Implemented in 1996. The old way of doing things was leading to inefficiencies, however, because the need to do compliance work often interrupted auditing time. The team analyzed the situation and recommended redirecting the vast majority of compliance work for three counties to employees in the Cincinnati District Office. This is the amount of tax revenue generated per agent work hour. This program now has three fewer people staffing it and still continues to net dollars.
Productivity remains high.
Implemented in 1996.