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Position description - State Services Commission.rtf


									                                                      Position description

Position                        Chief Executive and Commissioner of Inland Revenue

Department                      Inland Revenue Department

Role Profile                    The role of Commissioner of Inland Revenue is one of the largest and most challenging in
                                the Public Service. This is a large operational department with over 5,600 staff operating out
                                of 17 locations and has a highly regarded policy division. The department is positioning itself
                                for the future. At the same time it cannot lose focus on the ongoing operation as a world
                                class revenue organisation.

Position purpose                Inland Revenue is a key agency that is undergoing significant change to the way it works
                                with its customers, the information technology that supports this and the way it works with
                                Government agencies and the private sector.

                                The Commissioner of Inland Revenue will need to be an inspirational change manager who
                                can lead and manage this change while efficiently and effectively delivering the department’s
                                functions of

                                       collecting tax payments, child support and student loans

                                       distributing payments such as tax refunds and rebates, Working for Families Tax
                                        Credits, child support and paid parental leave

                                       central administrator for the KiwiSaver scheme

                                       advising Government on tax policy and certain social policy measures.

Key external relationships      The Commissioner is required to establish and maintain effective working relationships with
                                the following stakeholders:

                                    Government and Parliament:

                                        Minister of Revenue

                                        Minister of Finance

                                        Finance and Expenditure Select Committee.

                                    State Sector:

                                        The Treasury

                                        State Services Commission

                                        Ministry of Social Development

                                        Ministry of Economic Development

                                        Department of Internal Affairs

                                        Crown Law Office

                                        Other Departments and Chief Executives.

File ref: ACE-4
                                Communities and the public:

                                   The tax community including the New Zealand Institute of Chartered Accountants
                                    and the New Zealand Law Society

                                   Business including employers

                                   Payroll providers and other intermediaries.

Performance profile

Accountabilities            The Commissioner of Inland Revenue is accountable to the Minister of Revenue. The
                            Commissioner must perform the duties as set out in the State Sector Act, the Public Finance
                            Act and other relevant statutes and legislation, some of which are listed in the attached
                            departmental profile.

                            The Commissioner is also accountable for:

                                   managing a large complex department undergoing significant change in the way
                                    services are delivered and the technology and skills supporting this

                                   managing a tax system that encourages voluntary compliance by taxpayers, retains
                                    the confidence of the community and proactively addresses compliance risks

                                   ensuring social policy programmes are appropriately managed

                                   working across government to improve services to develop long term strategies

                                   exploring opportunities for wider State sector integration for service delivery

                                   providing high quality tax policy advice (in association with the Treasury) that
                                    supports the Government’s long-term growth agenda

                                   working internationally on tax issues

                                   fulfilling the statutorily independent role of the Commissioner of Inland Revenue.

Critical areas of success   The critical areas of success which are to be achieved over the next five years are:

                                   leading and delivering a major business transformation programme in Inland
                                    Revenue, including upgrading technology and changing the way services are
                                    delivered. Key elements of this programme will be:

                                    –      efficient self-management options for customers

                                    –      a different set of working relationships with private sector organisations such
                                           as payroll providers and tax intermediaries

                                    –      more automation and streamlined information flows supported by upgraded

                                    –      retaining, developing and attracting high calibre people with the skills required
                                           for the future

                                   providing high quality tax policy advice in support of Government’s objectives of long
                                    term economic growth

                                   maintaining the emphasis on voluntary compliance and actively addressing the
                                    causes of compliance risk

                                   improving efficiency and effectiveness through different service delivery models using
                                    other government agencies and private providers

                                   managing service delivery in a constrained fiscal environment.

Person profile

Leadership within the Public             Excellent leadership by Public Service chief executives is essential to high performing
Service                                  departments and a high performing Public Service. Chief executives are required to work
                                         together in a spirit of service and strive towards the overall goal of a system of world class,
                                         professional State Services, serving the government of the day and meeting the needs of all
                                         New Zealanders.

Profile                                  The Commissioner does not need to be a tax expert. He or she has to have a grasp of the
                                         principles and operation of the tax system and an understanding of tax matters sufficient to
                                         exercise the statutory responsibilities of the position.

Position specific                        The descriptors below summarise the competencies in which the Commissioner of Inland
competencies                             Revenue, will need to be skilled.

Strategic skills                         Effective chief executives possess a depth and breadth of knowledge. They are
                                         intellectually sharp, and deal with concepts and complexity comfortably. They have a strong
                                         grasp of key trends and issues facing their agency and the wider State sector, and develop
                                         long range strategies and plans. The Commissioner will need to be able to create a
                                         compelling vision and inspire others to support that vision.

Operating skills                         Effective chief executives create focus within their organisations and get things done. They
                                         find ways to eliminate roadblocks and zero in on the vital few issues that require their
                                         attention. They understand organisational processes and identify systemic opportunities for
                                         synergy and integration. They create strong teams by empowering people, fostering open
                                         dialogue, effectively allocating resources and ensuring that individuals work together. The
                                         Commissioner will need to build a high performing leadership team to ensure that while
                                         major change is taking place, no focus is lost on the core activities of the department that
                                         are vital to New Zealand.

Courage                                  Effective chief executives can be counted on to step up when times are tough. They do not
                                         shirk personal responsibility. They anticipate potential conflicts and make conscious choices
                                         about the approach they will take. If conflict arises they look for common ground; resolving
                                         differences equitably and calmly. They are willing to take the lead on controversial issues.
                                         They read situations and people accurately. They are a good judge of people and are able
                                         to clearly see their strengths and limitations.

Organisational positioning               Effective chief executives understand the political and organisational context within which
skills                                   they work. They are sensitive to political processes and anticipate risks and how others may
                                         respond. They can manoeuvre through complex political situations effectively and quietly,
                                         whilst maintaining Public Service standards of political neutrality. They know how to get
                                         things done within the political and organisational context and understand the origin and
                                         reasoning behind key policies, practices and procedures. To achieve the change
                                         necessary, the Commissioner will need to position the department to work with others but
                                         always retain the independence needed to undertake the statutory role.

Acting with honour and                   Effective chief executives adhere to the Standards of Integrity and Conduct for the State
integrity                                Services, during both good and bad times. The Commissioner needs to model the highest
                                         standard of personal integrity and drive a culture of integrity, honesty and professionalism in
                                         his or her department that underpins the Inland Revenue’s position as one of the most
                                         trusted organisations in New Zealand.

          These skill descriptions are based on Lominger International’s LEADERSHIP ARCHITECT Competency Sort Cards, Copyright  1992, 1996,
          2001-2003 Lominger Limited, Inc., a subsidiary of Korn/Ferry International ALL RIGHTS RESERVED, and are used with the express permission of
          Lominger International.”

Energy and drive             Effective chief executives consistently demonstrate energy and drive for better results. They
                             don’t give up in the face of resistance or setbacks, however, they are also willing to adapt
                             their approach if necessary to achieve the desired results. They consistently and constantly
                             strive for better performance, balanced with a concern for people and due process. This is
                             a big and complex role for an ambitious leader.

Personal and interpersonal   Effective chief executives have highly developed personal and interpersonal skills.
                             In terms of personal skills, they know themselves well, are open to criticism and seek
                             feedback. They learn from their mistakes and strive constantly to develop themselves. They
                             are adaptive. They can be counted on to remain calm and hold things together in tough

                             In their dealings with others they are good listeners and can easily establish rapport with
                             people from all walks of life. The Commissioner needs to be able to build relationships of
                             trust and respect with the tax profession, businesses, the general public, colleagues,
                             Ministers and staff even while exercising the powers of the Commissioner.

Security Clearance           Appointment will be subject to a New Zealand Government Secret security clearance.

Departmental profile

Department             Inland Revenue’s primary functions are the collection and disbursement of revenue and

                       The services are delivered through business groups that generally deal with both tax and
                       social policy programmes. They provide information and assistance, carry out high-volume
                       processing of returns and payments, as well as delivering enforcement services such as
                       audit, debt management and litigation. Specialist groups also provide corporate and IT
                       functions, adjudication and ruling services, and policy advice.

                       In 2009/10 Inland Revenue:
                           had 6,965,000 taxpayers (individuals, businesses, partnerships, trusts and other
                           collected $46.0 billion in tax, over 80% of core Crown revenue
                           disbursed $2,787 million of Working for Families Tax Credits, and $2,648 million of
                            KiwiSaver payments to fund providers
                           answered 4,230,914 telephone calls and supported 15,402,277 self-help and online
                            service enquiries.

Legislation            The Chief Executive of the Department is designated the Commissioner of Inland Revenue
                       under s. 6A of the Tax Administration Act 1994 and has statutory powers under this and
                       other acts.
                       The Commissioner of Inland Revenue is charged with the care and management of the
                       taxes covered by the Inland Revenue Acts and with any other functions conferred on the
                       Commissioner. It is the Commissioner’s duty, notwithstanding anything in the Inland
                       Revenue Acts, to collect over time the highest net revenue that is practicable within the law,
                       having regard to:
                           (a) The resources available to the Commissioner; and
                           (b) The importance of promoting compliance, especially voluntary compliance, by all
                               taxpayers; and
                           (c) The compliance costs incurred by taxpayers.
                       The Department administers a range of acts, regulations, orders and notices, and double tax
                       agreements, including:
                          Child Support Act 1991
                          Estate and Gift Duties Act 1968
                          Gaming Duties Act 1971
                          Goods and Services Tax Act 1985
                          Income Tax Act 2007
                          Stamp and Cheque Duties Act 1971
                          Student Loan Scheme Act 1992
                          Tax Administration Act 1994
                          Taxation Review Authorities Act 1994
                          parts of the Parental Leave and Employment Protection (Paid Parental Leave) Act 2002
                          parts of the KiwiSaver Act 2006.

Functions              Inland Revenue has three main responsibilities:
                       Collecting revenue
                       Inland Revenue assesses and collects over 80% of core Crown revenue. The principal taxes
                       administered are income tax and goods and service tax, but the department also collects
                       several special-purpose duties and levies and administers unclaimed monies.

                           Administering social policy programmes
                           Inland Revenue administers and delivers:
                               Child support—developing policy and managing service delivery for child support,
                                as an intermediary between paying parents and custodial parents.
                               KiwiSaver—being central administrator of KiwiSaver, collecting payments and
                                disbursing them to scheme providers for investment.
                               Paid parental leave—delivering paid parental leave payments for the Department
                                of Labour to parents who take leave from their job or business to care for a new
                               Student loans—collecting loan repayments from borrowers. (The programme is
                                jointly administered with the Ministries of Education and Social Development).
                               Working for Families Tax Credits—distributing entitlements to support families in
                                work. (The programme is jointly administered with the Ministry of Social
                           Providing policy advice
                           Inland Revenue provides advice to the Government (with the Treasury) on all aspects of
                           tax policy and social policy measures that interact with the tax system, drafts tax
                           legislation, supports bills through the parliamentary process, negotiates New Zealand’s
                           international tax agreements and forecasts tax revenue.

Government priorities      The Government’s priorities for New Zealand’s economy include building a growth-
                           enhancing tax system that:
                                creates incentives for people to work hard, improve their skills and get ahead
                                encourages savings, boasts productivity and is fair to all New Zealanders.
                           The Government also expects more efficient and effective services for New Zealanders
                           achieved through initiatives aimed at better public sector performance.
                           In this context inland Revenue is expected to:
                                implement the tax measures announced in Budget 2010
                                deliver a tax administration which supports Government’s objectives
                                continue the international tax reforms that aim to improve the competitiveness of
                                 New Zealand companies overseas and to make New Zealand more attractive for
                                 international investment.

Outcomes                   Inland Revenue’s primary outcome is improving the economic and social wellbeing of
                           New Zealanders. This outcome is supported by the intermediate outcomes which focus
                           on collecting revenue and disbursing payments to customers. To be successful in
                           delivering its outcomes, Inland Revenue must maintain the integrity of the tax and social
                           policy systems, while maximising voluntary compliance.

Organisational structure

Dimensions                 The department employs 5,646 people and has offices in 17 locations throughout New

Appropriations   The Minister of Revenue is responsible for appropriations in the Vote for the 2011/12
                 financial year covering the following:
                    $679 million on departmental output expenses, including management of debt and
                     outstanding returns, policy advice, services to inform the public about entitlements
                     and meeting obligations, services to process obligations and entitlements, and
                     taxpayer audit
                    $80 million for departmental capital expenditure
                    $3,813 million for non-departmental benefits and other unrequited expenses
                    $9 million for non-departmental borrowing expenses, and
                    $1,788 million for non-departmental other expenses.
                 The Minister of Revenue is also responsible for Crown revenue and receipts in the Vote
                 for the 2011/12 financial year covering the following:
                    forecast of $49,149 million on tax revenue
                    forecast of $1,397 million on non-tax revenue
                    forecast of $839 million on capital receipts.


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