Part 11. Communications and Liaison

Chapter 55. Wage and Investment

Section 2. Wage and Investment Communications and Liaison

11.55.2 Wage and Investment Communications and Liaison

Manual Transmittal

March 18, 2021

Purpose

(1) This transmits a revised IRM 11.55.2, Wage and Investment (W&I) Communications & Liaison (C&L). This IRM provides an overview of the C&L organization, along with its roles and responsibilities within W&I.

Material Changes

(1) Expanded Section 11.55.2.1 to incorporate Internal Control requirements.

(2) Edit 11.55.2.9.5 Sharing/Naming Digital Photographs 1. W&I C&L communicators store and share digital photos on a national shared drive.

Effect on Other Documents

IRM 11.55.2, Wage and Investment (W&I) Communications & Liaison (C&L), dated October 5, 2018 is superseded.

Audience

All employees within W&I who need communications support to achieve W&I business goals.

Effective Date

(03-18-2021)

Related Resources

IRM 25.16.1.15, Communications and Liaison - Overview.

IRM 11.1, Communications.

The W&I C&L Intranet web site can be found at https://irssource.web.irs.gov/WI/Pages/Home.aspx.

The W&I C&L Toolbox can be found at https://organization.ds.irsnet.gov/sites/WICOMM/SitePages/Home.aspx.



Karin M. Rice
Director, Wage and Investment Communications & Liaison

11.55.2.1 (07-02-2018)

W&I C&L Mission

  1. The W&I C&L mission 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. It is the employees of W&I C&L who actually deliver our Mission. Our success hinges on the personal innovation, commitment, and dedication of these employees. We commit to a positive and supportive environment where motivated and equipped employees provide our customers top quality service.

11.55.2.1.1 (03-18-2021)

Program Scope and Objectives

  1. W&I C&L consults with all W&I functions and other IRS Communications organizations to deliver internal and external communications strategically designed to achieve the Service’s business objectives.

  2. Purpose: Communications work delivered by W&I C&L includes strategic and tactical communications plans and implementing actions.

  3. Audience: The primary users of this IRM are the managers and employees of the W&I C&L function including supervisory public affairs specialists, lead/senior communications specialists/analysts, communications specialists/analysts, management and program analysts, management and program assistants and secretaries.

  4. Policy Owner: Director, Wage and Investment, Communications and Liaison.

  5. Program Owner: The senior communications specialist reporting to the director, W&I C&L, is responsible for the administration, procedures, and updates related to this program.

  6. Primary Stakeholders: The primary stakeholders are all W&I functions and their leadership who W&I C&L supports.

  7. Program Goals: The W&I C&L Mission Statement (IRM 11.55.2.1) states the goals for this program. These goals will be achieved by following the processes and procedures provided by this IRM.

11.55.2.1.1.1 (03-18-2021)
Background

  1. W&I C&L is an embedded Communications and Liaison organization. It is distinct from, but coordinates with, the service-wide C&L organization.

11.55.2.1.1.2 (03-18-2021)
Roles and Responsibilities

  1. As per IRM 11.55.21.2, the Director, W&I C&L, serves as the primary link between the W&I Commissioner and the W&I C&L organization, translating business goals into effective communication strategies and activities.

  2. W&I C&L Group Managers report directly to the Director, W&I C&L, and are responsible for overseeing the internal and external communications activities of each group.

  3. W&I C&L communications specialists report directly to a Group Manager and are responsible for developing, distributing, and measuring communications.

11.55.2.1.1.3 (03-18-2021)
Program Management and Review

  1. W&I C&L reports program updates in regular Operations Reviews with the W&I Commissioner and Deputy Commissioner.

  2. W&I C&L participates in and contributes to regular Commissioner Updates and quarterly Business Performance Reviews.

  3. In keeping with its support status, W&I C&L adopts the performance goals and measures of its functional customers and designs its work to help deliver their business objectives. See Mission Statement 11.55.2.1.1 and Roles & Responsibilities 11.55.2.2.

11.55.2.1.1.4 (03-18-2021)
Program Controls

  1. For IRS.gov content updates, W&I C&L approval is required before access to the Content Management Request System is granted.

  2. W&I C&L approval is required on all Online 5081 requests seeking authority to make intranet content updates.

  3. W&I C&L approval is required for any requests to change an existing or establish a new e-mail distribution list or shared mailbox. W&I C&L coordinates with IT to ensure all such requests meet a required naming convention.

  4. W&I C&L operates and controls access to its shared drive for use in storing and sharing documents within the function.

  5. W&I C&L follows the Writing References listed in 11.55.2.7.4.

11.55.2.1.1.5 (03-18-2021)
Terms/Definitions/Acronyms

  1. Acronyms used by W&I C&L include:

    • W&I C&L Wage and Investment Communication and Liaison

    • C&L Communications and Liaison (refers to the service-wide organization)

    • •AP Associated Press, as in Associated Press Style

  2. The term “traditional media” refers to most print and broadcast news delivery media such as television, radio and printed newspaper and periodicals.

  3. The term “social media” refers to relatively more recently developed platforms such as Twitter, Instagram, Facebook, and YouTube.

11.55.2.1.1.6 (03-18-2021)
Related Resources

  1. W&I C&L follows the writing references in 11.55.2.7.4.

  2. W&I C&L utilizes the communication vehicles shown in Exhibit 11.55.2-1.

  3. W&I C&L follows the guidelines 11.1.3, Communications, Contact with the Public and the Media.

11.55.2.2 (09-12-2008)

Roles & Responsibilities

  1. W&I C&L 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.

11.55.2.2.1 (09-12-2008)

Functionaries’ Roles and Responsibilities

  1. The Director, W&I C&L, serves as the primary link between the W&I Commissioner and the W&I C&L organization, translating business goals into effective communication strategies and activities. The Director also:

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

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

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

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

  2. W&I C&L Group Managers report directly to the Director, W&I C&L, and are responsible for overseeing the internal and external communications activities of each group. Additionally, Group Managers:

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

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

    3. Guide and monitor employee performance, assigning work to employees based on existing and future business priorities and requirements

  3. W&I C&L Communications Analysts report directly to a Group Manager and are responsible for developing, distributing and measuring communications. W&I C&L analysts:

    1. Consult with their assigned business clients, working in partnership to develop and deliver communication strategies, plans, actions and products to help meet their business goals

    2. Monitor the effectiveness of their actions, adjusting plans and products, as needed, to meet client needs

    3. Provide timely feedback to clients and management staff on the progress and effectiveness of their products and services

  4. W&I C&L Writer/Editors Communication Specialists report to the Group Managers, Campus Communications. Generally, Writer/Editors:

    1. Research, interview, write and edit communication products primarily targeting campus employees

    2. Provide graphic and photographic support for their news products and to fulfill other campus-related business needs

    3. Build and maintain relationships with campus executives, managers and employees to support campus-based communications, when needed

11.55.2.2.2 (07-02-2018)

W&I C&L Planning Groups

  1. The W&I Offline Editorial Board is comprised of W&I Communications Analysts and Writer/Editors who manage and control the content of the W&I Offline newsletter. See IRM 11.55.2.6.1, W&I Offline, for additional information on Editorial Board duties and responsibilities.

  2. W&I C&L creates planning groups, as needed, to support major communications strategies, involving the managers and communicators needed to deliver the strategy and implementation.

11.55.2.3 (09-12-2008)

W&I C&L Administrative Processes

  1. This subsection provides guidance on administrative processes and specialized tools used by W&I Communications and Liaison personnel.

11.55.2.3.1 (07-02-2018)

W&I C&L Shared Drive

  1. The W&I shared drive gives W&I C&L communicators the ability to share business-related files, documents, photos, etc. The W&I C&L shared drive is housed on the Atlanta National Enterprise Resource Domain (NERD) server.

11.55.2.3.1.1 (07-02-2018)
Shared Drive Roles and Responsibilities

  1. All W&I C&L communicators with access to shared drive folders are responsible for file maintenance and housekeeping. Typically, the subject folders should not contain more than 500 MB of information each.

11.55.2.3.1.2 (09-12-2008)
General Guidelines for Shared Drive Use

  1. Since the purpose of the shared drive is to share business information, W&I C&L communicators should:

    1. Post copies only, never post original files or documents, on the shared drive

    2. Use the shared drive for current documents, not for long-term storage

    3. Place files on the shared drive at anytime

    4. Post any business-related files such as videos, documents, photos, newsletters, etc. that colleagues may need

    5. Post to the shared drive by copying and pasting files or clicking on them, then dragging a copy to the appropriate folder

11.55.2.3.2 (07-02-2018)

E-mail Public Distribution List (DL) Systems

  1. W&I C&L is responsible for approving the creation of all Distribution Lists and Shared Mailboxes needed by W&I employees and functions. A Distribution List (DL) is a group of e-mail addresses established to facilitate frequent communication to an identified group(s). The DL allows an e-mail originator to quickly send a message to a group without individually entering employee e-mail addresses. In some cases, the number of people that have permission to use a DL is limited.

  2. All DLs and shared mailboxes are created with IT support and the W&I Point of Contact.

11.55.2.3.2.1 (07-02-2018)
Location of Distribution Lists

  1. DLs and shared mailboxes reside on the Global Address List (GAL) in Outlook. The GAL section is accessible to all IRS e-mail users.

  2. Outlook users can identify the members of a DL by double-clicking the desired list and looking in the "Members" box. The DL owner is also listed in this window.

  3. Those authorized to send a message to a particular DL are shown in the GAL under a separate list named Send to W&I name of DL. Those authorized to view the contents of a shared mailbox are shown in the GAL under a separate list named Access To W&I name of mailbox. The DL owner is also listed on this window.

11.55.2.3.2.2 (07-02-2018)
Distribution List and Shared Mailbox Format

  1. DLs mirror the W&I organization chart. W&I and its functions have established DLs for all employees, all managers, and all executives in their function.

  2. All new W&I DLs must begin with "&W&I" . All shared mailboxes within W&I must begin with *W&I.

  3. DLs should be defined in the "Notes" section of each DL. The "Notes" section should include a cross reference of who has permission to use the DL.

11.55.2.3.2.3 (09-12-2008)
Distribution List Ownership

  1. The DL owner is responsible for list maintenance as follows:

    1. Turbo/Automatic DLs are based on organization codes and populate automatically through personnel actions generated through HR Connect and require virtually no maintenance

    2. Manual DLs are manually populated by the DL owner

    3. New DLs that replace old DLs require deletion of the old DL

11.55.2.3.2.4 (09-12-2008)
Requesting Support for a new Distribution List or Shared Mailbox

  1. Contact the Point of Contact (POC) via e-mail at *W&I e-Mail Distribution List POC.

  2. The POC coordinates DL and shared mailbox development with IT.

11.55.2.3.3 (07-02-2018)

Record Retention

  1. W&I C&L creates paper and electronic products and other materials for external and internal audiences. Several federal laws, executive orders, and agency procedures require W&I C&L to maintain and dispose of these records according to established practices. See IRM 1.15.1, Records and Information Management, The Records and Information Management Program, and IRM 1.15.1.3.5, Responsibilities of the Information Resources Coordinator (IRC), for additional information.

  2. W&I communication products required for submission to the IRC include but are not limited to:

    • Talk Points and Fact Sheets delivered to National Office Media Relations

    • Newsletters (whether hardcopy or electronic)

    • Published photographic images

    • Speeches prepared by W&I C&L

  3. W&I C&L communicators are not required to submit communication products that are ultimately disseminated by others outside W&I C&L.

    Example:

    W&I C&L communicator creates a news release that is subsequently issued by Media Relations. Media Relations, not W&I C&L, is responsible for record retention.

11.55.2.4 (09-12-2008)

Working with Other C&Ls and Relationship Managers

  1. W&I C&L communicators may need to work with communicators in other C&Ls and/or relationship managers when:

    1. An issue needs to be communicated to employees outside W&I

      Example:

      Media and Publications (M&P) is recruiting employees from across the Service to participate in product focus group sessions.

    2. An issue needs to be communicated to audiences owned by another function or division

      Example:

      W&I needs to communicate Earned Income Tax Credit (EITC) information to the tax professional community, an audience which National Public Liaison (NPL) and Stakeholder Liaison support.

    3. An issue needs to be communicated through non-W&I corporate owned communication channels

      Example:

      W&I needs to communicate with congressional offices through the Congressional Quarterly, managed by SB/SE.

    4. Other C&Ls need to reach W&I employees or audiences through W&I-owned communication channels

      Example:

      W&I employees need information about changes in their leave and earnings statements.

11.55.2.4.1 (09-12-2008)

Engaging Other Communicators and Relationship Managers on W&I-owned Issues

  1. W&I C&L communicators should engage other communicators and relationship managers early in the planning process to prevent overlaps or disconnects in communications and to fully leverage knowledge of their audience’s perceptions, behaviors, communication needs, etc. and potential communication vehicles.

  2. W&I C&L communicators identify the appropriate C&Ls and relationship managers and advise their W&I C&L manager that outside participation will benefit communications.

  3. W&I C&L managers contact the appropriate function(s) and request a representative(s) be assigned to the project.

  4. Other C&L and relationship managers to consider include, but are not limited to:

    • W&I Stakeholder Partnerships, Education & Communication (SPEC)

    • Stakeholder Liaison

    • Governmental Liaison

    • Legislative Affairs

    • National Public Liaison

    • Media Relations

    • Taxpayer Advocate Service

    • Internal Communications

11.55.2.4.2 (07-02-2018)

Assisting Other Communicators with non-W&I-owned Issues

  1. The W&I C&L Director and his/her subordinate managers will serve as the primary point of contact with Media Relations on all W&I issues.

  2. When contacted by another C&L function for support, W&I C&L managers secure the pertinent information for proper assignment.

  3. When W&I C&L communicators receive requests for support from another C&L function, they secure and elevate the pertinent information to the W&I C&L managers for proper assignment.

  4. Whenever possible, W&I C&L managers consider existing client relationships with, but seek volunteers for new assignments whenever possible.

11.55.2.5 (09-12-2008)

Communication Planning

  1. Strategic communication planning helps W&I C&L meet its goal of supporting W&I’s strategic objectives. W&I C&L works with clients to plan, develop and set expectations for communications that best meet the clients’ business objectives. W&I C&L coordinates product development for its clients to ensure planned communications are integrated and delivered through the right channels, at the right time, and outcomes are measured and reported.

  2. Communication planning typically includes five major steps:

    1. Preparing to meet with the client

    2. Meeting with the client

    3. Completing the plan

    4. Implementing the plan

    5. Monitoring the results

11.55.2.5.1 (09-12-2008)

Preparing to Meet with the Client

  1. Prior to the initial client meeting, W&I C&L communicators should:

    1. Research available resources to learn about the client, including their strategic objectives and goals

    2. Talk to subject matter experts (SMEs) to determine major issues and previous approaches that were used to resolve issues

    3. Confer with other communicators who have worked with the client

    4. Identify linkages in W&I’s Operations Plan that specifically apply to the client

  2. W&I C&L communicators should formulate questions to pinpoint the client’s desired results, organize questions to flow in a logical manner, and review questions with other communicators or SMEs to refine the client discussion.

  3. W&I C&L communicators should be prepared to explain W&I C&L services.

    Example:

    Provide communication strategy successes, the benefits of strategic planning, value of stakeholder engagement, etc.

11.55.2.5.2 (09-12-2008)

Meeting with the Client

  1. W&I C&L communicators set the tone by moving toward results-oriented planning. Establishing and following an agenda for client meetings supports this objective.

  2. During the client meeting, W&I C&L communicators should:

    1. Ascertain the client’s desired outcome as a result of communication – how the end-state will differ from the current-state

    2. Determine who the key internal and external stakeholders are

    3. Help the client determine the appropriate target audience(s)

    4. Gather information and conduct a strengths, weaknesses, opportunities and threats (SWOT) analysis

    5. Refrain from commenting on policy issues; this is not the communicator’s area of expertise

    6. Ask numerous clarifying questions up-front to prevent miscommunication

    7. Determine if research exists on the client’s issue

    8. Request a subject matter expert be assigned to the project

    9. Discuss product clearance responsibilities and contacts; ensure the SME knows they are responsible for ensuring any needed Counsel review

    10. Listen closely to the client to ensure clarity regarding key components of the plan

11.55.2.5.3 (09-12-2008)

Preparing a Communication Plan

  1. Communication plans can have various degrees of detail, ranging from an in-depth Communication Strategy to a simpler Awareness Plan. W&I C&L communicators determine the type of plan needed for the initiative at hand. Awareness Plans inform the audience without the expectation of an action or change in behavior. Communication Strategies have specific expectations and seek to meet specific objectives. See Exhibit 11.55.2-1, W&I Communication Vehicles.

  2. To show how a specific communication plan supports the W&I business objectives, communicators should work with the client to tie their plan to the W&I Operations Plan.

  3. A communication plan should identify all internal and external audiences for whom messaging is appropriate. W&I communications often contain messages intended for W&I employees and managers. Communication plans also may include other internal audiences and/or an external communication component. Potential external audiences to be considered include:

    • Tax professionals

    • Members of Congress (field offices or committee members)

    • The media and the general public

    • Other stakeholder groups (engagement prior to communications may be needed)

  4. Once communicators identify all audiences, they must develop the tactical portion of their communication plan to outline the appropriate communication vehicles and products for message delivery. Communicators often develop multiple products. Options range from hard copy distributions to Web postings and e-mail. Communicators should also consider and leverage non-W&I channels and vehicles if the audience is broader than W&I.

    Note:

    Most IRS employees have Intranet and e-mail access. However, almost 50 percent of W&I’s employee base is campus-based and within this audience, access to electronic media is minimal for some departments. Paper product development and distribution may be necessary.

  5. W&I C&L communicators work with the client to identify specific measurable behaviors needed to achieve the desired business objectives that can be driven by communications.

    Example:

    If a plan promotes the electronic signature option you might compare the percentage of taxpayers with electronic signatures for one year versus the next year. Communicators then work with the client to determine the systems, tools and processes that best measure results.

    See IRM 11.55.2.5.5, Business Measures, for detailed information.

  6. Communicators determine if the communication need is one-time or if it will recur and on what basis.

    Example:

    Some needs are updated each filing season. Communicators determine timeliness/deadlines and gain agreement with the client on a time frame for each objective.

  7. The W&I C&L communicators consult with the appropriate SME for technical assistance before finalizing any plan to ensure accuracy and completeness of information.

  8. Communicators obtain appropriate approval from the client and the communications manager before the communication plan can be considered final.

  9. Communicators should post approved communication plans to the W&I C&L https://organization.ds.irsnet.gov/sites/WICOMM/Communication%20Strategies/Forms/AllItems.aspx.

11.55.2.5.3.1 (09-12-2008)
Components of a Communication Plan

  1. This sub-section describes what should be included when completing the communication table.

    • Objectives and Measures: Defines how planned communications will help meet the business objectives

    • Strategy: Summarizes the strategic approach (i.e., how the communicator and client will accomplish the goals of the plan)

      Example:

      Create general awareness among all employees. Use stakeholder relationship managers to educate partners and promote participation.

    • Audience: Lists each audience, segmented into the smallest groupings possible (if the audience is not all W&I employees, then list the target W&I organizations – Accounts Management, Field Assistance, etc.)

    • Message(s): Shows the most powerful, persuasive benefit(s) to each audience, and should be phrased in action statements

      Example:

      Check out the redesigned Innocent Spouse form and tell us what you think.

      Example:

      Make quality a group effort, using Contact Recording as a tool.

    • Communication vehicle: Lists the vehicles that will carry the communications (i.e., e-mail distribution list, external media outlets, employee newsletters, Intranet sites)

    • Communication Product: Lists the product that will be used (i.e. article, news release, frequently asked questions, flyer)

    • Communication activity: Describes the communication activity (i.e. announce Revenue Procedure changes to various audiences)

    • Communication Strategy Team: Lists individuals contributing to the strategy development, including representatives from the client organization, other C&Ls, and relationship managers

    • Communication Plan Creative Development and Implementation Team: Lists individuals responsible for creative development and implementation (this team may also contain representatives from the client organization)

    • Addendum: Components on the addendum can be used as needed to enable the development and execution of the plan

      Note:

      All components may not be applicable to all communication strategies and awareness plans.

11.55.2.5.4 (09-12-2008)

Monitoring and Managing the Plan

  1. W&I C&L communicators manage and monitor their assigned awareness plans and communication strategies on behalf of their clients. To do so, communicators should take these and/or any other applicable proactive measures throughout plan delivery. Adjustments may be made as necessary:

    1. Monitor action items to ensure they meet the client's objectives

    2. Determine whether the messages remain on-target

    3. Ensure all audiences are incorporated, and add/remove as necessary

    4. Monitor audience feedback, report to client and adjust as needed

    5. Monitor audience’s reaction(s) to message – including negative reactions and questions about new or revised procedures; address the reaction(s)

    6. Maintain contact with the client to determine whether communication needs are being met

    7. Monitor the measures to determine plan effectiveness

    8. Provide subsequent plan versions to the client, reflecting as actions are completed and other updates are necessary

    9. Post updated awareness plans and communications strategies to the W&I C&L Communication Strategy Web page

  2. Communicators can increase their value by educating themselves about the client's business, anticipating needs and making themselves available for regular consultation.

  3. In preparing to meet and share results with the client, W&I C&L communicators should prepare a close-out agenda, or quick overview of the project to include plan highlights, deliverables and discussion of the measured communication results. Ideally, the client will share the business and behavioral measured results at this time.

    Note:

    If this is an interim (milestone) results meeting, communicators should be prepared to present options to enhance results and discuss the possible implications of each.

11.55.2.5.5 (09-12-2008)

Business Measures

  1. Business (or client-driven) measures are often quantitative because the client has existing baseline data and is able to measure what he or she wants the target audience to do, such as increase their use of e-file.

    Example:

    Increase taxpayer use of Free File.

11.55.2.5.6 (09-12-2008)

Communication Measures

  1. W&I C&L communicators should link communication objectives to W&I and IRS strategic business objectives and business results. In its strategies, W&I C&L may use one or more quantitative and/or qualitative communication measures.

    Example:

    Quantitative measure - Achieve at least 2.7 million authentications via the "Where’s My Refund?" application.

    Example:

    Qualitative measure - Anecdotal information gathered through focus group or case study analysis.

11.55.2.6 (07-02-2018)

W&I Corporate-Owned Communication Vehicles

  1. W&I C&L manages W&I’s corporate-owned communication channels and is responsible for developing, publishing and distributing:

    • W&I Offline: a recurring (approximately nine times annually) all-employee newsletter with corporate and campus-specific information issued in hardcopy (limited quantity) to W&I campus employees and electronically to W&I headquarters, campus, and field staffs

    • The Insider: the W&I Intranet site with news articles, links to all functions within W&I; friendly reminders of current and upcoming events; Your Neck of the Woods in W&I, featuring employees across the country and activities of local interest across the country; the Insider is available to all IRS employees with Intranet access

    • Inside the Insider: a weekly e-mail to all employees with breaking news about initiatives or events and links to related content on The Insider

    • News from Business Units: a section of IRWeb that promotes non-location specific W&I news of interest to all IRS employees through a linked headline

    • All W&I employee e-mail messages

    • Weekly electronic newsletters – available in some Campuses

    • Closed-circuit TV system to promote corporate and local events, available in limited locations

  2. The purpose of these communication vehicles is to help meet W&I goals by effectively and efficiently disseminating information and messages to targeted W&I audiences or the entire W&I organization.

  3. Contributors can submit communication items or articles for publication via any W&I C&L staff member. See https://irssource.web.irs.gov/WI/Lists/CL%20Generic/DispItemForm.aspx?ID=8 for contact information. All articles must have client approval before submission.

    Note:

    All submissions are subject to the editorial guidelines. See IRM 11.55.2.7, Publication Standards, for additional information.

11.55.2.6.1 (09-12-2008)

W & I Offline

  1. W&I Offline is specifically designed to meet communication needs of W&I employees without Intranet access.

  2. The Offline Editorial Board meets monthly to discuss and schedule upcoming events and news articles of interest to W&I employees. Various topics are considered, and communications are planned using one or all the major communications vehicles, but the primary focus is to outline the content of future Offline issues.

  3. The W&I Offline editor-in-chief collects, edits, proofreads and does the layout for the corporate insert pages and forwards them to each campus.

    1. Campus versions are printed (limited quantity) each month with the common corporate insert pages plus local news

    2. An electronic version is posted on the Insider each month for employees in campus as well as headquarters and field offices

11.55.2.6.2 (09-12-2008)

The Insider

  1. The Insider is W&I’s Intranet site. It features:

    • Links to all W&I functions’ web pages

    • News articles about W&I initiatives and activities

    • Friendly reminders of current and upcoming events

    • Your Neck of the Woods, activities of local interest across the country

11.55.2.6.3 (09-12-2008)

Inside the Insider

  1. Inside the Insider is a weekly e-mail to all W&I employees.

  2. It promotes two or three new articles and several new Your Neck of the Woods features each week.

11.55.2.6.4 (09-12-2008)

News from Business Units

  1. The News from Business Units is a section of IRWeb. National Headquarters Internal Communications allows business unit communicators posting and content control of one Business Unit News (BUN) item to promote operating division articles or content of interest to the IRS as a whole. Each business unit may post a story of their choosing and post it for seven days. Stories may be changed at any time at the business unit’s option.

11.55.2.7 (09-12-2008)

W&I Publication Standards

  1. This subsection provides guidelines for producing professional publications that consistently support the W&I mission and strategic plan. Through clear and concise messaging, W&I C&L informs, educates and influences readers and promotes better understanding of W&I goals.

11.55.2.7.1 (09-12-2008)

Writing Format

  1. W&I C&L follows and adheres to the journalistic standards set forth in the AP Stylebook and to additional customized standards set by W&I C&L. See IRM 11.55.2.7.4, Writing References, for additional guidance on format and style.

  2. W&I C&L communicators should write and edit all articles and communication products (brochures, PowerPoint presentations, flyers, talking points, etc.) using:

    • Active voice

    • Plain, concise and clear language

    • Simple, strong, sincere tone

    • Bullets and lists

    • Short sentences, short paragraphs, short articles

    • Plenty of white space

    • Shortest significant number for statistics (round off $1,711,669,356.02 to $1.7 billion)

    • Inverted pyramid approach for news articles (most important information in first paragraph)

11.55.2.7.2 (09-12-2008)

Editorial Control

  1. All W&I corporate-owned communication vehicles exist as instruments to benefit and educate W&I employees and clients. W&I C&L reserves the right to review and reject any materials that are not consistent with IRS or W&I goals and vision, or that do not meet the standards listed above. See IRM 11.55.2.7.1, Writing Format.

  2. All products submitted to W&I C&L for inclusion in any W&I communication vehicle (Intranet, print, or Internet) must be 508 compliant and are subject to review for grammar, punctuation, clarity, conciseness, active voice, length, timeliness and any other considerations. See IRM 11.55.2.7.4, Writing References.

  3. W&I C&L does not use animated graphics on its Web site.

  4. W&I C&L uses photographs that are well composed, in focus and appropriate for the audience. See IRM 11.55.2.9, Photographic Support, for additional information.

  5. Clients are responsible for reviewing and approving all articles for technical accuracy. See IRM 11.55.2.8.2, Communication Product Clearance and Review, for further guidance.

11.55.2.7.3 (09-12-2008)

Articles Submitted to W&I C&L for Publication

  1. The National Treasury Employees Union (NTEU) may submit articles as agreed upon in the IRS/NTEU contract.

  2. Employee organizations may submit articles for publication. All articles must be appropriate for federal government employees.

  3. W&I may print a disclaimer in publications, such as, "The views expressed in this article are not necessarily those of the Internal Revenue Service" .

  4. Articles published will inform and promote the views of the IRS. W&I C&L will not publish articles that might violate law, subject the IRS to liability or improperly imply Service endorsement of an organization or its views. W&I C&L reserves the right to review and reject any materials that are not consistent with IRS or W&I goals and vision.

11.55.2.7.4 (09-12-2008)

Writing References

  1. W&I C&L communicators should refer to the following resources for writing guidance:

    • Publication standards: AP Style Guide

    • IRS Styleguide

    • NTEU/IRS Contract

    • IRS Employee Organization Policy

    • Insider Style Sheet

    • User-friendly communications (Internet access required)

    • Acronym Guidance

    • W&I C&L Toolbox

11.55.2.8 (09-12-2008)

Creating W&I Communication Products

  1. W&I C&L gives the highest priority to creating communication products for communication strategies and plans that directly support the W&I Operations Plan, business objectives, and new legislation.

11.55.2.8.1 (09-12-2008)

Communication Product Development Overview

  1. W&I C&L attempts to meet all client requests. Management considers/assigns product requests based on an issue’s sensitivity, visibility, number of taxpayers or employees affected, and the anticipated return on communication investment.

11.55.2.8.1.1 (09-12-2008)
Source of Communication Product Requests

  1. W&I clients come to W&I C&L with requests for many different products. Clients make requests for products in several different ways. For example, they might:

    1. Work with an assigned W&I C&L communicator to develop a communication strategy or plan calling for specific products. See IRM 11.55.2.5, Communication Planning.

    2. Contact a W&I C&L staff member with an ad hoc request for similar support.

    3. Contact a W&I C&L manager directly with a request.

11.55.2.8.1.2 (09-12-2008)
Fulfilling Product Requests

  1. Unless specified in an approved communication plan, the W&I C&L communicator and the manager must take several steps before beginning product development, including:

    1. Prioritizing the request against other requests, taking into account W&I objectives, project visibility, existing workload, etc.

    2. Identifying the audience

    3. Determining the client’s desired outcome

    4. Proposing and confirming key messages designed to deliver the desired outcome

    5. Determining when the client needs the product

    6. Recommending products that best meet the client’s needs

    Example:

    If a business unit needs to communicate quickly with a broad W&I audience, the W&I C&L communicator may determine the most effective product is an article on the W&I Insider or other vehicle.

  2. The communicator completes these steps and contacts the manager to request assignment of product creation and design assistance by appropriate staff. While most requests are fulfilled quickly by W&I C&L, if resident expertise does not exist within W&I C&L, or if workload limits additional tasks, the manager may direct the W&I communicator to complete a Form 1767, Publishing Service Requisition, or an electronic Publishing Services Request (PSR) and ask Publishing Services for assistance.

11.55.2.8.1.3 (07-02-2018)
Types of W&I C&L Communication Products

  1. Generally, W&I C&L produces few hard copy products and focuses instead on electronic products such as:

    • Web content

    • New web pages

    • E-mail templates

    • Scripts

    • Power- Point presentations

11.55.2.8.1.4 (09-12-2008)
Creating New Communication Products

  1. The W&I C&L communicator who designs the product delivers one or more sample products or proofs to the W&I C&L project lead communicator who confirms acceptance or forwards comments or changes from the client.

  2. If the final product requires outside printing, the W&I C&L communicator works with the client and Publishing Services to submit the specifications and Form 1767 or Publishing Services Request (PSR) to a vendor. The client is generally responsible for funding any printing costs.

  3. The client should approve content for any product before design and layout begins. W&I C&L staff edits all content to conform to AP style, including grammar, punctuation, clarity, etc. See IRM 11.55.2.7, Creating W&I Communication Products.

11.55.2.8.2 (09-12-2008)

W&I C&L Communication Product Clearance and Approval Process

  1. The W&I C&L communication product clearance and approval process ensures that all stakeholders (client, communicator, management, etc.) are involved in each step of the product creation and delivery process.

11.55.2.8.2.1 (09-12-2008)
Communication Product Clearance and Approval Roles and Responsibilities

  1. The client has ultimate responsibility for the technical accuracy of communications products including any necessary Counsel review. W&I C&L clients should assign a subject matter expert (SME) to play an active role in each phase of the product development process, from pre-production through the final clearance stage. All approvals must include reviews from within the appropriate organization and other interested functions prior to W&I C&L implementation.

  2. The W&I C&L communicator will guide the client through the clearance and review process, ensuring all stakeholders are identified and included in the approval process. The W&I C&L communicator also keeps the client and management informed of any issues that may impact the final product.

  3. W&I C&L management ensures the assigned communicator has completed the client review and clearance process. Management also alerts W&I C&L communicators to any issues that may impact product delivery, such as the need for additional reviews from a higher level in the organization or from additional offices with a stake in the product’s outcome.

11.55.2.8.2.2 (09-12-2008)
Additional Communication Product Clearance and Approval Considerations

  1. The W&I C&L communicator, editor, client and management will play an active role in the review of all internal communication products. Any changes made following client approval will be discussed with the originating author/client prior to publication.

  2. In addition to management, client, and SME approvals, W&I C&L communicators will consult with outside functions such as Media and Publications, Media Relations and NPL, to ensure external communication products meet their specific publication and policy specifications. IRM 11.55.2.8, Creating W&I Communication Products, for additional changes to conform to publication standards.

  3. The functional SME is responsible for any clearance through Counsel.

  4. Electronic signatures are used throughout the review and approval process to the maximum extent possible.

11.55.2.9 (09-12-2008)

Photographic Support

  1. This subsection defines consistent standards for digital photography within W&I and the level of photographic support W&I C&L provides for official events. W&I C&L’s first priority is capturing photographic images to support W&I corporate-owned communication vehicles.

11.55.2.9.1 (09-12-2008)

Guidelines for Taking Digital Still Photographs

  1. W&I C&L photographers should follow these photography guidelines:

    1. Check the location to pre-determine background and lighting conditions

    2. Stage the photo subjects to create the best photograph possible

      Example:

      If an award ceremony is involved, ask to stage the award photos after the ceremony, in addition to capturing the action shots to ensure quality photographs.

    3. Read the camera manual carefully and practice using the camera before taking it on an assignment

    4. Shoot several pictures of the subject

    5. Reduce camera shake when shooting at slow shutter speeds by using the optical viewfinder if available.

      Note:

      Communicators can hold cameras to their foreheads and use their elbows like bipods against their chests to add camera stability.

    6. Use the camera flash appropriately.

      Reminder:

      Unless you are shooting photos for official record, try to forgo the flash. Start shooting with available light and a steady camera to create photos with depth and feeling. A solid understanding of camera settings will ensure success in this available light environment.

    7. Compose photos by using tight shots or close-ups avoiding crowd shots where no faces are discernible, and avoiding photographs of backs of heads

    8. Avoid taking pictures facing into a bright window or having subjects facing the sun

      Example:

      If forced to shoot in a backlit situation, communicators should use the electronic flash on the flash fill setting to brighten the shadow areas.

    9. Select good backgrounds, avoiding white or light-colored walls, unless shooting from an elevated angle and background features such as plants, poles, or columns which could appear to be protruding from a subject’s head

    10. Avoid the cliché firing squad pose of subjects standing in a line. Try posing subjects outdoors, or with some seated, perched on a table, etc.

    11. Try to shoot action shots since photos that show action or activity tell a story within themselves

      Note:

      These shots will supplement the standard/cliché shots i.e., grip and grin; someone handing someone else an award; etc. that should also be shot.

    12. Avoid one individual in multiple shots

11.55.2.9.2 (09-12-2008)

Standards for Web-Based Photography

  1. Television and computer monitors display photos at 72 dots per inch (dpi). The following steps are the procedures for editing photos for this medium using Adobe Photoshop (the current common operating environment software):

    1. Open up the photo for editing

    2. Go to the Help menu

    3. Click on Resize Image and select Online; photo will be automatically adjusted to 72 dpi

    4. Alternatively, select Image, then click on Image Size, and make this adjustment manually

  2. At 72 dpi, Web page photos tend to be approximately 450 pixels wide, if using a horizontal format, or 300 pixels if using a vertical format.

11.55.2.9.3 (09-12-2008)

Resolution Standards for Print-Based Photography Using Digital Cameras

  1. Using the Image section on the Adobe Photoshop bar, any image can be re-sized, up or down.

    Example:

    A 16x20 photo at 50 dpi would become an 8x10 photo at 100 dpi.

    Print publications require a 300 dpi image, so keep this in mind when re-sizing and storing images.

11.55.2.9.4 (09-12-2008)

Guidelines for Storing Digital Photographs

  1. The most common format is the Joint Photographic Experts Group (JPEG) file format. This format provides good picture quality and reasonable file size. JPEG is a compressed format that throws away some image data to shrink the file to a smaller size. Most digital cameras offer two or three levels of compression. Cameras with lower compression ratios tend to have cleaner images.

  2. Storing a JPEG image at its highest quality level results in little degradation. Saving files with maximum compression settings can produce a 90 percent reduction in file size. This flexibility and the universal support for the JPEG standard in Microsoft Windows and on the Web make the JPEG format suitable for almost all applications.

  3. The format in which images are saved can directly affect picture quality. Using an uncompressed TIFF (Tag Image File Format) file provides the highest picture quality possible at a given resolution because this format stores full-color information for every captured pixel; however, uncompressed images require a large amount of storage space, almost 10 MB for a single photograph. This significantly reduces the number of images that will fit on a flash memory card or CD. Large files make photos more cumbersome to edit, and increases the time it takes to transfer them to a PC or even upload them to the Web.

11.55.2.9.5 (09-12-2008)

Sharing/Naming Digital Photographs

  1. W&I C&L communicators store and share digital photos on the national shared drive: CHM0010CPSHR1HQ\/Digital Photos.

  2. When storing on the national shared drive, communicators should remember to create a file name, label all of the photos, and store photos in their original size. Anyone needing these photos can then download them and create the proper resolution for their specific needs.

11.55.2.9.6 (09-12-2008)

Supporting W&I Photography Needs

  1. Guidelines for photography services provided by Headquarters, Campus or field offices in IRS publications or other communications vehicles include, but are not limited to:

    • Employee engagement events

    • Official award presentation ceremonies

    • Continuing Education Programs/training events

    • Official photos

11.55.2.9.7 (09-12-2008)

Scheduling On-Site Photo Services

  1. Photo services scheduled in advance receive priority consideration, except in the event of official executive events.

  2. Official executive events always have first priority. All other events/requests are scheduled as time and resources permit.

11.55.2.9.8 (09-12-2008)

Archiving Photos

  1. W&I C&L communicators are required to retain and archive photographs of senior IRS officials and important events that document the agency’s mission.

11.55.2.9.9 (09-12-2008)

Requesting Copies Of Digital and Hard Copy Photographs from Archives

  1. Requests for copies of digital and hard copy photographs for official purposes receive priority consideration. Unofficial requests are honored on a case-by-case basis.

    1. Digital photo copy requests require advance notice

    2. Archived photos require a two-week minimum notice, unless the requestor arranges to research archives him/herself

    3. Copies of archived photos will not be released without the consent of the local W&I C&L communicator.

      Note:

      At that time, a determination will be made as to whether the photo(s) will be scanned for the requestor or the original photo can be permanently released.

11.55.2.10 (09-12-2008)

Filing Season Planning

  1. Wage and Investment is a member of the cross-functional Filing Season Readiness Executive Steering Committee (FSR ESC). The FSR ESC provides executive oversight and certifies that IRS operations are in a state of readiness for the upcoming filing season. Because W&I customers comprise the majority of the taxpaying public and are integral to the filing season, W&I C&L takes a leading role in filing season planning and implementation, ensuring cross functional integration and support of current year objectives.

  2. FSR ESC activities begin in May of each year, ending the following January. This subsection identifies the W&I C&L filing season planning process, stakeholders and roles.

11.55.2.10.1 (09-12-2008)

Role of W&I C&L Filing Season Lead

  1. W&I C&L appoints a Filing Season Lead to direct the filing season efforts. The Lead meets with the W&I C&L Director and senior managers to identify the W&I C&L Filing Season Team. The W&I C&L Lead also:

    1. Provides direction to the filing season team

    2. Provides updates for the FSR ESC meetings and briefings to other officials when necessary

    3. Coordinates responses for ad-hoc requests or follow-up information

    4. Conducts periodic meetings with internal stakeholders, or the cross functional filing season team

    5. Certifies to the W&I C&L Director that W&I C&L is in a state of readiness for the upcoming filing season

11.55.2.10.2 (07-02-2018)

Role of W&I Filing Season Core Team

  1. The W&I C&L Filing Season Core Team is composed of W&I C&L Communicators, who are assigned to key areas including, but not limited to, CARE, CAS and RICS. Other W&I C&L communicators receive filing season assignments on an as-needed basis.

  2. The W&I C&L Filing Season Core Team:

    1. Identifies Servicewide functional stakeholders and a Point of Contact (POC) for each; a cross-functional filing season team is created from this list

    2. Assigns team members to specific functions or operating divisions, through the W&I C&L Lead or senior management, for product/message development and executive concurrence

    3. Identifies and inventories existing W&I C&L strategic communication plans containing messages/objectives for filing season delivery

    4. Works with POCs to identify other stakeholder issues and concerns.

      Example:

      (i.e. those that could give rise to possible filing season messages even though not related to an existing W&I C&L strategic communication plan) such as voluntary compliance, SB/SE concerns related to Schedule C filers, or e-services enhancements.

    5. Works closely with POCs to gather and develop final filing season messages and products, and attains executive concurrence

    6. Identifies internal and external communication vehicles

      Example:

      Each message/product is labeled for specific or multiple communication vehicles based primarily on the intended audience(s); such vehicles include: IRWeb, internal e-mail, IRS.gov, traditional and social media, and other external stakeholder channels.

    7. Reassesses the Individual IRS.gov web page and prioritization of messages and features

    8. Plans and implements filing season communications on the IRS Intranet.

    9. Updates the W&I C&L action items in the Filing Season Readiness Action Plan. Access the plan at: http://eppm.web.irs.gov/fsrreports.htm

11.55.2.10.3 (09-12-2008)

Role of W&I C&L Clients

  1. To facilitate accurate, timely and targeted publication and dissemination of filing season messages and products, internal organizational stakeholders through their assigned communicator or the W&I C&L filing season lead, identify and approve filing season messages and products based on Operating Division (OD) or functional business objectives. To streamline the process, each OD and function contributes:

    • Point of Contact and/or Subject Matter Expert

    • Technical content for products

    • Technical review and approval of products/messages

11.55.2.10.4 (09-12-2008)

Filing Season Readiness Certification

  1. The W&I C&L Filing Season Lead certifies to the Director, W&I C&L, that the organization is ready for the filing season. The certification date is determined by the Filing Season Readiness Executive Steering Committee, usually a December date, prior to the upcoming filing season.

  2. The filing season readiness certification includes:

    1. Verifying all W&I C&L action items in the Filing Season Readiness Action Plan are complete or will be completed by their respective due dates

    2. Sending the Certificate of Readiness to the Director, W&I C&L

  3. The Director, W&I C&L, signs and forwards the certification to the W&I Commissioner. See Exhibit 11.55.2-2, Filing Season Readiness Certificate, for an example of this certificate.

11.55.2.11 (09-12-2008)

Incident Management Communications

  1. W&I C&L supports Crisis Communications and all local Business Continuity Plans by serving as on-site internal and external communications experts, as appropriate. The suite of Business Continuity Plans includes:

    • Occupant Emergency Plan (OEP)

    • Business Resumption Plan (BRP)

    • Disaster Recovery Plan (DRP)

    • Incident Management Plan (IMP)

    Note:

    There may be other local plans in addition to those listed above.

11.55.2.11.1 (09-12-2008)

Incident Management Responsibilities of W&I C&L Communicators

  1. All W&I C&L staff located in the W&I Headquarters office, post-of-duty offices, or campuses follow and adhere to the duties identified in local plans for incident management communications.

  2. All W&I C&L staff should have copies of plans for their local area and be familiar with the communicator’s roles and responsibilities.

  3. The specific roles and responsibilities vary, depending on location of incident and availability of communicators from other divisions and functions.

11.55.2.11.2 (09-12-2008)

National Incident Management Communications

  1. Whenever Washington, D.C., is in an emergency status and the Service requires incident management communications, the following are the primary contacts for all communication efforts:

    • Chief, Communications and Liaison

    • Executive Officer, Communications and Liaison

    • Chief, Internal Communications

  2. If none of the three listed above can be contacted, W&I Headquarters will be the primary contact for Servicewide communications on behalf of Washington, D.C., in the order below:

    • Director W&I C&L

    • Chief, W&I C&L Communication Support Services

    • Chief, W&I C&L Corporate and Executive Communications

      Note:

      The Crisis Communications Plan located at http://communications.no.irs.gov/MR/resource_center/crisis/crisis_communications_index.htm is the official document to be used for official protocol steps.

11.55.2.11.3 (09-12-2008)

W&I Headquarters & Post of Duty Incident Management Communications

  1. W&I Headquarters and post-of-duty offices will generally be under the guidance of a Senior Commissioner’s Representative, who serves as the Incident Commander when an emergency occurs. The primary goal for W&I C&L is to provide communications support identified in the local plan, whether serving as primary or back-up communicator or as a member of the communication team.

11.55.2.11.4 (09-12-2008)

W&I Campus Incident Management Communications

  1. W&I C&L communicators located at campus sites are often identified as the primary communicator for the site. During an emergency situation, all communication roles are delegated by the site’s Incident Commander as described in the local Business Continuity Plan. If there is more than one communicator at the site, one will be identified as the primary communicator by the Incident Commander and others may serve as back-up or work as a member of the communication team. The main focus is to provide the necessary communications expertise, advice and support for the emergency. A list of communicators available for emergency purposes at campus sites is located at https://irssource.web.irs.gov/WI/Lists/CL%20Generic/DispItemForm.aspx?ID=28.

11.55.2.11.5 (09-12-2008)

Incident Management References for W&I C&L Communicators

  1. W&I C&L communicators should be familiar with the Occupant Emergency Plan (OEP) Service-Wide Repository, http://awss.web.irs.gov/FMSS/oep.html.

11.55.2.12 (09-12-2008)

Internet Support

  1. W&I C&L is responsible for consistent messaging and assistance to taxpayers via content posted to IRS.gov pages. Designated W&I C&L employees are authorized to input support request to OLS for content updates.

  2. W&I C&L achieves message consistency by reviewing and approving most content updates submitted by other W&I functions. Separate Administrative Guidance is available at htttps://irssource.web.irs.gov/WI/CL/WI administrative guidance IRS.gov.docx.

11.55.2.13 (09-12-2008)

W&I Intranet Support

  1. W&I C&L provides Intranet support, including web page design, maintenance and postings, to W&I functional clients. Assigned W&I C&L personnel, interface with W&I customer organizations which designate content owners as the main points of contact to coordinate postings to the W&I Insider.

11.55.2.13.1 (09-12-2008)

W&I Insider Intranet Oversight

  1. W&I C&L, Communication Support Services oversees the content, style and functionality of all web pages, files and messages associated with the W&I Insider web site. Messages include the Inside the Insider weekly e-mail that promotes articles posted on the Insider home page.

  2. W&I C&L CSS is responsible for:

    1. Continually analyzing and improving the Insider web site

    2. Proactively seeking news articles for the Insider home page

    3. Notifying the Director, W&I C&L, of any postings that may be sensitive

    4. Responding to user feedback received through various channels including the W&I Insider e-mail box

    5. Troubleshooting technical problems through IT server technicians

  3. W&I C&L webmasters who:

    1. Monitor, maintain and update the Insider home page by posting new articles to W&I News, Friendly Reminders, and the text-only version of the home page, and removing old articles from the home page and archiving them to the archive page

    2. Continually look for potential news articles

    3. Identify and elevate Insider Web-related issues they feel may be of concern to management

    4. Monitor and maintain folders and files on the W&I website (https://irssource.web.irs.gov/WI/Pages/Home.aspx), especially files in the root directory

    5. Troubleshoot all problems associated with the Insider home page and contact IT server technicians as needed for help with server issues

    6. Answer questions from users, clients and webmasters and provide consultation to individuals seeking assistance with sub-webs and other Web sites

    7. Research topics as needed to answer questions and solve problems

    8. Keep abreast of emerging technology and practices that may improve the Insider web site

    9. Maintain W&I articles posted on the IRWeb’s News From the Business Units

  4. Training requirements for webmasters include:

    • Online training for SharePoint Designer 2007 or the current equivalent Intranet page assembly program.

    • W&I C&L Webmaster Training (classroom)

11.55.2.13.1.1 (07-02-2018)
Role of W&I C&L Communicators

  1. The C&L Communicator establishes and maintains positive relationships with content owners. It is important that all W&I C&L staffers interact with all clients in a supportive manner that facilitates the best Intranet experience for site visitors. The assigned W&I C&L Communicator:

    1. Enters into active dialogue with the client at the beginning of the relationship to discover the content owner’s vision for their Web page

    2. Balances content owner expectations with the services that W&I C&L can reasonably deliver. It is important that roles and responsibilities be clarified at the beginning of the relationship to expedite task completion and minimize confusion

      Example:

      Communicators must ensure that content owners understand their responsibility to validate the technical accuracy of all information submitted for posting, just as webmasters are responsible for proper posting of information.

    3. Acts as a consultant

      Note:

      W&I C&L Communicators must be knowledgeable in a variety of communications media and use that knowledge as a consultative skill to benefit their client. W&I C&L Communicators strive to deliver the client’s message via the most appropriate communications medium and language. Thus, communicators should not hesitate to recommend a change in language or delivery method, etc., to improve the communication process, even if that recommendation excludes Intranet use.

  2. The communicator recommends possible web page improvements to clients. Communicators must always keep content-owner interest and reader usability as primary considerations when reviewing web pages. As a consultant, it is appropriate for W&I C&L to offer a solution for identified problems. The agreed upon solution should be in alignment with the client’s interests and W&I C&L’s professional responsibilities.

  3. The communicator and webmaster analyzes and interprets web posting requests from clients and:

    1. Provide feedback to the client as needed during the feedback process; W&I C&L should recommend appropriate improvements such as the insertion of related hyperlinks, editing of documents, and reformatting of pages

    2. Request additional information from client as needed

  4. The webmaster executes web posting requests from clients in accordance with the W&I C&L Communicator’s direction, including:

    1. Adding exit scripts to all non-IRS links

    2. Ensuring all links to IRS forms, publications, etc. go through the IRS Publishing repository

    3. Establishing "breadcrumb" trail (a textual record of the Uniform Resource Locator (URL) path taken to arrive at a given page)

    4. Creating "Send to" links

    5. Using template pages

    6. Creating appropriate bookmarks

  5. The webmaster notifies the W&I C&L Communicator of completion of web posting. The webmaster also performs ongoing maintenance on web pages in the assigned program areas including:

    1. Identify broken links and report them to client. Repair or delete broken links as requested

    2. Identify orphaned files and pages and report them to communicator. Re-link or delete orphaned files as requested

    3. Recommend deletions and archive documents as appropriate

  6. The webmaster maintains the style and format (look and feel) of Insider web pages using the templates provided on the staging server. The webmaster notifies their manager and other appropriate individuals regarding web posting requests that may involve high-profile and sensitive issues. This ensures the request is appropriate and the material is cleared for posting. The webmaster consults and collaborates with others in W&I C&L, in the W&I Operating Division and in other organizations outside of W&I, to maximize accuracy and effectiveness of materials posted to the W&I web site.

  7. Each W&I program area has an assigned primary backup webmaster, and a secondary backup. The current list of assignments can be found on the https://irssource.web.irs.gov/WI/Lists/CL%20Generic/DispItemForm.aspx?ID=41

11.55.2.13.2 (09-12-2008)

Role of Content Owners and Content Providers

  1. Content owners and other content providers for the W&I Operating Division should produce and maintain effective Intranet and Internet web content that support the strategies of the W&I organization including technical accuracy, timeliness, maintenance and sensitive issues.

11.55.2.13.2.1 (09-12-2008)
Technical Accuracy

  1. Content owners and Subject Matter Experts are responsible for ensuring the technical accuracy of all web page information.

  2. Client needs, such as new business measures, programs or reorganizations, provide opportunities for a new page or to revise an existing Web page.

    Example:

    Hurricane disasters and changing tax law surrounding the storms required a new web page to communicate and address these issues.

11.55.2.13.2.2 (09-12-2008)
Timeliness

  1. SMEs content owners and W&I C&L consultants should have a clear indication of when web page content is needed. Content owners and SMEs must specify their due date expectations in their requests.

11.55.2.13.2.3 (09-12-2008)
Maintenance

  1. In addition to the assigned W&I C&L webmaster, W&I C&L communicators, SMEs and content owners should all regularly check to make sure posted information is current, accurate and a reflection of the W&I organization. All should regularly check the following items:

    • Usefulness of content and layout – If there are new business measures/strategies, reorganize the page so that the newest items are more prominent and easily accessible

    • Broken links – Correct with new information or remove the link if it is not needed. If the link is duplicated on another page, make sure it is also removed

    • Old data – If data is old but still useful as a reference tool, archive it by placing it on a new page linked to the original page

    • Obsolete and orphaned data - When the content owner identifies data that is obsolete, they should request that the webmaster remove it from the page and either delete it or place it in a folder on a shared drive

      Note:

      If anyone identifies obsolete or orphaned data, they should consult with the SME and/or content owner before deleting or moving it.

    Example:

    Reports for prior years can be labeled as "Past Reports" and shown on the page underneath the current reports.

  2. Assigned W&I C&L communicators may suggest new topics, especially when a new business measure or strategy applies to the organization or the majority of the users.

  3. Content owners and SMEs are responsible for the technical accuracy of information. However, the webmaster can make changes that do not change the technical meaning or accuracy.

11.55.2.13.2.4 (09-12-2008)
Sensitive Issues

  1. If a content owner or SME wants to post information related to a high profile topic or sensitive issue, W&I C&L communicators and webmasters should first notify their manager or other appropriate management officials before posting.

Exhibit 11.55.2-1

W&I Communication Vehicles

If you need to…. Then use…. Best For…. . Limitations…
Promote upcoming events or news article for W&I employees W&I Offline Presenting news or sharing campus-specific information in a formal format. Deadline for article submission is generally two weeks prior to publishing. Paper versions to W&I Campuses and e-versions to all others
Communicate fast breaking news with a broad W&I audience W&I Insider Delivering fast breaking messages to Headquarters (HQ), area office and campus employees. Many campus employees do not have Intranet access unless registered through Campus Kiosks.
Communicate broad reaching information that is not time-sensitive. Inside the Insider Pushing information directly to employees via e-mail. Delivered first work day of each week. Special editions are infrequent.
Promote articles of interest to all employees. News from Business Units (section of IRWeb) Highlighting news not otherwise featured on IRWeb. We only have one slot so items are easily bumped based on priority.
Promote awareness of important programs, deadlines, special recognition, etc. (at the executive level)

Example:

Survey message, All W&I employee e-mail message

 All W & I employee (and/or all W&I Manager) e-mail message Pushing messages directly to HQ, area office and campus managers. Many campus employees do not have e-mail unless registered through Campus Kiosks.
Promote information that must be relayed quickly

Example:

Shut-down directions

 Telephone tree calls through functional management chain Communicating in emergency situations may be dependent on immediate supervisors for relay of message. Many campus employees do not have telephone access thus reliance is on managers to verbally pass along the message.
Exhibit 11.55.2-2

Filing Season Readiness Certificate

Filing Season Readiness Certificate


FROM: DIRECTOR, WAGE AND INVESTMENT COMMUNICATIONS AND LIAISON

SUBJECT: 2019 FILING SEASON READINESS CERTIFICATION


This is to certify that W&I Communications and Liaison has incorporated all elements of the basic filing season certification document into their overall planning process. Accountability for each item has been established. All items will be monitored for progress and timely delivery to ensure a successful filing season.

SIGNATURE:_____________________________________________

PRINT NAME:______________________________________________

DATE:_____________________________________________