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 11.
1. lappuse
... changes in the desired mix , number , and location of Collection staff . The baseline information presented in this report should be helpful in these projects and in evaluating future budgetary needs . ' Delinquencies included in IRS ...
... changes in the desired mix , number , and location of Collection staff . The baseline information presented in this report should be helpful in these projects and in evaluating future budgetary needs . ' Delinquencies included in IRS ...
2. lappuse
... change the way IRS does business could require changes in job descriptions and major realignments of staff . Thus , it is imperative that IRS develop a staffing methodology that will accurately determine appropriate staffing levels and ...
... change the way IRS does business could require changes in job descriptions and major realignments of staff . Thus , it is imperative that IRS develop a staffing methodology that will accurately determine appropriate staffing levels and ...
4. lappuse
... change in the number of returns expected to be filed . IRS does not consider local or regional economic trends that could affect the next fiscal year's delinquent taxpayer workload . Total staff years used for Collection activities ...
... change in the number of returns expected to be filed . IRS does not consider local or regional economic trends that could affect the next fiscal year's delinquent taxpayer workload . Total staff years used for Collection activities ...
7. lappuse
... changes in the staff available to handle the workload have occurred at different rates among IRS ' field offices . See table II.1 in appendix II for changes in staff years realized and table I.1 in appendix I for changes in workload by ...
... changes in the staff available to handle the workload have occurred at different rates among IRS ' field offices . See table II.1 in appendix II for changes in staff years realized and table I.1 in appendix I for changes in workload by ...
8. lappuse
... changes in workload by field office between fiscal years 1988 and 1991. Figure 1 shows the increase in overall workload per staff year as well as the widening gap between the offices with the lowest and highest workload per staff year ...
... changes in workload by field office between fiscal years 1988 and 1991. Figure 1 shows the increase in overall workload per staff year as well as the widening gap between the offices with the lowest and highest workload per staff year ...
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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...