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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 13. Wage and Investment (Cont. 3)

1.1.13  Wage and Investment (Cont. 3)

1.1.13.11 
Customer Account Services

1.1.13.11.4 
Accounts Management (AM)

1.1.13.11.4.3 
Policies, Procedures and Guidance (PPG)

1.1.13.11.4.3.1  (03-01-2007)
Accounts

  1. The mission of Accounts is to develop policy, procedures and guidelines for processing for the following W&I AM programs:

    • Accounts Maintenance

    • Statutes

    • Organizational Overview

    • Operational Guidelines

    • Tax Offsets

    • Non-tax Refund Offsets or the Treasury Offset Program (TOP)

    • Injured Spouse Allocations ( Form 8379, (Injured Spouse Allocation)

    • Third Party Authorizations

    • Centralized Authorization File (CAF)

    • Reporting Agents File (RAF)

    • Practitioner Priority Services (PPS)

    • Other telephone and paper Accounts

  2. Management programs include:

    • High Risk Transcripts

    • Information and updates on Systems

    • Research (including Corporate Files on Line (CFOL))

  3. The Section also serves as liaison with Financial Management Service (FMS) and manages the work planning, monitoring and reporting for reimbursables as they relate to the TOP.

  4. To accomplish the mission, Accounts:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures

    2. Develops IRMs for Accounts Maintenance Transcripts, Statutes, Refund Offsets, Injured Spouse Allocations, High Risk Transcripts, Practitioner Taxpayer Identification Number PTIN, CAF/RAF, Systems, and Research tools used by Accounts Management employees; Operational Guidelines, Reference Material and Organizational Overview, as well as other telephone and paper Accounts Management Programs

    3. Prepares WP assumptions and cost revisions based upon annual and legislative changes impacting assigned programs

    4. Coordinates all program area activities related to IRM publishing and distribution; interacts with W&I AM IRM Coordinator and internal publishing services to ensure requirements are met and proper layout of paper and electronic versions, IRM pages, and tracks field feedback on the IRM

    5. Assists with program area training development efforts coordinated by Training/Miscellaneous and the Learning and Education organization to ensure training is delivered timely using current materials

    6. Serves as subject matter expert (SME) for program assignments on cross-functional issues

    7. Serves as liaison to FMS and other Agencies to resolve TOP problem cases

    8. Works with the Chief Financial Officer (CFO) on TOP reimbursables

    9. Reviews and responds to Servicewide Electronic Research Program (SERP) feedback

    10. Reviews, evaluates and coordinates employee suggestions on assigned program responsibilities

1.1.13.11.4.3.2  (03-01-2007)
Individual Adjustments

  1. The mission of Individual Adjustments is to develop policy, procedures and guidelines for processing for the following AM programs:

    • Individual Adjustments

    • Individual Filing and Adjustments

    • Math Error

    • Probe and Response Guide

    • Refunds

    • Amended Returns/Claims

    • Telephone Transfer Guide

    • Other telephone and paper account management programs

  2. To accomplish the mission, Individual Adjustments:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures; develops IRMs for Adjustments, Math Error, Probe and Response, and other telephone assistor-related IRMs

    2. Prepares WP assumptions and cost revisions based upon annual and legislative changes impacting Adjustments and Telephone-related programs

    3. Coordinates program area activities related to IRM publishing and distribution; interacts with vendors and internal publishing services to ensure requirements are met and ensures proper layout of paper and electronic version IRM pages and tracks field feedback on the IRM

    4. Assists with program area training development efforts coordinated by Training/Miscellaneous and the Learning and Education organization to ensure training is delivered timely using current materials

1.1.13.11.4.3.3  (09-01-2005)
Business Adjustments

  1. The mission of Business Adjustments is to develop policy procedure and guidelines for processing the following AM programs: Business Filing and Employer Identification Numbers (EINs).

  2. To accomplish the mission, Business Adjustments:

    1. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advances, and other sources to write or revise IRM procedures; develops IRMs for Business Filing and Adjustments EINs

    2. Develops WP assumptions and cost revisions based upon annual and legislative changes impacting Business Adjustment-related programs

    3. Coordinates activities related to IRM publishing and distribution; interacts with the W&I AM IRM Coordinator and internal publishing services to ensure requirements are met and ensures proper layout of paper and electronic version IRM pages, and tracks field feedback on the IRM

    4. Assists with training development efforts with Training/Miscellaneous and the Learning and Education organization to ensure training is delivered using current materials

1.1.13.11.4.3.4  (03-01-2007)
Training/Miscellaneous

  1. The mission of Training/Miscellaneous is to:

    1. Coordinate training efforts with field offices and work with the Learning & Education (L&E) organization to deliver specific functional training for all AM programs

    2. Provide specialized expertise to revise and develop new training material based upon changing legislation, policy decisions, technology, and other factors

    3. Develop policy guidelines and procedures for ETLA and procedures for AM manager and systems analysts

  2. To accomplish the mission, Training/Miscellaneous:

    1. Ensures all AM training material is written or revised to correspond with changes in tax law, policy, and IRM procedures

    2. Delivers, with L&E, functionally specific training

    3. Coordinates training efforts with AM Program Management and Process Assurance when specific specialized expertise is needed to develop training

    4. Coordinates all activities related to IRM publishing and distribution, interacts with vendors and/or internal publishing services to ensure requirements are met; ensures proper layout of paper and electronic version IRM pages and tracks field feedback on IRM

    5. Develops and updates tax law content for IRS.gov applications (i.e. Tax Topics, Tax Trails, Frequently Asked Questions)

1.1.13.11.4.3.4.1  (09-01-2005)
Technical Communication Team

  1. The mission of the Technical Communication Team (TCT) is to create easy-to-use, plain language, documents from IRMs and other sources of technical information. These documents are referred to as Technical Communication Documents (TCDs) and are used in conjunction with the IRM, with the goal of reducing research time and improving quality. Requests for TCDs from individuals, focus groups, program managers, and IRM authors are considered when determining what TCDs will be produced.

  2. TCT reports to the Chief of Training and Miscellaneous.

  3. To accomplish its mission, the TCT:

    1. Analyzes embedded quality reports for error trends

    2. Creates user-friendly job aids

    3. Maintains a web site to ensure easy access to TCDs

    4. Performs technical accuracy reviews of TCDs on a regular basis

    5. Ensures that TCDs are publicized

1.1.13.11.4.4  (03-01-2007)
Notice Gatekeeper

  1. The mission of the Notice Gatekeeper is to provide Servicewide assistance with the downstream impact of taxpayer responses to IRS communications

  2. To accomplish its mission, the Notice Gatekeeper supervises a staff to accomplish the following:

    1. Act as liaison with other BODs concerning the timing and issuance of taxpayer communications to maximize levels of service and minimize taxpayer burden and to evaluate timing of notices and correspondence

    2. Provide guidance to BODs relative to the notices and correspondence processes

    3. Review for call site impact all new and revised taxpayer communications, both electronic and paper, that reference IRS toll-free numbers; communications requiring this review include
      Computer letters
      Computer paragraphs
      Correspondex letters via the Integrated Data Retrieval System (IDRS)
      Form letters
      Forms
      General letters
      IRMs
      Newsletters
      Notices
      Pattern letters
      Pattern paragraphs
      Publications
      Stuffers
      Text provided for publication on IRS.gov

      Exception:

      Manually prepared taxpayer letters issued in volumes of less than five are exempt from this review.

  3. The Office of the Notice Gatekeeper is the enterprise point of contact when significant volumes of erroneous notices are issued or there is a risk of issuing considerable volumes of erroneous notices. It has oversight responsibility for the formulation, implementation and monitoring of related recovery plans.

  4. The Notice Gatekeeper is also responsible for the development and maintenance of the Desktop Integration (DI) system for AM users. To accomplish this mission, DI staff:

    1. Coordinate business requirements with the business owners

    2. Manage the change request process for enhancements

    3. Act as the liaison between the business units and MITS

    4. Act as the liaison for coordinating cross-business unit DI issues

1.1.13.11.4.4.1  (03-01-2007)
Electronic Services and Programs

  1. The mission of Electronic Services and Programs (ESP) is to deliver customer account electronic tools.

  2. The Chief, Electronic Services and Programs, reports to the Notice Gatekeeper.

  3. To accomplish the mission, ESP:

    1. Develops and implements the business requirements for the SERP system

    2. Develops, delivers and maintains the Correspondex letter generating system

    3. Delivers and maintains Accounts Management applications on IRS.gov

1.1.13.11.4.5  (03-01-2007)
Accounts Management Project Management Office

  1. The mission of the Wage & Investment, Accounts Management (AM) Project Management Office (PMO) is to improve AM administrative business processes and organizational staffing by providing guidance and direction on modernization initiatives through a variety of major analytical studies, special projects, and assignments. More specifically, the AM PMO, ensures campus and remote sites’ adherence to the organizational blueprint and monitors Authorized Staffing Patterns and their impact and progress towards achieving and maintaining the modernized end-state goals.

  2. To accomplish the mission, the AM PMO:

    1. Ensures that sites continue toward the end-state organizational blueprint and, when achieved, maintain adherence

    2. Assists the PMPA staff on Filing Season Readiness/Program Reviews

    3. Assists sites with HR Connect Issues

    4. Prepares Requests for Organizational Change (ROC) for W&I AM sites

    5. Assists in planning and implementation of AM realignments and ramp-downs

    6. Provides guidance and support to the AM sites’ movement towards the end-state organization

    7. Focuses on specific projects identified by AM

    8. Monitors the progress and implementation of projects

    9. Develops business cases and prepares briefing and decision documents related to organizational transitions

    10. Analyzes the impact of new project resource needs against current resource commitments

    11. Communicates project impact to the Director and Deputy Director as well as campus and remote sites; coordinates necessary changes with the business unit and Embedded Human Capital Office (HCO)

  3. The AM PMO operates in close coordination with the Offices of:

    • Embedded HCO

    • Strategy and Finance

    • Other PMO Staffs

    • Chief, PMPA

    • AM Field Directors and staffs

1.1.13.11.4.6  (03-01-2007)
Correspondence Imaging System Project Management Office

  1. The mission of the Correspondence Imaging System (CIS) Project Management Office is to more efficiently provide services via scanning adjustments paper receipts into digital images. When fully implemented, customer service representatives (CSRs) will have universal access to the imaged adjustments work.

  2. To accomplish the mission, the Project Manager supervises a staff to accomplish the following:

    1. Develop business cases for CIS and CIS-related projects

    2. Provide AM business expertise to complement MITS knowledge

    3. Provide business requirements for project

    4. Monitor development of CIS

    5. Coordinate development of Milestone Artifacts in accordance with accepted standards and practices

    6. Analyze the impact of new project resource needs against current resource commitments

    7. Manage business unit issues and risks for the project

    8. Establish measures to capture business benefits

    9. Participate in and evaluate system integration and user acceptance testing

    10. Implement and deploy CIS throughout the organization

    11. Conduct post-implementation reviews to evaluate benefits derived

  3. The CIS Project Office operates in close coordination with the following Offices:

    • Business Systems Planning (BSP)

    • Division Information Officer (DIO)

    • MITS

    • Other Business Units

1.1.13.11.4.7  (03-01-2007)
Chief Accessibility Coordinator

  1. The mission of the Chief Accessibility Coordinator is to support the mission of AM by recruiting and hiring people with targeted disabilities for positions within CAS and Campus Compliance and provide Servicewide assistance to management, employees, and external customers on accessibility issues.

  2. To accomplish its mission, the Chief Accessibility Coordinator:

    1. Provides management and oversight to the IRS/Lions World Services for the Blind (LWSB) Programs, not limited to recruitment and training

    2. Acts as a liaison to AM and Compliance and employees who have questions concerning disabilities and accessibility

    3. Serves as the CAS chief point of contact for the Local Accessibility Coordinators (LACs) and their collateral duty assignments

    4. Serves as the liaison to customers in securing IRS notices in Alternative Media; Braille, Large Print, or CD-ROM

    5. Serves as a Consultant with Alternative Media Center (AMC), Information Resources Accessibility Program (IRAP), Equal Employment & Diversity (EEOD), and other BODs on adaptive equipment, accessibility, and reasonable accommodation issues

    6. Oversees the administration and maintenance of the Customer Service Agreement between CAS, AMC, and L&E

    7. Coordinates, with L&E, the development of training programs for managers who supervise employees with disabilities

    8. Identifies barriers that prevent employees with disabilities from performing at full potential

    9. Analyzes the impact of new systems or applications on existing adaptive equipment and compliance with Section 508 guidelines

1.1.13.11.4.8  (03-01-2007)
Field Directors, Accounts Management

  1. The mission of the Field Directors, AM at the Andover, Atlanta, Austin, Brookhaven, Cincinnati, Fresno, Kansas City, Memphis, Ogden, and Philadelphia Campuses, is to provide top-quality customer service by timely and efficiently responding to taxpayer questions and helping them understand and meet their tax responsibilities.

  2. To accomplish the mission, the Field Directors, AM:

    1. Provide executive leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers in call sites that are located within their directorate

    2. Assist AM Headquarters (HQ) with the formulation of short- and long-range program policy guidance, procedures, strategies and objectives

    3. Provide guidance, assistance and direction to call centers within their directorate to ensure timely, accurate and efficient program delivery

    4. Provide guidance, assistance and coordinate program activities with the Director and Deputy Director, AM, to prepare Servicewide policy guidance, address cross-functional issues, develop strategies, and ensure consistency of approach e.

    5. Ensure subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    6. Coordinate with AM HQ on the development of resource planning schedules

    7. Takes a lead role in the development of their subordinate managers, promoting a sound succession planning process for AM

    8. Assist their subordinate manager in the resolution of complex issues

    9. Interact with other functions and operating divisions for shared services needs (recruiting, facilities, etc.)

    10. Coordinate with personnel and other BODs represented at their respective campuses

  3. The following managers report to the Field Directors, AM:

    • Campus Operations

    • Remote Operations

    • Planning and Analysis

    • Site Coordinator (in consolidated sites)

1.1.13.11.4.8.1  (03-01-2007)
Campus Operations

  1. The mission of Campus Operations is to provide taxpayers with top-quality customer service by responding to taxpayer questions and helping them understand and meet their tax responsibilities. Program responsibility include:

    • Toll-free Telephones

    • Adjustments and Correspondence

    • Practitioner Priority Services (PPS)

    • Taxpayer Relations

    • EIN, Internet EIN (IEIN), Practitioner Taxpayer Identification Number (PTIN)

    • CAF and Power of Attorney (POA)

    • RAF

    • International Programs (Austin, Ogden and Philadelphia only)

    • CIS Clerical Support and other related activities

    • Campus Mail Support (in consolidated sites)

  2. To accomplish its mission, Campus Operations:

    1. Provides leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers

    2. Participates in the formulation of short- and long-range program policy guidance, procedures, strategies and objectives

    3. Provides guidance, assistance and direction to the call center to ensure timely, accurate and efficient program delivery

    4. Ensures subordinate managers operate as an effective management team and all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    5. Supports the development of subordinate managers and assists them in the resolution of complex issues

    6. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.) represented at their respective campuses

1.1.13.11.4.8.1.1  (03-01-2007)
Telephone Systems Administrators

  1. The mission of Telephone Systems Administrators is to provide support to the Field Directors, AM, ensuring adherence to schedules by monitoring and managing the Automated Call Distributor.

  2. The Telephone Systems Administrator Manager reports to either the Campus or Remote Operations Manager.

  3. To accomplish its mission, Telephone Systems Administrators:

    1. Review planning period requirements and provide staffing projections to the business unit/JOC

    2. Coordinate telephone staffing reductions/adjustments with the Business Unit/JOC

    3. Plan adherence to half-hourly staffing schedules for all applications

    4. Monitor application performance and manage the workforce to meet fluctuations of actual demand

    5. Monitor the system and report systems problems to JOC

1.1.13.11.4.8.2  (03-01-2007)
Remote Operations

  1. The mission of Remote Operations is to provide taxpayers with top-quality customer service by responding to taxpayer questions and helping them understand and meet their tax responsibilities. Program responsibilities include:

    • Toll Free Telephones

    • ETLA

    • R-Mail

    • Special programs on as needed basis (e.g. disaster assistance)

  2. To accomplish its mission, Remote Operations:

    1. Provides leadership and direction for paper, electronic and telephone inquiry programs through subordinate managers

    2. Participates in the formulation of short- and long-range program policy guidance, procedures, strategies and objectives

    3. Provides guidance, assistance and direction to the call center to ensure timely, accurate and efficient program delivery

    4. Ensures that subordinate managers operate as an effective management team and that all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    5. Supports the development of subordinate managers and assists them in the resolution of complex issues

    6. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.) represented at their respective remote location

1.1.13.11.4.8.3  (03-01-2007)
Planning and Analysis

  1. The mission of Planning and Analysis is to provide support to the Field Directors, AM, ensuring that service policies, programs and procedures are applied uniformly and efficiently.

  2. To accomplish this mission, Planning and Analysis:

    1. Analyzes processes to identify and resolve systemic and procedural problems

    2. Conducts conformance reviews and site assistance visits, prepares reports, and validates site performance

    3. Reports on progress toward delivering the assigned program goals as well as objectives and measures

    4. Monitors program delivery to ensure quality and consistency

    5. Provides oversight that facilitates the timely accomplishment of all program goals and objectives

    6. Coordinates specific projects or programs for the Field Director, AM

    7. Disseminates and consolidates responses to Director’s controls received from the Director or Deputy Director, AM, or other areas

    8. Organizes and monitors implementation of new programs

    9. Serves as the central point of contact for work plan and budgetary matters

    10. Assists with business unit site assistance visits

    11. Coordinates and supports AM PMO on issues related to the directorate’s organizational structures

    12. Monitors business results and makes recommendations to assist in the formulation of short- and long-range program policy guidance, strategies and objectives

    13. Assists with the coordination of program activities to address cross-functional issues, develop strategies, and ensure consistency of approach

    14. Ensures functional programs comply with all existing quality policies and procedures and strives to improve the accuracy and timeliness of responses

    15. Conducts statistical analysis and evaluation of the elements comprising AM balanced measures

    16. Works with CAS Finance to monitor recourses and project needs

    17. Interacts with other functions and operating divisions for shared services needs (recruiting, facilities, etc.)

    18. Coordinates with local support functions (e.g. Agency-Wide Shared Services, Personnel Services) and other BODs represented at their respective campuses

1.1.13.11.4.8.4  (03-01-2007)
Site Coordinator

  1. The mission of the Site Coordinator is to provide the primary support for cross-unit coordination and collaboration involving major activities across multi-organizational functional and operations reporting structures in a campus environment, and provide administrative support where a central point of contact on campus adds value. The Site Coordinator provides direct support to the Senior Commissioner’s Representative (SCR), the AM Field Director, especially concerning but not limited to, dealing with rapid response/emergency situations on campus including the coordination of all incident management planning and implementation

  2. To accomplishment this mission, the Site Coordinator:

    1. Provides the primary support for the cross-unit coordination by overseeing major activities that affect multiple functions with different reporting structures, ensuring cross-functional cooperation, coordination and consistency

    2. Serves as a primary liaison to ensure administrative and logistical support is provided to all campus entities by working with MITS, AWSS and other supporting organizations

    3. Serves as the liaison between all campus organizations in the development of administrative polices and practices and communicates and disseminates campus-wide decisions, policies and procedures

1.1.13.11.5  (03-01-2007)
Joint Operations Center

  1. The mission of the Joint Operations Center (JOC) is to provide world-class service, support and technology for BODs and functional organizations to achieve their desired service levels for all telephone, correspondence and electronic media inquiries within agreed resource and staffing parameters.

  2. To accomplish the mission, the Director, JOC supervises a staff which provides real-time service by:

    1. Routing telephone calls dynamically

    2. Balancing service delivery for taxpayer-initiated telephone, correspondence and electronic media

    3. Identifying corporate opportunities for improved JOC-related services

    4. Facilitating daily communications between JOC and call sites on workload issues

  3. The JOC plans and analyzes by:

    1. Building detailed telephone work plans and schedules for call sites based on operating division high level work plans

    2. Identifying trends for real-time management and future planning

    3. Performing ad-hoc requests for specialized analysis for BODs

  4. The JOC provides technology support by:

    1. Implementing telecommunications plans for call sites (i.e. capacity planning, circuitry and call routing)

    2. Troubleshooting JOC telecommunication and I/S equipment issues

    3. Upgrading equipment and technology

    4. Performing "help desk" functions for call distribution

    5. Implementing business rules into JOC systems

    6. Overseeing contractors' work

  5. The JOC assesses enhancements by:

    1. Monitoring and assessing emerging industry and technology trends

    2. Working closely with other JOC entities and BODs to ensure smooth transition of enhancements from conceptualization to production

  6. The JOC supports the Director by:

    1. Researching, analyzing and responding to ad hoc requests from various IRS sources

    2. Preparing strategic plans, decision papers, and presentations

  7. Direct reports to the Director, Joint Operations Center include:

    • Chief, Operations

    • Chief, Planning and Analysis

    • Chief, Business Requirements Integration & Development Group (BRIDG)

    • Chief, Contact Center Strategy and Architecture

    • Directors Staff

1.1.13.11.5.1  (03-01-2007)
Operations

  1. The mission of Operations is to evaluate and respond to real-time demands and business requirements of conducting routing and scheduling oversight with both paper and telephone operations

  2. To accomplish the mission, the Operations Branch Chief supervises a staff which:

    1. Provides oversight of all real-time telephone operations, including routing and real-time scheduling activities

    2. Analyzes and responds to the impacts of overseeing real-time operations

    3. Conducts real-time analysis of paper and electronic inventories, and telephone operations

  3. The following sections are included in the Operations Branch:

    • Routing and Monitoring

    • Performance Tracking

1.1.13.11.5.1.1  (09-01-2004)
Routing and Monitoring

  1. The mission of Routing and Monitoring is to evaluate and respond to system demands by routing telephone calls dynamically and to implement routing strategies to continually improve phone service delivery to W&I CAS customers.

  2. To accomplish the mission, the Routing and Monitoring Section Chief supervises a staff which:

    1. Monitors call distribution in real-time

    2. Monitors customer service delivery in real-time

    3. Monitors adherence to staffing schedules in real-time for all sites

    4. Monitors agent utilization in real-time for all sites

    5. Balances service delivery to telephones, correspondence and electronic customers (within the constraints of the Operating Division WP)

1.1.13.11.5.1.2  (03-01-2007)
Performance Tracking

  1. The mission of Performance Tracking is to provide oversight and guidance to the Chief, Operations, the Director, JOC, and W&I CAS sites regarding strategies for responding to fluctuations in paper and electronic inventories and telephone demand.

  2. To accomplish the mission, the Performance Tracking Section Chief supervises a staff that:

    1. Monitors, analyzes and poses solutions to variances from BODs objectives in real-time

    2. Identifies corporate opportunities for improved service, which may require adjustments to operating division work plans

    3. Facilitates daily communications among and between sites on workload issues

    4. Provides analysis for operating division JOC Representatives and sites on daily information regarding service delivery and performance

    5. Provides coordination of "go-to" , "go-from" for all workloads (E-mail, paper and electronic inventories)

    6. Prepares daily schedule adjustments and coordinates with sites

1.1.13.11.5.2  (03-01-2007)
Planning and Analysis

  1. The mission of Planning and Analysis is to provide telephone and paper work planning and performance trend analysis to the Director, JOC; the Director, CAS, and Management Information Systems (MIS) data used in reports to the Commissioner.

  2. To accomplish the mission, the Chief, Planning and Analysis supervises a staff which:

    1. Provides analysis for telephone product lines and paper

    2. Prepares reports for the BOD and outside stakeholders

    3. Maintains all MIS reporting systems including the validation and verification of data to ensure accuracy and integrity

    4. Conducts work planning and scheduling of telephone and all paper media for the entire enterprise

  3. ) The following sections are included in the Planning and Analysis Branch:

    • Planning and Scheduling

    • Analysis

    • Data Management and Reports

1.1.13.11.5.2.1  (03-01-2007)
Planning and Scheduling

  1. The mission of Planning and Scheduling is to develop telephone product line and application level forecasts leading to the preparation of work plans and staffing requirements which are designed to meet targeted service levels and BOD program goals for Toll-Free, Adjustments, and Taxpayer Relations.

  2. The Chief, Planning and Scheduling, reports to the Chief, Planning and Analysis.

  3. To accomplish the mission, the Chief, Planning and Scheduling supervises a staff which:

    1. Updates telephone forecast by gathering historical data, identifying variances, and normalizing data incorporating expected trends

    2. Prepares work plans for paper, and telephone product lines that balance available resources with program goals

    3. Generates initial half-hourly staffing requirements by collaborating with the BOD and incorporating assumptions

    4. Tracks resource usage Enterprise-wide by monitoring and assessing adherence to plan

    5. Develops and publishes final site level work plans and staffing requirements

1.1.13.11.5.2.2  (03-01-2007)
Analysis

  1. The mission of Analysis is to analyze enterprise performance to identify staffing, routing and systemic problems.

  2. The Chief, Analysis, reports to the Chief, Planning and Analysis

  3. To accomplish the mission, the Chief, Analysis supervises a staff which:

    1. Identifies trends in usage, traffic patterns, operational statistics, receipts and closures, etc., and issues reports documenting findings

    2. Coordinates internal and external ad hoc requests for information

1.1.13.11.5.2.3  (03-01-2007)
Data Management and Reports

  1. The mission of Data Management and Reports (DMR) is to develop, populate, publish and maintain reports based upon the business requirements and needs of the CAS organization and to administer various data gathering applications

  2. The Chief, Data Management and Reports, reports to the Chief, Planning and Analysis

  3. To accomplish the mission, the Data Management and Reports Chief supervises a staff, which:

    1. Maintains and develops the following reports for the CAS organization including:
      Calls Answered Report
      Unique Narrative Report
      Calls per FTE Report
      Monthly Commissioners Report
      Accounts Management Customer Contacts Resolved (CCR) Per Staff Year Report
      Performance Template
      Snapshot Report
      Average Speed of Answer (ASA) Report
      PAC 2C Report
      JOC Presentation Slides
      AT&T & Alpine Comparison report
      Taxpayer Self-Assistance Participation Rate (TP SAPR) Report

    2. Manages the following management information reporting systems including:
      Integrated Management Planning Information System (IMPIS)
      Work Planning & Control (WP&C)
      Organization, Function, Program (OFP) web application
      Electronic Online-Output Network System (EONS)
      Telephone Routing Interactive System (TRIS) extract for ETD
      Workload Inventory Tracking System (WITS)
      Quality Review Database historical site (QRDB)

    3. Maintains DMR Performance Cost and Control (PCC) information web site

    4. Develops procedures and reporting instructions, and assigns OFP codes

    5. Maintains CQRS Web Site ( http://cqrs.web.irs.gov)

    6. Maintains Embedded Quality Web Site ( eq.web.irs.gov)

    7. Maintains Business requirements for Embedded Quality Review System (EQRS) and National Quality Review System (NQRS) database

    8. Manages Master Attribute Job Aid (MAJA)

    9. Designs, develops, tests and produces reports generated by management information reporting systems

    10. Provides information regarding Federal Information Security Management Act (FISMA) system security issues for the systems maintained by the Section

1.1.13.11.5.3  (09-01-2005)
Business Requirements Integration and Development Group (BRIDG)

  1. The Business Requirements Integration and Development Group (BRIDG) facilitates the development and integration of new call processing business requirements and acts as a liaison between the various JOC components, the BODs and the Information Technology Organization.

  2. The Taxpayer Support Services section is included in the BRIDG Branch.

1.1.13.11.5.3.1  (09-01-2005)
Taxpayer Support Services

  1. The mission of Taxpayer Support Services is to coordinate and develop business requirements for the Aspect, Network Prompt, and Intelligent Contact Management (ICM) business applications with the business owners; serve as liaison between business units and the contractor/MITS and support testing deployment.

  2. To accomplish the mission, the section accomplishes the following: provides primary business support for the E-Mail, R-Mail, TeleTax, TRIS, Integrated Collection Program and other new systems developed to deliver CAS programs.

1.1.13.11.5.4  (03-01-2007)
Centralized Quality Review Staff

  1. The mission of the Centralized Quality Review Staff is to:

    1. Ensure the CAS organization complies with all existing quality policies and procedures and strives to improve the accuracy and timeliness of responses on tax law and account related issues.

    2. Administer quality review activities for the CAS organization and for the Compliance Services Automated Collection System (ACS) organization

  2. To accomplish the mission, Centralized Quality Review Staff:

    1. Monitors CAS program activities and Compliance Services ACS program activities

    2. Conducts quality review monitoring and reporting of CAS program. activities.

    3. Advises management concerning the need for quality improvement actions.

    4. Monitors quality reviewer coding to ensure consistency within the review process

  3. The Chief, Centralized Quality Review also oversees Quality Review (four sections in Philadelphia, Pennsylvania, one section in Dallas, Texas, and one section in Pittsburgh, Pennsylvania).

1.1.13.11.5.4.1  (03-01-2007)
Quality Review

  1. The mission of Quality Review is to conduct monitoring and on-line review of telephone programs and paper processing to gauge the accuracy and timeliness of responses provided to customers by CAS employees. For an interim period, quality review activities encompass tax law and account work on the Automated Collection System (ACS), Toll-Free (customer service), National Taxpayer Advocate (NTA), and Criminal Investigation (CI) phone lines as well as monitoring Toll-Free Spanish language calls

  2. The Quality Review managers report to the Chief, Centralized Quality Review Staff.

  3. To accomplish the mission, Quality Review:

    1. Conducts quality reviews of CAS program activities

    2. Prepares and provides quality review Management Information Systems (MIS) data for review, analysis and corrective action

1.1.13.11.5.5  (03-01-2007)
Office of Contact Center Strategy and Architecture

  1. The mission of Contact Center Strategy and Architecture (CCSA) is to provide strategic and tactical guidance in support of the modernization initiatives of the IRS BODs as it relates to the customer contact center environment. To accomplish this mission, the CCSA Office:

    1. Provides leadership in guiding the definition and development of contact center technology to ensure all business requirements are identified and achieved

    2. Assures that the scope of all contact center modernization projects seamlessly align and integrate with all other IRS modernization initiatives which will support the long term vision of the IRS to migrate to an integrated multi-channel customer contact environment that includes telephone, internet, fax, walk-in, E-mail and paper interactions

    3. Monitors, reviews and evaluates emerging trends in business and technology

    4. Conducts technology and vendor assessments and assists in the establishment of pilot/prototype programs designed to evaluate technologies and their effectiveness of integration into the IRS operating environment

  2. The Contact Technology Assessment Group reports to the Director, OCCSA

1.1.13.11.5.5.1  (03-01-2007)
Contact Technology Assessment Group

  1. The mission of the Contact Technology Assessment Group is to assess future technology to enhance and increase the effectiveness and efficiency of daily operations of the JOC.

  2. The Chief, Contact Technology Assessment Group, reports to the Director, Office of Contact Center Strategy and Architecture.

  3. To accomplish its mission, the chief supervises a staff to accomplish the following:

    1. Monitors, reviews and evaluates emerging business and industry trends

    2. Establishes pilots and initiatives to enable its assessments

1.1.13.11.5.6  (09-01-2004)
Director's Staff

  1. The mission of the Director's Staff is to provide research, contractual and administrative support to the Director.

  2. To accomplish its mission, the staff accomplishes the following:

    1. Answers ad hoc inquiries from Senate and House of Representatives staffs

    2. Answers ad hoc requests and provides information to the Commissioner

    3. Prepares strategic plans

    4. Answers Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) requests for information

    5. Oversees and administers JOC contracts

    6. Provides support for the activities of the JOC Council

1.1.13.11.6  (03-01-2007)
Office of Business Strategy and Business Architect

  1. The mission of the Office of Business Strategy and Business Architect is to develop business strategies, propose architectural solutions, and provide technical services in support of business systems modernization projects.

  2. The Office of Business Strategy and Business Architect collaborates with W&I executives, other BODs, campus and field operations, MITS, PRIME, and external stakeholders to achieve its mission. The Office of Business Strategy and Business Architecture is responsible for:

    1. Developing business strategies (people, process and systems) to improve and increase electronic tax administration capabilities and usage

    2. Evaluating emerging trends in electronic business transactions and web self-service technology

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

    4. Developing business cases, cost models, and measures for future projects

    5. Prioritizing and managing modernized projects, including working with the Business Systems Planning (BSP) director to assure integration between major and non-major initiatives

    6. Translating operational needs into business system requirements

    7. Validating that business requirements meet the needs of business owners

    8. Educating and providing guidance on business components of institutionalized methodologies and processes, including
      ELC process,
      Business Rules Enterprise Management (BREM),
      Defect and Change Control, and
      Request for Information Services (RIS) management

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

    10. Coordinating business resources and managing transition activities during the project development life cycle

    11. Managing designated enterprise system support activities, including RIS coordination, business continuity monitoring, and FISMA compliance

    12. Providing strategic planning, technical problem solving and daily management oversight services to the e-Help Desk

1.1.13.11.7  (09-01-2005)
Project Management Office

  1. The mission of the Project Management Office is to support modernization initiatives that impact Headquarters, Campuses and Call Site Operations, such as the IMF Consolidation Strategy.

  2. To accomplish the mission the Project Management Office:

    1. Works with line organizations to develop modernization initiatives, analyze options and through analysis evaluate initiatives to make recommendations when appropriate

    2. Validates the operational benefits/capabilities outlined in the initiatives coordinates resolution of implementation issues in the initiative

    3. Identifies and monitors implementation risks and coordinates risk mitigation approaches for the initiatives

    4. Identify budgetary requirements for initiatives

    5. Defines short term and long term infrastructure requirements and identifies an approval mechanism

1.1.13.11.8  (09-01-2004)
Program Analysis

  1. The mission of Program Analysis is to develop interesting, useful, influential analytic products that will improve performance in CAS operational programs.

  2. To accomplish the mission, the Director, Program Analysis:

    1. Attempts to detect patterns and relationships in performance and cost data that can help improve customer service, increase quality and productivity, and raise employee satisfaction

    2. Works to increase the use of statistics, operations research, and other quantitative methods in the CAS decision process

    3. Examines what factors drive performance measures over time and what factors account for performance differences among sites

    4. Expands the set of models and analytical tools applied to financial, personnel and performance databases that can be used to provide comprehensive planning, budgeting and evaluation support to the entire CAS organization

1.1.13.12  (03-01-2007)
Compliance

  1. The mission of Compliance is to fairly and effectively assist taxpayers in the determination and fulfillment of their tax obligations. Compliance ensures efficient, equitable and effective taxpayer assistance and satisfaction by providing accurate and consistent application of the tax law and using a risk-based approach to examination and collection, with a focus on remote disposition.

  2. The Director, Compliance reports directly to the Commissioner, W&I Division. The organizational symbols for Compliance are SE:W:CP.

  3. To accomplish the mission, Compliance:

    1. Formulates short- and long-term program strategies, policy guidance, and objectives specific to W&I taxpayers

    2. Provides leadership and management of Compliance services including development and implementation of balanced measures and quality assurance

    3. Partners with CARE and SB/SE to design, develop and implement programs including pre-filing, filing, and post-filing educational activities to help W&I customers understand and comply with all tax laws

    4. Monitors trends affecting W&I compliance to be responsive to changes in taxpayer needs

    5. Drives improvements in business practices and technology in order to provide quality customer assistance

    6. Manages issues affecting compliance across BODs and works with those divisions to develop and implement consistent and fair treatment of all taxpayers

    7. Develops and trains the workforce in Compliance to provide professional and courteous service and to observe IRM procedures and guidelines as established by law

    8. Provides leadership in the application of Equal Employment Opportunity principles of fairness and equity in the workplace

    9. Manages issues affecting the transfer and tracking of work to ensure work is processed by the appropriate functions within the W&I and/or SB/SE operating divisions, e.g. face-to-face examinations and reconsiderations

    10. Manages the preparation and execution of the Compliance financial plan

  4. The following managers report to the Director, Compliance:

    • Chief, Compliance Program Management

    • Chief, Compliance Finance

    • Director, Reporting Compliance

    • Director, Filing and Payment Compliance

    • Director, Field Compliance Services, Andover Campus

    • Director, Field Compliance Services, Atlanta Campus

    • Director, Field Compliance Services, Austin Campus

    • Director, Field Compliance Services, Fresno Campus

    • Director, Field Compliance Services, Kansas City Campus

1.1.13.12.1  (03-01-2007)
Compliance Program Management

  1. The mission of Compliance Program Management is to provide support to the Compliance Operating Unit and the Director, Compliance, W&I, by coordinating the communication of issues from internal Compliance functions and all external organizations.

  2. To accomplish the mission, Compliance Program Management:

    1. Serves as the primary liaison with Legislative Affairs, TIGTA, GAO, Electronic Tax Administration (ETA), and Chief Counsel

    2. Serves as the primary contact point for coordination and development of Compliance input into the Business Performance Review System (BPRS) and Strategic Business Planning process.

    3. Manages numerous programs (i.e. Employee Suggestion Program, Federal Managers’ Financial Integrity Act/ Management Controls Accountability Program (FMFIA/MCAP), Section 1204 coordination, Taxpayer Advocate coordination, Concepts of Operations (CONOPS), Federal Information Security Management Act (FISMA), Human Resources/Labor Relations issues, Training, Delegation Orders, Employee Satisfaction, Internet and Intranet Content coordination, etc.)

1.1.13.12.2  (09-01-2004)
Compliance Finance

  1. The mission of Compliance Finance is to:

    1. Provide support to the Director, Compliance, by coordinating all issues related to operational planning, budget formulation, financial plan execution, and management controls

    2. Assist the Director, Compliance, by managing the financial resources for Compliance including tracking resource usage against targets

    3. Conduct operating unit financial reviews and develop recommendations to resolve issues within the existing financial resources

  2. To accomplish the mission, Compliance Finance:

    1. Coordinates the development of Compliance budget initiatives

    2. Formulates the operating unit's budget and resource allocation

    3. Coordinates the integration of business plans and the budget process

    4. Manages the execution of the Compliance financial plan

    5. Coordinates management controls

    6. Plans and executes the Compliance budget

1.1.13.12.3  (03-01-2007)
Reporting Compliance

  1. The mission of Reporting Compliance (RC) is to:

    1. Provide significant and continuous oversight and coordination of policy within Compliance and between other W&I operating units

    2. Identify trends and develop strategies designed to address the needs of the W&I taxpayers through a comprehensive approach to tax compliance including education, outreach and quality assurance

    3. Conduct research and analysis in setting short- and long-range goals and develop risk-based models

    4. Support programs in the Field Compliance Services sites

  2. To design, develop and deliver examination policy guidance, RC:

    1. Develops integrated approaches to improve voluntary compliance and customer service

    2. Establishes overall examination policy guidance and objectives in coordination with the pre-filing, education, outreach, and assistance strategies to address the needs of the W&I taxpayer

    3. Develops and implements integrated program letters for all W&I examination activities and provides continual feedback and support

    4. Ensures allocation of resources is both equitable and reflective of strategies

    5. Ensures appropriate support for the examination organization's implementing policy

    6. Determines and uses the best mechanism and media to communicate policy to the frontline including notification of pending changes to policy

    7. Carries out strategies pertaining to Examination programs while balancing the objectives of each

    8. Ensures the appropriate integrated mechanisms are in place to jointly implement and deliver programs

    9. Participates with CARE, Stakeholder Partnerships, Education and Communications (SPEC) to develop strategies in education and outreach necessary to understand and address taxpayer needs so the taxpayer may comply with the tax laws

    10. Works with the Director, Filing and Payment Compliance, to develop alternative remote compliance treatments that are appropriate for specific types of taxpayers

    11. Drives improvements in business practices and technology

    12. Identifies trends and conducts analysis of data to determine risk-based strategies, to develop best practices, and provide input to the Director, Filing and Payment Compliance for action

  3. The following managers report to the Director, RC:

    • Chief, Policy, Monitoring and Analysis

    • Chief, Examination (Exam) Earned Income Tax Credit (EITC)

    • Chief, Exam Discretionary and Innocent Spouse

    • Chief, Automated Underreporter (AUR)

    • Chief, Quality and Improvement Projects

1.1.13.12.3.1  (09-01-2004)
Policy, Monitoring and Analysis

  1. The mission of Policy, Monitoring and Analysis (PMA) is to:

    1. Monitor the performance results of the EITC Exam, Discretionary Exam and AUR programs at the Compliance campuses

    2. Provide leadership and support to the Compliance campuses in meeting or exceeding RC measures and goals within budget and work plan allocations

    3. Respond to data requests in a timely and accurate manner

  2. The Chief, PMA reports to the Director, RC.

  3. To accomplish the mission, PMA:

    1. Prepares monthly monitoring reports and conducts comprehensive data analysis to ensure goals and measures are on target

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

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

    4. Leads the development of goals and measures for the EITC Exam, Discretionary Exam, and AUR programs

    5. Coordinates with EITC Exam, Discretionary Exam and AUR to develop the Operating and Strategic Program Plan

    6. Analyzes campus progress against strategic plans and identifies opportunities for improvement

    7. Coordinates with program areas within RC

    8. Tracks resources to ensure adherence to plan and schedule

    9. Provides oversight and direction for critical and outcome measures

    10. Provides data on strategic plan accomplishments and strategy modifications needed and ensures that operating units implement policy aligned with the plan

    11. Manages the effort to develop balanced measures and integration into plans

    12. Provides data and assistance for Compliance campus reviews

1.1.13.12.3.2  (09-01-2004)
Exam EITC

  1. Exam EITC oversees all EITC examination programs worked at the Compliance campuses including EITC Certification Operations. The mission of Exam EITC is to:

    1. Conduct analysis and research of W&I taxpayer compliance in order to develop strategies for selection of EITC examination cases and risk based treatments. Additionally, they will develop treatments designed to fit the needs of specific EITC taxpayer segments within the W&I Operating Division

    2. Support the operations at the Compliance campuses by preparing and updating the IRM and providing training and ongoing clarification to EITC policy and procedure

  2. The Chief, Exam EITC, reports to the Director, RC.

  3. To accomplish the mission, Exam EITC:

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

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

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

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

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

    6. Works with Filing and Payment Compliance to oversee integration of EITC policy and ensure comprehensive approaches

    7. Prepares EITC projections and forecasts for Director, W&I Compliance.

    8. Communicates EITC policy, procedures and guidance on the examination programs to the Compliance campuses

    9. Oversees the integration and writing of EITC policies and procedures in a single simplified IRM

    10. Prepares updates and revises EITC IRM procedures and requirements

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

    12. Communicates new or revised EITC policies and their impact to the Compliance campuses

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

    14. Determines EITC examination business requirements necessary for systems

    15. Works with the Compliance campuses to determine EITC exam programming and equipment requirements and provides coordination by communicating the requirements to MITS and all changes to the Compliance campuses

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

    17. Reviews and coordinates the review of work schedules for all W&I EITC programs

1.1.13.12.3.3  (09-01-2005)
Exam Discretionary and Innocent Spouse

  1. Exam Discretionary and Innocent Spouse oversees all discretionary examination programs worked at the Compliance campuses, including the Innocent Spouse program, and has oversight of the entire Exam work plan process. The mission of Exam Discretionary and Innocent Spouse is to:

    1. Conduct analysis and research of W&I taxpayer compliance in order to develop strategies for selection of discretionary examination cases and risk-based treatments; additionally, they will develop treatments designed to fit the needs of specific discretionary taxpayer segments within the W&I Operating Division

    2. Support the operations at the Compliance campuses by preparing and updating the IRM and providing training and ongoing clarification to discretionary policy and procedure

  2. The Chief, Exam Discretionary and Innocent Spouse, reports to the Director, RC.

  3. To accomplish the mission, Exam Discretionary and Innocent Spouse:

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

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

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

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

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

    6. Prepares discretionary projections and forecasts for the Director, W&I Compliance

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

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

    9. Prepares updates and revises discretionary program procedures and requirements

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

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

    12. Coordinates with L&E and the Compliance campuses to identify discretionary examination training needs and coordinates/develops training packages

    13. Determines discretionary examination business requirements necessary for systems

    14. Works with the Compliance campuses to determine discretionary examination programming and equipment requirements, and provides coordination by communicating the requirements to MITS and all changes to the Compliance campuses

    15. Coordinates with operations outside RC, such as Criminal Investigation, SB/SE, and Filing & Payment Compliance, to obtain suitable discretionary work to provide improved coverage

    16. Maintains overall oversight of the exam work planning process for discretionary and EITC programs

    17. Coordinates and prepares exam work planning guidelines and exam operation guidelines

    18. Reviews all work schedule submissions to determine if programs are correctly scheduled

1.1.13.12.3.4  (09-01-2005)
Automated Underreporter (AUR)

  1. The mission of AUR is to ensure support to the AUR functions at the Field Compliance Services sites by preparing and updating the IRM and providing training and ongoing clarification to policy and procedure

  2. The Chief, AUR, reports to the Director, RC.

  3. To accomplish the mission, AUR:

    1. Communicates policy, procedure and guidance on the programs worked by AUR operations at the Field Compliance Services sites

    2. Prepares, updates and revises IRM requirements

    3. Evaluates the impact of legislative changes and provides clarification to the Field Compliance Services sites via procedural updates

    4. Determines business requirements necessary for systems

    5. Works with Field Compliance Services operations to determine programming and equipment requirements, communicates the requirements to MITS, and provides coordination between MITS and the Field Compliance Services sites

    6. Communicates new or revised policies and their impact on AUR operations

    7. Oversees the integration and writing of policies and procedures in four IRMs

    8. Assists the AUR Sites by providing coordination between the sites and MITS on equipment and programming needs

1.1.13.12.3.5  (03-01-2007)
Quality and Improvement Projects

  1. The mission of Quality and Improvement Projects (QIP) is to:

    1. Develop Tier B initiatives to improve Compliance work processes

    2. Deliver Desktop Integration (DI) across Compliance functions as well as to CARE and CAS organizations

    3. Deliver Correspondence Examination Automation Support (CEAS) to all W&I and SB/SE campuses

    4. Represent RC for all activities related to Embedded Quality

  2. The Chief, QIP reports to the Director, RC.

  3. To accomplish the mission, QIP:

    1. Represents W&I on integrated project teams with MITS, JOC and others

    2. Develops service level agreements with support functions and National Treasury Employees Union (NTEU), if necessary

    3. Develops program management strategies and provides support during systems changes or team implementations

    4. Ensures all business requirements are met with respect to new program initiatives

    5. Develops training as needed and assists with initial roll out of those courses

    6. Ensures smooth and timely implementation of these program initiatives

    7. Ensures Compliance adheres to Enterprise Architecture in all projects

1.1.13.12.4  (09-01-2005)
Filing and Payment Compliance

  1. The Director, Filing and Payment Compliance (F&PC), delivers on the following responsibilities:

    1. Carries out strategies pertaining to Collection programs while balancing the objectives of each

    2. Ensures the appropriate integrated mechanisms are in place to jointly implement and deliver programs

    3. Participates with SPEC to develop strategies in education and outreach necessary to understand and address taxpayer needs so the taxpayer may comply with the tax laws

    4. Works with the Director, RC, to develop alternative remote compliance treatments appropriate for a specific type of taxpayer

    5. Drives improvements in business practices and technology

    6. Identifies trends and conducts analysis of data to determine risk-based strategies to develop best practices and to provide input to the Director of Compliance

    7. Conducts analysis and research of W&I taxpayer compliance in order to develop treatments based on risk and for developing treatments designed to fit the needs of specific taxpayer segments within the W&I Division

    8. Conducts research and analyses to set short- and long-range goals and develop risk-based models

  2. The following managers report to the Director, F&PC:

    • Chief, Strategy, Planning and Performance

    • Chief, Filing Compliance

    • Chief, Payment Compliance

    • Chief, Operations Section

    • Joint Operations Center (JOC) Liaison

1.1.13.12.4.1  (09-01-2005)
Strategy, Planning and Performance

  1. Strategy, Planning and Performance (SPP) takes the organizational vision, as defined in the Compliance CONOPS and Strategic Plan, monitors program and operational progress, and reports on the results. To accomplish this, SPP:

    1. Analyzes collection progress against strategic plans

    2. Compiles, analyzes, and monitors F&PC reports

    3. Performs preliminary analyses of F&PC reports and obtains analysis from stakeholders as necessary

    4. Provides oversight and direction for corporate-level balanced measures

    5. Composes reports for internal and external customers on F&PC performance initiatives

    6. Drafts the F&PC Strategy and Program Plan in partnership with F&PC and external stakeholders

    7. Prepares projections and forecasts for F&PC balanced measures as part of the strategic planning process

    8. Identifies trends and program implications from TIGTA, GAO, legislative issues, and operational review findings; coordinates responses and actions with F&PC stakeholders; monitors remedies to findings

    9. Coordinates all F&PC Action Plans and monitors their progress

    10. Monitors the F&PC travel budget

    11. Updates F&PC Web pages for the Intranet

    12. Partners with F&PC and external stakeholders to determine reports, Request for Information Services (RIS) prioritization and delivery schedules

1.1.13.12.4.2  (03-01-2007)
Filing Compliance

  1. Filing Compliance takes the organizational vision, as defined in the CONOPS and Strategic Plan, and determines if current policy and procedures are compatible with that vision. If not, then Filing Compliance initiates changes and coordinates with Operations to implement them. To accomplish this, Filing Compliance:

    1. Establishes, delivers and oversees overall Filing Compliance policy guidance

    2. Improves processes through new procedures and systems enhancements (programming changes, new technologies, etc.) to address the changing nature of F&PC work

    3. Works with Operations to ensure that front-line input is included when assessing proposed changes and when implementing new programs or procedures

    4. Analyzes and researches available programs and data in partnership with F&PC, Research, and external stakeholders to design treatments and measures to fit the needs of the specific taxpayer segments

    5. Participates in modernization/improvement

    6. Monitors, enhances and develops compliance systems and programs as necessary to deliver policy-driven goals and objectives

    7. Communicates new or revised Filing Compliance policies and procedures and their impact on Compliance operations

    8. Conducts Program Reviews to measure the effectiveness of specific programs

    9. Participates in Operational Reviews

    10. Provides input to CONOPS and Strategic Plan development and updates action plans on accomplishments

    11. Oversees TIGTA/GAO audits of F&PC programs and partners with Operations to respond to corrective actions

    12. Partners with F&PC and external stakeholders to determine program-related IDRS/Master File (MF) RIS prioritization and delivery schedules

    13. Manages the following program areas: Automated Substitute for Return (AFR), ASFR Reconsiderations, Refund Hold, Case Creation, Withholding Compliance, Taxpayer Delinquent Return notices and letters, Backup Withholding, Field Assistance Collection Work, and Taxpayer Delinquency Investigations (TDI) and TDI letters

1.1.13.12.4.3  (03-01-2007)
Payment Compliance

  1. Payment Compliance takes the organizational vision, as defined in the CONOPS and Strategic Plan, and determines if current policy and procedures are compatible with that vision. If not, then Payment Compliance initiates changes and coordinates with Operations to implement them. To accomplish this, Payment Compliance:

    1. Establishes, delivers and oversees overall Payment Compliance policy guidance

    2. Improves processes through new procedures and systems enhancements (programming changes, new technologies, etc.) to address the changing nature of F&PC work

    3. Works with Operations to ensure that front-line input is included when assessing proposed changes and when implementing new programs or procedures

    4. Analyzes and researches available programs and data in partnership with F&PC, Research, and external stakeholders to design treatments and measures to fit the needs of the specific taxpayer segments

    5. Participates in modernization/improvement

    6. Monitors, enhances and develops compliance systems and programs as necessary to deliver policy-driven goals and objectives

    7. Communicates new or revised Payment Compliance policies and procedures and their impact on Compliance operations

    8. Conducts Program Reviews to measure the effectiveness of specific programs

    9. Participates in Operational Reviews

    10. Provides input to CONOPS and Strategic Plan development and updates action plans on accomplishments

    11. Oversees TIGTA/GAO audits of F&PC programs and partners with Operations to respond to corrective actions

    12. Partners with F&PC and external stakeholders to determine program-related IDRS/MF RIS prioritization and delivery schedules

    13. Manages the following program areas: Installment Agreements (IA), Collection Due Process (CDP), Collection Appeals Process (CAP), Automated Levy Programs (ALP), Offers-in-Compromise (OIC), Currently Not Collectible (CNC), balance due notices and letters, Collection Statute Expiration Date (CSED), bankruptcy and decedent estates, Disaster Relief/Combat Zone, levy prioritization, large dollar initiative, locator services, innocent spouse, Trust Fund Recovery Penalty (TFRP), eACSg, Federal Employee Retiree Delinquency Initiative (FERDI), and Potentially Collectible Inventory (PCI)

1.1.13.12.4.4  (09-01-2005)
Operations

  1. Operations takes the organizational vision, as defined in the CONOPS and Strategic Plan, and conducts program delivery and oversight. Operations initiates changes and coordinates with other F&PC functions to make any necessary policy or procedural changes. To accomplish this, Operations:

    1. Determines operational priorities and directs the operations to ensure delivery of business results

    2. Provides operational oversight to ensure effective program delivery, communicating directly with the sites on an ongoing basis

    3. Assesses and ensures site effectiveness through daily inventory and work schedule management

    4. Directs and monitors resource allocations and delivery

    5. Leverages technology

    6. Ensures implementation of new policies, procedures, systems and programs

    7. Conducts Operational Reviews of the Automated Collection System (ACS), ACS Support, Collection Operations (CSCO), and Field Compliance Services Operations

    8. Participates in Program Reviews

    9. Develops and monitors work plans in collaboration with other F&PC stakeholders

    10. Provides site-level space and equipment oversight

    11. Partners with the Joint Operations Center (JOC) Liaison to identify and implement telecommunication improvements

    12. Administers the development and delivery of site-level training

    13. Directs and monitors site-level balanced measures

    14. Oversees Employee/Customer Satisfaction

    15. Provides input to CONOPS and Strategic Plan development and updates action plans on accomplishments

    16. Partners with F&PC and external stakeholders to determine ACS RIS prioritization and delivery schedules

    17. Manages the following program areas: ACS Database and Systems, Taxpayer Advocate Service (TAS) liaisons, ACS Managers Handbook, Customer and Employee Satisfaction, telephone monitoring, End State Organizational chart, and QMF (Query Management Facility) Library

1.1.13.12.4.5  (09-01-2005)
Joint Operations Center (JOC) Liaison

  1. The JOC takes the organizational vision, as defined in the CONOPS and Strategic Plan, and determines if current telephone operations are compliant with that vision. If not, the JOC Liaison initiates changes and coordinates with stakeholders to make any necessary operations, policy or procedural changes. To accomplish this, the JOC Liaison:

    1. Serves as a liaison between the call sites, JOC, and F&PC

    2. Coordinates emerging issues with the JOC and the JOC Council

    3. Provides oversight of infrastructure for all W&I Compliance telephone operations

    4. Oversees call routing, scheduling, technical support, data analysis, and Predictive Dialer maintenance

    5. Monitors telephone performance and provides suggestions to meet or exceed planned performance measures

    6. Partners with Operations during the work planning process to ensure the telephone schedules are achievable

    7. Evaluates the effectiveness of existing Automated Self-Service applications and develops enhancements as appropriate

    8. Acts as a Gatekeeper for call drivers, forecasts call demand, and provides guidance to Operations regarding inventory management

    9. Provides Telephone Systems Analysts with required training

    10. Partners with F&PC and external stakeholders to determine JOC RIS prioritization and delivery schedules

    11. Implements all telephone innovations, such as Contact Recording and e-Workforce Management (eWFM)

    12. Provides input to CONOPS and Strategic Plan development and updates action plans on accomplishments

1.1.13.12.5  (09-01-2004)
Field Compliance Services Sites

  1. The mission of the Field Compliance Services Sites is to:

    1. Help America's taxpayers understand and meet their tax responsibilities by applying the tax law with integrity and fairness in examinations and collections.

    2. Conduct remote examinations of taxpayer returns

    3. Collect taxpayer accounts in balance due status

    4. Secure delinquent returns

  2. To accomplish the mission, the Field Compliance Services Site Directors:

    1. Oversee day-to-day operations for remote examination and collection, and Automated Underreporter activities

    2. Formulate short- and long-range program policy guidance, strategies and objectives.

    3. Coordinate program activities with the Director, Compliance to prepare Servicewide policy guidance, establish criteria for selection and receipt of cases, address cross-functional issues, develop strategies and ensure a consistent approach

    4. Direct statistical analysis and evaluation of the elements comprising Compliance's balanced measures

    5. Ensure that key managers operate as an effective management team and that all management functions are handled in an equitable and responsive manner to meet the needs of the customers

    6. Coach subordinate managers and assist in the resolution of complex issues

    7. Direct the development of activities to build leveraged partnerships and collaborate with stakeholders to increase taxpayer knowledge and clarify tax code issues

  3. The following managers report to the Field Compliance Services Site Directors:

    • Operations Manager, Examination

    • Operations Manager, Automated Underreporter (AUR) in Atlanta, Austin and Fresno Sites only

    • Operations Manager, Compliance Services Collection Operation (CSCO)

    • Operations Manager, Automated Collection System (ACS)

    • Operations Manager, ACS Support (Fresno and Kansas City Sites only)

    • Operations Manager, Innocent Spouse (Andover site only)

    • Operations Manager, EITC (Kansas City site only)

    • Chief, Planning and Analysis (P&A) Staff

1.1.13.12.5.1  (09-01-2004)
Operations Managers

  1. The mission of Operations Managers is to help America's taxpayers meet their tax obligations by applying the tax law with integrity and fairness in campus examination and collection functions.

  2. The Compliance Operations Managers are responsible for a number of programs that help them accomplish this mission. Some of the major programs are:

    • Correspondence Examination

    • Innocent Spouse Program

    • Earned Income Tax Credit (EITC) Program

    • Automated Collection System (ACS)

    • Taxpayer Delinquent Return (TDI) Program

    • Balance Due — also knows as Taxpayer Delinquent Accounts (TDA) Program

    • Installment Agreement Programs

    • Substitute for Return (SFR)/Automated Substitute for Return (ASFR) Programs

    • Automated Underreporter (AUR) Program

    • Revenue Protection Strategy Program

Exhibit 1.1.13-1  (03-01-2007)
W&I Organization

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Wage and Investment Organizational Chart and Structure


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