1.1.17 Agency-Wide Shared Services

Agency-Wide Shared Services

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

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

  3. To accomplish the mission, AWSS:

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

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

    3. Directs activities to build partnerships with internal stakeholders.

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

    5. Participates in equal employment and diversity program activities.

Headquarters

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

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

    • Office of Administrative Services

    • Office of Strategy and Finance

    • Embedded EEO and Diversity

    • Special Projects Office

Office of Administrative Services

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

  2. Teams under this office include:

    • Communications and Marketing

    • Leadership Succession/Training

    • Embedded Human Resources

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

    • Planning communications

    • Defining key messages and target audiences

    • Determining proper vehicles

    • Writing and editing

    • Developing communications products

  2. Other programs included under Communications and Marketing are:

    • Employee Engagement

    • Combined Federal Campaign

    • Employee Suggestion Program

    • AWSS Website

    • AWSS Chief Awards

    .

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

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

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

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

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

Office of Strategy and Finance

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

    1. Secures and manages the financial resources.

    2. Provides Business Systems Planning services.

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

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

    5. Oversees audit activity.

  2. Branches under OSF include:

    • Financial Management Branch

    • Business Systems Planning Branch

    • Strategy and Program Operations Branch

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

  2. The Financial Management Branch:

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

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

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

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

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

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

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

    8. Tracks costs at the customer level.

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

    10. Develops cost tracking capabilities using existing systems.

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

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

    1. Gathers business requirements for the division.

    2. Ensures existing systems satisfy customer needs.

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

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

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

    6. Develops technology plans for the customer organizations.

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

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

    9. Oversees Process Analysis for the OSF.

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

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

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

  2. There are two sections under this Branch:

    • Strategic Planning and Performance Management section

    • Program Services section

  3. The Strategic Planning and Performance Management section:

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

    • Develops and administers customer satisfaction surveys for AWSS services.

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

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

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

  4. The Program Services section coordinates the following:

    • GAO/TIGTA audit management

    • Business Performance Reviews

    • Operations Reviews

    • Business Resumption Plans

    • Oversight of the Presidential Management Fellows (PMF)

    • Oversight of the AWSS Intern Program

    • IRM/IMD coordination

    • Legislative Affairs coordination

    • Executive briefings

    • OSF website

Embedded EEO and Diversity

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

  2. The office:

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

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

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

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

  4. The office staff:

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

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

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

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

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

Special Projects Office

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

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

  3. SPO Major Programs Include:

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

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

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

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

AWSS EEO and Diversity Field Services

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

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

  3. EEODFS major program responsibilities include:

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

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

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

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

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

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

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

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

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

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

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

Employee Support Services

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

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

    • Payroll and Personnel Systems

    • IRS Payroll Centers

    • Senior Commissioner's Representatives (SCRs)

    • Employee Resource Center (ERC)

    • Credit Card Services

    • Travel Services

    • Treasury HSPD-12 Program Management Office (PMO)

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

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

    2. Defines and prioritizes agency service requirements.

    3. Defines and implements strategic goals.

    4. Articulates the business need for system improvements.

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

    6. Integrates personnel management into program accomplishments.

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

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

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

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

ESS Headquarters

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

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

    • Administrative Programs

    • Payroll-Personnel Systems

    • Travel Services

    • Credit Card Services

    • Senior Commissioner’s Representatives

    • Employee Resource Center

    • Office of Strategic Initiatives

Administrative Programs Staff

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

  2. APS is comprised of three functions:

    • Budget

    • User Support and Outreach (US&O)

    • Communications Section

APS Budget Staff
  1. The APS Budget staff:

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

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

    3. Modifies procedures and project objectives.

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

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

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

    7. Coordinates Bargaining and Non-Bargaining Award Program.

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

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

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

    2. Develops, delivers and evaluates Servicewide Outreach workshops.

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

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

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

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

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

APS Communication Section
  1. The APS Communication Section:

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

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

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

    4. Develops and produces marketing materials.

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

    6. Develops content and manages the ESS website.

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

Payroll – Personnel Systems

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

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

    • Timekeeping (Single Entry Time Reporting (SETR))

    • Combined Federal Campaign (CFC)

    • Reduction in Force (RIF) Initiatives

    • Human Resource Reports and Requests

    • National Performance Award Program

    • Retirement Processing

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

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

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

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

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

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

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

    2. Processing payroll documents.

    3. Processing performance and discretionary awards.

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

    5. Resolving federal, state and local tax problems.

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

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

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

    2. Providing SETR support (validation/assistance).

    3. Processing corrections to T&A data.

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

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

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

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

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

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

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

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

    1. Researching and issuing employee debt letters.

    2. Processing waivers of overpayment.

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

    4. Processing performance appraisals.

    5. Administering the Career Service Awards Program.

    6. Assigning Designated Agent duties.

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

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

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

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

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

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

Travel Services Branch

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

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

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

    1. Provides leadership and program guidance.

    2. Develops partnerships with stakeholders and customers.

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

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

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

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

    • Chief, TRAS Section

    • Chief, Special Services Section

    • Chief, GovTrip East

    • Chief, GovTrip West

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

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

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

    1. Provides guidance on Federal Travel Regulations and procedures.

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

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

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

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

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

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

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

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

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

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

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

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

    1. Provides guidance on Federal Travel Regulations and procedures.

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

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

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

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

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

    1. Provides guidance on Federal Travel Regulations and procedures.

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

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

Credit Card Services Branch

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

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

    • Credit Card Administration and Assistance Group

    • Account Maintenance and Support Group, and

    • Procedures, Analysis and Review Group.

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

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

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

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

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

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

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

Credit Card Administration and Assistance Group
  1. The Credit Card Administration and Assistance Group:

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

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

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

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

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

Account Maintenance and Support Group
  1. The Account Maintenance and Support Group:

    1. Establishes new Travel and Purchase Card accounts.

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

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

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

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

Procedures, Analysis and Review Group
  1. The Procedures, Analysis and Review Group:

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

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

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

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

Senior Commissioner Representatives Branch

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

    • SCR Field Operations

    • Incident Management and Business Resumption

    • Embedded Labor Relations

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

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

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

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

    4. Represent IRS interests in interagency affairs.

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

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

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

Employee Resource Center (ERC)

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

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

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

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

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

Office of Strategic Initiatives

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

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

  3. To accomplish the mission, the Chief OSI:

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

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

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

    4. Develops and maintains appropriate data for analytic studies.

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

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

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

Treasury Homeland Security Policy Directive-12 (HSPD-12) Program Management Office (PMO)

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

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

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

Real Estate and Facilities Management (REFM)

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

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

    • Design and Strategic Campus Planning

    • Real Estate Management

    • Finance

    • Management and Administration

    • Logistics Management

    • Project Management

    • Systems Management

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

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

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

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

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

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

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

    6. Ensures best practices are implemented throughout the function.

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

    8. Administers the Agency's rent budget.

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

    10. Ensures the safety of people and buildings.

    11. Manages energy utilization/conservation efforts.

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

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

    14. Manages the internal distribution of mail.

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

REFM Headquarters

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

  2. The REFM Headquarters consists of the following:

    1. Office of the Director, REFM

    2. Deputy Director

    3. Chief of Staff

    4. Associate Director, Design & Strategic Campus Planning

    5. Associate Director, Real Property Management

    6. Associate Director, Project Management

    7. Associate Director, Finance

    8. Associate Director, Systems Management

    9. Associate Director, Management and Administration

    10. Associate Director, Logistics Management

    11. Associate Director, Operations

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    2. Providing facilities planning and relocation management services.

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

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

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

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

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

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

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

    5. Conducts building evaluation reviews and market survey support.

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

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

    8. Reviews Solicitation for Offers.

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

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

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

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

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

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

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

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

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

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

AutoCAD
  1. The AutoCAD staff:

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

    2. Develops AutoCAD program training requirements.

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

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

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

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

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

  2. Real Property management also:

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

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

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

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

    5. Manages the IRS Real Property Delegated Leasing program.

    6. Manages the REFM Portfolio Management programs.

Portfolio Management
  1. The Portfolio Management staff:

    1. Performs strategic planning for the field space inventory.

    2. Maintains Asset management Plans (AMPs).

    3. Conducts real estate market analysis and trending.

    4. Performs financial and cost-benefit analysis.

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

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

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

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

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

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

    1. Business Unit requirements for all real estate projects.

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

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

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

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

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

    1. Coordinates project funding and operational division headquarters approval.

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

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

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

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

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

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

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

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

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

    1. Space reduction savings.

    2. Portfolio Projects costs.

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

    4. Customer Satisfaction with Space Projects.

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

    1. Develops training guidelines for real estate.

    2. Delivers training to REFM Field staff.

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

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

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

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

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

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

    3. Works with GSA to resolve rent discrepancies.

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

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

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

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

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

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

    10. Manages and maintains the rent management data base.

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

  2. The Systems Planning Staff:

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

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

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

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

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

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

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

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

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

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

    1. Performance Measures

    2. Communications Program

    3. Internal Controls

    4. Recruitment and Position Management

    5. Employee Suggestion Program

    6. Internal Management Distribution Program

    7. Learning and Education

  2. The Performance Measures Program:

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

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

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

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

  3. Internal Controls personnel:

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

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

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

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

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

    2. Delivering a clear and unified message.

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

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

    5. Serving as the clearinghouse for internal REFM communications.

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

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

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

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

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

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

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

    2. Developing and managing administrative policy.

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

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

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

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

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

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

    1. Performing curriculum and content design.

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

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

    4. Developing, managing and monitoring the training budget.

    5. Performing Training Plan Delivery Planning.

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

    7. Monitoring and managing ELMS database.

  2. The L&E staff:

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

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

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

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

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

    1. Copier Leasing

    2. Document Destruction

    3. Environmental, Safety and Health

    4. Mailroom Services

    5. Motor Vehicle Management

    6. Office Supplies

    7. Property Management

    8. Records and Information Management

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

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

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

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

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

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

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

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

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

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

    1. Conducting workplace ESH risk assessments.

    2. Conducting ESH compliance audits.

    3. Implementing Environmental Management Systems (EMS).

    4. Assisting in EMS internal and external audits.

    5. Providing general and targeted ESH awareness and training.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    7. Transfers permanent records to NARA.

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

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

  2. The Operations staff:

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

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

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

    4. Manages improvements in business processes and systems.

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

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

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

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

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

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

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

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

  3. The 14 Territory Managers:

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

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

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

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

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

Procurement

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

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

  3. To accomplish the mission, the Procurement organization:

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

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

  4. The Procurement organization consists of the following offices:

    • Workforce Management and Support Services Team

    • Procurement Policy

    • Information Technology

    • Business Operations

    • Electronic Procurement

    • Office of Strategic Acquisition Initiatives

Workforce Management & Support Services Team

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

    • Budget Execution

    • Facilities Management

    • Human Resource Management

    • Workforce Planning

    • Labor Relations

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

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

    • eTravel for Government (GOVTrip)

    • Travel cards

    • Purchase cards

    • Telecommunication support (VMS)

    • Single Entry Time Reporting (SETR)

    • e-Performance program

    • Form 450 filings

    • Facilities support which include health, safety and security

    • Various personnel actions and pay related issues

    • Succession planning

    • Recruitment and retention management

    • Monetary and non-monetary awards programs

    • Procurement’s New Employee Orientation

Procurement Policy

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

  2. The office is responsible for the following:

    • Office of Small Business and Reporting

    • Cost and Price Analysis Branch

    • Quality Assurance Branch

    • Policy and Procedures Branch

    • Treasury Acquisition Institute (TAI)

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

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

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

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

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

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

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

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

Office of Information Technology

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

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

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

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

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

Tier 2/3 Support Branch
  1. The Tier2/3 Support Branch is responsible for acquiring Tier2, Tier3, and tax processing products and services utilizing various contractual vehicles (i.e. formal contracts, simplified and commercial acquisitions, federal supply schedules, and Interagency Agreements.

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

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

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

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

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

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

    1. Administering quality assurance procedures.

    2. Conducting periodic reviews of contracts and simplified acquisitions.

    3. Ensuring appropriate workload distribution.

    4. Analyzing and updating existing policies and guidelines.

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

Office of Business Operations

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

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

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

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

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

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

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

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

Office of Electronic Procurement

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

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

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

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

Office of Strategic Acquisition Initiatives

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

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

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

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

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

Physical Security and Emergency Preparedness

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

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

    • Program, Planning and Policy Office

    • Area and Territory Offices

    • IRS HSPD-12 Project Management Office

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

Program, Planning and Policy Office

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

    • Physical security compliance reviews

    • Risk assessments

    • ID media

    • Occupant Emergency Plans

    • Security Guard Services

    • Incident Command Training

    • Support for Business Continuity Exercises

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

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

Area and Territory Offices

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

IRS HSPD-12 Project Management Office

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

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

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

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