1.1.13. Wage and Investment

(1) Mission: To oversee Embedded Quality programs in Return Integrity Verification Operations (RIVO).

(2) To accomplish the mission, the Quality staff:

1. Conducts national case reviews on the RIVO programs providing a method to monitor, measure, and improve the quality of work.

2. Uses quality review data to provide quality statistics for RIVO’s Business Results part of the Balanced Measures, and/or to identify trends, problem areas, training needs, and opportunities for process improvement.

3. Collaborates with Policy and Analysis (P&A) to share quality data, address identified trends and discuss process improvement ideas for possible implementation.

(3) The Manager, Quality reports to the Program Manager, Program Management.

(4) The office symbols for Quality are SE:W:RICS:RIVPM:PM:Q.

(1) Mission: To support all coordination and oversight for high level administration for Return Integrity Verification Program Management (RIVPM) and Return Integrity Verification Operations (RIVO) programs through data-driven analysis.

(2) To accomplish the mission, the Data Management, Analysis and Support (DMAS) staff:

1. Provides guidance and coordination for key administrative data calls that impact the RIVPM organization.

2. Provides performance data and analyses on revenue protected/recovered through Business Performance Lab (BPL) and RIVO.

3. Manages financial resources for RIVPM.

4. Monitors the performance results for the programs at the RIVO sites.

5. Develops and monitors the RIVO/IVO’s work plans in conjunction with Policy and Analysis (P&A).

(3) The Manager, DMAS reports to the Program Manager, Program Management.

(4) The office symbols for DMAS are SE:W:RICS:RIVPM:PM:DMAS.

(1) Mission: To manage, monitor and report Return Integrity and Compliance Services’ (RICS’) Unified Work Request (UWR) status and processes; Manage and monitor IRS operational use of the Information Sharing and Assistance Center (ISAC); Oversee the prisoner tax compliance strategy, including analyzing and validating prisoner data to ensure integrity of prisoner file data; and Conduct data analysis, evaluation, and validation of Business Performance Lab (BPL) project implementations, which include gap analysis studies, data breaches, and project research while ensuring effective implementation of new initiatives.

(2) Major programs and areas of responsibilities include:

• Annual Prisoner File

• Annual Report to Congress on Prisoner Compliance

• ISAC operational documents

• Monthly and ad hoc UWR Status Reports

• Prisoner Data Exchange under IRC 6103(k)(10)

(3) The Manager, PAE reports to the Program Manager, BPL.

(4) The office symbols for PAE are SE:W:RICS:RIVPM:BPL:PAE.

(5) Visit PAE at: https://irssource.web.irs.gov/WI/Lists/RIVPM/DispItemForm.aspx?ID=9

(1) Mission: To lead enterprise-wide development, testing and deployment of innovative business process solutions that enhance revenue protection and increase organizational effectiveness and efficiency.

(2) To accomplish the mission, Project Development and Execution (PDE):

1. Monitors, analyzes and optimizes new business solutions.

2. Reviews new and proposed legislation for impact to Return Integrity and Compliance Services’ (RICS) business operational performance.

3. Proposes and implements new and innovative solutions for civil revenue protection activities.

(3) Major programs and areas of responsibilities include:

• Expanded revenue protection opportunities

• New business solutions

(4) The Manager, PDE reports to the Program Manager, Business Performance Lab.

(5) The office symbols for PDE are SE:W:RICS:RIVPM:BPL:PDE.

(6) Visit PDE at: https://irssource.web.irs.gov/WI/Lists/RIVPM/DispItemForm.aspx?ID=8

(1) Mission: To perform oversight and management of all Return Integrity and Compliance Services’ (RICS) models, filters, and business rule sets designed to detect refund fraud and non-compliance and to monitor their performance to ensure a cycle of continuous improvement.

(2) To accomplish the mission, Project Analytics and Modeling (PAM):

1. Increases revenue protection by applying filters to existing business rules to detect identity theft (IDT) and non-compliant returns in a pre-refund environment while timely providing refunds to compliant taxpayers.

2. Analyzes trends and schemes to determine common characteristics of IDT or non-compliant returns and uses these characteristics to enhance detection filters.

3. Processes the identified cases pre-refund to protect taxpayer accounts from being impacted by IDT and loss of revenue.

4. Manages and develops RICS’ databases for the support of revenue protection and improper payment operation.

(3) Major programs and areas of responsibilities include:

• Annual IDT Filters Package

• Out of Wallet Taxpayer Authentication website

• Systemic protection of taxpayer’s accounts

(4) The Manager, PAM reports to the Program Manager, Business Performance Lab.

(5) The office symbols for PAM are SE:W:RICS:RIVPM:BPL:PAM.

(6) Visit PAM at: https://irssource.web.irs.gov/WI/Lists/RIVPM/DispItemForm.aspx?ID=7

(1) Mission: To conduct and utilize data analysis to support, change, or implement the expansions of identity theft (IDT) and fraud programs initiated as a result of the Security Summit and other IRS initiatives, assess expended lead development and information sharing, while evaluating the effectiveness of IDT programs and related data.

(2) To accomplish the mission, Program Assessment and Data (PAD):

1. Supports Return Integrity and Compliance Services’ (RICS) technology presence in the development of requirements for technology solutions such as the Return Review Program (RRP) and other systems to aid revenue protection activities.

2. Provides support to the Security Summit Information Sharing, Financial Services and Authentication Workgroup teams.

3. Establishes and coordinates RICS’ rules or requirements for the return review program.

4. Processes and monitors necessary changes for RICS’ database activities.

(3) Major programs and areas of responsibilities include:

• Database Change Requests and Sprints

• RRP Rules and Requirements

• Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) responses

(4) The Manager, PAD reports to the Program Manager, Business Performance Lab.

(5) The office symbols for PAD are SE:W:RICS:RIVPM:BPL:PAD.

(6) Visit PAD at: https://irssource.web.irs.gov/WI/Lists/RIVPM/DispItemForm.aspx?ID=10

(1) Mission: To protect revenue by identifying and dispositioning returns which display evidence of patterns of fraud including identity theft (IDT).

(2) To accomplish the mission, the Fraud and Referral Evaluation (FRE) staff:

1. Identifies and take actions on return inventory that may be associated with patterns of fraud and IDT as required to protect revenue, taxpayers, and the integrity of the tax system.

2. Receives, researches and processes information leads submitted from a variety of sources, i.e., industry leads, internal referrals.

3. Supports the operation by providing analytical support for inventory processes and reporting.

(3) The Department Manager, FRE reports to the Program Manager, Integrity and Verification Operations (IVO) 1.

(4) The office symbols for FRE Department are SE:W:RICS:RIVO:IVO1:FRE.

(1) Mission: To provide timely customer service by ensuring that accounts are properly resolved and documented to reflect IRS findings on returns with identified issues.

(2) To accomplish the mission, the Accounts Resolution Department reviews and adjusts accounts when:

1. Other pre-refund treatment streams for identified false returns are not available.

2. Legitimate taxpayers may be victims of identity theft (IDT).

3. Taxpayers are unduly impacted by revenue protection processes and require assistance through Taxpayer Assistance Service (TAS).

(3) The Department Manager, Accounts Resolution Department reports to the Program Manager, Integrity and Verification Operations (IVO) 1.

(4) The office symbols the Accounts Resolution Department are SE:W:RICS:RIVO:IVO1:AR.

(1) Mission: To process information from institutions to recover fraudulent and/or identity theft (IDT) returns and associated refunds.

(2) To accomplish the mission, the External Leads Department:

1. Receives, researches, and processes information leads submitted from financial institutions, prisons, Office of Child Support and Enforcement, and other external stakeholders where funds are available for return to the IRS.

2. Reviews inventory associated with these leads to identify fraudulent and/or IDT characteristics.

3. Updates Electronic Fraud Detection System (EFDS) and Integrated Data Retrieval System (IDRS).

(3) The Department Manager, External Leads reports to the Program Manager, Integrity and Verification Operations (IVO) 1.

(4) The office symbols the External Leads Department are SE:W:RICS:RIVO:IVO1:EL.

(1) Mission: To protect revenue by identifying potentially false returns and verifying as-reported wage and withholding accuracy.

(2) To accomplish the mission, the Return Screening and Verification Department:

1. Screens individual refund tax returns identified as potentially false.

2. Verifies suspicious wage and withholding information reported on individual returns through third­party contacts via phone or fax, disc verification and Integrated Data Retrieval System (IDRS), to prevent the release of potentially false refunds.

(3) The Department Manager, Return Screening and Verification reports to the Program Manager, Integrity and Verification Operations (IVO) 2.

(4) The office symbols for the Return Screening and Verification Department are SE:W:RICS:RIVO:IVO2:RSV.

(1) Mission: To provide timely customer service by ensuring that accounts are properly resolved and documented to reflect IRS findings on returns with identified issues.

(2) To accomplish the mission, Accounts Resolution Department 2 reviews and adjusts accounts when:

1. Other pre-refund treatment streams for identified false returns are not available.

2. Legitimate taxpayers may be victims of identity theft.

3. Taxpayers are unduly impacted by revenue protection processes and require assistance through the Taxpayer Advocate Service (TAS).

(3) The Department Manager, Accounts Resolution 2 reports to the Program Manager, Integrity and Verification Operations (IVO) 2.

(4) The office symbols for the Accounts Resolution Department 2 are SE:W:RICS:RIVO:IVO2:AR2.

(1) Mission: To provide timely customer service by ensuring that accounts are properly resolved and documented to reflect IRS findings on returns with identified issues.

(2) To accomplish the mission, Accounts Resolution Department 3:

1. Reviews and adjusts accounts when other pre-refund treatment streams for identified false returns are not available, legitimate taxpayers may be victims of identity theft (IDT), and taxpayers are unduly impacted by revenue protection processes and require assistance through the Taxpayer Advocate Service (TAS).

2. Supports IRS strategy to protect revenue and stop fraud and abuse through frivolous return filing. The Frivolous Return Program (FRP) provides for assessment of penalties to encourage compliance.

(3) The Department Manager, Accounts Resolution 3 reports to the Program Manager, Integrity and Verification Operations (IVO) 2.

(4) The office symbols for the Accounts Resolution Department 3 are SE:W:RICS:RIVO:IVO2:AR3.

(1) Mission: To provide a strategic approach to Earned Income Tax Credit (EITC) and refundable credits outreach and education and coordinate research for the Refundable Credit Program Management (RCPM) organization.

(2) To accomplish the mission, the Stakeholder Engagement (SE) staff:

1. Develops and monitors national outreach and education strategies for EITC and other refundable credits to reach taxpayers, tax preparers, and partners.

2. Coordinates leveraged outreach for EITC and other refundable credits, working with internal IRS communication functions including Wage and Investment (W&I) Communications and Liaison (C&L), National C&L, Stakeholder Partnerships, Education and Communication (SPEC), Small Business/Self-Employed (SB/SE) C&L, and limited external partners.

3. Creates communication products and tools for use by internal and external stakeholders.

4. Coordinates RCPM research activities to enable data driven decisions in support of strategic goals.

(3) The Manager, SE reports to the Program Manager, Refundable Credits Administration (RCA).

(4) The office symbols for SE are SE:W:RICS:RCPM:RCA:SE.

(1) Mission: To coordinate with other IRS functions who deliver Earned Income Tax Credit (EITC) and refundable credits programs, as well as, with outside stakeholders, to develop, execute, monitor, and enhance compliance and outreach programs in support of Refundable Credits Administration’s (RCA's) strategic goals of increasing participation and reducing erroneous claims.

(2) To accomplish the mission, Policy and Coordination (PC):

1. Develops and coordinates delivery of the Refundable Credits Return Preparer Strategy designed to strengthen preparer adherence to return preparer due diligence requirements through compliance treatments and outreach and education activities.

2. Ensures all preparer activities support and are consistent with Servicewide preparer strategies.

3. Conducts periodic reviews of correspondence products and content modules to evaluate consistency, effectiveness and quality.

4. Supports IRS efforts to meet the requirements for documenting, testing, and reporting effective estimation and remediation of improper payments (IPs) in accordance with the Office of Management and Budget (OMB) Circular A-123, Appendix C, Requirements for Payment Integrity Improvement, dated March 5, 2021, and with the Do Not Pay (DNP) initiatives of the Improper Payments Information Act of 2002, Executive Order 13520, and the Improper Payments Elimination and Recovery Acts of 2010 and 2012.

(3) The Manager, PC reports to the Program Manager, RCA.

(4) The office symbols for PC are SE:W:RICS:RCPM:RCA:PC.

(1) Mission: To conduct education and compliance activities in support of the Refundable Credits Return Preparer Strategy including educational phone calls, correspondence due diligence audits, building injunction cases, and assessing and monitoring penalty cases.

(2) The Manager, Return Preparer Support (RPS) reports to the Program Manager, Refundable Credits Administration (RCA).

(3) The office symbols for RPS are SE:W:RICS:RCPM:RCA:RPS.

(1) Mission: To conduct analysis and research of taxpayer compliance in order to develop risk-based strategies for selection of Earned Income Tax Credit (EITC) examinations and treatments, develop treatments designed specifically for EITC taxpayer segments within the Wage and Investment (W&I) Division, and support the operations at the Refundable Credits Examination Operations (RCEO) campuses by preparing and updating the IRM and providing training and ongoing clarification to EITC policy and procedure.

(2) To accomplish the mission, the Examination Earned Income Tax Credit (EE) staff performs the following activities for all EITC selected case work:

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

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

3. Performs operational reviews on assigned programs to ensure consistency and accuracy within the RCEO campuses. An operational review is an in-depth review and analysis of a particular program or function or organizational component.

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

5. Designs and develops research projects and/or complete analyses to solve complex examination issues and identifies trends to understand and address taxpayer needs and behavior patterns related to the overall W&I strategic policies and procedures.

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

7. Prepares projections and forecasts for Director, Refundable Credits Program Management (RCPM).

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

9. Oversees the integration and writing of policies and procedures in a single simplified IRM, with annual reviews and updates through the clearance process, as revisions are needed.

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

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

12. Determines examination business requirements necessary for systems.

13. Works with the RCEO campuses to determine examination programming requirements and provides coordination by communicating the requirements to Information Technology (IT) and all changes to the RCEO campuses.

14. Coordinates with Operations outside Return Integrity and Compliance Services (RICS), such as Criminal Investigation (CI) and Small Business/Self-Employed (SB/SE) to obtain suitable work to provide improved coverage.

15. Reviews the work schedules for all W&I EITC programs.

(3) The Manager, EE reports to the Program Manager, Examination Policy and Coordination (EPC).

(4) The office symbols for EE are SE:W:RICS:RCPM:EPC:EE.

(1) Mission: To conduct analysis and research of Wage and Investment (W&I) taxpayer compliance in order to develop strategies for selection of refundable credit examination cases and risk-based treatments other than Earned Income Tax Credit (EITC) selections; develop treatments designed to fit the needs of specific taxpayer segments within the W&I Division; and support the operations at the Refundable Credits Examination Operations (RCEO) campuses by preparing and updating the IRM and providing training and ongoing clarification to policy and procedure.

(2) To accomplish the mission, the Examination Non-Earned Income Tax Credit (EN) staff performs the following activities for all individual refundable credits other than EITC case work:

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

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

3. Performs operational reviews on assigned programs to ensure consistency and accuracy within the RCEO campuses. An operational review is an in-depth review and analysis of a particular program, function or organizational component.

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

5. Designs and develops research programs or complete analyses to solve complex examination issues; identifies trends to understand and address taxpayer needs and behavior patterns related to the overall W&I strategic policies and procedures.

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

7. Prepares projections and forecasts for the Director, Refundable Credits Program Management (RCPM).

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

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

10. Prepares updates and revises procedures and requirements.

11. Evaluates the impact of legislative changes on examination programs and provides clarification to the RCEO campuses via IRM Procedural Updates (IPUs).

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

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

14. Determines examination business requirements necessary for systems.

15. Works with the RCEO campuses to determine examination programming and equipment requirements and provides coordination by communicating the requirements to Information Technology (IT) and all changes to the RCEO campuses.

16. Coordinates with operations outside of Return Integrity and Compliance Services (RICS), such as Criminal Investigation (CI) and Small Business/Self Employed (SB/SE), to obtain suitable work to provide improved coverage.

(3) The Manager, EN reports to the Program Manager, Examination Policy and Coordination (EPC).

(4) The office symbols for EN are SE:W:RICS:RCPM:EPC:EN.

(1) Mission: To ease organizational burden by providing Tax Forms and Publications (TF&P)-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provide oversight of business practices, information systems and reporting management, and systemic infrastructure support.

(2) To accomplish the mission, TF&P Strategic Planning and Analysis (SPA) provides support in areas of:

• Budget (Supplies, Travel, Overtime, etc.)

• Administration (Operation Review, Business Performance Review, Balanced Measures, etc.)

• Information Systems (Arbortext, Composition Process Management (CPM), IRWeb, etc.)

• Other responsibilities for which the Division is accountable

(3) Major programs and areas of responsibilities include:

• Human Resources (Hiring Exceptions, Personnel Action Requests (PARs), etc.)

• External/Internal Satisfaction Surveys (ECSS/ICSS) Coordination

• Budget (Supply/Training Funds, Overtime, etc.)

• Contract Office Representative (COR) Contract Reviews and Coordination

• Business Performance Reviews (BPR), Leadership Operational Reviews (LOR), Monthly Briefing Reports, etc.

• Balanced Measures and Error Memo Coordination

• IRM/Internal Management Document (IMD) and Legislative Analysis, Tracking and Implementation System (LATIS)

• Government Accountability Office (GAO)/Treasury Inspector General for Tax Administration (TIGTA) Coordination

• Taxpayer Advocate Service (TAS)/National Taxpayer Advocate (NTA) Most Serious Problem (MSP) Coordination

• Taxpayer Advocacy Panel (TAP) Coordination

• Risk Coordination

• Employee Training Coordination

• Information Systems (CPM, Product Pages, etc.)

• Limited Data Analysis

(4) The Chief, TF&P SPA reports to the Director, TF& P.

(5) The office symbols for TF&P SPA are SE:W:CAR:MP:T:SPA.

(1) Mission: The mission of Individual and Specialty Forms and Publications is to advance the Tax Forms and Publications (TF&P) mission by focusing on tax products generally used by individual taxpayers and developing key tax products in languages other than English.

(2) To accomplish the mission, Individual and Specialty Forms and Publications:

1. Develops and revises tax products primarily used by individuals who file Form 1040 series tax returns and commonly attached schedules such as Schedules A and B to ensure they accurately reflect tax law and are understandable and easy to use.

2. Develops and revises tax products that focus on forms, schedules, instructions and publications primarily used by individuals who are not covered by the 1040 Family Section, to ensure they accurately reflect tax law, and are as understandable and as easy to use as possible.

3. Develops, revises and improves tax products that focus on other special areas such as information returns and pension related products, to ensure they accurately reflect tax law and are as understandable and easy to use as possible.

(3) Major programs and areas of responsibilities include:

• Author tax products

• Analyze legislation

(4) The Chief, Individual and Specialty Forms reports to the Director, Tax Forms and Publications.

(5) The following sections report to the Chief, Individual and Specialty Forms and Publications:

• 1040 Family Section

• Individual Tax Law Section

• Specialty Tax Law Section

(6) The office symbols for Individual and Specialty Forms and Publications are SE:W:CAR:MP:T:I.

(1) Mission: The mission of Business, Exempt Organizations and International (BE&I) Forms and Publications is to advance the Tax Forms and Publications (TF&P) mission by focusing on tax products generally used by business entities, exempt organizations, and international taxpayers.

(2) To accomplish the mission, Business, Exempt Organizations and International (BE&I) Forms and Publications:

1. Develops and revises tax products primarily used by exempt organizations, employee benefits plans, estates, or persons making taxable gifts.

2. Develops, revises and improves tax products primarily of interest to corporations including employment tax products.

3. Develops, revises and improves tax products primarily of interest to taxpayers affected by international tax matters.

4. Develops, revises and improves tax products primarily of interest to partnerships and small businesses.

(3) Major programs and areas of responsibilities include:

• Authoring tax products

• Analyzing legislation

(4) The Chief, Business, Exempt Organizations and International Forms and Publications reports to the Director, Tax Forms and Publications.

(5) The following teams report to the Chief, BE&I Forms and Publications:

• Tax Exempt and Government Entity (TE/GE) Forms and Publications Section

• Corporate Forms and Publications Section

• International Section

• Pass-Through Forms and Publications Section

(6) The office symbols for BE&I Forms and Publications are SE:W:CAR:MP:T:B.

(1) Mission: The mission of Multilingual and Agency Services is to advance the Tax Forms and Publications (TF&P) mission by focusing on burden reduction and coordination with the Office of Management and Budget (OMB) and by ensuring meaningful access to taxpayers with Limited English Proficiency to IRS products and services through translation, interpretation, and similar multilingual services.

(2) To accomplish the mission, Multilingual and Agency Services:

1. Facilitates the IRS’ efforts to support the needs of non-English/ limited English proficient taxpayers.

2. Supports IRS efforts to develop and administer service wide policies, strategies and initiatives to assist Limited English Proficient (LEP) taxpayers in meeting their tax responsibilities.

3. Translates and quality reviews strategic tax products and "non-vital documents."

4. Administers IRS' "Language Assistance Policy."

5. Monitors implementation of translation standards.

6. Facilitates resolution of cross-functional language-related issues.

7. Supports the Language Services Executive Advisory Council (LSEAC).

8. Participates in language-related improvement projects.

9. Provides Servicewide translation and quality-reviews of all case-related, outreach and education, official IRS letters and notices, etc.

10. Management of all IRS multilingual websites (Spanish, Chinese, Vietnamese, Korean and Russian).

11. Contract management of Servicewide translation contracts.

12. Ensures the IRS complies with the Paperwork Reduction Act.

(3) Major programs and areas of responsibilities include:

• Translation Services

• Quality Review

• Proofreading

• Servicewide Management of Paperwork Reduction Act Process

(4) The Chief, Multilingual & Agency Services reports to the Director, Tax Forms and Publications.

(5) Multilingual and Agency Services consists of two sections:

• Linguistic Policy, Tools and Services (LPTS) Section

• Special Services Section

(6) The office symbols for Multilingual & Agency Services are SE:W:CAR:MP:T:M.

(7) Visit Multilingual & Agency Services at: https://portal.ds.irsnet.gov/sites/witaxforms/Pages/MAS/Mission.aspx

(1) Mission: To ease organizational burden by providing Publishing-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provides oversight of business practices, information systems and reporting management, and systemic infrastructure support.

(2) To accomplish the mission, Publishing Strategic Planning and Analysis (SPA) Office:

1. Coordinates publishing activities with Media and Publications (M&P) Planning and Analysis (P&A) staff.

2. Reports program activities and needs to M&P Director’s Office.

(3) Major programs and areas of responsibilities include:

• Budget Management

• Balanced Measures Management

• Operation Review/BPR Coordination

• One-on-One Monthly Report Coordination

• Publishing IRM Authoring and Coordination

• Correspondence Authoring

• Internal and External Survey Coordination

• New Employee Orientation

• Staffing and Performance Measurement and Management

(4) The Chief, SPA reports to the Director, Publishing.

(5) The office symbols for Publishing SPA are SE:W:CAR:MP:P:SPA.

(6) Visit SPA at: https://publish.no.irs.gov/publish/puborg.html#tab=tab2

(1) Mission: To provide publishing support, policies and procedures for all public and internal non-tax products required by any of the Service’s organizations. This includes coordinating the design, composition, acquisition or production and dissemination of all non-tax product lines, including electronic media, and hardcopy printing.

(2) To accomplish the mission, Publishing Services:

1. Partners with product originators Servicewide to manage publication of their products.

2. Develops policies and procedures to support publication of non-tax products.

(3) Major programs and areas of responsibilities include:

• Business Card Program

• Customer Service Satisfaction Surveys

• Internal Forms Design

• Letterhead Stationery Program

• Taxpayer Education, Assistance and Awareness Program

• Training Products Program

• Envelope Program

(4) The Chief, Publishing Services reports to the Director, Publishing.

(5) The Publishing Services Branch consists of three sections:

• Non-Tax Products Wage and Investment (W&I) Section

• Non-Tax Products Business Section

• Functional Publishing Section

(6) The office symbols for Publishing Services are SE:W:CAR:MP:P:PS.

(7) Visit Publishing Services at: https://publish.no.irs.gov/publish/puborg.html#tab=tab5

(1) Mission: To provide oversight of specialized electronic publishing needs for the Service, including design support, product creation, staging and posting tax products to IRS.gov, and electronic composition of all tax products. e-Publishing is also responsible for application administration and support for Publishing.

(2) To accomplish the mission, e-Publishing:

1. Partners with product originators Servicewide to develop and prepare content and supporting visual information for publication.

2. Provides specialized graphics and design services directly to IRS internal customers, and to publishing specialists in other Publishing branches so they can provide all IRS product owners one-stop publishing services.

3. Oversees the design Management and graphic identity standards for corporate identity of IRS.

4. Provides electronic composition services for the IRS’s tax products that include all forms, instructions and publications.

5. Ensures all forms and publications are Section 508 compliant.

6. Provides administration and support for the Publishing Services Request (PSR), Publishing Services Data (PSD), and the Electronic Status Notice (ESN) systems.

7. Maintains the Core Repository of Published Products (CROPP).

8. Administers cross-IRS publishing programs, such as the IRM and Internal Management Documents (IMDs).

9. Provides specialized services including Forms and Analysis Design and XML-Enabled Portable Document Formats (PDFs).

10. Provides job tracking and budget management for all Publishing products.

11. Manages product attributes about published products, both internal and public.

12. Prepares and stages products to be posted to IRS.gov.

(3) The Chief, of e-Publishing reports to the Director, Publishing.

(4) e-Publishing consists of three sections:

• Design Section

• Electronic Composition Section

• Content Services Section

(5) The office symbols for e-Publishing are SE:W:CAR:MP:P:EP.

(6) Visit e-Publishing at: https://publish.no.irs.gov/publish/puborg.html#tab=tab3

(1) Mission: To provide publishing support for all tax products required by the Service. This includes coordinating the design, composition, acquisition or production and dissemination of all tax product lines, including electronic media, as well as hardcopy printing.

(2) To accomplish the mission, Tax Products:

1. Coordinates development and delivery of tax products for publication.

2. Partners with other Media and Publications (M&P) divisions to produce tax products.

(3) Major programs and areas of responsibilities include:

• IRS’ Tax Product Dissemination Programs

• Tax Forms Program

• Taxpayer Assistance Center (TAC) Program

• IRS Tax Forms Outlet Program (TFOP)

• Taxpayer Information Publications Service (TIPS)

• Form Letter Program

• Substitute Forms Program

• Internal Revenue Bulletin

(4) The Chief, Tax Products Branch reports to the Director, Publishing.

(5) Tax Products consists of two sections:

• Tax Products Section

• Channel Delivery Section

(6) The office symbols for Tax Products are SE:W:CAR:MP:P:TP.

(7) Visit Tax Products at: https://publish.no.irs.gov/publish/puborg.html#tab=tab4

(1) Mission: The mission of Distribution Strategic Planning and Analysis (SPA) is to ease organizational burden by providing Distribution-wide management, strategic and organizational planning, budget execution, administrative support and program oversight to internal and external customers. In addition, provide oversight of business practices, information systems and reporting management, and systemic infrastructure support.

(2) To accomplish the mission, Distribution SPA:

1. Provides technical and administrative support to Distribution’s director, managers and employees as it pertains to strategic planning, budgeting, training and hiring and all other administrative programs.

2. Provides guidance and liaison activities within Distribution.

(3) Major programs and areas of responsibilities include:

• Budget

• Training, Awards

• Hiring

• Personnel

• Treasury Inspector General for Tax Administration (TIGTA)/Government Accountability Office (GAO)

• Strategic Planning

• Contract Office Representative (COR) Contract Reviews

• Balanced Measures

• IRM and Internal Management Document Reviews

• Operational and Functional Reviews

(4) The Chief, Distribution SPA reports to the Director, Distribution.

(5) The office symbols for Distribution SPA are SE:W:CAR:MP:D:SPA.

(1) Mission: To provide planning and distribution systems for all IRS print and electronic communications products used by the public and used internally within IRS; determine quantity requirements and methods of distribution for IRS published products; determine and provide mail and transportation services for all published products; and, provide Servicewide program and budget management for all uses of mail and transportation services.

(2) To accomplish the mission, Distribution Requirements:

1. Plans and provides mail and transportation services for all published products.

2. Provides Servicewide program and budget management for all users of mail and transportation services.

3. Determines quantity requirements and methods of distribution for all public and internal use IRS published products.

4. Provides distribution and order fulfillment support services.

5. Oversees tax forms and various distribution programs.

6. Supports the physical distribution of published products to various outlets, IRS internal offices, external distribution partners and other stakeholders, who in turn make products available to individual taxpayers within their communities or businesses.

(3) Major programs and areas of responsibilities include:

• Private Delivery Service and U.S. Postal Service

• FedEx, Personally Identifiable Information (PII) and United Parcel Service (UPS)

• Transportation Management

• International Bulk Mail and Transportation Management

(4) The Chief, Distribution Requirements reports to the Director, Distribution.

(5) The Distribution Requirements Branch consists of three sections:

• Postal and Transportation Policy Section

• Forecasting Requirements Section

• Tax Forms Distribution Section

(6) The office symbols are SE:W:CAR:MP:D:DR.

(7) Visit Distribution Requirements at: https://publish.no.irs.gov/distrib/dis-dreq.html

(1) Mission: To provide knowledge services and systems management support for all publishing and distribution programs to deliver the highest quality products and using all print and electronic media and technology available; and, provide IRS published products in "accessible" formats and media to enable usage by taxpayers and employees with disabilities and to comply with Section 508 of the Rehabilitation Act Amendments of 1998.

(2) To accomplish the mission, Knowledge Services:

1. Coordinates business requirements and provides systems management support and security compliance for Media and Publications (M&P) publishing and distribution programs to deliver the highest quality products using all print and electronic media and technology available.

2. Facilitates knowledge sharing and collaboration across M&P by providing resources, tools and techniques to employees and stakeholders.

3. Manages Distribution’s content on IRS.gov and provides other services in support of the M&P mission.

4. Provides IRS published products in accessible alternative media formats for IRS employees and taxpayers with disabilities.

(3) The Chief, Knowledge Services reports to the Director, Distribution.

(4) The Knowledge Services consists of three sections:

• Business Systems Requirements Integration Section

• Knowledge and Resource Management Section

• Alternative Media Center Section

(5) The office symbols Knowledge Services are SE:W:CAR:MP:D:KS.

(6) Visit Knowledge Services at: https://publish.no.irs.gov/distrib/dis-know.html

(1) Mission: Provide order fulfillment services and distribution of published products to IRS internal and external customers.

(2) To accomplish the mission, National Distribution Center (NDC):

1. Provides administrative, information technology, transportation management, and budget support.

2. Provides mail order access to public customers for IRS published products.

3. Provides order entry, order fulfillment, and print on demand products that meet the proper criteria.

4. Receives and inputs telephone, fax, mail order and electronic requests for published material from distribution outlets and IRS employees and organizations.

5. Provides inventory and warehouse management for all for all IRS published products.

(3) Major programs and areas of responsibilities include:

• Alternative Media

• Employer Program

• International Program (Embassies)

• Internal Management Documents Distribution System (IMDDS)

• Order and Subscription Management System

• Package Assembly Program

• Postal and Transport Policy Program

• Print on Demand Program

• Prior Year Program

• Small Business Tax Forms Distribution Program (Service Corps of Retired Executives (SCORE))

• Tax Forms Outlet Program (Congressional Offices, Libraries and Post Offices)

• Taxpayer Assistance Center (TAC) Program

• Taxpayer Education, Assistance and Awareness Program

• Toll-Free Telephone Services Forms Orders (Formerly called: NTI/NISH or Alpine Access)

• Volunteer Income Tax Assistance (VITA)/Tax Counseling for the Elderly (TCE)

• XML/SGML help desk website

(4) The Chief, National Distribution Center reports to the Director, Distribution.

(5) NDC consists of three sections:

• Support Section

• Processing Section

• Logistics Section

(6) The office symbols for NDC are SE:W:CAR:MP:D:NDC.

(7) Visit NDC at: https://publish.no.irs.gov/distrib/dis-ndc.html

(1) Mission: To provide the full range of first-class volume and repetitive business correspondence mailing services to taxpayers; and, provide other communications services for the IRS including: round-the-clock print, insert and mail services; standard mail production; postal discounting through mail presort; notice-related file processing support to IRS modernization and improvement projects; and implementation of standards for effective correspondence communications. Correspondence Production Services (CPS) is an automated bulk processing facility which uses technology to efficiently support the full range of bulk correspondence mailing needs for IRS.

(2) To accomplish the mission, CPS:

1. Provides technical support for equipment, contracts, software, budget, quality control, and customer service and outreach within the CPS.

2. Produces all required correspondence mailings on time, with lowest cost and in accord with customer quality standards.

3. Offers round-the-clock production support using three shifts and weekend production to handle all its workload.

4. Oversees scheduling, production control and materials handling/logistics, machine operations.

5. Directs mailing activities to complete its workload timely and according to procedures.

6. Conducts quality review and reporting activities as required.

7. Communicates to and cooperates with other print sites and technical support staff to balance workload and ensure successful mailing.

8. Provides operational backup to the other CPS site.

(3) Major programs and areas of responsibilities include:

• First class mailing

• Postage pre-sort discounting and data exchange with USPS

• Return Receipt mailing with bulk proof of delivery

• Certified mailing with delivery confirmation

• International mailing (including Registered Foreign)

• Mail manifesting and metering

• Postal permit obligation and mail cost tracking

• Notice Delivery System application administration

(4) The Chief, Correspondence Production Services reports to the Director, Distribution.

(5) CPS consists of three sections:

• Technical Support Section

• Operations Section - East

• Operations Section - West

(6) The office symbols for CPS are SE:W:CAR:MP:D:CPS.

(7) Visit CPS at: https://publish.no.irs.gov/distrib/dis-cps.html

(1) Mission: The mission of the Office of Taxpayer Correspondence (OTC) is to manage the design, development, planning and delivery of all taxpayer correspondence issued by the IRS. OTC implements consistency, quality, plain language standards, procedures, website design and business policies for all correspondence, both electronic and paper, with the goal of helping taxpayers understand their responsibilities and take the appropriate action to resolve their tax issues.

(2) To accomplish the mission, OTC:

1. Coordinates, creates and implements correspondence using approved requirements as outlined in the correspondence toolkit.

2. Engages other organizations within Distribution and across Media and Publications (M&P) such as Correspondence Production Services (CPS), Alternative Media Center (AMC), and National Distribution Center (NDC) and Publishing Services to assess impact and ensure end to end coordination on delivery, printing, publishing and shipment of all correspondence.

3. Collaborates with stakeholders depending on correspondence needs (i.e., Office of Servicewide Penalties (OSP), Online Services (OLS), Communications & Liaison (C&L), etc.).

4. Coordinates correspondence language translations.

5. Develops and coordinates future multilingual notice strategy with stakeholders.

6. Ensures timely submission of feedback to correspondence updates.

7. Oversees timely coordination of Chief Counsel approval and Taxpayer Advocate Service input.

8. Completes, submits, and monitors correspondence related Unified Work Requests (UWRs).

9. Completes annual review of correspondence.

10. Coordinates Servicewide responses to Erroneous Taxpayer Correspondence (ETC) and documents risk-based decision processes, including erroneous correspondence reporting and correspondence development.

(3) OTC is the required, authoritative source for all correspondence developers, product owners and stakeholders for the development or revision of all digital and paper correspondence and correspondence-related initiatives. OTC:

• Oversees the development of new or revised taxpayer correspondence.

• Acts as the liaison between the product owner and stakeholders.

(4) The following table includes OTC key stakeholders and support provided:

(5) The Chief, OTC reports to the Director, Distribution.

(6) OTC consists of three sections:

• Customer Accounts Management Section

• Design and Development Section

• Data Metrics and Error Resolution Section

(7) The office symbols for OTC are SE:W:CAR:MP:D:OTC.

(8) Visit OTC at: http://publish.no.irs.gov/distrib/otc.html#tab=tab1

(1) Mission: To plan, manage and direct activities of field SPEC personnel.

(2) To accomplish the mission, the staff:

1. Customizes products and programs according to local needs and preferences.

2. Collects feedback from partners and customers and forwards the feedback to the proper operations area office.

3. Identifies customer segments that require help, education and access.

4. Collects data to quantify the reach and impact of SPEC services on local customers.

5. Delivers tax information messages to Wage and Investment (W&I) customers.

6. Identifies and contacts local partners to provide the best leveraged opportunities.

7. Establishes and maintains local partnerships.

8. Delivers localized programs that promote electronic interactions (filing, paying and communicating) between IRS and W&I.

(3) The SPEC Territory Managers report to the SPEC Area Directors.

(1) Mission: To provide support to the Stakeholder Partnerships, Education and Communication (SPEC) area directors and territory offices, uniformly and efficiently applying service policies, programs and procedures.

(2) To accomplish the mission, Field Support and Analysis:

1. Conducts Territory Operational Reviews.

2. Prepares reports and validates Territory performance.

3. Coordinates specific projects or programs for the Areas.

4. Oversees the Area Filing Season activities, Stakeholder Partnerships, Education and Communication Total Relationship Management (SPECTRM) Business Measures, and the Quality Program.

5. Analyzes Area technical, operational and administrative programs related to Volunteer Income Tax Assistance (VITA)/Tax Counseling for the Elderly (TCE) Program initiatives, tax preparation software, IRS computer loaned equipment, and Treasury Inspector General for Tax Administration (TIGTA)/Government Accountability Office (GAO) audits.

6. Monitors the Area’s budget allocations and expenditures.

7. Oversees the Areas travel processes.

8. Manages equipment and equipment certification.

9. Oversees the Area employee training and mandatory briefings.

10. Oversees and leads the Area Operational Reviews.

(3) The Chief, Field Support and Analysis, reports to the Chief, Strategy and Program Management.

(4) The office symbols for Field Support and Analysis are SE:W:CAR:SPEC:SPM:FSA.

(1) The mission of Products, Systems and Analysis is to:

1. Equip Stakeholder Partnerships, Education and Communication (SPEC) employees, partners, and volunteers with the training and tools necessary for successful delivery of the filing season.

2. Inform and educate individual taxpayers to ensure voluntary compliance with IRS tax law and requirements.

3. Manage SPEC’s management information system (SPECTRM) as it provides key information on partners, sites, and equipment.

(2) To accomplish the mission, the staff:

1. Develops Volunteer Income Tax Assistance (VITA)/Tax Counseling for the Elderly (TCE) products and materials for tax law training or operational programs.

2. Determines and manages the clearance process for all SPEC products through Media and Publications (M&P), Counsel, Earned Income Tax Credit (EITC) Program Office, Information Technology (IT), and other impacted offices.

3. Develops strategies to maximize the electronic interactions between IRS and Wage and Investment (W&I) customers, including e-learning and e-training.

4. Designs, operates, and maintains the SPEC Total Relationship Management (SPECTRM) system to support the SPEC business model and data reporting needs.

(3) The Chief, Products, Systems and Analysis, reports to the Chief, Program Support.

(4) The office symbols for Products, Systems and Analysis are SE:W:CAR:SPEC:PS:PSA.

(1) Mission: To establish a quality program to identify improving volunteer training; efficiently utilize resources; identify gaps in quality processes and potential inconsistencies; and promote better marketing and oversight.

(2) To accomplish the mission, the staff:

1. Performs quality statistical sample (QSS) reviews determining the accuracy rate for Volunteer Income Tax Assistance (VITA)/Tax Counseling for the Elderly (TCE) program.

2. Develops Stakeholder Partnerships, Education and Communication (SPEC) Filing Season Readiness (FSR) employee training.

3. Develops fiscal year quality training for partners and employees.

4. Revises and develops forms and job aids needed for FSR/RSR and QSS processes.

5. Revises the handbooks for site coordinator, partners, and other partner products.

6. Issues Quality Site Requirement Alerts (QSRA) as needed..

(3) The Chief, Quality Program Office reports to the Chief, Program Support.

(4) The office symbols for Quality Program Office are SE:W:CAR:SPEC:PS:QPO.

(1) Mission: To oversee activities of FA groups in a specified geographic territory and ensure consistency of training, program execution, services and facilities.

(2) To accomplish the mission, the staff:

1. Manages and monitors the quality and quantity of work.

2. Maintains working relations with other business units (BU).

3. Ensures correct and timely training for front-line employees.

4. Allocates and efficiently uses non-financial resources among groups.

5. Interacts with other operating units for shared service needs (e.g., recruiting, facilities, etc.).

6. Coordinates with personnel and other BUs.

(3) FA Territory Managers report to FA Area Directors.

(4) FA Territory Managers oversee the FA Group Managers.

(1) Mission: To extract/compile data, prepare reports and provide feedback to headquarters personnel on the achievement of strategic operational measures.

(2) To accomplish the mission, the RAD team:

1. Coordinates and controls the directorate mid-year and end-of-year assessments.

2. Develops reports to monitor the implementation of new procedures to assist headquarters (HQ) personnel in assessing the impact on program delivery.

3. Tracks achievement of Site Level Indicators and Measures (SLIM).

4. Monitors, tracks and reports inventory and telephone programs.

5. Monitors, tracks and reconciles all Accounts Management (AM) data (Work Planning and Control (WP&C), Correspondence Imaging System (CIS), Electronic Transmitted Documents (ETD), Accounts Management Inventory Report (AMIR), etc.).

6. Develops and distributes the Fiscal Year Program Letter.

7. Develops filing season readiness templates and coordinates filing season readiness certifications.

8. Prepares reimbursable reports.

9. Develops and provides assumptions for the inclusion in work plans and/or work schedules.

10. Updates and publishes annual revisions to IRM 1.4.16, Accounts Management Guide for Managers.

11. Develops and disseminates reports that track productivity, inventory and aged case levels.

12. Participates in site assistance visits, providing reports and necessary follow-up.

(3) RAD reports to the Program Manager of RQ&JR.

(4) The office symbols for RAD are SE:W:CAS:AM:RQ&JR:RAD.

(1) Mission: To Enhance the Accounts Management (AM) customer experience through collaboration with Joint Operations Center (JOC) to identify and resolve issues pertaining to telephone call routing and scripting, as well as, electronic media contacts; and, serve as liaison between a variety of internal and external stakeholders to ensure telephone and web-based automated systems, projects, and initiatives support the needs of the directorates and AM customers.

(2) To accomplish the mission, the JOC Rep:

1. Identifies and resolves issues with the JOC pertaining to telephone call routing and scripting, as well as electronic media contacts as they impact AM customers.

2. Ensures AM interests are met regarding Integrated Customer Contact Environment (ICCE) and other automated interactive applications.

3. Provides support and business requirements relative to call routing to AM resources including the call centers.

4. Serves as the business liaison with Information Technology (IT) relative to the roll-out or development of new call center environment technology.

5. Serves as the business liaison with Information Technology (IT) relative to EEFax technology.

6. Identifies system or call processing deficiencies that negatively impact the customer experience and/or business results; works with the JOC to evaluate and implement solutions.

7. Identifies business requirements related to new initiatives or programs and works with internal and external stakeholders to ensure successful implementation of call routing strategies.

8. Provides program support to AM field offices.

9. Monitors and coordinates with headquarters (HQ), Facilities Management and Security Services (FMSS) and IT on equipment needs including developing plans and responding to requests from stakeholders.

10. Acts as the administrative support to the Contracting Officer’s Representative (COR) for AM contracts (i.e., National Telecommuting Institute (NTI), Over the Phone Interpreter (OPI), Bureau of the Fiscal Service (BFS)).

11. Provides oversight and coordination as the HQ Point of Contact (POC) for Business Continuity for the AM campuses.

12. Acts as AM HQ liaison for the campus site coordinators to ensure consistency between AM and Submission Processing (SP).

13. Acts as the AM POC for the start-up of the Volunteer Income Tax Assistance (VITA) program at all campuses for campus employees to ensure consistency between AM and SP.

(3) JOC Rep reports to the Program Manager of RQ&JR.

(4) The office symbols for JOC Rep are SE:W:CAS:AM:RQ&JR:JOC.

(1) Mission: To provide quality and process improvement support to all Accounts Management (AM). Process Improvement/Customer Accuracy (PICA) analysts utilize and maintain the National Quality Review System (NQRS) and Evaluative Quality Review System (EQRS) Data Collection Instruments (DCIs) to achieve a set level (goal) of phone and paper quality; providing statistical data, program support and trend analysis to improve customer accuracy and ensure the AM enterprise quality measures are met.

(2) To accomplish the mission, PICA:

1. Provides clarification and guidance to the field directorates on procedural issues that improve work processes, quality and level of service for the taxpayer.

2. Develops AM business unit and site level program quality targets.

3. Measures and reports progress toward delivering program targets.

4. Champions quality initiatives by providing guidance, oversight and training to the Process Improvement Specialists in the field.

5. Monitors the implementation of new procedures to assess impact to program delivery.

6. Monitors quality of AM telephone and paper inventory programs, identifies trends, and if necessary, advises sites of changes required to deliver higher quality.

7. Identifies and disseminates best practices to assist in meeting quality goals and improving performance.

8. Serves as a liaison with Centralized Quality Review System (CQRS) and local Program Analysis System (PAS) quality reviewers to identify emerging issues and improvement opportunities.

9. Serves as a liaison with the Centralized Evaluative Review (CER) team to identify emerging issues, improvement opportunities and to ensure consistency throughout the program.

10. Participates in site assistance visits, providing reports, conducting focus interviews to identify improvement suggestions and initiating follow-up actions.

11. Reviews and approves a valid sample of work for each AM program throughout the year with Statistics of Income (SOI).

12. Serves as a liaison with Process Improvement managers and specialists at each AM site to conduct national product quality reviews.

13. Provides topics for training, skill-up, and improvement methods including the Define, Measure, Analyze, Improve Control (DMAIC) process.

14. Conducts and/or assists with DCI Coding Consistency Training sessions for headquarters (HQ) and field tax and quality analysts.

15. Shares sound recommendations with solid facts and figures to justify changes (procedural, systemic and program) to proper stakeholders such as Policy and Procedures IMF, Identity Theft (IDT), Return Integrity and Compliance Services (RICS), Field Assistance (FA), and Automated Collection System (ACS) to improve work practices, policies and guidelines.

16. Recommends any changes that provide/improve consistency and/or enhance productivity and efficiency.

17. Oversees the AM Customer Satisfaction Surveys (CSS), coordinating with Wage and Investment (W&I) Strategies and Solutions (WISS) and the vendor.

(3) PICA reports to the Program Manager of RQ&JR.

(4) The office symbols for PICA are SE:W:CAS:AM:RQ&JR:PICA.

(1) Mission: To develop, issue and monitor enterprise telephone schedules and adherence to meet agency goals; allocate and monitor inventory enterprise-wide while directing workflow based on agency needs and provide site level performance feedback; and, monitor budget expenditures, assess staffing resources and develop strategic hiring plans to ensure Fiscal Year goals are met.

(2) To accomplish the mission, Resource Planning and Scheduling (RPS):

1. Provides telephone and inventory plans, schedules, and staffing requirements to all Accounts Management (AM) sites.

2. Monitors delivery of the staffing requirements via daily half-hourly tracking, e-Workforce Management (eWFM); and monitors financial/resource usage.

3. Performs filing season readiness activities related to staffing to meet workload needs.

4. Develops eWFM procedures for headquarters (HQ) and the AM field.

5. Identifies issues through monitoring staffing delivery and alerts the proper AM HQ organization for in-depth analysis and recommendations.

6. Collaborates with the Joint Operations Center (JOC) to optimize service delivery including site go to/go from decisions, tactical plans, developing level of service scenarios, ad-hoc data requests, work plan/schedule development, and ensuring site compliance with schedules.

7. Monitors resources and develops recommendations on seasonal hiring and release/recall for the telephone and inventory programs.

8. Monitors and approves overtime expenditures.

9. Adjusts resource spending/tracking plans based on program decisions from other AM HQ organizations.

10. Monitors overall inventory at the major program level, including the distribution of workload.

11. Implements recommendations developed by AM HQ program owners on detailed distribution of inventory workload and specialized programs.

12. Schedules site training and/or inventory days based on feedback from the field and AM HQ program owners.

13. Develops contingency plans for special events such as the weather closures, lapse of appropriations, or other events that impact staffing and workload.

14. Develops and implements the conversions of seasonal employees to permanent work schedules.

15. Partners with AM Training to develop and implement the annual Enterprise Skill-Up Plan.

(3) RPS reports to the Program Manager of RMT.

(4) The office symbols are SE:W:CAS:AM:RMT:RPS.

(1) Mission of Training is to:

1. Identify Accounts Management (AM) training needs and work with the Learning and Education (L&E) AM Design Center to develop and deliver just-in-time training material. Develop supplemental training material during the year and post on Servicewide Electronic Research Program (SERP) Learning Tab.

2. Provide subject matter experts (SMEs) to L&E to revise and develop new training material (including updating e-learning products).

3. Collaborate with field offices in development and execution of planning period training plans to ensure training delivery and proper training hour expenditures.

4. Maintain and update online tools essential to effective and efficient training delivery.

(2) To accomplish the mission, Training:

1. Identifies, develops, and updates training material, curricula, skill-paths, and daily training agendas by site and employee work type.

2. Coordinates with L&E on the development and review of all training materials.

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

4. Updates the AM Training Requirement Document, Annual Training Assumptions Document, Critical Filing Season Readiness Training (CFSRT) Guide and the AM Program Letter to ensure consistency and just-in-time training.

5. Ensures training materials match IRM procedures to provide "how-to" instructions for employees.

6. Collaborates with other headquarters (HQ) teams, the field and outside stakeholders to identify training needs.

7. Partners with Resource Management and Training (RMT) and Resource Planning and Scheduling (RPS) to develop and implement the annual Enterprise Skill-Up Plan.

8. In conjunction with field Planning and Analysis, develops training plans to monitor all training for all AM programs.

9. Provides program support to AM field offices.

10. Supports and monitors program effectiveness and training delivery in AM sites by on-site monitoring and review as needed.

11. Develops and updates training curricula by work type, identifies training course development and update needs, and coordinates with L&E on the development and review of the training material.

12. Coordinates AM training material delivery with Communications and Liaison (C&L), Return Integrity and Compliance Services (RICS), Field Assistance, Taxpayer Advocate Service (TAS), Criminal Investigation, Stakeholder Partnerships, Education and Communication (SPEC), external companies, and field sites to learn of new alternative delivery methods.

13. Coordinates the development of training materials by working with L&E to obtain SMEs from field sites, incorporating the drivers of quality performance into new course materials, course updates, refresher, and CFSRT materials.

14. Coordinates training efforts within the operating division.

15. Coordinates training development with L&E to ensure correct training is developed timely.

16. Provides guidance and SMEs for the preparation of training material.

17. Coordinates and conducts Continuing Professional Education (CPE) training for analysts, managers, systems administrators, and functional training coordinators.

18. Coordinates and monitors the Leadership Development Program (LDP) to ensure future leaders have access to, are scheduled for and attend various developmental training sessions during the program.

19. Maintains and updates online training tools such as Training database, On-line Certification Tool, LDP tools, T-mode simulations prior to the delivery of new hire and other skill-up training.

(3) Training reports to the Program Manager of RMT.

(4) The office symbols for Training are SE:W:CAS:AM:RMT:T.

(1) Mission: To support the mission of Accounts Management (AM) by developing policy, procedures, and guidelines for processing Individual Master File (IMF) related programs regardless of communication channel of the customer (paper or phone).

(2) To accomplish the mission, Individual Adjustments:

1. Supports all activities identified by Policy and Procedures IMF (PPI) within specific scope of programs associated with IMF accounts.

2. Evaluates legislative changes, current policy decisions, process improvement suggestions, technical advice, and other sources to write or revise IRM procedures; develops IRMs for adjustments, math errors, refunds and other telephone assister related IRMs.

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

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

5. Reviews, evaluates, coordinates and responds to employee suggestions on assigned program responsibilities.

6. Performs operational reviews on assigned programs to ensure consistency and accuracy within the sites.

7. Performs pre-coordination meetings with Information Technology (IT) counterparts and submits Unified Work Requests (UWRs) when necessary to update the assigned programs.

8. Prepares responses to audit findings from Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) reports related to all programs assigned to the IMF team and provides guidance on audit follow-up responses; ensures necessary changes are implemented because of reports and findings.

(3) Individual Adjustments monitors and improves paper inventory programs. Areas of responsibility include:

• Adjustment Guidelines

• General Math Errors

• Referrals

• Refund Research

• Manual Refunds

• Erroneous Refunds

• Unpostables

• Freeze Codes

• Credit Transfers

• Credits

• Campus Support

• IRMs including:

(4) Individual Adjustments reports to the Program Manager of PPI.

(5) The office symbols for Individual Adjustments are SE:W:CAS:AM:PPI:IA.

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

(2) To accomplish the mission, Customer Technical Communications Program (CTCP):

1. Monitors and analyzes quality reports for error trends.

2. Maintains a website to ensure easy access to TCDs and ensures the documents are publicized.

3. Requests input from IRM tax analysts, managers, customer service representatives, functional training coordinators, and instructors for new TCDs via Servicewide Electronic Research Program (SERP) Feedback, focus interviews, and site visits.

4. Distributes Correspondence Imaging System (CIS) Enterprise Management Inventory (EMI) to ensure work is distributed in first in first out, specialized order, and reviews the age of Unassigned Inventory (UA).

(3) CTCP reports to the Program Manager of Policy and Procedures IMF.

(4) The office symbols for CTCP are SE:W:CAS:AM:PPI:CTCP.

(1) Mission: To support the mission of Accounts Management (AM) by developing policy, procedures and guidelines for processing specialty related issues including refund offsets, Centralized Authorization File (CAF), injured spouse allocations, and statutes.

(2) To accomplish the mission, Specialty Accounts:

1. Supports all activities identified by Policy and Procedures BMF (PPB) related to specialty programs.

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

3. Develops IRMs for Accounts Maintenance Research transcripts, statutes, refund offsets, injured spouse allocations, CAF, Practitioner Priority Service (PPS), Taxpayer Advocate Service (TAS), disclosure, operational guidelines, systems and research used by all employees, reference material and organizations overview, as well as other AM telephone and paper programs.

4. Coordinates activities related to IRM publishing and distribution; interacts with the Wage and Investment (W&I) AM IRM Coordinator and internal publishing services to ensure proper layout of paper and electronic version IRM pages, and tracks field feedback on the IRM.

5. Assists with training development efforts with Training and the Learning and Education (L&E) organization to ensure training is delivered using current materials.

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

7. Serves as liaison to Bureau of the Fiscal Service (BFS) and other agencies to resolve Treasury Offset Program (TOP) problem cases.

(3) Specialty Accounts monitors and improves paper inventory programs. Areas of responsibility include:

• Third Party Authorizations

• Centralized Authorization File (CAF)

• Practitioner Priority Services (PPS)

• Refund offsets including tax and non-tax offsets

• Form 8379, Injured Spouse Allocation

• Statutes

• Operational Guidelines

• Disclosure

• Integrated Automation Technology (IAT) Tools

• Taxpayer Advocate Service (TAS)

• Accounts Maintenance Research Transcripts (AMRH)

• IRMs including:

(4) Specialty Accounts reports to the Program Manager of PPB.

(5) The office symbols for Specialty Accounts are SE:W:CAS:AM:PPB:SA.

(1) Mission: To support the mission of Accounts Management (AM) by developing policy, procedures, and guidelines for processing Business Master File (BMF) related programs regardless of communication channel of the customer (paper or phone).

(2) To accomplish the mission, Business Adjustments:

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

2. Partners with Resource Management & Training (RMT), Resource Planning and Scheduling (RPS) on work plan assumptions and cost revisions based upon annual and legislative changes impacting Business Adjustments-related programs.

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

4. Assists with training development efforts with RMT, Training and the Learning and Education (L&E) organization to ensure training is delivered using current materials.

5. Develops IRM procedures for Employer Identification Number (EIN) assignment, business tax returns, adjustments, Individual Master File (IMF)/BMF International, carrybacks, US certifications, Tax Exempt and Government Entities (TE/GE) phone operations, as well as other AM telephone and paper programs related to business adjustments.

6. Reviews, evaluates, coordinates and responds to process improvement suggestions on assigned program responsibilities.

7. Performs operational reviews on assigned programs to ensure consistency and accuracy within the sites.

8. Performs pre-coordination meetings with Information Technology (IT) counterparts, obtains funding (if necessary) and submits Unified Work Requests (UWRs) when necessary to update assigned programs. Also performs production testing and acts as W&I representation on IT coordinated pre and post release calls.

9. Prepares responses to audit findings from Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) reports related to all programs assigned to BMF team and provides guidance on audit follow-up responses; ensures necessary changes are implemented because of reports and findings.

10. Partners with Large Business and International (LB&I), Small Business/Self-Employed (SB/SE), TE/GE and Competent Authority on a regular basis to ensure seamless program delivery where policy is created by an operating division other than W&I for AM employees in the field.

11. Acts as SMEs for assigned programs in external stakeholder meetings with Information Reporting Program Advisory Committee (IRPAC), Internal Revenue Service Advisory Council (IRSAC), Social Security Administration (SSA), Census Bureau, and Quarterly Reporting Agent File (RAF) Meetings.

12. Performs technical review for accuracy as it relates to assigned programs including Technical Communications Documents (TCDs), Servicewide Electronic Research Program (SERP) stand-alone pages (Telephone Transfer Guide (TTG), Carryback 45-Day Interest Free charts, Sequestration, etc.) and new or revised Integrated Automated Technologies (IAT) tools.

13. Provides guidance and coordinates cross functionally, if needed, to elevated cases from campuses on complex problems.

(3) Business Adjustments area of responsibility include:

• Reporting Agent File (RAF)

• Business filing 94X

• Employer Identification Numbers (EINs), including MODIEIN

• Carrybacks

• Duplicate filing conditions

• Business income taxes

• TE/GE telephone operations

• International (IMF and BMF)

• US certifications

• IMF and BMF Non-Master File (NMF) operations

• IRC 965

• IRMs including:

(4) Business Adjustments reports to the Program Manager of Policy and Procedures BMF.

(5) The office symbols for Business Adjustments are SE:W:CAS:AM:PPB:BA.

(1) Mission: To provide employees from all IRS functions intranet access to IRMs and other reference materials, and the ability to easily retrieve frequently referenced documents required to perform their jobs. These materials are provided via SERP. The SCP staff works closely with Media and Publications, the Alternative Media Center, authors of technical information such as IRMs, local Site Coordinators, and other areas throughout the Service to ensure the most current information is always available.

(2) To accomplish the mission, Servicewide Electronic Research Program (SERP) Communication Program (SCP):

1. Works with the operating divisions to ensure they are familiar with SERP submission procedures.

2. Participates in the operating divisions’ process for issuing IRMs, other published documents, alerts and update releases.

3. Works with the product owners for timely release of information.

4. Works with the end users through a feedback process to ensure their needs are being met.

5. Acts as liaison between authors of technical documents and the end users to ensure information available is accurate.

6. Provides employees the most expedient access possible to information required to perform their job.

7. Facilitates an annual certification process with all IRM authors and SERP content owners to certify their IRM and/or content are current.

8. Acts as liaison between authors and Content Management Application (CMA) Coordinators for IRS.gov to ensure interim guidance issued through SERP, which meets electronic Freedom of Information Act criteria, is posted to IRS.gov.

9. Reviews, evaluates and coordinates employee suggestions pertaining to the SERP website and its contents.

(3) The SERP website provides a research service to all operating divisions. The content on the site includes:

• IRMs and IRM procedural updates

• Correspondex (Integrated Data Retrieval System) Letters

• Links to forms and publications

• Information Alerts

• Job Aids

• Supplemental information/documents developed by authorized submitters

• Contact listings

• Links to frequently used sites

• Content specific portals

(4) SERP also maintains the Telephone Transfer Guide (TTG) and ensures it is updated with the latest call transfer topics and numbers.

(5) SERP reports to the Program Manager of Technology Assistance and Stakeholder Communication (TASC).

(6) The office symbols for SCP are SE:W:CAS:AM:TASC:SCP.

(7) Visit SERP at: http://serp.enterprise.irs.gov/content/who-is-serp.html

(1) Mission: To develop and maintain Interactive Tax Law Assistant (ITLA) on the IRS intranet; Interactive Tax Assistant (ITA) on IRS.gov, Tax Law FAQs, Tax Topics and Tax Trails; and, Accounts Management (AM) content management on IRS.gov.

(2) To accomplish the mission, Rules Based Program Office (RBPO):

1. Collects and tracks tax law changes to ensure updates are made to all tools.

2. Reviews, evaluates and coordinates employee suggestions.

3. Reviews and analyzes trend data.

4. Analyzes reports such as Google Analytics and Contact Analytics.

5. Determines workload prioritization on Tax Law Categories (TLC) development and maintenance.

6. Coordinates communication of ITLA/ITA processes between AM and other areas such as Field Assistance, ETA, Legislative Affairs, Communications and Liaison (C&L), Counsel, and Media and Publications (M&P).

7. Facilitates the ITLA/ITA deployment process through Information Technology (IT).

8. Customizes and deploys internal and external TLCs.

9. Manages and controls rule based functionality.

10. Monitors application performance and system enhancements.

11. Collaborates with and responds to audits from Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO), providing guidance on audit follow-ups and ensuring necessary changes are implemented because of agreed-to findings.

(3) RBPO reports to the Program Manager of Technology Assistance and Stakeholder Communication (TASC).

(4) The office symbols for RBPO are SE:W:CAS:AM:TASC:RBPO.

(1) Mission: To develop policy, procedures, and guidelines for resolving individual taxpayer accounts upon contact from a victim of identity theft (IDT) or Return Preparer Misconduct (RPM). Identity Theft Victim Assistance (ITVA) issues guidance for researching accounts based on a return or claim from an apparent victim, correcting accounts when IDT or RPM is substantiated, and communicates with victims.

(2) ITVA supports the IDTVA campus operations, BMF IDT Teams, IDT, and the Taxpayer Protection Program (TPP) toll-free product line through:

• Oversight of IDTVA campus procedures and activities.

• Oversight of the toll-free IDT product line procedures.

• Collaboration with Return Integrity and Compliance Services (RICS) for the TPP toll-free line.

• Support Identity Protection Strategy and Oversight (IPSO)/Identity Protection (IP) activities within the scope of programs associated with victim assistance.

• Evaluation of legislative changes in current policy decisions, process improvement suggestions, technical advice, and other sources to write or revise IRM procedures.

• Support of the development and implementation of Business Master File (BMF) IDT and RPM procedures.

(3) To accomplish the mission, ITVA:

1. Writes and updates IRM 25.23 and IRM 25.24 as needed to enhance program efficiency and effectiveness. This includes updates related to legislative changes, system/process changes, continuous improvement initiatives, and input from the field or other stakeholders such as Compliance, Taxpayer Advocate Service, etc. Following the procedural change, ITVA monitors the implementation to determine potential impacts on program delivery.

2. Supports all activities identified by IPSO for programs associated with victim assistance.

3. Collaborates with and responds to audits from Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO), providing guidance on audit follow-ups and ensuring necessary changes are implemented because of agreed-to findings.

4. Completes site reviews to gain employee feedback on program procedures and provides the site input on case reviews.

5. Works with IDTVA to reduce burden of the IDT/RPM victim and the employees in IDTVA.

6. Works with BMF AM to reduce burden of the BMF IDT victim and the employees in the BMF IDT teams.

7. Monitors and improves programs involving the following IRMs:

IRM Number	IRM Title
IRM 25.23.3	IMF Non-Tax-Related IDT and Specialized Programs
IRM 25.23.4	IDTVA Paper Process
IRM 25.23.10	Compliance Identity Theft Case Processing
IRM 25.23.11	Business Master File (BMF) Identity Theft Procedures for Accounts Management
IRM 25.23.12	IMF Identity Theft Toll-Free Guidance
IRM 25.24.1	Return Preparer Misconduct Victim Assistance - General Overview
IRM 25.24.2	Return Preparer Misconduct Victim Assistance Specialized Accounts Management Processing

(4) ITVA reports to the Program Manager of Identity Protection Strategy and Oversight.

(5) The office symbols for ITVA are SE:W:CAS:AM:IPSO:ITVA.

(6) Visit ITVA at: https://irssource.web.irs.gov/WI/Lists/AM/DispItemForm.aspx?ID=11

(1) Mission: To provide policy guidance related to the protection of taxpayer identities to maintain the integrity of individual tax accounts and of the tax system; and, formulate short and long-range program policy guidance, procedures, strategies and objectives to protect taxpayer identities and to ensure the ability of taxpayers to meet their tax obligations is not restricted.

(2) To accomplish the mission, Identity Protection (IP):

1. Provides guidance and assistance and coordinates program activities with the Director and Deputy Director, Accounts Management (AM) to prepare Servicewide policy guidance and address changes in procedural instruction.

2. Designs and develops programs to solve routine and complex customer account and tax-related issues dealing with identity protection.

3. Collaborates extensively Servicewide and with other agencies to ensure resources and information are shared effectively and efficiently.

4. Constantly monitors and analyzes incidents involving potential or real identity threats for trends and gaps in programs.

5. Builds programs to reduce incidents of identity theft (IDT) such as the Identity Protection Personal Identification Number (IP PIN) and the IDT unpostable process.

6. Raises taxpayer awareness of IDT techniques through outreach.

7. Increases operational efficiency of the IRS by detecting and processing reported IDT incidents as early and consistently as possible.

8. Develops, defines, monitors, and executes IDT policies and procedures.

9. Communicates and coordinates with both internal and external stakeholders (such as the Federal Trade Commission) to ensure consistency with IDT issues.

10. Determines IDT performance measures to assess the effectiveness of the program and IDT initiatives throughout the IRS and makes recommendations for improvement.

11. Evaluates new technologies and assesses benefits for use in IDT initiatives.

12. Collaborates with and responds to audits from Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO), providing guidance on audit follow-ups and ensuring necessary changes are implemented because of agreed-to findings.

13. Monitors and improves programs involving the following IRMs:

(3) IP reports to the Program Manager of Identity Protection Strategy and Oversight.

(4) The office symbols for IP are SE:W:CAS:AM:IPSO:IP.

(1) Mission: To provide taxpayers with top-quality customer service by responding to taxpayer questions, helping them understand and meet their tax responsibilities and enforcing the law with integrity and fairness to all. Program responsibilities include:

• Toll-free Telephones

• Adjustments and Correspondence

• Practitioner Priority Services (PPS)

• Taxpayer Relations

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

• Centralized Authorization File (CAF) and Power of Attorney (POA)

• Reporting Agent File (RAF)

• International Programs (Ogden, Cincinnati and Philadelphia only)

• Correspondence Imaging System (CIS) Clerical Support and other related activities

• Campus Mail Support (in consolidated sites)

(2) To accomplish the mission, Campus Operations:

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

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

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

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

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

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

(3) The managers of Campus Operations report to Field Directors, Accounts Management (AM).

(1) Mission: To provide taxpayers with top-quality customer service by responding to taxpayer questions, helping them understand and meet their tax responsibilities and enforcing the law with integrity and fairness to all. Program responsibilities include:

• Toll-Free Telephones

• Special telephone programs on an as needed basis (e.g., disaster assistance, Practitioner Priority Service (PPS), National Taxpayer Advocate (NTA), identity theft (IDT), International Tax Law, Taxpayer Assistance Center (TAC) appointments, etc.)

• Referring taxpayers to online tools at IRS.gov for tax law assistance including Interactive Tax Assistant (ITA) Tool, Frequently Asked Questions and Answers (FAQs), and Tax Topics

(2) To accomplish the mission, Remote Operations:

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

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

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

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

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

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

(3) The managers of Remote Operations report to Field Directors, Accounts Management (AM).

(1) Mission: To provide support to the Field Directors, Accounts Management (AM), ensuring service policies, programs and procedures are applied uniformly and efficiently.

(2) To accomplish the mission, Planning and Analysis:

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

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

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

4. Monitors and reports on program delivery to ensure quality, consistency and goals are met.

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

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

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

8. Organizes and monitors implementation of new programs.

9. Manages site inventory.

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

11. Assists with business unit site assistance visits.

12. Coordinates and supports AM Resource Management and Training (RMT) on issues related to the directorate’s organizational structures.

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

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

15. Ensures functional programs follow all existing quality policies and procedures and strives to improve the accuracy and timeliness of responses.

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

17. Works with Customer Account Services (CAS) Finance to monitor resources and project needs.

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

19. Coordinates with local support functions (e.g., Facilities Management and Security Services (FMSS), Personnel Services) and other business units (BUs) represented at their respective campuses.

20. Maintains the process for evaluative individual quality reviews, Centralized Evaluative Review (CER).

(3) The program managers of Planning and Analysis report to Field Directors, AM.

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

(2) To accomplish the mission, the Site Coordinators:

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

2. Serve as a primary liaison to ensure administrative and logistical support is provided to all campus entities by working with Information Technology (IT), Facilities Management and Security Services (FMSS) and other supporting organizations.

3. Serve as the liaison between all campus organizations in the development of administrative policies and practices and communicate and disseminate campus-wide decisions, policies and procedures.

4. Ensure the needs of the Deaf and Hard of Hearing (DHOH) community are addressed through scheduling requested interpreter services for meetings, training, or any function at which the DHOH employee is present on campus.

(3) The Site Coordinators report to Field Directors, AM.

(1) Mission: To provide assistance to Information Return filers to help them meet filing requirements and compliance obligations.

(2) To accomplish the mission, Customer Service Sections (CSS) handles phone calls and emails pertaining to the following:

1. Paper and electronic filing questions for information returns.

2. Backup withholding and penalties as they relate to information returns.

3. Filing Information Returns Electronically (FIRE) system Personal Identification Number (PIN) and password resets for system access to file information returns.

(3) Customer Service Section supervisors report to the Chief, Technical Services Operation.

(4) The office symbols for CSS are SE:W:CAS:EPSS:TSO:CSS1, SE:W:CAS:EPSS:TSO:CSS2, and SE:W:CAS:EPSS:TSO:CSS3.

(1) Mission: To provide comprehensive technical support to the FIRE System to assist filers of information returns.

(2) To accomplish the mission, Filing Information Returns Electronically (FIRE) Support:

1. Provides technical customer assistance and troubleshoots errors for the FIRE system.

2. Processes requests for extensions of time to file and assigns transmitter control codes.

3. Supports enforcement activities by detecting and flagging fraudulent returns.

4. Assists the payer/transmitter community with the transmission of information returns through the FIRE system.

5. Assists the payer/transmitter community with technical issues relative to under-reporter inquiries, notice recreation expedites, and problem resolution that Customer Service Sections (CSS) cannot address.

(3) The FIRE Support supervisor reports to the Chief, Technical Services Operation.

(4) The office symbol for FIRE Support are SE:W:CAS:EPSS:TSO:FS.

(1) Mission: To provide information filing support to the Filing Information Returns Electronically (FIRE) System and related programs to ensure customers can meet their tax filing and compliance responsibilities.

(2) To accomplish the mission, Information Filing Support (IFS):

1. Provides technical customer service and support related to post processing issues of information returns filed electronically.

2. Oversees the processing of extensions and waivers.

(3) The IFS supervisor reports to the Chief, Technical Services Operation.

(4) The office symbols for IFS are SE:W:CAS:EPSS:TSO:IFS.

(1) Mission: To provide technical support to internal and external customer for systems, programs and products owned by Electronic Products and Services Support (EPSS).

(2) To accomplish the mission, PSS:

1. Provides help in resolving complex e-services issues for external customers.

2. Provides information about Federal Information Security Management Act (FISMA) system security issues for the systems maintained by EPSS.

3. Ensures protection of sensitive data by providing certification and accreditation (C&A) information for EPSS systems.

4. Supports the creation of comprehensive contingency planning documents and systems applications and tests viability following disaster recovery guidelines.

(3) PSS areas of responsibility include:

• e-help Support System application, development and system support

• e-services

• EPSS website and IRS.gov content management

• Security certification of all applicable systems

• Third Party Data Store (TPDS) content management

• Disaster recovery

• FISMA assessments

• Level II technical call resolution

(4) The PPS supervisor reports to the Chief, Technical Services Operation.

(5) The office symbols for PSS are SE:W:CAS:EPSS:TSO:PSS.

(1) Mission: To provide evaluation and responses to system demands by routing telephone calls dynamically and implementing routing strategies to continually improve telephone service delivery to Customer Account Services (CAS), Compliance and e-help customers.

(2) To accomplish the mission, Routing and Monitoring:

1. Monitors real-time call distribution.

2. Monitors real-time customer service delivery.

3. Monitors real-time adherence to staffing schedules.

4. Monitors real-time Web performance.

5. Balances service delivery to telephone and correspondence customers (within the constraints of the Operating Division Work Plan).

(3) Routing and Monitoring reports to the Chief, Operations.

(4) The office symbols for Routing and Monitoring are SE:W:CAS:JOC:OP:RM.

(1) Mission: To provide oversight and guidance to the Chief, Operations, the Director, Joint Operations Center (JOC), and Customer Account Services (CAS) Wage and Investment (W&I) sites regarding strategies for responding to fluctuations in paper and electronic inventories and telephone demand.

(2) To accomplish the mission, Performance Tracking:

1. Monitors, analyzes and poses tactical solutions to variances from business units (BUs) objectives in real-time.

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

3. Facilitates daily communications to W&I CAS headquarters (HQ) on workload issues.

4. Provides analysis for operating division JOC representatives on daily information about service delivery and performance.

(3) Performance Tracking reports to the Chief, Operations.

(4) The office symbols for Performance Tracking are SE:W:CAS:JOC:OP:PT.

(1) Mission: To analyze Enterprise performance data to identify staffing, routing and systemic problems and to provide toll-free forecasts to enable business units to meet strategic goals.

(2) To accomplish the mission, Strategic Forecasting and Analysis (SFA):

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

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

3. Provides complete forecast to the Accounts Management (AM) scheduling staff after collaboration with the business units (BUs) and incorporating assumptions.

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

5. Develops and publishes final forecast and work plans.

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

7. Coordinates internal and external ad hoc requests for information (measures and indicators, legislature).

8. Provides guidance for determining Management Information Systems (MIS) requirements.

9. Maintains official historic data reporting.

10. Maintains and develops reports for the Customer Account Services (CAS) organization.

11. Provides operational review talking points.

12. Develops Strategic Plan goals and Strategic Plan end of year projections.

13. Validates data for Government Accountability Office (GAO)/Treasury Inspector General for Tax Administration (TIGTA) filing season audits.

(3) The Chief, SFA reports to the Chief, Planning and Analysis Branch.

(4) The office symbols for SFA are SE:W:CAS:JOC:P&A:SFA.

(1) Mission: To provide centralized reporting of contact center environment data to various Joint Operations Center (JOC) components and business units (BUs).

(2) To accomplish the mission, Reports Development (RD):

1. Manages, monitors, maintains and provides user guidance and training for the Report Request Central (RRC) Intake (the JOC Central repository for information requests) website.

2. Provides the following weekly reports:
   • Resource Allocation Reports (RAR) summary reports
   • Forms Order Vendor Comparison Report
   • Electronic Products and Services Support (EPSS) e-Authentication Contact/Call Report
   • Accounts Management (AM) Enterprise Customer Contact Report (ECCR)
   • Enterprise Self-Assistance Participation Rate (ESAPR)

3. Ensures data extraction, transformation and loading (ETL) processes are in place to receive data from source systems into Electronic Transmitted Documents (ETD). These sources include:
   • Infrastructure Upgrade Project (IUP)
   • Cisco Intelligent Call Manager
   • AT&T and Verizon Telephone reports
   • Integrated Customer Communications Environment (ICCE)
   • Customer Communications Management Information System
   • e-Workforce Management (eWFM)
   • Manually developed staffing schedules

4. Develops and maintains reports for the Customer Account Services (CAS) and Compliance organizations, including the following:
   • Daily Executive Level Summary
   • Compliance Site Level Measures
   • Daily and Weekly Snapshots
   • Variable Call Routing
   • Agent Transfers
   • Half Hourly Adherence
   • AT&T Telephone Reports
   • Verizon Telephone Reports

5. Designs, develops and tests new reports based on requirements provided by BODs.

6. Develops and maintains ad hoc and routine Structured Query Language (SQL) queries for business customers to retrieve from a restricted file share location.

7. Ensures compliance with the IRS policy related to systems security.

8. Coordinates system support and maintenance of the Electronic Transmitted Documents (ETD) hardware and operating systems with impacted Modernization and Information Technology (IT) support organizations.

(3) The Chief, RD reports to the Chief, Planning and Analysis Branch.

(4) The office symbols for RD are SE:W:CAS:JOC:P&A:RD

(1) Mission: To use Contact Analytics speech technology to analyze enterprise telephone contact data, provide the IRS with the ability to incorporate the productive use of resources and improve the taxpayer experience.

(2) To accomplish the mission, Contact Analytics:

1. Manages the CA application from end user perspective and serves as a liaison with Information Technology (IT).

2. Controls access and distribution of data.

3. Conducts analyses of call data from enterprise perspective and identifies potential areas for process improvement.

4. Gathers data via search functionality on recorded calls.

5. Provides standard and ad hoc reports to designated business unit representatives.

6. Provides knowledge transfer for use of reports.

7. Assists business unit liaisons with identifying corrective actions.

8. Establishes enterprise processes for current and future potential uses of CA software.

9. Conducts outreach on CA technology and program implementation.

(3) CA reports to the Chief, CABRI.

(4) The office symbols for CA are SE:W:CAS:JOC:CABRI:CA.

(5) Visit CA at: https://organization.ds.irsnet.gov/sites/WIJOC/ca

(1) Mission: To support the operational goals of the IRS contact center environment by facilitating requested changes to the Enterprise Call Routing design and Automated Self-Service Applications (ASSA) for Web and phone.

(2) To accomplish the mission, Business Requirements Integration (BRI) acts as the liaison between:

1. The business units (BUs), Information Technology (IT) and the various Joint Operations Center (JOC) components and facilitates the development and integration of new call routing processes and integrates business requirements. BRI is primarily supported by Information Technology/User and Network Services (UNS)/Contact Center Support Division (CCSD).

2. Various JOC components and develops, implements and maintains taxpayer-facing interactive applications for the telephone and the internet. For this purpose, BRI is primarily supported by IT/Application Development (AD) on the Integrated Customer Communications Environment (ICCE) platform.

(3) BRI reports to the Chief, CABRI.

(4) The office symbols for BRI are SE:W:CAS:JOC:CABRI:BRI.

(5) Visit BRI at: https://organization.ds.irsnet.gov/sites/WIJOC/bri

(1) The purpose of Customer Accuracy Improvement Section is to conduct monitoring and on-line review of the Customer Account Services (CAS) and Automated Collection System (ACS) toll-free telephone programs, as well as Customer Assistance, Relationships and Education (CARE) Field Assistance programs, to gauge the accuracy and timeliness of responses provided to customers. Quality review activities encompass tax law and account work on the ACS, Accounts Management (AM), and the Spanish toll-free lines, Electronic Products and Services Support (EPSS) lines, the Accounts Paper Adjustment Specialized Product Review Groups (SPRG), and the Identity Theft (IDT) Paper SPRGs.

(2) To accomplish its goals, Customer Accuracy Improvement Section:

1. Conducts quality reviews of CAS, CARE and ACS program activities.

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

(3) Customer Accuracy Improvement Section reports to the Chief of Centralized Quality Review System.

(4) The office symbols for Customer Accuracy Improvement Section are SE:W:CAS:JOC:CQRS:CAIS.

(1) Mission: To provide project management leadership in support of the development of contact center technology to ensure business requirements are achieved. This includes applying project management disciplines to guide initiatives through the IRS life cycle phases.

(2) To accomplish the mission, the Project Management Team:

1. Provides tactical application support of deployed Contact Center Environment (CCE) applications such as Contact Recording and Workforce Management.

2. Supports the development of CCE initiatives for investment proposals and out-of-cycle budget requests.

3. Uses a repeatable process to evaluate Joint Operations Center (JOC) program effectiveness and risk assessments.

4. Provides information and status updates related to JOC initiatives for executive briefings and responses.

(3) The Project Management Team reports to the Chief, Project Management Office.

(4) The office symbols for the Project Management Team are SE:W:CAS:JOC:PMO:PM.

(1) Mission: To provide business requirements and program direction in all aspects of processing Individual Master File (IMF) tax returns and related documents including code and editing, error resolution, and taxpayer contact for additional information.

(2) To accomplish its mission, IMF Code and Edit/Error Resolution Section:

1. Develops policy, procedures, and guidance for processing of IMF tax returns and related documents in the areas of C&E, Error Resolution (ERS), direct deposit, math error authority, rejects, extensions, and Adoption Tax Identifying Number (ATIN).

2. Evaluates new legislation and determines the necessary business requirements to update our automated systems through the Unified Work Request (UWR) process and the Information Technology (IT) organization.

3. Develops business requirements and writes work requests for all IMF domestic and international programming changes to IDOC specific, ERS screen layouts, and taxpayer notice codes (TPNCs).

4. Provides guidance for the preparation of Submission Processing (SP) training material and ensures material is kept current.

5. Ensures consistency between all pipeline processing IRMs and system requirements.

6. Provides instructions for the processing of International individual returns at the Austin SP Center.

(3) The Chief, IMF C&E/Error Resolution Section reports to the Chief, Paper Processing Branch.

(4) The office symbols for IMF C&E/Error Resolution Section are SE:W:CAS:SP:PPB:IMF.

(1) Mission: To provide support and guidance for the integration and coordination of BMF policies, programs, and procedures for Submission Processing; ensuring policies and procedures are reflective of BMF and International taxpayer behaviors, needs, and characteristics to improve overall compliance and customer service.

(2) To accomplish its mission, BMF Code and Edit/Error Resolution Section:

1. Identifies business requirements and writes the BMF work requests needed to ensure the accurate processing of all BMF returns and related documents.

2. Provides program and policy direction for all aspects of processing BMF, international, and Non-Master File (NMF) returns and related documents.

3. Works with Learning and Education to deliver specific functional training and coordinates training efforts with field when specific specialized expertise is needed to develop training.

4. Provides updates to computer paragraph (CP) notices and Integrated Data Retrieval System (IDRS) Correspondex letters with the latest form information, line numbers, and tax law information.

(3) The Chief, BMF C&E/Error Resolution Section reports to the Chief, Paper Processing Branch.

(4) The office symbols for BMF C&E/Error Resolution Section are SE:W:CAS:SP:PPB:BMF.

(1) Mission: To provide guidance and support to the Submission Processing Receipt and Control and Data Conversion functional areas in the centers and to develop and administer policies and strategies that improve their overall operations.

(2) To accomplish its mission, Mail Management/Data Conversion Section:

1. Develops policy, procedures, and guidance for the paper submission of tax information, including Individual Master File (IMF) and Business Master File (BMF) using the Integrated Submission and Remittance Processing System (ISRP) and Service Center Recognition Image Processing System (SCRIPS).

2. Evaluates new legislation and determines the business requirements needed to update Submission Processing (SP) systems (ISRP, Returns Processing, and SCRIPS) and writes the work requests for submission to Information Technology (IT) for implementation.

3. Prepares the required IRMs and procedures to ensure accurate and consistent guidance to three SP centers.

(3) The Chief, Mail Management/Data Conversion Section reports to the Chief, Paper Processing Branch.

(4) The office symbols for Mail Management/Data Conversion Section are SE:W:CAS:SP:PPB:MM/DC.

(1) Mission: To create policies and procedures for the development and deployment of electronic methods of collecting tax payments, to continue improving and supporting existing electronic methods, and to promote and encourage electronic methods as the preferred form of payment.

(2) To accomplish the mission, Electronic Payment Section:

1. Coordinates the development of initiatives related to electronic payments with the Fiscal Service (FS), Federal Reserve Bank (FRB), Information Technology (IT), a Treasury Financial Agent (TFA) (Bank of America) and other impacted operations.

2. Continuously monitors and manages multiple types of electronic payments, which are processed through Electronic Federal Tax Payment System (EFTPS)/Electronic Federal Payment Posting System (EFPPS) Automated Clearing House (ACH) credit/debit, bulk provider, batch provider, EFTPS web and phone, EFTPS for Federal Agencies, electronic payments from compliance programs including: FS, Social Security Administration (SSA) and state levy programs, Electronic Funds Withdrawal (EFW), Remittance Strategy-Paper Check Conversion (RS-PCC), same-day wires, single-debit, credit cards, etc.

3. Develops roles and responsibilities for the TFA, as well as creates and provides the TFA with program requirements for electronic payment programs and initiatives.

4. Collaborates with stakeholders, such as other customers, and with business partners (FS and IT), to develop strategies for meeting operational goals.

5. Works closely with IRS Cybersecurity to ensure programs, applications, and their users, adhere to strict security and disclosure policies.

6. Works in conjunction with three credit card processors (Link2Gov Corporation, Official Payments Corporation and WorldPay US, Inc.) in offering this option for paying taxes.

7. Monitors transactions related to electronic payments including, processed, scheduled and cancelled payments.

8. Requests, reviews, creates and tracks a host of reports related to electronic payments.

9. Monitors and ensures all electronic payment programs are fully operational.

10. Works closely with the TFA to resolve problems such as rejected files, equipment malfunctions, review and respond to incident reports etc.

11. Provides voice response scripts and standard response language used by IRS and TFA customer service representatives.

12. Requests, provides input for, and participates in various types of marketing surveys related to electronic payments and conducts periodic script reviews.

13. Supports Marketing and Media and Publications by reviewing and updating material related to electronic payments; also works closely with a marketing contractor, to produce various materials made available to taxpayers such as payment request letters, cover letters, guides, etc.

14. Provides content for various websites, such as irs.gov/payments and ETA Reports, EFTPS, and credit cards.

15. Coordinates with IT, FS and TFA to ensure various testing is performed such as, Independent Validation and Verification (IV&V), Participants Acceptance Test (PAT), Systems Acceptability Test (SAT), and conducts periodic script and review.

16. Conducts training and provides guidance to Submission Processing functional areas including the Ogden Accounting Unit where EFTPS perfection occurs.

17. Responds to Treasury Inspector General for Tax Administration (TIGTA) and Government Accountability Office (GAO) about questions and recommendations for policies, programs and procedures related to electronic payments.

18. Maintains the following IRMs:

IRM Number	IRM Title
IRM 3.17.277	Electronic Payments
IRM 3.17.278	Paper Check Conversion (PCC) and Remittance Strategy Paper Check Conversion (RS-PCC) Systems

19. Reviews and provides input to other IRMs, such as IRM 21 (Electronic Funds Withdrawal (EFW) and Credit Card sections)), IRM 5.19.9, Automated Levy Program, and others.

(3) The Chief, Electronic Payment Section reports to the Chief, Accounting and Tax Payment Branch.

(4) The office symbols of the Electronic Payment Section are SE:W:CAS:SP:ATP:EP.

(1) Mission: To provide lockbox program policy, procedures and guidance related to remittance processing, system software, security and internal control management and to provide oversight to ensure all requirements are effectively adhered to by the lockbox network.

(2) To accomplish the mission, Lockbox Policy and Oversight Section:

1. Develops and maintains the Lockbox Processing Guidelines (LPG), which contains processing and administrative guidelines and the Lockbox Security Guidelines (LSG) which contains the physical, personnel, courier, remittance and Information Technology (IT) guidelines.

2. Manages the Lockbox network Functional Specification Package (FSP), software requirements and the Lockbox Electronic Network (LEN) file transmission requirements.

3. Collaborates with IRS Research Division to develop performance measure data collection instruments (DCI) for daily and on-site review of incoming Lockbox receipts at the Submission Processing (SP) campuses.

4. Coordinates the development of new work for the Lockbox program and required process changes with SP campuses, other impacted operations, Bureau of the Fiscal Service (BFS) and the Lockbox network.

5. Determines annually if there are any Lockbox computer program changes required and provides recommendations and modifications to the annual program update.

6. Coordinates with IT, BFS, Lockbox financial agents, and SP campuses to perform annual Systems Acceptability Testing (SAT).

7. Provides Media and Publications (M&P) address information for each Lockbox site and SP center for timely printing.

8. Maintains Lockbox and SP campus tax form and payment address information on the official IRS.gov website.

9. Coordinates testing of pre-printed vouchers between Lockbox and vendor in conjunction with M&P.

10. Supports BFS in the financial agent selection process, if necessary.

11. Supports BFS in the Lockbox Continuity of Operations Plan (COOP).

12. Participates in the annual Lockbox Filing Season Readiness (FSR) process.

13. Determines, in conjunction with BFS, if actions are needed resulting from performance measures.

14. Monitors all theft cases to ensure timely and proper resolution according to the LPG and IRM 3.0.230, Lockbox Processing Procedures.

15. Conducts the annual Lockbox Conference and participates in quarterly Lockbox Conferences with BFS.

16. Conducts on-site reviews of each Lockbox site to ensure quality of services, compliance with Lockbox requirements, and internal control effectiveness and identify areas of emerging risks.

(3) The Chief, Lockbox Policy and Oversight Section reports to the Chief, Accounting and Tax Payment Branch.

(4) The office symbols for the Lockbox Policy and Oversight Section are SE:W:CAS:SP:ATP:LP.

(1) Mission: To provide support and guidance for planning, directing, managing, and executing activities specific to service center accounting programs.

(2) To accomplish its mission, Accounting and Deposit Section:

1. Participates in the formalization of short- and long-range program strategies and objectives for Accounting Services.

2. Analyzes technical, operational, and administrative problems relating to the manual deposit, credit and account transfer, losses and shortages, manual refund, erroneous refund, refund intercept, Health Coverage Tax Credit (HCTC), hardcore payment tracer, Service Center Control File (SCCF), Unidentified Remittance File (URF), Dishonored Check File (DCF), Excess Collection File (XSF) and Automated Non-Master File (ANMF) programs.

3. Performs independently and provides leadership to ad hoc groups who conduct special studies, investigations, or projects.

4. Responds to Treasury Inspector General for Tax Administration (TIGTA)/Government Accountability Office (GAO) issues related to Accounting and Deposit Section issues.

5. Works closely with Chief Financial Officer (CFO) on accounting and general ledger issues.

6. Updates/maintains “Courier Service” statement of work documents for each Submission Processing (SP) site.

7. Acts as the liaison to Taxpayer Assistance Center (TAC) offices processing payments.

8. Collaborates with stakeholders, customers, and business partners such as Bureau of the Fiscal Service and IRS Information Technology (IT) to develop strategies for meeting operational goals.

(3) The Chief, Accounting and Deposit Section reports to the Chief, Accounting and Tax Payment Branch.

(4) The office symbols for the Accounting and Deposit Section are SE:W:CAS:SP:ATP:AD.

(1) Mission: To provide assistance and technical advice to Submission Processing (SP) centers and to ensure timely, accurate and efficient program delivery.

(2) To accomplish the mission, the Monitoring Section:

1. Provides oversight to centers about program delivery, efficiency and effectiveness.

2. Monitors processing in the SP centers to ensure consistency, track performance, and prepare reports.

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

4. Provides direction and oversight to ensure consistency on business measures data gathering and reporting by the centers.

5. Recommends goals for, and tracks business measures results, analyzes data, prepares reports, initiates quality initiatives, and identifies best practices.

6. Prepares IRM procedures for SP business measures and Service Center (SC) monitoring reports.

7. Prepares Request for Information Services (RIS) for support of business measures in coordination with Information Technology (IT).

8. Prepares reports, and Management Information Systems (MIS) requests for SP activities.

9. Coordinates Filing Season Readiness reviews at the site level and reviews site readiness plans.

10. Develops measures for the SP organization.

11. Reviews and analyzes trend data to recommend areas of focus for the SP and Customer Account Services (CAS) Directors.

12. Monitors the implementation of legislation affecting SP operations.

13. Maintains the business measures webpage on the SP website on the IRS intranet that defines business measures methodologies and goals, displays SP measure results, and provides relevant tools, information, and communications to SP functions and all SP centers.

14. Provides oversight and coordination of the Work Planning & Control (WP&C) reports and processes to ensure timely balancing of work, accurate Performance and Cost reports, employee performance reports, and employee time reporting.

15. Provides oversight and coordinates with business units (BUs) that report to the WP&C to ensure proper usage and accuracy of data included in reports.

16. Sets policy, procedure and provides oversight of the error correction and maintenance processes performed by the Reports Teams.

17. Coordinates and communicates Project PCX mainframe processing schedules and report maintenance to the BODs and Tier II processing.

18. Communicates quarterly, end of year, and split week processing needs to field managers (e.g., Single Entry Time Reporting (SETR) cutoffs). This includes physical inventory cut-over procedures.

(3) The Chief, Monitoring Section reports to the Chief, Program Management/Process Assurance.

(4) The office symbols for the Monitoring Section are SE:W:CAS:SP:PM:M.

(1) Mission To develop and review work plans (WP) and work schedules (WS) for all Submission Processing (SP) programs and activities; to coordinate preliminary strategic planning and budget formulation proposals for SP centers; to generate the cost estimate reference IRM and the workload scheduling IRM, and to provide staff support in the preparation and review of cost benefit analysis.

(2) To accomplish the mission, the Resource Section:

1. Coordinates cross functional issues with Statistics of Income (SOI), Large Business and International Division (LBI), Tax Exempt and Government Entities (TE/GE), Small Business/Self-Employed (SB/SE), Facilities Management and Security Services (FMSS), Information Technology (IT), and Criminal Investigation (CI) for inclusion in WP and WS.

2. Forecasts workload based on projections from research to anticipate and plan for growth.

3. Solicits assumptions from customers, researches and validates, as necessary, and determines impact on resources.

4. Conducts annual WP review conferences.

5. Conducts annual WS review conferences to refine WP estimates.

6. Supports and monitors program effectiveness and resource usage in the SP centers.

7. Prepares SP input for the strategic planning processes which determine the SP centers’ long-range budgets; ensures budget allocations are adjusted to reflect increased/decreased paper or e-file volumes or changed systemic, procedural or legislative assumptions.

8. Authors IRM 3.30.10, Cost Estimate Reference, IRM 3.30.20 , Organization, Function, and Program (OFP) Codes, and IRM 3.30.127, Workload Scheduling.

9. Provides staff support for the review and development of cost benefit analyses.

10. Provides training on WP, WS and costing techniques, as requested.

11. Owns the Suite of Tools for the Review and Creation of Automated Work Plans and Schedules (STRAWS) and maintains the Organization Function Program (OFP) Code website.

12. Recommends goals for and tracks SP efficiency measure results, analyzes data, and prepares reports for input into the Business Performance Review System (BPRS) and PAC 2B Report and critical measures.

13. Supports and monitors program effectiveness and resource usage in the SP centers and coordinates all financial reviews at the program level and provides input to Customer Account Services (CAS) Finance.

(3) The Chief, Resource Section reports to the Chief, Program Management/Process Assurance.

(4) The office symbols for Resource Section are SE:W:CAS:SP:PM:R.

(1) Mission: To provide support, coordination, and oversight to the Submission Processing (SP) centers and headquarters SP staffs in the areas of business resumption/continuity, National Treasury Employees Union (NTEU) notifications, Annual Assurance Review (AAR), program and training travel, space and property, physical and remittance security, IRM, recruitment, training, shutdown contingency planning, Volunteer Income Tax Assistance (VITA), and Request for Organizational Change (ROC), maintain the Embedded Quality Submission Processing (EQSP) program (including the Measured Employee Performance System (MEPS), and provide customer and program support for Work Planning and Control (WP&C) activities.

(2) The focus of Coordination and Quality Support Section is to:

1. Monitor the quality of all SP products and identify systemic as well as site specific opportunities for improvement.

2. Provide oversight and guidance for WP&C Project PCA, Project PCC, Single Entry Time Reporting (SETR) validation, Individual Performance Record (IPR) and production adjustments and cross-coordination of systems as they relate to WP&C, ensuring the accuracy of reports for all business units (BUs) (Wage and Investment (W&I), Small Business/Self-Employed (SB/SE), Human Capital Office (HCO), Facilities Management and Security Services (FMSS), Information Technology (IT), Taxpayer Advocate Service (TAS), etc.) reporting to WP&C.

(3) To accomplish this mission, Coordination and Quality Support Section:

1. Coordinates cross unit issues for SP sites and acts as liaison with Site Coordinators and Planning and Analysis (P&A) Chiefs in the centers and coordinates with BODs and organizations (outside of Submission Processing) that report to the WP&C.

2. Coordinates administrative duties including operational space issues, physical moves, and equipment needs for the SP headquarters staff in Covington, Kentucky.

3. Serves as contacts for space and property issues in the SP centers; acts as liaison when other business units are affected.

4. Acts as liaison and provides communications to other operating units and divisions as related to SP programs and activities.

5. Provides guidance to the centers and headquarters staff for the AAR.

6. Provides program support to the center campuses for the Business Resumption/Business Continuity and Physical and Remittance Security Programs.

7. Provides advice and assistance to center management on recruitment and other personnel-related issues, acts as liaison with HCO, monitors centers’ progress in meeting recruitment needs, and coordinates the Office of Government Ethics (OGE), OGE Form 450, Confidential Financial Disclosure Report, reporting requirements.

8. Researches and coordinates training policies and procedures, coordinates training requests that require input from SP headquarters and campuses, coordinates annual training needs assessment and coordinates training for SP headquarters personnel.

9. Coordinates with headquarters and Media and Publications to ensure the timely update and issuance of SP IRMs.

10. Coordinates and serves as the key point of contact for the VITA, program and training travel, NTEU notifications, and ROC programs.

11. Develops and implements data collection instruments (DCI) for functions and programs within SP. Coordinates with IRM authors to ensure DCIs are current. Provides oversight to SP centers about use of the EQSP system.

12. Coordinates with SP centers to improve the accuracy and the effectiveness of the EQSP system.

13. Monitors quality data from a variety of sources and prepares summary reports for SP headquarters and Field Directors.

14. Maintains the EQSP website which provides guidance to reviewers, information for improvement specialists, and quality charts and graphs showing weekly and Quarterly data.

15. Coordinates identification of improvement opportunities with SP centers and within SP as a whole.

16. Coordinates targeted EQSP sampling of specific defect trend analysis.

17. Provides direction and oversight for the Measured Employee Performance System (MEPS).

18. Provides oversight and coordination of the WP&C reports and processes to ensure timely balancing of work, accurate Performance and Cost reports, employee performance reports, and employee time reporting.

19. Provides oversight and coordinates with BODs that report to the WP&C to ensure proper usage and accuracy of data included in reports.

20. Sets policy, procedure and provides oversight of the error correction and maintenance processes performed by the Reports Teams.

21. Coordinates and communicates Project PCX mainframe processing schedules and report maintenance to the BODs and Tier II processing.

22. Communicates quarterly, end of year, and split week processing needs to field managers (e.g., Single Entry Time Reporting (SETR) cutoffs). This includes physical inventory cut-over procedures.

23. Provides oversight and coordination for the release and recall activities.

24. Authors the following IRMs:

IRM Number	IRM Title
IRM 3.0.276	General, Scorecard Performance Measure Process - Security and Internal Control Review
IRM 3.30.18	Reports Teams Instructions for Work Planning and Control
IRM 3.30.19	Production Control and Performance Reporting
IRM 3.30.30	Embedded Quality for Submission Processing (EQSP) System
IRM 3.30.50	Project PCA Production Control Accounting
IRM 3.43.405	Measured Employees Performance System (MEPS) for Managers

25. Authors the following training materials: Measured Employees Performance System (MEPS) Managers and Employee Guides, Embedded Quality Submission Processing (EQSP) Managers and Reviewers Guides.

(4) The Chief, Coordination and Quality Support Section reports to the Chief, Program Management/Process Assurance.

(5) The office symbols for the Coordination and Quality Support Section are SE:W:CAS:SP:PM:CQS.

(1) Mission: To ensure ITINs are issued timely to qualifying individuals and used only for tax administration purposes. This is accomplished through enhancing safeguards, increasing public outreach and education, developing improved methods and procedures to apply for and process ITIN applications, and improving technical training and work processes for IRS employees. These tasks are done to advance the overall Service goal of customer satisfaction, educational outreach and compliance within applicable tax laws.

(2) To accomplish its mission, the Individual Taxpayer Identification Number (ITIN) Policy Section:

1. Develops and implements an annual strategic program plan that details or references the activities of each functional area including Customer Assistance, Relationships and Education (CARE), Field Assistance and Compliance.

2. Develops, tests, and implements new procedures to facilitate improved ITIN processing and the proper use of ITINs.

3. Works with other functions or independently to develop and maintain relationships with external stakeholders (community-based organizations, acceptance agents, and practitioners) to promote and facilitate the proper use of ITINs.

(3) The Chief, IPS reports to the Chief, Specialty Programs Branch.

(4) The office symbols for the IPS are SE:W:CAS:SP:SPB:ITIN.

(1) Mission: To develop policy, procedures, and guidance for various programs outside of the pipeline functions including:

• On-Line Notice Review

• Individual Master File (IMF)/Business Master File (BMF) unpostables

• IMF/BMF Entity

• Amended Returns (1040X)

• Files and the associated National Archives and Records Administration (NARA) contract

• Submission Processing (SP) Identity Theft (IDT) unpostables

• Foreign Account Tax Compliance Act (FATCA)

• Generalized Unpostable Framework (GUF)

• Technical review for Form 3949-A

(2) To accomplish its mission, the Post Processing Section:

1. Develops policy, procedures, and guidance for Correspondence Problem Resolution and Notice Review functions for the three SP centers.

2. Performs notice problem identification, resolution, and reporting.

3. Plans, coordinates, and participates in notice start-up activities.

4. Develops and maintains the Notice Review Processing System (NRPS) and On-Line Notice Review (OLNR).

5. Provides for the storage and retention of tax returns and related documents at the three SP centers and at the Federal Records Centers (FRCs).

6. Provides procedures for establishing, maintaining and updating entities on the Master File for IMF/BMF.

7. Provides business requirements and writes Unified Work Requests (UWRs) for all aspects of processing entity unpostables, unpostables, and On-Line Notice Review.

8. Establishes guidance and processes for the new FATCA registration process in Austin SP.

9. Provides guidance and procedures for SP IDT unpostables.

10. Provides guidance, procedures, and monitoring of the SP centers 1040X functions.

(3) The Chief, Post Processing Section reports to the Chief, Specialty Programs Branch.

(4) The office symbols for the Post Processing Section are SE:W:CAS:SP:SPB:PP.

(1) Mission: To develop policy, procedures, and guidance for various programs outside of the pipeline functions including: legislative changes, Return and Income Verification Services (RAIVS)/Income Verification Express Service (IVES), and Unified Work Request (UWR) coordination for Submission Processing (SP).

(2) To accomplish its mission, the Technical Support Section:

1. Provides support and oversight to the three SP centers for RAIVS/IVES and United States Department of Agriculture (USDA) in the Kansas City Center.

2. Tracks the status of tax law legislative changes and communicates SP impact to SP headquarters branches.

3. Establishes guidance and processes for SP work stemming from tax law legislative changes and initiatives as part of UWR coordination.

4. Coordination of all SP UWRs.

(3) The Chief, Technical Support Section reports to the Chief, Specialty Programs Branch.

(4) The office symbols for the Technical Support Section are SE:W:CAS:SP:SPB:T.

(1) Mission: To ensure the successful simultaneous development of new electronic filing capabilities in support of IRS strategic business initiatives and the deployment of new functionality in support of the filing season.

(2) To accomplish its mission, the Development Services Branch:

1. Develops business requirements for new electronic filing capabilities, including code and edit, Generalized Mainline Framework (GMF), National Accounts Profile (NAP), record layouts, schema, and style sheets.

2. Engages external software developers and states in requirements definition and filing season readiness.

3. Develops Assurance Testing System (ATS) scenarios, makes available for external testing, coordinates internal support.

4. Supports and monitors internal testing.

5. Analyzes and resolves defects.

6. Develops supporting documentation, including IRM updates, external communications, and internal training material and manuals.

7. Conducts internal stakeholder training in support of new releases and the filing season.

8. Manages the transition to Operations and Maintenance Services Branch once the release exits Milestone 5 if the forms are stable.

(3) The Chief, Development Services Branch reports to the Director, e-File Services.

(4) The following sections report to the Development Services Branch:

• Development Services Section 1

• Development Services Section 2

(5) The organization symbols for Development Services Branch are SE:W:CAS:SP:DS.

(1) Mission: To ensure ongoing operations and maintenance of electronic filing capabilities previously deployed for Individual Master File (IMF) return processing, including requirements analysis and development pertaining to legislative changes and expiring provisions.

(2) To accomplish its mission, the IMF Operations and Maintenance Services Branch:

1. Coordinates annual product maintenance.

2. Oversees product preparation for the filing season.

3. Monitors and supports the filing season by conducting Controlled Launch/Submission Review activities to ensure the accuracy of the Business Rules, Code and Edit Rules, Stylesheet displays, Schema contents, Software ID usage, Master File postings, and payment processing.

4. Conducts post filing season assessment.

5. Participates in external forums and other professional conferences as required.

6. Supports e-file marketing and communication efforts.

7. Oversees the operation of the Modernized e-File (MeF) IMF Operations and Maintenance Services Branch SharePoint site collection.

8. Participates in Government Accountability Office (GAO) and Treasury Inspector General for Tax Administration (TIGTA) audits, improving operations as recommended.

9. Reviews IRMs and publications to ensure accuracy and consistency in all electronic and paper tax return filing.

10. Reviews MeF documentation to ensure accurate implementation of requirements.

11. Maintains IRM 3.42.5, IRS e-File for Individual Tax Returns.

12. Assists external customers with understanding the filing requirements by addressing questions received through the MeF mailbox and the e-help desk.

13. Maintains IRS.gov content related to the electronic filing of individual returns.

14. Manages the implementation of the individual e-File Assurance Testing System (ATS) by ensuring the testing specifications are updated annually and published timely. Prepares QuickAlerts to inform external stakeholders of individual e-file related requirement changes.

15. Prepares Knowledge Incident/Problem, Service and Asset Management (KISAMs) to resolve programming issues.

(3) The Chief, IMF Operations and Maintenance Services Branch reports to the Director, e-File Services.

(4) The following sections report to IMF Operations and Maintenance Services Branch:

• Individual e-File Section 1

• Individual e-File Section 2

(5) The office symbols for IMF Operations and Maintenance Services Branch are SE:W:CAS:SP:IOM.

(1) Mission: To support customer-valued e-solutions for Servicewide electronic products and services by advancing IRS electronic business opportunities to meet the changing demands of the future while delivering a positive customer experience.

(2) To accomplish its mission, the BMF Operations and Maintenance Services Branch:

1. Coordinates annual product maintenance and prepares and tracks Unified Work Requests (UWRs), ensuring requirements are implemented timely and accurately.

2. Oversees product preparation for the filing season.

3. Prepares Secure Object Repository (SOR) and Servicewide Electronic Research Program (SERP) distributions (BMF Schema/Business Rule Packages).

4. Monitors and supports the filing season; conducts Controlled Launch/Submission Review activities to ensure the accuracy of the Business Rules, Code and Edit Rules, Stylesheet displays, Schema contents, Software ID usage, Master File postings, and payment processing.

5. Conducts post filing season assessment.

6. Reviews and analyzes trend data to recommend areas of focus for paper processing and electronic filing processing.

7. Conducts process improvements to enhance quality and operational efficiency.

8. Serves as a Subject Matter Expert on sub-teams in support of the Growing Business e-file Strategy.

9. Gathers data and acts as consultant on various research projects.

10. Participates in external forums and other professional conferences as required.

11. Supports e-file marketing and communication efforts.

12. Oversees the operation of the Modernized e-File (MeF) SharePoint site collection.

13. Participates in Government Accountability Office (GAO) and Treasury Inspector General for Tax Administration (TIGTA) Audits, improving operations as recommended.

14. Reviews IRMs and publications to ensure accuracy and consistency in all electronic and paper tax return filing.

15. Reviews MeF documentation to ensure accurate implementation of requirements.

16. Assists external customers with understanding the filing requirements by addressing questions received through the MeF mailbox and the e-Help desk.

17. Maintains IRS.gov content related to the electronic filing of business returns.

18. Ensures annual maintenance activity for federal and state e-file products.

19. Develops Federal/State Memorandums of Understanding (MOUs).

20. Provides support to the states for the federal/state program and supports the annual Federation of Tax Administrators (FTA) symposium.

21. Prepares QuickAlerts to inform external stakeholders of business e-file related requirement changes.

22. Prepares Knowledge Incident/Problem, Service and Asset Management (KISAMs) to resolve programming issues.

(3) The Chief, BMF Operations and Maintenance Services Branch reports to the Director, e-File Services.

(4) The following sections report to BMF Operations and Maintenance Services Branch:

• Corporate and Partnership Section

• Estates and Trusts/Employment Tax/Excise Tax Section

(5) The office symbols for BMF Operations and Maintenance Services Branch are SE:W:CAS:SP:BOM.

(1) Mission: To direct technical support to external software developers, transmitters, practitioners, and states.

(2) To accomplish its mission, the Electronic Support Services Branch:

1. Prepares filing season statistical recaps, system performance information, and briefing material in support of E-300 initiative planning and budget process, and congressional and government oversight inquiries.

2. Manages filing season shutdown, cut-over, and start-up activities and communications.

3. Prepares and shares highly complex statistical data with employees across Wage and Investment (W&I). Works closely with Business Objects Enterprise (BOE) administrators to improve the end user experience.

4. Supports the IRS’s collaborative effort with the tax industry and the states to help combat stolen identity refund fraud.

5. Researches and briefs senior leadership if a proposed requirement change will cause any negative impacts on electronic tax or information returns.

6. Provides formal responses to Treasury Inspector General for Tax Administration (TIGTA) inquiries, Congressional requests, and other information document requests.

(3) The Chief, Electronic Support Services Branch reports to the Director, e-File Services.

(4) The following sections report the Electronic Support Services Branch:

• Customer Outreach and System Support Section

• Affordable Care Act (ACA) Information Returns/Modernized Information Returns System Support Section

(5) The office symbols for the Electronic Support Services Branch are SE:W:CAS:SP:ESS.