www.kra.go.ke sixth corporate plan 2015/16 - 2017/18 highlights on key aspects
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www.KRA.go.ke
SIXTH CORPORATE PLAN
2015/16 - 2017/18
HIGHLIGHTS ON KEY ASPECTS
www.KRA.go.ke
1 BACKGROUND Plan aligned with key National Policy Objectives
Vision 2030 Robust Revenue Mobilization Trade Climate Improvement Deepening Regional Integration Strengthening Border Control
• Improves on 5th Plan by better aligning Targets and Tasks
• Seeks to deepen/entrench Customer Focus culture
Vision & Theme – Customer centric
Internal processes re-organization
Deepening automation
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2 VISION, MISSION, CORE VALUES
THEME
VISION To facilitate Kenya’s
Transformation through Innovative,
Professional and Customer-Focused, Tax Administration
MISSION Building Trust
through Facilitation so as
to foster Compliance with Tax and Customs
Legislation
COREVALUES
Trustworthy Ethical
Competent Helpful
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3 THEME
Seeks attitudinal change - from Enforcement Approach to Building Taxpayer Trust through Facilitation
Emphasis on creating environments that foster Voluntary Compliance
Convenience – electronic and mobile service platforms, customer service outlets (iTax, Huduma services)
Customer outreach – reorganize field operations to focus on education and taxpayer support activities
‘Building Taxpayer Trust through Facilitation for Enhanced Tax Compliance’
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3 Theme (Cntd)
Professionalize audit and investigation activities – set up specialized audit centres and re-focus investigation strategy.
• Deepen staff change management programme
Clarity in departmental priorities – e.g. trade facilitation for C & BC
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4 VISION
Outward rather than Inward looking Focus on Kenya not KRA – rationale for KRA existence Aligned with National aspirations Clarity on how to deliver Vision
Innovative practices – processes & technology Customer Focus – attitudinal change Professionalism – skills & ethics
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5 CORE VALUES
Condensed into 4 from previous 8 Aligned to Vision & Theme Emphasis on promoting Public Trust & Confidence Achievement supported through robust process,
technology and people change programmes
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6 KEY STRATEGIC THRUSTS Enhanced Public Service delivery – internal process,
legal and technology reforms Revenue Enhancement – leverage technology to
facilitate taxpayer base expansion and improve detection capacity (third party data usage, data analytics, leverage Single Collector status), enhance Tax Dispute Resolution
Border Control – entrench Lead Border Agency role (BCoCC, OSBP) takeover), establish effective internal structures/collaboration mechanisms, implement effective technology systems (Cargo Scanning and ECTS solutions)
Financial Sustainability – develop strong rapport with National Treasury, explore alternative funding options
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7 BALANCED SCORE CARD PERSPECTIVES
7.1 People Perspective Key Goal: A professional, ethical and courteous workforce Key Actions:
• Promote internalization of Core Values
• Revamp HR processes
• Drive employee satisfaction – improve work environment, terms of service.
• Promote ethical behaviour – rewards & sanctions, IGS implementation
• Implement Leadership Development Programme
• Revamp KESRA to support dynamic staff capacity building
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7 Balanced Score Card Perspectives (Contd.)
7.2 Customer Perspective
Key Goal: High quality customer service that promotes strong brand acceptance
Key Actions:
• Reform approach to Marketing & Publicity
• Raise customer satisfaction levels – target 80% by 2017/18
• Build strong stakeholder partnerships – business, professionals, OGAs - structured calendar of events
• Support strong brand building - robust marketing effort
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7 Balanced Score Card Perspectives (Contd.)
7.3 Process Perspective
Key Goal: Strengthen capacity through Organizational and Business Process reforms
Key Actions:
• Underpin technology as Strategic Investment
• Champion legal and internal process reforms (conduct of audits and investigations, dispute resolution, Customs procedures)
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7 Balanced Score Card Perspectives (Contd.)
7.3 Process Perspective (Contd.)
• Transit to fully automated Single Collector
Seamless electronic platforms for all operations – iTax, iCMS, ERP
Intelligence/technology driven interventions –reduce scope for human discretion.
Risk profiling & audit selection Customs interventions
Develop Data Warehouse solution
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7 Balanced Score Card Perspectives (Contd.)
7.4 Revenue Perspective
Key Goal: Enhance Revenue mobilization through taxpayer base expansion, implementing innovative, intelligence driven compliance processes.
Key Actions:
• Implement actions under 7.1, 7.2, 7.3
• Expand taxpayer base through innovative recruitment (WH and other data)
• Champion innovative tax regimes – rental income, SBT (alternatives to ToT)
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7 Balanced Score Card Perspectives (Contd.)
7.4 Revenue Perspective (Contd.)
• Enhance audit efficiency – ACEs, Risk-Based selection
• Revamp Debt Management – consolidation, skills
• Implement Alternative Dispute Resolution – hasten dispute resolution.
• Leverage County Network
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Selected Key Performance IndicatorsINDICATOR MEASURE BASELINE 2017/18 TARGET
Revenue collection Kshs. million 1,067,749 2,050,626
Paying Taxes ranking Number 102 50
Pre Arrival declaration % of imports 70%
EACC integrity level No. 4 5
ERM tools implementation % of business units 54% 80%
ADR revenues Kshs. mn 0 13,500
VAT/total revenues % 25% 35%
Active Taxpayers No. 1,600,000 4,000,000
Property Income: % of income % 7.7%
Customer satisfaction % 65% 80%
Employee satisfaction % 65% 80%
Cost of collection % 1.3% 1.25%
KESRA fee paying students No. N/A 5,000
Electronic filing /payment % 20% 80%
Goods under electronic control (customs)
% 23% 100%
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