The SB/SE Communications Resource Center on MySB/SE at http://mysbse.web.irs.gov/CLD/Communications/CRC/default.aspx is a comprehensive collection of communication tools and information for IRS employees to use in communicating with internal and external audiences about SB/SE programs and initiatives. The site features links to policy guides, communication tools and tips, and approved key messages. SB/SE communication analysts are responsible for keeping these resources current within their assigned program responsibilities.

The SB/SE Outreach Initiatives Database (OID) at http://sbse.web.irs.gov/cl2/sl/outreach_initiatives/default.asp contains a consolidated summary of current SB/SE outreach initiatives, delivery schedules, and related products. SB/SE employees use the OID to retrieve information about SB/SE programs for external outreach. The database also features an internal section visible only to SB/SE Communications staff, for communication plans and internal initiatives, communication vehicles and products. Analysts are responsible for uploading communication plans and products for their respective programs and keeping the information current throughout open message delivery timeframes.

Integrated strategic communication in SB/SE supports and helps deliver the IRS’s strategic plan. Strategic communication should:

Communication analysts in the Communication Planning and Support Branches and the Web Communications Branch fulfill specific program responsibilities, listed in the contacts directory on MySB/SE at http://mysbse.web.irs.gov/CLD/Communications/Contacts/default.aspx

The communication analyst assigned to a client, program or initiative gathers information through research and by conducting an initial client interview. The analyst may also engage in an ongoing consulting relationship with the client and in many cases, the client’s staff, to aid in accurately identifying business and communication objectives.

) Analysts should use templates to guide the discussion during the initial contact and to draft a jointly-owed strategic and/or tactical communication plan, as appropriate. The analyst should complete the appropriate template shortly after the initial contact occurs.

A strategic communication plan is a comprehensive document that may include: an identified SB/SE and/or servicewide strategy that the communication strategy supports, accurately identified business and communication objectives, target audience(s), key messages for each audience, an environmental scan to determine conditions that might help or hinder communications, the communication strategy that will be employed, and a tactical section that identifies communication products, vehicles and responsible persons. The plan, a working document subject to change, should be marked "DRAFT" until approved by the client and the Director, Communications or designee.

Not all assigned projects require full strategic communication plans. For communication actions not requiring strategies, use only the tactical plan (product grid).

Both strategic and tactical communication plans require clearance, including:

The communication analyst will provide final, approved copies to the client, communication manager, and project backup (Communications) and post the plan to the Outreach Initiatives Database at http://sbse.web.irs.gov/cl2/sl/outreach_initiatives/default.asp.

Communication plans are working documents, subject to change throughout their implementation. The communication analyst and business owner share responsibility to deliver the plans and the communication analyst is responsible for keeping them current.

SB/SE communication analysts should develop and maintain relationships and share information with their counterparts in other IRS functions and operating divisions (i.e. W&I, LMSB, TAS), using appropriate channels. Analysts in field and campus PODs should maintain regular contact in their geographic areas and in other campuses as appropriate.

When exchanging information with analysts outside SB/SE Communications, communication analysts should observe all divisions’ and functions’ chains of command and protocol. They should also use discretion in matters of policy to avoid requesting or disclosing sensitive or proprietary information.

Analysts who are assigned to a cross-functional project team that includes communicators from other divisions or functions may discuss matters pertaining to the project. Analysts should use discretion in discussing or exchanging information that exceeds the project’s scope. When in doubt, the analyst should consult with the manager, team leader or other designated contact, who may elevate the issue to the Director, Communications or designated official in the pertinent operating division or function.

This section does not apply to media contacts or queries.

SB/SE Communications strives to achieve clear, concise and active communications. Writing style conforms to Associated Press standards. The Associated Press (AP) Stylebook is the designated writing style guide, supplemented by the IRS Communicators' Style Guide. Resources for writers are on MySB/SE at http://mysbse.web.irs.gov/CLD/Communications/CRC/Writer+Resources/default.aspx.

SB/SE Communications owns several vehicles that reach internal and external audiences and have access to vehicles owned by non-SB/SE communications organizations. Communication analysts should select the most appropriate vehicle(s) to distribute key messages and other information and coordinate with non-SB/SE communicators to reach audiences outside SB/SE.

SB/SE and IRS employ a variety of "push" and "pull" communications.

SB/SE-owned communication tools and/or vehicles that reach internal audiences include:

SB/SE communication analysts should consult with servicewide Internal Communications on using the following communication vehicles to reach all IRS employees with information of interest to a service-wide audience:

SB/SE owns several communication vehicles that reach external audiences, including:

IRS’s Communications and Liaison Office offers several communication vehicles that reach external audiences. SB/SE communication analysts should coordinate placement through the SB/SE communication analyst or branch chief who serves as the liaison with the C&L program owner for each of the following vehicles:

The Planning and Support Branches are responsible for developing, finalizing and distributing communications that reach targeted external audiences, including small businesses, employers and tax professionals, using specific communication vehicles. Distribution may be directly to the target audience and/or through SB/SE functions with stakeholder relationships, such as Stakeholder Liaison, Governmental Liaison, Media Relations and others.

The Planning and Support Branches are responsible for developing, finalizing and distributing communications that reach targeted internal audiences. Distribution may be directly to the target audience through SB/SE internal communication channels, or distributed via appropriate non-SB/SE IRS communication channels.

Designated coordinators can send story ideas, photographs, completed stories and their accompanying links as well as other submissions to the assigned SB/SE communication analyst or designated co-analyst.

The Planning and Support branches are responsible for drafting and clearance for the SB/SE Commissioner's topical messages to employees.

The Planning and Support Branches serve as SB/SE’s liaison with the Large and Mid-Size Business Operating Division, who coordinates requests under the IRS International Visitors Program (IVP).

The IVP provides foreign officials with opportunities to discuss tax administration matters with IRS officials and observe IRS operations. LMSB’s IVP office uses specific guidelines for approving visits and briefings and generally works through a network of contacts in the IRS’s operating divisions, including SB/SE, to facilitate these requests. The IVP office reviews each request to ensure it is from a proper government taxing authority from that country. Private citizens generally are not approved for visits or briefings and are referred to other sources (i.e., a student studying in the U.S. working on an advanced degree or research paper on U.S. taxation policy).

All requests for SB/SE participation in the IVP should be directed to the analyst with IVP program responsibilities in the appropriate Planning and Support Branch.

The directory listing SB/SE communication analysts’ program assignments is on http://mysbse.web.irs.gov/CLD/Communications/Contacts/default.aspx.

The Planning and Support Branches (PSB) are responsible for coordinating with servicewide Communications and Liaison on communications that are nationwide in scope and appropriate for distribution to the general public through the news media. Communication products may include news releases, fact sheets, tax tips and other vehicles owned by Headquarters Media Relations.

A media query is a request by the news media for information they may need for a news story. Inquiries include requests for official comments, interviews and fact checking.

Due to the sensitive nature of media queries, timely and accurate action is essential.

The SB/SE Communications Division is responsible for supporting the multimedia needs of SB/SE functions. Support includes developing videos and webcasts for training, executive messages and other audiovisual needs that further SB/SE’s mission and goals.

Communications staff works with SB/SE functional staff to develop a concept, script and production schedule for each project. Most video projects require coordination with IRS Corporate Television.

The function requesting multimedia support funds all production costs, including travel and contract services. These costs vary depending on the complexity of the project. Normally, video projects require sufficient time to allow for planning, scripting, shooting and post production work, therefore it is important that clients meet with Communications staff early in the project to allow enough time for a quality production. Acceptable times range from a minimum of two months for a simple panel discussion Interactive Video Conference to up to five months for a scripted and edited videotape.

SB/SE Communications coordinates and develops speeches for SB/SE executives. A communication analyst may be assigned the responsibility to draft an executive speech or other presentation. Many tools to assist in preparing speeches are in the Speaker’s Resource Guide on MySB/SE at http://mysbse.web.irs.gov/CLD/Communications/CRC/Presentations/Speaker+Resources/default.aspx.

The Visual Communication team is the liaison with Publishing Services for all CLD printing requests including outreach products.

Publishing Services manages the Service’s printing, design and publishing requirements. Publishing assists in the planning, producing and procuring of all print and media products used by the public.

A communication analyst whose client expresses a need for a printed product should contact the Visual Communication Group to discuss the product, design services, cost estimates, due dates and distribution patterns. Before any publishing action is taken, the client must complete Form 1767, Publishing Services Requisition.

The analyst or client should E-mail Form 1767 to the assigned Visual Communication analyst for approval and signature.

The Visual Communication analyst will forward the Form 1767 to the printing specialist in Publishing Services assigned to CLD for action.

The Web Communications Branch develops and maintains the MySB/SE structure and environment. In addition, the branch establishes and maintains policies and the Web Standards and Guidelines for publishing content.

The Web Communications Branch assigns contributor and editor rights based on information provided by the MySB/SE Content Board members, program managers, or program executives. Anyone granted authoring rights on MySB/SE must attend a CSK Training Session and must self-certify they have reviewed and understand all policies covered in the MySB/SE Web Standards and Guidelines before access privileges are granted. Contributors and editors self-certify by sending an E-mail to the managing editor of MySB/SE.

SB/SE Web Communications Branch will remove the access rights of anyone who consistently ignores or circumvents the MySB/SE Web Standards and Guidelines, templates, or established architecture.

Content providers must attend "Writing for the Web" training prior to posting content on MySB/SE. It is highly recommended that content providers attend other Web publishing training as well.

Web Communications provides Contracting Officer’s Technical Representative (COTR) support for Web Communications contract.

Role: The Web Communications branch chief and the MySB/SE managing editor make final determinations on content appropriateness, format issues, style, grammar, picture/graphic layouts, and more for the entire SB/SE intranet site. The Web Communications branch chief and the MySB/SE managing editor may make changes to any content on the SB/SE intranet as needed, and will consult with content owners about such revisions or changes.

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The MySB/SE Standards and Guidelines is a collection of basic Web principles gathered from expert sources and compiled and edited by the SB/SE Web Communications Branch. These standards establish rules and parameters and provide guidance for everyone who develops and maintains content on MySB/SE.

The following tips for content publishing success are offered as a means to quickly find the standards and guidelines contributors and editors will encounter frequently.

Content Parameters – To ensure that MySB/SE sites are concise, effective, and avoid duplication, adhere to the following:

Writing for the Web – Writing for the Web is very different from writing for a hardcopy print medium. Reading from computer screens is 25 percent slower than reading from hardcopy. When writing for the Web, make sure of the following:

Content 508 Compliance – The content owner is responsible for ensuring 508-compliance. For information on how to create 508-compliant documents, consult MySB/SE Guide to Creating Accessible Documents (Appendix B) and the IRAP 508 Central Web site. You can also submit documents for a 508-compliance review by sending them to IRAP's *508 E-mail box.

In certain circumstances, non-HTML files (PDF and MS PowerPoint), may be classified "508 compliant" because the content/text of the document can be physically read by assistive technology (JAWS). JAWS, however, may not read the text in the same logical order. For example, paragraph 3 is read first; paragraph 1 is read second, paragraph 2 is read third, and so on.

Content Limitations:

MySB/SE Publishing Policy:

Access Databases (MDB)
MySB/SE Publishing Policy:

Publishing Guidelines

Photos and Graphics – Be judicious in the use of photos and graphics.

Defining a Link – The words that are underlined leading to a link should describe what the reader would find at the linked page.

Formatting Attachment Links – When necessary, content posted on MySB/SE in its original non-HTML format must be uploaded into a "document downloads" section.

If a link is included to a document within the body of a page, it must be formatted as a link attachment and accompanied by the following information:

Forms and Publications Links – Do not copy files from the Electronic Publishing Catalog (i.e., forms, instructions, publications, etc.). Instead, link to the Electronic Publishing Catalog version of the file.