Summary of Cultural Construction Work of County Local Taxation Bureau
The construction of the modern bureau of the provincial bureau puts forward: people-oriented, encourage innovation, grasp points, implement classification, pursue excellence, focus on improving the level of modern technology application, speed up the cultivation of modern taxation talents, and make the establishment of grassroots sub-bureau become politically sound, law enforcement, and service standards. A strong collective with scientific management and exquisite workmanship. The Municipal Bureau further proposed in the construction of local tax culture: adhere to the people-oriented principle, fully mobilize the enthusiasm and creativity of cadres and workers, establish a sense of responsibility and mission of "Chongfa Shangde, gather wealth and prosperity", and create a harmonious and harmonious society in the city's local tax system. The good atmosphere of forging ahead promotes the scientific development of the local taxation cause. In recent years, the county and local tax bureaus have adhered to the people-oriented principle and used the construction of local taxation culture as a means and means to encourage the majority of taxation. Through the large-scale discussion activities of “establishing the common values of Xuancheng local taxpayers”, we guided the taxation to firmly establish the “local taxation work for the economic society”. To develop the service, the local tax cadres serve the taxpayers, and the local tax authorities serve the core values of the society. Through the practice of “three services”, the realization of self-worth is achieved, so that “the party and the government are satisfied and the taxpayers are satisfied. The “three satisfactions” goal of satisfying all taxpayers as a common value orientation and shared vision of local taxpayers.
First, the main practice
Practice common values and boldly explore new ways of modernization. How to create ideas around the modern sub-bureau of the provincial and municipal bureaus, give full play to the characteristics of the local economy, and apply the common values to the construction of modern sub-bureaus is the goal that local tax collectors have been exploring and practicing. First of all, the County Local Taxation Bureau, starting from the full integration of human resources and strengthening the concept of service management, boldly tried to break the existing regional management model and pursue the concept of “regional management and non-regional services” on the basis of introducing the concept of “global taxation overall progress”. In the mode of collection and management, the work responsibilities and personnel functions of some branches will be rationally adjusted without changing the establishment of the organization.
Reasonably integrate work responsibilities and clarify job positions. Starting from the construction of the modern branch office, the work function of the collection and management branch office will be adjusted, and the original key tax source households in the county area will be the current charge management work for the county fund fees, the articles and regulations, the county administrative institutions and all vehicle taxes. Adjust the work functions of the three branches of Chengguan, Xixiang and Beixiang, and unify the three branches into the scale of the Dachengguan Branch. The original three branch offices have the same institutional settings and specifications, and the scope of management belongs to the same. The management function of the Dongxiang Branch is changed. The original duty of the collection and management of the Dongxiang Branch is to implement the work function of tax collection and taxation services based on the model of the tax service department and the taxation service center. On the basis of the original duties, the county bureau's accounting unit will carry out accounting centralized accounting work, in charge of the taxation and accounting of each branch, and cancel the tax accounting, taxation statistics and tax ticket management of each branch; A fund office and a legal office have been added.
Integrate human resources, break regional barriers, and achieve resource sharing for outstanding talents.
The first is to integrate existing personnel. The administrative establishment of our bureau is 70 people, including 19 bureaus and 51 grassroots bureaus. The distribution of personnel after the adjustment of work functions is as follows: 28 in-service bureaus and 40 sub-bureaus, after the adjustment of the organs and stocks, strengthen the strength of the business unit and integrate the management human resources of the West and Beixiang Branches. . Nowadays, after the integration of personnel inside Dachengguan, the management personnel of the former Chengguan Branch, Xixiang Branch and Beixiang Branch are each ab-job. The collection function of the county is mainly concentrated in the Dongxiang branch, while in the west and north towns, Form management, respectively, has a manager and levy personnel, and the adjusted personnel strength is further strengthened and centralized management.
Set up a tax service center to comprehensively promote the "one table all-round" model. After the adjustment of the work function of the Dongxiang Branch, the requirements for the construction of the modern branch will be fully implemented, and the management of the tax service center will be implemented to fully implement the “one-table all-round” tax service model. All windows are comprehensive service windows, which are responsible for handling the countywide scope. Tax-related matters for all taxpayers; integration of tax-paying service areas, setting up separate service areas for fill-in areas and discussion areas, adding taxpayer rest areas, automatic service areas, and setting up tax service green aisle.
The functions of the county bureaus have gradually moved forward. In the case of the existing establishment unchanged, part of the service functions of the business unit room moved forward. If the accounting unit is responsible for the overall ticket management function, the accounting unit will directly bear the ticket management of the county bureau after receiving the ticket directly from the municipal bureau. The staff also undertakes the overall ticket management business, cancels the post of the ticket manager of each branch, and at the same time reduces the ticket management work at the grassroots level, enhances ticket security and improves the quality of ticket filling. The county bureau uniformly requires unified review, and the county bureau The work arrangement of each invoicing personnel ensures the uniformity of the ticket filling and the uniformity of the guidance. Although the workload of the county bureau's accounting unit has been increased, the quality of work is further improved, the grassroots workload is reduced, and the grassroots tax is further reduced. Satisfaction, truly achieve the "unified collection, unified accounting, unified management" model.
Second, the results achieved
Reduce the cost of collection and management of tax authorities. After the implementation of the Great City Gate, the use of tax collection and management funds has been reduced, resource allocation has been optimized, work efficiency has been improved, tax costs have been reduced, tax costs have been saved, and public expenditures have been reduced by more than 100,000 yuan per year.
Reduce the taxpayer's tax costs. Guided by the needs of taxpayers, the bureau changed the original mode of collection and management after the establishment of the Dachengguan and Taxation Service Department. Any taxpayer in the county can go to any service hall of the local tax to handle tax-related matters. It greatly facilitates taxpayers, reduces the burden on taxpayers, saves taxpayers' time, and achieves the goal of satisfying taxpayers. For example, Huangshan Capsule Co., a key source of taxation in our county, used to be based on the principle of territorial management. The national tax declaration place is in the county seat, and the local tax declaration and invoice purchase business should be in the Xixiang branch; for example, some financial personnel I live in the urban area, but at the same time, I am also a city and a few rural enterprises. I used to run in the urban and rural areas. I have to pay taxes for several enterprises. For example, some rural food owners in the neighboring cities have to go to the county to buy raw materials every day. Operating shopping and tax collection in the opposite direction of the two sides of the run; now they can go directly to the tax hall of the county to declare tax, sales invoices and other tax-related matters, no longer need to run back and forth, around the tax authorities "turned around".
Promoted the construction of modern branch offices. Applying the new concept of tax collection and management and tax service concept, the management model and tax service optimization were realized, and the goal of “collecting the same city” in the county was realized in advance, which effectively promoted the process of modern branch construction. In the first half of this year, the city's “no regional service” tax returns 449 households, 52 tax-related consultations, 3.484 million inbound taxes, and 31 invoices.
Optimized resource allocation. According to the adjustment of national policies and the continuous improvement of the requirements for the construction of modern sub-bureaus, the requirements for the management functions of county bureaus are getting higher and higher, and they are becoming more and more detailed. The requirements for taxpayer services are also constantly improved. After integrating human resources, they become The original waste of human resources was rationally allocated for personnel. Originally, the two rural branches had fewer tax sources, and the tax revenue task was relatively light. However, there were eight formal tax arrangements. Now, six of them are mainly officially taxed. The duties of the work are transferred to the urban areas with more tax sources and more complicated tasks and heavier tasks. This not only ensures the operation of the rural sub-bureau, but also alleviates the burden on the urban areas and alleviates the imbalance in the distribution of human resources.
The grassroots are more satisfied with the authorities. The integration of the functions of the organs and sub-bureaus, such as the advancement of the functions of the accounting unit, reduces the workload of the planning, meeting, reconciliation and ticketing of the grassroots sub-bureau, ensuring the improvement of the quality of work and, to a certain extent, achieving the satisfaction of the grassroots taxation. .
Third, some thoughts
First, we must strengthen the assessment of business level. Promote the performance appraisal mode of human-machine integration, and clarify that the two sets of assessment modes actively advocate the combination of people-oriented and business-level assessment mechanisms, make full use of the existing collection software and law enforcement assessment software to improve the law enforcement assessment system, and adopt “pre-existing training, in-process monitoring, The model of “post-evaluation” raises the sense of responsibility of taxation and gives full play to the subjective initiative of taxation.
Second, we must increase the intensity of training work. Based on the principle of teaching on demand, make full use of the educational resources inside and outside the system, and shift the focus of cadre education and training from academic education to practical work ability, combined with the operation and application of various types of management software, and vigorously carry out skills training and post training. Strongly advocate learning at work and improve in practice.
Third, we must increase the development of human resources. Through the multi-pronged approach of post-capacity education and training, rewards and punishments, and so on, we will create a multi-faceted and all-round human resource development pattern that varies from person to person and in accordance with the aptitude of the students.
Fourth, we must further improve the cadre personnel system such as competition for posts. In the construction and pilot of the modern branch office, the SIPO uses all possible opportunities to create a good working atmosphere of unconstrained development talents and unconstrained selection of talents, so as to “pay attention to performance cadres, focus on cadres with ability and quality, and pay attention to moral cultivation”. The cadres will enable the hard-working workers to be respected and recognized, gradually establish a talent information archive, generate a benign competition mechanism within the organization, mobilize the cadres' conscious enthusiasm for “charging”, and passion for work, and provide spiritual impetus for the sustainable development of the taxation cause. , talent guarantee and intellectual support.
Fifth, we must promote humanities management and strengthen team building to create a harmonious working atmosphere. As a taxation department, it is inevitable that there will be differences between sub-bureaus, between stocks, and between individuals. To this end, the SIPO will fully implement the construction of local taxation culture for the humanities management of tax authorities, especially through the implementation of common values. Useful team activities enhance the collective concept of team friendship and local tax family, advocate team service awareness, care for taxpayer interests, use legal weapons to build a fair and orderly tax environment; use service means to help taxpayers in business management Create the greatest value; promote interactive services in the tax environment, role-interchange thinking, and strive to shape a harmonious and balanced tax environment. To take the lead in leading the leading cadres, fully respecting people, understanding people, caring for people, improving people's efforts, exploring the personal artistic charm of leaders, and forming a personal, team, and collective tax culture spirit.
First, the main practice
Practice common values and boldly explore new ways of modernization. How to create ideas around the modern sub-bureau of the provincial and municipal bureaus, give full play to the characteristics of the local economy, and apply the common values to the construction of modern sub-bureaus is the goal that local tax collectors have been exploring and practicing. First of all, the County Local Taxation Bureau, starting from the full integration of human resources and strengthening the concept of service management, boldly tried to break the existing regional management model and pursue the concept of “regional management and non-regional services” on the basis of introducing the concept of “global taxation overall progress”. In the mode of collection and management, the work responsibilities and personnel functions of some branches will be rationally adjusted without changing the establishment of the organization.
Reasonably integrate work responsibilities and clarify job positions. Starting from the construction of the modern branch office, the work function of the collection and management branch office will be adjusted, and the original key tax source households in the county area will be the current charge management work for the county fund fees, the articles and regulations, the county administrative institutions and all vehicle taxes. Adjust the work functions of the three branches of Chengguan, Xixiang and Beixiang, and unify the three branches into the scale of the Dachengguan Branch. The original three branch offices have the same institutional settings and specifications, and the scope of management belongs to the same. The management function of the Dongxiang Branch is changed. The original duty of the collection and management of the Dongxiang Branch is to implement the work function of tax collection and taxation services based on the model of the tax service department and the taxation service center. On the basis of the original duties, the county bureau's accounting unit will carry out accounting centralized accounting work, in charge of the taxation and accounting of each branch, and cancel the tax accounting, taxation statistics and tax ticket management of each branch; A fund office and a legal office have been added.
Integrate human resources, break regional barriers, and achieve resource sharing for outstanding talents.
The first is to integrate existing personnel. The administrative establishment of our bureau is 70 people, including 19 bureaus and 51 grassroots bureaus. The distribution of personnel after the adjustment of work functions is as follows: 28 in-service bureaus and 40 sub-bureaus, after the adjustment of the organs and stocks, strengthen the strength of the business unit and integrate the management human resources of the West and Beixiang Branches. . Nowadays, after the integration of personnel inside Dachengguan, the management personnel of the former Chengguan Branch, Xixiang Branch and Beixiang Branch are each ab-job. The collection function of the county is mainly concentrated in the Dongxiang branch, while in the west and north towns, Form management, respectively, has a manager and levy personnel, and the adjusted personnel strength is further strengthened and centralized management.
Set up a tax service center to comprehensively promote the "one table all-round" model. After the adjustment of the work function of the Dongxiang Branch, the requirements for the construction of the modern branch will be fully implemented, and the management of the tax service center will be implemented to fully implement the “one-table all-round” tax service model. All windows are comprehensive service windows, which are responsible for handling the countywide scope. Tax-related matters for all taxpayers; integration of tax-paying service areas, setting up separate service areas for fill-in areas and discussion areas, adding taxpayer rest areas, automatic service areas, and setting up tax service green aisle.
The functions of the county bureaus have gradually moved forward. In the case of the existing establishment unchanged, part of the service functions of the business unit room moved forward. If the accounting unit is responsible for the overall ticket management function, the accounting unit will directly bear the ticket management of the county bureau after receiving the ticket directly from the municipal bureau. The staff also undertakes the overall ticket management business, cancels the post of the ticket manager of each branch, and at the same time reduces the ticket management work at the grassroots level, enhances ticket security and improves the quality of ticket filling. The county bureau uniformly requires unified review, and the county bureau The work arrangement of each invoicing personnel ensures the uniformity of the ticket filling and the uniformity of the guidance. Although the workload of the county bureau's accounting unit has been increased, the quality of work is further improved, the grassroots workload is reduced, and the grassroots tax is further reduced. Satisfaction, truly achieve the "unified collection, unified accounting, unified management" model.
Second, the results achieved
Reduce the cost of collection and management of tax authorities. After the implementation of the Great City Gate, the use of tax collection and management funds has been reduced, resource allocation has been optimized, work efficiency has been improved, tax costs have been reduced, tax costs have been saved, and public expenditures have been reduced by more than 100,000 yuan per year.
Reduce the taxpayer's tax costs. Guided by the needs of taxpayers, the bureau changed the original mode of collection and management after the establishment of the Dachengguan and Taxation Service Department. Any taxpayer in the county can go to any service hall of the local tax to handle tax-related matters. It greatly facilitates taxpayers, reduces the burden on taxpayers, saves taxpayers' time, and achieves the goal of satisfying taxpayers. For example, Huangshan Capsule Co., a key source of taxation in our county, used to be based on the principle of territorial management. The national tax declaration place is in the county seat, and the local tax declaration and invoice purchase business should be in the Xixiang branch; for example, some financial personnel I live in the urban area, but at the same time, I am also a city and a few rural enterprises. I used to run in the urban and rural areas. I have to pay taxes for several enterprises. For example, some rural food owners in the neighboring cities have to go to the county to buy raw materials every day. Operating shopping and tax collection in the opposite direction of the two sides of the run; now they can go directly to the tax hall of the county to declare tax, sales invoices and other tax-related matters, no longer need to run back and forth, around the tax authorities "turned around".
Promoted the construction of modern branch offices. Applying the new concept of tax collection and management and tax service concept, the management model and tax service optimization were realized, and the goal of “collecting the same city” in the county was realized in advance, which effectively promoted the process of modern branch construction. In the first half of this year, the city's “no regional service” tax returns 449 households, 52 tax-related consultations, 3.484 million inbound taxes, and 31 invoices.
Optimized resource allocation. According to the adjustment of national policies and the continuous improvement of the requirements for the construction of modern sub-bureaus, the requirements for the management functions of county bureaus are getting higher and higher, and they are becoming more and more detailed. The requirements for taxpayer services are also constantly improved. After integrating human resources, they become The original waste of human resources was rationally allocated for personnel. Originally, the two rural branches had fewer tax sources, and the tax revenue task was relatively light. However, there were eight formal tax arrangements. Now, six of them are mainly officially taxed. The duties of the work are transferred to the urban areas with more tax sources and more complicated tasks and heavier tasks. This not only ensures the operation of the rural sub-bureau, but also alleviates the burden on the urban areas and alleviates the imbalance in the distribution of human resources.
The grassroots are more satisfied with the authorities. The integration of the functions of the organs and sub-bureaus, such as the advancement of the functions of the accounting unit, reduces the workload of the planning, meeting, reconciliation and ticketing of the grassroots sub-bureau, ensuring the improvement of the quality of work and, to a certain extent, achieving the satisfaction of the grassroots taxation. .
Third, some thoughts
First, we must strengthen the assessment of business level. Promote the performance appraisal mode of human-machine integration, and clarify that the two sets of assessment modes actively advocate the combination of people-oriented and business-level assessment mechanisms, make full use of the existing collection software and law enforcement assessment software to improve the law enforcement assessment system, and adopt “pre-existing training, in-process monitoring, The model of “post-evaluation” raises the sense of responsibility of taxation and gives full play to the subjective initiative of taxation.
Second, we must increase the intensity of training work. Based on the principle of teaching on demand, make full use of the educational resources inside and outside the system, and shift the focus of cadre education and training from academic education to practical work ability, combined with the operation and application of various types of management software, and vigorously carry out skills training and post training. Strongly advocate learning at work and improve in practice.
Third, we must increase the development of human resources. Through the multi-pronged approach of post-capacity education and training, rewards and punishments, and so on, we will create a multi-faceted and all-round human resource development pattern that varies from person to person and in accordance with the aptitude of the students.
Fourth, we must further improve the cadre personnel system such as competition for posts. In the construction and pilot of the modern branch office, the SIPO uses all possible opportunities to create a good working atmosphere of unconstrained development talents and unconstrained selection of talents, so as to “pay attention to performance cadres, focus on cadres with ability and quality, and pay attention to moral cultivation”. The cadres will enable the hard-working workers to be respected and recognized, gradually establish a talent information archive, generate a benign competition mechanism within the organization, mobilize the cadres' conscious enthusiasm for “charging”, and passion for work, and provide spiritual impetus for the sustainable development of the taxation cause. , talent guarantee and intellectual support.
Fifth, we must promote humanities management and strengthen team building to create a harmonious working atmosphere. As a taxation department, it is inevitable that there will be differences between sub-bureaus, between stocks, and between individuals. To this end, the SIPO will fully implement the construction of local taxation culture for the humanities management of tax authorities, especially through the implementation of common values. Useful team activities enhance the collective concept of team friendship and local tax family, advocate team service awareness, care for taxpayer interests, use legal weapons to build a fair and orderly tax environment; use service means to help taxpayers in business management Create the greatest value; promote interactive services in the tax environment, role-interchange thinking, and strive to shape a harmonious and balanced tax environment. To take the lead in leading the leading cadres, fully respecting people, understanding people, caring for people, improving people's efforts, exploring the personal artistic charm of leaders, and forming a personal, team, and collective tax culture spirit.
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