Taxpayer First Act Overview Richard Furlong, Jr. Senior - PowerPoint PPT Presentation

Communications & Liaison STAKEHOLDER LIAISON Taxpayer First Act Overview Richard Furlong, Jr. Senior Stakeholder Liaison October 29, 2020 South Jersey Working Together Virtual Conference 1

Presentation Summary This presentation contains a high-level summary of the key recommendations that will be incorporated in the Taxpayer First Act (TFA) Report to Congress (RTC) scheduled for finalization in December 2020. Summary of Contents • TFA Office Mission, Vision, Priorities, Guiding Principles • High-Level Timeline for the Report to Congress • What We’ve Heard: Collecting and analyzing input and feedback from IRS personnel and external stakeholders • Taxpayer Experience Strategy: includes foundational “Six Big Ideas” • Training Strategy: includes foundational “Four Key Components” • Organization Redesign Strategy: includes foundational “Structure Follows Strategy” • Next Steps • Appendix 2 2 TFA Update

Taxpayer First Act Office(TFAO) Mission Statement: T o instill pride and confidence in our nation’s tax system by developing a strategy for continuously improving the taxpayer experience and, an organizational structure that enables seamless taxpayer interactions. Vision Statement: Working collaboratively, the Taxpayer First Act Office will reimagine our organization to enable a Servicewide focus on providing a high-quality taxpayer experience for all. Guiding Principles: As we pursue our mission and vision with honesty and integrity, we will: • Coordinate and integrate • Listen, learn and thendesign • Build excitement through regular and transparent communications • Embrace accountability through results The TFAOffice is responsible for implementing certain TFA provisions while coordinatingServicewide implementation efforts for the remaining provisions. TFAO-Owned High Degree of Integration Integration Management of IRS 41 Comprehensive Comprehensive Modernization of Information Other provisions Customer Service IRS Organizational Training Strategy Technology owned by business Strategy (TFA §2402) Structure (TFA §2101) units (TFA §1101) (TFA §1302) CIO Owned Communications & Outreach & Change Management Feedback & Engagement 3 Program Management, Governance & Integration

High-Level Timeline for the Report to Congress FY20 Q2 FY19 Q4 FY20 Q1 FY20 Q3 FY20 Q4 FY21 Q1 SOCIALIZE, ANALYZE & CLEARANCE AND PLAN RESEARCH& INCORPORATE REVIEW SUBMIT DEVELOP INFORMATION FEEDBACK AND PLAN GATHERING Develop an Continue Research Capture feedback Continue to Complete review approach for research and industry best from impacted socialize and process of draft information implementing practices and stakeholders. review feedback Report and select TFA gathering. capture lessons Refine plans on the submit to provisions and learned from Analyze strategies. based on input and Treasury and engage internal research and previous recommendations Finalize costing, OMB for begin drafting leaders. restructuring or and begin draft measures and clearance. comprehensive customer Report. Begin metrics forthe Submit final taxpayer service efforts. costing and Report to draft Report. experience Consult with measures and Congress. Plan FY 2021 strategy, training metrics subject matter implementation. strategy, and experts and discussion. reorganization engage internal plans. employees. CHANGE MANAGEMENT INTERNAL & EXTERNAL COMMUNICATIONS FEEDBACK & ENGAGEMENT PROGRAM MANAGEMENT, GOVERNANCE &INTEGRATION 4

What We’ve Heard: Input and Feedback The TFA Office has used the TFAO Guiding Principle “Listen, Learn, and then Design,” which informsTFA implementation and the Report to Congress. Sources: Stakeholder • Listening Sessions Groups: Insights: • Placemats • Taxpayers Outputs: • Taxpayer Key • Site Visits • Practitioners & Special • Comprehensive Report to Insights • Taxpayer Surveys Industry Groups Taxpayer Experience Congress • Taxpayer “I want” • Leadership Discussions • Employees Strategy & Big Ideas Statements • Industry Best Practices • Private Sector Best • Training Strategy • Taxpayer First • IRS/Treasury Strategic Plan Practices • Organization Opportunity Areas • State/Fed/Global Tax • Oversight Entities Redesign Strategy Agencies • IRS Leadership • Customer Experience Cap Goal 5

What We’ve Heard: Collecting Ongoing Feedback The TFA Office continues to collect feedback from several sources. At this point, we’ve collected thousands of pieces of feedback. It’s spanned a wide variety of topics; however, the five categories below represent the majority of the feedback received. Feedback Categories What We’ve Been Hearing Taxpayer Experience Training • Aligning the IRS • Updating Internal taxpayer service with the Revenue Manual, experience expected training delivery, soft “The IRS needs to improve the response time on the from modernized skills, cross training, and practitioner priority phoneline.” companies professional opportunities Organizational Redesign Modernization “Consider publishing tax forms and publications in • Recommendations for • Recommendations to more languages and providing more services person- the consolidation of upgrade the IT to-person in other languages.” business units or infrastructure or reduced or expanded equipment General • Requests for TFAO “Could the IRS provide an online portal fortax support and/or feedback practitioners?” not specific toTFA 6

What We Heard: Internal Feedback Analysis Through multi-day workshops, TFA Office identified thousands of different insights and recommendations to incorporate into the three strategies. UNDERSTANDING T AXP A YER HUMAN CAPITAL THE TAXPAYER WANTS OPPORTUNITIES • Access to • Training Content • Education and Human Help Outreach • Training Delivery • Expanding and • Taxpayer • HR/ Improving Service Gaps Workforce Digital Services • Understanding • Silos • Seamless Taxpayer Needs Experience • Internal • Multilanguage Communication Needs • Org Redesign Suggestions SUPPORTING FOUNDATIONS • Technology Infrastructure • Policies and Procedures 7

What We Heard: External Feedback Analysis Through multi-day workshops, TFAO identified thousands of different insights and recommendations to incorporate into the three strategies. UNDERSTANDING T AXP A YER HUMAN CAPITAL THE TAXPAYER WANTS OPPORTUNITIES • Seamless • Org Redesign • External Experience Suggestions Communications: Outreach & • Expanding and • Training Content Education Improving • Training Delivery • External Digital Services Communications: • Workforce/HR Notices • Silos • Multilanguage Needs SUPPORTING FOUNDATIONS • Continuous Improvement/FeedbackLoop • Policies and Procedures 8

TAXPAYER EXPERIENCE STRATEGY 9

Taxpayer Experience: Developing a Strategy The long-term strategy will enable a taxpayer experience where interactions with the IRS are informative, convenient, personalized, efficient and effective. It addresses the needs of all taxpayer segments and other stakeholders and considers the entire taxpayer experience across all aspects of tax administration. T o define the Taxpayer Experience Strategy, the team listened to taxpayers and other stakeholders,researched private sector and government best practices and reviewed previous reports from IRS and oversight bodies. Taxpayers and stakeholders askedfor: • Easily accessible, plain language tax information • Fairness and Transparency • Swift issue resolution at the earliest point in the process possible • Professionalism and Respect Based on feedback, the team defined a set of strategic goals, underlying objectives, capabilities and enablers. This framework formed the building blocks for our big ideas . Capabilities and Strategic Goals Objectives Enablers Taxpayer Experience Strategy Big Ideas 10