HMRC has announced a restructuring of its high level organisation, as the next stage of its ‘building our future’ transformation. From October, the directorates in HMRC’s four existing lines of business will be reorganised into three new groups:
· a new customer strategy and tax design group, which brings together customer strategy, tax policy, process design and tax assurance teams, led by Jim Harra;
· an expanded customer service group, which includes all of the big operational teams, led by Ruth Owen; and
· a customer compliance group, which will tackle non-compliance and enforcement for all customer groups, including large businesses, led by Jennie Granger.
The department will begin moving to the new model from 1 October and expects to complete the transition by the end of December.
Following HMRC’s announcement, the chairman of the Treasury Committee, Andrew Tyrie, wrote to HMRC’s chief executive, Jon Thompson, to query the impact of ‘over a dozen major reorganisations in HMRC since the merger in 2005’. The letter noted that ‘lack of stability may have contributed to low staff morale in HMRC, at least since 2009’. Mr Tyrie also asked Mr Thompson for his ‘assessment of the effects of relatively low morale on the capacity of HMRC to protect the yield’.
HMRC has announced a restructuring of its high level organisation, as the next stage of its ‘building our future’ transformation. From October, the directorates in HMRC’s four existing lines of business will be reorganised into three new groups:
· a new customer strategy and tax design group, which brings together customer strategy, tax policy, process design and tax assurance teams, led by Jim Harra;
· an expanded customer service group, which includes all of the big operational teams, led by Ruth Owen; and
· a customer compliance group, which will tackle non-compliance and enforcement for all customer groups, including large businesses, led by Jennie Granger.
The department will begin moving to the new model from 1 October and expects to complete the transition by the end of December.
Following HMRC’s announcement, the chairman of the Treasury Committee, Andrew Tyrie, wrote to HMRC’s chief executive, Jon Thompson, to query the impact of ‘over a dozen major reorganisations in HMRC since the merger in 2005’. The letter noted that ‘lack of stability may have contributed to low staff morale in HMRC, at least since 2009’. Mr Tyrie also asked Mr Thompson for his ‘assessment of the effects of relatively low morale on the capacity of HMRC to protect the yield’.
