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 9.
2. lappuse
... addition , some field offices have had almost no backlog of delinquent cases , while others individually had over 60,000 delinquent accounts not being worked at the end of fiscal year 1991 because of insufficient staff . IRS recognizes ...
... addition , some field offices have had almost no backlog of delinquent cases , while others individually had over 60,000 delinquent accounts not being worked at the end of fiscal year 1991 because of insufficient staff . IRS recognizes ...
4. lappuse
... additional staff years needed to cover any shortfalls . Regional offices generally use National Office determinations of staff year needs to distribute staff years but may make adjustments among districts , call sites , and service ...
... additional staff years needed to cover any shortfalls . Regional offices generally use National Office determinations of staff year needs to distribute staff years but may make adjustments among districts , call sites , and service ...
7. lappuse
... addition , the highest field office queue cut - off score at the end of fiscal year 1991 was more than 10 times higher than the lowest cut - off score , indicating a large difference in the dollar amounts of the delinquencies being ...
... addition , the highest field office queue cut - off score at the end of fiscal year 1991 was more than 10 times higher than the lowest cut - off score , indicating a large difference in the dollar amounts of the delinquencies being ...
10. lappuse
... addition , field office productivity trends often differed from national productivity trends . For example , there was virtually no change between fiscal years 1987 and 1991 in collections per staff year on a national basis . However ...
... addition , field office productivity trends often differed from national productivity trends . For example , there was virtually no change between fiscal years 1987 and 1991 in collections per staff year on a national basis . However ...
11. lappuse
... additional productivity achieved with each additional staff year - in allocating staff . As we stated in 1986 , IRS needs to consider marginal productivity when allocating its resources to maximize the productivity of those resources ...
... additional productivity achieved with each additional staff year - in allocating staff . As we stated in 1986 , IRS needs to consider marginal productivity when allocating its resources to maximize the productivity of those resources ...
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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...