Process Redesign Model for Revenue Agencies Seeking Fiscal Performance Improvements

Abstract

Revenue agencies across the globe are under increasing pressure to achieve greater fiscal performance while operating in environments characterized by uncertainty, digital disruption, and shifting taxpayer behavior. Process redesign has emerged as a strategic approach for enhancing efficiency, transparency, and compliance in public revenue administration. This study proposes a process redesign model tailored to the unique institutional and operational contexts of revenue agencies, drawing on lessons from organizational change theory, digital transformation, and public sector performance management. The model integratesfepa three pillars: workflow simplification, digital automation, and stakeholder-centric engagement. By combining insights from comparative case studies, performance metrics analysis, and institutional economics, this article demonstrates how process redesign can improve compliance rates, reduce leakages, and foster fiscal resilience. The findings contribute to both academic debates on organizational redesign and practical frameworks for policy implementation in revenue agencies.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 13 citations exist upstream.