Advisor to properly coordinate all JOC-wide controls and ensure that all coordination control program objectives and deliverables are realized.

  3. The Chief, Project Management Office reports to the Director, JOC.

  4. The office symbols for the Project Management Office are SE:W:CAS:JOC:PMO.

Project Management Team
  1. The mission of the Project Management team is to provide project management leadership in support of the development of contact center technology to ensure business requirements are achieved. This includes applying project management disciplines to guide initiatives through the IRS life cycle phases.

  2. To accomplish the mission the Project Management Team

    1. Provide tactical application support of deployed Contact Center Environment (CCE) applications such as Contact Recording and Workforce Management.

    2. Support the development of CCE initiatives for Investment Proposals and Out-of-cycle budget requests.

    3. Utilize a repeatable process to evaluate JOC program effectiveness and risk assessments.

    4. Provide information and status updates related to JOC initiatives for executive briefings and responses.

Submission Processing (SP)

  1. The mission of Submission Processing (SP) is to:

    1. Process tax returns, related documents, and payments at the W&I SP Centers (Austin, Cincinnati, Fresno, Kansas City, and Ogden)

    2. Ensure functional implementation of legislation and regulations in a manner that carries out congressional intent

    3. Provide executive leadership, oversight and direction in the design, development, delivery and consistency of application of paper and electronic filing policies and procedures between centers.

    4. Improve business practices and technology, and monitor adherence to work plans and filing season assignments at the SP Centers.

  2. To accomplish its mission, SP implements short/long-range program policies, strategies and objectives specific to CAS Processing including:

    1. Directing processing operations in dedicated SP centers and other processing staff in the Service Center Recognition Image Processing System(SCRIPS) and Information Returns Processing (IRP).

    2. Designing and developing programs to solve complex issues relating to the standards for taxpayer submissions, receipt of those submissions, and financial transfers.

    3. Providing executive leadership and direction through subordinate executives and managers that are geographically located nationwide.

    4. Delegating sufficient authority to subordinates to effectively manage their resources and to provide a supportive environment for creativity and innovation.

    5. Coordinating program activities with other top-level IRS executives or other federal agencies to prepare Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach.

    6. Implementing the development of activities to build leveraged partnerships and collaborate with stakeholders to increase taxpayer education and clarify tax code issues.

    7. Managing all human, physical, information technology, and financial resources assigned to SP and allocating these resources in accordance with overall strategies to further the accomplishment of specific goals.

  3. The Director, Submission Processing reports to the Director, CAS and is responsible for planning, managing, directing and executing activities at five (5) W&I SP Centers.

  4. The following areas report to the Director, Submission Processing:

    • Paper Processing Branch

    • Accounting and Tax Payment Branch

    • Program Management /Process Assurance Branch

    • Specialty Programs Branch

    • e-File Services

    • SP Field Directors (Austin, Cincinnati, Fresno, Kansas City, and Ogden)

  5. The office symbols for SP are SE:W:CAS:SP.

Paper Processing Branch
  1. The mission of the Paper Processing Branch is to provide guidance, and establish policy and procedures on Individual Master File (IMF) and Business Master File (BMF) to enable the effective and efficient processing of all business and individual tax returns in five Submission Processing Centers.

  2. To accomplish its mission, the Paper Processing Branch:

    1. Provides IMF/BMF policy, procedures, and guidance to the Director, SP.

    2. Determines business requirements and writes the Unified Work Requests (UWRs) for submission to Information Technology (IT) to incorporate into the SP systems. Provides program direction for IMF/BMF and International tax returns and related documents, processed within the SP Centers.

    3. Provides operational oversight for the SCRIPS; the Service Center Automated Mail Processing System (SCAMPS); the Multifunctional Document Handling System (MDHS)-MUFFY; and the Integrated Submission and Remittance Processing System (ISRP).

  3. The following report to the Paper Processing Branch:

    • IMF Code and Edit/Error Resolution Section

    • BMF Code and edit/Error Resolution Section

    • Mail Management/Data Conversion Section

  4. The office symbols for the Paper Processing Branch are SE:W:CAS:SP:PPB.

IMF Code and Edit/Error Resolution Section
  1. The mission of the IMF Code and Edit/Error Resolution Section is to provide business requirements and program direction in all aspects of processing IMF tax returns and related documents including code and editing, error resolution, and taxpayer contact for additional information.

  2. To accomplish its mission, IMF Code and Edit/Error Resolution Section:

    1. Develops policy, procedures, and guidance for processing of IMF tax returns and related documents in the areas of Code and Edit, Error Resolution (ERS), Direct Deposit, Math Error Authority, Rejects, Extensions, and Adoption Tax Identifying Number (ATIN).

    2. Evaluates new legislation and determines the necessary business requirements to update our automated systems through the UWR process and the IT organization.

    3. Develops business requirements and writes work requests for all IMF Domestic and International programming changes to IDOC Specific, ERS Screen Layouts, and Taxpayer Notice Codes (TPNCs).

    4. Provides guidance for the preparation of SP training material and ensures material is kept current.

    5. Ensures consistency between all pipeline processing IRMs and system requirements.

    6. Provides instructions for the processing of International individual returns at the Austin SP Center.

  3. The office symbols for IMF Code and Edit/Error Resolution Section are SE:W:CAS:SP:PPB:IMF.

BMF Code and Edit/Error Resolution Section
  1. The mission of the Business Master File (BMF) Code & Edit/Error Resolution Section is to provide support and guidance for the integration and coordination of BMF policies, programs, and procedures for Submission Processing; ensuring policies and procedures are reflective of BMF and International taxpayer behaviors, needs, and characteristics to improve overall compliance and customer service.

  2. To accomplish its mission, BMF Code & Edit/Error Resolution Section:

    1. Identifies business requirements and writes the BMF work requests needed to ensure the accurate processing of all BMF returns and related documents

    2. Provides program and policy direction for all aspects of processing BMF, International, and Non-Master File (NMF) returns and related documents

    3. Works with Learning and Education to deliver specific functional training and coordinates training efforts with field when specific specialized expertise is needed to develop training.

    4. Provides updates to CP Notices and IDRS Correspondex Letters with the latest form information, line numbers, and tax law information.

  3. The office symbols for BMF Code and Edit/Error Resolution Section are SE:W:CAS:SP:PPB:BMF.

Mail Management/Data Conversion Section
  1. The mission of the Mail Management/Data Conversion Section is to provide guidance and support to the Submission Processing Receipt and Control and Data Conversion functional areas in the centers and to develop and administer policies and strategies that improve their overall operations.

  2. To accomplish its mission, Mail Management/Data Conversion Section:

    1. Develops policy, procedures, and guidance for the paper submission of tax information, including IMF and BMF using the ISRP and SCRIPS.

    2. Evaluates new legislation and determines the business requirements needed to update SP systems (ISRP, ISRP, RP, AND SCRIPS) and writes the work requests for submission to IT for implementation.

    3. Prepares the required Internal Revenue Manuals (IRMs) and procedures to ensure accurate and consistent guidance to five SP centers.

  3. The office symbols for Mail Management/Data Conversion Section are SE:W:CAS:SP:PPB:MM/DC.

Accounting and Tax Payment Branch
  1. The mission of the Accounting and Tax Payment Branch is to provide business requirements and program direction for receiving, processing, and controlling all methods of revenue receipt payments. In addition, this branch provides guidance on all Service Center Accounting and Manual Deposit programs.

  2. To accomplish its mission, Accounting and Tax Payment Branch:

    1. Formulates short- and long-range program strategies and objectives for Service Center Accounting and revenue receipt processing.

    2. Establishes business requirements and provides program direction for all aspects of payment processing.

    3. Coordinates program activities with other senior program managers and analysts to integrate Servicewide policies, address cross-functional issues, develop strategies, and ensure consistency of approach.

    4. Works with the Learning and Education organization to deliver specific functional training and coordinates training efforts with field when specific specialized expertise is needed to develop training.

    5. Coordinates all activities related to IRM updates, publishing, and distribution.

    6. Responds to Government Accounting Office (GAO) and Treasury Inspector General for Tax Administration (TIGTA) on program related issues.

    7. Responds to Employee Suggestions and various Congressional inquiries.

  3. The following report to the Accounting and Tax Payment Branch:

    • Electronic Payment Section

    • Lockbox Policy and Oversight Section

    • Accounting and Deposit Section

  4. The office symbols for the Accounting and Tax Payment Branch are SE:W:CAS:SP:ATP.

Electronic Payment Section
  1. The mission of the Electronic Payment Section is to create policies and procedures for the development and deployment of electronic methods of collecting tax payments, to continue improving and supporting existing electronic methods, and to promote and encourage electronic methods as the preferred form of payment.

  2. To accomplish the mission, Electronic Payment Section:

    1. Coordinates the development of initiatives related to electronic payments with the Federal Management Service (FMS), Federal Reserve Bank (FRB), Information Technology Services (IT), a Treasury Financial Agent (TFA) (Bank of America) and other impacted operations.

    2. Continuously monitors and manages multiple types of electronic payments, which are processed through EFTPS/EFPPS Automated Clearing House (ACH) Credit/Debit, Bulk Provider, Batch Provider, EFTPS Web and Phone, EFTPS for Federal Agencies, Electronic Payments from Compliance Programs including: FMS, SSA and State Levy Programs, Electronic Funds Withdrawal (EFW), Remittance Strategy-Paper Check Conversion(RS-PCC), Same-Day Wires, Single-Debit, Credit Cards, etc.

    3. Develops roles & responsibilities for the TFA, as well as creates and provides the TFA with program requirements for electronic payment programs and initiatives.

    4. Collaborates with stakeholders, such as other customers, and with business partners (FMS and IT), to develop strategies for meeting operational goals.

    5. Ensures that programs and applications, and their users, adhere to strict security and disclosure policies; to accomplish this, the section works closely with IRS Cybersecurity.

    6. Works in conjunction with three credit card processors (Link2Gov Corporation, Official Payments Corporation and WorldPay US, Inc.) in offering this option for paying taxes.

    7. Monitors transactions related to electronic payments including, processed, scheduled and cancelled payments.

    8. Requests, reviews, creates and tracks a host of reports related to electronic payments.

    9. Monitors and ensures that all electronic payment programs are fully operational.

    10. Works closely with the TFA to resolve problems such as rejected files, equipment malfunctions, review and respond to incident reports etc.

    11. Provides voice response scripts and standard response language used by IRS and TFA customer service representatives.

    12. Requests, provides input for, and participates in various types of marketing surveys related to electronic payments and conducts periodic script reviews.

    13. Supports Marketing and Media and Publications by reviewing and updating material related to electronic payments; also works closely with a marketing contractor, to produce various materials made available to taxpayers such as payment request letters, cover letters, guides, etc.

    14. Provides content for various websites, such as IRS.gov/epay and ETA Reports, EFTSP. and credit Cards.

    15. Coordinates with IT, FMS and TFA to ensure various testing is performed such as, Independent Validation and Verification (IV&V), Participants Acceptance Test (PAT), Systems Acceptability Test (SAT), and conducts periodic script and review.

    16. Conducts training and provides guidance to Submission Processing functional areas including the Ogden Accounting Unit where EFTPS perfection occurs.

    17. Responds to TIGTA and GAO regarding any questions and recommendations for policies, programs and procedures related to electronic payments.

    18. Maintains the following IRM:

      IRM Number IRM Title
      IRM 3.17.277 Electronic Payments
      IRM 3.17.278 Paper Check Conversion (PCC) System
    19. Reviews and provides input to other IRMs, such as, IRM 21 (EFW and Credit Card sections), IRM 5.19.9, Automated Levy Program, and others.

  3. The office symbols of the Electronic Payment Section are SE:W:CAS:SP:ATP:EP,

Lockbox Policy & Oversight Section
  1. The mission of the Lockbox Policy and Oversight Section is to provide lockbox program policy, procedures and guidance related to remittance processing, system software, security and internal control management and to provide oversight to ensure all requirements are effectively adhered to by the lockbox network.

  2. To accomplish the mission, Lockbox Policy and Oversight Section:

    1. Coordinates the development of new work for the Lockbox program and required process changes with Lockbox Field Operations, other impacted operations, FMS, and the Lockbox network.

    2. Determines each year if there are any Lockbox computer program changes required and provides recommendations and modifications to the annual program update.

    3. Coordinates with IT, FMS, Lockbox Depositaries, and Submission Processing Campuses to ensure Systems Acceptability Testing (SAT) is performed annually.

    4. Provides Media & Publications address information for each Lockbox site and Submission Processing Center for timely printing.

    5. Maintains Lockbox and Submission Processing Campus tax form and payment address information on the official IRS.gov web site.

    6. Coordinates testing of pre-printed vouchers between lockbox and vendor in conjunction with Media & Publications.

    7. Coordinates any new or updated processing changes with FMS, obtains data for the re-bidding of contracts and finalizes the Lockbox Processing Guidelines (LPG).

    8. Participates in the annual Lockbox Readiness process.

    9. Determines, in conjunction with FMS, if any actions need to be taken as a result of the performance measures lockbox ratings.

    10. Maintains and updates the LPG with new or revised policies and procedures.

    11. Monitors all theft cases to ensure timely and proper resolution according to the LPG and IRM 3.0.230, Lockbox Processing Procedures.

    12. Conducts the annual Lockbox Conference and participates in quarterly Lockbox conferences with FMS.

    13. Calculates the Program Completion Date (PCD) for each Lockbox based on expected volume of work and provides PCD information to each Lockbox.

  3. The office symbols for the Lockbox Policy & Oversight Section are SE:W:CAS:SP:ATP:LP.

Accounting and Deposit Section
  1. The mission of the Accounting and Deposit Section is to provide support and guidance for planning, directing, managing, and executing activities specific to Service Center Accounting programs.

  2. To accomplish its mission, Accounting and Deposit Section:

    1. Participates in the formalization of short- and long-range program strategies and objectives for Accounting Services.

    2. Analyzes technical, operational, and administrative problems relating to the Manual Deposit process, Credit and Account Transfer Program, Quick, Prompt and Jeopardy Assessment program, Manual Refund Program, Erroneous Refund Service Center Control File (SCCF) Unidentified Remittance File (URF), Dishonored Check File (DCF), Excess Collection File (XSF) and Automated Non-Master File (ANMF) Programs.

    3. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations, or projects.

    4. Responds to TIGTA/GAO issues related to Accounting and Deposit Section issues.

    5. Works closely with CFO on accounting and general ledger issues.

    6. Works closely with Chief, Financial Officer (CFO) function on Accounting and General Ledger issues.

    7. Updates/maintains “Courier Service” Statement of Work documents for each SP site.

    8. Acts as the liaison to Taxpayer Assistance Center (TAC) office processing of payments.

    9. Collaborates with stakeholders, such as other customers, and with business partners (Bureau of Fiscal Service and the IRS IT organization) to develop strategies for meeting operational goals.

  3. The office symbols for the Accounting and Deposit Section are SE:W:CAS:SP:ATP:AD.

Program Management/Process Assurance Branch
  1. The mission of Program Management/Process Assurance Branch is to act as the SP central coordination point for both internal and external reviews and reports, to react to reports and findings by ensuring recommendations are implemented, to act as the key focal point for communications with other operating units and divisions as they relate to Submission Processing (SP) programs and activities, support and monitor program effectiveness and resource usage in the SP centers, determine resource allocations through the Work Plan/Work Schedule process, and establish policies and program guidance for the quality assurance, Measured Employee Performance System (MEPS), and Program Analysis System (PAS) programs.

  2. To accomplish its mission, Program Management and Process Assurance:

    1. Provides support and oversight to the SP Centers on Filing Season Readiness (FSR), Business Measures, and the Quality Assurance Program.

    2. Provides assistance and technical advice to SP Centers, and monitors center operations to ensure timely, accurate, and efficient program delivery.

    3. Prepares Work Plans and Work Schedules for SP programs and activities, including forecasting resource needs and tracking resource utilization.

    4. Provides assistance, data and advice for quality review activities.

    5. Prepares IRM procedures for SP Business Measures.

    6. Prepares UWRs for support of Business Measures.

  3. The following sections report to the Chief, Program Management and Process Assurance Branch:

    • Monitoring Section

    • Resource Section

    • Coordination and Quality Support Section

  4. The office symbols for Program Management/Process Assurance Branch are SE:W:CAS:SP:PM.

Monitoring Section
  1. The mission of the Monitoring Section is to provide assistance and technical advice to SP Centers and to ensure timely, accurate and efficient program delivery.

  2. To accomplish the mission, the Monitoring Section:

    1. Provides oversight to Centers regarding program delivery, efficiency and effectiveness.

    2. Monitors processing in the SP Centers to ensure consistency, track performance, and prepare reports.

    3. Conducts conformance reviews and site assistance visits, prepares reports, and validates site performance.

    4. Provides direction and oversight for Quality programs, including the Total Employee Performance System (TEPS), Incentive Pay, Gainsharing, and the Process Analysis System (PAS).

    5. Provides direction and oversight to ensure consistency on Business Measures data gathering and reporting by the centers.

    6. Recommends goals for, and tracks Business Measures results, analyzes data, prepares reports, initiates quality initiatives, and identifies Best Practices.

    7. Prepares IRM procedures for SP Business Measures, TEPS, Incentive Pay, Gainsharing, and SC Monitoring Reports.

    8. Prepares RIS for support of Business Measures, TEPS, Incentive Pay, and Gainsharing in coordination with MITS.

    9. Prepares reports, and Management Information Systems (MIS) requests for SP activities.

    10. Coordinates Filing Season Readiness reviews at the site level and reviews site readiness plans.

    11. Develops measures for the SP organization.

    12. Reviews and analyzes trend data to recommend areas of focus for the SP and CAS Directors.

    13. Monitors the implementation of legislation affecting SP operations.

    14. Maintains the Business Measures web page on the SP Web Site on the IRS Intranet that defines Business Measures methodologies and goals, displays SP measure results, and provides relevant tools, information, and communications to SP functions and all SP Centers.

  3. The office symbols for the Monitoring Section are SE:W:CAS:SP:PM:M.

Resource Section
  1. The mission of the Resource Section is to develop and review work plans (WP) and work schedules (WS) for all SP programs and activities; to coordinate preliminary strategic planning and budget formulation proposals for SP Centers; to generate the Cost Estimate Reference IRM and the Workload Scheduling IRM, and to provide staff support in the preparation and review of cost benefit analysis.

  2. To accomplish the mission, the Resource Section:

    1. Develops and reviews WP and reviews WS for all SP programs and activities.

    2. Coordinates cross functional issues with Statistics of Income (SOI), Large and Mid-Sized Business (LMSB), Tax Exempt and Government Entities (TE/GE), Small Business/Self-Employed (SB/SE), Agency-Wide Shared Services (AWSS), Modernization and Information Technology Services (MITS), and Criminal Investigations (CI) for inclusion in WP and WS.

    3. Forecasts workload based on projections from Research to anticipate and plan for growth.

    4. Solicits assumptions from customers, researches and validates, as necessary, and determines impact on resources.

    5. Conducts annual WP Review Conferences.

    6. Conducts annual WS Review Conferences to refine WP estimates.

    7. Supports and monitors program effectiveness and resource usage in the SP Centers.

    8. Prepares SP input for the Strategic Planning processes which determine the SP Centers’ long-range budgets; ensures budget allocations are adjusted to reflect increased/decreased Paper or e-file volumes or changed systemic, procedural or legislative assumptions.

    9. Authors IRM 3.30.10, Cost Estimate Reference, and IRM 3.30.127, Workload Scheduling.

    10. Provides staff support for the review and development of cost benefit analyses.

    11. Provides training on WP, WS and costing techniques, as requested.

    12. Owns the System for Automated Work Schedules (SAWS), the Program for Automated Work Plans (PAWS), the work scheduling and cost estimate IRMs and the OP 500 Projects.

    13. Recommends goals for and tracks SP Efficiency Measure Results, analyzes data, and prepares reports for input into the BPRS and PAC 2B Report and critical measures.

    14. Supports and monitors program effectiveness and resource usage in the SP Centers and coordinates all financial reviews at the program level and provides input to CAS Finance.

  3. The office symbols for Resource Section are SE:W:CAS:SP:PM:R.

Coordination and Quality Support Section
  1. The mission of the Coordination and Quality Support Section is to provide support, coordination, and oversight to the SP Centers and Headquarters SP staffs in the areas of Business Resumption/Continuity, National Treasury Employees Union (NTEU) Notifications, Annual Assurance Review (AAR), Program and Training Travel, Space and Property, Physical and Remittance Security, IRM, Recruitment, Training, Shutdown Contingency Planning, Federal Emergency Management Agency (FEMA), Voluntary Income Tax Assistance (VITA), and Request for Organizational Change (ROC), maintain the Embedded Quality Submission Processing (EQSP) program (including the Measured Employee Performance System (MEPS), and provide customer and program support for Work Planning and Control (WP&C) activities.

  2. The focus of Coordination and Quality Support Section is to:

    1. Monitor the quality of all SP products and identify systemic as well as site specific opportunities for improvement.

    2. Provide oversight and guidance for WP&C Project PCA, Project PCC, Single Entry Time Reporting (SETR) validation, IPR and production adjustments and cross-coordination of systems as they relate to WP&C, ensuring the accuracy of reports for all Business Operating Divisions (BOD) (W&I, SBSE, HCO, AWSS, IT, TAS, etc.) reporting to WP&C.

  3. To accomplish this mission, Coordination and Quality Support Section:

    1. Coordinates cross unit issues for Submission Processing (SP) sites and acts as liaison with Site Coordinators and Planning and Analysis (P&A) Chiefs in the centers and coordinates with Business Operating Divisions and Organizations (outside of Submission Processing) that report to the WP&C.

    2. Coordinates administrative duties including operational space issues, physical moves, and equipment needs for the (SP) headquarters staff in Covington, Kentucky.

    3. Serves as contacts for space and property issues in the SP centers; acts as liaison when other business units are affected.

    4. Acts as liaison and provides communications to other operating units and divisions as related to SP programs and activities.

    5. Provides guidance to the centers and Headquarters staff for the AAR.

    6. Provides program support to the center campuses for the Business Resumption/Business Continuity and Physical and Remittance Security Programs.

    7. Provides advice and assistance to center management on recruitment and other personnel-related issues, acts as liaison with W&I HCO; monitors centers’ progress in meeting recruitment needs and coordinates the Office of Government Ethics, OGE Form 450, Confidential Financial Disclosure Report, reporting requirements.

    8. Researches and coordinates training policies and procedures, coordinates training requests that require input from SP Headquarters and campuses, coordinates annual training needs assessment and coordinates training for SP Headquarters personnel.

    9. Coordinates with Headquarters and Media & Publications to ensure the timely update and issuance of SP IRMs.

    10. Coordinates and serves as the key point of contact for the FEMA, VITA, Program and Training Travel, NTEU Notifications, and ROC programs.

    11. Develops and implements data collection instruments (DCI) for functions and programs within SP. Coordinates with IRM authors to ensure DCIs are current. Provides oversight to SP Centers regarding use of the EQSP system.

    12. Coordinates with SP Centers to improve the accuracy and the effectiveness of the EQSP system.

    13. Monitors quality data from a variety of sources and prepares summary reports for SP Headquarters and Field SP Directors.

    14. Maintains the EQSP website which provides guidance to reviewers, information for improvement specialists, and quality charts and graphs showing weekly and Quarterly data.

    15. Coordinates identification of improvement opportunities with SP Centers and within SP as a whole.

    16. Coordinates targeted EQSP sampling of specific defect trend analysis.

    17. Provides direction and oversight for the Measured Employee Performance System (MEPS).

    18. Provides oversight and coordination of the WP&C reports and processes to ensure timely balancing of work, accurate Performance and Cost reports, employee performance reports, and employee time reporting.

    19. Provides oversight and coordinates with BOD’s that report to the WP&C to ensure proper usage and accuracy of data included in reports.

    20. Sets policy, procedure and provides oversight of the error correction and maintenance processes performed by the Reports Teams.

    21. Coordinates and communicates Project PCX mainframe processing schedules and report maintenance to the BODS and Tier II processing.

    22. Communicates quarterly, End of Year, and Split Week processing needs to field managers (e.g., SETR cutoffs). This includes physical inventory cut-over procedures.

    23. Provides oversight and coordination for the Release and Recall activities.

    24. Authors the following IRMs:

      IRM Number IRM Title
      IRM 3.30.18 Reports Teams Instructions for Work Planning and Control
      IRM 3.30.19 Production Control and Performance Reporting
      IRM 3.30.30 Embedded Quality for Submission Processing (EQSP) System
      IRM 3.30.50 Project PCA Production Control Accounting
      IRM 3.43.405 Measured Employees Performance System (MEPS) for Managers
    25. Training Material- Measured Employees Performance System (MEPS) Managers and Employee Guides Embedded Quality Submission Processing (EQSP) Managers and Reviewers Guides.

  4. The office symbols for the Coordination and Quality Support Section are SE:W:CAS:SP:PM:CQS.

Specialty Programs Branch
  1. The mission of the Specialty Programs Branch is to provide guidance, establish policy, technical support and procedures for On-Line Notice Review, Files, Identity Theft, IMF/BMF Unpostables, IMF/BMF Entity, Individual Taxpayer Identification Number (ITIM), Acceptance Agent (AA) programs, and the RAIVS/IVES programs in the SP centers.

  2. The Specialty Programs Branch is responsible for the tracking and coordination of all legislative changes including Affordable Care Act (ACA), Information Return Document Matching (IRDM), Foreign Account Tax Compliance Act (FATCA) within SP to ensure that all business requirements and UWRs for IT systems are submitted timely and accurately.

  3. To accomplish its mission, the Specialty Programs Branch:

    1. Provides ITIN, policy, procedures, operational oversight and support to the field and the Director, SP for programs listed above.

    2. Determines business requirements and coordinates the UWRs for submission to IT to incorporate into the SP systems.

    3. Coordinates all issues related to administering the ITIN and AA programs, such as policy interpretation for the processing centers, and the approval of Acceptance Agent applications.

    4. Is responsible for the Files function and the associated National Archives and Records Administration (NARA) contract, and FATCA.

    5. Provides oversight and guidance for the United States Department of Agriculture (USDA) program in the Fresno Submission Processing Center.

  4. The Chief, Specialty Programs Branch, reports to the Director, SP. The following sections report to the Specialty Programs Branch:

    • ITIN Policy Section

    • Post Processing Section

    • Technical Support Section

  5. The office symbols for the Specialty Programs Branch are SE:W:CAS:SP:SPB.

Individual Taxpayer Identification Number (ITIN) Policy Section
  1. The mission of the Individual Taxpayer Identification Number (ITIN) Policy Section is to ensure ITINs are issued timely to qualifying individuals and used only for tax administration purposes. This is accomplished through enhancing safeguards, increasing public outreach and education, developing improved methods and procedures to apply for and process ITIN applications, and improving technical training and work processes for IRS employees. These tasks are done to advance the overall Service goal of customer satisfaction, educational outreach and compliance within applicable tax laws.

  2. To accomplish its mission, the ITIN Policy Section:

    1. Develops and implements an annual strategic and program plan that details or references the activities of each functional area including Customer Assistance, Relationships and Education (CARE), Field Assistance and Compliance

    2. Develops, tests, and implements new procedures to facilitate improved ITIN processing and the proper use of ITINs

    3. Works with other functions or independently to develop and maintain relationships with external stakeholders (community-based organizations, acceptance agents, and practitioners) to promote and facilitate the proper use of ITINs

  3. The office symbols for the ITIN Policy Section are SE:W:CAS:SP:SPB:ITIN.

Post Processing Section
  1. The mission of the Post Processing Section is to develop policy, procedures, and guidance for various programs outside of the pipeline functions including:

    • On Line Notice Review

    • IMF/BMF Unpostables

    • IMF/BMF Entity

    • Amended Returns (1040X)

    • Files and the associated NARA contract

    • Identity Theft

    • Foreign Account Tax Compliance Act (FATCA)

  2. To accomplish its mission, the Post Processing Section:

    1. Develops policy, procedures, and guidance for Correspondence Problem Resolution and Notice Review functions for the five SP centers

    2. Performs Notice problem identification, resolution, and reporting

    3. Plan, coordinate, and participates in Notice Start Up activities

    4. Develops and maintains the Notice Review Processing System (NRPS) and On Line Notice Review (OLNR)

    5. Provides for the storage and retention of tax returns and related documents at the five SP Centers and at the Federal Records Centers (FRCs).

    6. Provides procedures for establishing, maintaining and updating entities on the Masterfile for IMF/BMF

    7. Provides business requirements and writes UWRs for all aspects of processing Entity Unpostables, Rejects, and K-1’s processing

    8. Establish guidance and processes for the new FATCA Registration Process in Austin SP

    9. Provide guidance and procedures for the specialized ID Theft units in the three IMF SP Centers

    10. Provides guidance, procedures, and monitoring of the IMF SP Centers 1040X functions

  3. The office symbols for the Post Processing Section are SE:W:CAS:SP:SPB:PP.

Technical Support Section
  1. The mission of the Technical Support Section is to develop policy, procedures, and guidance for various programs outside of the pipeline functions including: Legislative Changes, RAIVS/IVES, FATCA, TIGTA/GAO, Information Reporting Document Matching (IRDM), Affordable Care Act (ACA) and UWR Coordination for SP.

  2. To accomplish its mission, the Technical Support Section:

    1. Provides support and oversight to the five SP centers for RAIVS/IVES and USDA in the Fresno Center.

    2. Tracks the status of tax law legislative changes and communicates SP impact to SP Headquarters Branches.

    3. Coordination of all SP UWRs.

    4. Performs independently and/or provides leadership to ad hoc groups who conduct special studies, investigations, or projects.

    5. Establish guidance and processes for IRDM.

    6. Tracks the status and provides guidance and procedures to the centers for the ACA.

    7. Establish guidance and processes for the new FATCA.

  3. The office symbols for the Technical Support Section are SE:W:CAS:SP:SPB:T.

e-File Services
  1. The mission of e-File Services organization is to manage all strategic and day-to-day business activities for the IRS electronic filing program. This includes the development and support of information technology solutions and the re-engineering of business processes to improve the internal and external effectiveness and efficiency of electronic filing (e-File) services.

  2. To accomplish the mission e-File Services is responsible for:

    • Developing the e-File business strategy, determining the sequence of the release content master plan.

    • Supporting E-300 initiative planning and budget activities, business rule harvesting, business requirements management, updates and maintenance of e-File computer systems, second level customer support.

    • Addressing security and privacy requirements.

    • Developing testing procedures for external partners, transition management, engagement and communications with internal and external stakeholders,

    • Administrating the electronic filing Federal/State program.

    • Responding to congressional inquiries.

    • Evaluating input from government oversight organizations (e.g., GAO/TIGTA, ETAAC, IRS Oversight Board) as it pertains to electronic filing.

  3. The Director, e-File Services reports to the Director, SP. The organization consists of five subordinate work groups that are led by senior managers for the following branches:

    • Development Services Branch

    • IMF Operations and Maintenance Services Branch

    • BMF Operations and Maintenance Services Branch

    • Electronic Support Services Branch

    • Industry Stakeholder Engagement and Strategy Branch

  4. The office symbols for e-File Services are SW:W:CAS:SP:E

Development Services Branch
  1. The mission of the Development Services Branch is to ensure the successful simultaneous development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality in support of the filing season.

  2. To accomplish its mission, the Development Services Branch:

    1. Develops business requirements for new electronic filing capabilities, including code and edit, Generalized Mainline Framework (GMF), National Accounts Profile (NAP), record layouts, schema, and style sheets.

    2. Engages external software developers and states in requirements definition and filing season readiness.

    3. Develops Assurance Testing (ATS) scenarios, makes available for external testing, coordinates internal support.

    4. Supports and monitors internal testing.

    5. Analyzes and resolves defects.

    6. Develops supporting documentation, including IRM updates, external communications, and internal training material and manuals.

    7. Conducts internal stakeholder training in support of new releases and the filing season.

    8. Manages the transition to Operations and Maintenance Services once the release exits Milestone 5 if the forms are stable.

  3. The Chief, Development Services Branch reports to the Director, e-File Services. The following sections report to the Development Services Branch:

    • Development Services Section 1

    • Development Services Section 2

  4. The organization symbols for Development Services Branch are SE:W:CAS:SP:DS.

Development Services Section 1
  1. The mission of the Development Services Section 1 is to provide support and guidance for the development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality.

  2. To accomplish its mission, the Development Services Section 1:

    1. Develops business requirements for new electronic filing capabilities, including code and edit, Generalized Mainline Framework (GMF), National Accounts Profile (NAP), record layouts, schema, and style sheets.

    2. Engages external software developers and states in requirements definition and filing season readiness.

    3. Develops Assurance Testing (ATS) scenarios, makes available for external testing, coordinates internal support.

    4. Supports and monitors internal testing.

    5. Analyzes and resolves defects.

    6. Develops supporting documentation, including IRM updates, external communications, and internal training material and manuals.

    7. Conducts internal stakeholder training in support of new releases and the filing season.

    8. Manages the transition to Operations and Maintenance Services once the release exits Milestone 5 if the forms are stable.

  3. The organization symbols for Development Services Section 1 are SE:W:CAS:SP:DS:DS1.

Development Services Section 2
  1. The mission of Development Services Section 2 is to ensure the successful simultaneous development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality in support of the filing season

  2. To accomplish its mission, the Development Services Section 1:

    1. Develops business requirements for new electronic filing capabilities, including code and edit, Generalized Mainline Framework (GMF), National Accounts Profile (NAP), record layouts, schema, and style sheets.

    2. Engages external software developers and states in requirements definition and filing season readiness.

    3. Develops Assurance Testing (ATS) scenarios, makes available for external testing, coordinates internal support.

    4. Supports and monitors internal testing.

    5. Analyzes and resolves defects.

    6. Develops supporting documentation, including IRM updates, external communications, and internal training material and manuals.

    7. Conducts internal stakeholder training in support of new releases and the filing season.

    8. Manages the transition to Operations and Maintenance Services once the release exits Milestone 5 if the forms are stable.

  3. The organization symbols for Development Services Section 2 are SE:W:CAS:SP:DS:DS2.

IMF Operations and Maintenance Services Branch
  1. The mission of the IMF Operations and Maintenance Services Branch is to ensure ongoing operations and maintenance of electronic filing capabilities previously deployed for IMF return processing, including requirements analysis and development pertaining to legislative changes and expiring provisions.

  2. To accomplish its mission, the IMF Operations and Maintenance Services Branch:

    1. Coordinates annual product maintenance.

    2. Oversees product preparation for the filing season.

    3. Monitors and supports the filing season.

    4. Conducts post filing season assessment.

    5. Participates in external forums and other professional conferences as required.

    6. Supports e-File marketing and communication efforts.

  3. The Chief, IMF Operations and Maintenance Services Branch reports to the Director, e-File Services. The following sections report to IMF Operations and Maintenance Services Branch:

    • Individual e-File Section 1

    • Individual e-File Section 2

  4. The office symbols for IMF Operations and Maintenance Services Branch are SE:W:CAS:SP:IOM.

e-File Sections 1 and 2
  1. The mission of the Individual e–File Section 1 and 2 is to ensure timely, accurate, and efficient program delivery of IMF e-File requirements for a successful filing season.

  2. To accomplish its mission, Individual e-File Section 1 and 2:

    1. Researches and enables the forms and schedules in the Form 1040 family that are not yet included in the 1040 e-File program.

    2. Coordinates annual e-File product maintenance for regular e-File, Electronic Transmitted Documents (ETD), Code and Edit functionality, and reformat for GMF.

    3. Manages the implementation of the Assurance Testing System (ATS) program for Individual e-file returns/documents.

    4. Ensures ATS specifications and electronic filing specifications (Publication 1436, Test Package for Electronic Filers of Individual Income Tax Returns) are updated annually and published/posted to the web timely.

    5. Evaluates new legislation and determines its impact on e-File requirements.

    6. Originates and coordinates UWRs with the Branch and other internal stakeholders.

    7. Provides support for filing season start-up at designated Hub Sites.

    8. Prepares the requirements for the processing of ETD.

    9. Ensures electronic filing file specifications (Publications and schema for Individual Tax Returns and Electronically Transmitted Documents) are updated annually and published/posted to the internet timely.

    10. Serves as a program consultant on current W&I and SB/SE marketing of e-File programs.

    11. Ensures annual maintenance activity for Fed/State e-File products.

    12. Provides support to the states for the Fed/State Program and supports the annual Federation of Tax Administrators (FTA) symposium.

    13. Participates in Quality Review (QR) and on-site testing.

    14. Oversees the submission and processing of Form 8453, U.S. Individual Income Tax Transmittal for an IRS e-File Return, and required paper forms or supporting documentation.

    15. Manages the requirements for the Practitioner Personal Identification Number (PIN) Program.

    16. Manages the requirements for the Self-Select PIN Program.

    17. Researches and prepares responses to Congressional Inquiries, TIGTA Audits, and Employee Suggestions.

    18. Maintains web (IRS.gov) content related to program assignments.

    19. Responds to ad hoc requests related to programs within the Section’s responsibility and requests not falling into a specific program responsibility in the branch.

  3. The office symbols for e-File Sections 1 and 2 are SE:W:CAS:SP:IOM:I1 and SE:W:CAS:SP:IOM:I2.

BMF Operations and Maintenance Services Branch
  1. The mission of the BMF Operations and Maintenance Services Branch is to ensure ongoing operations and maintenance of electronic filing capabilities previously deployed for BMF return and shared form processing, including requirements analysis and development pertaining to legislative changes and expiring provisions.

  2. To accomplish its mission, the BMF Operations and Maintenance Services Branch:

    1. Coordinates annual product maintenance.

    2. Oversees product preparation for the filing season.

    3. Monitors and supports the filing season; Conducts Controlled Launch/submission review activities to ensure the accuracy of the Business Rules, Code & Edit Rules, Stylesheet displays, Schema contents, Software ID usage, Master File postings, and payment processing.

    4. Conducts post filing season assessment.

    5. Participates in external forums and other professional conferences as required.

    6. Supports e-File marketing and communication efforts.

    7. Oversees the operation of the Modernized e-File (MeF) SharePoint Site Collection.

    8. Participates in GAO and TIGTA Audits; improving operations as recommended.

    9. Reviews IRMs and Publications to ensure accuracy and consistency in all electronic and paper tax return filing.

    10. Reviews MeF Documentation to ensure that requirements will be implemented accurately.

    11. Assists external customers with understanding the filing requirements by addressing questions received through the MeF Mailbox and the e-help Desk.

  3. The Chief, BMF Operations and Maintenance Services Branch reports to the Director, e-File Services. The following sections report to BMF Operations and Maintenance Services Branch:

    • Corporate and Partnership Section

    • Estates and Trusts/Employment Tax/Excise Tax Section

  4. The office symbols for BMF Operations and Maintenance Services Branch are SE:W:CAS:SP:BOM.

Corporate and Partnership Section
  1. The mission of the Corporate and Partnership Section is to ensure timely, accurate, and efficient program delivery of Modernized e-File (MeF) requirements for BMF Corporation (1120) and Business Partnership (1065) tax returns and shared forms to ensure a successful filing season.

  2. To accomplish its mission, the Corporate and Partnership Section:

    1. Coordinates posting of e-File volumes to the e-File reports web site.

    2. Prepares the MeF BMF Executive Report which reports BMF return volumes currently being processed through MeF and compares ERS Fallout data to recommend areas of focus for paper processing and electronic filing processing.

    3. Evaluates new legislation and determines its impact on 1120 Forms, 1065 Forms and shared forms for MeF requirements; ensuring that Business Rules, Code & Edit Rules, Dependencies, GMF, Schemas, and Stylesheets are accurate.

    4. Prepares UWRs and tracks section UWRs; ensuring that requirements are implemented timely and accurately.

    5. Analyzes technical, operational, and administrative problems which exist or may arise in programs relating to 1065, 1120, and shared forms MeF processing.

    6. Coordinates program activities with other e-file program managers and analysts to address cross-functional issues, develop strategies, and ensure consistency of approach.

    7. Ensures annual maintenance activity for Fed/State e-File products.

    8. Manages the implementation of the Business e-File testing system, ATS; Ensures that testing specifications of electronic filing are updated annually and posted to IRS.gov timely for 1065 Forms, 1120 Forms and shared forms.

    9. Maintains Publication 4163, Modernized e-File (MeF) Information for Authorized IRS e-File Providers for Business Returns.

  3. The office symbols for Corporate and Partnership Section are SE:W:CAS:SP:BOM:CP.

Estates and Trusts/Employment Tax/Excise Tax Section
  1. The mission of the Estates and Trusts/Employment Tax/Excise Tax Section is to ensure timely, accurate, and efficient program delivery of MeF requirements for Estates and Trusts (Form 1041 and shared forms) tax returns, Business Employment Tax (94x Forms) tax returns and Excise tax returns (Forms 720, 2290, 8849 and shared forms) to ensure a successful filing season.

  2. To accomplish its mission, Estates and Trusts/Employment Tax/Excise Tax Section:

    1. Reviews and analyzes trend data to recommend areas of focus for paper processing and electronic filing processing.

    2. Ensures annual maintenance activity for Fed/State e-File products.

    3. Provides support to the states for the Fed/State program and supports the annual FTA symposium.

    4. Serves as a program consultant on current W&I and SB/SE marketing of e-File programs.

    5. Participates (gathers data and acts as consultant) on various research projects.

    6. Prepares UWRs and tracks section UWRs; ensuring that requirements are implemented timely and accurately.

    7. Responds to ad hoc requests not applicable to a specific branch, section, or analyst.

    8. Manages the implementation of the Business e-File testing system, ATS; Ensures that testing specifications of electronic filing are updated.

    9. Annually and publishes to IRS.gov timely for Form 720, Form 94x, Form 1041, Form 2290, Form 8849 and shared forms.

    10. Maintains Publication 4164, Modernized e-File (MeF) Guide for Software Developers and Transmitters.

    11. Maintains Publication 5078, Modernized e-File (MeF) Test Package; which contains general and program specific testing information for all Business form types for use in completing the Assurance Testing System (ATS) process.

  3. The office symbols for Corporate and Partnership Section are SE:W:CAS:SP:BOM:ETE.

Electronic Support Services Branch
  1. The mission of Electronic Support Services Branch is to direct technical support to external software developers, transmitters, practitioners, and states.

  2. To accomplish its mission, the Electronic Support Services Branch:

    1. Prepares filing season statistical recaps, system performance information, and briefing material in support of E-300 Initiative Planning and Budget Process, and congressional and government oversight inquiries.

    2. Manages filing season shutdown, cut-over, and start-up activities and communications.

    3. Prepares and shares highly complex statistical data with employees across W&I. Works closely with Business Objects Enterprise (BOE) administrators to improve the end user experience.

    4. Supports the agency’s collaborative effort with the tax industry and the states to help combat stolen identity refund fraud.

    5. Researches and briefs senior leadership if a proposed requirement change will cause any negative impacts on electronic tax or information returns.

    6. Provides formal responses to TIGTA inquiries, Congressional requests, and other information document requests.

  3. The Chief, Electronic Support Services Branch reports to the Director, e-File Services. The following sections report the Electronic Support Services Branch:

    • Customer Outreach and System Support Section

    • ACA Information Returns/Modernized Information Returns System Support Section

  4. The office symbols for the Electronic Support Services Branch are SE:W:CAS:SP:ESS.

Customer Outreach and System Support Section
  1. The mission of Customer Outreach and System Support Section is to provide direct technical support to external software developers, transmitters, practitioners, and states and to manage the Federal Information Security Management Act (FISMA) requirements for all applications owned by SP.

  2. To accomplish its mission, the Customer Outreach and System Support Section:

    1. Provides technical support to software developers, transmitters, and states as they move from testing to production status

    2. Maintains the Application-to-Application Toolkit used by software developers and states to develop their electronic filing applications that interface with the IRS

    3. Opens, tracks, and works with Information Technology to resolve programming issues KISAMs.

    4. Responds to elevated inquiries made through the MeF & AIR Mailboxes.

    5. Manages and resolves Level 2 cases reported through the e-help Desk, Accounts Management, and National Account Managers

    6. Works with Submission Processing, Affordable Care Act, and Information Technology Branches, Development Services, IMF Operations and Maintenance Services, and BMF Operation and Maintenance Services Branches on enhancement requirements to address performance and functionality gaps.

    7. Participates in internal and external stakeholder testing and production calls.

    8. Serves as content managers for the SP content published for software developers and transmitters on IRS.gov.

    9. Maintains MeF operational status on IRS.gov.

    10. Ensures that the systems owned by SP are in compliance with the guidance specified in the Federal Information Security Management Act (FISMA).

    11. Maintains the SP Web Site on the IRS Intranet, which supports the SP mission and provides relevant tools, information and communications to functions across all operating division BODs.

    12. Maintains the ETARAS and ERWS databases & e-file reports webpage.

    13. Provides statistical reports on electronically filed returns.

    14. Review and approve all Unified Work Requests for the division.

  3. The office symbols for the Customer Outreach and System Support Section are SE:W:CAS:SP:ESS:CO.

ACA Information Returns/Modernized Information Returns System Support System
  1. ) The mission of the ACA Information Returns/Modernized Information Returns System Support Section is to provide direct technical support to external software developers, transmitters, and the Centers for Medicare and Medicaid Services (CMS).

  2. To accomplish its mission, the ACA Information Returns/Modernized Information Returns System Support Section:

    1. Supports technical support to software developers and transmitters as they move from testing to production status.

    2. Manages and resolves Level 2 cases reported through the e-help Desk, Accounts Management, and CMS.

    3. Manages and responds to inquiries made through the IRS MeF and AIR email accounts.

    4. Works with Submission Processing, Affordable Care Act, and Information Technology Branches, Development Services, IMF Operations and Maintenance Services, and BMF Operation and Maintenance Services Branches on enhancement requirements to address performance and functionality gaps.

    5. Issues technical Quick Alerts and acts as gatekeeper of all external technical communications.

    6. Hosts and manages internal and external stakeholder testing and production calls.

    7. Presents information at external and internal conferences.

    8. Manages filing season shutdown, cut-over, and start up activities and communications.

    9. Serves as content managers for the AIR & MeF content published for software developers and transmitters on IRS.gov.

    10. Maintains MeF & AIR operational status on IRS.gov.

  3. The office symbols for ACA Information Returns/Modernized Information Returns System Support System SE:W:CAS:SP:ESS:AIR.

Industry Stakeholder Engagement and Strategy Branch
  1. The mission of the Industry Stakeholder Engagement and Strategy Branch is to provide expertise and guidance to internal and external customers to enable the development or refinement of e-filing strategies and policies, and to coordinate resolution of large scale issues affecting the tax ecosystem, in order to achieve viable electronic tax administration solutions.

  2. To accomplish its mission, the Industry Stakeholder Engagement and Strategy Branch:

    1. Administers the Free Filing Program

    2. Supports the needs of internal business organizations to interact with the largest external partners successfully

    3. Supports the broad tax ecosystem by enabling external partners to interact successfully with the Agency

  3. To further accomplish the mission, the Industry Stakeholder Engagement and Strategy Branch provides guidance to internal and external stakeholders via channels and groups including:

    • Council for Electronic Revenue Communication Advancement (CERCA)

    • National Association of Computerized Tax Processors (NACTP)

    • Federation of Tax Administrator’s Tactical Advisory Group (FTA /TAG)

    • Largest software companies via the National Account Management (NAM) program

    • IRS Pre-Filing Season Meeting

    • Reporting Agents Forum (RAF)

    • Software Developers Conference

    • Payroll Industry Calls

    • Largest Transmitters Conference Calls

    • Contact Center Forum (CCF)

  4. The Chief, Industry Stakeholder Engagement and Strategy Branch reports to the Director, e-File Services.

  5. The office symbols for the Industry Stakeholder Engagement and Strategy Branch are SE:W:CAS:SP:IS.

SP Field Directors (Austin, Cincinnati, Fresno, Kansas City, and Ogden)
  1. The mission of the SP Field Directors is to provide America's taxpayers with top-quality customer service by timely and efficiently processing all Individual Master File (IMF) and Business Master File (BMF) returns tax returns, documents, payments and refunds, including processing of International returns.

  2. To accomplish the mission, activities include:

    1. Overseeing day-to-day operations for SP

    2. Formulating short- and long-range program policy guidance, strategies and objectives.

    3. Coordinating program activities with the Director, CAS, and Director, SP, to prepare Servicewide policy guidance, address cross-functional issues, develop strategies and ensure consistency of approach

    4. Directing statistical analysis and evaluation of the elements comprising SP's business measures

    5. Ensuring that subordinate managers operate as an effective management team and that all management functions are handled in an equitable and responsive manner to meet the needs of customers

    6. Coaching subordinate managers and assist in the resolution of complex issues

  3. There are five SP Field Directors that report to the Director, SP:

    • Austin

    • Cincinnati

    • Fresno

    • Kansas City

    • Ogden

  4. The following Operations report to the Field Directors, SP Centers:

    • Site Coordinator

    • Receipt and Control Operation

    • Data Conversion Operation

    • Document Perfection Operation

    • Input Correction Operation

    • Planning and Analysis

    • Accounting Operation

    • Statistics of Income (SOI) Operation (Cincinnati and Ogden only)

    • Individual Taxpayer Identification Number (ITIN)

  5. The office symbols for the Field Directors, SP Centers are:

    • Austin - SE:W:CAS:SP:AU

    • Cincinnati - SE:W:CAS:SP:C

    • Fresno - SE:W:CAS:SP:F

    • Kansas City - SE:W:CAS:SP:KC

    • Ogden - SE:W:CAS:SP:O

Site Coordinator
  1. The mission of the Site Coordinator is to coordinate issues impacting the campuses by representing the SP, Accounts Management, and Compliance Services Field Directors in addressing cross-functional issues and emerging areas of concern

  2. The Site Coordinators report to the SP Field Directors.

  3. To accomplish the mission, the Site Coordinators:

    1. Provide the primary support for the cross-unit coordination council by overseeing major activities that affect multiple functions with different reporting structures

    2. Serve as primary liaison to ensure administrative and logistical support is provided to all campus entities by working with Information Technology Services (IT), Facilities Management and Security Services (FMSS) and other shared services

    3. Oversees and provides administrative supervision to one or more Interpreters who provide sign language interpretation for employees and visitors in all campus functions

  4. The Analytical Support staff reports to the Site Coordinator.

Receipt and Control Operation
  1. The mission of the Receipt and Control Operation is to efficiently and accurately receive, batch and distribute tax returns, taxpayer correspondence, and other documents, and process payments.

  2. The Receipt and Control Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Receipt and Control Operation:

    1. Opens all incoming mail and sorts it to the appropriate function

    2. Establishes the control systems that monitor returns processing activities

    3. Processes all remittances to maximize cash management practices and availability of funds to the United States Treasury

  4. The following Department Managers report to the Receipt and Control Operation Managers.

    • Extraction Department

    • Deposit/Batching Department

Data Conversion Operation
  1. The Mission of the Data Conversion Operation is to convert tax return information and other documents to electronic data

  2. The Data Conversion Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Data Conversion Operation:

    1. Ensures the accurate and complete processing of documents received

    2. Inputs all fact of filing, entity, payment, and tax return information to the IRS computer system for posting to the Master File

  4. The Data Conversion Department Managers report to the Data Conversion Operation Managers.

Document Perfection Operation
  1. The mission of the Document Perfection Operation is to:

    1. Prepare tax returns and other documents for conversion to electronic data

    2. Ensure taxpayer name, address and identification numbers are updated as necessary in the IRS computer system

  2. The Document Perfection Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Document Perfection Operation:

    1. Verifies processing ability of submitted returns

    2. Secures all missing return information from the taxpayer

    3. Prepares returns for input by Data Conversion; inputs address and other entity changes

    4. Provides support to Electronic Return Originators (EROs) and transmitters in the IMF sites that support Electronic Filing

  4. The Code and Edit/Entity Department Managers report to the Document Perfection Operation Managers.

  5. The E-Help Department Managers report to the Document Perfection Operation Managers (Andover and Austin).

    Note:

    No explanation will be provided for these Department-level staffs.

Input Correction Operation
  1. The mission of the Input Correction Operation is to provide support to SP Operations by perfecting unprocessable documents and transactions.

  2. The Input Correction Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Input Correction Operation:

    1. Perfects and resolves conditions that prevent transactions from posting to the master files

    2. Perfects documents to correct non-processable conditions

    3. Contacts taxpayers to resolve issues relating to name, address and identification number

    4. Reviews outgoing notices on a sample basis ensuring product accuracy and identifying error trends

    5. Provides support to Electronic Return Originators (EROs) and transmitters in the BMF sites supporting Electronic Filing

  4. The following Department Managers report to the Input Correction Operation Managers:

    • Error Resolution Department

    • Unpostables/Rejects Department

    • Notice Review Department

Planning and Analysis, Submission Processing
  1. The mission of the Planning and Analysis Staff is to provide support to the Field Directors, SP, ensuring that service policies, programs and procedures are applied uniformly and efficiently

  2. The Planning and Analysis Chief reports to the SP Field Director.

  3. To accomplish this mission, Planning and Analysis:

    1. Analyzes processes to identify and resolve systemic and procedural problems

    2. Coordinates specific projects or programs for the Field Director; disseminates and consolidates responses to Director's controls received from Headquarters, the Director, SP, or other areas

    3. Organizes and monitors implementation of new programs; serves as central contact point for Work Plan and budgetary matters

    4. Provides filing season oversight that facilitates the timely accomplishment of all program completion dates (PCD)

  4. The following report to the Planning and Analysis Chief:

    • Planning and Analysis Staff

    • PAS Team

    • Course Development Staff (Kansas City and Austin only)

Accounting Operation
  1. The mission of the Accounting Operation is to timely and accurately establish a record of all transactions for returns and documents processed through the Internal Revenue Service and provide special services for unique functions.

  2. The Accounting Operation Managers report to the SP Field Directors.

  3. To accomplish this mission, the Accounting Operation:

    1. Receives and verifies accounting documents

    2. Maintains and reconciles accounting records

    3. Certifies tax assessments and prepares reports

    4. Provides requirements for receiving, processing, controlling and releasing Refund Litigation and/or Potential Refund Litigation case requests from Area or Chief Counsel or their representatives upon request

    5. Maintains and reconciles Single Entry Time Reporting (SETR) and Work Planning and Control (WP&C) accounting records

    6. Provides photocopies and transcripts of returns to taxpayers and their representatives upon request

  4. The following Department Managers report to the Accounting Operation Managers:

    • Accounting Control Department

    • Accounting Services Department

Statistics of Income (SOI) Operation
  1. The mission of Statistics of Income (SOI) Operation is to collect and process data from tax returns and other official documents so that it becomes useful information to be provided to customers in the form of tabulations, electronic data, scanned images, and publications.

  2. The SOI Operation Managers reports to the SP Field Director.

  3. To accomplish this mission, SOI Operations:

    1. Compiles information from tax returns sampled from all Submission Processing Centers

    2. Conducts Internal Revenue Service studies on the operations of the tax laws with respect to individuals, corporations, partnerships, sole proprietorships, estates, exempt organizations, trusts, and the international area

    3. Provides information used by various Federal and state agencies, corporate America, educational and research organizations, foreign governments and international organizations in decision making activities

    4. Makes data available to the general public in the form of publications and electronic databases

    5. Scans a variety of documents to support Large Business & International (LB&I) and SB/SE Compliance initiatives including, but not limited to, preparation of documents for court cases

Individual Taxpayer Identification Number (ITIN) Operation
  1. The mission of the ITIN Operation is to:

    1. Assign Individual Taxpayer Identification Numbers (ITIN’s) to taxpayers who submit Form W-7, Application for IRS Individual Taxpayer Identification Number

    2. Submit associated tax returns into the pipeline for processing after assignment of ITIN’s

    3. Ensure taxpayer name, address and identification numbers are updated as necessary in the IRS computer system

  2. To accomplish this mission, the ITIN Operation:

    1. Reviews each Form W-7 and supporting documentation for completeness and correctness

    2. Secures all missing supporting documentation from the taxpayer

    3. Rejects those applications which lack the required supporting documentation

    4. Returns original supporting documents to the taxpayer

    5. Inputs all required data to the ITIN Real-time System

    6. Prepares associated tax returns for input by Pipeline functions by editing the ITIN(s) on the return

    7. Inputs address and other entity changes as required

  3. The ITIN Operations Manager reports to the SP Field Director.

  4. The ITIN Department Managers report to the ITIN Operations Manager.

W&I Organization Chart and Structure

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