(2) Strengthen departmental coordination and optimize the tax enforcement environment. Law enforcement environment is the external relationship involved in the work of the tax department, and it is the situation and conditions that the tax department should face as an administrative law enforcement department. Although it is not a decisive condition for the quality of national tax work, the quality of law enforcement environment determines the quality of national tax work. If the environment is harmonious, the resistance will be small, the work will be smooth and the corresponding execution ability will be improved. To strengthen the construction of law enforcement environment, we must do the following: First, win the support of local party committees and governments. The national tax department implements vertical management, and its work is policy-oriented, but at the same time, it is also a local administrative law enforcement department, working and living in the local area, which is inextricably linked with the local area. To carry out the national tax work well, it is inseparable from the support and understanding of the local party Committee and government, and from the attitude of the government and the environment it gives. In practical work, it is necessary to strengthen communication with local party committees and governments, publicize tax policies in place, publicize the actions and conflicts of national tax work in place, and strive for their understanding and support for national tax work. We should try our best to solve problems for local governments, help the government solve some problems through departmental advantages, treat organizational income and tax environment from the perspective of the government, and reflect the government's policy intention. Of course, we must also adhere to principles, eliminate interference, enforce the law fairly, and constantly optimize the external environment of national tax work. The second is to strengthen cooperation with relevant departments. Actively strengthen cooperation with industry and commerce, finance, finance and other departments
Coordination and cooperation, the establishment of joint meetings and other systems, timely study and solve problems in law enforcement. Strengthen contact with public security, justice and other departments to form a joint force to prevent and crack down on tax-related crimes. Strengthen the coordination of national tax and local tax, actively explore the establishment of regular contact, information exchange, joint tax collection and other systems, and improve the overall efficiency of tax collection and management. Third, it is necessary to strengthen ties with various brother units. Establish friendly contacts with brother units inside and outside the province, learn from each other's advanced experience, learn from the effective practices of tax management, and learn from various means in tax work to improve their own work level. It is necessary to strengthen the investigation of cases with brother units, find tax-related problems through the contact and communication of investigation, and improve the deterrent power of tax departments.
(3) Strengthen study and training to improve the quality of the team. Improving the overall quality of grass-roots tax departments includes two aspects: first, improving the leadership ability of leading cadres. Leading cadres of grass-roots tax authorities are the core of promoting the development of tax cause and the backbone of innovating tax management system. We are in an era of knowledge explosion, and the progress of science and technology is constantly changing and affecting the transformation of our politics, military affairs, economy, life and way of thinking. Therefore, leading cadres at the grass-roots level should set an example and study diligently. First of all, they should study hard the important thoughts of Marxism-Leninism, Mao Zedong Thought, Deng Xiaoping Theory and Theory of Three Represents to guide their work practice. Second, seriously study tax-related knowledge, such as economy, law and management. At the same time, we should study history, philosophy, art and so on. Through hard study, I strive to become a high-quality tax talent who is proficient in tax business and can master modern management. Third, promote the improvement of execution through work practice. Do exercise and grow at work, pay attention to experience accumulation, conduct serious investigation and study, sum up experience in time, and constantly improve the five abilities that leading cadres should have. The second is to improve the executive ability of grassroots tax cadres. The vast number of national tax cadres work at the grassroots level, and they are the solid foundation and internal driving force for the development of taxation. First of all, we should innovate the training and education mechanism and improve the quality of grassroots tax cadres. Tax authorities at all levels should follow the 11th Five-Year Training Plan formulated by State Taxation Administration of The People's Republic of China? Through ideological education on ideals, purposes, outlook on life, values and other aspects, we will guide the broad masses of cadres to improve their executive power to improve the level of tax work, promote local economic development, serve taxpayers, and enhance the effectiveness of their work, so as to consciously be prepared for danger in times of peace, seize opportunities and forge ahead. Through effective study and training, we should constantly improve the political quality, theoretical quality, job skills, professional ethics and personality cultivation of the vast number of tax collectors, and forge a high-quality team with hard work and excellent style. Secondly, we should establish an incentive mechanism to encourage learning. Encourage tax officials to actively participate in the qualification examinations for accountants, tax agents and lawyers. For those who pass the qualification examinations, priority should be given or scores should be added when determining the post level and selecting business experts, and tax officials should be encouraged to continuously improve their professional level, broaden their horizons, enrich their knowledge and consolidate their foundation. Third, carry out various competitions. There is pressure when there is competition, and there is vitality when there is pressure. Therefore, leaders at all levels should carefully organize the competitive selection of "six members" such as collection and management, tax accounting and inspection, establish a talent pool, and take it as one of the important contents of promoting the use of cadres, give full play to their inherent energy, mobilize their enthusiasm for learning, and promote their overall quality improvement.
(four) improve the post responsibility system, optimize the tax process. Perfect organization, scientific post responsibility system and collection and management process are the basis of tax collection and one of the key links to improve execution. The first is to further standardize the grass-roots national tax agencies and make the main body of responsibility clear. According to the requirements of the Tax Administration Law and the Operating Rules for Collection and Management Business, the responsibilities and basic law enforcement requirements of each department and post are detailed around tax management, tax collection, tax compulsory measures, tax inspection, tax legal system and information construction, and standardized in the form of a system, so that the responsibility is determined by the post and the responsibility goes to the people. The second is to rationally allocate the functions of grass-roots national tax agencies and realize the legalization of departmental responsibilities. Scientifically define departmental responsibilities, follow the principle of equal rights and responsibilities, comprehensively implement public policies and departmental responsibility systems, establish target management and performance evaluation systems, and solve the problems of overlapping functions, unclear responsibilities, separation of powers and responsibilities, multi-head management, cross-management and management vacuum. The third is the concretization of post responsibilities. Formulate a scientific, specific and detailed job description, including the basic situation of the post, basic responsibilities, work flow and necessary key talents, etc., refine and quantify the responsibilities of each post as much as possible, and clarify how to perform their duties and responsibilities and the responsibility cost of dereliction of duty. Fourth, the level of responsibility is clear. Clarify and refine the responsibilities of all levels and ranks. The top leader takes overall responsibility, the deputy is responsible for the chief position, the subordinate is responsible for the superior, the first level is responsible for the first level, and the first level is responsible for the first level. Clearly distinguish the responsibilities of decision-making departments, executive departments and supervision departments, clearly distinguish the responsibilities of department leaders and leaders in the jurisdiction, clearly distinguish the responsibilities of top leaders and team members, and clearly distinguish the responsibilities of supervision and actors. The fifth is the seamless responsibility link. Establish a seamless responsibility chain between posts and departments, clarify the work flow, work procedures and responsibility punishment, ensure that they are interlocking and do not overlap with each other, and there will be punishment if there is responsibility, so that each job responsibility and responsibility of each work link can be implemented to people.
(5) Strengthen the assessment and supervision, and improve the assessment and evaluation mechanism for execution. After clarifying the responsibilities of the grass-roots national tax departments in implementation, we should have clear standards for "doing and not doing" and "how to do it", and insist on judging merits and demerits by responsibility and effect. According to the characteristics of grass-roots tax departments, scientifically set the implementation tasks and responsibility objectives, improve the procedures, standards and methods of assessment, strengthen the control of the implementation process, gradually establish a scientific performance management system for execution, and form a correct concept of employment orientation and political achievements. By optimizing assessment indicators, improving assessment methods and establishing new ones.
The assessment system realizes the transformation from departmental assessment to process assessment, from centralized assessment to daily assessment, from manual assessment to computer assessment, and from qualitative assessment to quantitative assessment; It is necessary to highlight key points and give consideration to comprehensiveness; There must be both qualitative and quantitative indicators; It depends on both the results and the process; It is necessary to reward the excellent and punish the poor. At the same time, the assessment results will be linked with posts and energy levels, and linked with the interests of income distribution, evaluation of Excellence and the use of cadres, forming a scientific and reasonable assessment and evaluation mechanism and competitive incentive mechanism. It is necessary to establish a mass evaluation mechanism, and the evaluation situation should be made public to accept the supervision of all tax cadres.
(6) Innovating administrative management processes and improving grass-roots management methods. The so-called innovative management process is to redesign and arrange the administrative management process or procedures on the basis of clarifying various rights and responsibilities, so as to shorten the cycle time, standardize the operation procedures and realize the high efficiency of the administrative management of grass-roots tax authorities. First, it is necessary to improve the participation of the masses in administrative decision-making. For work involving the vital interests of cadres and workers and the overall image of the department, it is necessary to solicit opinions and suggestions from cadres and workers in the form of symposiums and consultation forms, and brainstorm and make scientific decisions. Second, the workflow should be simplified, and the management methods should be changed to the direction of light control, supervision and service. On the one hand, according to the requirements of "simplifying links, strengthening convergence and smoothing processes", the efficiency of the operation of the collection and management mechanism oriented by the software of collection and management process reengineering is effectively improved; On the other hand, the management concept of "people-oriented" is adopted, leading cadres give their subordinates more management authority and adopt less "repressive" management methods, and ensure the implementation mainly from the aspects of supervision and service. Third, there should be a ledger, a timetable, a progress display, a division of responsibilities and inspection methods from the acceptance to completion of work tasks. It is necessary to ensure that every work is interlocking and there are no loopholes. It is necessary to implement the responsibility of the handling personnel, so that every grass-roots cadre has a clear division of labor, performs his duties and responsibilities to people, and is responsible for the first level, grasping the first level and taking the first level. The fourth is to further change the way leaders act. Grass-roots national tax leaders should not only pay attention to the formulation of decisions and the arrangement of work, but also pay attention to the implementation of decisions and work arrangements, so as to improve leadership and decision-making power to promote the construction of execution and improve execution.