Irs Strategic Plan
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Final Strategic Plan:
The Internal Revenue Service
Nicola C Baltimore
Strategy Formation and Implementation — MGT 578
Robert Powers
January 12, 2005
University of Phoenix
Table of Contents
TABLE OF CONTENTS
EXECUTIVE SUMMARY
VISION STATEMENT
MISSION STATEMENT
VALUES STATEMENT
ENVIRONMENTAL ANALYSIS
INTERNAL ANALYSIS
EXTERNAL ANALYSIS
SWOT ANALYSIS LIMITATIONS
GOAL 1: IMPROVE TAXPAYER SERVICE
GOAL 2 – ENHANCE ENFORCEMENT OF THE TAX LAW
GOAL 3: MODERNIZE THE IRS THROUGH ITS PEOPLE, PROCESSES AND TECHNOLOGY
CRITICAL SUCCESS FACTORS
VISION STATEMENT
MISSION STATEMENT
VALUES STATEMENT
ENVIRONMENTAL ANALYSIS
INTERNAL ANALYSIS
EXTERNAL ANALYSIS
SWOT ANALYSIS LIMITATIONS
LONG TERM OBJECTIVES
GOAL 1: IMPROVE TAXPAYER SERVICE
GOAL 2 – ENHANCE ENFORCEMENT OF THE TAX LAW
GOAL 3: MODERNIZE THE IRS THROUGH ITS PEOPLE, PROCESSES AND TECHNOLOGY
MEANS AND STRATEGIES
FINANCIAL PROJECTIONS AND ANALYSIS
CRITICAL SUCCESS FACTORS
CONTROLS AND EVALUATION
REFERENCES
Executive Summary
The Internal Revenue Service (IRS) has a long history. The Agency is currently divided into 4 Divisions:
The Wage and Investment Division, serving approximately 116 million taxpayers who file individual and joint tax returns.
The Small Business/Self-Employed Division, serving approximately 45 million small businesses and self-employed taxpayers (This writer is employed within the SB/SE Division).
The Large and Mid-Size Business Division, serving corporations with assets of more than $10 million.
The Tax-Exempt and Government Entities Division, serving employee benefit plans, tax-exempt organizations, such as charities and social welfare groups, and governmental entities (IRS History and Structure, ¶ 4).
Vision Statement
The IRS should reinvent their internal business model across all operating divisions to one that embraces standardized electronic interactions. “The IRS in 2009 is a 21st Century agency with the human capital and technology capabilities to effectively and efficiently collect the taxes owes with the least disruption and burden to taxpayers” (Internal Revenue Service Strategic Plan 2005-2009, p. 4).
Mission Statement
The Internal Revenue Service is a service organization whose fair and efficient operation is essential to fund the federal government. The IRS exists to help people understand and meet their tax responsibilities and to administer the tax laws in a courteous and consistent manner and with the utmost integrity (IRS Mission Statement, 1998, ¶ 4).
Values Statement
As the Internal Revenue Service works to improve the image of the agency among the public and the employees of the agency, while meeting the needs of the public, values are a primary factor.
Environmental Analysis
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.
Situation Analysis
Internal Analysis
External Analysis
Strengths Weaknesses
Opportunities Threats
SWOT Profile
Internal Analysis
Internal factors are:
Changes in Workforce (Internal Revenue Service Strategic Plan 2005-2009, p. 8)
The SWOT analysis summarizes the internal factors of the agency as a list of strengths and weaknesses.
External Analysis
External factors are:
Legislative changes
Abusive tax avoidance transactions
Terrorism (Internal Revenue Service Strategic Plan 2005-2009, p. 8)
Interviews were held with a spectrum of stakeholders such as employees, taxpayers, customers, technology resources and strategic partners to determine the SWOT profile for the Internal Revenue Service.
SWOT Analysis Limitations
Technological changes, on which the Internal Revenue Service wishes to concentrate, may be viewed as opportunities or threats.
The Internal Revenue Service is committed to helping people understand the tax obligations and to making it easier for them to participate in the tax system. “The Internal Revenue Service has steadily improved their customer satisfaction rating since the enactment of the Restructuring and Reform Act of 1998” (Internal Revenue Service Strategic Plan 2005-2009, p. 12).
Goal 1: Improve Taxpayer Service
Objectives
Improve service options