Case stories on capacity development and sustainable results

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8 Capacity: ResultsThe management structure has becomemore decentralized, now comprising sixregional offices. This allows tax authoritiesto be close to their clients, which hasincreased awareness and compliance.The intensive use of training and professionaldevelopment in revenue administrationand IT has enhanced theDepartment’s capacity and has made itsperformance indicators particularly encouraging.The main indicator used for efficiencyof tax collection is the cost of collectionratio. The average cost of collectionof 100 Nu (Bhutanese currency) is 1.9, astriking statistic that compares favorablyin the international context. (The figurefor the USA is 0.39, while it stands at 0.73in Denmark.)The Institutional Capacity Programmehas strengthened the skills of staff of theDepartment of Revenue and Customsthrough in-country training programmes.Capacity development investmentsThe professionalization of revenue managementhas been a long, but successful, processinvolving training, decentralisation of taxmanagement, the introduction of an informationmanagement system and a public educationcampaign.The management structure has become moredecentralized, now comprising six regionaloffices. With tax authorities close to the clients,awareness and compliance have increased.The introduction of the new IT system hasimproved tax administration and improvedconsistency of data.The staff of the Department of Revenues andCustoms has received intensive training inrevenue administration and use of the informationmanagement system.Education programme for the general public hasincreased taxpayers compliance.A 2003 IMF report noted that the Departmentof Revenue and Customs’ hasrelatively few staff – around one per 250taxpayers – but that their capabilities areimpressive. The introduction of a new ITsystem for tax and customs has improvedtax administration and enhanced monitoring,evaluation, and reporting.Another significant achievement is theincreased compliance of the general public(taxpayers) as a result of an effectiveeducation programme which includedtraining, workshops, and awareness campaigns.Support to the capacitydevelopment processNational investmentsThe Department of Revenue and Customshas enjoyed strong and stable leadershipwith strategic vision. The awarenessamong the senior management of themain challenges facing the Departmenthas led directly to requests for capacitydevelopment support.
hutan9Between 2001 and 2006, the Governmentsupported the Department’s budget tothe tune of around 90 percent. The professionalizationof revenue managementhas been a long but successful processinvolving training, the introduction of aninformation management system, the decentralisationof tax administration and apublic education campaign.The Department of Revenue and Customshas supported the development of its staffcapacity through in-country training andstudy visits. Significant investments intraining and professional developmenthave been made: between 1997 and 2004around 500 participants attended trainingcourses at the Royal Institute of Management.Significant investments were alsomade in new IT systems. Supported bytechnical assistance, this has led to improvedconsistency of data.Development partners’ supportFind out morePlease contact Kaysang W. SamdupCommunication SpecialistEmail: kaysangsamdup@hotmail.comPhone: 975333771/322319Web: www.mof.gov.bt/drcThe Department of Revenue and Customshas driven the reform process of the nationaltax administration function withsupport from Danida. Between 2001 and2006, Danida provided financial supportto the Department’s Institutional CapacityProgramme, worth approximately 10percent of the total budget. The effectivenessof the Danish capacity developmentsupport has been due to the flexibility ofits approach in aligning with the aimsand mission of the Department’s strategy.Technical assistance to support the draftingof complex legislation and the introductionof the new IT systems have alsocontributed significantly to developingthe Department’s institutional capacity.
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Page 5 and 6: iiiForewordAbout the publicationAck
Page 7 and 8: vthe necessarily long-haul efforts
Page 9 and 10: viiin turn, have contributed to bet
Page 11 and 12: nard Conilh de Beyssac, Jan Ubels,
Page 13 and 14: xi►► Results focus is critical
Page 15 and 16: 1ALBANIA - Strengthening localgover
Page 17 and 18: albania3the chairmanship of the Kuk
Page 19 and 20: ASIA AND THE PACIFIC5training parti
Page 21: hutan7BHUTAN - Building capacitiest
Page 25 and 26: ETHIOPIA11and view profiles of indi
Page 27 and 28: guinea-bissau13GUINEA-BISSAU - Supp
Page 29 and 30: guinea-bissau15dialogue with the se
Page 31 and 32: kenya17Some major results include t
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Page 35 and 36: LAO PDR21selected to participate in
Page 37 and 38: NIGERIA23Its improved organizationa
Page 39 and 40: PAPUA NEW GUINEA25PAPUA NEW GUINEA
Page 41 and 42: PAPUA NEW GUINEA27cial and Local Go
Page 43 and 44: PARAGUAY29Firstly, the Ministry of
Page 45 and 46: São Tomé e Príncipe31São Tomé
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Page 49 and 50: sierra leone35The strategy also sou
Page 51 and 52: UGANDA37UGANDA - Using multi-stakeh
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Page 55 and 56: ZAMBIA41The experience of successfu
Page 57 and 58: 43ZAMBIA - Building capacity of sma
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