Summary of local tax hall work

Summary is a kind of written material to review and analyze the study and work at a certain stage or its completion afterwards. It plays a connecting role in our study and work. Let's write a summary. How to write a summary is correct? The following is a summary of the work of the local tax hall I collected for you. Welcome to read the collection.

First, grasp the basic links and work hard on deployment.

Our bureau has designated 20xx as the year of performance management, and made performance management the top priority of this year's work.

(1) Strengthen leadership and elaborate organization. A leading group for performance management pilot work was established, with the top leader as the leader and the leaders in charge being responsible for it, and the heads of all units as members. The office under the leading group is located in the comprehensive unit, with reasonable division of labor and clear responsibilities, and staff with high quality, strong ability and high professional level are transferred to the performance office to ensure that all work is put in place.

(two) extensive mobilization, full participation. On the basis of organizing cadres and workers to participate in the mobilization meeting of the performance management pilot of the local tax system in the city, a special mobilization meeting was held, and the performance management work was fully deployed in combination with the actual work of the tax service hall. Through discussion and exchange, the experience of writing performance management pilot work was unified, the ideological understanding of staff was unified, and the sense of responsibility and mission of participating in the pilot work was enhanced.

(3) Strengthen study. Through daily morning class study, "Four Ones" activities, special counseling training and other forms, employees are carefully organized to learn performance management methods, master the concept, significance and procedures of performance management, and enhance their understanding of performance management. Organize training twice. In February this year, cadres and workers were organized to visit and study in guixi city Local Taxation Bureau, a pilot unit of performance management. I listened carefully to the work introduction of guixi city Local Taxation Bureau, consulted the relevant materials of performance management, and learned the good experiences and practices of the pilot work. In February, Zhang Weibo, Chief of the Collection and Management Unit of guixi city Local Taxation Bureau, was invited to give on-site guidance and training.

(4) Strengthen publicity. Based on the front desk, actively distribute leaflets, hang banners, use electronic display screen to scroll propaganda slogans, and actively publicize the purpose, significance and content of performance management to taxpayers in tax service work, so as to obtain taxpayers' understanding and support for performance management. Actively write information reports and publicize our performance management in time.

(5) Carry out standardized management. Strictly implement standardized texts, further clarify job responsibilities, optimize workflow, seriously organize standardized text knowledge learning, and strengthen the operation training and application of standardized management software. Actively carry out standardized internal audit. At the end of May, an all-round internal audit was conducted on the tax service hall, and problems existing in standardized management were found in time, and unqualified items were issued.

Second, grasp the key links and work hard on the operation.

(1) Formulate measures and establish systems. The first is to formulate performance management measures. According to the performance management measures of the municipal bureau and the actual work of the tax service hall, Longhushan Hotel has compiled the implementation measures, performance appraisal rules and 20xx performance targets for individual and stock rooms. Through many discussions, the work objectives, kpi, assessment methods and steps of performance management are defined, the methods, steps and requirements of pilot work are determined, and the working principles, objectives, personal post indicators, first-level and second-level assessment contents are determined. The second is to establish a scientific performance management system. Combined with the actual work of the tax service office, the performance counseling system, performance contact system and performance management supervision system were established, and the personal performance appraisal method and stock room performance appraisal method were formulated, which realized the institutionalization and standardization of performance management.

(2) Set performance targets scientifically. According to the requirements of the performance plan of the provincial and municipal bureaus, combined with the actual work of the tax service office, based on the indicators and requirements of the provincial and municipal bureaus, and combined with the actual work of each unit, the implementation plan of the performance management of the tax service office of Yingtan Local Taxation Bureau was formulated, and the key performance targets of departmental performance were scientifically set, including tax enforcement, tax service, service collection and management, and pursuit of Excellence, which reflected the working concept of "striving for the first" when setting kpi for individual positions. According to the specific characteristics and ability level of employees, the performance objectives of each share are decomposed into everyone, so that the responsibilities are clear, the authorization is sufficient and interrelated, and the target policies are carefully formulated around the performance objectives, realizing that "everyone has indicators and everyone has pressure".

(3) Strengthen performance communication and counseling. Take two forms of regular counseling and irregular counseling, establish communication channels from individuals to the stock room, to the performance leading group of the tax service department and then to the performance leading group of the municipal bureau, hold a performance review meeting once a month, report the realization of performance objectives, the implementation of target policies, the existing problems in performance objectives and the measures to be taken, and earnestly implement the performance counseling system, performance contact system and performance management supervision system.

(4) Conduct performance appraisal objectively and fairly. Specially formulated individual and stock room performance evaluation rules, set up a performance evaluation team, introduced multi-angle evaluation methods such as quantitative and qualitative combination, daily inspection and special evaluation, and all-round evaluation, used the inspection method of "listening, checking and asking" to evaluate key performance targets one by one, carefully verified and analyzed the problems found in the evaluation, and carefully evaluated the qualitative indicators, so as to make the facts clear, the evidence conclusive and the qualitative accuracy. At the same time, it should be combined with standardized internal audit, standardized second-party external audit, tax law enforcement inspection, tax administrative inspection, ticket inspection and assessment results, strengthen the application of relevant inspection results, conscientiously implement the performance interview system, point out the unrealized performance management objectives and existing problems, and listen to the opinions and suggestions of the assessed.

(5) Solidly improve performance. Analyze and diagnose the performance results, find out the existing problems and their main reasons, and the evaluation team communicates with the appraisee to find out the reasons and take corresponding improvement measures. At the same time, strengthen the application of performance management results. Take the results of performance management as the basis for evaluation, training outside the province, promotion and use.

Third, the main effect of the implementation of performance management

First of all, I am more motivated to work. Performance management has changed the previous "one pot of rice" management mode of "doing more and doing less". It is difficult to fully reflect a cadre's work by first evaluating, but the performance management assessment is comprehensive, standardized and transparent, so that every cadre can know in time what aspects of work have not met the requirements and need to be improved, which has improved the enthusiasm of cadres. The second is to improve communication between cadres. It turned out that cadres finished their work, and now they hold a performance management review meeting once a month to exchange good experiences and practices, point out problems in their work, and improve and promote each other. The third is to improve the level of tax service. The tax service department regards tax service as the key performance goal of the stock room and individuals, which occupies a great weight, enhances the service consciousness of employees, urges cadres to consciously do a good job in tax service, improves service satisfaction and achieves good service results. On the basis of winning the first place in the evaluation of the star-rated tax service hall of the local tax system in the whole province last year, this year, the tax service hall won the honorary titles of "Best Service Window", "Civilized Unit of the whole city" and "Youth Civilization of the whole city". The fourth is to enhance the team consciousness of cadres. Department performance goals and individual performance goals complement each other. If the department's performance target is not completed well, it will inevitably affect the assessment score of individual performance target, and urge cadres to pay more attention to and strive to complete the department's performance target. Fifth, the level of law enforcement has improved. Taking tax-related audit as a bonus item of performance management has promoted the enthusiasm of tax officials to check taxes. During the period of 1- 1 1 this year, it was found that the taxpayer underpaid the tax by more than 500,000 yuan. Sixth, the comprehensive ability of employees has been improved. Cadres' writing ability, professional knowledge and communication ability are all included in performance appraisal, encouraging cadres to study consciously and strengthening information submission. At present, all the staff of the tax service office have obtained the first-class certificate of national computer, 1 cadre has been selected into the talent pool of the provincial bureau, and 2 cadres have been selected into the talent pool of the municipal bureau.

Fourth, the next step

(A) to strengthen the publicity of performance management, to obtain the support of employees for the implementation of performance management.

(2) make steady progress. Continuously improve the performance management plan and implement it solidly.

(3) Pay attention to communication and operate in all directions. Through the performance management review meeting and other forms, strengthen performance communication, strengthen performance counseling, supervise and assist the completion of performance tasks.

(4) continuous improvement. According to pdca cycle mode, we will constantly improve performance management to ensure that performance management is open, fair and just.

Problems with verbs (abbreviation of verb)

(A) how to conduct performance appraisal. Most tax service offices are rented.

Staff, the salary is fixed, so it is impossible to conduct performance appraisal. It is suggested that the Municipal Bureau allocate part of the funds and deduct part from the salary of the employed personnel as the performance appraisal reward fund.

(2) There is a phenomenon that the more people wash dishes, the more bowls are broken. The person who works the hardest may not get an a+.