I’ve figured out something important about the IRS, Gavin said. He paused for effect.

Oh no, thought Kathleen.

Every agency has a superpower, said Gavin. The IRS’s superpower is data.

Everyone in the agency knew that its data was valuable. That was the reason for the strict laws that prevented it from being exploited for profit or political gain. “He said this in a way that he expected everyone to clap when he was done,” said Kathleen.

“No one said a word.” The people around the table – a group that included a woman who had worked at the IRS for 54 years, or 53 years and 50 weeks longer than Gavin Kliger – looked down, or away. Kathleen felt embarrassed for Gavin Kliger. But now it was clear what the meeting was about. Gavin wanted, in his words, “to explore how we can share our data with other agencies”.

...

And so, roughly two weeks later, on Thursday, 27 March, she was caught completely off guard by an email chain that popped up on her screen. At the bottom was its origin: a note from Melanie, forwarding some document from the IRS legal department, along with what sounded like an innocuous request. “Kathleen, could you help facilitate I won’t be able to join today?” it read, without explaining what she was meant to facilitate or why Melanie wouldn’t be able to join. Scrolling through, Kathleen couldn’t find the document but did see lots of bewildered replies from others who had been included – What is this about? Happy to help but can you tell us what this is?

She called the two young lawyers in the IRS legal office who had authored the document referred to in the chain that had somehow gone missing. They explained that the thing Melanie wanted Kathleen to facilitate was a memorandum of understanding for the IRS to share taxpayer data with DHS. Kathleen was knocked sideways. “I thought that it had been stopped,” she said. “I thought Melanie had been caught with her pants down.” The young lawyers now told her that not only had it not been stopped: they’d been working on it since the end of February. “They told me that they were sorry but Melanie had told them to do it and not to tell me or their boss,” said Kathleen.

...

After the call, Julie, the IRS privacy lawyer, came straight to her office. Julie was usually ice-calm – someone who kept her wits about her. She hadn’t a trace of drama in her. But now Julie was not calm. Kathleen, after that call I’m not working on this thing, she said. I’m not coming in tomorrow. I might not come in Monday. I might not come in ever again.

“I don’t usually deal with life or death stuff,” said Kathleen. “But this was life or death stuff. At that moment I knew I had to quit. Either that or I’m going to get fired, because I can’t facilitate something that will break the law and is going to hurt people. We all have boundaries. That was my boundary.”

other discussions
 

Now she had to sit and think about how to minimise the damage that might be caused by 100,000 IRS employees thinking that they’d lose their jobs if they didn’t supply some detailed answer about what they’d done during their work week. A meaningful percentage risked being tossed in jail if they described what they did in an email. It was a crime for an IRS employee even to acknowledge that some specific person had or had not filed a tax return. “People don’t understand what the IRS does,” said Kathleen.

The email came as a surprise, but then the IRS was suddenly full of surprises. Nine days earlier, on 13 February, a Thursday, the first Doge person turned up in the lobby, unannounced, and security called Traci DiMartini, who ran the IRS’s human capital department. There’s a kid down here who said he needs to get into the building, he said…

Gavin Kliger came with a chip on his shoulder, it seemed to Traci. He offered not even the faintest smile or the most glancing eye contact. Dressed in black from hoodie to sneaker, he was brusque to the point of rudeness. He looked, and was, just a few years out of college. Eyes on the floor, he explained to Traci that he’d come to sort out the problems inside the IRS and to root out the fraud. “That’s a big job!” she said.

Anyone who worked at the IRS knew that it had its problems; fraud wasn’t likely one of them. Its technology infrastructure was a case study in government dysfunction, but its ethical infrastructure was sound.