Summary of the work of the four in one in 2019

State Bureau of Collection and Administration:
The “four in one” interaction is an organic combination of tax analysis, tax assessment, tax source monitoring, and tax auditing. Tax analysis is used to guide tax assessment. Tax assessment is used for tax source management and tax collection, and provides tax audits. Source, tax source monitoring and tax auditing also promote tax analysis and tax assessment, realize scientific and refined taxation, and improve the quality and efficiency of tax collection and management. According to the requirements of the provincial bureau and the state bureau, the bureau actively carried out the work of the "four in one" interactive mechanism and strengthened the management of tax sources, further improving the quality and efficiency of tax collection and management.
First, the effectiveness of the work of the interactive mechanism:
Promote the continuous improvement of the quality of collection and management. The improvement of the quality of collection and management has greatly promoted tax revenue. In the year of ***, the bureau completed a value-added tax of 612,000 yuan, and the overall income and value-added tax revenues all reached new highs.
Improve the quality and efficiency of daily work. The “four-in-one” interaction mechanism has unified research and deployment of reports and feedbacks from various departments through joint meetings, and has achieved overall arrangement of business work. Through the “four in one” work, business interaction and information resource sharing have been realized, and a large number of repetitive tasks have been reduced. The various taxes, various forms, and repeated inspections have been effectively curbed. The workload is further reduced, which increases work efficiency and quality of work.
Improved the tax economy environment. Through checking interactions and evaluating interactions, the industry's taxation supervision has been further strengthened, which basically achieved the tax burden fairness between enterprises of the same type in the same industry. While resolving the law enforcement risks of the first-line tax management personnel at the grassroots level, it maintained the local economic development order. Promote the harmony of the relationship.
Increased awareness and strengthened organizational leadership. Awareness is the forerunner of action. The bureau has actively established an interactive mechanism leading group and office that is headed by the director for the army. Through extensive publicity and training, both the leadership and the general cadres have further clarified the scientific principles of the interactive mechanism and the necessity and urgency of conscientiously implementing the interactive mechanism, fully recognizing the importance of strengthening the management of tax sources, and achieving a unified mind. Recognizing the position, the initiative of work is greatly enhanced.
Grasp the system and establish a long-term mechanism. The bureau actively established and improved various interactive and collaborative systems, and formulated the Measures for the Implementation of the Interactive Mechanism of Taxation Analysis, Evaluation, Inspection and Management of the Taxation of a County State Taxation Bureau. In order to ensure that the interactive mechanism is implemented and made into a long-term mechanism, the bureau pays attention to the responsibility and strict accountability in the work.
Grasp the analysis and effectively guide the work. Tax analysis is the "eye" of tax source management. In order to effectively guide the implementation of various tasks, we firmly grasp the important link of tax analysis and carefully look for weak links and problems in management. First, improve the tax analysis system through an interactive mechanism and improve the shared data release system. The second is to take the analysis of the department and the comprehensive management department to achieve complementary advantages between the various departments .
Grasp the verification to ensure the effectiveness of the work. In order to make the interactive mechanism play its due role, in the verification, the data of the departments of industry and commerce and local taxes were actively obtained, which provided accurate basic data for tax assessment. Implement tax assessment, follow the basic procedures of data collection, desk evaluation, interview verification, field inspection, evaluation and treatment, adhere to the combination of desk evaluation and field inspection, and carefully find the reasons for the problems found.
Pay attention to comments and pay attention to implementation. In order to bring the interactive work deeper, the bureau will summarize the phased achievements of the establishment and operation of the interactive mechanism in a timely manner.
Second, the existing problems:
There is a lack of coordination and unification. On the one hand, the four-in-one interaction mechanism needs to cooperate with the departments of industry and commerce, banking, statistics and other departments with the strictest tax source management. The analysis of the economy is inseparable from the statistics of economic data of these departments . Since these information cannot be shared, and the statistical time limit and caliber of some information are inconsistent, some indicators of tax analysis are distorted. On the other hand, the implementation of the current four-in-one interaction mechanism is only to initially realize the division of "responsibility" of each department . It only pays attention to the "what should I do" under the four-in-one interaction mechanism, and does not form the concept of "what other departments need me to do?" .

The use of information technology needs to be enhanced. First, the data in the syndrome software system needs to be refined and processed before it can be used by tax analysis. The data analysis and monitoring report is lagging behind, which makes the analysis work very limited. Second, the tax assessment did not analyze the system's use of insufficient strength, the combination of man and machine was not realized, and the large amount of evaluation data was time-consuming and labor-intensive.
All aspects of the linkage mechanism still need to be improved. First, the tax analysis still stays in the analysis of the existing data within the tax department , and rarely infiltrates the taxpayer's financial status, business management status analysis, and what problems are explained in the data, there are few deep analysis and recommendations. Most of them are post-mortem analysis, lack of in-process and pre-existing analysis. Second, the tax assessment work method is single, lacking breadth and depth. The evaluator's professional quality is not too hard and some assessors have a weak sense of responsibility, which leads to the limitations of the assessment target and the singularity of the assessment tax. Third, the implementation of tax audit linkages is weak. From the perspective of the actual interaction mechanism, tax assessment has clearly become the core, and it is almost out of the mechanism relative to tax audit. Most of the evaluation cases have been resolved in the assessment process, and there are very few cases in the actual work for tax audits. Fourth, the monitoring of tax sources is not in place. First, the tax administrators who are in the front line of management should first find out the taxpayer's tax anomaly. Actually, the analysis link, the evaluation link, and the data monitoring link find problems, and then urge the tax administrator to investigate and verify. Second, the quality of the tax administrator's business is not too hard, and the comprehensive ability is not strong, resulting in low quality of tax source management.