REPORT 2013

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24 FRCA SIX MONTHS REPORT 2013 A) VISION, MISSION AND VALUES & BOARD KPIS Our Vision: Our Mission: To be the premier revenue collection, border management and trade facilitation agency in the region. To be recognized as a leading contributor to Fiji’s economic, security and social programmes, through effectively collecting the majority of Government revenues, carefully protecting its border, facilitation of trade and providing quality advice to key stakeholders. B) Critical Success Fa FINANCIAL Strength risk manageme Managers. Fiscally responsible mana by all Managers OUR FRCA BALANCE SCORECARD 2013 Our Values: BOARD KPIS 2013 Leadership, Results Focus, Continuous Improvement and Learning, Design Quality and Prevention, Partnership Development, Valuing Employees, One Organization. 1. Meet government's expectations that FRCA's performance will steadily improve. Fully implement CAPEX Plan. 2. Fully comply with all statutory reporting requirements. 3. Maintain current levels of employee costs and FRCA's human capabilities will meet the changing needs of the business 4. FRCA to operate more at the convenience, changing needs and expectations of stakeholders 5. FRCA to be accountable for the effective use of its resources 6. Effective Implementation of FRCA Reforms 7. FRCA to conform to international standards in all areas of operation 8. FRCA to maintain a competitive edge in areas of policy development, technical and legal specialities when dealing with domestic and international complexities 9. FRCA to continue to uphold high levels of good governance and integrity INTERNAL PROCE Complete projects on tim budget. We finish what w Promote a culture of gett right the first time, on tim time. C) ORGANIZATION BALANCE SCORECARD 2013 KPI No. Key Performance Indicator (KPI) Measure Target 2013 Out Perform Weighting % KPI No. Key Performance Indicator (KPI) Measure BLOCK 1: FINANCIAL (20%) Block 2: CUSTOMER (10 %) Block 3: ENVIRONMENT AND COMMUNITY (7 %) Block 4: INTERNAL PROCESS (43 %) 1 2 3 Collect Tax and Customs Revenue for Government: Debt Management Meet/Exceed forecasted revenue for all revenue types Total Tax arrears (excluding Government debtors) as at 31 December, 2013 $1.852 billion for 2013 (6.7% more than 2012) Reduction in Debt Cash Collection of Tax arrears Minimum of $50m (from $45m in 2012) $1.889 billion (2% above performance target) 5.0% Not exceeding $100m at Dec 2013. Not exceeding $80m at Dec 2013 2.0% Minimum of $55 m (from $46.5m in 2012) 4 VAT Refunds Reduction in VAT Refunds Below $16m by Dec 2013 Below $15.5m by Dec 2013 2.0% Ratio of Debt to Revenue for Ratio of collectable debt level to net less than 10% less than 9% 1.0% 5 Customs and Tax revenue 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Revenue from Compliance Audits Reducing operational costs Collect revenue from tax and customs audit cases Implement measures to reduce operational costs Minimum of $102 million (from $52.4m in 2012) (Tax $86.0million; Customs $16 million) 4 measures implemented by 31/12/2013. (Increase by 100% over 2012 Target) Zero Fraud Ensure Zero Fraud (Internal) maximum 3 cases (reduce from 2012 target of 5) Cost of Collection Strategic Budget Planning Manage Risks at an acceptable level Customer Service Performance Improve Telephone Service performance Public Relations & Awareness Customer Service Standards and Charter Customer Service Awards Whistle Blowing Policy Public education and awareness Good working relationships with stakeholders Environmentally friendly operations Community Assistance programmes Fully comply with statutory requirements Maintain reasonable levels of Cost of Collection Realistic and cost effective budge plans Prioritize treatment of risks in Risk Register A joint approach in assessing and addressing internal control risks Carry out comprehensive and independent customer survey in 2013 and implement improvements Reduction in Customer Complaints - Only Compliments on Standards and Service Website Usage Make presentations and media releases on FRCA's operations & relevant matters. Customer Service Standards drafted 100% Compliance to service standards Implement a system for recognizing exceptional customer service by staff No of complaints and timeliness in resolving complaints Attend provincial/district meetings; Carry out Schools and Community awareness Compliance with MOU requirements Initiate innovative programs with key stakeholder groups Av 2.1 cents for every $1 collected (2012 - Average of 2.8 cents for every $1 collected) Spending within 2013 Budget Plans and 2014 Budget Plans set by Aug 2013 - Reduce all risks (Extreme, High, Medium, Low) by one level for 50% (From 20% in 2012) of risks identified in the risk register - Implement endorsed audit recommendations within the approved timeline (same as 2012) Survey completed July 2013 (From April 2012 Target) Follow up survey to gauge improvement in November 2013; 5% improvement over June 2013 rating (same as 2012) Customer survey results - 80% addressed and ratified (NEW) Website is uptodate with Divisional posting uploaded within 1 working day of release. Increase in the No. of hits against the older website version Minimum 50 media releases per year (From 8 in 2012) Minimum 20 presentations in a year (From 8 in 2012) May 2013 (From June 2012 target) Sep 2013 (Same as 2012) System in place by June 2013 (From June 2012 target) 80% of complaints addressed satifsfactorily within an average of2 days of receipt All provincial meetings invited to; Min 10 school awareness (From 5 in 2012) 100% (same as 2012) 3 per year (same as 2012) Minimum of $104.04 million (from $52.4m in 2012) (Tax $87.7million; Customs $16.3 million) 6 measures implemented by 31/12/2013. (Increase by 100% over 2012 Target) maximum 1 case (reduce from 2012 target of 3) Av 2 cents for every $1 collected (2012 - Average of 2.7 cents for every $1 collected) Spending within 2013 Budget Plans and 2014 Budget Plans set by July 2013 - Reduce all risks (Extreme, High, Medium, Low) by one level for 60% (From 25% in 2012) of risks identified in the risk register - Implement endorsed audit recommendations within the approved timeline (same as 2012) Survey completed June 2013 (From April 2012 Target) Follow up survey to gauge improvement in November 2013; 50% improvement over June 2013 rating (from 10% in 2012) Customer survey results - 100% addressed and ratified (NEW) Website is uptodate with Divisional posting uploaded within 12 hours of receipt. 50% Increase in the No. of hits against the older website version Minimum 75 media releases per year (From 8 in 2012) Minimum 25 presentations in a year (From 8 in 2012) April 2013 (From April 2012 target) July 2013 (From June 2012 target) System in place by May 2013 (From May 2012 target) 80% of complaints addressed satifsfactorily within an average of 1 day of receipt All provincial meetings invited to; Min 15 school awareness (From 10 in 2012) 100% (same as 2012) 5 per year (same as 2012) Support Green Initiatives 5 initiatives (same as 2012) 8 initiatives (same as 2012) 2.0% Intiate and drive community assistance programs 1 Corporate; one each from each of the 3 divisions for the year (same as 2012)1 Submit statutory reports by due dates 1) Corporate Plan - 2013 to 2018 and Statement of Corporate Intent (SCI) by 30 September, 2011; 2) Half Year Report for 2012 by 31 August, 2011; 3) Draft Annual Report & Un-Audited Financial Accounts for 2011 by 30 April, 2012, 4) The Annual Report and Audited Financial Accounts for 2011 by 31 June, 2012. (same as 2012) 2 Corporate (From 1 in 2012); two each from each of the 3 divisions for the year (same as 2012) 1) Corporate Plan - 2013 to 2018 and Statement of Corporate Intent (SCI) by 15 Sept, 2011; 2) Half Year Report for 2012 by 15 August, 2011; 3) Draft Annual Report & Un-Audited Financial Accounts for 2011 by 15 April, 2012, 4) The Annual Report and Audited Financial Accounts for 2011 by 15 June, 2012. (same as 2012) 1.0% 2.0% 1.0% 2.0% 1.0% 2.0% 1.0% 3.0% 2.0% 2.0% 4.0% 2.0% 2.0% 1.0% 1.0% 2.0% 2.0% 1.0% Block 4: INTERNAL PROCESS (43 %) cont’d 25 26 27 Efficiency of Information Technology Systems ASYCUDA World Project - bridging the gap between stakeholders (traders) to invest in the upgrade for compatibility Tax Portal FITS Replacement 28 DRP Offsite 29 Efficiency of Information E-payment for Customs Technology Systems (cont’d) 30 FNPF/FRCA ID Card Service Excellence Awards Implementation of feasible 31 recommendations; Form Service Excellence committee Implement Budget Policies Decentralization of FRCA Offices. 32 33 34 Tax Portal Moving VAT back into a selfassessment operating environment 35 New Income Tax Decree 2011 Budget Policies - PAYE as Final Tax Implement in 2013 36 37 38 39 40 Implement Reforms in Customs Introducing self –assessment to Income Tax Implement Findings of Time Release Study Review of the ASYCUDA plan against Single Window concept Implementation of the SAFE framework of Standards 41 Customs Legislation Review 42 43 44 45 46 47 48 49 Border Control and Trade Facilitation Review and Standardize SOP's Records Management Unit Ensure effectiveness of Legal advisory services Reduce intervention levels and increase facilitation rate Centralized inspection yard for Customs Full implementation and utilisation of Ionscan machines Implement and fully utilise CCTV to facilitate security and monitoring Implement Canine Unit Ensure SOPs are in place and are current; Review Ciritical processes (Risk Profiling and Ruling System) Finalise approval for Secondary Offsite Storage Complete movement to new site Success rate for legal cases 50 Office Refurbishment Nadi Office 51 Suva Wharf 52 Audits Timely implementation of Internal Audit and Resolution of audit issues Timely implementation of External Audit (Previous financial year) and 53 Resolution of audit issues 24 Management of Staff Leave Implement planned approach to staff leave Maximum 6 days carried forward to next year per officer (same as 2012) Maximum 5 days carried forward to next year per officer (same as 2012) 1.0% "Success is a journ
ctors nt, by all gement, CUSTOMER Seek excellence in every aspect of our interaction. ENVIRONMENT & COMMUNITY Good working relationship with key stakeholders SS EMPLOYEE SATISFACTION INNOVATION AND LEARNING D) SCORECARD RATING GUIDELINES 100% Target met and EXCEEDED with Superior Results (Outperformance Target Achieved) 75% Target met with Satisfactory Results (Performance Target Achieved) 25 e and to e start. Recruit the right people, retain and engage staff. Create an environment where our people are encouraged to meet their full potential and innovation is a daily activity 50% Target not met due to external constraints beyond FRCA control. Critical area of consideration. ing things e, all the Promote a culture that aligns with the Vision, Mission and Values of FRCA. Go and see for yourself to thoroughly understand the situation. Understand what is happening on the ground 25% Below 50% Performance Result. Target not met. Unsatisfactory performance. Critical area for consideration. 0% Below 25% Performance Result. Target not met. Critical area for consideration. E) INDIVIDUAL ASSESSMENT Target 2013 Out Perform Weighting % All stakeholders on board by Sept 2013 Resolve Issues and Upgrade By Dec 2013 Resolve Issues and set project scope by Qtr 4 All stakeholders on board by July 2014 Resolve Issues and Upgrade By Sept 2013 Resolve Issues and set project scope by Qtr 3 1.0% 1.0% 1.0% Plan finalised by Sept 2013 Plan finalised by Dec 2014 1.0% Implemented by Sept, Awareness Implemented by June, Awareness 1.0% Conducted Conducted Jun-13 May-13 2.0% Achieve One level over 2012 award Achieve Two levels over 2012 award 2.0% Customer satisfaction survey 90% service satisfaction. Referrals to other centres (personal visits/ correspondences/telephones) minimised No of hits by Tax Agents. No. of Tax Agents that use the Portal Second Phase 90% completed by Dec 2013 1st and second phase 90% implemented (2012 target) 100% Completed. Zero Referrals to other centres (personal visits/ correspondences/telephones) minimised No of hits by Tax Agents. No. of Tax Agents that use the Portal Second Phase 100% completed Dec 2013 Second phase 90% implemented (2012 target) 1.0% 1.0% 1.0% 100% completed by June 2013 100% completed by April 2013 1.0% SOP, Practice Statement, Guide & IT system in place. Consultations done.(Dec 2013) (From Dec 2012 target) SOP, Practice Statement, Guide & IT system in place. Consultations done.(Nov 2013) (From Dec 2012 target) 1.0% SOP, Practice Statement, Guide & IT system in place. Consultations done.(Dec 2012/2013) Implement 80% Findings Identified Implement planned activities by 80% SOP, Practice Statement, Guide & IT system in place. Consultations done.(Nov 2012/2013) Implement 90% Findings Identified Implement planned activities by 90% 1.0% 1.0% 1.0% at least 25% at least 30% 1.0% Phase 1 and 2 completed Progress into Phase 3 1.0% Reduce to at least 50% Reduce to at least 40% 1.0% Consultancy done by Septemebr Consultancy done by August 2013. 1.0% 2013. Apr-13 Mar-13 0.5% Dec-13 Oct-13 0.5% Establishment of the Unit (staffing and training) by Jan 2014 Establishment of the Unit (staffing and training) by Dec 2013 (100% completed) 1.0% 50% (From 90% in 2012) 70% (From 100% in 2012) 1.0% June 2013 Sept 2013 May 2013 Oct 2013 1.0% 90% (from 85% in 2012) 92% (From 90% in 2012) 1.0% VALUES ASSESSMENT (70 points) Max Score 1 Leadership: We will set directions and create a customer orientation, clear and visible values and high expectations, and ensure the creation of strategies, systems and methods of achieving excellence and building knowledge and 10 capabilities 2 Result Focus: We will focus on results that are guided and balanced by the interest of all stakeholders, using a balanced set of performance measures that offers an effective means to monitor actual performance, and to marshal support for 10 improving results. 3 Continuous Improvement & Learning: We aim to achieve the highest level of performance by adopting a well executed approach to continuous learning and improvement by incremental and breakthrough improvement and 10 adaptation to change that leads to new goals and /or approaches. 4 Design Quality & Prevention: We emphasize on design quality, hence anticipating problems and waste prevention at the design stage. 10 5 Partnership Development: We will build internal and external partnerships to better accomplish its goals. 10 6 Valuing Employees: We will continue to invest in the development of its workforce through education, training and opportunities for continued growth. In return FRCA has the right to expect high levels of productivity and integrity. 10 7 One Organization: Managers and staff will work as one towards the goals of FRCA 10 BEHAVIORAL ASSESSMENT (30 Points) 8 Teamwork: An outstanding team player contributes and ensures the effectiveness of the team/FRCA 10 9 Punctuality and Attendance: Is a role model for punctuality and attendance to work and official engagements. 10 10 Professionalism and Respect: Is a role model for professionalism and respect for all levels irrespective of staff positions. 10 TOTAL 100 Individual Assessment Guideline TOTAL A OUTSTANDING REPORTS, EXCEPTIONAL PERFORMER 9 - 10 90 - 100 B FAVORABLE REPORTS, VERY GOOD PERFORMER 7 - 8 70 - 89 C AVERAGE WORKER, GOOD PERFORMER 6 - 7 60 - 69 D UNSATISFACTORY WORKER, POOR PERFORMER (staff counseling is absolutely necessary 1 - 5 10 to 59 ORGANIZATION BALANCE SCORECARD 2013 (cont’d) Block 5: EMPLOYEE SATISFACTION (10 %) KPI No. Key Performance Indicator (KPI) Measure Target 2013 Out Perform Weighting % 54 HR Development Plan Review of Division Structures Jul-13 Jun-13 2.0% 55 Job Evaluation Study Implement Job Evaluation Study and Full Implementation Feb 2013 Full Implementation Feb 2013 2.0% (Completed) Revised Salary Structure 56 Staff Climate Survey Conduct survey and implement Sept 2013 Survey Completed. July 2013 Survey Completed. 2.0% strategies towards improvement 57 58 Implement Balanced Scorecard 2013 scorecard developed and approved 360 Degree Management Survey June 2013 results and report received Mar-13 Feb-13 2.0% Performance Improvement Plans tracked and improvements reflected by Nov 59 Staff Recognition Staff 2012 Bonus Payment by June 2013 Payment by May 2013 2.0% Implement Staff Recognition System System designed by June 2013; System designed by June 2013; 2.0% 60 and awards night Implemented by Dec 2013 Implemented by Dec 2013 One formal recognition initiative One formal recognition initiative from each Division from each Division Health and Safety a Fit and Healthy workforce 2 out of 3 3 out of 3 2.0% 61 - Family Fun Day and Awards Night - Bainimarama Tournament - Proactive Health measures 62 OHS Compliance against legislation 70% (From 60% in 2012) 80% (From 70% in 2012) 1.0% 2.0% Completed By Dec 2013 By Nov 2013 1.0% 60% Completed By Dec 2013 70% By Nov 2013 1.0% 90% Completed By dates as per dates committed to in the Reports 100% Completed By dates as per dates committed to in the Reports 0.5% Management comments to be submitted by the dates outlined in the Report and 80% resolution completed as per dates commited to in the Reports. Management comments to be submitted by the dates outlined in the Report and 100% resolution completed as per dates committed to in the Reports. ey, not a destination.” 0.5% Block 6: INNOVATION AND LEARNING (10 %) 63 Quality Management 64 Capacity Building Setup Operational Guidelines and Implement Quality Teams to drive process mapping Transfer evaluation and learning 65 Training Prospectus and Grant Claim 66 FRCA Library usage 67 Data Management 68 69 E-learning Strengthen Data Management and Reporting Implement dashboards Full Implementation and usage of e-learning tools 70 Maximise usage of RTC facility and maintain standards at a high level Regional Training Centre (completed) 71 Pool of experts Jun-13 May-13 0.5% "Back to office reports submitted within 7 days after training Reaction evaluation 6 months after training and 100% measured and all recommendations evaluated for implementation" 80% TNA completed and 80% of the 2013 Prospectus implemented; At least 60% levy returned 20% Increase in Staff usage and Library Implement 1 activity Jun-13 At least 40% of Customs staff complete the four core modules and are certified Secure E-learning module for Tax and implement by Sept 2013 At least 2 regional training in a year At least 2 WCO Regional Experts; Increase inhouse trained experts to 15 from all three divisions "Back to office reports submitted within 7 days after training Reaction evaluation 6 months after training and 100% measured and all recommendations evaluated for implementation" 95% TNA completed and 100% of the 2013 Prospectus implemented; At least 80% levy returned 30% Increase in Staff usage and Library Implement 2 activites Positive user feedback on quality and reliability of information from the board At least 60% of Customs staff complete the four core modules and are certified Secure E-learning module for Tax and implement by June 2013 At least 4 regional training in a year At least 2 WCO Regional Experts; Increase inhouse trained experts to 20 from all three divisions 1.0% 1.0% 0.5% 1.0% 1.0% 1.0% 2.0% 1.0%
Page 1 and 2: FIJI ISLANDS REVENUE & CUSTOMS AUTH
Page 3 and 4: 3 ORGANIZATION STRUCTURE BOARD OF D
Page 5 and 6: 5 • Risk & Disaster Management; C
Page 7 and 8: 7 Critical Success Factor: Financia
Page 9 and 10: 9 • The VFD on which duties were
Page 11 and 12: 11 The Prime Minister of Fiji and t
Page 13 and 14: 13 Critical Success Factor: Interna
Page 15 and 16: 15 Description Quarter 1 2012 Corpo
Page 17 and 18: 17 risk based thus modifying the ap
Page 19 and 20: 19 Human Resources Review Workshop
Page 21 and 22: 21 The operating grant was higher b
Page 23: 23 STATEMENT OF FINANCIAL POSITION
Page 27: 27 Fiji Revenue & Customs Authority

REPORT 2013

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