About MOF Roles/Functions/Tasks Division's Structure Sections / Sectors Profiles of the Staffs Programmes / Policies Publications FAQ Other Links Events Feedback




REVENUE ADMINISTRATION DIVISION
Vision

Create a conducive and sustainable policy environment for revenue collection optimisation.

Mission

To enhance efficient revenue collection in a just manner.

Strategic Goals
  • Persuasion of prudent private-sector friendly revenue policy
  • Realisation of increased tax and montax revenues
  • Institutionalising revenue information sharing
Objectives
  • Develop and sustain a prudent revenue policy, which is efficient, effective, fair and just.
  • Generate more and more revenue surplus (over regular spending) for economic development.
  • Create a private-sector friendly environment for tax compliance.
  • Support the economic development process through appropriate policy on customs duties.
  • Harmonise different tax instruments.
  • Enhance investment from the private sector.
Strategies
  • Create and collate an integrated revenue database.
  • Ensure public-private partnership in the formulation and implementation of revenue policies.
  • Ensure professionalism and integrity in revenue administration.
  • Coordinate and monitor the functioning of revenue departments.
  • Analyse trends and issues on government revenues.
Policies
  • Broaden the tax base, especially in the areas of income tax and value added tax.
  • >Keep tax rates competitive in comparison to other neighbouring countries.
  • Formulate and implement a policy on customs duties conducive to economic development and foreign trade, and WTO friendly, too.
  • Strengthen the consultation process with the private sector on revenue policy matters through the Revenue Consultative Committee.
  • Practice an effective monitoring mechanism through Central Monitoring Unit for the control of tax evasion and corruption.
Programmes
  • Integrate information system and central database.
  • Strengthen of CMU
  • Strengthen of Revenue Consultative Committee, or alternately develop the concept of Revenue Board.
  • Undertake constant and continuous monitoring and analysis of the revenue situation-collections, problems, effects of external factors, effectiveness of the revenue administration in the execution of revenue policy.
  • Adopt corrective transitional actions to cope with the immediate, real-life problems.
  • Collect public opinions on the problems related with revenue policy and its administration.
  • Prepare and implement annual revenue proposals, estimates and related procedural and legal aspects.
Performance Indicators
  • Broadened tax base [(a) Number of taxpayers; (b) Number of areas covered.]
  • Reduced grievances
  • Achieved targets in revenue collection-achieve total revenue collection (tax and non-tax) up to 13% of GDP in next three years.
  • Increased cost effectiveness.
  • Reduced legal disputes
  • Improved database-regular management reports on revenue collection, issues and performance of the administration.
  • Effective and prompt monitoring-number of cases handled, promptness (time taken) in cases handled and the number of corrective actions taken.
  • Effectiveness in problem solving regarding the efforts of external factors on the revenue performance-no. of cases handled, analysis done, decisions taken, feedback received and the actual effects of such decisions.
Monitoring/Reporting/Evaluation
  • Monitoring Process
    Regular (weekly) meeting of CMU
    Analysis of weekly and monthly reports-integration and unification of the reports from the Revenue
    Departments and other sources like NRB, FCGO, etc.
    Field visits by CMU
    Interactions with the private sector.
  • Reporting Process
    Fortnightly/monthly/quarterly and annual reports.
    Mid-term review of the revenue proposals and the collections-review the issues, performance, problems and suggestion for future solutions.
  • Evaluation
    Impact analysis at regular intervals-bimonthly.
    Performance evaluation of the Departments based on functional indicators.
    Evaluation based on information received from private sector organisations like FNCCI, Chamber of Commerce, Media, NGOs, other line ministries, etc.
  • Environmental Scanning
    External Forces:
    Lack of cooperation from the private sector.
    Lack of proper and timely flow of required information from departments
    Constant political support and commitment may not be available.

    Internal Forces:
    Lack of proper manpower
    Lack of logistics


    Go To Top
    © Revenue Administration Division of the Ministry of Finance, 2002