Organizational Overview of Huaian Local Taxation Bureau

Huaian is the hometown of Premier Zhou Enlai, a great man of his generation. This vast land with long history and culture and rich natural resources has also given birth to local tax collectors who shoulder the sacred mission of "gathering wealth for the country and enforcing the law for the people."

The Huai'an Local Taxation Bureau was established on September 12, 1994. It is mainly responsible for the collection and management of local taxation, various funds (fees) and social security fees. Since January 1, 1999, a vertical leadership management system below the provincial level has been implemented. At present, the municipal bureau has 11 departments and offices, which governs the local tax bureaus of 6 counties (districts): Lianshui, Huaiyin, Chuzhou, Hongze, Jinhu, and Xuyi, 5 taxation sub-bureaus and 1 inspection bureau in the urban area,* **There are 52 grassroots units, including 7 in the audit series. The city's local taxation system currently has 863 cadres and employees (269 in urban areas); of which 117 are cadres at division (section) level or above (71 in urban areas). There are 637 party members in the whole system (169 in urban areas), accounting for 73.81% of the total number; 119 league members (39 in urban areas), accounting for 13.8% of the total number; 739 people with a college degree or above, accounting for 10% of the total number 85.63%, including 3 masters and 5 postgraduates.

Since the establishment of the agency, the Huai'an local tax system has vigorously promoted the governance strategy of "just, clean, pragmatic and efficient" and adhered to the spirit of the 16th National Congress of the Communist Party of China and the important thought of "Three Represents" as guidelines. Adhere to the scientific outlook on development, take organizing local tax revenue as our own responsibility, optimize tax services and update ideas; implement comprehensive reforms and standardize law enforcement order; simplify tax procedures and promote administrative transparency; implement tax incentives and promote economic development; enhance the quality of cadres and establish Improve the image of local taxation, establish the team management and taxation work concepts of "maximizing convenience for taxpayers" and "not giving tax cadres the opportunity to make mistakes", seek sustainable development of local taxation, and make responses to the local economic construction of Huai'an Some contributions.

——Pioneering the road of “technological tax development” and promoting the development of local taxation.

The situation in the initial stage of local taxation separation was: few personnel, poor conditions, new institutions, heavy tasks, many tax types, scattered tax sources, lack of appropriate office space and office equipment, and lack of work scope and functions. Be known by people. 627 local tax cadres are responsible for the city's revenue of 173 million yuan, and are responsible for the collection and management of 13 types of taxes and 10 fund (funds).

The "Tenth Five-Year Plan" period is a critical period for the development of Huai'an local taxation amid difficulties. The hardships of starting a business have tempered the perseverance of Huai'an local tax decision-makers. Based on in-depth research and brainstorming, the bureau’s leadership team formulated a five-year development plan for “technological tax development”. We should increase revenue and reduce expenditure, be diligent and frugal, and invest limited funds in projects that “increase taxes through science and technology.” We have independently developed and used tax collection and management software, which has greatly improved the level of tax collection and management. In April 2000, the "Huai'an Local Tax Website" was set up on the Internet, including online consultation, reporting and complaints, tax regulations, service commitments, tax guides, etc., providing intuitive and convenient services to people from all walks of life. In 2001, the "Official Document Processing Software" system for the city's local taxation system was launched, realizing office automation and making "paperless" official document processing a reality. In 2003, the method of individual "double fixed" accounts entrusting banks to transfer taxes was introduced, which not only facilitated taxpayers, but also improved the tax declaration rate. In 2004, diversified tax declaration methods such as online declaration and electronic declaration were successfully developed, and the "Finance, Taxation, Treasury and Banking" networking project was jointly operated with other departments, forming an electronic filing system with shared resources among all functional units and departments. The integration of the tax system has achieved interconnection at the network application level, improving work efficiency and fund use efficiency. Since the trial operation of the "Finance, Taxation, Treasury and Banking" networked system in May 2004, the success rate of tax transfer and the tax storage rate have both been above 98%. In 2006, the urban local tax system successfully developed and operated an administrative office network platform, which was successfully connected to the municipal government's administrative document processing system and officially put into operation. The strategy of "promoting taxation through science and technology" has enabled Huai'an local tax collectors to see the important role played by "technological content in supporting the development of local taxation", and has also given wings to the Huai'an local taxation industry to take off. In the past five years, the bureau has invested a total of nearly 25 million yuan in the research and development and application of information technology. The number of PCs equipped has increased from 28 11 years ago to more than 1,079 at present, and it has been equipped with 46 servers and 2 minicomputers.

Ten 2M optical cables, four 155M optical cables, and two 1000M optical cables were rented. The entire system realized remote connections, forming local area networks, metropolitan area networks and wide area networks covering urban areas, counties and villages, shortening the time and space distance of information transmission.

—— Focus on organizing local revenue and make due contributions to Huai'an's economic development.

In organizing revenue work, our bureau has established and improved a strict revenue target management and assessment system, strictly assessed according to the balanced treasury requirements of the municipal party committee and municipal government, and established a key tax source database by conducting in-depth tax source censuses. , continuously improve the organization's revenue work methods, increase special inspections and tax audits and other effective measures to ensure the completion of revenue tasks. In many years of work practice, we have strived to realize the "three changes" in the organization's revenue work methods: that is, changing the past practice of only focusing on tax collection of state-owned enterprises and production-oriented enterprises, and gradually forming a taxation system that is compatible with the development of economic diversification. The collection and management pattern; change the past collection methods of "tax collection" and negotiated tax payment, insist on tax administration according to law, standardize law enforcement behavior, and adopt collection and management measures that focus on services and supplement with punishment; change the practice of relying on leadership coordination, requirements and guidance Taxpayers take the initiative to declare taxes, actively develop and operate online declaration and card payment systems, and rely on their own efforts to solve tax declaration and treasury issues. Through the improvement of working methods, we have taken the initiative in taxation work, and local tax revenue has tended to grow steadily. For eleven consecutive years, we have completed and exceeded the organizational revenue tasks assigned by the municipal party committee, municipal government and provincial local taxation bureau. From 1995 to 2006, the city's local tax system collected a total of 16.985 billion yuan in various revenue, from 268 million yuan in 1994 to 3.71 billion yuan in 2006, with an average annual increase of 27.28%, an increase of more than ten times in twelve years. It has made positive contributions to balancing local fiscal budgets at all levels and promoting the development of Huai'an's economy and social undertakings. -- Put people first to stimulate vitality and strive to improve the overall quality of the cadre team.

The bureau always adheres to the scientific outlook on development, regards "people-oriented" as the starting point of all work, and regards political and ideological education as the centripetal force to unify thinking and unite the team. In the past ten years, in addition to persisting in carrying out the "Three Meetings and One Lesson" and "Weekly Political Study Day", a large-scale and highly targeted special education and speech activity has been carried out every year. In recent years, speech activities with themes such as "Three Looks, Three Comparisons, and Three Cherishes", "New Century, Local Taxpayers, New Image", "Local Taxation Style", "Creating 'Three Types of Taxation' and Creating a Harmonious Local Taxation" have been organized. Use the stories of those around you to inspire everyone. At the same time, we educate and guide every cadre and employee to consciously establish the concepts of "life-long learning, lifelong education" and "work-based learning, study-based work". Four times a year, all cadres and employees are organized to take knowledge examinations on laws and regulations such as the Tax Collection and Administration Law, the Administrative Licensing Law, computer application skills, and the operation of administrative office management systems, so that comrades working in any position can fully master tax-related knowledge. and job ability. Hard work finally paid off with heavy harvest. The whole system has emerged with 1 national "May 1st" Labor Medal winner, 6 provincial model workers, 1 provincial youth defender, and 6 municipal-level May 1st Labor Medal winners; 2 national-level women's demonstration posts and provincial-level women's demonstration posts have been created. There are 20 demonstration posts, 4 provincial-level heroine demonstration star posts, and 8 municipal-level heroine demonstration posts; 1 unit was commended by the Youth League Central Committee as the "May 4th Red Flag Youth League Branch", and 6 units and 4 individuals were commended across the province "Civilized unit" and "excellent tax worker" in the local tax system. Deputy Director Wei Xiaomei and five other female tax workers were awarded the honorary title of "Top Ten Female Tax Workers in Huaian City" by the Municipal Women's Federation. The Municipal Bureau has also been commended by the Municipal Party Committee and the Municipal Government as an advanced unit in work style construction for nine consecutive years; it has been commended as one of the "Top Ten" advanced units in the city's target assessment for six consecutive years.

——Reform and innovation fly together, and rely on scientific management to seek development.

Reform and innovation are the unremitting pursuit of Huai'an Local Taxation. In 1997, the Huai'an local tax system piloted the elimination of the "contract management" system of special administrators and implemented a management model of separation of "collection, management and inspection". In early 2004, the urban local tax system established a "maximum convenience for taxpayers" With the management philosophy of "not giving tax officials the opportunity to make mistakes", a comprehensive reform of the "trinity" of organization, personnel and collection and management was implemented. It has completely changed the "nanny-style" management style of local tax cadres and realized the transformation of tax collection and administration from "managing households" to "managing affairs".

A new management model "based on tax declaration and optimized services, relying on computer networks, centralized collection, territorial management, and first-level inspection" was officially launched. In August 2004, the ISO9000 quality management certification system was put into operation throughout the system and passed the third-party on-site audit certification. In December of the same year, the reform of ordinary invoice management methods was implemented in the service industry, entertainment industry and culture and sports industry, and scratch-off invoices were used to further safeguard the rights and interests of consumers and plug tax collection and management loopholes. At the same time, the bureau reformed the employment system in accordance with the requirements of market rules, including open selection, competitive recruitment, first-level hiring, two-way selection, and the "one-post" and "two-post" system, breaking the big pot and opening up funds. Assign grades. Not just academic qualifications, not just professional titles, not just seniority, not just age, but focus on practical experience, actual abilities and performance results. In recent years, the bureau has carried out job competition, competitive recruitment and two-way selection, and entrusted the municipal organization department to conduct public selection and selection of talents based on mass evaluation, written examinations, interviews and organizational inspections. The original employment system has been completely broken, and cadres can be promoted and demoted, in and out, making the cadre team full of vitality and vitality. A large number of young and powerful cadres have come to the fore, forming a correct employment orientation that focuses on development and allocates cadres for development. Those who want to do things have opportunities, those who can do things have a stage, and those who do things well have status. 61 comrades have taken up the leadership positions of division (section bureau) chief, deputy division (section bureau) chief and section (section) chief. 4 division (section bureau) chiefs, 4 deputy division (section bureau) chiefs, 8 section (unit) chiefs, and 9 deputy section (unit) chiefs were transferred to non-leadership positions, and 8 comrades were transferred to second posts. In 2006, in order to discover and select outstanding talents, the position of chairman of the labor union of municipal bureaus (the position enjoys full [bureau]-level treatment) was held in an open competition in the urban local taxation system. At the same time, administrative approval powers were delegated to lower levels and "sunshine operations" were implemented. The tax-related approval authority from the municipal bureau down to the department (unit) is delegated to the front desk staff, and all procedures such as tax policy consultation, tax declaration, data review, purchase of invoices, and tax-related approval are completed at one time, eliminating " Medium obstruction". Following the principle of "simplification, unification and efficiency", the municipal bureau has set up 9 departments, additional discipline inspection and supervision, agency party committees and labor unions, and 6 additional dispatch offices. In 2005, the reform plan for the county (district) local taxation agencies was fully implemented and officially launched in January 2006. Therefore, the city's local tax system has abolished the tax office level, making grassroots institutions a substantial step towards flat management.

——Establish the brand of Huaian Local Taxation with solid and effective high-quality services.

In recent years, our bureau has implemented the spirit of the notice of the State Administration of Taxation on strengthening tax services. Through extensive publicity and education, all cadres and employees have changed their management concepts from those who were simply law enforcers in the past. , a fundamental transformation into a law enforcement service provider. List government affairs disclosure work as one of the important aspects of optimizing tax services and expand taxpayers' rights to know and supervise. Compiled and printed 13,000 volumes of the "Huai'an Local Taxation Bureau Government Affairs Disclosure Manual"; 45,000 volumes of "Tax Preferential Policies for Reemployment of Laid-off Workers" Volumes 1 and 2, and 30,000 volumes of "150 Questions on Local Tax Preferential Tax Policies", which are being processed in a timely manner Taxes and office space are donated to taxpayers. At the same time, local tax authorities at all levels throughout the system have done a lot of work to expand taxpayers’ right to know and improve the transparency of tax law enforcement. In accordance with the principle of convenience for taxpayers, the delivery chain should be shortened, internal service links should be reduced, and job settings and business processes should be adjusted, simplified and merged. In November 2003, the system-wide transformation from passive distributed services to active centralized "one-window" services was implemented. Over the years, the bureau has always adhered to the development concept from economy to taxation, exerted the functional role of taxation in regulating the economy, implemented taxation policies to the letter, promoted entrepreneurship activities for all people in the city, and actively supported local economic development. For social welfare enterprises, labor and employment service enterprises, and enterprises that resettle laid-off workers that comply with policy regulations, tax reduction and exemption procedures shall be completed in a timely manner. Data show that from 2003 to 2005, we reduced and exempted a total of 279.06 million yuan in taxes, including 73.62 million yuan in 2003; 59.11 million yuan in 2004; 74.94 million yuan in 2005; and 71.39 million yuan in 2006. We also took the lead in adjusting the threshold for business tax to 5,000 yuan, allowing many businesses to receive tax support.

In December 2003, the "12366" hotline voice service system was opened, using consultation calls and sending short messages as communication channels, and using interactive voice response (IVR) and artificial agent services as means to establish centralized tax handling guidelines and policies. A tax service platform integrating consultation, business inquiries, reporting, complaints and suggestions. According to statistics, as of April 2007, "12366" *** had received 99,000 consultations of various types, including 61,000 automatic voice consultations, 38,000 manual consultations, and provided group text messaging services to 570,000 households.

——Prevent and control corruption from the source by standardizing the supervision and restriction mechanism.

In recent years, we have objectively summarized our system’s anti-corruption work, learned from the experience and lessons of other units, educated and guided cadres and employees, and truly realized from a subjective perspective: the more reform and opening up, the more important it is to fight corruption. Advocate for integrity; the more the local taxation industry develops, the more important it is to guard against mistakes. At any time and under any circumstances, we must endure poverty, resist temptation, and maintain our integrity. To this end, we strive to standardize the supervision and restriction mechanism and form a strict disciplinary system. Based on the reality of the system's anti-corruption work, we will make full use of social forces to supervise, focus on building systems, mechanisms and disciplines that make it difficult for corrupt elements to succeed, and tighten the integrity of the government from the source of management. The entire system has focused on the three links of "scientific decentralization, public disclosure of power, and strict control of power", and strengthened the "two powers" supervision of tax law enforcement and administrative rights enjoyed by tax authorities. In terms of tax law enforcement power, the separation of the three powers of "collection, management and inspection" is implemented. Those who assess taxes do not care about collecting taxes, those who collect taxes do not care about tax inspections, and those who inspect taxes do not care about their implementation. There is a division of labor between them. In tax audits, four separations are implemented: case selection, inspection, trial and execution. In terms of administrative power, the separation of declaration power, examination and approval power, and execution power is implemented. In selecting and employing people, the right to recommend, inspect, and appoint are separated. In the use of funds, the declaration rights, approval rights, and management rights are separated. Infrastructure project arrangements implement a work structure that separates project establishment, approval, bidding, and implementation. The appointment and dismissal of cadres, personnel transfers, rewards and punishments, infrastructure project bidding, arrangement and use of large amounts of funds, bulk item procurement, approval of important projects, and other major issues are all disclosed within the corresponding scope, and the government procurement system is actively promoted to prevent " "Operation in the dark". Local tax authorities at all levels throughout the system actively solicit opinions and suggestions from the local party and government, people's congresses and CPPCC members on a regular and irregular basis every year, and report their work to all NPC deputies and CPPCC members through letters to solicit opinions. Invite members of the democratic parties and other specially invited supervisors to conduct overt and covert investigations into the law enforcement behavior, work discipline, industry style, service attitude, etc. of grassroots local taxation departments. Establish a system for reporting compliance with local taxation staff's official duties, hire external department supervisors to participate in the trial of major audit cases, mobilize and encourage all sectors of society to report disciplinary violations and violations of local taxation departments and their staff, etc. Once the local tax authorities at all levels verify the supervision, complaints and reporting information from external leading agencies, all walks of life and the masses, they will resolutely and seriously investigate and deal with it, and reward those who have meritorious service in supervision and reporting. At the same time, the bureau publicly promised "three services, four measures and six prohibitions" in newspapers and television. Violators will be punished and a large amount of money will be given to them. In recent years, 27 people have been investigated and punished for violating municipal bureau work disciplines, 35 people have been financially punished, and more than 60,000 yuan in bonuses have been withheld. Part of the fine was transferred to the municipal bureau's poverty alleviation account, and the other part was used to reward the whistleblower. This move aroused strong social repercussions.

"The road is long and long, and I will search high and low." The grand blueprint of the "Eleventh Five-Year Plan" has accelerated the pace of Huai'an local tax collectors' progress. We will further explore the work themes of "innovation and development" and "enforcement and service" to build a harmonious local tax, with a pioneering and innovative spirit and a down-to-earth approach. style, and take practical measures to take a more solid step on the road of "openness, fairness, justice, integrity, pragmatism and efficiency".