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Analysing the Tax Gap: Deep-dive Profile for HM Revenue and Customs

Analysing the Tax Gap: Deep-dive Profile for HM Revenue and Customs

Market Study
Published: March 2013
Pages: 36
Research from: Kable
Sector: Information & Communications Technology

From: GBP 1884.00
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Product Synopsis
To ensure these challenges are met HMRC continues to rely heavily on ICT. Though even this area is not immune from the drive to save money, nor is it able to ignore some of the wider trends shaping procurement across Whitehall.

For suppliers who might historically have shied away from HMRC, given its prevalence to channel its ICT demands through Aspire, things are changing as HMRC increasingly looks outside of its current contracts. These suppliers could now find HMRC a fertile ground.

Introduction and Landscape
HMRC is no stranger to challenges, though the ones it currently faces are particularly steep. It has to close the tax gap by £7bn a year; reduce the amount spent on benefits and credits by £8.3bn; and it has to do this while introducing an overhaul to the way in which PAYE information is reported, reducing the overall headcount of the organisation by 10,000 and reducing the cost of undertaking these services by £955m by the end of 2015-16.

Key Features and Benefits
Kable covers the use of ICT in the public sector across England, Scotland, Wales and Northern Ireland.

Key Market Issues
- Gain insight into the UK central government market, specifically HMRC.
- Gain insight into the internal and external challenges facing HMRC.
- Gain insight into HMRC's ICT infrastructure and it's key suppliers and contracts.


Key Highlights
- Whichever number you use to measure scale in Whitehall, HM Revenue and Customs tends to score on the large side of things. In 2011-12, it collected £457bn on behalf of the government through taxation, it paid out £42.7bn in benefits and credits, it employed over 68,000 public sector workers, and cost over £3.3bn to run.

- HMRC now faces some significant challenges. It has to close the tax gap by £7bn a year by 2014-15 and reduce the amount of spend on benefits and credits by £8.3bn; and it has to do this while reducing the overall headcount of the organisation by 10,000 and reducing the cost of undertaking these services by £955m by the end of 2015-16. Against these challenges, it is trying to introduce a programme of significant change and importance to other key policy initiatives.

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