Communication Strategy for KP Excise & Taxation Department by Tariq Afridi

TURNING DIVIDES INTO DIVIDENDS Communication StrategY 2019-2020

PE PROVINCIAL EXCISE

Excise, Taxation & Narcotics Control Department Government of Khyber Pakhtunkhwa

The communication strategy document elaborates the long term communication management and public relations priorities / activities of the Excise, Taxation & Narcotics Control Department, Government of Khyber Pakhtunkhwa. The main purpose of this document is to lay down a framework for the decision makers to foster the integration of strategic communication within the other major functions of the department.

Author:

Contributors:

Responsible:

Tariq Khan Afridi, Consultant

Mr. Salahuddin, Director Revenue, ETNCD KP

Mr. Fayaz Ali Shah, Director General, ETNCD KP

Mr. Waheed Khan, Superintendent, ETNCD KP Mr. Muneeb Azhar, Advisor Communication, Support to LoGo

The Communication Strategy for the Excise, Taxation & Narcotics Control Department, Government of Khyber Pakhtunkhwa has been developed and published with the support of the German Federal Government and Swiss Agency for Development and Cooperation (SDC) through the Support to Local Governance Programme (LoGo) implemented by the Deutsche Gesellschaft fĂźr Internationale Zusammenarbeit (GIZ) GmbH.

SO ARE WE PREPARED TO ACCEPT THE CHALLENGES OF OUR EMERGING ROLES AND RESPONSIBILITIES? The level of engagement between the citizens and state is evolving in Khyber Pakhtunkhwa due to the growing service delivery needs and technological communication advancements. The driving force of the ongoing reforms by the Government of Khyber Pakhtunkhwa is to bring major improvements in the quality and delivery of public services, which can be done successfully when the tax collection authorities in the province are able to perform exceedingly well. The continuous achievement of this key mandate of our department is dependent on open information access and regular citizen engagement. Strategic communication remains one of the key means through which these can be ensured. Therefore, our communication strategy is essential to not only inform our stakeholders about the roles of the department, but to also engage them in tax collection and revenue generation processes by two-way communication mechanisms.

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Stronger communication management with the taxpayers, partners and stakeholders is even more imperative for our department, because we are collecting and generating valuable funds for the Government of Khyber Pakhtunkhwa to afford the delivery of basic services and essential functions including education, health, security, water, and livelihoods. We aren’t just tax collectors. We are resource managers and service enablers.

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The incessant rise of social media platforms, the proliferation of electronic media channels, the innovations in communication technologies and the new modalities of public services all

SYED Zafar Ali SHAH, Secretary Excise, Taxation & Narcotics Control Department Government of Khyber Pakhtunkhwa

require us to reinvent our brand image and to forge stronger relationships with the taxpayers. In responding to these evolving communication trends with a focus on our roles and responsibilities, I am proud to announce that we have prepared the department’s first-ever communication strategy. The core purpose of the communication strategy is to engage proactively with our taxpayers, partners and stakeholders, and in doing so, revamp the image of the department as a dynamic public sector institution that is facilitating key government functions and services for the welfare of the citizens of the province. We seek to ensure this through media communication, citizen engagement, social mobilization, and public outreach in a sustainable manner, as outlined in the “Priority Actions” chapter of our communication strategy. “Turning Divides into Dividends” prioritizes our communication activities over the two years (2019-2020) as the learning guide and work plan on improving our communication processes within the context of image branding, tax collection, revenue generation and stakeholder coordination. We are privileged to have the valuable assistance from the GIZ Local Governance Programme during the development phase of this communication strategy. So coming back to the question, if we are prepared to accept the challenges of our emerging roles and responsibilities, my answer is an emphatic yes!

Contents 1. CONTEXTUAL BACKGROUND

3. FRAMEWORK ADOPTATION

1.1 Introduction to communication

3.1 Identifying the purpose

1.2 Follow-up communication research

3.2 Agreement on objective and goals

1.3 Rationale for the communication strategy

3.3 Internal versus external communication

1.4 Consultations on communication strategy

3.4 Framing of the objective and goals

1.5 Etncd communication strategy workshop

3.5 Revitalizing the ETNCD brand

1.6 Key takeaways of communication strategy workshop

2. CAPACITY ANALYSIS

4. TARGET AUDIENCE

2.1 Communication capacity audit

4.1 Stakeholder analysis of etncd

2.2 Communication strengths of ETNCD

4.2 Main considerations for stakeholders identification

2.3 Communication weaknesses of ETNCD

4.3 Stakeholders mapping for etncd communication outreach 17

5. PRIORITY ACTIONS 5.1 Translating ideas into actions

5.2 Approaches to strengthen the internal and external communication 20 5.3 Two-year communication action plan of ETNCD (2019-2020)

ACRONYMS AETO

Assistant Excise & Taxation Officer

BMZ

German Federal Ministry for Economic Cooperation & Development

ETNCD

Excise, Taxation & Narcotics Control Department

ETO

Excise & Taxation Officer

FBR

Federal Board of Revenue

GIZ

Deutsche Gesellschaft fÃ¼r Internationale Zusammenarbeit

GoKP

Government of Khyber Pakhtunkhwa

Information Technology

KPITB

Khyber Pakhtunkhwa Information Technology Board

KPRA

Khyber Pakhtunkhwa Revenue Authority

Provincial Excise

PMRU

Performance Management & Reforms Unit

RTI

Right to Information Act

RTS

Right to Services Act

SDC

Swiss Agency for Development & Cooperation

SGGP

Support to Good Governance Programme

Modernization Motivation Mobilization (ETNCD brand vision)

1. CONTEXTUAL BACKGROUND Why do we need a communication strategy? 1.1 INTRODUCTION TO COMMUNICATION Excise, Taxation & Narcotics Control Department (ETNCD) is an administrative organization within the Government of Khyber Pakhtunkhwa (GoKP) which is primarily responsible to manage taxes, generate revenues and collect other obligatory financial contributions within the province. In order to improve on its efficiency, ETNCD has rolled out several initiatives in different parts of Khyber Pakhtunkhwa to facilitate the provincial taxpayers by focusing more on accessibility, transparency and simplicity. In Khyber Pakhtunkhwa, taxation is considered to be a technical subject. Lack of understanding and awareness of citizens are further compounded by issues such as inadequate level of overall literacy and absence of citizen participation in decision making. While communication initiatives to engage and educate citizens (taxpayers) on taxation could address this, efforts by the GoKP have not been sufficiently focused thus far.

1.2 FOLLOW-UP COMMUNICATION RESEARCH A study was undertaken in 2012* to assess public perception of tax collection in Pakistan, and the following were identified as two major factors hindering tax collection in Khyber Pakhtunkhwa: Low tax compliance because of a general perception of misuse of public funds by the government. Absence of a simple, transparent and friendly tax system which discourages tax collections.

This is clearly a matter of perception rather than performance, because the GoKP is ensuring fair use of public funds and the ETNCD has also launched a number of measures to make tax collection simpler than before. To address these issues, the manifestation of a brand image as an institution known for its good communication with the taxpayers, partners and stakeholders has become a new institutional priority of ETNCD, which can be effectively addressed with a coherent and focused communication strategy. Other major findings of the study also concluded that while the tax authorities in Khyber Pakhtunkhwa did engage in communication management and public relations from time to time, they mostly did so without a communication strategy. This rendered the ETNCD’s communication initiatives as reactive, with knee-jerk orientation and ad-hoc arrangement. Also, the image problem can be attributed to the whole process as being “information driven, not communication focused”. A culture of communication leads to frequent sharing of information and makes it readily available for both internal and external communication as the need arises. In absence of such a culture, communication becomes rather impulsive and inconsistent - left to individual officials instead of established systems. That is our need and purpose of formulating a communication strategy - to establish a formal culture relying on systems instead of individuals. *

The study was undertaken by GIZ under its Support to Good Governance Programme. The purpose of the study was to support the Governments of Khyber Pakhtunkhwa and Punjab in the detailed assessment of public perception towards tax collection in Pakistan.

Communication, just like other managerial functions, is vital for tax authorities such as ETNCD. Tax collection and revenue generation targets rely primarily on proceeds coming from eligible individuals and entitled businesses. To ensure a continuous inflow of taxes and revenues, it is imperative to share consistent information with them on how the money is being spent and the types of services being offered in return. That is where targeted activities planned, organized and implemented under a communication strategy of ETNCD can play a pivotal role.

1.3 RATIONALE FOR THE COMMUNICATION STRATEGY A situational analysis study* carried out in 2015 to assess the policies, procedures and practices of tax authorities in Khyber Pakhtunkhwa including ETNCD concluded that one of the major factors that complicate the relationship between the citizen and the state is lack of communication. The study further elaborated on this aspect in the following manner, which subsequently set the basis and rationale for the development of ETNCD communication strategy. Absence of information flow and communication plans lead to attitudes and misconceptions that deeply affect the mutual relationship between the citizens (taxpayers) and service providers - in this case the tax authorities. This relationship should ideally be one of facilitation and motivation but is underscored by suspicion and antagonism. These attitudes, needless to say, are often completely misplaced because they are formed in isolation. In view of the findings of this analysis, the study recommended to: Design a communication strategy for the provincial taxation authorities (ETNCD) with a focus on image building and taxpayer outreach. Identify both “internal” and “external” communication imperatives - for outreach with external stakeholders and emphasis on coordination with internal stakeholders.

Use an integrated mix of communications tools - including print, electronic and social media - to educate the taxpayers and build public trust base. Implement the communication strategy through assigning responsibilities backed up by continuous support and budget allocation. Make dedicated staff and technical resources available to steer the implementation of the communication strategies of ETNCD. Organize trainings for the officers and officials on communication topics including awareness campaigns, public relations and media management. Communicate rewards not recovery by projecting tax collection and revenue generation as imperatives which ensure “rewards” in terms of development expenditures. Ensure the visibility of spending priorities by focusing on services that people pay for in the form of taxes, such as infrastructure development, basic education, health services, etc. Communicate the evidence of government expenditures enabled by taxpayers’ money via communication products, such as newsletters, billboards, advertisements, posters, etc. Educate taxpayers on taxation processes and their responsibilities with a focus on accessibility, transparency and simplicity.

Situation Analysis for Public Relations & Outreach to assess Communications Policies, Procedures and Practices at Tax Authorities in Khyber Pakhtunkhwa & Punjab. The study was facilitated by GIZ under the Support to Good Governance Programme (SGGP) funded by the German Federal Ministry for Economic Cooperation and Development (BMZ).

1.4 CONSULTATIONS ON COMMUNICATION STRATEGY Based on the findings and recommendations of the preceding studies in 2012 and 2015, the senior management of ETNCD decided in principle to develop a communication strategy which relates to all the functions and offices of the department. For that matter, the ETNCD organized a communication strategy workshop on 19 November, 2018 in Islamabad to evaluate the existing status of communication prevalence within the ETNCD, which also generated the necessary inputs that fed into the communication strategy. The workshop design brought together different elements of communication strategy development to assess the prevalent communication practices as well as to develop recommendations on how to work towards making communication better at the ETNCD. Due to the diversity in the official mandates, work responsibilities and job functions, the workshop participants presented a mix of officers from the Directorate General as well as Field Offices. More importantly, the workshop provided the first-ever opportunity to the entire provincial setup of ETNCD to collectively reflect upon their ongoing communication practices and to strategically think about ways to improve them. Before the commencement of each one of the four group works, a guiding question was framed (detailed below) against which insights, experiences and recommendations were recorded with regards to the contents of the communication strategy of ETNCD. 1. In terms of communication by ETNCD, what is working well and what can further improve? 2. What are the objective and goals of ETNCD to be achieved by means of communication? 3. Who are the primary and secondary communication stakeholders (target audience) for ETNCD? 4. Which activities should be included in the ETNCD communication strategy action plan?

1.5 ETNCD COMMUNICATION STRATEGY WORKSHOP For systematic evaluation of the existing status of communication prevalence within ETNCD, a strategic workshop was organized with the officers and officials of the department. Analysis, discussions and suggestions of the workshop have revealed that ETNCD has a reasonable grasp of their communication objectives and key audiences with reference to communication management and public relations. However, communication initiatives of ETNCD are driven on need basis rather than strategic foresight. Resultantly, communication activities are carried out in an emergent manner which are not strategically planned. Also, there are no specific budget allocations for communication and the costs are covered under intermittent arrangements. It was also emphasized that ETNCD needs to be more proactive in its public relations by highlighting the good work that the department performs in the form of press releases, news reports and outdoor media. Currently, the department is not cashing in on the potential of public relations opportunities that a closer and responsive relationship with the media could offer. ETNCD has predominantly a traditional approach to managing and working with the media, which is one of the key players within the communication landscape of Khyber Pakhtunkhwa.

The department does not have any designated officers or officials to deal with the media for information sharing and queries handling. Active media management is also not practiced and media is fed with information upon specific requests. Even critical information campaigns are not tactically planned or executed, but rather launched in terms of timelines and deadlines. It is collectively agreed that the potential for communication by ETNCD is immense. At the same time, the challenges are there, which the department seeks to overcome through its own communication strategy.

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ETNCD is prepared to embrace traditional communication platforms (print and electronic media) as well as modern communication technologies (social and interactive media). Having said that, it goes without saying that for the communication strategy to be adopted and implemented successfully, ETNCD must institutionalize communication as one of its core functions.

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1.6 Key takeaways of communication strategy workshop 1. Image of the ETNCD, not as a tax enforcer but a development enabler, needs to be established and fostered among the taxpayers by interconnecting how tax collections result in public welfare projects. 2. In the absence of a communication strategy or dedicated unit for the department’s communication, ETNCD only shares demand-driven information through the media. 3. Combining their responsibilities of tax collection and revenue generation along with communication roles would make them better handlers of information and more transparent in their operations.

4. With little communication happening on part of ETNCD, and journalists inhibited by their lack of technical understanding, media coverage of taxation in Khyber Pakhtunkhwa is limited to occasional press releases. 5. Improving the quality and accessibility of tax and revenue administration services are important. Equally important is the communication focus and frequency by ETNCD. 6. Focus on public education and taxpayer awareness campaigns must be reset by highlighting the crucial services of ETNCD to help finance government expenditures on services and infrastructures. 7. More people in Khyber Pakhtunkhwa are turning to the digital world for their communication needs. It is time for ETNCD to use social media platforms for building an image through active outreach. 8. Willingness to improve the department’s communication to enhance its overall performance is there. However, this credence must be backed by the availability of resources and allocation of funds. 9. Achievements of ETNCD in terms of collection of taxes and revenues to replenish the GoKP’s financial reserves are overlooked due to weak public relations and media engagements. 10. Negative perceptions may be dominant at this point. This can be offset with the projection of positive developments and reform initiatives undertaken recently by ETNCD.

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The workshop underscored the need for strengthening the public relations skills and communication management systems of ETNCD through a communication strategy. According to the participants of the workshop, this will substantially help to improve the image of the department among public by focusing, among other things, on taxpayer education and client facilitation.

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2. CAPACITY ANALYSIS How can we strengthen our communication practices? 2.1 COMMUNICATION CAPACITY AUDIT Underlying the key question, “In terms of communication, what is working well and what can further improve?”, the first group work of the ETNCD communication strategy workshop focused on the reiteration of strengths and identification of weaknesses, within the context of department’s ongoing communication. Each group had 7 to 9 members with the composition based on hierarchies, functions and geographies, to make the group discussions vibrant and diverse. Every workshop participant was then given the opportunity to contribute to analyzing this key question within their respective groups and visualize the main discussion points on pin boards in the form of colorful meta cards. At the end of the group discussions, every group was represented by one of its members to present the strengths and weaknesses they identified in the plenary. The strengths and weaknesses set the course for the discussions and recommendations that followed in the next group works. The Khyber Pakhtunkhwa Right to Information (RTI) Act 2013 has empowered the citizens in the province in terms of access to information that relates to all the entities of the Provincial Government. Under the RTI Act, every department (including ETNCD) has been made answerable and accountable to provide citizens with access to ‘permissible’ information. With an emphasis on “proactive disclosure”, there is a greater need than before for ETNCD to manage and steer its communication strategically.

Therefore, for the ETNCD to rise to this new modality of proactive communication which has been made imminent by the RTI Act, it was also important within the context of the department’s communication strategy to recognize the existing capacities which can be better utilized in bolstering its communication practices. The analysis of “strengths” and “weaknesses” has been important to that effect to not only take stock of the existing capacities to effectively implement the communication strategy but to also identify the areas which necessitate further improvements. Consolidation of the group work discussions and presentations has provided with a comprehensive analysis of strengths that can be capitalized for improving the quality and frequency of communication, and weaknesses that can be addressed to further strengthen the existing strengths. The results and analysis of this group work has facilitated in the formulation of the other key components of the ETNCD communication strategy, particularly the communication action plan. Below is a tabulation of the strengths and weaknesses elaborated by the ETNCD officers and officials.

Direct interaction remains frequent with the citizens particularly taxpayers

Because of these regular interactions, opportunities for communication are also quite abundant

Citizens are somewhat aware about the roles and responsibilities of ETNCD

This implies that ETNCD is better placed to work on its brand image building initiative

Department has sufficient information available regarding the taxpayers

Knowing the departmentâ&#x20AC;&#x2122;s key stakeholders means communication can be targeted and precise

Commitment of the staff exists towards tax collection and revenue generation

Devoted human resource is an important factor when assigning communication responsibilities

Large base of human resources is spread across the entire province

Staff of the ETNCD can be trained and designated on communication roles due to sufficient availability

Online accessibility and ease is offered to taxpayers, such as notices, forms, etc.

Digital media is the new media, and the ETNCD is already utilizing online communication platforms

Working relationships are in place with trade unions and business associations

Existing engagements with these key stakeholders can be further strengthened through communication

Official vehicles are marked with the ETNCD brand elements

Image building and brand management of ETNCD can be persistently carried out in this manner

Presence of the department exists in all the districts of the province

Province wide outreach campaigns can be better managed with such an extensive setup

Tax calculator and vehicle tracking are available on the official website

Value added facilities like online tax payments can ensure steady and heavy traffic to ETNCDâ&#x20AC;&#x2122;s website

COMMUNCIATION STRENGTHS

Implication

Factor

2.2 COMMUNICATION STRENGTHS OF ETNCD (for further capitaliZation)

Factor

Usability of the print media for information, education and awareness remains highly effective

Coordination systems are established with tax authorities and line departments

Communication mechanisms can be effectively deployed to build up further on strong coordination

Laws, rules and regulations governing ETNCD mandate are elaborate

Constant and uniform communication is ensured due to clear laws, rules and regulations

Outdoor media campaigns (banners and posters) are run frequently

Below-the-line media has enormous potential when it comes to mass awareness and taxpayer mobilization

Tax rates are visibly displayed at Excise & Taxation Offices in the districts

Policies and procedures can also be communicated effectively across the districts through these offices

Requests for information under the RTI Act are being addressed

Adherence to RTI Act clearly indicates the focus and priority of ETNCD towards communication

Awareness drives are augmented by the motor vehicle and real estate dealers

Existing satisfied clients of the department can become the ambassadors of the Brand ETNCD

Website is packed with information on the various registration processes

Information about vehicle registration, registration book, etc. can multiply the web traffic exponentially

Implication

Print media advertisements and notices are regularly published

Tax awareness campaigns are not based on knowledge, behavior and attitude

Need to shift focus from an awareness raising mindset to a behavior change outlook

Outreach efforts have not yielded a progressive tax culture in the province

Engage the youth, businesses, unions, associations and academia to groom citizensâ&#x20AC;&#x2122; tax ambassadors

Major concentration of communication is reserved for print media

Increase efforts to utilize electronic media platforms, such as radio broadcast and cable television

Technical expertise for communication specific tasks and activities are missing

Trainings for communication management and public relations must be organized by ETNCD

Relations with the media are weak and fragmented

Media management needs to become proactive under the ETNCD communication strategy

Bureaucratic hurdles impede processing and sharing of information with media

Clear instruction on working with the media and sharing of information can diminish redtapism

Internal communication within ETNCD and among its different units is weak

Communication strategy of ETNCD suggests measures to strengthen internal communication

Social media platforms are only used for one-way information sharing

Diversify the use of social media across different platforms by integrating feedback mechanisms

IT systems have not been upgraded to the level of benefitting from e-governance

Benefit from the expertise of IT / KP ITB Departments and private sector in the province to incorporate e-governance

Dedicated staff and office for ETNCD communication are not in place

Nominate officers from the existing staff and equip them with resources to implement the strategy

COMMUNCIATION WEAKNESSES

Mitigation

Factor

2.3 COMMUNICATION WEAKNESSES OF ETNCD (for bringing improvements)

Factor

Emphasize on the quality and accessibility of services to carve out a new and progressive brand image

Taxpayers are not made aware of the outcomes of their contributions

Online platforms and media channels should be used more frequently to communicate these aspects

Information desks for facilitation and guidance of taxpayers are lacking

All offices in the districts should undertake measures to establish the helpdesks for taxpayers and visitors

Relevant laws do not have translated versions in Urdu or Pashto

ETNCD specific laws, rules and regulations must have mandatory versions in Urdu and Pashto as well

Tax collection and revenue generation are not associated with public welfare

Media campaigns should be run twice a year focusing on the development imperatives of paying taxes

Visual media products are unavailable to promote the department or educate public

Documentary films and short videos can be instrumental in highlighting functions of ETNCD

ETNCD does not have any mobile based applications for its services except for the confiscation of illegal vehicles

In collaboration with the KP ITB, a single mobile application can be designed to cover all the services

Communication specific budgets are neither available nor allocated

Once communication becomes a strategic function of ETNCD, yearly budget allocations can be ensured

Mitigation

Public opinion at large towards taxation is not favorable

3. FRAMEWORK ADOPTATION What are our communication objective and goals? 3.1 IDENTIFYING THE PURPOSE Communication in its essence has to be purpose-driven and target-oriented, as communication should not be done for the sake of communication only, rather it is meant to achieve or change something. That is why it is essential for an organization like ETNCD which has prioritized to strengthen its communication to define its communication objectives properly in advance. For that matter, the second group work of the ETNCD communication strategy workshop specifically responded to the key question, “What are the objective and goals of ETNCD to be achieved by means of communication?”. Communication objective is commonly referred to as the basis for the entire strategic communication initiative. For the ETNCD communication strategy to be coherent and pragmatic, it was essential to set the objective in a manner that is aligned to the department’s overall vision. Also, the communication objective collectively framed by the officers and officials has been translated into a realistic action plan. After a clear objective was set, SMART goals (specific, measurable, achievable, relevant and time-bound) for ETNCD communication were framed.

3.2 AGREEMENT ON OBJECTIVE AND GOALS One of the findings of the situational analysis study* conducted in 2015 was that even before the development and implementation of this communication strategy by the ETNCD, communication aspect had by then already assumed a significant role and scope in the department’s functions because of the GoKP’s push for reforms. This finding was further corroborated by the institutionalization of RTI Act and RTS Act, where both of these

regulations have had a direct implication to reorient and reorganize ETNCD communication. In terms of ETNCD communication, the primary objective originates from the need and purpose of streamlining and strengthening communication to: 1. Improve the general awareness of taxpayers and stakeholders about how important taxation is to their own socioeconomic development. 2. Impart valuable knowledge about the roles and responsibilities among the partners and stakeholders to improve services and collect taxes. 3. Project a positive and friendly brand image by positioning it as a service enabler rather than a tax enforcer. 4. Shape attitudes of the citizens (taxpayers especially) in the province so that they view tax collection and revenue generation critical to ensuring the delivery of basic services.

3.3 INTERNAL VERSUS EXTERNAL COMMUNICATION Based on categorization, communication has two major types, internal and external communication. Internal communication takes place within the organization, whereas, external communication is an exchange of information between an organization and other organizations, groups or individual which exist outside its domain. It is important to note that

similarities may exist in these two major types, such as emails, notifications, letters, memos, publications, events, websites, etc. However, the context within which the communication is applied, differentiates internal and external communication. Among the ETNCD staff, stronger internal communication can lead to better cooperation, understanding and teamwork between the senior officers taking the decisions at the Directorate General and the officers implementing them through the District Offices. Internal communication plays a significant role because it is the building block of the organizational culture. External communication is referred to as the gateway which keeps an organization and the external environment connected. Strategically executed external communication activities educate, inform, advocate and persuade key audiences about actions taken and services offered by the department. Imprints of the group work 2 based on the recommendations of the 5 groups: Group 1 Public awareness Group 2 Revenue maximization Group 3 Civic responsibility Group 4 Performance enhancement Group 5 Image building

3.4 FRAMING OF THE OBJECTIVE AND GOALS Objective To create a progressive identity of the department by introducing mechanisms for two-way communication that enable a positive brand image through public awareness, civic education, performance delivery and revenue maximization.

Goals The goals of the ETNCD communication are aligned to the communication objective. For external communication: yy To foster open communication with our taxpayers in order to inform and educate them about their rights and obligations. yy To improve and expand the existing forms of external communication and introduce new channels which contribute to the facilitation of taxpayers. yy To introduce modern communication services to reduce administrative overheads, simplify tax procedures and improve collection of revenues. yy To provide constant level of transparency in communication with the public, in relation to our services and achievements. For internal communication: yy To prioritize the integration of communication as our key organizational function and translation of the communication strategy into everyday activities. yy To make our staff better educated and informed with the goal to improve their efficiency at work. yy To encourage our staff in using new forms of communication to instil mutual cooperation and professional motivation. yy To enable our staff through sharing information, knowledge and experience directly, to make efficient use of available human, financial and technical resources.

3.5 REVITALISING THE ETNCD BRAND Modernization, Motivation and Mobilization, these are not just three buzz words. These are in fact the three pillars of ETNCD communication objective and goals, upon which the implementation of the communication strategy will further build on.

In effect it means: yy Modernization in the communication practices to foster positive image building. yy Motivation across the hierarchy to adopt faster and better methods of communication. yy Mobilization of resources in a realistic and efficient manner to optimize performance. In today’s age bolstered by information and communication technologies, perception has become the new reality. When it comes to public sector organizations, the general perception among citizens about their function and efficacy leaves a lot to desire. This is particularly the case for those organizations which are directly involved in monetary transaction and financial dealings with the public, such as ETNCD. As is the case with conspiracy theories and popular rumors, people create their own stories when there is an information vacuum. Despite the fact that ETNCD is engaged in providing crucial services that helps finance government expenditure on public infrastructure and basic services, people are not well aware of these or what it means for them. Communication has

PE PROVINCIAL EXCISE

the potential to overcome these perception barriers and that is where a clear and consistent visual identity comes into the picture. For ETNCD, it is detrimental to its objective and goals. A distinguishable brand image of the ETNCD is being established, which will then trickle across to the districts and tehsils in Khyber Pakhtunkhwa. When the visual identity is reinforced over and over again, this will lead to a stronger association and better recall of what the ETNCD stands for among its primary and secondary stakeholders. This brand image is a reflection of the department’s “3M” approach, i.e. Modernization, Motivation and Mobilization: Modernization Motivation 3M

Mobilization

BRAND IMAGE OF ETNCD

Official logo of the Excise, Taxation & Narcotics Control Department with the full description “Provincial Excise” and the acronym “PE.” Arial Regular typeface in pure white (Provincial Excise as well as its acronym PE).

The logo color theme in blue and deep yellow symbolizes the basis of strong foundations and professional integrity. The other components of the logo include a star crest above a shield, which is surrounded by a wreath. The red crest shield in the center shows authority with responsibility.

Provincial Excise in full and then also its acronym PE are also part of the logo for clearer identification. The visual identity of the ETNCD has to be adopted and adhered to by every office and employee, which is an essential undertaking towards sustainable brand management.

4. TARGET AUDIENCE Who are our primary and secondary communication stakeholders? 4.1 STAKEHOLDER ANALYSIS OF ETNCD Stakeholders are the most integral part of a communication strategy because they are the audience for whom the entire initiative is being undertaken in the first place. Profiling of the stakeholders, both primary and secondary, is therefore one of the key components of any communication strategy, which has to be rightly done from the word go. That is why, the third group work of the ETNCD communication strategy workshop specifically responded to the key question, “Who are the primary and secondary communication stakeholders (target audience) for ETNCD?”. Before we get into the more specifics of the primary and secondary stakeholders for ETNCD communication, as discussed and identified during the communication strategy workshop, it is pertinent to know about the eight core functions of the department, based on which the profiling has been done. These functions are the different types of taxation services (including Narcotics Control), based on which ETNCD provides services and executes functions. Urban Immovable Property Tax Motor Vehicle Taxes Professional Tax Hotel Tax Provincial Excise Tobacco Development Cess Motor Vehicle Dealer Tax Narcotics Control

Through stakeholder analysis we have managed to address the target audience which the ETNCD will educate, engage and empower through the communication approaches. This analysis was crucial for two main reasons, i) each one of these stakeholders has a specific communication need, and ii) these needs have to be met with tailored activities for each one of them. The communication strategy has identified the stakeholders and also has elaborated their needs.

4.2 MAIN CONSIDERATIONS FOR STAKEHOLDERS IDENTIFICATION We have categorized our communication stakeholders on the basis of some key considerations: 1. Core recipients of the communication messages who will be directly targeted by ETNCD, e.g. eligible individual taxpayers, motor vehicle owners, business / trade professionals, real estate dealers, tobacco manufacturing units, etc. 2. Ancillary recipients working as ‘carriers’ of communication messages to reach out to the core recipients, e.g. media organizations, professional journalists, news reporters, television channels, radio stations, media publications, etc. 3. Such groups have also been clustered as the target audience who must be encouraged and involved more actively through strategic communication, e.g. development partners, non-government organizations, trade union bodies, car bargain associations, etc. The relationship between stakeholder engagement and administrative reform is crucial to build support and ownership for these initiatives by getting them actively or

directly involved. If the analysis is done systematically, it can address the “people” side of the reform process by fostering dialogue of the ETNCD with its stakeholders (primary and secondary) in changing perception, building image and capacity development. Therefore, the communication strategy of the ETNCD is an add-on to the reform programme which is being implemented by the department. With reference to stakeholders’ outreach, strategic communication is a planned and analytical approach to determine who needs to be engaged, to serve what purpose, when is the right time and how to do it when undertaking a particular communication activity. Working on improving relations and outreach with the stakeholders is a smart investment because it leads to a clear plan for engagement and outreach, which determines the success level of communication.

4.3 STAKEHOLDERS MAPPING FOR ETNCD COMMUNICATION OUTREACH Taxpayers Group (Individuals and Businesses) This target group is highly diverse from where ETNCD derives the major chunk of its proceeds and revenues. Due to the multiplicity of this foremost group, communication methods have to be innovative and inclusive. Ranging from commercial business owners and industrial goods manufactures to real estate managers and motor vehicle dealers, this is the most important audience for ETNCD in terms of its communication strategy to:

Provincial Leadership (Chief Minister, Minister Revenue and other relevant Ministries) The policymaking target group, including the Chief Minister, Minister Revenue backed up by the Ministers of Finance and Local Government, is all the more instrumental and therefore equally vital to be covered by means of communication activities. Taxation policies and laws have a fundamental role to play in the continuous improvement of collection targets as well as services provision. Therefore, it is imperative to design specific communication activities to reach out to them to: yy Bring them on-board in support of strengthening tax administration in the province. yy Establish a communication process with the ETNCD for improved decision making. yy Ensure funds allocation for essential technical and financial resources for communication. yy Steer the communication reform initiatives in line with provincial government’s priorities.

ETNCD Employees (All Officers and Officials)

yy Make them aware of their rights and responsibilities through information exchange.

All the staff members of the department have to perform key roles within the implementation of their own communication strategy. This target group includes the decision makers (Secretary and Director General), those implementing these decisions (Excise and Taxation Officers) as well as the lower tier staff supporting the implementation of the department specific activities. For stronger internal communication, all the employees of ETNCD must be involved to:

yy Educate them on the importance, implication and improvement of taxation services.

yy Promote the spirit of open communication with other stakeholders and key partners.

yy Inform them about the government reform measures undertaken to improve tax services.

yy Utilize communication technology as an effective medium in enhancing their operations.

yy Mobilize them to contribute to tax collection in a proactive and timely manner.

yy Implement swifter and better alternatives for the delivery of tax and revenue services.

yy Introduce accountability and transparency by open communication and regular feedback.

Tax and Revenue Authorities (Provincial and Local) ETNCD works closely with other affiliating Departments of the GoKP (Khyber Pakhtunkhwa Revenue Authority and Finance Department) as well as the local governments (Cantonment Boards and Municipal Administrations) for tax administration and revenue generation. These organizations have a direct stake in these processes and therefore are mutually dependent on the working of ETNCD. It is important to engage them to: yy Strengthen working relationships through proactive coordination and communication. yy Clearly understand the needs and priorities for joint planning and implementation. yy Share results from their cooperation to highlight the impact of resource sharing. yy Exchange regular feedback on the impact of joint activities for progress monitoring.

Media Organizations (National and Regional) Cooperation and engagement with the media is important because the media can spread key messages to all other target audiences in ETNCDâ&#x20AC;&#x2122;s external communication. Comprising of electronic (television / radio) and print (publications / newspapers) media, this particular target group has a lot of interest in taxation and revenue specific topics. Also, the media is the most important carrier when it comes to communication and outreach with other key stakeholders. Communication that is specifically aimed at media management needs to be leveraged to:

yy Modernize engagements with the media in an organized and professional manner.

Financial Institutions (Government and Commercial) During the last decade, a lot of advancements have taken place within the banking and finance sector in Khyber Pakhtunkhwa. From expanding the number of service centers to integration of e-banking services within their operations, there is a lot that ETNCD can benefit from when it comes to collection of taxes and revenues. For the modernization of the departmentâ&#x20AC;&#x2122;s functions, it is imperative that working partnerships are forged with commercial banks besides the government owned institutions to: yy Provide easier and swifter payment options for the taxpayers. yy Expand the tax and revenue base through increased outreach in the province. yy Fasten the collection and distribution processes of taxes and revenues. yy Make the best use of resources and facilities being offered by private banks.

Development Partners (International and Local)

yy Ensure accurate and speedy exchange of information for taxpayers and stakeholders.

The capacity of the GoKP is being upgraded on taxation and revenue matters by several development partners, both international and local, through various technical and financial assistance projects. German Development Cooperation, Swiss Agency for Development Cooperation, the World Bank, U.S. Agency for International Development, United Nations Development Programme and the European Union are working with the Provincial Government in different areas to boost revenues and raise taxes. Communication can forge stronger collaboration with the development partners to:

yy Counter negative propaganda or false reporting with regards to tax administration.

yy Ensure continuity and sustainability of bilateral initiatives for taxation development.

yy Promote the brand image of ETNCD through its reforms, functions and services.

yy Upgrade the capacities of ETNCD staff on public relations and media handling.

yy Provide high-quality technical expertise on a range of tax reform measures, including public relations.

Federal / Provincial Governments (Federal Board of Revenue and other Provincial Tax Departments)

yy Sustain the implementation of communication strategy through ongoing support.

ETNCD is required to work with the Federal Board of Revenue (FBR) from time to time on national matters related to tax collection and revenue generation. The FBR has done a lot and in turn achieved much across the broad spectrum of communication management and public relations. Similarly, the Excise & Taxation Departments in other provinces including Balochistan, Punjab and Sindh also have substantial experiences and insights to share with ETNCD in order to:

yy Organize financial assistance for the procurement of communication infrastructure.

Law Enforcement (Anti-Narcotics Force and other Institutions) While tax collection and revenue generation remain the core frontline responsibility of ETNCD, the department has also been entrusted with the task of enforcement of narcotics control in the province. This puts its working within this domain in alignment with the Police Department, Anti-Narcotics Force, Pakistan Customs and the Judicial System. As these institutions have to rely on each other’s information and resources, therefore better communication can help to: yy Share and coordinate critical information among partners to decrease response time. yy Improve the interdepartmental working synergies for teamwork and cooperation. yy Educate the public about the perils of drug abuse and mobilize them to take action. yy Highlight the achievements and activities of ETNCD for prevention of narcotics.

yy Benefit from their expertise and resources to optimize performance realistically. yy Explore opportunities for joint cooperation on tax and revenue administration. yy Use existing systems and best practices to avoid duplication of efforts and resources. yy Work in a collective manner to raise awareness and educate masses on taxation. Within the context of the communication strategy, the target audience group ‘taxpayers’ receives the highest priority followed by the department’s employees, other authorities, development partners and political leadership. Media organizations have the most dominant role to play when it comes to information sharing, communication exchange, awareness creation and brand image. The stakeholder analysis done by the participants of the workshop significantly helped in understanding the communication needs and priorities of ETNCD.

5. PRIORITY ACTIONS Which communication activities are we implementing? 5.1 TRANSLATING IDEAS INTO ACTIONS Within this communication strategy document so far, the discussions and narrations have shed light on the why and what aspects of ETNCD communication. Now that the purpose has been established, the capacity has been analyzed, the objective with goals have been set and the audience has been identified, it must all be brought together to answer what kind of activities and mechanisms will enable the transformation of theory into practice for the department. The elaboration of the various activities listed below are aligned with the recommendations of the situation analysis study conducted in 2015 and the communication strategy workshop held in 2018. These communication activities will utilize various kinds of media platforms and information tools in such a way that they create the right mix in terms of existing capacity, identified objective and target audience. Equally important is to suggest realistic activities considering budget availability and resource allocation. Fundamentally, all the officers / officials of the ETNCD working at the provincial and district levels have the shared responsibility to ensure the successful implementation of the communication strategy. It is also important to recognize that for the sake of budgeting and monitoring, our communication strategy document lists our communication actions for the two years, i.e. 2019-2020. However, we will keep on reviewing and updating the strategy in line with the evolving needs and trends.

Although the ETNCD has rolled out mass communication and taxpayer outreach campaigns in the past, the missing link was the performance of these activities in a strategic

manner. Development of its official website, launching of social media engagements, print advertisements on taxation subjects, etc. have all been frequent, but they were done without the bigger strategic orientation, i.e. sustainability of capacities and resources. We have strived to address this with the development of our communication strategy to be adopted and implemented by us collectively.

5.2 Approaches to strengthen the internal and external communication 1. Upgradation of the official website The official website of ETNCD (ww.kpexcise.gov.pk) is resourced with a lot of useful features. Through its different sections, the website caters to the information needs of its users. Details about the various types of applicable taxes and the main services that are being offered have been provided under separate web pages. The website also has a “Downloads” section, from where taxpayers can access tax related e-forms. Vehicle registration tax calculator and online verification are commendable features which distinguish the website apart from other government web platforms. The website also facilitates two-way communication through its “Feedback” section. The department’s website is one of its communication strengths which shall be further harnessed in the following ways: yy The website needs to be regularly updated with latest news and important notices. yy Multimedia section should be included with the department’s audiovisual products. yy Success stories of ETCND are abundant but they have not been projected there. yy Clear procedures should be in place to

respond to registered complaints via website. yy All the official written correspondence of ETNCD should carry the website’s URL. yy Monthly performance (target vs. achievement) should be flashed on the homepage. yy All forms, challans, papers and documents should also be uploaded online for taxpayers.

2. Delegation of communication responsibilities To ensure the successful implementation of the communication strategy, clear and specific assignment of responsibilities have to be made. The Secretary ETNCD has to identify officers within the department who will be responsible for the communication management and media engagement functions. Since these will be additional responsibilities for them, so it is imperative to take the “reward” aspect in consideration. Their capacities can be initially developed through trainings and orientations, and in time, these officers can get better at performing communication functions, such as, working with media, preparing information material, organizing public relations events, etc. Some of the main responsibilities of the ETNCD Communication Officers include: yy Offer a known point of contact for media representatives as the official spokespersons. yy Coordinate proactively with the media for positive coverage of department’s matters. yy Lead the timely implementation of the communication strategy action plan. yy Work with internal staff and external support to prepare different communication material.

yy Manage the web and social media accounts in collaboration with the IT staff. yy Publish the quarterly newsletter of the department with all the major news and updates. yy Compile photo and video material from formal events and official ceremonies. yy Organize communication trainings for other staff members as master trainers.

3. Launching of rebranding media campaigns For the communication function to be successful, it is imperative for the department to shed the policing image. This has to be done by switching off the “recovery through enforcement” mode and get into the “facilitation and cooperation” mode. This needs to be further reiterated by projecting taxation as an imperative that delivers “rewards” in terms of “development”. In its posters and advertisements, the ETNCD authorities need to project taxation in terms of public welfare to which it is intrinsically connected. The following aspects must be covered in the media campaigns: yy Minister and Secretary should initiate media appearances and press briefings. yy Campaigns have to be proactive and perpetual rather than reactive and infrequent. yy Main focus of the content should be on “rewards” instead of “recoveries”. yy Theme of the posters and advertisements should be facilitation through service delivery.

yy Support district offices in planning and launching their outreach activities.

yy Instead of just promises and plans, the campaigns should communicate targets achieved and services delivered.

yy Provide support to the senior management on communication related matters.

yy Present statistics and figures where possible to strengthen the brand image.

4. Streamlining and strengthening of internal communication Strengthening the department’s internal communication is a pre-requisite towards bolstering external communication with taxpayers, partners and stakeholders. Improving the mechanisms for internal communication can lead to better teamwork and stronger partnerships, which is one of the key objectives of any strategic communication undertaking. Once the department improves the internal culture of communication management and information exchange, they can collectively work on the attainment of their external communication goals: yy Operationalization and use of an official email system must be conducted immediately. yy Use of personal email accounts (Gmail) must be discouraged for official correspondence. yy Internal emailing system can be protected with better security and privacy features. yy Mandatory use of the official emailing system must be ensured. yy Example: communication@kpexcise.gov.pk, secretary@kpexcise.gov.pk.

5. Planning of stakeholder outreach events The stakeholder analysis in the previous chapter distinguishes that different target groups have different information needs. Many taxpayers are not literate, including car dealers and goods traders. Therefore, ETNCD should explore both formal and informal platforms to create awareness among people about taxation. Customized and practical forms of outreach activities should be planned in the following manner: yy Dependence of outreach should not be just on television, radio and newspapers. yy Community outreach on taxation should be done within the available community spaces. yy Hujras, mosques, chopals, etc. are established hubs and can be used for community outreach.

yy Academic institutes, commercial markets and industrial areas should be explored too.

6. Delivery of need-based communication trainings One of the foremost undertaking by ETNCD in connection with the implementation of the communication strategy is to immediately organize a training on communication management and public relations for the officers and officials. Since the department does not have dedicated communication staff with subject matter expertise, so the training can be designed and delivered through external resource persons with the support of the development partners. The trainings should focus on the following learning themes: yy Establishing and highlighting the 3M brand image of ETNCD. yy Planning and implementation of the activities listed in the communication strategy. yy Designing a public relations campaign with a priority focus on taxpayer engagement. yy Processing information for publicity and promotion through various media platforms. yy Writing simple yet interesting content for communication products. yy Knowing about the various forms of print and electronic media products. yy Starting with the layouts and contents of key publications, e.g. quarterly newsletter.

7. Publishing of the quarterly newsletter A lot of activities are happening within the different offices and units of ETNCD on daily basis. Similarly, new developments are shaping up tax administration and revenue collection in Khyber Pakhtunkhwa. All of this information needs to be packaged within one document, commonly referred to as a newsletter, and disseminated to the stakeholders of the department (internal and external). In addition to serving their information sharing needs, a periodic newsletter “Sharing Dividends” will inform, educate, and encourage the taxpayers and other stakeholders about the developments

taking place within the tax collection and revenue generation spheres. For that matter, arrangements must be made to:

yy Every office shall maintain and report its monthly performance with the Director General.

yy Appoint an editorial board for the newsletter comprising of a senior officer for supervision and the appointed communication officers for compilation and publishing of the content.

yy Make communication material (flyers, brochures, pamphlets, etc.) available on desk.

yy Suggested title for the newsletter â&#x20AC;&#x153;Sharing Dividendsâ&#x20AC;? underlines the brand image of ETNCD that it is not in essence a tax recovery organization but a public service enabler. yy The newsletterâ&#x20AC;&#x2122;s content will be a mix of texts, graphics, images and figures to be provided by the provincial and field offices who will be required to do so on regular basis. yy Content of the newsletter will serve another purpose of media communication by sharing it with the journalists and reports for wider publicity. yy In time, and after a few published issues, the newsletter will become the flagship one-stop information sharing platform for ETNCD.

8. Establishment of information desks For the facilitation of taxpayers in particular, it is essential to establish contact points in all the districts of Khyber Pakhtunkhwa from where they can have their information and education needs met with regards to taxation rules and procedures. This does not mean to establish high-end information offices which would be resource draining and thus unrealistic. The purpose is to utilize existing office space and staff members to establish the information desks which can be turned around in a quick timeframe. The following points are to be taken as key considerations: yy Identify and appoint Information Desk Officers in all the districts. yy Train them on client management, complaint handling, taxation rules and key processes. yy Organize a distinct portion within the district offices for the information desks.

9. Revitalization of taxpayer helpline service ETNCD has an existing mechanism to address grievances, answer queries and register complaints, but that needs to improve significantly. The helpline established by the department is responsible for information sharing on laws and procedures, in addition to complaint management and taxpayer facilitation. However, responses are usually delayed and sometimes not attended at all. A taxpayer who has been facilitated by us is our strongest advocate and goodwill ambassador. Therefore, we need to improve the helpline service in the following ways: yy Publicize the helpline service by adding the contact details on all communication products. yy Establish policy and processes (responsibilities / timelines) for complaint management. yy Document every call and required action to be later reported to the Director General every month. yy Communicate the performance of helpline regularly (calls received / complaints handled). yy Constantly monitor the performance and develop measures to improve the service.

10. Organization of occasion based events Seminars and conferences should be used as opportunities to educate people about the role and importance of tax collection and revenue generation for the socioeconomic development of Khyber Pakhtunkhwa. Similarly, event based outreach has also been known as an instrumental undertaking in raising awareness to fight drug abuse, narcotics trafficking and their illegal trade. ETNCD can work in collaboration with civil society, political leaders,

non-government organizations, business setups, financial institutions, religious scholars and development partners to make the best use of certain eventful days, such as: yy Celebrate “Khyber Pakhtunkhwa Tax Week” from 1st to 7th July every year. yy Observe “International Day against Drug Abuse & Illicit Trafficking” on 26th June every year. yy Organize tax awareness seminars “know your rights & responsibilities” in universities. yy Launch time-bound drives for motor vehicle registration and payment of vehicle taxes. yy Offer special incentives for businesses and traders with reference to tax payments.

of instances where there are observations and suggestions by taxpayers, it is not very interactive. During the communication strategy workshop in 2018, it was recorded that all the 40+ participants maintained their personal accounts on Facebook. Therefore, the potential for ETNCD to rejuvenate its social media presence through Facebook in particular is definitely there. Given that it is an easy, free and powerful two-way communication platform, its use can be made more dynamic through the following initiatives: yy Identify the officers and officials who will manage the official Facebook page. yy Ensure compliance with the “Social Media Policy” of the Performance Management and Reforms Unit (PMRU). yy Share regular activity updates happening at the provincial and district levels.

11. Reorientation of the use of social media The department has its own Facebook page which shows regular traffic, but the updates are sporadic. There are updates about different facilitation services provided through the website such as the tax calculator, tax rates, registration forms, career opportunities, etc. and also about routine activities of the department. However, except a couple

yy Monitor the traffic of comments from taxpayers as well as other stakeholders. yy Post all kinds of information material (posters, flyers, etc.) to broaden their reach. yy Genuine requests and feedback comments from users to be responded in time and documented as well.

PE PROVINCIAL EXCISE

Success is about aligning goals with plans

5.3 Two-year communication action plan of ETNCD (2019-2020)

Major Activities

Based on the recommendations of the Communication Strategy Workshop 2018

Implementation Timeframe

Quarter wise breakup 2019-2020

2019

2020

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Roles and Responsibilities Ownership of the planning and implementation of action plan activities

Activity 1: Undertake reviews and bring improvements in the functionality and features of the ETNCD website to make it more engaging and dynamic www.kpexcise.gov.pk

Lead: Secretary, Director General Web Administrator ETNCD

Activity 2: Ensure appointment of responsible officers / officials for communication management and public relations of ETNCD

Lead: Secretary, Director General Web Administrator ETNCD

Activity 3: Launch media campaigns with emphasis on â&#x20AC;&#x153;brand imageâ&#x20AC;? of ETNCD not as a tax enforcer but as a service enabler to highlight services and facilities

Lead: Secretary, Director General, ETOs

Activity 4: Operationalize the current official emailing system within the ETNCD to streamline and strengthen internal communication mechanisms

Lead: Secretary, Director General, Directors

Activity 5: Run public centric outreach events by utilizing available public spaces such as hujras, mosques, chopals, markets, etc. on taxpayer awareness Activity 6: Organize and deliver communication trainings for the officers / officials of ETNCD based on the contents of the communication strategy

Lead: Secretary, Director General

Support: Khyber Pakhtunkhwa Information Technology Board

Support: Information & Public Relations Department

Support: IT Section of ETNCD

Support: ETOs, AETOs, Superintendents, Inspectors Lead: Secretary, Director General, Directors Support: GIZ LoGO Programme

Major Activities

Based on the recommendations of the Communication Strategy Workshop 2018

Activity 7: Develop and publish the inhouse newsletter of ETNCD â&#x20AC;&#x153;Sharing Dividendsâ&#x20AC;? every quarter to keep the stakeholders informed and updated Activity 8: Establish information desks in all the district offices of ETNCD to provide information and process facilitation to the taxpayers Activity 9: Make the helpline service of ETNCD more responsive with clear rules of engagement and follow-up actions by the responsible officers / officials

Implementation Timeframe

Quarter wise breakup 2019-2020

2019

2020

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Roles and Responsibilities Ownership of the planning and implementation of action plan activities

Lead: Directors, ETOs, AETOs Support: Information & Public Relations Department, GIZ LoGO Programme Lead: Secretary, Director General Support: Directors, ETOs, AETOs Lead: Director General Support: Directors

Activity 10: Roll out events for awareness, education and outreach of the stakeholders around the important calendar days

Lead: Secretary, Director General, Directors

Activity 11: Increase the quality and frequency of social media interactions (Facebook) to highlight achievements and engage with audience

Lead: Director General, Directors, ETOs, AETOs

Support: Directors, ETOs, AETOs

Support: IT Section of ETNCD

PE PROVINCIAL EXCISE

Excise, Taxation & Narcotics Control Department Government of Khyber Pakhtunkhwa

091 9212260-61

www.kpexcise.gov.pk

kpexcise.gov