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Our Mission

To promote Compliance with our direct tax laws, through caring taxpayer service and strict enforcement, and thus realize maximum resources for the Nation.

Our Values

  • Integrity of conduct,
  • Dedication to our duties and values,
  • Professionalism in our work,
  • Attitude of service to our clients and
  • Fostering mutual confidence.

Our Global Vision

The Department will be recognized as a professional organization, collecting resources efficiently, considerate towards its clients, adapting and improving and promoting voluntary compliance.

This would be achieved through

  • Professional excellence and high ethical standards of its personnel,
  • Strict and fair enforcement,
  • Simplification of tax laws and procedures,
  • Client assistance programmes and
  • Modernization initiatives.

Our Overall Strategy

Overall, as an organization, we aspire to adapt and improve.

Outdated practices, procedures, systems and attitudes have to change, or be replaced by new ones.  Modernization and change will characterize our efforts over the next five years.

Sectors, considered crucial, have been selected for special focus.  Change initiatives in these sectors are expected to bring about desired improvements in the Department.  These sectors are:

  • Human Resource Development
  • Enforcement
  • Simplification & Client Assistance.
  • Modernization.

Sectoral strategies are available in the pages that follow.

Human Resource Development

Our Goal

A motivated workforce, professional in work, discerning, helpful to clients.

Our Vision

Professional excellence and high ethical standards of Departmental personnel will lead to its being recognized as a helpful organization, manned by proficient functionaries, who work to serve, with probity, and thus promote mutual confidence.

The areas that will receive special attention are:

  • Adequacy of manpower, with assured career progression.
  • Improved housing, office accommodation and other infrastructural facilities.
  • Improved and intensified training in
    • Work methods and technologies,
    • Professional behaviour and
    • Modern management methods.
  • Accountability at all levels and recognition of good work.
  • Introducing job enrichment, job enlargement and job rotation schemes.
  • Providing stress-free work environment.
  • Zero tolerance of breach of integrity.

OBJECTIVES

  

KEY RESULTS

To rightsize the Department, with assured minimum career progression for all officers and staff.

  

Completion of such exercise by 2001.

To provide adequate governmental residential and office accommodation, and to improve other infrastructural facilities.

  

Making this an ongoing exercise.

To make training more need-based and user-led with greater stress on behavioural training.

  

Adopting and implementing a purposive Systems Approach based training policy in 2000.

Setting up systems to deliver customized training as and when needed, through more distance, on-the-job, audio-visual and computer-aided training schemes by 2002.

To inculcate high computer literacy in officers and staff.

  

Expanding computer training and coaching including “hands-on” experience gathering and computer orientation by 2000.

Recruiting computer-savvy personnel only by 2001.

To introduce greater accountability at all levels.

  

Defining jobs and assigning responsibilities for the same, along with accountability by 2002.

To consider schemes for recognition of good work.

  

Consider formulating such schemes by 2001.

To consider introducing job rotation, job enrichment and job enlargement.

  

Setting up a committee for this purpose by 2001.

ENFORCEMENT

Our Goal

Combating evasion and Winning voluntary compliance.

Our Vision

Strict and fair enforcement will lead to the Department being perceived as an organization of acknowledged integrity, effective and efficient, just and fair, transparent and communicative, firm on evaders and benign on the compliant .

Enforcement is our raison d’etre.  It embraces the gamut of acts from compelling observance of the laws to stimulating voluntary compliance, from coercion to facilitation.  We seek to be effective in both.  The Department, too, has statutory duties to discharge; this will receive significantly more attention than before.  “Not a pie more, not a pie less” will be our maxim.

The growth trend of taxpayer population is straining the investigative reach of the Department.  So now, the anachronistic methodology of individual, mostly “armchair”, initiatives will give way to an organization-wide “system” based mainly on

  •             intelligence gathering,   
  •             inter-intelligence agency liaisoning,        
  •             honing of investigative skills,
  •             mobility to investigators and
  •             selective scrutiny.

Alongside will begin a forceful initiative towards client facilitation.

OBJECTIVES

KEY RESULTS

To ensure compliance by taxpayers.

  

Making on-line allotment of PAN functional in major cities by 2001.

Starting processing of returns on computers by 2000.

Starting computerized monitoring of filing returns and pursing-cases of stop-filers and non-filers by 2001.

To strengthen scrutiny assessments

  

Revamping procedures of collecting information through Central Information Branch (CIB) and also otherwise by 2001.

Starting to create computerized databases of commercial and monetary intelligence by 2000.

Creating mechanism for assessee-wise transaction databases, including countrywide computerized TDS networking by 2001.

Starting to use computer software for criteria-based selection of cases for scrutiny, by 2001.

Introducing mobile outfits by 2001.

To strengthen intelligence sharing and exchange.

  

Reengineering business processes for better coordination among enforcement agencies, by 2001.

Setting up revenue posts abroad by transnational information and investigation, by 2002.

To improve statutory compliance by the Department.

  

Creating a culture of acknowledging statutory communications by 2001.

Significantly speeding up refunds, appeal effects and rectifications by 2001.

 


SIMPLIFICATION CLIENT ASSISTANCE

Our Goal

Easier Compliance

Our Vision

Simplification of tax laws and procedures and client assistance programmes will cause the Department to be seen as a thinking organization, that strives to simplify and speed up processes, and ease procedural burdens and seeks to educate, guide and assist its clients.

We believe that the delinquent among our clients are not many.  The majority wish to comply with the laws, only, they want such compliance to be made easy, simple and hassle-free.  That is why we see ourselves, more and more, in the role of a facilitator.

Knowing that, at present, tax compliance is a worrisome exercise for many taxpayers, we have formulated definite measures to increasingly ease such worry.  The important ones are the following:

  •             Getting the direct tax laws and rules simplified and rationalized.
  •             Making business processes less complex, inducting computerized data processing
  •             Setting up mechanism to educate, guide, inform and help our clients.

A taxpayer-friendly regime is what we want to herald.

OBJECTIVES

  

KEY RESULTS

To simplify and rationalize the laws and rules.

  

Initiating law simplification exercises, by 2001.

To monitor the impact, and judicial interpretation, of statutes.

  

Setting up systems for speedy and continuous monitoring of appellate orders, by 2000.

Strengthening Research & Statistics unit attached to Central Board of Direct Taxes by 2000.

To speed up appellate processing.

  

Reducing Departmental litigation at all levels, by 2001.

To improve Client Education and assistance.

  

Adopting lecture, workshop, audio-visual and computerized multimedia methods for regular client education and assistance, by 2001.

Setting up a committee to consider establishing “Help Offices” run by direct tax conversant persons, like retired Departmental officers by 2001.

Setting up national and regional Departmental internet web-sites, and e-mail addresses by 2001.

Revamping and expanding Public Relations offices and improving Facilitation Counters by 2000.

Installing telephonic Interactive Voice Response systems at major stations by 2001.

Instituting posts in Indian Embassies and Missions abroad to inform and guide NRIs and foreign investors on matters relating to taxation and investments in India by 2001.


MODERNIZATION

Our Goal

Adaptation and improvement

Our Vision

Modernization initiatives will cause the Department to be regarded as a progressive and proactive organization that copes with increasing volumes of work and challenges of changing times, with innovation and imagination, and advanced technologies.

Tax taxpayer population has been growing fast, exponentially, pressing its won logic upon us, of the imperative to change and modernize the administration. Adaptation and improvement will, therefore, mark our initiatives over the next half decade, in the work we do and the way we do it.

A paradigm shift has been programmed, because old edifices of antiquated practices are giving way.  In particular:

  • The mindset that seeks to bring every taxpayer to book will yield to a culture of trust and helpfulness;
  • The archaic register-based system of maintaining records and accounts manually will be replaced by computerized database management information systems;
  • Routine processing of returns will be computerized; and
  • Management of physical records, like files, will be overhauled.

OBJECTIVES

  

KEY RESULTS

To have requisite autonomy and financial freedom as an organization.

  

Enhancing financial autonomy of CBDT to adequate level, by 2001.

To modernize business processes and enhance bulk-handling capacity.

  

Completing talks with personnel on computerization, by mid – 2000.

Formulating and publicizing new work procedures, including new records management and computerized return processing procedures by early – 2001.

Starting computerized pilots in Tax Deduction at Source (TDS) by 2000.

Starting data capture from income-tax returns proper by 2001.

Having model offices in each Commissioner of Income-tax (CIT) charge by 2002.

Having modern visitors’ waiting halls in every office by 2002.

Identifying and eliminating avoidable expenditure and thus optimizing cost of collection.

Efficiently handing something like 5 crore returns yearly, by 2005.

Operationalizing Assessee Information System (AIS), Individual Running Ledger Account (IRLA), Assessment Information System (AST) and other important application software by 2001.

Introducing electronic fund transfer (EFT) for tax payments and refunds by 2001.

To restructure work outfits to suit changed work requirements.

  

Restructuring work-groups and echelons as needed by 2001.

To undertake new initiatives in keeping with the times and for better client service.

  

Starting initiatives in e-commerce, computerized accounts, electronic return filing, electronic data Interchange (EDI), filing of TDS annual returns on magnetic media, and computer connectivity among enforcement agencies and banks by 2001.

Starting pilots in door-step services, like delivering return forms to taxpayers per mail by 2002.

To bring tax compliance awareness among citizens.

  

Starting campaign among high school and college students on the need and benefits of tax compliance by 2001.

Starting schemes to formally involve school children in programmes to promote awareness of fiscal obligation among the citizenry by 2001.

 
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