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Statement of Intent - 2004 - Part 1

Ensuring we have the right capability - pages 34-35

Our organisational capability is what we need now and in the future to deliver our planned outputs and achieve our outcomes. There are several dimensions to our organisational capability. Figure 18 lists the six most important, as well as indicating where we intend to focus our capability development efforts over the next few years.

Figure 18 -

Capability focus over the next few years

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Capability focus over the next few years

Critical to our capability enhancement are:

  • the continued development of our people's skills and the provision of a supportive working environment
  • the continued simplification of our technology and processes to ensure efficiency gains
  • the provision of targeted funding for capability maintenance and development
  • the ongoing development of positive relationships with our people, the community, other tax administrations and the wider public sector
  • the systematic capture and dissemination of organisational knowledge
  • the need for an adaptable organisational structure.

People and culture

The capability of our people is the single most important dimension of organisational capability. Only through the skills, knowledge and commitment of our people can we expect to achieve our desired future. Through benchmarking, we know that by international standards we operate a highly efficient tax administration*. However, to maintain and continually improve our services, we need to ensure that we provide our people with the opportunity to update and enhance their skills.

* As indicated by the results from the 2003 International Technology Benchmarking Study Report that measures 31 international tax administrations. In New Zealand it costs $73 per taxpayer to operate the tax administration against a tax administration average of $118 and New Zealand spends $0.87 for every $100 collected, against an average of $1.08. In addition, New Zealand costings include social support programme activities which most other administrations do not carry out.

Our human resources strategy is fundamental to the ongoing improvement of our people capability. The strategy describes our people priorities over the next three years to achieve our outcomes, support our business plan and meet the expectations of government, the community and our customers. We have identified three areas of focus-leadership, capability, and relationships.

Leadership

Our leaders need to:

  • clearly communicate Inland Revenue's strategic direction to our people
  • understand what is necessary for maintaining and building a successful organisation
  • demonstrate how the work of our people contributes to our outcomes
  • illustrate the importance of our relationship with the community.

Our leaders are a vital link in ensuring we achieve outstanding results from our people.

Figure 19 -

Our leadership framework

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Our leadership framework

Our leadership expectations set what behaviours we expect our leaders to demonstrate. These are incorporated into job expectations and our performance management system (see Figure 20).

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Other pages in: Statement of Intent - 2004 - Part 1
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Date published: 16 Nov 2004

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