Tax Administration : Improved Staffing of IRS' Collection Function Would Increase Productivity: Report to the Chairman, Subcommittee on Oversight, Committee on Ways and Means, House of RepresentativesThe Office, 1993 - 53 lappuses |
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1.–5. rezultāts no 39.
4. lappuse
... call sites based on expected workloads and workload disposition rates ... field office's estimated workload is the actual workload for the preceding ... call sites , and district offices . Our information did not include staff years spent ...
... call sites based on expected workloads and workload disposition rates ... field office's estimated workload is the actual workload for the preceding ... call sites , and district offices . Our information did not include staff years spent ...
5. lappuse
... call site staff years 15 percent of the total and service center staff years 20 percent . Field office workload increased 40 percent , or about 12 percent annually , from 1.37 million taxpayers in fiscal year 1988 to 1.92 million ...
... call site staff years 15 percent of the total and service center staff years 20 percent . Field office workload increased 40 percent , or about 12 percent annually , from 1.37 million taxpayers in fiscal year 1988 to 1.92 million ...
6. lappuse
... field offices , call sites , service centers , and the National Office . Using available information for the most ... call sites . Our workload and productivity indicators did not take into account the differences in locations ' workload ...
... field offices , call sites , service centers , and the National Office . Using available information for the most ... call sites . Our workload and productivity indicators did not take into account the differences in locations ' workload ...
7. lappuse
... call site and field office are in appendix II . We did our work between April and December 1992 in accordance with generally accepted government auditing standards . IRS ' inability to balance its Collection field staffing with its ...
... call site and field office are in appendix II . We did our work between April and December 1992 in accordance with generally accepted government auditing standards . IRS ' inability to balance its Collection field staffing with its ...
18. lappuse
... Field Offices and Call Sites Appendix II Staff Years Realized for Collection Field Offices and Call Sites Appendix III Major Contributors to This Report Workload Indicators Taxpayers Subject to Collection Action Workload in the Queue ...
... Field Offices and Call Sites Appendix II Staff Years Realized for Collection Field Offices and Call Sites Appendix III Major Contributors to This Report Workload Indicators Taxpayers Subject to Collection Action Workload in the Queue ...
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91 North Atlantic active inventory turnover analysis of IRS assessed per staff Atlantic Region Augusta Automated Call Sites Call Sites Field Central Region Cincinnati collected per staff Collection Action Collection Field Offices Collection officials Collection staff delinquent taxpayers Denver Detroit dispositions per staff dollars assessed dollars collected eliminate staffing imbalances end of fiscal Field offices FY fiscal year 1991 FY 89 FY FY 90 FY FY 91 North GAO analysis Houston Indianapolis Indicators for Collection inventory turnover period IRS data Jacksonville Little Rock Manhattan Mid-Atlantic Region Newark Midwest Region Chicago Nashville National Office North Atlantic Region Offices and Call offices FY 87 Oklahoma City Parkersburg percent Productivity Indicators Region Laguna Niguel regional office Salt Lake City Seattle service centers Sites Field offices Southeast Region Greensboro Southwest Region Dallas Southwest Region Wichita Staff Years Realized Subject to Collection Table Taxpayers Subject Western Region Laguna Workload and Productivity workload per staff
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11. lappuse - Hearings Before the Subcommittee on Oversight of the House Committee on Ways and Means, 101st Cong., 2d Sess.
1. lappuse - Its mission is to collect the proper amount of tax revenue at the least cost to the public, and in a manner that warrants the highest degree of public confidence in the Service's integrity, efficiency, and fairness.
15. lappuse - Further, the plan should provide a means for Collection to assess the impact of planned future technological, strategic, and organizational changes on Collection staffing needs and, if appropriate, to modify its plan on the basis of that assessment.
15. lappuse - Finally, the plan should include strategies for transferring Collection employees to other functions as a means of eliminating staffing imbalances. We also recommend that the Commissioner of Internal Revenue reconsider IRS' decision not to transfer Collection staff among field offices.
2. lappuse - Economic principles suggest that to be efficient, the allocation of staff should result in equal marginal productivity at each location. That is, the increase in productivity achieved by adding the next staff person should be the same for each location. In addition to not using staff productivity measures, ms' staff allocation methodology does not take into account future economic conditions that could affect workload.
14. lappuse - The plan should include the use of marginal productivity indicators and multiyear economic forecasts in the GAO/GGD-93-97 IRS' Collection Function Staffing methodology for determining the number of staff each field office should have.
5. lappuse - Objectives, Scope, and Methodology In response to your request, our objectives were to determine whether there have been differences among IRS...
14. lappuse - IRS continues to rely on overall staff growth and attrition as the primary means of eliminating...