Senior management at HM Revenue & Customs has failed to inject pace,
confidence and dynamism within the department, an influential report has found.
Review, undertaken by cabinet secretary and head of the Home
Civil Service Sir Gus O’Donnell, found a department that is set to meet its
efficiency savings but is short on seven of its ten service-level targets.
Middle managers are unclear about what the senior management’s vision for the
department’s future. Only 17% of middle managers think senior management is
effective at leadership.
‘The department needs to address a disconnect… about the ability of HMRC to
set direction,’ said the report. A restructuring of the department’s management
lines and responsibilities is required, it said.
The role of former CIO Steve Lamey, now COO, must be clarified, and the board
should have separate roles for a chief executive and non-exec chairman.
A complicated ‘matrix-management’ structure at the department and extensive
use of sub-committees has ‘diffused accountability’, leading to an increase in
risk of errors being made further down the organisation.
In light of this finding and PwC chairman Kieran Poynter’s ongoing review of
HMRC’s data security, the department has already begun to change its structure,
chairman Dave Hartnett.
‘We will now create a simpler structure so that everyone understands who is
responsible for what,’ said Hartnett.
"The whole idea of HMRC officials supplying confidential information about individuals to the media on a non-attributable basis is, or should be, a matter of serious concern," say Supreme Court judges
UK-based non-doms have paid ten times more tax than the average taxpayer, raising concerns over the Brexit impact on non-dom contributions and therefore, the economy
A senior MP has questioned the impact of HMRC’s decision to undertake yet another radical overhaul of its internal structure
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