Foreword
When we published our fifth Statement of Strategy in January 2005 we made it clear that our primary strategic objectives would be improving compliance and maximising revenue collection. We believe that we successfully delivered on those twin objectives during the past three years and that we did so through a focus on high quality service delivery and risk-based compliance interventions.
We would not have achieved these objectives were it not for the ongoing modernisation of the Revenue organisation and, as always, the extraordinary efforts of professional and dedicated staff.
The fundamentals of our strategic approach will not change during the next three years. However, there will be change in the external environment in which we will operate.
The expected slowdown in economic growth will challenge us, not just in revenue collection, but in making sure that we make a real input to improving the competitiveness of the Irish economy and facilitating business growth including inward investment. Societal change brings with it the modern reality of greater drug abuse and a significant challenge for our Customs Service in interdicting illegal supplies.
In our internal environment the key to another successful three years is building on what we have achieved through high quality service and the risk-based approach. There will be ongoing refinement and extensive innovation in each of these areas.
In the service area, for example, we will explore more customised service delivery and push a simplification agenda that makes compliance less burdensome for both business and personal taxpayers.
In the risk area we will make more and more use of the data and technology at our disposal to target the non-compliant and minimise impacts on compliant taxpayers. We intend to vigorously pursue challenges to the tax base from aggressive tax avoidance and we will continue to increase the numbers of prosecutions for serious tax and customs evasion.
Effective tax and customs administration is at the core of Ireland's fiscal, social and economic foundations. Public confidence in Revenue is therefore vital and we value a reputation as a "can do" organisation that is fair and ethical and delivers through innovation.
We intend to enhance that reputation over the life of this Statement of Strategy – one which will take us to the end of the first decade of the new Millennium.
Josephine Feehily
Chairman
Michael O'Grady
Commissioner
Liam Irwin
Commissioner
Dublin Castle
May 2008