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Initiative 3.1 Employ centralized, analytics-driven, risk-based methods
to aid in the selection of compliance cases
The IRS will use improved analytics to aid in the selection of cases predicted to be at risk
of noncompliance, choosing enforcement treatments that maximize opportunities to improve
and sustain taxpayer compliance while ensuring fairness in selection
Where we are heading Develop and enhance tools to enable
centralized routing of taxpayer cases
Compliance prioritization and case selection for compliance treatments.
are currently decentralized across the IRS 2. Build a unified compliance organization
organization. Some teams use risk analytics that enhances centralized case-planning
and workload-selection models, but they do not and strategy and enables us to refine
work in unison. We will develop a centralized, business processes. Rather than relying
integrated approach to assess risk to inform on historical structures, redesign and unify
the selection of cases and appropriate treatments. the compliance organization to achieve IRA
compliance priorities.
A centralized planning function will use risk
analytics to prioritize and assign cases. We 3. Establish a dynamic model for workforce
will continuously refine risk analytics, informed allocation. Explore ways to make the workforce
by compliance work and taxpayer outcomes, more flexible to address changing compliance
tested for disparate impacts, and enabled by priorities.
data capabilities. We will select taxpayer 4. Centralize compliance analytics and develop
compliance cases centrally to make the most a process to regularly model the population
appropriate compliance contact, with escalation to of tax returns. Incorporate all existing models
a more intensive treatment if needed. To help and analytical tools for detecting
ensure optimal workload delivery, we will consider noncompliance into one centralized platform.
redesigning the compliance organization to a more Develop a process to apply all analytical
centralized approach to enable dynamic allocation models to the relevant population of tax
of the workforce and to most effectively address returns to holistically detect noncompliance.
high-dollar noncompliance and complex Use risk analytics to inform resource allocation
compliance issues. in alignment with enterprise-wide priorities.
5. Develop a process for continually refining
What success would look like compliance analytics models based
on feedback and new information.
Success for this initiative would include centralized Continually update analytic models as the
adoption of enhanced risk analytics by a more IRS receives more data and learns more
agile IRS organization to respond more effectively about noncompliance and the efficacy of
to emerging compliance issues with more compliance treatments. Establish a structure
appropriate, less burdensome compliance for incorporating feedback and ensuring that
treatments for taxpayers. the analytics we use continue to evolve.
6. Develop and implement a plan to improve
Key projects the IRS Whistleblower Program. Increase
capacity to use high-value whistleblower
1. Establish a centralized function for information effectively, rewarding
compliance planning and strategy. Create a whistleblowers fairly and as soon as possible,
centralized compliance-planning function to set keeping whistleblowers informed of their claims’
strategic compliance priorities and route select status and the basis for IRS decisions on
cases for compliance treatments. claims, and strengthening our collaboration with
stakeholders in the Whistleblower Program.
66 IRS IRA Strategic Operating Plan
Part II: Objectives and Initiatives
