× City IRS system personnel distribution and computer application mastery investigation

In recent years, especially since the implementation of the early departure policy of institutional reform last year, due to preferential policies and publicity, the system has been retired and there are many employees leaving early. Some leading comrades at the grassroots level have repeatedly reflected the lack of first-line management and management, especially rural taxation. I feel more nervous. In particular, after implementing the "double responsibility", I felt that the workload was increased and the manpower was insufficient. In order to clarify the situation and find out the real reasons for the lack of personnel at the grassroots level, it also provides some reference suggestions for the next step of the collection and management reform. In October, the Personnel Department organized personnel to conduct research on the distribution of grassroots front-line personnel and listened to the opinions of grassroots comrades. Specifically, it analyzes the reasons for the lack of strength in the first-line collection and management, and puts forward some suggestions on how to rationally allocate personnel and how to strengthen the construction of informationization, which can be used as reference for leadership decision-making. The report on the survey is as follows:

First, the distribution of grassroots personnel and existing problems

Basic situation of grassroots personnel

There are 2,355 incumbents in the county and district bureaus of the city's national tax system, and 1,783 people in the grassroots frontline and inspection bureaus, accounting for 76% of the total number.

Last year, the county and district bureaus approved a total of 2053 people for institutional reform. Up to now, from the approved number of compilations, only the county bureau and the mining bureau belong to the unedited units, and the other 18 units are over-edited units, with a total of 288 people.

It can be seen from the above information that on the one hand, each unit reflects the shortage of personnel, and on the other hand, most units are over-edited. What are the reasons?

The main reason for the shortage of grassroots personnel

Through listening to reports, discussions, and individual exchanges at the grassroots level, I feel that there are several main reasons:

1. Caused by the current collection and management mode. Under the current mode of collection and management, the taxation task is mainly accomplished by the collection of tax offices. The taxation department faces a wide collection and management area, a large taxpayer, and various tax payment methods. A tax office, mostly a few people have to manage dozens or even hundreds of kilometers, hundreds or even thousands of taxpayers, including general taxpayers, small-scale taxpayers, individual retail investors, bazaars, etc. Very large, relatively speaking, making people nervous. For example, Wu'an Hejin Branch has 5 cadres with a management area of ​​300 square kilometers and a per capita area of ​​60 square kilometers. There are 275 taxpayers with 55 per capita management; 12 taxpayers, 8 rural quota agencies and 216 self-employed households.

2. The number of individual households is large and the work is difficult. Due to the large number of individual households, the large mobility, and the irregularities of the operators, the work is difficult. There are big actions, such as tax inspections, which often require the use of the strength of the whole office. Some self-employed individuals can not take the relevant formalities after they have finished their operations. For example, if they return the invoices and settle the tax balance, they need to use manpower to trace them, which inevitably increases the workload. For example, a comrade in the Wucheng City Bureau Branch, a person has to manage more than 540 self-employed households, including a building materials market, a farmer's market, and a commercial street. It takes a few days to check the entire jurisdiction, and the daily workload is also very large. There should have been 3-4 people responsible for management, but because there are few people, only one comrade can take responsibility.

3. After the implementation of "double responsibility", the division of responsibility is caused. In the investigation, we learned that because the "double responsibility" requires program specifications and clear responsibilities, it has caused a large number of one-person jobs. There are 65 tax bureaus with no more than 10 people in the whole system. Many tax bureaus have only 6 or 7 people, and there are at least 8 posts. In addition, there are more than a dozen posts in the Golden Tax Project. may. Although one person has more posts, it is allowed by "double responsibility", but everyone has a lot of work. At the same time, there are many jobs, and there are many opportunities for mistakes in the work, which has caused great ideological pressure on the comrades at the grassroots level. It is hoped that the number of employees can be increased, some of the existing posts can be shared, and the opportunities for being investigated can be reduced. For example, the “double responsibilities” stipulates that the newly opened, closed, closed and closed business must be signed by the tax director. In actual work, there are many new opening, closing, stopping and going out of business every day. The director has a lot of energy and wants to commission The director or other comrades sign on behalf of the comrade, but in order to avoid unclear responsibilities, they can only be signed by the director. In the investigation, the Wu'an Municipal Bureau, the County Bureau, the Qiu County Bureau and other units raised this issue many times, hoping to find a way to properly resolve this phenomenon.

Through our understanding, there are other reasons for grassroots comrades to increase their personnel. For example, grassroots life and working conditions are not as good as those of the government and the urban area. I hope that someone can take over their work and transfer to the government or the city, etc., but the main ones. The factors are the three summarized above.

The main way to solve the nervousness of the grassroots

Although the easiest way to solve the staff shortage is to increase the establishment, the grassroots comrades understand the difficulty of adding personnel under the existing conditions, and at the same time make some good suggestions. The following points are summarized:

1. Accelerate the construction of information technology and improve work efficiency. Informatization construction is gradually developing within the national tax system, and comrades at the grassroots level have personally experienced the convenience brought by informationization. If the tax collection software system of each tax office can be fully utilized, it will greatly save manpower and reduce the workload.

2. Reduce the business volume of self-employed households and carry out the payment and withholding business allowed by some collection and management laws. The county and district bureaus and urban tax bureaus have more general staff than other tax bureaus. Compared with other tax bureaus, it seems that the number of staff in other tax bureaus is small, but it is not high in terms of per capita tasks. This phenomenon is more prominent in the eastern county bureau, such as the county bureau, the overall task is 13.6 million yuan, the urban sub-bureau is 18 people, the task is 11.6 million yuan, and the per capita is more than 640,000 yuan; *6 people, task 700,000 yuan The average per capita is less than 120,000 yuan; * 7 in the branch office, the task is 1.3 million yuan, and the per capita is less than 190,000 yuan. Why do people feel less nervous when they have fewer tasks per person? One of the important reasons is that the management of self-employed people takes up a large part of the taxation, and the input and output are disproportionate, increasing the tax cost. For example, there is a tax office of the county bureau. There are 8 people in the whole office. The annual task is 1.67 million yuan, of which 3 people are in charge of 307 self-employed households, accounting for 38% of the total staff. The annual tax amount of individual households is only 320,000 yuan. Accounted for 19% of the task. This phenomenon is ubiquitous throughout the system. If the collection and collection services allowed by the Taxation Law are carried out in the marketplaces, commercial streets and other places where the individual households are concentrated, a large part of the effort will be saved to the management of other taxpayers, and the quality of the entire collection and management will be greatly improved.

3. It is expected that the reform of the collection and management will bring about new changes.

Second, the basic level of computer application mastery

The construction of information technology is the requirement of the times and the actual requirement of the work of the national tax system. In actual work, the construction of information technology depends to a large extent on the mastery of grassroots comrades in computer application. In order to find out the situation of the grassroots comrades on the computer, in the case of mastering the overall standard, the personnel department went deep into the tax office to conduct on-the-spot understanding, and solicited suggestions on how to do a good job in information construction.

status quo

Among the 2,355 comrades at the grassroots level, there are 37 computer graduates, accounting for 1.6% of the total number of cadres, including 5 technical secondary schools, 15 junior college students, and 17 university departments.

In the survey, the degree of mastery of the computer is divided into three equals: First, skilled operation: students who graduated from computer science, those who have received professional training or are qualified for computer jobs; and the second is basically capable of operating: capable of daily work on computer operations The requirements and ability to run the office automation system; third, will not operate: almost no contact with the computer or will not run the office automation system.

According to statistics, there are 665 people who are skilled in operation, accounting for 28% of the total number; 1133 people are basically able to operate, accounting for 48% of the total number; 544 people who do not operate, accounting for 24% of the total number.

Suggest

From the overall situation, the existing standards are far from the requirements of informatization construction, gold taxation projects and daily work. We recommend taking measures to increase training and investment in education and improve computer application capabilities. As far as the whole system is concerned, we should do a good job in computer-specific training, give pressure, give policy, and distinguish between the three levels of the primary, middle and high levels. Because of the teaching of people, the cadres of different starting points have their own benefits:

1. For those who are proficient in computer application, adopt various methods, such as sending a brother unit to study, send a college or training center for professional training, etc., and train high-level computer application talents so that they can master the Golden Tax Project and others. The knowledge required for professional work, as the leader of the computer in this unit, to promote the development of computer application work in this unit;

2. For those who can basically operate the computer and be competent for daily work, special training should be strengthened, such as office automation training and professional software application training. The city bureau can organize several training courses in a unified manner to train some key units for the grassroots units. The county and district bureaus will organize relevant trainings themselves to enrich the computer knowledge of all cadres and workers, so that they can become computer experts at an early date. ;

3. For those who lack computer knowledge and will not operate at all, it is up to each unit to make plans and take measures to “literacy” within a limited time. Otherwise, it is required to leave the post to study until it reaches the required level. In terms of organizational form, you can use your spare time to run a training course in your own unit, or you can participate in a computer study class in the society. The purpose is to eliminate the "blind spot" of the computer knowledge of the unit as soon as possible without affecting the work;

4. Establish certain incentives and promote the learning of computer knowledge in the whole system. The unit that will be the first to achieve "everyone will operate the computer" will be established as an advanced model of the whole system; holding typing competitions, computer knowledge contests and other activities will give certain rewards to those who have achieved excellent results, and stimulate the enthusiasm of cadres and workers to learn consciously.

5. The county bureau attaches great importance to it and takes out part of the funds for information construction. The qualified county bureaus strive for at least 2-3 computers with relatively advanced performance in each tax office, which can meet the needs of work and meet the needs of learning. There is only one 486 microcomputer in the sub-bureau of the county bureau, and the performance is poor. It takes 4-5 minutes to open a ticket. The sub-director has specified that except for accounting for invoicing, other people may not use it, mainly because they are afraid. When someone else uses it, something goes wrong. There are 7 people in the branch office, all of whom have been trained. Some people have not only trained once, but they all reflect that they usually have less contact, and they can't further improve after learning. If there are several microcomputers with better performance, one is to save working time, the ticket can be shortened to about 2 minutes, and the second is to learn at any time, which is conducive to improvement.

6. Strive for each tax office to train at least one technically savvy technical leader to develop the technical software for the company to maximize the functions of the existing software. For example, Wu'an Hejin Branch improved a set of software, which not only improved the quality of collection and management, but also facilitated taxpayers to access relevant information, greatly facilitated the work, and also received favorable comments from taxpayers.

7. Each tax office subscribes to at least one computer newspaper and magazine, which is conducive to cultivating the interest of cadres and workers.