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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 12. Chief Information Officer

1.1.12  Chief Information Officer

1.1.12.1  (04-01-2007)
Mission

  1. The mission of Modernization and Information Technology Services (MITS) is to deliver IT services and solutions that drive effective tax administration to ensure public confidence.

  2. MITS is led by the Chief Information Officer (CIO). The CIO reports to the Commissioner of the Internal Revenue Service (IRS).

  3. MITS has ten subordinate offices:

    • Office of Equal Employment Opportunity and Diversity

    • Office of Stakeholder Management

    • Office of Information Technology Security

    • Office of Strategic Sourcing

    • Associate Chief Information Officer for Management

    • Associate Chief Information Officer for Applications Development

    • Associate Chief Information Officer for Enterprise Services

    • Associate Chief Information Officer for End-User Equipment and Services

    • Associate Chief Information Officer for Enterprise Operations

    • Associate Chief Information Officer for Enterprise Networks

1.1.12.2  (04-01-2007)
Office of Equal Employment Opportunity and Diversity

  1. The mission of the Equal Employment Opportunity (EEO) and Diversity Office is to promote and ensure the rights of all employees and applicants to work and pursue advancement on the basis of merit, ability, and potential; and provide a work environment free from discrimination and harassment based on race, color, national origin, sex, age, disability, religion, retaliation/reprisal, or sexual orientation. In addition, assist employees to focus on improving the workplace environment to ensure it is based on inclusion, respect, understanding, and cooperation.

  2. To accomplish its mission, the EEO and Diversity Office will:

    1. Provide MITS executives, managers, and employees with guidance, insight, and support on all matters related to EEO and Diversity (to include retaliation/reprisal and harassment).

    2. Participate in policy and decision-making activities that could impact EEO and Diversity.

    3. Assist executives with difficult or complex complaint issues involving top-level staff or class/group concerns.

    4. Provide a broad range of training resources to address the day-to-day workplace changes.

    5. Educate MITS employees on EEO and Diversity Programs (e.g., EEO Complaint Process, Prevention of Sexual Harassment, Reasonable Accommodation, Alternative Dispute Resolution, Diversity.

    6. Provide leadership and operational support to the MITS Diversity and EEO Council.

    7. Track the development and implementation of MITS EEO and Diversity related Service Level Agreements and Memoranda of Understanding with Agency Wide Shared Services Office of EEO and Diversity Field Services.

    8. Facilitate the development and implementation of EEOC Management Directive (MD) – 715.

    9. Identify and resolve EEO and Diversity issues with high-level impact.

1.1.12.3  (04-01-2007)
Office of Stakeholder Management

  1. Stakeholder Management is a core business function of MITS, delivering clear, concise, and timely communications to IRS employees and stakeholders internal to MITS Services. Stakeholder Management is a conduit between MITS functions as well as support functions such as budget and human resources. It provides leadership in the creation of a single, unified, consistent set of messages from MITS to IRS business units and external stakeholders in determining the effectiveness and efficiency of its products and services.

  2. Stakeholder Management reports directly to the Chief Information Officer and provides advice and counsel on communications, legislative and oversight activities. In addition, it coordinates its activities with the Servicewide Communications and Liaison organization to ensure that the information it produces is consistent with the Servicewide vision and strategies.

  3. To accomplish its mission, Stakeholder Management will:

    1. Develop MITS communications policies and procedures.

    2. Establish and maintain stakeholder relationships, both internal and external.

    3. Develop MITS strategic communications plans including MITS branding.

    4. Develop, or ensure development of, MITS' Congressional deliverables.

    5. Manage the MITS web site and provide direction to subordinate organizational Intranet sites.

    6. Collaborate with Prime communications personnel on communications products.

  4. Stakeholder Management has three subordinate offices:

    • Program Oversight Office

    • Communications Services Group

    • Directives Management Office

1.1.12.3.1  (04-01-2007)
Program Oversight Office

  1. The mission of Program Oversight is to simplify, streamline and manage efficiently and effectively the program oversight and audit processes for MITS, to uphold the competency and value of tax administration, and to safeguard the operation of the national revenue generating system.

1.1.12.3.2  (04-01-2007)
Communications Services Group

  1. Communications Services is a core business function of the MITS organization, delivering clear, concise, and timely communications to IRS employees and stakeholders. Communications Services gathers information from stakeholders to improve relationships and assist MITS in determining the effectiveness and efficiency of its products and services.

1.1.12.3.3  (04-01-2007)
Directives Management Office

  1. Directives Management supports and guides the MITS organization in the development, clearance, and approval of Internal Management Documents (IMD) and Records Management (RM) responsibilities.

1.1.12.4  (04-01-2007)
Office of Information Technology Security

  1. The mission of the Office of Information Technology Security is to provide leadership for the successful execution of MITS-wide IT security solutions to protect data and information systems and sustain critical IRS business processes.

1.1.12.5  (04-01-2007)
Office of Strategic Sourcing

  1. The mission of Strategic Sourcing is to provide policies, procedures, and oversight for MITS Improvement initiatives to ensure:

    1. MITS Business Process Improvement (BPI) initiatives are completed in a manner that best positions them to achieve High Performing Organization (HPO) status.

    2. MITS A-76 competitions are accomplished in accordance with Office of Management Budget Circular A-1 guidelines with fair and impartial comparisons made between government and private offerings.

    3. Identification, monitoring, and resolution of critical issues that could potentially impede either MITS BPI or A-76 initiatives.

    4. Timely communications and assistance for the workforce in dealing proactively with the ramifications of change brought about by MITS Improvement initiatives.

    5. Monitoring service providers' performance in accordance with the quality assurance surveillance plan and performance identified in the solicitation of an A-76 competition.

1.1.12.6  (04-01-2007)
Associate Chief Information Officer for Management

  1. The mission of the Associate Chief Information Office (ACID) for Management is to partner with MITS Leadership to provide policy, direction, and oversight for MITS human capital, fiscal, strategic planning, performance measurement, capital planning and investment control, and governance programs.

  2. ACID Management has four subordinate divisions:

    • Financial Management Services Division

    • Management Services Division

    • Strategic Planning and Performance Management Division

    • Capital Planning and Investment Control Division

1.1.12.6.1  (04-01-2007)
Financial Management Services Division

  1. The mission of Financial Management Services (FMS) is to provide executive leadership, direction, and policy in all matters pertaining to budget and financial policy, formulation and financial analysis, and information technology services expense management across MITS and IRS. The Director, Financial Management Systems, reports to the Associate Chief Information Officer for Management and is responsible for providing guidelines and direction on Federal budget and financial policy for Information Technology (IT) investments and operations.

  2. To accomplish its mission, FMS will:

    1. Establish and provide policies, procedures, and guidelines to assure adherence to government-wide policies, laws, and regulations for MITS programs and operations.

    2. Assist MITS Senior Leadership with budget cycles; incorporating strategic planning.

    3. Formulate the MITS budget and develop the MITS Financial Plan.

    4. Manage, monitor, and report on the MITS financial expenditures to internal and external stakeholders.

  3. FMS has two subordinate offices:

    • Budget Planning

    • Budget Execution

1.1.12.6.1.1  (04-01-2007)
Budget Planning

  1. The mission of Budget Planning is to establish, maintain, and monitor adherence to budgetary policy and guidance, providing customer support and executive overview of IT expense management.

  2. To accomplish its mission, Budget Planning will:

    1. Manage IT budget formulation, plan development, and analysis.

    2. Conduct trend and operational analyses.

    3. Manage MITS-wide Labor.

    4. Manage the MITS budget system, currently known as PTS (Project Tracking System).

    5. Provide customer support, direction, oversight, and analysis of MITS-wide financial management issues.

1.1.12.6.1.2  (04-01-2007)
Budget Execution

  1. The mission of Budget Execution is to manage the MITS budget and all aspects of plan execution, including certification, funding, transfers, and analyses. This includes the development and distribution of financial guidance outlining rules governing expenditure of IT resources; and defining roles, responsibilities, and the time-line related to the development and execution of the MITS budget.

  2. To accomplish its mission, Budget Execution will:

    1. Ensure that the IT plan aligns with customer strategies and objectives from the Strategy and Program Plan and project plans.

    2. Guide and support the program owners, Division Information Officers, and other customers in all IT budget execution matters so that they can deliver their functional service and equipment requirements.

    3. Develop and maintain MITS budget execution program policies and guidelines.

    4. Develop and generate external reports and analysis as needed by customers, external requesters, and the Deputy Commission for Operations Support and the CIO.

    5. Manage resources associated with MITS-wide programs (infrastructure, working capital fund, reimbursables, space, and housing) to ensure optimum planning and execution of such resources to meet MITS goals and objectives.

1.1.12.6.2  (04-01-2007)
Management Services Division

  1. The mission of Management Services is to partner with MITS leadership to define and implement human capital policies and guidance that ensure our primary resource, people, are competent and supported in the fashion necessary to deliver outstanding service.

  2. To accomplish its mission, Management Services will:

    1. Ensure continuous performance improvement and individual development through competency and skill building.

    2. Conduct needs assessments and prioritize resource allocations.

    3. Develop educational strategies and design curriculums that focus on the key MITS competencies.

    4. Ensure that MITS personnel are technically competent to meet customer needs.

    5. Serve as liaison for the Office of Executive Services for all MITS executive level personnel practices and position management.

    6. Develop a succession management strategy and governance process for MITS.

  3. Management Services has three subordinate offices:

    • Human Capital Management Branch

    • Learning and Education Branch

    • Administrative Management Office

1.1.12.6.2.1  (04-01-2007)
Human Capital Management Branch

  1. The mission of the Human Capital Management Branch is to plan and manage human capital programs for MITS.

  2. To accomplish its mission, the Human Capital Management Branch will:

    1. Develop and implement policies, guidelines, and procedures within the parameters set by the Chief Human Capital Officer.

    2. Foster partnerships with the National Treasury Employees Union (NTEU) through a liaison to the Chief Human Capital Officer.

    3. Develop career paths for MITS employees.

    4. Develop and provide workforce planning and strategic recruitment tools and guidance.

    5. Oversee position and career management and organizational design activities.

    6. Facilitate the production of management information and statistical reports and trend analyses to facilitate and inform human capital management decision-making.

1.1.12.6.2.2  (04-01-2007)
Learning and Education Branch

  1. The mission of the Learning and Education Branch is to provide comprehensive training to a diverse MITS workforce using the most effective and efficient means.

  2. To accomplish its mission, Learning and Education will:

    1. Develop a training budget, conduct training needs assessments, develop a training plan, and update curriculums.

    2. Provide training in programming, telecommunications, and other high-technology subjects through an interagency contract, out-service training, and in-house classes presented by resident experts.

    3. Develop and coordinate modernization training and provide leadership, project management, and financial training.

1.1.12.6.2.3  (04-01-2007)
Administrative Management Office

  1. The mission of the Administrative Management Office (AMO) is to support MITS by delivering administrative products, services, and solutions that minimize customer burden and promote a quality work environment.

  2. To accomplish its mission, the Administrative Management Office will:

    1. Administer and monitor programs and projects to assist customers in understanding and meeting their administrative responsibilities and obligations.

    2. Oversee the Office of Government Ethics Form 450 filing program for MITS.

    3. Provide logistical support and serve as Management Services coordinator for the Diversity and EEO Plan.

    4. Identify and recommend improvement opportunities based on reviews and trend analyses conducted against established balanced measures.

    5. Serve as the MITS Real Estate program liaison in support of areas with impact to customers.

    6. Provide guidance and administrative support to the MITS Employee Suggestion Program.

    7. Administer the MITS Safety and Health program by raising awareness to prevent incidents/accidents and reduce work-related injuries.

    8. Provide support to the MITS Employee Engagement program through promoting employee/manager commitment in identifying and resolving barriers to excellence while accomplishing MITS Strategic Goals.

1.1.12.6.3  (04-01-2007)
Strategic Planning and Performance Management Division

  1. The mission of the Strategic Planning and Performance Management Division is to help MITS achieve the goal of "One MITS" through comprehensive planning to identify aligned performance commitments, track measures via appropriate processes, and use the information to make IT resource decisions and to improve performance.

  2. Strategic Planning and Performance Management has two subordinate offices:

    • Strategic Planning Office

    • Performance Measurement Office

1.1.12.6.4  (04-01-2007)
Capital Planning and Investment Control Division

  1. The Mission of Capital Planning and Investment Control (CPIC) is to provide support to IRS senior executives, management, and Information Technology (IT) project teams, in fulfilling the requirements of the Clinger-Cohen Act and other Federal legislation and direction, related to the selection and control of IT investments. CPIC serves as the principal interface with Treasury in reporting the status of IRS IT investments, including submission of OMB Exhibit 300s (E300s) and supporting documentation.

  2. To maximize accountability and coordination, CPIC will establish baseline processes that support budget submissions (i.e., E300 management and review), IT investment process documentation, and IT investment management.

  3. CPIC two subordinate offices:

    • Investment Management Office

    • Investment Planning Office

1.1.12.6.4.1  (04-01-2007)
Investment Management Office

  1. Investment Management Office functions are designed to ensure compelling E300s are developed so that IRS project approval and OMB funding are obtained and CPIC control phases are carried out successfully. The office will perform four major functions: guidance and review, individual project support, training, and ProSight reporting. These functions are further described below.

  2. Under this category, the Investment Management Office will:

    • Select - Assist in preparation, conduct analysis, and review initial scoring of selected forms to ensure that investment analyses are complete and contain information necessary for IRS management to make investment decisions that most strongly support the IRS mission and strategic goals and to obtain funding approval from OMB.

    • Control - Review Control Forms to ensure that data is updated for quarterly reviews and assess data accuracy, applying Generally Accepted Accounting Principles (GAAP). This assessment includes analysis of schedule and cost elements and risk, to ensure accuracy and consistency of approach within and across projects. For steady state investments, ensure that retiring investments are closed out according to procedures.

    • Evaluate - Review post-implementations. Identify potential adjustments to the E300 or E53 and provide feedback and lessons learned to the Investment Planning Office.

  3. Individual Project Support - The team will provide consultative "on-call" support to IPTs to review project documentation. Once a project is conceived, CPIC will designate a Portfolio Manager to work with the project manager, review CPIC roles and responsibilities, budget milestones, and key CPIC review gates.

  4. Training -The training regime is critical to achieving organizational change, maximizing acceptance, and sustaining CPIC activities across time. CPIC provides the following training programs:

    • Prepare and present senior executive CPIC primers and updates.

    • Prepare CPIC training materials and conduct training classes.

    • Prepare OMB E300, control training materials, and conduct training.

  5. ProSight Reporting - The team will support the IRS in providing ProSight administrative functions, coordinating the development of IT investments within the repository, and preparing the IRS IT portfolio for electronic submission to Treasury in compliance with OMB requirements. The team will also ensure that all OMB E300s and E53s contain correct, timely, and appropriate information and data. The Investment Management Office is IRS point-of-contact for facilitating the development and production of reports.

1.1.12.6.4.2  (04-01-2007)
Investment Planning Office

  1. The Investment Planning Office mission includes:

    • CPIC Process Definition - Develop and improve the CPIC process.

    • Decision Support - Support necessary decision-making activities.

    • Administration - Support all associated administrative needs.

    • Interagency Interfaces - Share current guidance and information.

  2. CPIC Process Definition and Improvement -This role is to develop and improve the CPIC process including process design, maintenance, documentation,and enhancement. In particular, this team will do what is required to carry the CPIC process forward through increasing levels of ITIM maturity. This includes:

    • Ensuring proper documentation and record keeping.

    • Review and preparation of investment process documentation.

    • Ongoing measurement of the CPIC process against GAO/ITIM guidelines.

    • Providing briefing support to IRS and other entities.

    • Coordinate and support internal IRS analysis activities to strengthen the portfolio (e.g., reducing duplicative functionality or standardization of technology).

  3. Decision Support - The team will support the investment decision-making activities of the governance bodies by:

    • Recommending criteria by which investments may be evaluated.

    • Organizing investment information, including presentations, to facilitate evaluation.

    • Providing technical support for the use of any automated decision-making tools the governance bodies may choose to use.

  4. The support will also include coordinating government and contractor personnel to develop consolidated final documentation, as well as presentation material. These activities will provide the necessary products for the MEG and other governing bodies to make informed investment decisions. To achieve that result, the team will facilitate information sharing, thus ensuring documentation is internally accurate and consistent with other CPIC documentation. In conducting the above activities, the team will also manage a recording keeping system, review and prepare investment process documentation, and coordinate the technical functions of the various participants and organizations.

  5. Administration -The team will also perform the following administrative functions:

    • Establish a standardized E300 tracking system.

    • Establish a centralized E300 archive and resource library.

    • Coordinate technical activities including ProSight system and help desk administration.

    • Establish reporting and documentation requirements.

    • Ensure project documentation ready for MEGC review.

    • Provide briefing support to Treasury and OMB.

  6. Interagency Interfaces - Liaison with other government departments and agencies is necessary to stay current on guidance and direction from governing bodies as well as to share information and approaches with other agencies in order to benefit from what others have learned and accomplished. Governing bodies include Treasury, OMB, GAO,and other Federal agencies that follow OMB/GAO guidance in this area.

1.1.12.7  (04-01-2007)
Associate Chief Information Officer for Applications Development

  1. The mission of Applications Development (AD) is to build, test, deliver, and maintain integrated information applications systems that will support modernized systems and the production environment to achieve the vision and objectives of the Service.

  2. To accomplish its mission, Applications Development will:

    1. Enhance the integration of the IRS installed base of production systems and their readiness to coexist with, transition to, and subsequent replacement by modernized technology.

    2. Work in partnership with customers to improve the quality of the IRS information systems, products, and services.

    3. Assess the quality of applications software by testing with controlled data to aid the customer in determining system production readiness.

    4. Maintain administrative, financial, and human resource-integrated systems.

    5. Design, build, and test information technology applications that analyze, update, and provide access to all major databases containing taxpayer information.

    6. Develop, deploy, and institutionalize standard practices for process improvement.

  3. Applications Development has nine subordinate offices:

    • Centers of Excellence

    • Program Management

    • Compliance Domain

    • Internal Management Domain

    • Corporate Data Domain

    • Submission Processing Domain

    • Program Administration, Support and Services

    • Customer Service Domain

    • Test, Assurance, and Documentation Office

1.1.12.7.1  (04-01-2007)
Centers of Excellence

  1. The mission of the Centers of Excellence is to support the AD organization by linking resources with common functional skills or common interests needed in AD. The Centers will provide an AD-wide operating concept that weaves together all service delivery components in a comprehensive and holistic manner to ensure customer and stakeholder requirements are met in a timely fashion and to the degree needed; this includes providing training, knowledge sharing, and certifications skills.

  2. To accomplish its mission, the Centers of Excellence will:

    1. Provide guidance and leadership on the solution of key strategic issues impacting AD.

    2. Determine required skill sets and levels of competency for each area of expertise and grade level.

    3. Develop re-training requirements and plans for current and future AD needs.

    4. Develop a recruitment strategy and define training requirements.

    5. Develop the initial as well as on-going training plans required by the SMEs.

    6. Develop theinitial strategy for the training plan and assemble a cadre of coaches and instructors.

    7. Identify future AD needs and establish the first level of resources.

    8. Lead AD Business Process Improvement activities.

  3. The Centers of Excellence has four subordinate offices:

    • Business Process Improvement (BPI)

    • Language Standards

    • Certifications

    • Common Operating Environment (COE) Resource Coordination

1.1.12.7.1.1  (04-01-2007)
Business Process Improvement (BPI)

  1. BPI's mission is to lead Applications Development in all process improvement activities.

  2. To accomplish its mission, BPI will:

    1. Develop an initial system to measure AD performance that enables AD to benchmark and compare with industry.

    2. Manage the implementation, institutionalization, and adherence to consistent life cycle processes and practices.

    3. Identify emerging proven practices that improve AD’s ability to deliver IT capabilities and support Enterprise Life Cycle activities.

    4. Continuously improve AD life cycle support by integrating lessons learned along with best practices into life cycle artifacts and activities.

    5. Provide coaching and hands-on assistance to users of life cycle processes and practices.

1.1.12.7.1.2  (04-01-2007)
Language Standards

  1. Language Standards will be responsible for all aspects of training recruits in C++, Java, and XML.

  2. To accomplish its mission, Language Standards will:

    1. Define training requirements and establish a complete development plan with certifications.

    2. Develop the initial as well as on-going training plans required by the SMEs.

    3. Develop initial strategy for the training plan and assemble a cadre of coaches and instructors.

1.1.12.7.1.3  (04-01-2007)
Certifications

  1. Certifications mission is to measure and certify employees in new training disciplines.

  2. To accomplish its mission, Certifications will:

    1. Develop required skill sets and levels of competency for each area of expertise by grade level.

    2. Identify and maintain a record of all required programming language certifications.

1.1.12.7.1.4  (04-01-2007)
Common Operating Environment (COE) Resource Coordination

  1. The mission of COE Resource Coordination is to:

    1. Identify future needs of the AD organization and establish the first level of resources.

    2. Develop a recruitment strategy.

    3. Recruit and train a cadre of IRS instructors and coaches.

1.1.12.7.2  (04-01-2007)
Program Management

  1. Program Management will lead the Applications Development organization in cross-domain support of resources, funding, and contracts. It will also coordinate and support the project E300s and Expenditure Plan information.

  2. To accomplish its mission, Program Management will:

    1. Manage the interactions and relationship between Enterprise Services and Applications Development.

    2. Determine and develop dashboard requirements for non-major projects.

    3. Establish standard ELC models based on the ELC path and thresholds for the projects.

    4. Ensure that a disciplined, repeatable systems management approach is used through Quality Assurance review.

    5. Coordinate the development and submission of the E300s and FISMA certifications across AD.

    6. Manage program risks.

    7. Improve contract management by working with IRS Procurement to develop standard clauses and support, as well as provide support to negotiation teams.

  3. Program Management has three subordinate offices:

    • AD Program Initiatives

    • Contract Management/E300

    • Quality Assurance

1.1.12.7.2.1  (04-01-2007)
AD Program Initiatives

  1. The mission of AD Program Initiatives is to provide cross-domain support and guidance to customers with the necessary information to meet management and operational needs in a timely, effective manner.

  2. To accomplish its mission, AD Program Initiatives will:

    1. Establish standard ELC models based on the ELC paths and thresholds for the projects.

    2. Determine and develop dashboard requirements for Tier B projects.

    3. Coordinate performance management reporting.

    4. Manage the interaction and relationship between Enterprise Services and Applications Development.

    5. Coordinate the development and submission of FISMA certifications across AD.

    6. Manage risks and issues across all domains.

1.1.12.7.2.2  (04-01-2007)
Contract Management/E300

  1. The mission of Contract Management/E300 is to ensure uniformity and consistency in contract types, incentives, and performance objectives across Applications Development. In addition, working with Capital Planning and Investment Control (CPIC), this office is responsible for consistency ofapproach, level of quality, accurate reporting, and detailed documentation among all major project’s E300s.

  2. To accomplish its mission, Contract Management/E300 will:

    1. Develop standard contract clauses to meet specific and across the board AD performance and reporting requirements.

    2. Serve as a liaison to the Procurement staff, develop standard clauses for inclusion in relevant contract vehicles, and provide support to project teams during negotiations.

    3. Coordinate contract management activities with other MITS organizations as necessary.

    4. Support the development and update of the E300s by ensuring consistency with specific CPIC guidance among all major projects and by ensuring a consistent, quality approach in reporting EVM data from both contractor and government reporting entities.

1.1.12.7.2.3  (04-01-2007)
Quality Assurance

  1. The mission of Quality Assurance is to provide senior management with confidence that the systems being built and services being provided for all major project activities are produced by repeatable, standardized, and effective processes and conform to applicable contractual, program, and project requirements.

  2. To accomplish its mission, Quality Assurance will:

    1. Coordinate and manage quality improvement activities throughout AD.

    2. Continuously identify and prioritize domain and cross-domain quality problems and issues. Resolution of the problem or issue will be in priority order.

    3. Engage as a member of the Integrated Project Team (IPT) for given development projects to ensure 'hands on’ insight and effective performance of the QA activities described in the Project Quality Management Plan.

    4. Perform process reviews and assessments and participate in life cycle state reviews and customer technical reviews to ensure that a disciplined, repeatable systems management approach is used.

    5. Work closely with the project managers and the other IPT members to promote continuous process improvement to ensure positive impact on the triple constraints.

1.1.12.7.3  (04-01-2007)
Compliance Domain

  1. The mission of the Compliance Domain (CD) is to develop, design, build, test, deliver, and maintain software applications to help achieve the business vision and objectives of the Service in the Compliance arena.

  2. Compliance IT Systems include all systems related to the enforcement components of Collection and Return Examination including:

    • Collection: F&PC, Notices Processing, ACS, ICS, IDRS

    • Return Examination: AIMS, ERCS, RGS

    • Enforcement: EFDS

  3. To accomplish its mission, CD will:

    1. Deliver full software development life cycle support for Compliance Systems.

    2. Ensure products and services are delivered to meet customers’ strategic plans for Compliance IT Systems in accordance with Modernization Vision and Strategy Plan.

    3. Ensure essential integration of CPE and modernized Compliance Systems.

    4. Perform project and program management to develop and maintain Compliance initiatives.

  4. CD has three subordinate offices:

    • Filing and Payment Compliance Division

    • Reporting Compliance Division

    • Enforcement Division

1.1.12.7.3.1  (04-01-2007)
Filing and Payment Compliance

  1. The mission of Filing and Payment Compliance is to ensure the timely filing of all required forms and the timely payment of all required taxes.

  2. To accomplish its mission, F&PC will:

    1. Design, develop, test, deploy, and maintain necessary applications and systems.

    2. Maintain legacy systems while developing and deploying modernized systems that are in line with the IRS Modernization Vision and Strategy.

  3. Major components of include:

    • Automated Collection System (ACS)

    • Integrated Collection System (ICS)

    • IDRS TDA and TDI account analysis

    • Inventory Delivery System

    • Automated Offer In Compromise (OIC)

  4. F&PC has three subordinate offices:

    • Account Services Branch

    • Collection Services Branch

    • F&PC and ACS Services Branch

1.1.12.7.3.2  (04-01-2007)
Reporting Compliance Division

  1. The mission of Reporting Compliance is to develop and maintain software that automates the examination process used by revenue agents and tax examiners in campus and field locations. In addition, Reporting Compliance will use automated tools to identify underreported income and employment tax.

  2. Major components include:

    • Automated Under Reporter (AUR)

    • Report Generation Software (RGS)

    • Audit Information Management System (AIMS)

    • Combined Annual Wage Report (CAWR)

    • Federal Employment Tax Act (FUTA)

  3. Reporting Compliance has three subordinate offices:

    • Audit Programs and Support Services Branch

    • Compliance Development Branch

    • Campus Support and Business Measures Branch

1.1.12.7.3.3  (04-01-2007)
Enforcement Division

  1. The mission of Enforcement is to plan, direct,and coordinate the analysis, design, development, testing, maintenance and operation of the Electronic Fraud Detection System/Questionable Refund Project (EFDS/QRP), Excise Files Information System (ExFIRS),and Currency and Banking Retrieval System (CBRS).

  2. Enforcement has three subordinate offices:

    • EFDS/QRP Branch

    • ExFIRS Branch

    • CBRS Branch

1.1.12.7.4  (04-01-2007)
Internal Management Domain

  1. The mission of the Internal Management Domain (IMD) is to build, test, deliver, and maintain integrated administrative, financial, and human resource systems for the business units so that they may:

    • Manage workforce time, payroll, and productivity.

    • Manage human capital functions (staffing, promotions, performance management).

    • Prepare financial information to support internal and external reporting.

    • Support other internal decision making.

  2. To accomplish its mission, IMD will:

    1. Ensure products and services are monitored from original concept through operation using a well-defined set of controls, procedures, and standards.

    2. Deliver systems in a timely manner, within cost, and in accordance with the needs of the customer.

    3. Plan, coordinate, manage, control, and timely implement internal systems.

  3. IMD has four subordinate offices:

    • Custodial Accounting Systems Branch

    • Administrat