Internal Revenue Service
Internal Revenue Service
Internal Revenue Service
Internal Revenue Service
Working To Put Service First
Working To Put Service First
Working To Put Service First
Working To Put Service First
June 30, 2000
Report On
The Internal Revenue Service
National Taxpayer Advocate's
FY 2001 Objectives

Mission Statement
We help taxpayers resolve problems with the IRS and recommend
changes to prevent the problems.
Vision Statement
We encourage resolution of all taxpayer issues at the
point of first contact. While providing excellent
service to each taxpayer is paramount, we are
committed to encouraging overall service
improvement at the IRS which will reduce the demand
for our service.

FY 2001 OBJECTIVES
Report On The Internal Revenue Service
National Taxpayer Advocate’s
FY 2001 Objectives
TABLE OF CONTENTS
I. BACKGROUND ..........................................................................................1
II.
INTRODUCTION …………………………………………………………………1
III.
FY 2001 STRATEGIC PLAN .......................................................................2
A. Strategic Planning and Budgeting Process .......................................2
B. Case Processing ...................................................................................2
C. Balanced Performance Measures........................................................3
D. Advocacy Program................................................................................3
E. FY 2000 Annual Report to Congress ..................................................3
F. Taxpayer Equity Committee.................................................................3
G. Citizen Advocacy Panel ........................................................................4
IV.
TAXPAYER ADVOCATE SERVICE WORKFORCE....................................4
V.
WORKING WITH OUR EXTERNAL CUSTOMERS.....................................5
A. Communications
..........................................................................................
5
B. NationalTaxpayer Advocate Toll-Free Telephone Program
..............
5
C. Problem Solving Days ..........................................................................6
VI.
SUMMARY ...................................................................................................6
ATTACHMENTS
Attachment 1 - Taxpayer Advocate Service Balanced Performance
Measures ..........................................................................................7
Attachment 2 - Citizen Advocacy Panel FY 2001 Objectives.................8
Attachment 3 - Taxpayer Advocate Service Organization .....................9

1
FY 2001 OBJECTIVES
I.
BACKGROUND
This report is submitted in accordance with the provisions of Public Law 105-206,
Internal Revenue Service Restructuring and Reform Act of 1998 (RRA ‘98), Title 1,
Section 1102(a) enacted on July 22, 1998. It requires the National Taxpayer Advocate
to submit semiannual reports to the House Ways and Means Committee and the
Senate Finance Committee. The reports must be submitted directly to the Committees
without any prior comment from the Internal Revenue Commissioner, the Treasury
Secretary or any other Treasury officer, or the Office of Management and Budget. The
first report, to be submitted by June 30 of each year, must identify the objectives of the
Taxpayer Advocate Service for the fiscal year beginning in that calendar year. This
report details the activities planned by the Office of the National Taxpayer Advocate
for Fiscal Year (FY) 2001.
II. INTRODUCTION
My role as the National Taxpayer Advocate is to serve as an advocate for taxpayers
within the Internal Revenue Service. To accomplish this mission, I have identified six
major objectives for the Taxpayer Advocate Service:
1. Assist taxpayers in resolving problems with the IRS.
2. Identify and address systemic and procedural problems through analysis of
the underlying cause of the problem in order to take corrective action.
3. Identify and address operational issues that affect taxpayers.
4. Represent taxpayers’ interests in the formulation of policies and procedures.
5. Identify and develop legislative proposals to simplify the tax code and reduce
taxpayer burden.
6. Expand Taxpayer Advocate Services’ outreach opportunities to assist and
educate external customers.

As in prior years, our organization’s primary goal in FY 2001 will be to assist taxpayers
whose problems are not resolved through normal channels or who are suffering
significant hardships. We have developed a greater awareness of the need to focus
on the root cause of those problems. The Taxpayer Advocate Service continues to
work diligently to pinpoint and correct systemic deficiencies that may be contributing
to taxpayer problems. In FY 2001, we will work with IRS Operating Divisions and
functional units to determine and identify the primary sources or underlying causes of
major problem areas, to improve the performance of IRS systems, and to prevent the
occurrence of similar problems.

2
FY 2001 OBJECTIVES
III. FY
2001 STRATEGIC PLAN
In FY 2001, our Strategic Plan is to stabilize the new Taxpayer Advocate Service
organization by putting additional support structure in place while continuing to focus
on solving taxpayer problems. Our strategic plan includes recommending ideas that will
reduce tax law complexities that burden taxpayers and/or reduce IRS effectiveness,
identifying significant sources of casework and improving our ability to record and track
advocacy projects and casework.
A.
Strategic Planning and Budget Process
The Service-wide Strategic Planning Process aligns budgeted resources with the
strategic direction of the Service. As an active participant with other Senior Executives
in this process, I am involved in making proposals and reviewing the annual strategic
assessments for each of the new Operating Divisions. Our plans are to partner with the
Operating Divisions on common issues that concern the respective organizations.
Proposed operational priorities and improvement projects that have the potential to
cause unintended problems for taxpayers will be reviewed and modified before
implementation.
B. Case
Processing
The highest priority of our organization continues to be working with taxpayers who are
suffering hardships. Our goal is to ensure that employees are working together to
resolve problems in a timely, effective manner. This effort will eventually reduce the
number of taxpayers who need to call on our organization for special assistance.
In FY 2001, we will:
·
Train and encourage the Operating Divisions to identify and refer appropriate
cases to the Taxpayer Advocate Service
·
Better publicize and market the availability of Taxpayer Advocate Service
assistance to taxpayers most likely to need our services
·
Ensure case work is of the highest quality by implementing new quality review
standards
·
Review Delegations of Authority and seek additional delegated authorities, if
appropriate, to ensure we have the tools to resolve routine cases in the most
expeditious manner
·
Improve analyses of Taxpayer Advocate Service casework to identify
appropriate case solutions for each taxpayer and to better identify problems and
trends, thereby reducing the reoccurrence of problems for taxpayers
·
Participate on Operating Division task forces and initiate our own efforts to
ensure that taxpayers' needs and rights are being considered

3
FY 2001 OBJECTIVES
C.
Balanced Performance Measures
In FY 2001, we will fully implement new organizational performance measures that
embrace the Balanced Measures approach, i.e., Employee Satisfaction, Customer
Satisfaction, and Business Results. These measures are intended to evaluate Program
effectiveness and serve as a key source of feedback to determine the success of
improvement initiatives. We will be gathering baseline data using our ten measures
(Attachment 1, Balanced Performance Measures) during this time period.
In FY 2001, our organization will adopt the President’s Quality Award Criteria for
Excellence as the model for organizational improvement. Based on feedback from the
Taxpayer Advocate Service-wide self-assessment, opportunities for improvement will
be highlighted and action plans will be developed and communicated to all employees.
D.
Advocacy Program
The Advocacy Program structure is aligned with the modernized IRS organizational
structure to foster cooperation and facilitate change. For FY 2001, the Operating
Division Taxpayer Advocates will work with the personnel from the four Operating
Divisions to identify systemic and administrative problems, analyze root causes, and
recommend solutions. A tracking system for identifying, prioritizing, selecting, and
managing improvement efforts is under development and will be implemented.
To address taxpayer problems, both administrative and legislative solutions are
required. In FY 2001, legislative proposals from both internal and external sources will
be reviewed, evaluated and developed by my staff, and summarized in the NTA’s
Annual Report to Congress.
E.
FY 2000 Annual Report to Congress
The FY 2000 Annual Report to Congress, which is due the first quarter of FY 2001, will
include a summary of the twenty most serious problems facing taxpayers. The report
will also include recommendations for administrative and legislative solutions to those
problems, the IRS response to the recommendations, and other IRS efforts undertaken
to address systemic deficiencies. In FY 2001, we will continue to monitor the progress
of the IRS’s improvement actions.
F.
Taxpayer Equity Committee
The Taxpayer Equity Committee is a standing committee reporting to the National
Taxpayer Advocate. The committee is composed of IRS executives and managers
representing a broad spectrum of organizational components and technical knowledge.
The committee serves as an advisory panel to the National Taxpayer Advocate and
recommends and provides support for changes to tax administration that promote
equity and reduce taxpayer burden.

4
FY 2001 OBJECTIVES
We are working with the Operating Divisions to broaden committee membership that
will reflect changes in the IRS organizational structure. The committee will be an
important link between the Taxpayer Advocate Service and the Operating Divisions,
facilitating the improvement of tax administration. In FY 2001, the committee will
continue to identify equity issues and recommend solutions for identified administrative
and legislative barriers.
G.
Citizen Advocacy Panels
There are currently four IRS Citizen Advocacy Panels operating in four IRS districts.
These panels were initiated in an announcement by President Clinton in October,
1997, and chartered by the Secretary of Treasury during 1998 as part of the overall
IRS reinvention effort. The panels provide a public forum for independent citizen input
to enhance IRS customer service. The panels gather input, through taxpayer contacts
and public hearings, identify problems, and make recommendations for improvement
of IRS systems and procedures. The problems are elevated to appropriate IRS officials,
often with recommended solutions. The panels also refer individuals with specific
problems to the appropriate IRS office for assistance. The Taxpayer Advocate Service
provides staff and research support to the panels, sponsors their recommendations
within the IRS, and guides the recommendations through the appropriate channels.
Treasury is in the process of exploring options to continue and/or expand the program.
The four panels are scheduled to complete their initial two-year terms in February and
March of 2001. Attachment 2 contains the objectives of each of the four panels.
IV.
TAXPAYER ADVOCATE SERVICE WORKFORCE
On March 12, 2000, Taxpayer Advocate Service was established as a new organization
(Attachment 3, Taxpayer Advocate Service Organizational Chart). The new
organizational components split into two parts with one segment dedicated to casework
and the other dedicated to advocacy. It is structured to ensure that there is at least one
Local Taxpayer Advocate in each state. Our organizational success in representing
taxpayers and resolving their problems depends upon a fully staffed and fully trained
workforce. During FY 2001, we will perform skills assessments and develop and deliver
appropriate basic and advanced technical training to employees. The assumptions that
were used in the initial staffing of our organization will be examined to ensure that
staffing matches workload.
A highly skilled, well-trained workforce is key to the accomplishment of our
organization's mission. While FY 2000 training efforts have focused on acclimating
employees to the new organization, FY 2001 training efforts will focus on providing
employees with the critical knowledge and skills needed to strengthen their
performance.

5
FY 2001 OBJECTIVES
V.
WORKING WITH OUR EXTERNAL CUSTOMERS
In FY 2001, we will expand the process of informing and educating the public about
Taxpayer Advocate Service and their right to seek our assistance. We will continue to
seek customer and stakeholder input through two-way communications. For example,
a new Customer Satisfaction Survey will be conducted beginning in the summer of
2000. We will also seek feedback from groups such as the Citizen Advocacy Panels,
practitioner associations, and the Taxpayer Equity Committee regarding customer
issues and concerns. For example, we will be consulting with tax practitioner groups,
the Citizen Advocacy Panels and other organizations to seek a better understanding
of ways to reduce tax law complexity. Additionally, we will continue to listen and learn
from our customers during Problem Solving Days (PSD). We will continue to foster
communications that enable us to reach out to our potential customer base.
A.
Communications
We are embarking on a significant communication campaign to increase public
awareness of the Taxpayer Advocate Service organization. In an effort to address
concerns that the Taxpayer Advocate may be IRS’ best-kept secret, we have adopted
a branding strategy, which includes a new name and logo. Marketing products have
been developed and will be used extensively during FY 2001 in outreach initiatives,
one-on-one contacts, and other public forums. Key messages with a consistent theme
are used throughout the products and the presentations to ensure that taxpayers
understand the role of our organization and the many ways in which we can be
contacted. Radio and print advertisements will be used to further communicate the
presence and availability of our organization
We are also taking steps to improve and enhance our Internet site. The goal of this
effort is to make the site more readily accessible to the public and to make it more
easily navigated. We are exploring the possibility of a unique identifying address
(URL) which would be easy to remember and would provide direct access to the site.
We will undertake a coordinated internal communication effort to ensure that all IRS
employees are aware of our organization and that they are appropriately referring
taxpayers for assistance.
B.
National Taxpayer Advocate Toll-Free Telephone Program
In FY 2001, the objective of our toll-free line is to provide customer service seven days
a week, 24 hours a day (except major holidays). We are partnering with the Customer
Service organization and they are providing the staffing that allows us to achieve our
goal of answering Taxpayer Advocate Service calls within 120 seconds. We will
continue to market the availability of our toll-free services.

6
FY 2001 OBJECTIVES
Currently, taxpayers use the Customer Service toll-free line to establish initial contact
with us. The telephones used by caseworkers do not currently include a toll-free
service. We will explore the feasibility of expanding access so taxpayers may reach
Taxpayer Advocate Service caseworkers without toll charges.
C.
Problem Solving Days
Administration of the PSD program has been transferred to the Operating Divisions. In
FY 2001, the TAS will continue to support the program through local participation in
scheduled PSD events. We are also advocating the incorporation of the major
features of Problem Solving Days into the regular work schedule and processes of the
Operating Divisions.
VI.
SUMMARY
Our organization is committed to fostering significant, long-term improvements to
customer service that will serve not only individuals with specific problems but the
entire taxpaying public. The FY 2001 organizational objectives presented in this report
are designed to support and embrace these commitments. As I stated in my FY 1999
Annual Report to Congress, "Helping taxpayers resolve problems with IRS is what we
are about. There is nothing more satisfying than helping resolve longstanding tax
issues for people who have not been able to get the help they needed through the
normal processes."

W. Val Oveson, National Taxpayer Advocate

7
FY 2001 OBJECTIVES
Attachment 1
Taxpayer Advocate Service
Balanced Performance Measures
Employee Satisfaction
·
Employee Satisfaction Score
Customer Satisfaction
·
Customer Satisfaction Survey
·
Internal Customer Satisfaction
Business Results (Quantity)
·
Closed
Cases
·
Outreach Hours Spent versus Plan
·
Outreach
Effectiveness/Results
·
Immediate Advocacy Interventions
Business Results (Quality)

·
Case Cycle Time
·
Casework Quality Index
·
Long-term Advocacy Proposals

8
FY 2001 OBJECTIVES
Attachment 2
Citizen Advocacy Panel FY 2001 Objectives
South Florida – “We will:
·
Continue to expand the CAP outreach effort through panel member participation
with various market segments; and
·
Continue to develop recommendations for the improvement of customer service
within the IRS.”
Brooklyn – “We will:
·
Follow through on problems identified while searching for solutions; and
·
Reach out to more taxpayers for their input.”
Pacific Northwest – "We will:
·
Identify systemic issues;
·
Elevate problems and recommendations to national level for resolution through
Congress or Treasury;
·
Improve customer services and responsiveness to taxpayers; and
·
Support National Taxpayer Advocate in elevating his recommendations.”
Midwest – “We will:
·
Elevate more issues to the National Office;
·
Work with the local filing season pre-planning group with the objective of
establishing additional sites as well as more convenient, walk-in offices to serve
taxpayers, particularly in areas with inadequate or no such service; and
·
Conduct at least one public meeting per state in areas other than the large
population centers.”

Taxpayer Advocate Service Organization
NTA
DNTA
Financial
Operations
Taxpayer Account
Operations
Program Planning
and Quality
Human
Resources
CAP, Communications
and Liaison
EEO & Diversity
Executive Assistant to NTA
Executive Assistant to DNTA
Counsel Advisor
Technical Advisor
IRS Office of
Chief Counsel
Area 1
New York /
New England
Area 2
Richmond
Area 3
SE/
International
Area 4
Milwaukee
Area 5
Dallas
Area 6
Seattle
Area 7
Oakland
Area 8
Cincinnati
SB/SE
Area 9
Atlanta
W&I
10 Local Areas:
Boston, MA
Augusta, ME
Portsmouth, NH
Burlington, VT
Hartford, CT
Providence, RI
Brooklyn, NY
Manhattan, NY
Albany, NY
Buffalo, NY
8 Local Areas:
Springfield, NJ
Pittsburgh, PA
Philadelphia, PA
Wilmington, DE
Baltimore, MD
Richmond, VA
Greensboro, NC
Columbia, SC
9 Local Areas:
Atlanta, GA
Jacksonville, FL
Ft. Lauderdale, FL
N
ashville, TN
Birmingham, AL
N
ew Orleans, LA
Jackson, MS
Little Rock, AR
International, DC
9 Local Areas:
Cincinnati, OH
Cleveland, OH
Detroit, MI
Indianapolis, IN
Parkersburg, WV
Louisville, KY
Chicago, IL
Springfield, IL
Milwaukee, WI
11 Local Areas:
Des Moines, IA
Omaha, NE
St. Paul, MN
Fargo, ND
Aberdeen, SD
Wichita, KS
St. Louis, MO
Oklahoma City, OK
Austin, TX
Dallas, TX
Houston, TX
12 Local Areas:
Denver, CO
Boise, ID
Helena, MT
Salt Lake City, UT
Cheyenne, WY
Phoenix, AZ
Albuquerque, NM
Las Vegas, NV
Anchorage, AK
Honolulu, HI
Portland, OR
Seattle, WA
5 Local Areas:
Laguna Nigel, CA
San Jose, CA
Oakland, CA
Sacramento, CA
Los Angeles, CA
5 SC Areas:
Covington, KY
Brookhaven, NY
Philadelphia, PA
Ogden, UT
Memphis, TN
5 SC Areas:
Chamblee, GA
Andover, MA
Kansas City, MO
Austin, TX
Fresno, CA


9

March 6, 2000
2 ODTA Executives
SB/L&MSB
W&I/TEGE
2 ODTA
Directors
W&I
SB
Analysts
assigned to
Operating
Divisions
Attachment 3