part1-11
- 1.1.13.1
The Mission of the Wage and Investment Division - 1.1.13.2
Wage and Investment Headquarters - 1.1.13.3
Strategy and Finance - 1.1.13.4
Equal Employment Opportunity and Diversity - 1.1.13.5
Human Capital Office - 1.1.13.6
Earned Income and Health Coverage Tax Credits Office - 1.1.13.7
Communications and Liaison - 1.1.13.8
Electronic Tax Administration - 1.1.13.9
Business Modernization Office - 1.1.13.10
Customer Assistance, Relationships and Education
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The goal of the Wage and Investment (W&I)
Division is to make taxes easier. W&I will provide its customers top quality
service by helping them understand and comply with applicable tax laws and
protect the public interest by applying the tax law with integrity and fairness
to all. To accomplish our mission, the W&I Division will maintain a “customer-first”
focus by routinely soliciting information concerning
the needs and characteristics of its customers and implementing programs based
on the information received. W&I will provide professional and courteous
service to customers to help them understand and meet their tax obligations.
W&I will partner with other federal agencies, financial institutions,
tax preparers, community groups, trade organizations, state and local authorities
and others to provide one-stop, multi-agency tax information and education
services to W&I customers. W&I will increase voluntary compliance
rates through a compliance strategy that includes education, outreach and
risk-based programs with the tone, treatment and timing of interaction proportional
to the risk to customer compliance -
The W&I Division supports the IRS strategic
goals and objectives through initiatives that:-
Meet the needs of taxpayers
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Reduce taxpayer burden
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Broaden the use of electronic interactions
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Address key areas of non-compliance
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Stabilize traditional compliance activities
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Recruit, develop and retain a quality workforce
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Provide high-quality, efficient, responsive information and shared support
services -
Improve Earned Income Tax Credit (EITC) Services
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W&I goals parallel IRS corporate goals to
provide service to each taxpayer, service to all taxpayers, and increase productivity
through a quality work environment. W&I will accomplish this by:-
Offering products and services tailored to specific taxpayer needs
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Providing more education and assistance through convenient, easy-to-use
distribution channels -
Promoting paperless filing
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Enabling taxpayers to transact and communicate electronically with the
IRS to file returns, make payments and receive assistance -
Implementing risk-based compliance systems that are more effective and
less burdensome to taxpayers who want to voluntarily comply -
Equipping employees with knowledge of the unique needs and characteristics
of the specific taxpayers they serve -
Partnering with Modernization, Information, & Technology Service (MITS)
to build new technology to support these goals -
Providing EITC services that strengthen both compliance and outreach
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The W&I organization consists of headquarters
Operations and three additional Operating Units:-
Customer Assistance, Relationships and Education
(CARE) “pre-filing” -
Customer Account Services (CAS) ”
filing” -
Compliance “post-filing.”
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The Commissioner, W&I Division, reports to
the Deputy Commissioner, Services and Enforcement and is responsible for planning,
managing, directing and executing nationwide activities for W&I. The organizational
symbols for W&I are SE:W. -
See Exhibit 1.1.13-1
for the W&I organizational structure and functions described
in this section.
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W&I Headquarters, located in Atlanta, Georgia,
provides overall strategic and operational direction to Operating Units as
well as internal support appropriate to the Operating Division Headquarters
level. W&I Headquarters provides only those services that cannot be provided
practically at lower organizational levels. This philosophy reflects the IRS
organizational direction of moving accountability closer to the front line. -
Critical operations of W&I Headquarters include:
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Strategy and Finance
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Equal Employment Opportunity and Diversity
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Human Capital Office
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Communications and Liaison
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Earned Income and Health Coverage Tax Credits.
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Electronic Tax Administration
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Business Modernization Office
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The mission of Strategy and Finance (S&F)
is to develop and administer the W&I strategic planning, organizational
planning, directives management, finance, research, review and quality programs. -
The Director, Strategy and Finance reports to
the Commissioner, W&I Division. The organizational symbols for Strategy
and Finance are SE:W:S. -
To accomplish the mission, Strategy and Finance:
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Manages the strategic planning, budget and policy
guidance activities of W&I and establishes the strategic direction and
overall goals for the division -
Conducts strategic and tactical research incorporating
feedback from internal customers, employees and business units -
Provides staff support to the W&I Executive
Planning Council and other groups, which deal with W&I strategic leadership -
Manages the Program and Process Assurance efforts
(analysis and review process) to assess and monitor W&I Division performance
against business plans and regulatory, statutory and procedural requirements -
Prepares the W&I organizational performance
measures, develops systems to capture W&I measures data, and devises mechanisms
to track performance -
Manages the program evaluation and risk analysis
processes, evaluates proposed programs for their investment potential in achieving
division goals, and assesses risks with ongoing programs -
Provides guidance to management on quality improvement
methods -
Oversees the quality certification process
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The following functions report to the Director,
Strategy and Finance-
Strategic Planning and Analysis
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Survey Administration and Analysis
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Performance Improvement
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Research
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Finance
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Business Systems Planning
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Six Sigma
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The mission of Strategic Planning and Analysis
(SP&A) is to provide leadership, assistance and planning expertise across
all W&I units in developing and tracking strategic and tactical performance
measures. -
The Chief, Strategic Planning and Analysis, reports
to the Director, Strategy and Finance. -
Strategic Planning and Analysis monitors plan accomplishments and develops
issues and reports for objectives based on reviews of organizational performance. -
Strategic Planning and Analysis also develops and manages the W&I
strategic planning process in support of the IRS Strategic Planning, Budgeting,
and Performance Management Process. SP&A serves as W&I liaison to
the Chief Financial Officer’s Corporate Strategic Planning and Corporate
Budget Divisions, ultimately serving the Commissioner and the Senior Management
Team in Servicewide strategic planning. -
The Chief, Strategic Planning and Analysis, reports
to the Director, Strategy and Finance. -
To accomplish the mission, the Chief, Strategic
Planning and Analysis, supervises a staff which:-
Provides data on strategic plan accomplishments and strategy modifications
needed; ensuring that operating units implement policy aligned with the plan -
Develops issues and implications for objectives based on reviews of organizational
performance -
Manages the effort to develop balanced measures and integration into plans
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Prepares reports (i.e. Business Performance Review System (BPRS), Commissioners
Critical Measures Report (CMR)) for internal and external customers on W&I
performance. In addition to the regularly scheduled performance, measures
and monitoring reports, also prepares ad hoc reports for Treasury Performance
Review, Office of Management and Budget (OMB) and the Oversight Board
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The SP&A office supports the strategic planning process by:
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Providing guidance on policy development, strategic management, productivity
planning, and cross-functional integration to support the long-term direction
of W&I -
Providing a broad perspective of W&I priorities through knowledge
of the Service’s operational programs and evaluative analysis of customer
and functional issues -
Assisting in the coordination of planning efforts throughout the organization,
resulting in a balance between the needs of W&I and IRS strategic planning -
Assisting management in making decisions about what goals and strategies
should drive W&I in meeting its overall mission and goals -
Effectively integrating and linking W&I planning, budgeting and performance
management -
Serving as the central point in development of W&I strategic planning
products. SP&A coordinates the development of the annual W&I Strategic
Assessment, Strategy and Program Plan and Business Plans
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The Agency Wide Shared Services (AWSS) Liaison
responsibilities include:-
Facilitation and assistance in the resolution of
issues, problems and concerns between W&I and AWSS -
Coordination of major AWSS policy implementations/changes
throughout W&I -
Development and providing W&I procedures for
internal implementation of such changes
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The AWSS Liaison, reports to the Chief, Strategic
Planning and Analysis.
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The mission of Survey Administration and Analysis (SAA) is to coordinate
and monitor all enterprise Customer Satisfaction Surveys, obtain and review
Section 1204 reviews, oversee all aspects of the Employee Satisfaction Surveys
for W&I and provide leadership, assistance and overall program guidance
for the Employee Suggestion Program. -
The Chief, Survey Administration and Analysis, reports to the Director,
Strategy and Finance. -
To accomplish the mission, the Chief, Survey Administration and Analysis,
supervises a staff which:-
Obtains and reviews Section 1204 Certifications pertaining to the IRS
Restructuring and Reform Act of 1998 (RRA 98) compliance regarding use of
statistics -
Coordinates and monitors all Customer Satisfaction Surveys that W&I
administers. These activities include ensuring funding is available, reviewing
contractor proposals (negotiating with them as needed), writing or assisting
the functions in preparing survey task orders, working with Corporate Planning
and Performance (CPP), contracting offices in getting the task orders issued
and awarded, and coordinating and monitoring various contractor activities
and needs, such as questionnaire and sample design development and design
of survey analysis plans -
Coordinates, monitors and oversight responsibility for all aspects of
Employee Satisfaction Surveys for W&I including administering the survey(s)
to all W&I employees, verifying organizational hierarchy structure for
reports distribution, analyzing survey data, developing and implementing a
comprehensive communication and marketing strategy, preparing high level employee
satisfaction briefings and reports, and coordinating all “ESTracker
”
activities, including monitoring system usage, tracking aged issues,
and monitoring elevated issues -
Provides leadership, assistance and overall program guidance for the Employee
Suggestion Program
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The mission of Performance Improvement (PI) is
to coordinate the oversight, assessment and development of processes and procedures
for vital management control programs in the W&I Division. To that end,
PI works with the W&I Business Units, Functions and Offices to ensure
the identification and proper implementation of effective management controls.
PI staff identify trends and associated program implications resulting from
reviews (or audits) conducted by the Treasury Inspector General for Tax Administration
(TIGTA) and the Government Accountability Office (GAO). PI also has primary
responsibility for the continued development and maintenance of a Knowledge
Management (or knowledge-sharing) structure and associated mechanisms within
W&I. -
The Chief, Performance Improvement, reports to
the Director, Strategy and Finance. -
Two teams report to the Chief, Performance Improvement:
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Management Control/Review Team
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Knowledge Management Team
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The Management Controls/Review Team coordinates
the overall management controls and accountability program within W&I,
ensuring necessary coordination and support for GAO/TIGTA reviews or audits
of W&I programs. The team identifies trends and associated program implications
contained in review findings and monitors the completion of corrective actions
to address those findings. The team also has primary responsibility for providing
analysis and reports regarding the internal and external review/audit and
management controls programs to the W&I senior leadership team. -
Programs covered by the Management Controls/Review umbrella include:
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Management Controls
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GAO/TIGTA
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Management Controls are the programs, policies, and procedures established
to ensure that: resources and processes are protected from waste, fraud, and
abuse; financial reporting is reliable and useful; and IRS operations are
compliant with applicable accepted government practices, laws, regulations
and other guidance. -
Internal controls are assessed on an ongoing basis to achieve desired
outcomes and to minimize control weaknesses, Controls are reviewed annually
during the Assurance Review process, and they are tested as part of GAO’s
review of IRS’ financial statements. -
The Management Controls/Review team the primary point of contact in
W&I for matters pertaining to the Assurance Review, the Financial Statements
Audit, compliance with OMB Circular A-123, and the identification and reporting
of progress to correct material weaknesses, reportable conditions, and other
internal control issues.
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The GAO/TIGTA Team responsibilities are to:
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Identify trends and associated program implications contained in review
findings and monitor the completion of corrective actions to address those
findings -
Coordinate the overall management controls and accountability program
within W&I, ensuring necessary coordination and support for GAO/TIGTA
reviews or audits of W&I programs -
Engage the appropriate W&I business units (and other Business Operating
Divisions) based upon the issues to be reviewed or the corrective actions
resulting from the review findings -
Ensure, at the conclusion of each W&I audit, that the audit findings,
recommendations, and planned corrective actions are accurately entered into
the Treasury Department’s Joint Audit Management Enterprise System (JAMES) -
Monitor and report progress toward the completion of planned corrective
actions -
Coordinate and/or participate in audit conferences, including opening
and closing discussions -
Review all draft audit reports and written responses to GAO and TIGTA
for content, tone, clarity, and format -
Coordinate the executive review process for approval of audit responses
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Serve as the point of contact on all correspondence from the Office of
Management Controls (OMC) regarding the assignment of audit corrective actions
to W&I and reconcile Treasury reports from OMC
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The Knowledge Management (KM) Team consists of
Knowledge Management, Internet Content Publishing Process, Internal Management
Documents coordination, and Electronic Research. -
To develop and maintain a Knowledge Management (or knowledge-sharing)
structure within W&I, the Knowledge Management Team:-
Uses the Internal Revenue Manual (IRM) as the basic framework for communicating
and sharing ideas, policies, and initiatives -
Communicates the goals of the Knowledge Management program to all W&I
employees -
Develops policies that integrate a knowledge management structure within
W&I -
Develops strategies to bridge identified knowledge gaps
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Develops or imports knowledge management tools as needed
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Fosters interaction and exchange of ideas among IRS organizations and
throughout W&I identifying and guiding communities of practice
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Internet Content Publishing Process (ICPP) Team responsibilities include:
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Ensuring the content for all web pages owned by W&I is accurate, current,
and consistent with W&I and IRS strategic priorities and goals -
Ensuring the timely update of W&I content
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Overseeing the posting (or launch) of new internet content
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Acting as liaison between W&I and other Business Operating Divisions
(BOD) regarding Internet content -
Maintaining the W&I ICPP web page to support employees with the implementation
and monitoring of the ICPP in W&I, including the establishment of appropriate
and necessary policies for the W&I-owned pages on IRS.gov; see IRM 11.55.1, Internet Content Publishing
Process (ICPP) Management Document, for more information
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The Internal Management Documents (IMD) Team responsibilities include:
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Ensuring revised W&I IMDs accurate and distributed
timely -
Facilitating requests from employees as they relate
to IMD concerns -
Coordinating and ensuring availability of Electronic
Research products and services to all W&I employees and representing W&I
interests on the Servicewide Electronic Research Oversight Council -
Maintaining the W&I IMD web page to support employees with implementing
and monitoring W&I’s approach to managing and setting policy for
the internal directives process
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The mission of Research is to provide timely and
top quality research and analysis in support of the W&I mission and goals. -
The Director, Research, reports to the Director,
Strategy and Finance. -
To accomplish the mission, Research:
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Obtains research needs from all W&I functional
components including CARE, CAS, Compliance and EITC. Research ensures those
needs are met by providing meaningful information to W&I decision makers
as they develop near- and long-term strategies, plans, and programs to perform
functional responsibilities in tax administration -
Provides direction to six Research groups in eleven
cities while continuing to improve operational efficiency by centralizing
employees in Atlanta, GA and Washington, DC. This ensures that research will
address both operational (immediate) and strategic (anticipatory) needs as
well as increase interaction with major customers -
Shares best practices to ensure the development
and implementation of innovative and superior processes that have been demonstrated
by data to improve cost, productivity, quality, time, customer satisfaction
and employee satisfaction -
Coordinates research efforts with the Servicewide
Research Council to support cross-functional collaborative work to ensure
resources are utilized efficiently and effectively -
Monitors quality and quantity of work among Research
groups to ensure consistent support of all balanced measures. -
Monitors quality and quantity of work among Research
groups to ensure consistent support of all balanced measures -
Solicits feedback from W&I customers on product
delivery, value, and overall satisfaction -
Coordinates hardware and database infrastructure support for all W&I
Research offices -
Provides training support to staff and field offices to help employees
enhance skills that will ensure continuation of meeting customer satisfaction,
employee satisfaction, and business results
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The following managers report to the Director,
Research:-
Five Field Chiefs, Research
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Chief, Strategic Forecasting and Analysis
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Research Groups:
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Support Research initiatives in the W&I Strategy
and Program Plan by providing research that supports W& strategic goals
and customer business objectives -
Provide input for development and refinement of
balanced measures to ensure that a balanced system for improving employee
and organizational performance is maintained -
Conduct strategic research on economic, demographic
and sociological trends -
Identify emerging pre-filing, filing and compliance
issues. Research will continue to increase involvement in environmental scanning
and behavioral research to develop more knowledge about what drives consumer
behavior -
Oversee project coordination and management using
a matrix approach to resources. Research uses a centralized management information
system to ensure several internal management controls are easily monitored -
Conduct tests, studies and treatments that are national
in scope -
Consult with other units in W&I on research
issues
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Strategic Forecasting and Analysis (SFA) carries
out the same operational and strategic customer-driven research as the other
research groups, but has the additional mission to look five to ten years
into the future in identifying trends and emerging issues impacting future
strategies and programs of tax administration.-
Many issues affecting the economy over the next five to ten years will
also affect W&I customers in the near-term -
SFA projects address strategic (anticipatory) needs of W&I customers
.
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The Chief supervises a staff, which in addition
to customer-driven operational and strategic research:-
Provides trend data on demographics, economics and
customer needs and identifies implications -
Profiles and provides trend data on the W&I
Customer Base -
Identifies emerging technologies, emerging marketing,
marketing research, and other social science methods that could benefit W&I -
Provides suggestions to the Director of W&I
Research and five Research Chiefs on integration of activities and on best
practices -
Provides behavioral research that affords greater insight and understanding
into individual taxpayer behavior. This genre of research will impact customer
service by increasing the focus on present and near-term behavioral research
trends
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The Service maintains an ongoing effort to develop,
monitor and revise programs designed to assist taxpayers in complying with
federal tax laws. -
This policy describes SFAs role within IRS. SFA
contributes to the strategic planning process by conducting environmental
reviews and analyses of sociological, economic and demographic themes and
trends. -
The purpose of SFA research, which often involves
forecasts and projections, is to enable W&I to be better prepared with
its products and services to meet ever-changing taxpayer needs. -
SFA research is not used for IRS enforcement initiatives
aimed at individual taxpayers and will not identify any individual taxpayer
or employee. -
Data gathering methods used are not discriminatory
in nature; but statistics are compiled and disseminated in accordance with
Federal regulatory, legislative and statistical policies for administrative
reporting. -
SFA research is used to identify opportunities
and develop solutions for customer service issues. -
SFA carries out customer-driven research requests to address operational
and strategic research questions.
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The mission of the Office of Finance is to provide
advice and oversight to W&I by coordinating all issues related to operational
planning, budget formulation, and financial plan execution -
The Chief, Finance, reports to the Director, Strategy
and Finance. -
To accomplish the mission, Finance:
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Manages the process of formulating multiple year
budgets consistent with the W&I business plan -
Manages the resource distribution process, including
the development of a financial plan that supports the program priorities of
W&I -
Manages the financial resources for W&I, including
tracking resource usage against targets, an d provides the necessary financial
information to W&I management that reflects the status of budget execution -
Establishes financial policies, procedures, and
controls for W&I in conjunction with overall Service guidelines and procedures -
Provides the necessary financial support to W&I
operating units to develop sub-contracts with other BODs for delivery of shared
services and determines billing and funds transfer procedures -
Provides appropriate program and oversight for all
W&I reimbursable programs -
Conducts division-wide financial reviews and develops
recommendations with operating units to achieve a balanced financial plan -
Provides advice and assistance to operating units
in developing and executing sound business cases
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The mission of the Office of Business Systems
Planning (BSP) is to improve the performance of W&I business processes
through the appropriate use of technology and process re-engineering. -
The Director, Business Systems Planning, reports
to the Director, Strategy and Finance. -
To accomplish the mission, BSP:
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Plans and analyzes business needs for new projects,
develops business cases, and prioritizes business needs and process changes -
Formulates information technology plans and budgets
and manages funds for business systems modernization projects -
Develops and tests projects, oversees W&I business
involvement in systems testing, and establishes information systems performance
measures -
Implements and oversees information technology-focused
modernization projects, develops and monitors projects’ implementation
action plans, and evaluates the results of technology modernization projects
on W&I operations -
Provides business expertise to complement MITS knowledge
of technology change -
Develops and negotiates Service Level Agreements
(SLAs) with support functions and assesses the effectiveness of support received -
Provides risk management for projects to ensure mitigation strategies
are in place -
Uses the Organization strategic goals and objectives to proactively identify
key areas of opportunity for technology improvements and process re-engineering
or improvements to meet the organizations’ desired business results
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The following offices report to the Director,
Business Systems Planning:-
Planning and Oversight
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Customer Relationship Management, Customer Assistance,
Relationships and Education (CARE) -
Customer Relationship Management, Customer Account
Services (CAS) -
Customer Relationship Management, Compliance and
Joint Operations Center -
Business Systems Security Office
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The mission of the Office of Planning and Oversight
is to oversee W&I program planning and monitoring of business improvement
initiatives, manage program resources, and coordinate with the Division Information
Office (DIO) and other BSP offices. -
The Chief, Planning and Oversight, reports to
the Director, Business Systems Planning. -
To accomplish the mission, Planning and Oversight:
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Oversees the Independent Verification and Validation
(IV&V) process to ensure the Non-Major projects follow approved change
control processes, achieves claimed business case benefits, tailors and delivers
Enterprise Life Cycle (ELC) artifacts, develops and deploys within project
cost and schedule, and mitigates technical challenges -
Administers steering committee meetings which govern
the approval of improvement project deliverables and milestones (Program Governance) -
Tracks and manages issues across the program, and
provides integrated issue management across all projects (Risk and Issue Management) -
Analyzes the impact of new project resource needs
against current resource commitments (Resource Management) -
Develops and implements Stakeholder & Communication
Management Plans (Stakeholder & Communications Management) -
Formulates long- and short -term business plans
and budgets in coordination with W&I Strategy and Finance (Planning and
Budget) -
Conducts post-implementation reviews to evaluate
benefits derived (Customer Assurance)
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The mission of Customer Relationship Management
(CRM), Customer Assistance, Relationships and Education (CARE), is to draw
on the CARE organization’s strategic goals and objectives to identify
and execute technology improvements and process re-engineering efforts to
meet the W&I and CARE desired business results. -
The Chief, Customer Relationship Management, Customer
Assistance, Relationships and Education, reports to the Director, Business
Systems Planning. -
To accomplish the mission, CRM, CARE:
-
Coordinates with CARE customers to gather and articulate
business needs for new projects, applications and legacy systems, and identify
necessary business resources to support the process; researches industry best
practices to support business improvement projects (Visioning and Strategy) -
Provides project level oversight for Non-Major projects focused on delivering
capabilities for CARE customers including business case updates to measure
and capture data to determine business benefits, variances on cost, schedule
or scope, and project level risks; monitors the design and development of
new business systems (Project Management) -
Evaluates system integration testing and supports executive decisions
for nationwide deployment of systems (Project Testing) -
Participates in deployment of systems to pilot sites and coordinates system
integration with the Human Capital Office (HCO), Communications and Liaison
(C&L), Agency-Wide Shared Services (AWSS), and business line functions
(Project Implementation) -
Participates with HCO, C&L, AWSS, MITS and business line functions
to identify resource needs, oversees development of manuals and training and
facilitates organization transition planning and implementation. (Customer
Assurance) -
Participates in Service Level Agreement (SLA) development and negotiation
with the DIO while balancing desired service levels and cost/resource trade-offs
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The mission of Customer Relationship Management,
Customer Account Services (CAS), is to draw on the CAS organization’s
strategic goals and objectives to identify and execute technology improvements
and process re-engineering efforts to meet the W&I and CAS desired business
results. -
The Chief, Customer Relationship Management, Customer
Account Services, reports to the Director, Business Systems Planning. -
To accomplish the mission, CRM, CAS:
-
Coordinates with CAS customers to gather and articulate
business needs for new projects, applications, and legacy systems, and identify
necessary business resources to support the process; researches industry best
practices to support business improvement projects (Visioning and Strategy) -
Provides project level oversight for Non-Major projects focused on delivering
capabilities for CAS customers including business case updates to measure
and capture data to determine business benefits, variances on cost, schedule
or scope and project level risks; monitors the design and development of new
business systems (Project Management) -
Evaluates system integration testing and supports executive decisions
for nationwide deployment of systems (Project Testing) -
Participates in deployment of systems to pilot sites and coordinates system
integration with HCO, C&L, AWSS, and business line functions (Project
Implementation) -
Participates with HCO, C&L, AWSS, MITS and business line functions
to identify resource needs, oversees development of manuals and training and
facilitates organization transition planning and implementation (Customer
Assurance)
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The mission of Customer Relationship Management, Compliance and Joint
Operations Center (JOC), is to draw on the strategic goals and objectives
of both Compliance and the JOC to identify and execute technology improvements
and process re-engineering efforts to meet the W&I, Compliance and JOC
desired business results. -
The Chief, Customer Relationship Management, Compliance and JOC, reports
to the Director, Business Systems Planning. -
To accomplish the mission, CRM Compliance and JOC:
-
Coordinates with Compliance and JOC customers to gather and articulate
business needs for new projects, applications, and legacy systems, and identify
necessary business resources to support the process; researches industry best
practices to support business improvement projects (Visioning and Strategy) -
Provides project level oversight for Non-Major projects focused on delivering
capabilities for Compliance and JOC customers including business case updates
to measure and capture data to determine business benefits, variances on cost,
schedule or scope and project level risks; monitors the design and development
of new business systems (Project Management) -
Evaluates system integration testing and supports executive decisions
for nationwide deployment of systems (Project Testing) -
Participates in deployment of systems to pilot sites and coordinates system
integration with HCO, C&L, AWSS, and business line functions (Project
Implementation) -
Participates with HCO, C&L, AWSS, MITS and business line functions
to identify resource needs, oversees development of manuals and training and
facilitates organization transition planning and implementation (Customer
Assurance)
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The mission of Business System Security Office (BSSO) is to implement
a comprehensive information security program in accordance with Federal Information
Security Management Act (FISMA) and related guidelines. -
The Director, Business Systems Security Office, reports to the Director,
Business Systems Planning. -
To accomplish the mission, BSSO:
-
Ensures protection of sensitive data, assessing systems and processes
and identifying potential threats, vulnerabilities and opportunities for improvement;
works with internal and external customers developing, implementing and monitoring
FISMA-related systemic efforts -
Provides guidance in revision of affected Service manuals and documents,
addressing Service policy and Plans of Actions and Milestones (POA&Ms)
and developing contingency plans -
Develops, plans, and partners with stakeholders for oversight including
evaluating and monitoring Independent Verification & Validation (IV&V)
processes -
Facilitates program, policy and training information including internal
and external communications, outreach and program/procedural information to
employees, stakeholders and the public
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The Security Program Management Office (SPMO), reports to the Director,
Business Systems Security Office:
-
The Security Program Management Office (SPMO) ensures holistic systems
security alignment within Wage and Investment and maintaining the integrity
of system applications. System applications are enhanced by maintaining ongoing
actions and implementing new processes and protocols. -
The SPMO staff:
-
Ensures protection of sensitive data by initiating and executing contracts
to complete and renew certification and accreditation (C&A) of W&I
system applications including continued annual testing managed by IRS or contractors -
Works with the Office of Privacy ensuring W&I applications comply
with Privacy Guidelines and integrating Privacy requirements into the FISMA
process -
Establishes collaborative boards, project offices, and working groups
to effectively develop, implement and monitor FISMA activities -
Ensures executives, managers and staff receive relevant security-related
training including staff with essential security roles and contractors supporting
W&I systems -
Implements program level security controls provided by Mission Assurance
and Security Services (MA&SS) and supports alignment of the MA&SS
Security Test & Evaluation program to ensure comprehensive evaluations
are being performed and risks are reported to the appropriate W&I application
system owners -
Reviews and comments on draft agency-wide security policies, providing
detailed and specific security configurations and draft National Institute
of Standards & Technology (NIST) FISMA guidance -
Enhances management of Plans of Actions and Milestones (POA&Ms) and
other deliverables utilizing automated tools when appropriate; defines long
term W&I IT security metrics for performance measurement -
Supports realignment of existing security policies to delineate the security
management structure, responsibilities, and security controls to correspond
with NIST guidance and FISMA requirements -
Finalizes information technology security policy and guidance to align
with Treasury Department and FISMA requirements; develops comprehensive Contingency
Planning documents system applications and test viability pursuant enterprise-wide
Disaster Recovery guidelines -
Integrates security into the ELC ensuring security is addressed early
and systems deployed are FISMA compliant; monitors W&I Major Information
Systems, effectively managing POA&Ms, identifying and mitigating risks,
and ensuring C&A documentation reflects current security posture -
Manage from a program level so system overlaps are identified and addressed
early in the lifecycle. Also, enhance non-major project technical support
to W&I business functions through ongoing implementation of a Center of
Excellence (COE) for project management -
Develops and implements standards for modernized technologies, processes,
and infrastructures and standards for imaging workflow and inventory management
meeting W&I and other BODs’ needs -
Maintains an IV&V function to monitor and evaluate progress of non-major
and “Steady-State”
, “Stay-in-Business”
projects -
Formulates and plans, with other oversight functions, development, implementation,
and control for projects, initiatives and investment proposals, leveraging
maximum strategic and financial value for W&I and the Service
-
-
Technological advances are being made within the IRS at an increasing
rate. As this happens, the business faces the increasing challenge of re-engineering
processes to complement and maximize the capabilities of the new technology.
The mission of the Six Sigma office is to position W&I to proactively
re-engineer business processes to support the strategic vision of W&I
and influence the development of our technology solutions. -
The Chief, Six Sigma, reports to the Director, Strategy and Finance.
-
To accomplish the mission, Six Sigma:
-
Applies DMAIC and a wide variety of Lean Six Sigma tools to develop a
data-driven quality strategy for improving processes; DMAIC is an acronym
for five interconnected Six Sigma phases: Define, Measure, Analyze, Improve,
and Control -
Uses the organization’s strategic goals and objectives to proactively
identify key areas of opportunity for technology improvements and process
re-engineering or improvements to meet the organizations’ desired business
results -
Generates effective and creative solutions and persuades leaders to pursue
them -
Serves as a change agent and internal consultant and train and mentor
incoming “black belts”
and “green belts
”
on Lean & Six Sigma methodologies
-
-
The mission of Equal Employment Opportunity (EEO)
and Diversity is to ensure equal opportunity to all employees, applicants,
and members of the public who seek to participate in IRS programs, activities
and services. Our goal is to ensure compliance with appropriate laws and regulations
that prohibit discrimination in a high-quality, fair, and equitable manner
through partnership between management, employees, and stakeholders. -
The Director, Equal Employment Opportunity and
Diversity, reports to the Commissioner, W&I. The organizational symbols
for EEO and Diversity are SE:W:EEO. -
To accomplish the mission, EEO and Diversity:
-
Advises the W&I Commissioner and other W&I
management officials on EEO and Diversity issues -
Provides guidance on EEO policies (sexual harassment,
reasonable accommodation, etc.), procedures, programs, and recruitment strategies
for the Division in conformance with overall Service guidelines -
Represents W&I on the Servicewide EEO and Diversity
Council; Oversees the W&I EEO and Diversity Advisory Committee -
Coordinates specific EEO and Diversity training
with AWSS EEO and Diversity Field Services (EEOD FS) to ensure managers and
employees receive adequate training to fulfill their EEO and Diversity responsibilities -
Conducts analysis of key workforce-related trends
or actions to identify any practices, regulations and procedures that may
perpetuate discrimination and prepares reports of findings -
Partners with AWSS EEOD FS in the implementation,
administration and oversight of the special emphasis program plans for W&I -
Develops and monitors the W&I affirmative employment
plan -
Partners with EEOD FS and other BODs in the development
of Memorandums of Agreement/Understanding or Letters of Agreement/Understanding
that mutually benefit both -
Ensures EEO input and/or involvement in the W&I
strategic program planning and assessment process -
Collaborates, as needed, with AWSS EEOD FS and management
during the EEO pre-complaint, Alternative Dispute Resolution (ADR), and formal
complaint processes, offering guidance, support and facilitation of settlement
attempts -
Fosters relationships with employee organizations,
diversity-related initiatives, and special emphasis programs within W&I -
Prepares required EEO and Diversity related reports
in accordance with National, Treasury and Equal Employment Opportunity Commission
(EEOC) policy, guidance and other regulatory requirements
-
-
The mission of the Human Capital Office (HCO)
is to provide for the overall planning, guidance and development of strategies
for the management of W&I Human Capital, including the development of
learning products and services. The HCO serves on behalf of the W&I Commissioner
on all Human Capital issues. The programs include workforce organization design
and restructuring, recruitment, performance management, labor and employee
relations, and learning and education. -
The Director, Human Capital Office, reports to
the Commissioner, W&I. The organizational symbols for HCO are SE:W:HCO. -
To accomplish the mission, the HCO:
-
Serves as the W&I representative on the national
Human Capital Advisory Policy Council -
Develops and implements policies, guidelines and
procedures for the Division within parameters set by national HCO -
Works in concert with the W&I operating units,
designing and developing an integrated division-wide Hiring Plan and Training
Plan -
Proposes and allocates the training budget to W&I
operating units -
Works with all W&I business units to develop
an integrated human capital strategy, including forecasts of future needs -
Provides strategic workforce planning and recruitment
support to the operating units -
Provides labor relations advice and negotiation
support for the operating units -
Oversees position management and classification
activity support -
Improves hiring and recruiting, career planning,
and related processes -
Oversees and manages the performance management
process including monitoring of appraisals and awards -
Administers the annual W&I training plan
-
Oversees the Office of Government Ethics financial
reporting requirements for all W&I operating units
-
-
The following offices report to the Director,
HCO:-
Workforce Organization and Transition
-
Human Capital Planning and Performance
-
Learning and Education
-
-
The mission of Workforce Organization and Transition
is responsibility for organizational design and workforce restructuring. Major
program areas include Requests for Organizational Change/Development, transition
strategies, staffing, recruitment, paybands, HR Connect, and Most Efficient
Organization (MEO) support. -
The Chief, Workforce Organization and Transition,
reports to the Director, Human Capital Office. -
To accomplish the mission, Workforce Organization
and Transition:-
Develops workforce plans and work design programs
that integrate with position management requirements -
Examines future organizational recruitment needs
in light of social and technological trends that impact on numbers and quality
of employable candidates -
Designs career management systems to ensure career
ladders exist for employees to progress to jobs within W&I and to jobs
in other BODs
-
-
The mission of Human Capital Planning and Performance
is to develop strategies and programs which assist management in working productively
with labor organizations and strategic human capital planning and workforce
analysis. -
The Chief, Human Capital Planning and Performance,
reports to the Director, Human Capital Office. -
To accomplish the mission, Human Capital Planning
and Performance:-
Provides guidance in the development of performance
management and other HCO strategies that motivate, evaluate and reward employees
in support of the IRS mission, goals and objectives -
Provides guidance and support in collective bargaining
and consultation with labor organizations including litigation, grievance
arbitration -
Provides workforce analysis for business areas to
strategically manage human capital resources
-
-
The mission of Learning and Education is to provide
W&I employees with learning opportunities that equip them to deliver top
quality service to their customers. -
The Director, Learning and Education, reports
to the Director, Human Capital Office. -
To accomplish the mission, Learning and Education:
-
Assists customers in identifying their performance
improvement opportunities needed to meet their business goals -
Supports performance improvement through the design,
development and delivery of quality learning products -
Ensures improvement through continual evaluation
of instructors and learning products -
Partners with other learning stakeholders to implement
industry best practices as appropriate
-
-
The mission of the Earned Income and Health Coverage Tax Credit (EITC/HCTC)
Office is to improve the administration of the EITC and HCTC through an approach
that encourages eligible taxpayers to apply for the credit and reduces the
number of claims paid in error. -
The Director, Earned Income and Health Coverage Tax Credit, reports
to the Commissioner, W&I. The organizational symbols for EITC are SE:W:EITC.
The interim symbols for the Health Coverage Tax Credit Office are SE:W:HCTC. -
To accomplish the mission, the EITC/HCTC Office:
-
Develops the strategic vision for a future state
of EITC/HCTC administration and drives the migration process to the new vision -
Builds and manages internal and external stakeholder
relationships and forms strategic alliances with key EITC/HCTC opinion makers—Members
of Congress; IRS Oversight Board, OMB; Treasury; Government Accountability
Office (GAO); Treasury Inspector General for Tax Administration (TIGTA), numerous
influential advocacy groups, tax related businesses in the private and non-profit
sectors, and public policy academics -
Develops and manages a national outreach strategy
that includes managing the delivery of marketing and advertising campaigns,
and creating EITC specific tools for use by tax preparers, SPEC, and W&I
C&L business units using multiple communication/media channels -
Develops and administers: strategic planning and
budgeting objectives and operational priorities to accomplish the W&I
Business Plan related to EITC/HCTC administration; maintains enterprise-wide
metrics and Government Performance and Results Act (GPRA) measures to evaluate
overall program performance; Service Level Agreements with 13 different business
areas/units across the Agency; integrates EITC into Agency Research and Examination
strategies; develops and executes a Return Preparer strategy designed to strengthen
compliance and outreach activities; and supports other IRS efforts to implement
GAO/TIGTA recommendations -
Defines and manages the investment portfolio of
technology-enabled business solutions and the re-design of EITC related business
processes across the Agency -
Manages and chairs the EITC Steering Committee which
is composed of key internal stakeholders from across the Agency; the Steering
Committee provides strategic direction and guidance to support attainment
of the EITC future state
-
-
Communications and Liaison (C&L) plans, develops and disseminates
W&I communication messages to both internal and external stakeholders. -
The Director, Communications and Liaison, reports to the Commissioner
W&I. The Director advises the W&I Commissioner on communication matters,
including public, stakeholder and media relations. The organizational symbols
for C&L are SE:W:C. -
Communications and Liaison
-
Develops W&I-wide internal and external communication strategies,
plans, and messages that support W&I functional business objectives; C&L
uses a variety of communication methods, such as Intranet, Internet, video-conferences,
e-mail, voice messaging system (VMS), and newsletters to facilitate this process -
Facilitates interactive communications with W&I employees and other
internal and external stakeholders -
Develops and executes the overall W&I C&L program in conjunction
and coordination with National Headquarters (NHQ) C&L and other Business
Operating Division Communications and Liaison functions -
Develops overall W&I strategy for media relations and coordinates
W&I media activities through NHQ C&L Media Relations -
Coordinates W&I public liaison, marketing, oversight, and other external
communications activities as appropriate -
Coordinates and prepares speeches, voice messages and e-mails, briefing
materials, testimony and other presentation support materials for the W&I
Commissioner and other W&I executives, as appropriate
-
-
The following managers report to the Director, C&L:
-
Chief, Communications Planning
-
Chief, Tactical Implementation
-
-
C&L, Communications Planning Office develops and coordinates communication
strategies for W&I initiatives and programs for both internal and external
audiences and, together with the Communications & Liaison Tactical Implementation
Office, develops supporting communication products. -
C&L, Communications Planning:
-
Develops and implements integrated strategic communication plans, with
internal and external impact, to support W&I business objectives and organizational
development -
Establishes and leverages internal and external (Taxpayer Advocate Services,
NHQ C&L Governmental Liaison, and Field Media Relations) stakeholder relationships
to develop, disseminate, monitor and revise strategic communication plans -
Serves as a communications consultant to W&I Headquarters (HQ) and
Field management -
Provides media and presentation training on request
-
Works with Governmental Liaison to develop and deliver communications
support and respond to stakeholder inquiries that relate to or impact W&I -
Coordinates and supports speeches, briefing materials, and other presentation
support materials for W&I HQ managers and officials -
Coordinates and supports executive photographs and interviews for internal
publication
-
-
C&L, Tactical Implementation, delivers tailored communications solutions
to achieve the planned objectives of the W&I functional units. -
C&L, Tactical Implementation:
-
Partners with the Communication Planning Office to identify potential
communication treatments and solutions for W&I functional customers and
generates top-quality materials that support approved communication plans
and strategies including internal and external communication products, i.e.,
fact sheets, news releases, talking points, speeches, PowerPoint presentations,
newsletter articles, key messages, outreach events, and web-based information -
Serves as webmaster, technical advisor, and designer for the W&I Intranet
web site, measures usefulness of and continually updates and improves the
site, and posts approved communications materials on IRS.gov -
Publishes customized W&I newsletters for all W&I employees and
distributes them via electronic or hard copy means -
Serves as liaison for practitioner, media and oversight body communications
-
Prepares W&I executives and managers for media interviews and presentations
-
Develops and coordinates information for electronic distribution through
the Internet/Intranet, closed-circuit television, and e-mail distribution
lists -
Liaisons with National Headquarters (NHQ) C&L, Electronic Tax Administration
(ETA) and the EITC Office during the development and delivery of mass media
promotional products and public service announcements concerning IRS e-file and EITC -
Supports Crisis Communications and local Business Resumption Plans by
serving as an on-site internal and external communications expert as appropriate -
Coordinates overall Filing Season Communications in conjunction with NHQ
C&L and embedded Business Operating Division C&L functions
-
-
The mission of the Office of Electronic Tax Administration (ETA) is
to ease taxpayer burden and increase compliance through innovative
e-Government solutions that use technology to meet business needs. -
The Director, Electronic Tax Administration, reports directly to the
Commissioner, W&I. The organizational symbols for ETA are SE:W:ETA. -
The Directors responsibilities entail managing initiatives and programs
relating to electronic transactions for tax returns, information returns,
and tax payment in partnership with the BODs. This includes the:-
Planning, direction and monitoring of IRS electronic tax administration
programs -
Promoting the use of electronic alternatives to traditional paper to internal
and external audiences -
Developing business requirements for new and enhanced electronic tax administration
systems
-
-
To accomplish the mission, Electronic Tax Administration:
-
Makes electronic filing, payment and communication so simple, inexpensive
and trusted that taxpayers will prefer these to calling and mailing -
Increases taxpayer access to electronic filing, payment and communication
products and services -
Protects transaction integrity and internal processing accuracy
-
Reduces per-return processing costs of electronic filing
-
Delivers the highest quality products and services as promised
-
Seeks the best people, ideas and partners to ensure success; creates a
work environment where employees and partners are skilled, informed and empowered
to succeed
-
-
Direct reports to the Director, ETA include:
-
ETA Chief of Staff
-
Director, Strategic Services
-
Director, Internet Development Services
-
Director, Development Services
-
-
The mission of the ETA Chief of Staff is to ease organizational burden
by providing ETA-wide management, strategic and organizational planning, administrative
support and program oversight to internal and external customers to advance
electronic tax administration. -
To accomplish the mission, the ETA Chief of Staff:
-
Coordinates, plans and controls activities for ETA budget formulation
and execution, the ETA strategic plan, operations plan, goals and measures,
business review and operational reviews -
Manages ETA human resources and other administrative support programs
-
Resolves issues of critical importance to ETA, with the Director, ETA
and other ETA management
-
-
The mission of Strategic Services to is provide expertise and guidance
to internal and external customers to enable the development of
e-Government strategies and policies to achieve viable electronic tax
administration solutions. -
To accomplish the mission, Strategic Services will increasing Electronic
Filing by-
Administering the Free Filing Program
-
Increasing Security of Taxpayer Data
-
Administering the Electronic Management System (EMS)
-
Implementing the Electronic Fingerprint Capability
-
-
To further accomplish the mission, Strategic Services provide Guidance
to Internal and External Stakeholders including:-
ETA Advisory Committee (ETAAC)
-
Federation of Tax Administrators (FTA) Tactical Advisory Group (TAG)
-
Nationwide Tax Forums
-
Market Research
-
Suitability Process
-
-
The mission of Internet Development Services is to provide Business
Leadership in the proven use of web-based products and services to satisfy
IRS e-Business needs and increase electronic interactions
with the IRS. -
To accomplish the mission, Internet Development Services will:
-
Define the Business Portal Strategy to support IRS e-Business
Goals and Objectives -
Provide Portal Governance and Management to ensure delivery of quality
web-based information, products and services -
Apply Portal Product Management to deliver compelling web products and
services to raise customer satisfaction -
Ensure Business Transition management for Portal Services and Products
-
Lead the IRS e-Business transformation through appropriate
use of emerging technology and best practice business philosophies -
Create business value in leveraging data into strategic information to
increase effective tax administration -
Develop innovative cross-channel service delivery strategies
-
-
The mission of Development Services is to drive and deliver technology
solutions that lead to taxpayers and providers choosing electronic options
as the preferred method of meeting their tax obligations. -
To accomplish its goals and objectives, Development Services will develop
business requirements for the Modernized e-File (MeF)
architecture to meet the needs of Small Business Self-Employed (SB/SE), Large
and Mid-Size Business (LMSB), Wage and Investment (W&I), and Tax Exempt
and Government Entities (TEGE) Operating Divisions by:-
Communicating business requirements to MITS, contractors and external
stakeholders for preparation of tax returns and development of tax software -
Developing requirements for:
Form 1120, U.S. Corporation Income Tax Return,
Form 1065, U.S. Return of Partnership Income,
Form 2290, Heavy Highway Vehicle Use
Tax Return,
Form 720,
Quarterly Federal Excise Tax Return,
Form
8849, Claim for Refund of Excise Taxes,
and
all related forms and schedules for implementation of electronic filing of
the MeF platform -
Developing a value impact model prototype to support the future sequencing
of forms onto the MeF platform -
Support mandates for large taxpayers to file Form
1120 electronically
-
-
The mission of the Business Modernization Office is to implement enterprise-wide
information technology solutions and re-engineered business processes to improve
internal and external effectiveness and efficiency of the Service. This office
is ultimately accountable for the success of the modernization efforts. -
The Business Modernization Executive reports directly to the Commissioner,
W&I, and includes three subordinate offices:-
Customer Account Data Engine (CADE) Project Office
-
Accounts Management Services (AMS) Project Office
-
Program Management Technical Support
-
-
The Business Modernization Office collaborates with W&I executives,
MITS, and other internal and external stakeholders to achieve its mission.
The Business Modernization Executive:-
Serves as principal advisor to the W&I Commissioner, on servicewide
business modernization activities -
Partners with the MITS organization regarding design, engineering, testing,
logistics, program control, and data configuration management for the delivery
of solutions to meet business requirements -
Serve as the Designated Approval Authority for Federal Information Security
Management Act (FISMA) security for various systems as appropriate -
Supports the improvement of all W&I business practices and the implementation
of technology to enable top quality service to taxpayers -
Serves as the principal business point of contact on key modernization
projects and coordinates across the Service to ensure integrated solutions
are developed -
Approves and manages the implementation of new information system functional
capabilities and substantial changes to existing information systems -
Ensures appropriate integration with related cross-functional modernization
projects such as Modernized E-File (MeF) and Filing and Payment Compliance
(FP&C) -
Provides executive leadership and direction to executive, senior manager,
and functions
-
-
The mission of both the CADE and AMS Project Office is to implement
information technology solutions and re-engineer business processes to improve
internal and external effectiveness and efficiency of CADE and AMS -
Two subordinate offices report to the CADE and AMS Project Offices
-
Business Modernization Integration
-
Release and Business Rules Management
-
-
The CADE and AMS Project Offices coordinate across the Service, including
other modernization programs and legacy environments as appropriate to ensure
integrated solutions are developed. To carry this out, the Project Offices:-
Serve as the primary liaison between MITS and the BODs for CADE and AMS
modernization programs and issues -
Approve and manage the implementation of the CADE and AMS functional capabilities
and oversee substantial changes to existing information and technology systems -
Provide an enterprise viewpoint, working cross-Executive Steering Committee
(ESC) issues with other business leaders for integration, coordination and
consistency -
Partner with the Business Requirements Director (BRD) to establish business
requirements and sequencing of the Release Content Management Plan (RCMP) -
Act as the ultimate point of accountability for success of modernization
efforts relating to defining, developing and controlling business requirements -
Make key decisions to ensure business requirements are met within agreed-upon
time frames and costs -
Approve trade off decisions relating to changing requirements and impact
on cost/schedule -
Work with Enterprise Architecture, conducting technology and vendor assessments,
and recommend architectural solutions that meet business requirements -
Develop business cases, cost models, and measures for future projects
-
Prioritize and manage modernized projects including working with the MITS
and the Director, Business Systems Planning (BSP) to assure integration between
major and non-major initiatives -
Translate operational needs into business system requirements
-
Validate business requirements meet the needs of business owners
-
Educate and provide guidance on business components of institutionalized
methodologies and processes including the Enterprise Life Cycle (ELC) process,
Business Rules Enterprise Management (BREM), Defect and Change Control, and
Request for Information Services (RIS) management -
Communicate consistent messages to internal and external audiences about
project priorities, status, business value, and results -
Coordinate business resources and managing transition activities during
the project development lifecycle -
Manage project integration issues, prepare data, and recommend options
for resolution, escalate and manage unresolved issues to the appropriated
Governance Body -
Coordinate and manage FISMA business-related activities
-
-
The mission of Business Modernization Integration is to manage day-to-day
business activities of the ELC and related milestones, business rules harvesting,
project issues, communicating, integrating, and resolving problems across
the enterprise including:-
Providing administrative services to the Integration Review Team (IRT)
-
Assisting with enterprise business requirements sequencing through early
identification of integration issues -
Managing and resolving release-specific business integration issues
-
Preparing and proposing options for issues not resolved at the project
level -
Escalating and managing unresolved issues to the appropriate Governance
Body -
Participating in Customer Technical Reviews
-
-
The mission of Release and Business Rules Management is to coordinate
and execute activities to define, develop and control business requirements
including:-
Managing day-to-day business activities of the ELC and related milestones
-
Managing business rules harvesting activities and project issues
-
Working with the Business Requirements Director to review and approve
artifacts such as process redesign and business rules harvesting efforts to
ensure the business operations needs are met -
Communicating unresolved integration issues to the Integration Review
Team for resolution -
Ensuring detailed requirements are developed and documented to reflect
business needs and capabilities -
Reviewing detailed design specifications to ensure the solution meets
business requirements
-
-
The mission of the Program Management and Technical Support Office is
to provide critical services for the Business Modernization Executive. -
This office provides customers with the administrative and technical
support necessary to meet their business and information technology needs
in a timely, professional manner including:-
Providing direction and oversight to ensure the risk to the information
and systems is assessed, appropriate controls to protect against risk are
identified, implemented and tested, and IT security requirements are budgeted -
Collaborating with the CADE and AMS Project Offices to prepare responses
to reports from oversight organizations such as TIGTA and GAO -
Developing and implementing a comprehensive communication strategy
-
Providing guidance and oversight on procurement issues
-
Formulating long- and short-term business plans and budgets in coordination
with the Strategy and Finance organization -
Establishing internal operational and technical standards, procedures,
practices and controls -
Executing the IV&V process to ensure projects follow approved change
control processes, achieve claimed business case benefits, deliver Enterprise
Life Cycle artifacts, develop and deploy within project cost and schedule,
and mitigate technical challenges
-
-
The mission of Customer Assistance, Relationships
and Education (CARE) is to:-
Assist customers in satisfying their tax responsibilities
-
Build and maintain partnerships with key stakeholders
to leverage their resources to inform, educate and communicate with customers -
Create and improve tax forms, instructions, publications,
and notices tailored to customer needs thereby facilitating tax administration -
Provide professional face-to-face assistance, education
and compliance services to customers -
Support Compliance activities
-
-
The Director, Customer Assistance, Relationships
and Education, reports to the Commissioner, W&I. The organizational symbols
for CARE are SE:W:CAR. -
To accomplish the mission, CARE:
-
Develops, tests, and implements education programs
with W&I partners -
Provides printing and publishing services for all
media types; plans, develops, administers and evaluates policies, systems,
procedures and standards for Publishing System products and services -
Designs and revises external forms, publications
and notices for W&I customers -
Develops measures that balance customer satisfaction,
employee satisfaction, and business results -
Develops programs and products for assistance with
tax return preparation, education on rights and responsibilities for customers,
and access to information and forms to enable customers to prepare their returns -
Partners with stakeholder groups to increase the
reach of IRS expertise in return preparation -
Provides face-to-face assistance, education, and
compliance services to low- to middle-income and other customers -
Supports compliance activities at Taxpayer Assistance
Centers (TAC) -
Provides shared services to all operating divisions
in support of the end-to-end, integrated notice process -
Monitors workload and effectiveness and allocates
resources among subordinate functions -
Manages the preparation and execution of CAREs
financial plan -
Ensures unit goals, strategy,, and organizational
policies are clearly communicated to all employees -
Participates in equal employment and diversity program
activities
-
-
The following offices report to the Director,
CARE:-
CARE Program Management
-
CARE Program and Process Assurance
-
CARE Finance
-
Media and Publications
-
Stakeholder Partnerships, Education and Communications
(SPEC) -
Field Assistance
-
-
The mission of CARE Program Management is to provide
support to the Director, CARE, by overseeing the integration of CARE policy
and planning. -
The Chief, CARE Program Management, reports to
the Director, CARE. -
To accomplish the mission, CARE Program Management:
-
Oversees the integration of policy throughout CARE
-
Ensures policies are reflective of taxpayer behaviors,
needs and characteristics to improve overall compliance and customer service -
Ensures policies incorporate compliance and taxpayer
education concerns and needs -
Manages internal controls, including Treasury Inspector
General for Tax Administration (TIGTA) and Government Accountability Office
(GAO) audits and findings -
Coordinates the development of implementation plans
for tax legislation and monitors the action plans to completion -
Serves as the Management Information Systems focal
point for CARE activities -
Maintains the IRM for CARE
-
Monitors the status of strategic and business planning
-
Provides guidance and liaison activities with subordinate
program management staffs within Media and Publications, SPEC, and Field Assistance -
Provides support for employee training across the
CARE organization to ensure all mandatory training is conducted and sub-offices
establish appropriate training plans -
Coordinates management controls
-
Coordinates and monitors the Improvement Project
activities for CARE and serves as liaison to BSP
-
-
The mission of CARE Program and Process Assurance
is to provide support to the Director, CARE, by ensuring regulatory and statutory
compliance and by verifying operational effectiveness. -
The Chief, CARE Program and Process Assurance,
reports to the Director, CARE. -
To accomplish the goals, CARE Program and Process
Assurance:-
Reviews program operations to ensure compliance
with the Internal Revenue Code (IRC), Federal Personnel regulations, Disclosure
regulations, and Office of Management and Budget (OMB) issuances -
Verifies operational effectiveness of implementation
and maintenance of technical procedures based on legislation and executive
orders -
Reviews functional activities to ensure compliance
with established procedures -
Coordinates quality efforts for the Director, CARE,
and provides guidance to quality coordinators -
Monitors the status of balanced measures
-
-
The mission of CARE Finance is to:
-
Coordinate all issues related to operational planning,
budget formulation, financial plan execution, and management controls -
Assist the Director, CARE, by managing the financial
resources for CARE including tracking resource usage against targets -
Conduct operating unit financial reviews and develop
recommendations to resolve issues within the existing financial resources
-
-
The Chief, CARE Finance, reports to the Director,
CARE. -
To accomplish the mission, CARE Finance:
-
Coordinates the development of budget initiatives
-
Formulates the operating units budget and resource
allocation -
Coordinates the integration of business plans and
the budget process -
Manages the execution of the operating units financial
plan
-
-
The mission of Media and Publications (M&P)
is to meet customer needs through developing understandable notices; to produce
external and internal forms and publications which facilitate tax administration
and ease of compliance by taxpayers; and to supply media publishing services
to customers. -
The Director, Media and Publications, reports
to the Director, CARE. -
To accomplish the mission, Media and Publications:
-
Integrates the activities of the Single Point of
Contact, Publishing, Distribution, Chief, Notice Improvement, and Tax Forms
and Publications to ensure a cohesive approach to the design, publishing,
and delivery of notices, forms and publications -
Obtains customer research-based data from Research
in Strategy and Finance as well as customer, employee and business results
notice data from the Notice Support Group in order to provide products which
assist taxpayers in pre-filing, filing, and post-filing activities and support
the missions of CAS, Compliance, other parts of CARE, and other Business Operating
Divisions
-
-
The following managers report to the Director,
Media and Publications:-
Chief, Strategic Planning and Budget
-
Chief, Program Management
-
Director, Tax Forms and Publications
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Director, Publishing
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Director, Distribution
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Chief, Notice Improvement
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The mission of the Strategic Planning and Budget Staff is to provide
a variety of technical and administrative support to Media and Publications’
executives, managers and employees as it pertains to strategic planning and
budget. -
To accomplish its mission, the Strategic Planning and Budget Staff:
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Develops, in coordination with the CARE organization, the Strategic Planning
and Balanced Measures plan -
Coordinates all issues related to the strategic planning process
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Serves in a leadership role for the implementation of strategic planning
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Monitors and makes recommendations on the progress of strategic planning
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Provides analysis, advice and guidance on Management Information Reports
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