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 16.
21. lappuse
... Region 348,285 379,368 Central Region Cincinnati 19,924 21,386 Cleveland 25,576 29,024 Indianapolis 19,914 22,691 Detroit 58,688 67,441 Parkersburg 6,886 7,267 Louisville 16,258 16,134 Region 147,246 163,943 Midwest Region Chicago ...
... Region 348,285 379,368 Central Region Cincinnati 19,924 21,386 Cleveland 25,576 29,024 Indianapolis 19,914 22,691 Detroit 58,688 67,441 Parkersburg 6,886 7,267 Louisville 16,258 16,134 Region 147,246 163,943 Midwest Region Chicago ...
23. lappuse
... Region Boston 196,776 149,872 141,995 156,772 Manhattan 224,113 210,864 252,462 221,977 Buffalo 113,521 115,488 ... Midwest Region Chicago 150,318 St. Louis 72,719 Region 223,037 168,316 202,726 98,497 141,595 152,245 266,813 344,321 ...
... Region Boston 196,776 149,872 141,995 156,772 Manhattan 224,113 210,864 252,462 221,977 Buffalo 113,521 115,488 ... Midwest Region Chicago 150,318 St. Louis 72,719 Region 223,037 168,316 202,726 98,497 141,595 152,245 266,813 344,321 ...
25. lappuse
... Region 105 107 118 138 Midwest Region Chicago 91 103 102 136 Springfield 92 85 95 136 Milwaukee 90 96 88 106 St. Paul 119 156 162 141 Des Moines 79 94 96 113 St. Louis 96 99 116 170 Fargo 69 75 91 111 Aberdeen 79 78 91 92 Omaha 80 78 81 ...
... Region 105 107 118 138 Midwest Region Chicago 91 103 102 136 Springfield 92 85 95 136 Milwaukee 90 96 88 106 St. Paul 119 156 162 141 Des Moines 79 94 96 113 St. Louis 96 99 116 170 Fargo 69 75 91 111 Aberdeen 79 78 91 92 Omaha 80 78 81 ...
27. lappuse
... Region Boston Manhattan Buffalo Region Mid - Atlantic Region Newark Philadelphia Baltimore Region Southeast Region Atlanta Jacksonville Nashville Region Central Region Cleveland Indianapolis Detroit Region Midwest Region Chicago St. Louis ...
... Region Boston Manhattan Buffalo Region Mid - Atlantic Region Newark Philadelphia Baltimore Region Southeast Region Atlanta Jacksonville Nashville Region Central Region Cleveland Indianapolis Detroit Region Midwest Region Chicago St. Louis ...
29. lappuse
... Region 39.71 42.93 50.35 53.85 61.08 Midwest Region Chicago 46.00 44.84 59.94 65.14 72.03 Springfield 10.12 27.82 39.88 44.62 65.01 Milwaukee 40.85 29.08 34.95 26.99 35.16 St. Paul 51.10 52.75 36.02 66.52 70.27 Des Moines 54.73 42.62 ...
... Region 39.71 42.93 50.35 53.85 61.08 Midwest Region Chicago 46.00 44.84 59.94 65.14 72.03 Springfield 10.12 27.82 39.88 44.62 65.01 Milwaukee 40.85 29.08 34.95 26.99 35.16 St. Paul 51.10 52.75 36.02 66.52 70.27 Des Moines 54.73 42.62 ...
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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...