1.1.17 Agency-wide Shared Services (Cont. 1)

1.1.17.8
Real Estate and Facilities Management

1.1.17.8.4
Finance & Systems

1.1.17.8.4.1 (12-01-2006)
Finance & Measures

  1. Finance and Measures supports REFM by integrating strategic planning, organizational measures and financial management; documenting the performance of REFM; and, planning for, distributing and executing REFM’s financial resources to support the objectives of REFM’s programs.
    1. Establishes financial policies, procedures and controls for REFM in conjunction with overall AWSS and Service guidelines and procedures.
    2. Coordinates formulation of the IRS rent budget including, but not limited to, Office of Management and Budget (OMB)/Treasury space budget justification, tracking, adjustment, and reconciliation.
    3. Develops and coordinates the REFM budget submission and responds to inquiries from external stakeholders (i.e., Department of the Treasury, OMB, GAO and Congress).
    4. Coordinates business-planning activities for the REFM organization including developing business cases, determining funding priorities and preparing resource justifications.
    5. Manages the resource distribution process, including the development of a financial plan that supports the program priorities of the REFM organization.
    6. Reviews, approves and coordinates obligation of funds for payment on all IRS real estate transactions.
    7. Manages the financial resources for REFM, including tracking resource usage against targets.
    8. Provides reports to the area/operating branches to help them monitor and track expenditures.
    9. Manages and maintains the FIRMweb database.
    10. Works with Associate Directors to resolve discrepancies in the rent requirements.

1.1.17.8.4.2 (12-01-2006)
Systems & Records

  1. The Office of Real Estate Systems and Records provides Records Management and Information Program direction to the IRS; business systems planning and support to REFM Headquarters and field operations; manages the REFM Competitive Sourcing Program, the REFM Internal Controls Program, and the REFM Internal Management Document (IMD) Program.
  2. REFM Business Systems Planning Staff:
    1. Develops and implements information technology strategies for REFM Servicewide to ensure IT investments are consistent with REFM strategic plans.
    2. Gathers and analyzes technology requirements for REFM organization.
    3. Assesses the feasibility of technology solutions to address gaps in business processes and assess impact on facilities, human resources, and organization structure.
    4. Develops business cases and Requests for Information Services (RIS) in consultation with the REFM program owners, AWSS Business Systems Planners and service providers.
    5. Develops REFM IT requirements into MITS Service Level Agreement.
    6. Provides project management and IT consulting support on systems development projects and coordinates requirements between REFM business owners and service providers.
    7. Coordinates with AWSS Office of Strategy and Finance to formulate the information systems plans and budget.
    8. Ensures REFM systems comply with Federal Information Security Management Act (FISMA) requirements.
  3. The Records Management Program Staff:
    1. Develops and maintains Servicewide policy relating to records management.
    2. Acts as liaison with NARA, Department of the Treasury, other government agencies, and private industry on all records management matters that impact the Service.
    3. Develops new records control schedules and reviews existing schedules based on any necessary changes consistent with procedures and legal requirements.
    4. Assists REFM field operations in administering the Records Management Program.
    5. Participates in records reviews, program evaluations, special studies, task forces, etc., in Headquarters and field operations.
    6. Provides technical guidance and assistance in fostering the mission of the Records Management Program.
    7. Transfers permanent records to NARA.
    8. Promotes awareness and understanding of Records Management through training, publicity and related support activities.
  4. The REFM Competitive Sourcing Program Staff:
    1. Coordinates REFM competitive sourcing efforts; i.e., manages project teams, conducts briefings with NTEU/IRS executives, and monitors funding.
    2. Serves as REFM point of contact for other IRS competitive sourcing efforts requiring REFM-related information as part of their effort.
  5. The REFM Internal Controls Program Staff:
    1. Coordinates REFM Division activities with oversight organizations such as CFO, TIGTA and GAO on internal audits, management controls and GAO matters for consideration. This includes coordinating with appropriate national program manager or local operational manager to ensure points of contact are identified, requested information is provided, and corrective actions are completed timely.
    2. Updates Joint Audit Management Enterprise System (JAMES) to reflect current status or closure of corrective actions.
  6. The REFM IMD Controls Program Staff coordinates with Internal Revenue Manual (IRM) authors to update REFM IRM in conformance with Strategic Planning and Directives Management processes; and reviews and initiates document clearance and manual transmittals for the review and publication of IRMs.

1.1.17.8.5 (12-01-2006)
Learning & Education

  1. Learning and Education provides tools, training and incentives to develop existing talent to meet the changing demands of the future for all REFM. The mission of the Real Estate Learning and Education Institute (RELI) is to design, develop, plan and implement learning and education programs for the REFM employee community consistent with established Servicewide education policies and standards. These policies and standards are identified in IRM 6.410.1, Learning and Education Policy.
  2. The RELI Staff:
    1. Consults with REFM program and process owners and leadership to assess and fulfill current and future employee training needs.
    2. Designs and delivers current, transition, and future training appropriate to the needs of the REFM employees.
    3. Coordinates, and is responsible for, development and execution of the annual training plan for the REFM organization.
    4. Consults and coordinates with other AWSS functions, or IRS Business Units, to assess and fulfill current and future cross-functional employee training needs. Examples include: leadership training, implementation of Servicewide learning management systems, e-learning strategy teams, etc.

1.1.17.8.6 (12-01-2006)
Logistics Management

  1. The mission of Logistics Management is to establish policy and provide technical support in the delivery of personal property and property management services. Logistics Management ensures compliance with existing regulations, standards and policies, and financial obligations including asset management through Fedstrips and GovWorks acquisitions. Logistics Management pursues innovative ways to enhance delivery of these programs; i.e., furniture refreshment strategy, Employee Resource Center (ERC), warehousing and associated labor services, freight shipments, Information Technology Asset Management System (ITAMS), and Classified Waste Disposal.
  2. The Safety, Environmental and Mail Management Section establishes program goals and objectives to ensure compliance with existing regulations, standards and policies related to Safety, Environmental and Mail Management and pursues innovative ways to enhance delivery of these programs.
  3. The Logistics Management Staff:
    1. Advises and assists the Headquarters office and field locations in the purchase, distribution, utilization, control, transfer, and disposition of property, including assisting customers in assessing furniture and equipment needs.
    2. Implements Servicewide responsibilities for the Motor Vehicle Program.
    3. Defines employee responsibilities for properly using and effectively managing Government property issued to them or included within their jurisdiction.
    4. Analyzes advantages and disadvantages of rental, lease, or purchase of personal property, and recommends the method of acquisition that is most advantageous to the Government.
    5. Manages and maintains the ITAMS inventory database for non-IT assets.
    6. Manages the Servicewide warehouse contract.
    7. Manages the Servicewide Desk Top Office Supplies contract.
    8. Establishes Blanket Purchase Agreements with furniture manufacturers, through the GSA, for use by REFM field offices.
    9. Provides guidance on the National Workplace Furniture Standards.

1.1.17.8.7 (12-01-2006)
Safety & Mail Management

  1. The Occupational Safety and Health and Environmental Staff:
    1. Formulates, implements, maintains, and evaluates the IRS Occupational Safety and Health and Environmental policy, systems and procedures driven by Occupational Safety and Health Administration (OSHA), Environmental Protection Agency (EPA), the Office of the Environmental Executive (OFEE) and Department of Treasury directives, standards, rules, and policies in order to prevent injuries, illnesses, accidents, and environmental failures.
    2. Provides technical guidance and assistance in carrying out the mission of the Occupational Safety and Health and Environmental Program through: fostering management commitment to the program; supporting employee involvement in the program; conducting workplace, job, and environmental risk assessments; administering workplace hazard inspection and abatement systems; maintaining environmental management systems; and providing general and targeted Occupational Safety and Health and Environmental training and education.
    3. Provides technical support and assistance to senior Service executives, Designated Agency Safety and Health Official (DASHO), Bureau Environmental Management Officer (BEMO), IRS Business Units/Operating Divisions, IRS/NTEU Labor Management Relations Committees.
    4. Ensures effective record keeping and reporting of injuries and illnesses to meet OSHA and Department of Treasury directives.
    5. Acts as liaison with OSHA, EPA,OFEE, Department of Treasury, GSA, and other government agencies and private industry on Occupational Safety and Health and Environmental issues.
  2. The Mail Management program serves as a vital means to exchange information between employees and the public. It involves managing, controlling and facilitating the use of mail in a manner that best fits our customers’ needs, while minimizing costs. A smoothly functioning mail operation makes a vital contribution to the success of the IRS’ programs and initiatives.
  3. The United States Postal Service (USPS) provides guidance to both government and private customers through the Domestic Mail Manual (DMM) and the International Mail Manual (IMM). Overall Mail Management Program Policy and postage expenditure reporting guidance and direction reside with Wage and Investment (W&I) (IRM 1.22.3.1).
  4. Mail operations reside with W&I in the campus environments and with AWSS, REFM in non-Campus environments. Responsibility for mail operations guidance and direction for all of the IRS resides with AWSS:REFM (IRM 1.14.1).

1.1.17.8.8 (12-01-2006)
Real Estate and Facilities Management Area Director, REFM

  1. The Area Director reports to the Director, REFM. The Area Director:
    1. Provides review and oversight, plans, organizes, coordinates and directs a comprehensive facilities management program that includes space planning and design, building and maintenance management, security and safety, property management, mail management, records management, warehousing and supply program areas in conjunction with the Director, REFM.
    2. Works with appropriate committees and Business Unit representatives to identify customer needs, meet service demands, resolve customer problems, and implement service level agreements.
    3. Works with the Director, REFM to develop and assign goals for branch managers, reviews and approves multi-year plans developed by the field branches and manages development and implementation of policy changes.
    4. Manages improvements in business processes and systems.
    5. Formulates, executes and monitors facilities management support funds, in conjunction with the Director, REFM.
    6. Works with the GSA officials and other regulatory agencies to resolve REFM issues impacting service delivery.
    7. Coordinates workload demands among assigned field REFM branches to ensure equitable service delivery to customers.
    8. Conducts capacity requirement and workload analysis for field REFM branches in their areas.
    9. Ensures best-in-class services at an acceptable cost to all customer segments and a solid business approach for the REFM operations.
    10. Ensures timely execution of program activities, determining appropriate program emphasis to achieve goals, managing branch resources, ensuring proper application of IRS and government-wide policies and regulations, and maintaining uniform standards.
    11. Ensures successful integration and communication between field REFM Branches and the Business Units for those areas assigned.
    12. Supervises and is responsible for the activities Territory Managers.
  2. The 14 Territory Managers:
    1. Serve as principal advisor to executives and operating line managers, ensuring that all REFM requirements are fully met and integrated into the overall management of the organizations serviced.
    2. Establish REFM program objectives, ensure timely execution of program activities, determine appropriate program emphasis to achieve goals, manage branch resources, and ensure proper application of IRS and government-wide policies and regulations.
    3. Prepare short and long-range work plans, budgets, goals and objectives.
    4. Serve as local point of contact for all Business Units serviced by their area.
    5. Supervise and is responsible for the activities of sections dedicated to delivering assigned programs to customers.

1.1.17.9 (12-01-2006)
Procurement

  1. The mission of the Office of Procurement is to deliver world class, customer-focused acquisition services to all components of the IRS organization.
  2. The Director, of the Office of Procurement reports to the Chief, Agency-Wide Shared Services, and represents the IRS in all procurement matters. The Director is responsible for planning, directing, coordinating and controlling the procurement program for the IRS.
  3. To accomplish the mission, the Procurement organization:
    1. Ensures all contractual commitments for equipment, supplies and services are made within the framework of federal and Departmental statutes and regulations, internal policy, and sound business judgment.
    2. Procures in a timely, ethical manner goods and services that meet the needs of the IRS, providing the best value to the government.
  4. The Procurement organization consists of the Office of the Director and Deputy Director, the Directors of Procurement Policy, Information Technology, Business Operations, Electronic Procurement, Modernization Acquisition, Strategic Acquisition Initiatives and Competitive Sourcing Acquisitions.

1.1.17.9.1 (12-01-2006)
Managing Assets Team

  1. The Managing Assets Team (MAT) provides human capital support services that are broad in scope for the Office of Procurement. This encompasses a wide range of program responsibilities which include: Budget Execution, Facilities Management, Human Resource Management and Labor Relations. MAT handles or serves as the liaison on all issues that affect our employees which are not of a procurement nature such as the Travel Reimbursement and Accounting System (TRAS); travel cards; purchase cards; telecommunication support (VMS); Single Entry Time Reporting (SETR); facilities support which included health, safety and security; succession planning, recruitment and retention management; e-Performance program; monetary and non-monetary awards programs; various personnel actions; Form 450 filings, Procurement’s New Employee Orientation and pay related issues. MAT’s goal is to make the employee’s work environment as comfortable as possible and to ease administrative burden on management by working with internal and external customers to develop, implement, and/or resolve issues relating to human capital management and support.

1.1.17.9.2 (12-01-2006)
Procurement Policy

  1. The Office of Procurement Policy is responsible for ensuring the uniform interpretation and implementation of the federal procurement regulations, statutes, and directives by establishing and issuing uniform policies and procedures, providing quality reviews of contractual instruments and procurement operations and providing cost and price analysis on major acquisitions. The office is also responsible for managing the Treasury Acquisition Institute (TAI) and services the Procurement Small Business Program.

1.1.17.9.2.1 (12-01-2006)
Office of Small Business and Reporting

  1. The Office of Small Business and Reporting is responsible for ensuring that the IRS spends a proportionate share of its procurement dollars with small, HUBZone small, 8(a), small disadvantaged, women-owned small, veteran-owned small, and service disabled veteran-owned small businesses as required by Public Law 95-507. The office also is responsible for the issuing various procurement-related reports required by statute and federal/Department of the Treasury regulations. In addition, this office also provides management oversight of IRS submissions to the Federal Procurement Data System – Next Generation.

1.1.17.9.2.2 (12-01-2006)
Cost & Price Analysis Branch

  1. The Cost and Price Analysis Branch is an on-site resource, responsible for offering a variety of professional cost and pricing services to the IRS and Department of Treasury acquisition personnel for all phases of an acquisition, including business analysis of contractor’s pricing proposals, solicitation development, negotiation assistance, and financial capability determinations.

1.1.17.9.2.3 (12-01-2006)
Quality Assurance Branch

  1. The Quality Assurance Branch is responsible for performing quality reviews for a variety of acquisition vehicles in a timely manner. The Branch also provides timely and effective assistance to acquisition and program professionals within Treasury, IRS, and Government-wide.

1.1.17.9.2.4 (12-01-2006)
Policy & Procedures Branch

  1. The Policy & Procedures Branch is responsible for providing guidance and interpretation of federal procurement regulations, statutes and directives through the establishment and issuance of uniform Service-wide policies and procedures. The Branch also manages delegation of procurement authority, measurement of procurement-influenced savings, restricted purchase listing, unauthorized commitment actions (ratifications), and e-government initiatives.

1.1.17.9.2.5 (12-01-2006)
Treasury Acquisition Institute

  1. The Treasury Acquisition Institute is responsible for delivering cost-effective training solutions, to ensure that all participating agencies and organizations receive the finest acquisition training, and to develop world class acquisition professionals.

1.1.17.9.3 (12-01-2006)
Office of Information Technology

  1. The Office of Information Technology is responsible for planning, negotiating, executing, and managing the procurement of Information Technology (IT) products and services. The Office provides technical and administrative support to offer the highest level of customer service throughout all stages of the acquisition life cycle. The Office ensures that IT requirements are effectively acquired using a wide variety of contractual vehicles and managed within the guidelines, policies, and procedures prescribed by Federal laws and regulations. Using sound procurement practices with integrity and fairness, the Office of Information Technology strives to provide its customers with best-value solutions on time and within budget.

1.1.17.9.3.1 (12-01-2006)
Voice Systems Support Branch

  1. The Voice Systems Support Branch is responsible for the acquisition and administration of telecommunications requirements, to include maintenance, hardware, software, and support services for voice-related IT needs.

1.1.17.9.3.2 (12-01-2006)
Enterprise Network Support Branch

  1. The Enterprise Network Support Branch is responsible for the acquisition of local and wide-area network data communications products and services.

1.1.17.9.3.3 (12-01-2006)
Enterprise Systems Support Branch

  1. The Enterprise Systems Support Branch is responsible for the acquisition of the products and services required to support: IRS mainframe (TIER 1) systems; enterprise software, and the human resource management systems used by the Department of Treasury and other agencies.

1.1.17.9.3.4 (12-01-2006)
TIER 2/3 Support Branch

  1. The Tier 2/3 Support Branch is responsible for acquiring Tier 2, Tier 3, and tax processing products and services utilizing various contractual vehicles (i.e. formal contracts, simplified and commercial acquisitions, federal supply schedules, and Interagency Agreements).

1.1.17.9.3.5 (12-01-2006)
TIPSS Contract Management Branch

  1. The Total Information Processing Support Services (TIPSS) Contract Management Branch is responsible for managing the TIPSS contracts, including issuing and administering task orders under the TIPSS Program.
  2. TIPSS is a suite of Cost-Plus-Fixed-Fee or Fixed Price contracts with term, completion, and performance-based delivery orders. It is comprised of prime contractors and subcontractors that respond to needs for software programming and upgrades, system maintenance, changes to accommodate new tax and appropriation laws, and advisory and assistance services in support of IT systems.

1.1.17.9.3.6 (12-01-2006)
TIPSS Program Management Branch

  1. The Total Information Processing Support Services (TIPSS) Program Management Branch is responsible for working with customers to provide ” front door” assistance tailored to meet their individual procurement needs for IT services to be acquired under the TIPSS Contracts.

1.1.17.9.3.7 (12-01-2006)
Corporate Support Acquisitions Branch

  1. The Corporate Support Acquisitions Branch is responsible for acquisition, planning, business and system analysis, document development, investments acquisitions and management, advice and guidance that basically support the Service’s corporate level internal operations and activities.

1.1.17.9.3.8 (12-01-2006)
Analysis and Improvement Team

  1. The Analysis and Improvement Team is responsible for providing day-to-day support and long-term process improvement for the Office of Information Technology. Its primary responsibilities include administering quality assurance procedures, conducting periodic reviews of contracts and simplified acquisitions, ensuring appropriate workload distribution, analyzing and updating existing policies and guidelines, and establishing continuous efforts to improve, enhance, and develop the organization.

1.1.17.9.4 (12-01-2006)
Office of Business Operations

  1. The Office of Business Operations is responsible for planning, negotiating, executing, and managing the procurement of non-information technology (IT) products and services in support of IRS nationwide. Products and services are obtained via formal contracts, simplified acquisitions, GSA/Federal Supply Schedules, and interagency agreements.

1.1.17.9.4.1 (12-01-2006)
Support Contracts Branch

  1. The Support Contracts Branch is responsible for providing acquisition/procurement support to IRS business units located in IRS Headquarters in the Washington Metropolitan area and nationwide.

1.1.17.9.4.2 (12-01-2006)
Building Operations Branch

  1. The Building Operations Branch is responsible for providing acquisition/procurement support to IRS business units located in IRS Headquarters in the Washington Metropolitan area and nationwide.

1.1.17.9.4.3 (12-01-2006)
Area Operations Branch – Western

  1. The Area Operations Branch - Western is located in San Francisco, CA. This office is responsible for providing acquisition/procurement support to IRS business units located within the 13-state area of New Mexico, Colorado, Wyoming, Montana, Arizona, Utah, Idaho, Nevada, California, Oregon, Washington, Alaska, and Hawaii. This office also supports the Fresno, CA and Ogden, UT campus facilities.

1.1.17.9.4.4 (12-01-2006)
Area Operations Branch – Southeast

  1. The Area Operations Branch - Southeast is located in Atlanta, GA. This office is responsible for providing acquisition/procurement support to IRS business units located within the 14-state area of Georgia, Florida, Alabama, Mississippi, Louisiana, Tennessee, South Carolina, North Carolina, Kentucky, Indiana, Virginia, West Virginia, Delaware, and Maryland. This office also supports the Atlanta, GA; Memphis, TN; and Covington, KY (Cincinnati) campus facilities.

1.1.17.9.4.5 (12-01-2006)
Area Operations Branch - Midstates

  1. The Area Operations Branch - Midstates is located in Dallas, TX. This office is responsible for providing acquisition/procurement support to IRS business units located within the 12-state area of Texas, Oklahoma, Arkansas, Kansas, Missouri, Iowa, Nebraska, North Dakota, South Dakota, Minnesota, Wisconsin, and Illinois. This office also supports the Kansas City, MO, and Austin, TX campus facilities

1.1.17.9.4.6 (12-01-2006)
Area Operations Branch – Northeast

  1. The Area Operations Branch - Northeast is location in New York, NY. This office is responsible for providing acquisition/procurement support to IRS business units located within the 11-state area of Maine, Rhode Island, New Hampshire, Massachusetts, Connecticut, Vermont, New York, New Jersey, Michigan, Pennsylvania, and Ohio.

1.1.17.9.5 (12-01-2006)
Office of Electronic Procurement

  1. The Office of E-Procurement is responsible for developing, implementing and maintaining electronic information systems used by Procurement and other IRS offices

1.1.17.9.5.1 (12-01-2006)
Systems Integration Branch

  1. The Systems Integration Branch is responsible for managing Procurement’s Internet and Intranet web sites, and ensuring Procurement’s end users have hardware and software, and network capabilities necessary to access these and other IRS systems.

1.1.17.9.5.2 (12-01-2006)
Electronic Commerce Branch

  1. The Electronic Commerce Branch is responsible for defining and developing the business requirements that allow the application of technology to Procurement’s work processes and planning the implementation of electronic commerce to ensure a smooth transition to a web-enabled environment consistent with the Government to Business (G2B) initiatives of the President’s Management Agenda. This branch also operates the webRTS/webIPS Help Desk and provides training on IRS’ electronic Procurement systems.

1.1.17.9.6 (12-01-2006)
Modernization Acquisition

  1. The Office of Modernization Acquisition is responsible for planning, negotiating, executing and managing the procurement of IT resources for the IRS Business Systems Modernization Program.

1.1.17.9.6.1 (12-01-2006)
Modernization Projects Branch

  1. The Modernization Project Branch is responsible for providing support to the Modernization Information Technology Services (MITS) Projects. The branch core responsibility is to perform pre and post award contractual support in the area of Business and Data Projects, which include Customer Account Data Engine (CADE), Modernization Electronic File (Mod E-File) and all other projects that support modernization efforts.

1.1.17.9.6.2 (12-01-2006)
Strategic Program Analysis & Improvement Branch

  1. The Strategic Program Analysis & Improvement Branch is responsible for providing acquisition strategic planning and oversight to support the Modernization Information Technology Services (MITS) Project/Program Offices. Its primary focus is to provide internal and external customer service that promotes a cohesive working relationship. The branch capabilities include a wide range of workload activities from analyzing to establishing continuous efforts to improve, enhance, develop and streamline acquisition processes.

1.1.17.9.6.3 (12-01-2006)
Modernization Program Branch

  1. The Modernization Program Branch is responsible for providing support to the Modernization Information Technology Services (MITS) Programs. The branch core responsibility is to perform pre and post award contractual support, which includes Core Infrastructure, Business Integration (BI), System Integration (SI), Program Management Office (PMO) and all other programs that support modernization efforts.

1.1.17.9.7 (12-01-2006)
Office of Strategic Acquisition Initiatives

  1. The Office of Strategic Acquisition Initiatives (SAI) is responsible for the Procurement organization’s strategic acquisition initiatives, including strategic planning, performance measurement, business process innovation, and customer support. SAI establishes programs, tools, and processes that motivate innovation, performance improvement, teamwork, excellence, and customer service throughout the Office of Procurement.

1.1.17.9.7.1 (12-01-2006)
Performance Improvement Branch

  1. The Performance Improvement Branch (PIB) is responsible for spearheading the design, development, and use of metrics, systems, and procedures that provide for continuous improvement in performance and results at the business, team, and individual levels.

1.1.17.9.7.2 (12-01-2006)
Acquisition Sharing of Knowledge Branch

  1. The Acquisition Sharing of Knowledge (ASK) Branch is responsible for leading the effort to design, develop, deploy, and manage the IRS business practices to be used and followed for all phases of an acquisition. These practices will be documented in the Guidebook for Acquisition Practices (GAP). The GAP will be an electronic tool that guides the user through the Acquisition Life Cycle (ALC). It will also provide examples of best acquisition practices, support systems tutorials, and links to associated statutory and regulatory requirements.

1.1.17.9.7.3 (12-01-2006)
Customer Service Branch

  1. The Customer Service Branch (CSB) is responsible for leading the effort to establish top-notch customer service within the Procurement organization. A Client Service Team (CST) approach is being established to improve service to clients by improving communication, information sharing and awareness, and coordinating among the various offices within Procurement that indirectly or directly serve clients.

1.1.17.9.8 (12-01-2006)
Office of Competitive Sourcing Acquisitions

  1. The Office of Competitive Sourcing Acquisition is responsible for providing procurement and management services for the IRS’ Competitive Sourcing Program under OMB Circular A-76 and the FAIR Act. This includes support of all stages of A-76 acquisitions from Business Case Analysis, Public-Private Competition through Implementation as well as some major business process re-engineering done in lieu of A-76 competitions.

1.1.17.9.8.1 (12-01-2006)
Competitive Sourcing Support A, B. and C Branch(s)

  1. The Competitive Sourcing Support A, B and C Branch(s) is responsible for the acquisition of the products and services necessary to support the Agency’s compliance with OMB Circular A-76 and the FAIR Act. The Branch supports either side of the “firewall” on separate studies helping both the Agency’s Most Efficient Organization (MEO) compete on some studies as well as performing the actual Public-Private Competition on other studies.

1.1.17.9.9 (12-01-2006)
Program Support Team

  1. The Program Support Team is responsible for providing acquisition, organization, policy guidance and support necessary for compliance with OMB Circular A-76 and the FAIR Act. The team develops additional procedures and office practices specific to the Office of Competitive Sourcing Acquisitions. It provides research, concepts, and analysis to enhance the understanding and implementation of competitive sourcing for study participants. The team develops processes to improve performance and communication within the organization.
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