In recent years, Nilek County Local Taxation Bureau has strictly followed the cadre training ideas of State Taxation Administration of The People's Republic of China and Yili Prefecture Local Taxation Bureau, earnestly put the training work in the first place, attached importance to cadre training, and implemented standardized management. Adhere to the actual business needs as the guide, based on the post itself, strengthen pertinence and effectiveness, pay attention to business achievements in practice, strive to grasp learning through practice, and promote practice through learning. The cultural quality and professional quality of all tax cadres have been significantly improved. In the new period of tax development, it is imperative to establish a brand-new and effective training model to improve education and training more effectively and promote the development of tax. First, the problems existing in the training of grass-roots bureaus (1) Education and training have long-term characteristics, and it is necessary to constantly upgrade and reform the training mechanism to match the innovative tax knowledge. However, at present, the training work of county bureaus has not fully formed an effective, complete, systematic and supervised training system. In the process of implementing the annual training plan, there are sometimes unplanned situations, and the training plan is not strictly implemented. At this stage, the training content is relatively simple, and the cadres have different levels of mastery of tax knowledge. The teaching content stays at the level of general tax knowledge, and there is no explanation of the difficult points in the work. (2) The training method is relatively simple, and there is not enough self-study after class. At present, the training of county bureau is mainly in the form of lectures, lectures on the podium and lectures under the podium. Most of the training content is based on theoretical knowledge, lacking practical case analysis and communication between teaching and learning, so it is difficult to understand and master policies in a limited time. Few cadres seriously review their professional knowledge in their spare time, and their knowledge has not been consolidated and updated. They just implement the surprise strategy before the exam in order to cope with the exams organized by the higher authorities and county bureaus, so that their knowledge can't be continuous and the training can't achieve the expected results. Lack of effective evaluation of training. The tracking of the end of training and examination results is not strong enough, and the theoretical training is not connected with practice. Although there is a reward and punishment system, it still does not play a substantial role in the independent learning of cadres. Some cadres' exam results are unstable, and there are still deviations in their understanding and mastery of some tax policies. Some cadres are lucky enough to take the exam, relying on a short review before the exam, which has not been consolidated after the exam, so that the monthly exam has not fully played its due role. 2. Suggestions on Strengthening Education and Training Strengthening education and training is the power source for the sustainable development of local taxation. It is necessary to combine training with tax work, so that the training knowledge can be really used in the work, improve the working ability of cadres, and enhance their enthusiasm and interest. In this way, work and study can be better combined, and the training results can be quickly transformed into practical work ability. (A) innovative education methods to improve the timeliness of training. Because of the different interests, education background, age, knowledge structure and job functions of county bureau cadres, it requires us to select the right training targets, break the traditional training model, clarify the training objectives and carry out training at different levels. We should also pay corresponding attention to the training of cadres, focusing on improving the tax business ability and tax information construction, and at the same time training the administrative departments in basic knowledge. While improving the professional level, we should also strengthen ideological and moral education and honesty and self-discipline education for all cadres to promote all-round development. (2) Breaking the traditional teaching and establishing a systematic training system. Adhere to the demand-oriented, and transform the past emergency training into a long-term, systematic and standardized training method. According to the post skill requirements of the county bureau, determine the post quality and skills that each post should have. Try a variety of training methods, make full use of the local online learning platform, and update review questions and explain the types of questions every week for different departments. This can make full use of space and time, not limited by the regional environment, and effectively promote the independent learning of cadres. At the same time, we should also guide cadres to realize the importance of learning, enhance their autonomous learning ability, gradually form a good style of study that attaches importance to learning, and build a cadre team that is good at learning, diligent in thinking, brave in innovation, and pragmatic. (3) Improve the cadre function management and performance appraisal mechanism. In order to prevent cadres from diluting, being content with the status quo, and not making progress, it is necessary to further explore post function management, incorporate personal education and training into personal files, make maximum use of assessment incentives, and incorporate cadre training into important basis and conditions such as cadre appointment, evaluation and competitive recruitment. At the same time, it can also issue various qualification examination objectives and tasks for post leaders, and urge cadres to learn independently. For example, it can be stipulated how many times the county bureau has obtained certificates such as registered tax agents. At the same time, formulate detailed reward and punishment measures accordingly to improve the timeliness and pertinence of training work.