IRS Modernization: Long-term Effort Under Way, but Significant Challenges
Remain (Testimony, 05/03/2000, GAO/T-GGD/AIMD-00-154).

Congress passed the IRS Restructuring and Reform Act of 1998 to signal
its concern that the Internal Revenue Service (IRS) had been
overemphasizing revenue production at the expense of fairness and
consideration of taxpayer interests. The act mandated certain taxpayer
protections as well as more fundamental changes to the agency's mission
and organizational structure. GAO testified that IRS is as challenged
today as it was two years ago, when the legislation was passed. IRS
continues to face serious operational problems in two key areas:
enforcement and customer service. For example, shortcomings in the
management of billions of dollars of unpaid tax assessments have placed
a burden on taxpayers and caused the government to lose potentially
billions of dollars in revenue. Also, taxpayers remain frustrated by
their inability to reach IRS by telephone. IRS has developed a massive
modernization effort to address its long-standing problems, but
significant challenges remain in the areas of performance management and
information systems modernization.

--------------------------- Indexing Terms -----------------------------

 REPORTNUM:  T-GGD/AIMD-00-154
     TITLE:  IRS Modernization: Long-term Effort Under Way, but
	     Significant Challenges Remain
      DATE:  05/03/2000
   SUBJECT:  Customer service
	     Performance measures
	     Internal controls
	     Tax administration systems
	     Taxpayers
	     Federal agency reorganization
	     Systems conversions
	     Information resources management
IDENTIFIER:  IRS Tax System Modernization Program
	     IRS Modernization Integration Plan

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GAO/T-GGD/AIMD-00-154

United States General Accounting Office
GAO

Testimony

Before Congressional Committees

For Release on Delivery
Expected at
9:30 a.m. EDT
on Wednesday
May 3, 2000
GAO/T-GGD/AIMD-00-154

IRS MODERNIZATION
Long-term Effort Under Way, but Significant

Challenges Remain

Statement of James R. White, Director
Tax Policy and Administration Issues
General Government Division
and
Randolph C. Hite, Associate Director
Governmentwide and Defense Information
   Systems Issues
Accounting and Information Management Division
and
Gregory D. Kutz, Associate Director
Governmentwide Accounting and Financial
   Management Issues
Accounting and Information Management Division

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IRS Modernization:  Long-term Effort Under Way,
but Significant Challenges Remain
Page 11                     GAO/T-GGD/AIMD-00-154
Mr. Chairman and Members of the Committees:

We are pleased to be here today to discuss the
Internal Revenue Service's (IRS) modernization
progress as we approach the second anniversary of
the passage of the IRS Restructuring and Reform
Act of 1998 (Restructuring Act).1 The
Restructuring Act signaled strong congressional
concern that IRS had been overemphasizing revenue
production at the expense of fairness and
consideration of taxpayer interests.  To deal with
this concern, the Restructuring Act mandated
specific taxpayer protections as well as more
fundamental changes to IRS' mission and
organizational structure.

Building on the direction set forth in the
Restructuring Act, Commissioner Rossotti
established a new mission statement and supporting
strategic goals,2 then embarked on a multifaceted,
integrated modernization effort that encompasses
changes to IRS' organizational structure, business
practices, performance management system, and
information systems.  As we have said in the past,
this modernization effort, more so than past
efforts, clearly has the potential to provide
improved service to taxpayers and to address IRS'
long-standing management weaknesses.3

Our statement today discusses IRS' progress in
implementing the modernization effort and the
challenges that lie ahead. It is based on our past
work on IRS management and operations.
Specifically, our statement makes the following
three points:

ï¿½    IRS is as challenged an agency today as it
was almost 2 years ago when the Restructuring Act
was passed.  IRS continues to face serious
operational issues in its two key mission
areas-enforcement and customer service.  For
example, deficiencies in controls to properly
manage billions of dollars in unpaid tax
assessments have resulted in both taxpayer burden
and potentially billions of dollars in lost
revenue to the government. Also, taxpayers
continue to be frustrated with their inability to
reach IRS by telephone.  Once they do get through,
taxpayers are further frustrated by IRS employees'
inability to quickly and accurately answer
questions and resolve problems. Root causes
underlying these problems are complex,
interrelated, and long-standing and reflect
weaknesses in fundamental IRS operations, such as
its organizational structure, information systems,
performance management system, and human capital
management.

ï¿½    Recognizing the complex and interdependent
nature of its long-standing problems, IRS has
developed a massive modernization
effort-encompassing major changes to its
organizational structure, performance management
system, information systems, and business
practices. About 2 years into a process that will
likely take more than a decade, IRS has begun to
lay a foundation that should facilitate further
changes to IRS' business practices.  However,
substantial challenges remain in the areas of
performance management and information systems
modernization.  For example, some initial systems
modernization work fell well short of
expectations, and IRS is trying to get it back on
track.
ï¿½    As Congress recognized in the Clinger-Cohen
Act4, it is best practice to manage long-term
modernization efforts incrementally and to measure
progress against incremental goals.  IRS is
following such an incremental approach in
implementing its modernization effort and certain
areas will be critical to monitor for progress
over the next year.  These areas include, among
others, improvements in enforcement and customer
service performance and fulfillment of systems
modernization commitments.
IRS Is as Challenged an Agency Now as It Was When
the Restructuring Act Was Passed
Given IRS' fragmented, hierarchical organizational
structure and antiquated information systems, it
is no easy feat that, year after year, IRS is able
to process hundreds of millions of tax returns. In
fact, despite the potential for complications due
to massive Year 2000-related changes, IRS reports
that its tax processing systems have processed
returns and issued refunds without significant
disruptions.

Nevertheless, IRS remains as challenged an agency
now as it was almost 2 years ago when the
Restructuring Act was passed.  As highlighted in
the following examples, IRS continues to face
serious problems in its two key mission
areas-compliance and customer service.

ï¿½    IRS is struggling with its responsibility to
enforce tax laws while it proceeds with its
efforts to improve customer service.  In reviewing
its role as the nation's tax collector, we
continue to see instances of  taxpayer burden in
which IRS has pursued and collected amounts from
taxpayers who were actually due a refund.  At the
same time, we identified many instances in which
accounts that had collection potential were not
being actively pursued, thus resulting in
potentially billions of dollars in lost revenue to
the government. Further, according to IRS data,
1999 collections from delinquent taxpayers were
down about $2 billion from 1996 levels.
Similarly, comparing pre-Restructuring Act data
with 1999 figures, lien filings were down 69
percent, levies were down about 86 percent, and
seizures were down about 98 percent.  According to
IRS, audit coverage for high-income taxpayers5 has
dropped from 2 percent in 1996 to an estimated
0.76 percent for 2000.

ï¿½    Taxpayers continue to be frustrated with IRS'
inability to provide customer service. With
respect to telephone customer service, taxpayers
have difficulty getting through to IRS by
telephone. Although IRS' answer rate for the 2000
filing season was 62 percent as of April 15, 2000,
the rate has not reached the 90 to 95 percent
level IRS says many private sector companies
achieve, much less the 73 percent level IRS
achieved in the 1998 filing season.  Once
taxpayers do get through, they are often
frustrated when IRS employees cannot quickly and
accurately answer questions and resolve problems.
There is no single cause underlying each of these
problems.  Instead, root causes are complex,
interrelated, and long-standing and reflect
weaknesses in fundamental facets of IRS
operations, such as its organizational structure,
information systems, financial management,
performance management, and human capital
management.

With respect to its responsibility for enforcing
the tax laws, IRS asserts that the recent decline
in enforcement activity is due to budget
constraints and staff shortages and to a
substantial increase in the amount of time
required per case caused by provisions of the
Restructuring Act. While declining resources and
additional requirements imposed by the
Restructuring Act may certainly be factors,
performance management issues also play a role. In
our recent review of IRS' use of seizure
authority, for example, we found that neither IRS
managers nor front line staff felt that seizure
authority was being used when appropriate, and
that employees were concerned with the lack of
guidance regarding when to make seizures in light
of the Restructuring Act.6  Limitations in IRS'
information systems also contribute to
difficulties in managing enforcement activities.
For example, as a result of system limitations,
IRS is unable to promptly identify and focus
collection efforts on accounts most likely to
prove collectible.  System limitations also impede
IRS' ability to prevent, detect, or correct errors
to taxpayers' accounts. As a result, IRS continues
to experience delays in posting activity to
taxpayer accounts.  These system problems
contribute to potentially billions of dollars in
lost revenue to the government and undue taxpayer
burden.

Similarly, taxpayers' frustrations with respect to
customer service stem from several causes.  For
example, IRS' premodernization structure was
organized by function, with different employees
responsible for answering taxpayer inquiries,
clarifying and correcting tax returns, and
collecting unpaid taxes. Since each function
maintained separate taxpayer databases, taxpayers
were often referred to offices other than those
they had initially contacted. Without employees
trained to handle taxpayer concerns from beginning
to end, and until IRS integrates its stove-piped
information systems and creates an accurate and up-
to-date taxpayer accounts database, IRS will have
a difficult providing top-notch customer service.
IRS also lacks important performance data on the
results of various efforts to improve customer
service. This lack of performance data, coupled
with the lack of data on the number of employees
that provide customer service and the absence of a
supporting cost accounting system, seriously
undermines managers' abilities to determine
whether various customer service initiatives are,
in fact, resulting in quality service at
reasonable costs.

Modernization Is Under Way, But Substantial
Challenges Remain
Recognizing the complex and interdependent nature
of its long-standing problems, IRS has developed
an integrated long-term strategy for change to be
implemented through a massive modernization effort
that encompasses major changes to its
organizational structure, performance management
system, information systems, and business
practices.  About 2 years into a process that is
likely to take more than a decade to fully
implement, IRS has begun to lay a foundation that
should facilitate further changes to IRS' business
practices.  However, substantial challenges remain
in the areas of performance management,
information systems modernization, and revamped
business practices.

Progress Thus Far Is in Laying a Foundation for
Further Change
IRS' development of and commitment to an
integrated modernization strategy is itself a
significant achievement. The Commissioner is
actively engaged in all aspects of the
modernization effort and is committed to making it
successful.  We agree with the Commissioner that
the success of the modernization effort is
contingent upon implementing it in an integrated
fashion-something that was missing from previous
modernization efforts. IRS has focused much of its
initial energy on reorganizing around taxpayer
segments, developing a new performance management
system, and modernizing information systems.

Reorganization
The reorganization is an important piece of IRS'
modernization process. Under IRS' past
organizational structure, authority for
administering the tax code and serving taxpayers
was decentralized to 33 districts and 10 service
centers.  To better meet its new mission and
strategic goals, IRS identified its primary
taxpayer segments and the key processes-prefiling,
filing, and postfiling-that are to define IRS'
primary interactions within each of these
segments. IRS is reorganizing around four
operating divisions, each with end-to-end
responsibility for all of the key processes for
their respective taxpayer segment. Teams of IRS
employees have developed highly detailed
blueprints outlining how each new organizational
unit should function. While taxpayers may not
notice many tangible benefits from the
reorganization itself, we agree with IRS that this
streamlined management structure and
institutionalized focus on taxpayer segments
should facilitate clearer authority and
accountability for managers and, as a result, aid
IRS in tailoring business practices to taxpayer
needs.

Our monitoring work indicates that the
reorganization is proceeding reasonably well. The
Commissioner has selected executive leadership
teams, which combine career IRS employees with
outside hires, and IRS is shifting employees to
the new organizational structure in phases. Of the
four main operating divisions, one is officially
up and running and the remaining three are
scheduled for start-up this year.7

Performance Management
     No matter what the strength of IRS' top
leadership or its organizational structure,
successful modernization ultimately depends on
whether the employees who are to lead, manage, and
carry out agency programs and services can deliver
IRS' new mission. As we have said, an
organization's human capital policies, including
the performance management system it uses to
manage and motivate its people, must be aligned to
support its mission and expectations of itself.8
At the heart of a performance management system is
a set of balanced measures that, if properly used,
helps organizations assess progress toward
achieving strategic goals and improving
operations. When aligned with an employee
evaluation system, the measures can serve as a
powerful tool by creating incentives that
encourage employees at all levels to work together
toward a common end.

     IRS has recognized that a system of balanced
measures might help achieve its new mission, and
it has become one of the leaders in bringing the
concept to the federal sector. In the past, IRS
had focused heavily on indicators related to
revenue production, and it took steps so that its
performance management system supported this
emphasis.  Over 2 years ago, we highlighted our
concerns about overreliance on enforcement revenue
as a measure of performance.9 We concluded that
such overreliance could create undesirable
incentives for IRS auditors to recommend taxes
that would be unlikely to withstand taxpayer
challenges, imposing an unfair and unnecessary
burden on some taxpayers. To revise its
performance management system to better reflect
its new mission, IRS is developing a new suite of
measures to address three strategic goals:
service to each taxpayer, service to all
taxpayers, and productivity through a quality work
environment.  For each strategic goal, IRS is
developing a discrete corresponding measure--
customer satisfaction, business results, and
employee satisfaction, respectively.

Systems Modernization
IRS recognizes that revamping its time-worn tax
processing systems is a critical aspect of
modernization and has taken several steps toward
this end.  Specifically, in December 1998, IRS
hired a prime contractor to, among other things,
assist IRS in completing and updating the
modernization blueprint that IRS developed in
1997.  This update is to account for changes due
to organizational restructuring, new technology,
and Restructuring Act requirements. IRS also has
developed a business systems plan that outlines a
5-year business modernization strategy, including
a listing of priority projects for the next 3 to 5
years.  It has also largely developed a systems
life cycle process to govern cradle to grave
management of its system investments.

Significant Challenges Lie Ahead
While IRS has made some initial headway in laying
the foundation for further modernization,
significant challenges lie ahead in three areas.
These include: (1) completing all elements of a
performance management system; (2) revamping its
business practices; and (3) effectively and
efficiently building modernized systems, using
requisite management and technical controls, to
support performance management and revamped
business practices.

Completing Key Elements of the Performance
Management System
IRS is at risk of failing to achieve the
congressional intent behind the Restructuring Act
until it implements all the key elements of its
revamped performance management system.  Two
critical parts of this system not yet completed
are (1) a full set of balanced performance
measures that is based on reliable data and (2) an
employee evaluation system that provides employees
with a clear line of sight from their performance
to the balanced measures.  IRS is working to
develop both.

     While IRS has clearly made progress in
implementing balanced measures to serve as the
foundation of its revamped performance management
system, it is still missing a measure of voluntary
compliance. Although it will be difficult to
reliably estimate voluntary compliance, such a
measure is essential for a number of reasons.
Regularly measuring progress in voluntary
compliance is important in order to gauge whether
IRS is accomplishing a key aspect of its mission.
Also, the information about taxpayers to be
generated as part of measuring voluntary
compliance may help IRS identify the
characteristics of taxpayers who have difficulty
understanding and meeting their tax
responsibilities. Finally, the data IRS would
develop as part of any voluntary compliance
measurement effort may allow IRS to better direct
its enforcement resources to those taxpayers who
willfully flaunt the tax laws, thus reducing the
burden on compliant taxpayers. IRS recognizes that
it needs a reliable and meaningful measure of
voluntary compliance and is working with a
contractor to determine how to measure compliance
with the least burden on taxpayers. However, that
effort is still in its early stages.

     Regardless of the set of balanced measures
that IRS ultimately develops, collecting
meaningful, reliable performance data will be
difficult given IRS' ongoing problems with data
integrity and its lack of a cost accounting
system.  Until such time as IRS resolves these
fundamental data issues and has reliable
performance data, it will be difficult to hold
managers accountable for their results.

     The second critical part of performance
management is an employee evaluation system that
reflects the agency's mission. Guided by concerns
that IRS employees were focused on revenue
production rather than service to taxpayers, the
Restructuring Act included explicit prohibitions
against using enforcement statistics to evaluate
employees. IRS now recognizes that employees must
have a clear line of sight between their day-to-
day activities, their resulting performance
evaluations, and the agency's broader goals. IRS
is still exploring several different approaches
for revising its employee evaluation system to
make the relationship between employee performance
and agency performance more transparent.10

Revamping Business Practices
IRS has started to revamp its business practices
to better meet taxpayer needs and improve agency
operations.  However, implementing business
practice changes will not be easy. In the coming
years, responsibility for taking a hard look at
how IRS can enforce the tax laws and meet customer
needs in new and better ways will rest with the
new operating divisions.  This will be a challenge
both in overcoming cultural barriers to "thinking
outside the box" as well as in coordinating the
requisite human capital, data, and information
system support across IRS.

One example of this rethinking is IRS' fresh look
at how it provides face-to-face customer service.
Based on the conclusion that, from a taxpayer's
perspective, a single point of contact for
resolving issues is a better way of doing
business, IRS is creating a new Tax Resolution
Representative (TRR) position.  TRRs are to be
permanent staff at IRS walk-in sites who perform
traditional prefiling duties, such as answering
tax law questions and helping taxpayers prepare
their returns, as well as postfiling compliance
duties, including installment agreements, account
adjustments, and simple audits.

The concept of combining prefiling and postfiling
service embodied in the TRR position is compelling
and fits neatly with IRS' goal to improve service
to each taxpayer.  As with other business practice
changes, however, implementing the TRR concept
will require investments in human capital and
information systems.  Probably the greatest human
capital challenge will be training.  The initial
cross-functional training needs will be
significant because the TRR position combines
elements from several current positions, and
ongoing training to keep such a broad array of
skills up-to-date will be a continuing challenge.
We also expect that the TRR position will require
strong interpersonal skills.  In addition to
training, TRRs will also need enhanced information
system support to do their jobs effectively.  For
example, providing high-quality service to
taxpayers will be difficult without access to an
information system that contains accurate and up-
to-date information on taxpayer accounts,
something that IRS plans to deliver as part of its
information systems modernization effort.

Building Modernized Information Systems
Until IRS' antiquated information systems are
replaced, they will continue to hinder efforts to
manage agency operations and better serve
taxpayers through revamped business practices.
Unfortunately, IRS' progress over the past year on
the systems modernization front has fallen well
short of expectations, in large part because IRS
did not implement management and technical
controls needed to guide the systems modernization
process. IRS has recognized that it must first put
in place the requisite modernization management
capabilities and thus has scaled back its new
system projects until it has done so.

Before IRS can actually build modernized systems,
it needs to fully implement key controls that are
necessary to effectively guide and constrain
modernization initiatives.  These controls include
(1) completing its modernization blueprint; (2)
implementing a "systems life cycle" process,
including development of business cases, to manage
system investments; (3) establishing a fully
operational management structure to oversee
systems modernization; and (4) clearly defining
and implementing IRS and contractor roles and
responsibilities.

In a systems modernization expenditure plan
submitted to Congress in mid-1999, 11 IRS committed
to having selected controls in place by October
1999 and established milestones for progress on
individual systems projects. As of March 31, 2000,
however, IRS either had not met, or did not yet
know whether it had met, most of the commitments
that it made in that plan.  For example, IRS had
committed to full implementation of the systems
life cycle process by October 31, 1999, but in
March 2000 reported that it still had not
completely defined or implemented it.  In fact,
until only recently, none of the individual
systems projects were following the systems life
cycle process, because IRS and contractor staff
had not been trained in its use.  This is
important because failure to adhere to the
management and engineering discipline embedded in
the process seriously jeopardizes a project's
ability to deliver promised capability, on time,
and within budget.  As of March 31, 2000, IRS had
neither completed its modernization blueprint, nor
clearly delineated IRS and contractor roles and
responsibilities.  Also, IRS  systems
modernization management organization was not
fully operational.

Key Indicators for Gauging IRS' Progress in the
Coming Year
As Congress recognized in the Clinger-Cohen Act,
it is best practice to manage long-term
modernization efforts incrementally and measure
progress against incremental goals.  IRS is
following an incremental approach in implementing
its modernization effort and below are a few areas
that will be critical to monitor for progress over
the next year.

ï¿½    Improved performance in enforcement and
customer service functions: Specifically, the
Commissioner has said that he expects to see a
reversal in the downward trend in enforcement
statistics. In terms of customer service,
taxpayers' ability to reach IRS by telephone
should improve in the 2001 filing season because
IRS plans to spend some of its systems
modernization funds for a project that is designed
to increase the telephone answer rate. IRS expects
to finalize its estimate of the expected level of
improvement from this project, as well as its
cost, in early May 2000.

ï¿½    Progress in developing a measure of voluntary
compliance: While it may take several years to
develop reliable estimates of voluntary
compliance, it will be important for IRS to define
the measure and develop a strategy for obtaining
the necessary data for such a measure. Doing so
will provide stakeholders with an opportunity to
begin a dialogue of how best to obtain data
without placing an undue burden on taxpayers.
ï¿½    Incremental implementation of a new employee
evaluation system: For IRS employees to have a
clear line of sight to IRS' new mission, IRS needs
to stay on track for implementing a new employee
evaluation system. IRS hopes to implement some
aspects of the new system for 60 percent of its
bargaining unit employees in October 1, 2000.  In
July 2000, IRS expects to begin efforts to apply
aspects of the new systems to other employees who
comprise another 20 percent of IRS' bargaining
unit employees.
ï¿½    Satisfaction of systems modernization
commitments: IRS' March 7, 2000, spending plan
specifies a number of commitments, such as
implementation of its systems life cycle process
by June 30, 2000, and development of an updated
modernization blueprint by September 30, 2000. Per
our recommendation in June 1999, IRS' next systems
modernization expenditure plan should fully
disclose IRS' progress in meeting these
commitments.12
ï¿½    Improvements in basic internal controls:  In
addition to making incremental progress toward
long-term modernization goals, improvements in
basic internal controls and processes during
fiscal years 2000 and 2001 should occur.  Such
controls include prohibiting employees from
handling receipts and taxpayer data until their
background checks are satisfactorily completed,
and properly accounting for property acquisitions
and dispositions.

     Mr. Chairman, this concludes our prepared
statement.  We would be happy to answer any
questions you or other Members may have.

     Contacts and Acknowledgments

     For further information regarding this
testimony, please contact James R. White at (202)
512-9110, Gregory Kutz at (202) 512-9505, or
Randolph Hite at (202) 512-6240.  Sherrie Russ,
Deborah Junod, Jackie Nowicki, Gary Mountjoy,
Charles Fox, and Agnes Spruill made key
contributions.

_______________________________
1P.L. 105-206, July 22, 1998.
2IRS' new mission statement reads as follows:
"Provide America's taxpayers top quality service
by helping them understand and meet their tax
responsibilities and by applying the tax law with
integrity and fairness to all."  IRS' supporting
strategic goals are to (1) provide top quality
service to each taxpayer, (2) provide service to
all taxpayers by applying the law with integrity
and fairness, and (3) increase productivity by
providing a quality work environment for its
employees.
3IRS Management: Formidable Challenges Confront
IRS as It Attempts to Modernize (GAO/T-GGD/AIMD-99-
255, July 22, 1999), IRS Restructuring Act:
Implementation Under Way but Agency Modernization
Important to Success (GAO/T-GGD-00-53, Feb. 2,
2000), and Financial Audit: IRS' Fiscal Year 1999
Financial Statements (GAO/AIMD-00-76, Feb. 29,
2000).
4 P.L. 104-106, February 10, 1996.
5 IRS defines high-income taxpayers as those with
taxable income of more than $100,000.
6IRS Seizures:  Needed for Compliance but
Processes for Protecting Taxpayer Rights Have Some
Weaknesses (GAO/GGD-00-4, Nov. 29, 1999).
7The four operating divisions and their start-up
dates are (1) Tax Exempt and Government Entities,
serving pension plans, exempt organizations, and
governments (up and running since December 1999);
(2) Large and Mid-Size Business, serving
businesses with assets over $5 million (June
2000); (3)  Wage and Investment Income, serving
individual taxpayers with only wage and investment
income (October 2000); and (4) Small Business and
Self-Employed, serving fully or partially self-
employed individuals and small businesses with
assets under $5 million (October 2000).
8Human Capital : A Self Assessment Checklist for
Agency Leaders (GAO/GGD-99-179, September 1999)
and Human Capital: Key Principles From Nine
Private Sector Organizations (GAO/GGD-00-28, Jan.
31, 2000).
9Tax Administration: Taxpayer Rights and Burdens
During Audits of Their Tax Returns (GAO/T-GGD-97-
186, Sept. 26, 1997).
10IRS Personnel Administration: Use of Enforcement
Statistics in Employee Evaluations (GAO/GGD-99-11,
Nov. 30, 1998) and IRS Employee Evaluations:
Opportunities to Better Balance Customer Service
and Compliance Objectives (GAO/GGD-00-1, Oct. 14,
1999).
11Pursuant to the fiscal year 1998 Treasury and
General Government Appropriations Act (P.L. 105-
61) and the fiscal year 1999 Omnibus Consolidated
and Emergency Supplemental Appropriations Act
(P.L. 105-277), IRS and the Department of the
Treasury are required to submit to Congress, for
approval, an expenditure plan that meets certain
conditions (e.g., implements IRS' Modernization
Blueprint and meets IRS system life cycle
management program requirements) before IRS can
obligate funds for systems modernization.
12Tax Systems Modernization:  Results of Review of
IRS' Initial Expenditure Plan (GAO/AIMD/GGD-99-
206, June 15, 1999).

*** End of document ***