IR for the future - 2011 onwards

IR for the future - our guiding document

IR for the future is our new guiding document, launched on 31 March 2011. It describes at a strategic level the purpose of Inland Revenue, what we want to be, the service we want to provide our customers, and the key challenges for our organisation.

Inland Revenue is a dynamic and highly successful organisation, operating in challenging times. Our new strategic document will guide us in the years ahead as we continue to contribute to the economic and social wellbeing of New Zealand.

Time for a new focus

We know the future will be different. Inland Revenue needs to adapt and be an active participant in shaping our response to that future and the services we need to provide to New Zealanders.

We've always strived for efficiencies and to provide excellent service to our customers. Under the current economic environment there is now more pressure on us to demonstrate value while continuing to maintain government revenue and providing great service.

IR for the future builds on our previous strategic document Our Way Forward. The environment we work in has changed considerably since that document was launched in 2006, so we've added to and strengthened some of the core principles that have guided us over the last five years, and included goals that will see us well into the future.

What it means for our customers

Our vision is to be a world-class revenue organisation recognised for service and excellence.

We want to make it easier for customers to manage their own entitlements and responsibilities, so they'll have certainty sooner. We want customers to experience faster and more efficient service from us as we continue to streamline our processes and improve our systems.

It'll be quicker to get what customers need from different government agencies as we look to deliver services together. This will also reduce administrative costs across government.

We will make it easy to get things right, and hard to get things wrong, so New Zealanders can have confidence that everyone pays and receives the right amount.

I'm really excited about the future of Inland Revenue, as we continue to shape our services into a world-class revenue organisation that contributes to the success of New Zealand.

Robert Russell
Commissioner of Inland Revenue

IR for the future

• Our mission and vision
• Our culture and values
• Our challenges and transformation goals
• Our six strategic priorities

Our mission and vision

Our mission

• We contribute to the economic and social wellbeing of all New Zealand by collecting and distributing money.

Our success is reflected in two outcomes:

• Revenue is available to fund government programmes through people meeting payment obligations of their own accord; and
• People receive payments they are entitled to, enabling them to participate in society.

Our vision

• A world-class revenue organisation recognised for service and excellence.

We work with customers and other organisations to make compliance easy and to give New Zealanders confidence that everyone pays and receives the right amount.

To be recognised for service and excellence we aim to achieve the performance goals that define a world-class revenue organisation. These are:

• Speed
• Certainty
• Compliance
• Value

Our culture and values

Our beliefs, values and ways of behaving are important to us in how we work and deliver our services. Our values are:

• Trust and integrity
• Valuing people
• Innovating to make a difference
• Working together

These values support a culture based on good relationships, continuous improvement and collaboration, so that we can achieve our performance goals.

Our challenges and transformation goals

We've always strived for efficiencies and to provide excellent service. Under the current economic environment there is now more pressure on us to demonstrate value. The way we respond to the changing needs of our customers also plays an important role in our future.

We know we need to:

• Reduce our cost of administration
• Maintain government revenue in a challenging economic environment
• Work more across government to improve services
• Respond to the challenges of an increasingly digital world
• Improve the quality of information we use to make business decisions
• Improve the responsiveness and agility of systems that hold and process business information.

By transforming the way we do things, the key features of our business in the future will be:

• Efficient self-management options for customers that provide speed and certainty
• A broader approach to compliance based on smarter use of information and a wider range of interventions
• A range of different working relationships with other organisations, including strategic partnerships to deliver some services
• Less transactional work and less direct contact required with customers
• Excellence in complex technical work
• More automation and streamlined information flows
• Greater use of commercial IT products in our systems and services
• A healthy culture which our people value and thrive in.

Our guiding document, supported by detail in our strategic plan, business plans and by all our transformation work, will help Inland Revenue meet its challenges, deliver on our priorities and make our vision a reality.

Our six strategic priorities

Our priorities describe at a strategic level the areas we need to focus our effort and resources in order to transform Inland Revenue and build our capability for the future.

	We retain, develop and attract high-calibre people with the skills required in the future - enabling a culture of service and excellence		We improve the efficiency and effectiveness of government through working with other agencies and private providers
	We proactively influence voluntary compliance and address the causes of compliance risk and threats through a range of interventions		We use our information to make timely decisions and build an intelligence-led organisation
	We move customers to cost-effective channels while creating an environment to make it easy for customers to self-manage		Our systems meet current and future needs

Download ›

PDF | 1.32mb | 1 page

Download Acrobat Reader to view PDF files

Report an accessibility problem for this page

Date published: 10 Jun 2011

Back to top