part1-13

1.1.17 
Agency-wide Shared Services

1.1.17.1 
(12-01-2006)
Agency-Wide Shared Services

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

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

  3. To accomplish the mission, AWSS:

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

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

    3. Directs activities to build partnerships with internal stakeholders.

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

    5. Participates in equal employment and diversity program activities.

1.1.17.2 
(12-01-2006)
Headquarters

  1. The mission of the Headquarters organization is to support the Chief,
    Agency-Wide Shared Services by providing strategic and operational support
    for the operating units within AWSS. Headquarters manages all physical and
    information technology and financial resources assigned to the organization.

  2. AWSS Headquarters consists of the Office of the Chief and Deputy Chief,
    the Directors of EEO and Diversity Field Service (TCMC), Employee Support
    Services, Real Estate and Facilities Management and Procurement offices, as
    well as the managers and staffs of the Headquarters Support organization.

  3. The Headquarters Support organization includes the following units:

    • Office of Strategy and Finance

    • Administrative Services

    • Competitive Sourcing

    • AWSS EEO and Diversity

1.1.17.2.1 
(12-01-2006)
Office of Strategy and Finance

  1. The mission of the Office of Strategy and Finance is to:

    1. secure and manage the financial resources;

    2. manage the strategic planning and Performance Management (Measures development,
      systems maintenance and analysis activities to manage and monitor organizational
      performance); and

    3. ensure the IRS-wide balanced measures approach is incorporated into the
      AWSS and Operations Support (Non- MITS) organizations.

1.1.17.2.2 
(12-01-2006)
AWSS Branch and the Operation Support (non-MITS) Branch

  1. The AWSS and Operation Support (non-MITS) Branches:

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

    2. Manage the resource distribution process including the development of
      the financial plan that supports the programs and priorities for our customer
      organizations in coordination with program managers, as applicable.

    3. Manage financial resources including tracking resource usage against targets.

    4. Establish financial policies, procedures and management controls for our
      customer organizations in conjunction with overall Service guidelines and
      procedures.

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

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

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

    8. Tracks costs at the product and customer level.

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

    10. Develops cost tracking capabilities using existing systems.

    11. Designs and manages implementation of enhancements to existing systems
      and processes related to capturing costs.

    12. Creates internal documents for customers detailing usage of customer organization
      services and corresponding dollar expense.

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

    14. Designs and implements a measurement system in consultation with stakeholders.

    15. Develops measures framework

    16. Tracks performance within the context of a balanced measurement approach
      and ties performance to operational measures.

    17. Provides technical guidance and assistance to our customer organizations
      on process analysis, systems improvements and reengineering,

    18. Develops and administers customer surveys.

    19. Coordinates implementation of research and shares findings.

1.1.17.2.3 
(12-01-2006)
Business Systems & Project Management Branch

  1. The mission of the Office of Business Systems & Project Management
    is to proactively manage customer systems requirements from a business process
    (e.g., non-technical) perspective and provide support and internal project
    oversight and process analysis to the Director of the Office of Strategy and
    Finance and the AWSS Branch and the Operations Support (Non-MITS Branch. The
    Business Systems & Project Management Branch:

    1. Gathers business requirements for the division;

    2. Ensures existing systems satisfy customer needs;

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

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

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

    6. Develops technology plans for the customer organizations;

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

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

    9. Oversees Process Analysis for the Office of Strategy and Finance;

    10. Monitors and or leads Strategy and Finance Projects;

    11. Address Cross-Branch ad-hoc requests for information or other deliverables.

1.1.17.3 
(12-01-2006)
Office of Administrative Services

  1. The mission of the Office of Administrative Support is to provide support
    for the internal management of the embedded Personnel Services. The AWSS Office
    of Administrative Services’ Director reports directly to the Chief,
    AWSS. Programs under this office include: Communications and Marketing, Training,
    Human Resources, Combined Federal Campaign, Employee Suggestion Program and
    the Chief Awards.

1.1.17.3.1 
(12-01-2006)
Communications and Marketing

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

    • Planning communications

    • Defining key messages and target audiences

    • Determining proper vehicles

    • Writing and editing

    • Developing communications products

1.1.17.3.2 
(12-01-2006)
AWSS Training

  1. The mission of AWSS Training is to oversee the design, development,
    and Implementation of learning and education programs for the AWSS employee
    community consistent with established Servicewide education policies and standards.
    The office responsibilities are to:

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

    • Design and deliver current, transition and future training appropriate
      to the needs of the AWSS employees

    • Coordinate the development of the annual training plan for the AWSS Organization

1.1.17.3.3 
(12-01-2006)
Embedded Human Resources

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

1.1.17.4 
(12-01-2006)
Office of Competitive Sourcing

  1. The AWSS Competitive Sourcing Division Director reports directly to
    the Chief, AWSS. The mission of the Office of Competitive Sourcing is to leverage
    structured competitive sourcing methods and the power of competition to improve
    IRS business processes, reshape its workforce, and further the agencys strategic
    goals.

  2. The Internal Revenue Service (IRS) Office of Competitive Sourcing is
    part of the government-wide Competitive Sourcing initiative governed by Office
    of Management and Budget Circular A-76.  OCS has developed a repeatable
    process to select competitive sourcing studies, evaluate their economic impact
    on the overall budget, implement lessons learned and achieve benefits.

  3. Competitive Sourcing can be a powerful management tool to make transformational
    changes in organizations. This is one reason why A-76 is one of five programs
    in the President’s Management Agenda. Some specific business results
    that Competitive Sourcing has brought to IRS and other agencies are:

    1. Modernized processes—most often technology drives the processes

    2. Modernized technology for an entire business function with one contract

    3. Dramatically accelerated time to implement new technology

    4. Increased functionality and better customer service

    5. Improved and more flexible management reporting capability * Accelerated
      moves to open standards (ex. XML)

    6. Resolution of issues such as high maintenance costs and limited support
      for discontinued, proprietary, and “home grown”
      software

    7. Replacement of antiquated mainframe and other older hardware technologies

    8. Reduced system interface issues

    9. Significant cost savings

1.1.17.5 
(12-01-2006)
EEO and Diversity (AWSS)

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

  2. The office:

    1. provides affirmative employment program guidance, policies, standards;

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

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

  3. The AWSS EEO and Diversity Division Director reports directly to the
    Chief, AWSS, participates in strategic planning, and represents AWSS on the
    EEO and Diversity Council. The EEOD Division Director also advises all AWSS
    management officials on EEO and Diversity issues including complaint resolution.

  4. The office staff:

    1. Develops the AWSS EEO strategy consistent with the Servicewide EEO strategy
      and the AWSS business strategy.

    2. Develops the AWSS Affirmative Employment Plan (AEP), a tool of the Affirmative
      Employment Program which identifies and aims to remove organizational barriers
      that impede hiring, promotion, training, and retention of qualified minorities
      and women.

    3. Customizes EEO programs to the unique needs of AWSS and ensures programs
      are effectively implemented.

    4. Provides for adequate external and internal recruitment strategies for
      identifying qualified candidates and ensures retention and advancement are
      based on quality of work and experience.

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

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

1.1.17.6 
(12-01-2006)
AWSS EEO and Diversity Field Services

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

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

  3. EEODFS major program responsibilities include:

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

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

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

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

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

    6. Providing advice and consultation to managers and executives on complaint
      prevention and resolution, as well as administering TalkFirst;

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

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

  5. Operations Management, which includes a Headquarters staff and led by
    its Operations Director, is aligned into three Areas delivering EEO and Diversity
    field services throughout the Internal Revenue Service. Each Area is headed
    by an Associate Director (AD). There are a total of 16 Territories within
    these three Areas.

  6. Area A and Area B are designated Relationship Management areas that
    provide the full range of services for Reasonable Accommodations. They also
    provide customer support for local initiatives regarding Special Emphasis
    Program, New Employee Orientation, Prevention of Sexual Harassment, Complaint
    Prevention, Recruitment, and field EEO Advisory Committees. These two Areas
    provide services to the bureau through eleven (11) Territory offices, which
    are organized around the campus sites and National Headquarters.

  7. Area C is responsible for Centralized Pre-complaint/ADR case processing,
    which includes the administration of the IRS mediator cadre. This Area also
    provides support to the agency regarding formal complaint case processing
    in the Internal Revenue Service, Prevention of Sexual Harassment, and Complaint
    Prevention. This Area services the bureau through five (5) Territory offices.

1.1.17.7 
(12-01-2006)
Employee Support Services

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

  2. The Director, Employee Support Services reports to the Chief, Agency-Wide
    Shared Services (AWSS) and is responsible for providing executive leadership
    in the design, development, and delivery of multiple, diverse and comprehensive
    administrative programs, that are geographically dispersed nationwide, including
    Payroll and Personnel Systems, the IRS Payroll Centers, Senior Commissioner’s
    Representatives (SCRs), Employee Resource Center (ERC), Credit Card Services,
    Travel Services and the Career Management and Learning Centers (CMLCs).

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

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

    2. Defines and prioritizes agency service requirements.

    3. Defines and implements strategic goals.

    4. Articulates the business need for system improvements.

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

    6. Integrates personnel management into program accomplishments.

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

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

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

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

1.1.17.7.1 
(12-01-2006)
ESS Headquarters

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

  2. The ESS Headquarters consists of the immediate staff of the Director.
    In addition, the senior managers who comprise the cadre of ”
    Direct Reports”
    to the Chief, ESS include the Associate Directors for
    Administrative Programs, Payroll-Personnel Systems, Payroll Centers, Senior
    Commissioner’s Representatives, Employee Resource Center, Travel Services,
    Credit Card Services, and the Career Management & Learning Centers.

1.1.17.7.2 
(12-01-2006)
Administrative Programs Staff

  1. The Administrative Programs Staff (APS) Branch Chief reports directly
    to the Director, Employee Support Services and is responsible for planning,
    organizing, managing, directing and executing branch, external, and service-wide
    APS program responsibilities.

  2. APS is comprised of three functions: Budget, User Support & Outreach
    (US&O), and the Communications Section. Responsibilities are broad in
    scope, providing support for, the Director’s Office, all ESS Branches,
    Service-wide employees and external stakeholders.

1.1.17.7.2.1 
(12-01-2006)
APS Budget Staff

  1. The APS Budget staff:

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

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

    3. Modifies procedures and project objectives.

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

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

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

    7. Coordinates Bargaining and Non-Bargaining Award Program.

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

1.1.17.7.2.2 
(12-01-2006)
APS Communication Section

  1. The APS Communication Section:

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

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

    3. Supports employee engagement by publishing “Success Express.
      ”

    4. Develops and produces marketing materials.

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

    6. Develops content and manages the ESS website.

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

1.1.17.7.2.3 
(12-01-2006)
APS User Support & Outreach (US&O) Section

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

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

    2. Develops, delivers and evaluates Service-wide Outreach workshops.

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

    4. Supports customers service-wide on various ESS programs including HR Connect,
      Employee Express, Thrift Line, SETR, TRAS, Credit Cards and the ERC.

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

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

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

1.1.17.7.3 
(12-01-2006)
Payroll – Personnel Systems

  1. This organization is comprised of the Payroll Center, the Operations
    Support & Systems Maintenance Section and the Human Resources Reporting
    Section.

  2. Programs handled by these three units include: Timekeeping, CFC, RIF
    Initiatives, Human Resource Reports and Requests, the National Performance
    Award Program, Retirement, SETR, among many other programs and initiatives.

1.1.17.7.3.1 
(12-01-2006)
Payroll Processing Operations

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

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

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

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

1.1.17.7.3.1.1 
(12-01-2006)
Payroll Centers

  1. The Payroll Centers are comprised of four different centers which are
    located in Philadelphia, Memphis, Ogden and Austin. Centers specialize in
    the following functions.

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

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

    2. Processing payroll documents;

    3. Processing performance and discretionary awards;

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

    5. Resolving federal, state and local tax problems; and

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

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

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

    2. Providing WebSETR support (validation/assistance);

    3. Processing corrections to T&A data;

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

    5. Processing lump sum annual leave, compensatory leave and credit hour payments.

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

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

    2. Providing Personnel System support (HR Connect Help Desk, TAPS/WebSETR
      Help Desk);

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

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

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

    1. Researching and issuing employee debt letters;

    2. Processing waivers of overpayment;

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

    4. Processing performance appraisals;

    5. Administering the Career Service Awards Program;

    6. Designated Agent duties; and

    7. Document maintenance (OPFs and SFs-50).

1.1.17.7.3.2 
(12-01-2006)
Operations Support & System Maintenance Section

  1. The Operations Support & System Maintenance Section has program
    responsibility for the HR Connect and SETR Plus applications and serves as
    a liaison with the Department of Treasury and the National Finance Center
    (NFC). Responsibilities include: establishment, control and maintenance of
    all organizational codes and department IDs, providing the service of processing
    high volumes of “like”
    personnel actions via the MUM,
    TAPS, retirement, and conversion to SETR Plus in addition to system changes
    including enhancements to HR Connect.

1.1.17.7.3.3 
(12-01-2006)
HR Reporting Section

  1. The HR Reporting Section supports the Human Resources management Information
    needs of the service. They maintain the HR Reporting Center web site, a self
    service HR reporting tool. They provide ongoing HR data support at the Strategic
    level for the Commissioner and senior management level; at the Operational
    level in support of organizational business processes, e.g., Employment Offices,
    Payroll Offices, data feeds for external systems; and generate a myriad of
    ad hoc reports for the business operating division, the Human Capital Office,
    and other oversight functions, including TIGTA, EEO Disclosure and GAO.

1.1.17.7.4 
(12-01-2006)
Travel Services Branch

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

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

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

    1. Provides leadership and program guidance.

    2. Develops partnerships with stakeholders and customers.

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

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

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

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

    • Chief, TRAS Section

    • Chief, Special Services Section

1.1.17.7.4.1 
(12-01-2006)
TRAS Section

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

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

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

    1. Provides guidance on Federal Travel Regulations and procedures.

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

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

1.1.17.7.4.2 
(12-01-2006)
Special Services Section

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

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

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

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

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

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

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

1.1.17.7.5 
(12-01-2006)
Credit Card Services Branch

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

  2. The Credit Card Services Associate Director reports to the Director,
    Employee Support Services and is responsible for planning, managing, directing
    and executing all Purchase Card, Travel Card and Centrally Billed Account
    (CBA) program responsibilities service-wide within our scope of work. It consists
    of the:

    • Credit Card Administration and Assistance Group

    • Account Maintenance And Support Group, and

    • Procedures, Analysis and Review Group

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

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

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

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

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

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

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

1.1.17.7.5.1 
(12-01-2006)
Credit Card Administration & Assistance Group

  1. The Credit Card Administration & Assistance Group:

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

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

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

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

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

    6. Assists the Credit Card COTR in resolving local and divisional problems
      within the scope of its duties.

1.1.17.7.5.2 
(12-01-2006)
Account Maintenance and Support Group

  1. The Account Maintenance and Support Group:

    1. Establishes new Travel and Purchase Card accounts. Provides maintenance
      support to all Travel and Purchase Cardholders, including hierarchy, address,
      name changes, etc.

    2. Provides guidance and support for the Convenience Check Program service-wide.

1.1.17.7.5.3 
(12-01-2006)
Procedures, Analysis and Review Group

  1. The Procedures, Analysis and Review Group:

    1. Prepares procedural direction on the Travel and Purchase Card Programs
      including internal procedures, as well as procedures for Management, Cardholders,
      and all interested parties service-wide.

    2. Provides analytical services for Credit Card Services and the Travel Card,
      Purchase Card and CBA Programs service-wide.

    3. Develops strategies for improving service delivery, customer and employee
      satisfaction. d) Performs reviews of systems and program activity to ensure
      efficiency of current processes and effectiveness of internal controls.

1.1.17.7.6 
(12-01-2006)
Senior Commissioner’s Representatives Branch

  1. SCR Branch, through its geographically dispersed staff of Senior Commissioners
    Representatives, provides management leadership for cross-functional administrative
    activities in field offices of the IRS. SCRs are divided into 15 SCR areas.
    Within those territories, and through a network of Administrative Officers,
    they: address time sensitive administrative issues and direct IRS responses
    in critical emergency incidents that impact IRS facilities; provide leadership
    and direction to Commissioners Representatives in local facilities; represent
    IRS interests with federal interagency affairs; represent management in cross-functional
    labor relations; facilitate and coordinate services for mandatory ”
    community”
    events such as Combined Federal Campaign and Flu Shot administration;
    and generally operate to assure that IRS business divisions common administrative
    interests are adequately addressed by the appropriate support intervention.

1.1.17.7.7 
(12-01-2006)
Employee Resource Center

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

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

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

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

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

1.1.17.7.8 
(12-01-2006)
Career Management Learning Centers

  1. The mission of the CMLC organization is to provide centralized management
    of CMLC support functions.

  2. The Associate Director, CMLC reports to the Director, ESS. To accomplish
    the mission, the Associate Director, plans, organizes, administers and implements
    a variety of support activities for the Career Management & Learning Centers.

  3. The Associate Director, CMLC is responsible for the support in the following
    program areas:

    • Centralized Scheduling

    • Adjunct Facilities support

    • Fiscal support

    • Career Counseling program management

1.1.17.7.8.1 
(12-01-2006)
Centralized Scheduling

  1. Centralized Scheduling:

    1. Provides embedded training functions with one telephone number to call
      to locate available training space in all CMLC locations, and

    2. Develops a centralized database of training space and a web scheduling
      application.

  2. Facilities Support:

    1. Acts with the Centralized Scheduling staff to administer the 600,000 square
      feet of CMLC training space.

    2. Coordinates requests for additional training space with REFM.

    3. Coordinates Business Unit requests to realign or decrease training space
      with REFM.

    4. Develops standardized templates for CMLC training, storage, instructor
      prep and administrative (office) space, and ensures that current space is
      brought to standard

    5. Coordinates the purchase of furniture and equipment for CMLC training
      space to ensure that funds are spent effectively.

  3. Fiscal Support:

    1. Serves as Contracting Officers Technical Representative (COTR) for the
      Contract Career Counselor program, and

    2. Monitors the execution of the CMLC non-labor budget, requesting additional
      funds, or reprogramming excess funds to meet the needs identified by the Director
      and the Associate Directors.

  4. Career Counseling Program Management:

    1. Serves as centralized resource for the internal and contract Career Counselors,
      and

    2. Coordinates with Strategic Human Resources on program responsibilities.

1.1.17.8 
(12-01-2006)
Real Estate and Facilities Management

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

  2. The Director, REFM, reports to the Chief, AWSS and is responsible for
    providing corporate real estate services for IRS. These services consist of
    Servicewide program development, direction and asset management for all Facilities
    Management products, including Architecture/Engineering and Relocation Planning,
    Energy Management, Finance, Furniture and Equipment, Logistics Management,
    Real Estate Learning Institute, Real Estate Management, Records Management,
    and Environmental Safety and Mail.

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

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

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

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

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

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

    6. Ensures best practices are implemented throughout the function.

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

    8. Administers the Agencys rent budget.

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

1.1.17.8.1 
(12-01-2006)
REMF Headquarters

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

  2. The REFM Headquarters consists of the Office of the Director, REFM,
    the Deputy Director and Chief of Staff, five Associate Directors responsible
    for: Real Estate Management; Finance and Systems; Learning and Education;
    Design & Strategic Campus Planning; and Logistics Management, three Area
    Directors, 14 Territory Managers as well as the REFM Customer Advocates.

  3. REFM Customer Advocates report to the Office of the Director, REFM.
    The REFM Customer Advocates:

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

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

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

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

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

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

1.1.17.8.2 
(12-01-2006)
Design & Strategic Campus Planning

  1. Design and Strategic Campus Planning provides program management, technical
    and advisory support for Architectural and Engineering (A&E), facilities
    planning and relocation management services, serves as the administrator of
    the Strategic Campus Action Team (SCAT)/Building Delegation (BD), and provides
    oversight of the Energy Conservation and AutoCAD programs.

  2. The Energy Conservation Program:

    1. Develops the strategy to implement Department of Energy Policy and authors
      the Annual IRS Energy report, which documents and trends energy consumption
      for all IRS delegated sites.

    2. Provides for the integration of emerging energy technologies into new
      construction and the retrofitting of the delegated sites with energy conservation
      measures.

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

1.1.17.8.2.1 
(12-01-2006)
Field Design Support

  1. The Office of Field Design Support:

    1. Acts as liaison with the GSA, other Federal agencies, contractors and
      lessors on issues related to A&E support services required for the implementation
      and transition of the IRS Modernization efforts.

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

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

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

1.1.17.8.2.2 
(12-01-2006)
Strategic Campus Action Team/Building Delegation

  1. SCAT/BD – Seeks to develop and recommends a comprehensive capital improvement
    master plan to meet the needs of the IRS campuses. BD has oversight responsibility
    for all facility Operation and Maintenance (O&M) functions at the IRS
    delegated sites.

1.1.17.8.3 
(12-01-2006)
Real Estate Management

  1. Real Estate Management provides strategic and tactical management for
    the delivery of projects, quality lease management services and real estate
    advisory services to ensure the smooth continuation of Business Unit operations
    and that all customer needs and program requirements are fully delivered and
    integrated into the overall space management of the organizations served.
    The product lines offered by Real Estate Management are Policy and Program
    Development and Field Support in space alterations, reductions, acquisitions
    and maintenance services.

1.1.17.8.3.1 
(12-01-2006)
Real Estate Policy & Program Development

  1. The Real Estate Policy and Program Development provides central oversight
    and guidance for management of the real property program area. The Policy
    and Program Development Staff conducts research to identify and refine:

    1. business needs in operational terms, including identification of gaps
      between actual and desired results in the national program.

    2. impact and implementation issues relative to new Federal, Treasury, IRS
      and REFM initiatives such as standardized project management, shared workstations,
      virtual office, location policy, etc.

  2. The staff also:

    1. Identifies factors contributing to program gaps through examination of
      work products, performance measures and other indicators.

    2. Develops national policies, procedures, templates and job aids to address
      performance issues.

    3. Guides the assignment of field program staff assignments and division
      of responsibilities through matrices of job tasks by position.

    4. Provides continual professional education and technical support to staff
      in dependant programs.

    5. Evaluates results and refines work products as necessary.

    6. Manages and executes the IRS real property lease contracting program using
      authority delegated to the Service by GSA – 1. Contracts for leased space.
      2. Manages and administers lease and support contracts on behalf of the Service.

  3. The staff leads and develops the REFM Strategy and Portfolio Management
    Program:

    1. Develops policies and procedures to manage the Services’ real property
      inventory by guiding a matrix managed staff of field based portfolio managers.

    2. Directs the evaluation of existing inventory, development and examination
      of proposed projects for impact, budgeting, staffing and associated strategic
      planning concerns.

    3. Maintains the IRS Servicewide Asset Management Plan.

1.1.17.8.3.2 
(12-01-2006)
Real Estate Field Support

  1. The Real Estate Field Support provides central oversight and guidance
    to support the execution and operations of the real estate projects and programs.
    The Field Support Staff reviews, validates and approves requirements:

    1. Business Unit requirements for all real estate projects.

    2. Fluctuating staffing levels and the associated impact on space.

    3. Performance for program improvement.

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

    1. Coordinates project funding and operational division headquarters approval.

    2. Coordinates with Policy and Program Development on delegated leasing assignments.

    3. Reviews all furniture packages with Logistics for compliance with program
      goals.

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

    1. Manages Business Unit stakeholder relationships and coordination through
      the Space Advisory Group meetings.

    2. Reviews and coordinates Voice over Integrated Product (IP) through Modernization
      Information Technology Systems (MITs).

    3. Reviews and coordinates other Information Technology (IT) projects through
      MITs.

  4. Staff coordinates with agencies outside the IRS in order to meet program
    goals:

    1. Manages the GSA Partnership program.

    2. Works with GSA regional staff on real estate actions.

    3. Serves as liaison with General Accountability Office (GAO) for IRS internal
      audits.

    4. Serves as liaison with Treasury Inspector General for Tax Administration
      (TIGTA) for IRS internal audits.

  5. Staff develops and tracks operational measures for real estate:

    1. Space reduction savings.

    2. Portfolio management savings.

    3. SF-81, Occupancy Agreement (OA) tracking and Lease expirations.

    4. Vacant workstations.

    5. Project Execution through the Master Tracking report.

    6. Lease performance.

    7. Flexiplace.

  6. Staff provides continual education to other IRS real estate entities:

    1. Develops training guidelines for real estate liaisons.

    2. Delivers training to field staff as needed.

    3. Develops and delivers presentations for Continuing Professional Education
      (CPE).

  7. Manages Operational Data Bases to support real estate:

    1. Develops procedures and guidelines to support the Electronic Project Investment
      Process (E-PIP) Program.

    2. Manages the E-PIP Program for all of real estate.

    3. Develops processes and procedures to support the Graphic Database Interface
      (GDI) Program for REFM Field Support.

    4. Recommends systemic changes and improvements for E-PIP & GDI.

1.1.17.8.4 
(12-01-2006)
Finance & Systems

  1. Finance and Systems is comprised of two organizational areas: Finance
    and Measures and Systems and Records. The Finance and Measures component provides
    financial management and systems, strategic planning, performance management,
    budget formulation and execution and internal controls. The Systems and Records
    component is the strategic and business systems central point, providing systems
    technical, financial and systemic guidance and support. Records management
    is the application of systematic control to all recorded information the IRS
    needs to do business.


Next

Law Offices of Darrin T. Mish, PA

100 S. Edison Ave. Suite A, PO Box 3414, Tampa, FL 33606 (813) 229-7100
Made with Semiologic Pro • Colorblock-blue skin by Techie Coach