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 |
No grāmatas satura
1.–5. rezultāts no 5.
1. lappuse
... receivable strategy . Accelerating collections and slowing the growth of accounts receivable are the other parts of the strategy . While IRS is addressing its accounts receivable problem , it is also in the midst of modernizing its ...
... receivable strategy . Accelerating collections and slowing the growth of accounts receivable are the other parts of the strategy . While IRS is addressing its accounts receivable problem , it is also in the midst of modernizing its ...
6. lappuse
... that it takes that long for a Collection location to work its average inventory . Workload and Staffing Imbalances period in tracking IRS accounts receivable Page 6 GAO / GGD - 93-97 IRS ' Collection Function Staffing B - 253219.
... that it takes that long for a Collection location to work its average inventory . Workload and Staffing Imbalances period in tracking IRS accounts receivable Page 6 GAO / GGD - 93-97 IRS ' Collection Function Staffing B - 253219.
7. lappuse
... receivable . The workload and productivity indicators are in appendix I. Collection employees reviewed our indicators and agreed that we constructed the indicators appropriately using the information they provided . We did not verify ...
... receivable . The workload and productivity indicators are in appendix I. Collection employees reviewed our indicators and agreed that we constructed the indicators appropriately using the information they provided . We did not verify ...
11. lappuse
... receivables , due primarily to the fact that most of their receivables are from individual taxpayers . On the other hand , offices in the Midwest , Central , and North Atlantic regions generally have higher average dollar receivables ...
... receivables , due primarily to the fact that most of their receivables are from individual taxpayers . On the other hand , offices in the Midwest , Central , and North Atlantic regions generally have higher average dollar receivables ...
14. lappuse
... receivable . If IRS continues to use a staff allocation system that does not consider marginal productivity and uses ... receivables problem . IRS has several studies and initiatives under way that may result in ( 1 ) a reduction in the ...
... receivable . If IRS continues to use a staff allocation system that does not consider marginal productivity and uses ... receivables problem . IRS has several studies and initiatives under way that may result in ( 1 ) a reduction in the ...
Citi izdevumi - Skatīt visu
Bieži izmantoti vārdi un frāzes
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
Populāri fragmenti
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...