Completion Date: TBD
4th Quarter: TAS leadership approved three improvements identified by the Lean Six Sigma team. Implementation of the improvements will begin in FY2023. Also, TAS completed negotiations and reached agreement with W&I on the updated SLA. Further, the risk assessment and management strategy was approved by leadership with implementation planned for FY2023..
During FY2023, we will continue to identify and address the impact of the pandemic on our work processes, including case receipts from the IRS including exploring new ways to address our Account Management System (AMS) inventory. Also, we will continue tracking the progress of an Integrated Action Tool programming change to calculate the Collection Statue Expiration Date (CSED) and correct erroneous accounts, identifying additional delegated authorities for regular use by the Taxpayer Advocate Service (TAS) to improve taxpayer service, and developing our intake strategy.
3rd Quarter: The Taxpayer Advocate Service (TAS) continued identifying efficiencies from the Lean Six Sigma evaluation and the Executive Director, Case Advocacy (EDCA) shared a proposal recommending three additional improvements to leadership for consideration and review. Also, TAS continues to improve the Operations Assistance Request (OAR) process through discussions in future Service Level Agreement (SLA) negotiations with IRS. Lastly, TAS drafted a risk assessment and management strategy including a briefing document for executives, Risk Assessment process, and Risk Assessment forms.
2nd Quarter: The Lean Six Sigma team identified thirty-two case processing improvements and, to date, five of the recommended improvements were enacted by the Taxpayer Advocate Service (TAS) and the other 27 are under consideration for implementation. Also, we shared a proposal recommending three additional improvements, which is under Executive Leadership review. Progress has slowed on the Integrated Automation Technologies (IAT) changes due to budget concerns, the work was temporarily placed on hold; however, all of the requirements have been documented.
1st Quarter: The Taxpayer Advocate Service (TAS) continually identifies case process efficiencies, including requesting expansion of our delegated authorities and partnering with Enterprise Case Management (ECM) to modernize our processes. We are partnering with the Lean Six Sigma (LSS) team to map our case process steps and identify efficiencies we should implement based on LSS results. Also, we are analyzing our inventory to identify trends and issues in the Pre-Refund Wage Verification (PRVWH) cases and monitoring our inventory of PRVWH cases for any negative impact from COVID-19.
Further, we are implementing several activities to assist in improving our processes including; identifying and addressing the impact of the pandemic on our work processes, improving the Operations Assistance Request (OAR) process by centralizing OAR submissions within the Business Operating Divisions (BODs) to reduce the number of misrouted OARs, tracking the progress of an Integrated Action Tool programming change to properly calculate the Collection Statue Expiration Date (CSED) and correct erroneous accounts, recommending a risk management strategy and plan, and identifying needed delegated authorities for regular use by employees.