1.1.13 Wage and Investment

1.1.13.1 (09-01-2005)
The Mission of the Wage and Investment Division

  1. 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
  2. The W&I Division supports the IRS strategic goals and objectives through initiatives that:
    1. Meet the needs of taxpayers
    2. Reduce taxpayer burden
    3. Broaden the use of electronic interactions
    4. Address key areas of non-compliance
    5. Stabilize traditional compliance activities
    6. Recruit, develop and retain a quality workforce
    7. Provide high-quality, efficient, responsive information and shared support services
    8. Improve Earned Income Tax Credit (EITC) Services
  3. 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:
    1. Offering products and services tailored to specific taxpayer needs
    2. Providing more education and assistance through convenient, easy-to-use distribution channels
    3. Promoting paperless filing
    4. Enabling taxpayers to transact and communicate electronically with the IRS to file returns, make payments and receive assistance
    5. Implementing risk-based compliance systems that are more effective and less burdensome to taxpayers who want to voluntarily comply
    6. Equipping employees with knowledge of the unique needs and characteristics of the specific taxpayers they serve
    7. Partnering with Modernization, Information, & Technology Service (MITS) to build new technology to support these goals
    8. Providing EITC services that strengthen both compliance and outreach
  4. 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.”
  5. 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.
  6. See Exhibit 1.1.13-1 for the W&I organizational structure and functions described in this section.

1.1.13.2 (03-01-2007)
Wage and Investment Headquarters

  1. 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.
  2. Critical operations of W&I Headquarters include:
    • Strategy and Finance
    • Equal Employment Opportunity and Diversity
    • Human Capital Office
    • Communications and Liaison
    • Earned Income and Health Coverage Tax Credits.
    • Electronic Tax Administration
    • Business Modernization Office

1.1.13.3 (03-01-2007)
Strategy and Finance

  1. 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.
  2. The Director, Strategy and Finance reports to the Commissioner, W&I Division. The organizational symbols for Strategy and Finance are SE:W:S.
  3. To accomplish the mission, Strategy and Finance:
    1. Manages the strategic planning, budget and policy guidance activities of W&I and establishes the strategic direction and overall goals for the division
    2. Conducts strategic and tactical research incorporating feedback from internal customers, employees and business units
    3. Provides staff support to the W&I Executive Planning Council and other groups, which deal with W&I strategic leadership
    4. 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
    5. Prepares the W&I organizational performance measures, develops systems to capture W&I measures data, and devises mechanisms to track performance
    6. 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
    7. Provides guidance to management on quality improvement methods
    8. Oversees the quality certification process
  4. The following functions report to the Director, Strategy and Finance
    • Strategic Planning and Analysis
    • Survey Administration and Analysis
    • Performance Improvement
    • Research
    • Finance
    • Business Systems Planning
    • Six Sigma

1.1.13.3.1 (09-01-2005)
Strategic Planning and Analysis

  1. 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.
  2. The Chief, Strategic Planning and Analysis, reports to the Director, Strategy and Finance.
  3. Strategic Planning and Analysis monitors plan accomplishments and develops issues and reports for objectives based on reviews of organizational performance.
  4. 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.
  5. The Chief, Strategic Planning and Analysis, reports to the Director, Strategy and Finance.
  6. To accomplish the mission, the Chief, Strategic Planning and Analysis, supervises a staff which:
    1. Provides data on strategic plan accomplishments and strategy modifications needed; ensuring that operating units implement policy aligned with the plan
    2. Develops issues and implications for objectives based on reviews of organizational performance
    3. Manages the effort to develop balanced measures and integration into plans
    4. Prepares reports (i.e. Business Performance Review System (BPRS), Commissioner’s 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
  7. The SP&A office supports the strategic planning process by:
    1. Providing guidance on policy development, strategic management, productivity planning, and cross-functional integration to support the long-term direction of W&I
    2. Providing a broad perspective of W&I priorities through knowledge of the Service’s operational programs and evaluative analysis of customer and functional issues
    3. Assisting in the coordination of planning efforts throughout the organization, resulting in a balance between the needs of W&I and IRS strategic planning
    4. Assisting management in making decisions about what goals and strategies should drive W&I in meeting its overall mission and goals
    5. Effectively integrating and linking W&I planning, budgeting and performance management
    6. 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

1.1.13.3.1.1 (03-01-2007)
Agency Wide Shared Services Liaison

  1. The Agency Wide Shared Services (AWSS) Liaison responsibilities include:
    1. Facilitation and assistance in the resolution of issues, problems and concerns between W&I and AWSS
    2. Coordination of major AWSS policy implementations/changes throughout W&I
    3. Development and providing W&I procedures for internal implementation of such changes
  2. The AWSS Liaison, reports to the Chief, Strategic Planning and Analysis.

1.1.13.3.2 (03-01-2007)
Survey Administration and Analysis

  1. 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.
  2. The Chief, Survey Administration and Analysis, reports to the Director, Strategy and Finance.
  3. To accomplish the mission, the Chief, Survey Administration and Analysis, supervises a staff which:
    1. Obtains and reviews Section 1204 Certifications pertaining to the IRS Restructuring and Reform Act of 1998 (RRA 98) compliance regarding use of statistics
    2. 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
    3. 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
    4. Provides leadership, assistance and overall program guidance for the Employee Suggestion Program

1.1.13.3.3 (03-01-2007)
Performance Improvement

  1. 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.
  2. The Chief, Performance Improvement, reports to the Director, Strategy and Finance.
  3. Two teams report to the Chief, Performance Improvement:
    • Management Control/Review Team
    • Knowledge Management Team

1.1.13.3.3.1 (03-01-2007)
Management Control/Review Team

  1. 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.
  2. Programs covered by the Management Controls/Review umbrella include:
    • Management Controls
    • GAO/TIGTA

1.1.13.3.3.1.1 (03-01-2007)
Management Controls

  1. 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.
  2. 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.
  3. 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.

1.1.13.3.3.1.2 (03-01-2007)
Government Accountability Office/Treasury Inspector General for Tax Administration (GAO/TIGTA)

  1. The GAO/TIGTA Team responsibilities are to:
    1. Identify trends and associated program implications contained in review findings and monitor the completion of corrective actions to address those findings
    2. 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
    3. 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
    4. 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)
    5. Monitor and report progress toward the completion of planned corrective actions
    6. Coordinate and/or participate in audit conferences, including opening and closing discussions
    7. Review all draft audit reports and written responses to GAO and TIGTA for content, tone, clarity, and format
    8. Coordinate the executive review process for approval of audit responses
    9. 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

1.1.13.3.3.2 (03-01-2007)
Knowledge Management Team

  1. The Knowledge Management (KM) Team consists of Knowledge Management, Internet Content Publishing Process, Internal Management Documents coordination, and Electronic Research.
  2. To develop and maintain a Knowledge Management (or knowledge-sharing) structure within W&I, the Knowledge Management Team:
    1. Uses the Internal Revenue Manual (IRM) as the basic framework for communicating and sharing ideas, policies, and initiatives
    2. Communicates the goals of the Knowledge Management program to all W&I employees
    3. Develops policies that integrate a knowledge management structure within W&I
    4. Develops strategies to bridge identified knowledge gaps
    5. Develops or imports knowledge management tools as needed
    6. Fosters interaction and exchange of ideas among IRS organizations and throughout W&I identifying and guiding communities of practice

1.1.13.3.3.2.1 (03-01-2007)
Internet Content Publishing Process

  1. Internet Content Publishing Process (ICPP) Team responsibilities include:
    1. 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
    2. Ensuring the timely update of W&I content
    3. Overseeing the posting (or launch) of new internet content
    4. Acting as liaison between W&I and other Business Operating Divisions (BOD) regarding Internet content
    5. 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

1.1.13.3.3.2.2 (03-01-2007)
Internal Management Documents

  1. The Internal Management Documents (IMD) Team responsibilities include:
    1. Ensuring revised W&I IMDs accurate and distributed timely
    2. Facilitating requests from employees as they relate to IMD concerns
    3. 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
    4. 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

1.1.13.3.4 (03-01-2007)
Research

  1. The mission of Research is to provide timely and top quality research and analysis in support of the W&I mission and goals.
  2. The Director, Research, reports to the Director, Strategy and Finance.
  3. To accomplish the mission, Research:
    1. 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
    2. 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
    3. 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
    4. Coordinates research efforts with the Servicewide Research Council to support cross-functional collaborative work to ensure resources are utilized efficiently and effectively
    5. Monitors quality and quantity of work among Research groups to ensure consistent support of all balanced measures.
    6. Monitors quality and quantity of work among Research groups to ensure consistent support of all balanced measures
    7. Solicits feedback from W&I customers on product delivery, value, and overall satisfaction
    8. Coordinates hardware and database infrastructure support for all W&I Research offices
    9. 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
  4. The following managers report to the Director, Research:
    • Five Field Chiefs, Research
    • Chief, Strategic Forecasting and Analysis

1.1.13.3.4.1 (03-01-2007)
Research Groups

  1. Research Groups:
    1. Support Research initiatives in the W&I Strategy and Program Plan by providing research that supports W& strategic goals and customer business objectives
    2. Provide input for development and refinement of balanced measures to ensure that a balanced system for improving employee and organizational performance is maintained
    3. Conduct strategic research on economic, demographic and sociological trends
    4. 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
    5. 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
    6. Conduct tests, studies and treatments that are national in scope
    7. Consult with other units in W&I on research issues

1.1.13.3.4.2 (03-01-2007)
Strategic Forecasting and Analysis

  1. 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.
    1. Many issues affecting the economy over the next five to ten years will also affect W&I customers in the near-term
    2. SFA projects address strategic (anticipatory) needs of W&I customers

    .

  2. The Chief supervises a staff, which in addition to customer-driven operational and strategic research:
    1. Provides trend data on demographics, economics and customer needs and identifies implications
    2. Profiles and provides trend data on the W&I Customer Base
    3. Identifies emerging technologies, emerging marketing, marketing research, and other social science methods that could benefit W&I
    4. Provides suggestions to the Director of W&I Research and five Research Chiefs on integration of activities and on best practices
    5. 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

1.1.13.3.4.2.1 (03-01-2007)
SFA Policy

  1. The Service maintains an ongoing effort to develop, monitor and revise programs designed to assist taxpayers in complying with federal tax laws.
  2. This policy describes SFA’s role within IRS. SFA contributes to the strategic planning process by conducting environmental reviews and analyses of sociological, economic and demographic themes and trends.
  3. 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.
  4. SFA research is not used for IRS enforcement initiatives aimed at individual taxpayers and will not identify any individual taxpayer or employee.
  5. 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.
  6. SFA research is used to identify opportunities and develop solutions for customer service issues.
  7. SFA carries out customer-driven research requests to address operational and strategic research questions.

1.1.13.3.5 (09-01-2004)
Finance

  1. 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
  2. The Chief, Finance, reports to the Director, Strategy and Finance.
  3. To accomplish the mission, Finance:
    1. Manages the process of formulating multiple year budgets consistent with the W&I business plan
    2. Manages the resource distribution process, including the development of a financial plan that supports the program priorities of W&I
    3. 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
    4. Establishes financial policies, procedures, and controls for W&I in conjunction with overall Service guidelines and procedures
    5. 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
    6. Provides appropriate program and oversight for all W&I reimbursable programs
    7. Conducts division-wide financial reviews and develops recommendations with operating units to achieve a balanced financial plan
    8. Provides advice and assistance to operating units in developing and executing sound business cases

1.1.13.3.6 (03-01-2007)
Business Systems Planning

  1. 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.
  2. The Director, Business Systems Planning, reports to the Director, Strategy and Finance.
  3. To accomplish the mission, BSP:
    1. Plans and analyzes business needs for new projects, develops business cases, and prioritizes business needs and process changes
    2. Formulates information technology plans and budgets and manages funds for business systems modernization projects
    3. Develops and tests projects, oversees W&I business involvement in systems testing, and establishes information systems performance measures
    4. 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
    5. Provides business expertise to complement MITS knowledge of technology change
    6. Develops and negotiates Service Level Agreements (SLAs) with support functions and assesses the effectiveness of support received
    7. Provides risk management for projects to ensure mitigation strategies are in place
    8. 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
  4. The following offices report to the Director, Business Systems Planning:
    • Planning and Oversight
    • 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

1.1.13.3.6.1 (03-01-2007)
Planning and Oversight

  1. 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.
  2. The Chief, Planning and Oversight, reports to the Director, Business Systems Planning.
  3. To accomplish the mission, Planning and Oversight:
    1. 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
    2. Administers steering committee meetings which govern the approval of improvement project deliverables and milestones (Program Governance)
    3. Tracks and manages issues across the program, and provides integrated issue management across all projects (Risk and Issue Management)
    4. Analyzes the impact of new project resource needs against current resource commitments (Resource Management)
    5. Develops and implements Stakeholder & Communication Management Plans (Stakeholder & Communications Management)
    6. Formulates long- and short -term business plans and budgets in coordination with W&I Strategy and Finance (Planning and Budget)
    7. Conducts post-implementation reviews to evaluate benefits derived (Customer Assurance)

1.1.13.3.6.2 (03-01-2007)
Customer Relationship Management, Customer Assistance, Relationships and Education

  1. 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.
  2. The Chief, Customer Relationship Management, Customer Assistance, Relationships and Education, reports to the Director, Business Systems Planning.
  3. To accomplish the mission, CRM, CARE:
    1. 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)
    2. 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)
    3. Evaluates system integration testing and supports executive decisions for nationwide deployment of systems (Project Testing)
    4. 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)
    5. 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)
    6. Participates in Service Level Agreement (SLA) development and negotiation with the DIO while balancing desired service levels and cost/resource trade-offs

1.1.13.3.6.3 (03-01-2007)
Customer Relationship Management, Customer Account Services

  1. 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.
  2. The Chief, Customer Relationship Management, Customer Account Services, reports to the Director, Business Systems Planning.
  3. To accomplish the mission, CRM, CAS:
    1. 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)
    2. 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)
    3. Evaluates system integration testing and supports executive decisions for nationwide deployment of systems (Project Testing)
    4. Participates in deployment of systems to pilot sites and coordinates system integration with HCO, C&L, AWSS, and business line functions (Project Implementation)
    5. 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)

1.1.13.3.6.4 (03-01-2007)
Customer Relationship Management, Compliance and Joint Operations Center

  1. 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.
  2. The Chief, Customer Relationship Management, Compliance and JOC, reports to the Director, Business Systems Planning.
  3. To accomplish the mission, CRM Compliance and JOC:
    1. 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)
    2. 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)
    3. Evaluates system integration testing and supports executive decisions for nationwide deployment of systems (Project Testing)
    4. Participates in deployment of systems to pilot sites and coordinates system integration with HCO, C&L, AWSS, and business line functions (Project Implementation)
    5. 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)

1.1.13.3.6.5 (03-01-2007)
Business Systems Security Office

  1. 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.
  2. The Director, Business Systems Security Office, reports to the Director, Business Systems Planning.
  3. To accomplish the mission, BSSO:
    1. 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
    2. 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
    3. Develops, plans, and partners with stakeholders for oversight including evaluating and monitoring Independent Verification & Validation (IV&V) processes
    4. Facilitates program, policy and training information including internal and external communications, outreach and program/procedural information to employees, stakeholders and the public
  4. The Security Program Management Office (SPMO), reports to the Director, Business Systems Security Office:

1.1.13.3.6.5.1 (03-01-2007)
Security Program Management Office

  1. 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.
  2. The SPMO staff:
    1. 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
    2. Works with the Office of Privacy ensuring W&I applications comply with Privacy Guidelines and integrating Privacy requirements into the FISMA process
    3. Establishes collaborative boards, project offices, and working groups to effectively develop, implement and monitor FISMA activities
    4. Ensures executives, managers and staff receive relevant security-related training including staff with essential security roles and contractors supporting W&I systems
    5. 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
    6. 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
    7. 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
    8. Supports realignment of existing security policies to delineate the security management structure, responsibilities, and security controls to correspond with NIST guidance and FISMA requirements
    9. 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
    10. 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
    11. 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
    12. 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
    13. Maintains an IV&V function to monitor and evaluate progress of non-major and “Steady-State” , “Stay-in-Business” projects
    14. 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

1.1.13.3.7 (03-01-2007)
Six Sigma

  1. 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.
  2. The Chief, Six Sigma, reports to the Director, Strategy and Finance.
  3. To accomplish the mission, Six Sigma:
    1. 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
    2. 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
    3. Generates effective and creative solutions and persuades leaders to pursue them
    4. Serves as a change agent and internal consultant and train and mentor incoming “black belts” and “green belts ” on Lean & Six Sigma methodologies

1.1.13.4 (09-01-2004)
Equal Employment Opportunity and Diversity

  1. 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.
  2. The Director, Equal Employment Opportunity and Diversity, reports to the Commissioner, W&I. The organizational symbols for EEO and Diversity are SE:W:EEO.
  3. To accomplish the mission, EEO and Diversity:
    1. Advises the W&I Commissioner and other W&I management officials on EEO and Diversity issues
    2. Provides guidance on EEO policies (sexual harassment, reasonable accommodation, etc.), procedures, programs, and recruitment strategies for the Division in conformance with overall Service guidelines
    3. Represents W&I on the Servicewide EEO and Diversity Council; Oversees the W&I EEO and Diversity Advisory Committee
    4. 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
    5. 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
    6. Partners with AWSS EEOD FS in the implementation, administration and oversight of the special emphasis program plans for W&I
    7. Develops and monitors the W&I affirmative employment plan
    8. Partners with EEOD FS and other BODs in the development of Memorandums of Agreement/Understanding or Letters of Agreement/Understanding that mutually benefit both
    9. Ensures EEO input and/or involvement in the W&I strategic program planning and assessment process
    10. 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
    11. Fosters relationships with employee organizations, diversity-related initiatives, and special emphasis programs within W&I
    12. Prepares required EEO and Diversity related reports in accordance with National, Treasury and Equal Employment Opportunity Commission (EEOC) policy, guidance and other regulatory requirements

1.1.13.5 (09-01-2005)
Human Capital Office

  1. 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.
  2. The Director, Human Capital Office, reports to the Commissioner, W&I. The organizational symbols for HCO are SE:W:HCO.
  3. To accomplish the mission, the HCO:
    1. Serves as the W&I representative on the national Human Capital Advisory Policy Council
    2. Develops and implements policies, guidelines and procedures for the Division within parameters set by national HCO
    3. Works in concert with the W&I operating units, designing and developing an integrated division-wide Hiring Plan and Training Plan
    4. Proposes and allocates the training budget to W&I operating units
    5. Works with all W&I business units to develop an integrated human capital strategy, including forecasts of future needs
    6. Provides strategic workforce planning and recruitment support to the operating units
    7. Provides labor relations advice and negotiation support for the operating units
    8. Oversees position management and classification activity support
    9. Improves hiring and recruiting, career planning, and related processes
    10. Oversees and manages the performance management process including monitoring of appraisals and awards
    11. Administers the annual W&I training plan
    12. Oversees the Office of Government Ethics financial reporting requirements for all W&I operating units
  4. The following offices report to the Director, HCO:
    • Workforce Organization and Transition
    • Human Capital Planning and Performance
    • Learning and Education

1.1.13.5.1 (09-01-2005)
Workforce Organization and Transition

  1. 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.
  2. The Chief, Workforce Organization and Transition, reports to the Director, Human Capital Office.
  3. To accomplish the mission, Workforce Organization and Transition:
    1. Develops workforce plans and work design programs that integrate with position management requirements
    2. Examines future organizational recruitment needs in light of social and technological trends that impact on numbers and quality of employable candidates
    3. Designs career management systems to ensure career ladders exist for employees to progress to jobs within W&I and to jobs in other BODs

1.1.13.5.2 (09-01-2005)
Human Capital Planning and Performance

  1. 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.
  2. The Chief, Human Capital Planning and Performance, reports to the Director, Human Capital Office.
  3. To accomplish the mission, Human Capital Planning and Performance:
    1. 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
    2. Provides guidance and support in collective bargaining and consultation with labor organizations including litigation, grievance arbitration
    3. Provides workforce analysis for business areas to strategically manage human capital resources

1.1.13.5.3 (09-01-2004)
Learning and Education

  1. 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.
  2. The Director, Learning and Education, reports to the Director, Human Capital Office.
  3. To accomplish the mission, Learning and Education:
    1. Assists customers in identifying their performance improvement opportunities needed to meet their business goals
    2. Supports performance improvement through the design, development and delivery of quality learning products
    3. Ensures improvement through continual evaluation of instructors and learning products
    4. Partners with other learning stakeholders to implement industry best practices as appropriate

1.1.13.6 (03-01-2007)
Earned Income and Health Coverage Tax Credits Office

  1. 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.
  2. 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.
  3. To accomplish the mission, the EITC/HCTC Office:
    1. Develops the strategic vision for a future state of EITC/HCTC administration and drives the migration process to the new vision
    2. 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
    3. 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
    4. 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
    5. Defines and manages the investment portfolio of technology-enabled business solutions and the re-design of EITC related business processes across the Agency
    6. 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

1.1.13.7 (03-01-2007)
Communications and Liaison

  1. Communications and Liaison (C&L) plans, develops and disseminates W&I communication messages to both internal and external stakeholders.
  2. 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.
  3. Communications and Liaison
    1. 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
    2. Facilitates interactive communications with W&I employees and other internal and external stakeholders
    3. 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
    4. Develops overall W&I strategy for media relations and coordinates W&I media activities through NHQ C&L Media Relations
    5. Coordinates W&I public liaison, marketing, oversight, and other external communications activities as appropriate
    6. 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
  4. The following managers report to the Director, C&L:
    • Chief, Communications Planning
    • Chief, Tactical Implementation

1.1.13.7.1 (03-01-2007)
Communications and Liaison, Communications Planning

  1. 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.
  2. C&L, Communications Planning:
    1. Develops and implements integrated strategic communication plans, with internal and external impact, to support W&I business objectives and organizational development
    2. 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
    3. Serves as a communications consultant to W&I Headquarters (HQ) and Field management
    4. Provides media and presentation training on request
    5. Works with Governmental Liaison to develop and deliver communications support and respond to stakeholder inquiries that relate to or impact W&I
    6. Coordinates and supports speeches, briefing materials, and other presentation support materials for W&I HQ managers and officials
    7. Coordinates and supports executive photographs and interviews for internal publication

1.1.13.7.2 (03-01-2007)
Communications and Liaison, Tactical Implementation

  1. C&L, Tactical Implementation, delivers tailored communications solutions to achieve the planned objectives of the W&I functional units.
  2. C&L, Tactical Implementation:
    1. 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
    2. 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
    3. Publishes customized W&I newsletters for all W&I employees and distributes them via electronic or hard copy means
    4. Serves as liaison for practitioner, media and oversight body communications
    5. Prepares W&I executives and managers for media interviews and presentations
    6. Develops and coordinates information for electronic distribution through the Internet/Intranet, closed-circuit television, and e-mail distribution lists
    7. 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
    8. Supports Crisis Communications and local Business Resumption Plans by serving as an on-site internal and external communications expert as appropriate
    9. Coordinates overall Filing Season Communications in conjunction with NHQ C&L and embedded Business Operating Division C&L functions

1.1.13.8 (03-01-2007)
Electronic Tax Administration

  1. 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.
  2. The Director, Electronic Tax Administration, reports directly to the Commissioner, W&I. The organizational symbols for ETA are SE:W:ETA.
  3. The Director’s 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:
    1. Planning, direction and monitoring of IRS electronic tax administration programs
    2. Promoting the use of electronic alternatives to traditional paper to internal and external audiences
    3. Developing business requirements for new and enhanced electronic tax administration systems
  4. To accomplish the mission, Electronic Tax Administration:
    1. Makes electronic filing, payment and communication so simple, inexpensive and trusted that taxpayers will prefer these to calling and mailing
    2. Increases taxpayer access to electronic filing, payment and communication products and services
    3. Protects transaction integrity and internal processing accuracy
    4. Reduces per-return processing costs of electronic filing
    5. Delivers the highest quality products and services as promised
    6. 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
  5. Direct reports to the Director, ETA include:
    • ETA Chief of Staff
    • Director, Strategic Services
    • Director, Internet Development Services
    • Director, Development Services

1.1.13.8.1 (03-01-2007)
ETA Chief of Staff

  1. 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.
  2. To accomplish the mission, the ETA Chief of Staff:
    1. 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
    2. Manages ETA human resources and other administrative support programs
    3. Resolves issues of critical importance to ETA, with the Director, ETA and other ETA management

1.1.13.8.2 (03-01-2007)
Strategic Services

  1. 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.
  2. To accomplish the mission, Strategic Services will increasing Electronic Filing by
    1. Administering the Free Filing Program
    2. Increasing Security of Taxpayer Data
    3. Administering the Electronic Management System (EMS)
    4. Implementing the Electronic Fingerprint Capability
  3. To further accomplish the mission, Strategic Services provide Guidance to Internal and External Stakeholders including:
    1. ETA Advisory Committee (ETAAC)
    2. Federation of Tax Administrators (FTA) Tactical Advisory Group (TAG)
    3. Nationwide Tax Forums
    4. Market Research
    5. Suitability Process

1.1.13.8.3 (03-01-2007)
Internet Development Services

  1. 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.
  2. To accomplish the mission, Internet Development Services will:
    1. Define the Business Portal Strategy to support IRS e-Business Goals and Objectives
    2. Provide Portal Governance and Management to ensure delivery of quality web-based information, products and services
    3. Apply Portal Product Management to deliver compelling web products and services to raise customer satisfaction
    4. Ensure Business Transition management for Portal Services and Products
    5. Lead the IRS e-Business transformation through appropriate use of emerging technology and best practice business philosophies
    6. Create business value in leveraging data into strategic information to increase effective tax administration
    7. Develop innovative cross-channel service delivery strategies

1.1.13.8.4 (03-01-2007)
Development Services

  1. 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.
  2. 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:
    1. Communicating business requirements to MITS, contractors and external stakeholders for preparation of tax returns and development of tax software
    2. 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
    3. Developing a value impact model prototype to support the future sequencing of forms onto the MeF platform
    4. Support mandates for large taxpayers to file Form 1120 electronically

1.1.13.9 (03-01-2007)
Business Modernization Office

  1. 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.
  2. The Business Modernization Executive reports directly to the Commissioner, W&I, and includes three subordinate offices:
    1. Customer Account Data Engine (CADE) Project Office
    2. Accounts Management Services (AMS) Project Office
    3. Program Management Technical Support
  3. The Business Modernization Office collaborates with W&I executives, MITS, and other internal and external stakeholders to achieve its mission. The Business Modernization Executive:
    1. Serves as principal advisor to the W&I Commissioner, on servicewide business modernization activities
    2. 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
    3. Serve as the Designated Approval Authority for Federal Information Security Management Act (FISMA) security for various systems as appropriate
    4. Supports the improvement of all W&I business practices and the implementation of technology to enable top quality service to taxpayers
    5. Serves as the principal business point of contact on key modernization projects and coordinates across the Service to ensure integrated solutions are developed
    6. Approves and manages the implementation of new information system functional capabilities and substantial changes to existing information systems
    7. Ensures appropriate integration with related cross-functional modernization projects such as Modernized E-File (MeF) and Filing and Payment Compliance (FP&C)
    8. Provides executive leadership and direction to executive, senior manager, and functions

1.1.13.9.1 (03-01-2007)
CADE and AMS Project Offices

  1. 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
  2. Two subordinate offices report to the CADE and AMS Project Offices
    1. Business Modernization Integration
    2. Release and Business Rules Management
  3. 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:
    1. Serve as the primary liaison between MITS and the BODs for CADE and AMS modernization programs and issues
    2. Approve and manage the implementation of the CADE and AMS functional capabilities and oversee substantial changes to existing information and technology systems
    3. Provide an enterprise viewpoint, working cross-Executive Steering Committee (ESC) issues with other business leaders for integration, coordination and consistency
    4. Partner with the Business Requirements Director (BRD) to establish business requirements and sequencing of the Release Content Management Plan (RCMP)
    5. Act as the ultimate point of accountability for success of modernization efforts relating to defining, developing and controlling business requirements
    6. Make key decisions to ensure business requirements are met within agreed-upon time frames and costs
    7. Approve trade off decisions relating to changing requirements and impact on cost/schedule
    8. Work with Enterprise Architecture, conducting technology and vendor assessments, and recommend architectural solutions that meet business requirements
    9. Develop business cases, cost models, and measures for future projects
    10. 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
    11. Translate operational needs into business system requirements
    12. Validate business requirements meet the needs of business owners
    13. 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
    14. Communicate consistent messages to internal and external audiences about project priorities, status, business value, and results
    15. Coordinate business resources and managing transition activities during the project development lifecycle
    16. Manage project integration issues, prepare data, and recommend options for resolution, escalate and manage unresolved issues to the appropriated Governance Body
    17. Coordinate and manage FISMA business-related activities

1.1.13.9.1.1 (03-01-2007)
Business Modernization Integration

  1. 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:
    1. Providing administrative services to the Integration Review Team (IRT)
    2. Assisting with enterprise business requirements sequencing through early identification of integration issues
    3. Managing and resolving release-specific business integration issues
    4. Preparing and proposing options for issues not resolved at the project level
    5. Escalating and managing unresolved issues to the appropriate Governance Body
    6. Participating in Customer Technical Reviews

1.1.13.9.1.2 (03-01-2007)
Release and Business Rules Management

  1. The mission of Release and Business Rules Management is to coordinate and execute activities to define, develop and control business requirements including:
    1. Managing day-to-day business activities of the ELC and related milestones
    2. Managing business rules harvesting activities and project issues
    3. 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
    4. Communicating unresolved integration issues to the Integration Review Team for resolution
    5. Ensuring detailed requirements are developed and documented to reflect business needs and capabilities
    6. Reviewing detailed design specifications to ensure the solution meets business requirements

1.1.13.9.2 (03-01-2007)
Program Management Technical Support

  1. The mission of the Program Management and Technical Support Office is to provide critical services for the Business Modernization Executive.
  2. 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:
    1. 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
    2. Collaborating with the CADE and AMS Project Offices to prepare responses to reports from oversight organizations such as TIGTA and GAO
    3. Developing and implementing a comprehensive communication strategy
    4. Providing guidance and oversight on procurement issues
    5. Formulating long- and short-term business plans and budgets in coordination with the Strategy and Finance organization
    6. Establishing internal operational and technical standards, procedures, practices and controls
    7. 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

1.1.13.10 (09-01-2004)
Customer Assistance, Relationships and Education

  1. The mission of Customer Assistance, Relationships and Education (CARE) is to:
    1. Assist customers in satisfying their tax responsibilities
    2. Build and maintain partnerships with key stakeholders to leverage their resources to inform, educate and communicate with customers
    3. Create and improve tax forms, instructions, publications, and notices tailored to customer needs thereby facilitating tax administration
    4. Provide professional face-to-face assistance, education and compliance services to customers
    5. Support Compliance activities
  2. The Director, Customer Assistance, Relationships and Education, reports to the Commissioner, W&I. The organizational symbols for CARE are SE:W:CAR.
  3. To accomplish the mission, CARE:
    1. Develops, tests, and implements education programs with W&I partners
    2. 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
    3. Designs and revises external forms, publications and notices for W&I customers
    4. Develops measures that balance customer satisfaction, employee satisfaction, and business results
    5. 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
    6. Partners with stakeholder groups to increase the reach of IRS expertise in return preparation
    7. Provides face-to-face assistance, education, and compliance services to low- to middle-income and other customers
    8. Supports compliance activities at Taxpayer Assistance Centers (TAC)
    9. Provides shared services to all operating divisions in support of the end-to-end, integrated notice process
    10. Monitors workload and effectiveness and allocates resources among subordinate functions
    11. Manages the preparation and execution of CARE’s financial plan
    12. Ensures unit goals, strategy,, and organizational policies are clearly communicated to all employees
    13. Participates in equal employment and diversity program activities
  4. 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

1.1.13.10.1 (09-01-2004)
CARE Program Management

  1. The mission of CARE Program Management is to provide support to the Director, CARE, by overseeing the integration of CARE policy and planning.
  2. The Chief, CARE Program Management, reports to the Director, CARE.
  3. To accomplish the mission, CARE Program Management:
    1. Oversees the integration of policy throughout CARE
    2. Ensures policies are reflective of taxpayer behaviors, needs and characteristics to improve overall compliance and customer service
    3. Ensures policies incorporate compliance and taxpayer education concerns and needs
    4. Manages internal controls, including Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) audits and findings
    5. Coordinates the development of implementation plans for tax legislation and monitors the action plans to completion
    6. Serves as the Management Information Systems focal point for CARE activities
    7. Maintains the IRM for CARE
    8. Monitors the status of strategic and business planning
    9. Provides guidance and liaison activities with subordinate program management staffs within Media and Publications, SPEC, and Field Assistance
    10. Provides support for employee training across the CARE organization to ensure all mandatory training is conducted and sub-offices establish appropriate training plans
    11. Coordinates management controls
    12. Coordinates and monitors the Improvement Project activities for CARE and serves as liaison to BSP

1.1.13.10.2 (09-01-2004)
CARE Program and Process Assurance

  1. 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.
  2. The Chief, CARE Program and Process Assurance, reports to the Director, CARE.
  3. To accomplish the goals, CARE Program and Process Assurance:
    1. 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
    2. Verifies operational effectiveness of implementation and maintenance of technical procedures based on legislation and executive orders
    3. Reviews functional activities to ensure compliance with established procedures
    4. Coordinates quality efforts for the Director, CARE, and provides guidance to quality coordinators
    5. Monitors the status of balanced measures

1.1.13.10.3 (09-01-2004)
CARE Finance

  1. The mission of CARE Finance is to:
    1. Coordinate all issues related to operational planning, budget formulation, financial plan execution, and management controls
    2. Assist the Director, CARE, by managing the financial resources for CARE including tracking resource usage against targets
    3. Conduct operating unit financial reviews and develop recommendations to resolve issues within the existing financial resources
  2. The Chief, CARE Finance, reports to the Director, CARE.
  3. To accomplish the mission, CARE Finance:
    1. Coordinates the development of budget initiatives
    2. Formulates the operating unit’s budget and resource allocation
    3. Coordinates the integration of business plans and the budget process
    4. Manages the execution of the operating unit’s financial plan

1.1.13.10.4 (03-01-2007)
Media and Publications

  1. 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.
  2. The Director, Media and Publications, reports to the Director, CARE.
  3. To accomplish the mission, Media and Publications:
    1. 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
    2. 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
  4. The following managers report to the Director, Media and Publications:
    • Chief, Strategic Planning and Budget
    • Chief, Program Management
    • Director, Tax Forms and Publications
    • Director, Publishing
    • Director, Distribution
    • Chief, Notice Improvement

1.1.13.10.4.1 (09-01-2004)
Strategic Planning and Budget

  1. 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.
  2. To accomplish its mission, the Strategic Planning and Budget Staff:
    1. Develops, in coordination with the CARE organization, the Strategic Planning and Balanced Measures plan
    2. Coordinates all issues related to the strategic planning process
    3. Serves in a leadership role for the implementation of strategic planning
    4. Monitors and makes recommendations on the progress of strategic planning
    5. Provides analysis, advice and guidance on Management Information Reports
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