25595260https://english.dof.gov.taipei/News_Content.aspx?n=AD335E3A720AB135&s=3CDE1B814FA65935History<table border="1" cellpadding="0" cellspacing="0" summary="History of Department of Finance, Taipei City Government. It consists of development processes of Time and Events from 1945 to 2013." width="100%"><thead><tr><th style="color: rgb(255, 255, 255); background-color: rgb(0, 153, 255);" valign="top" width="16%">Time</th><th style="color: rgb(255, 255, 255); background-color: rgb(0, 153, 255);" valign="top" width="84%">Event</th></tr></thead><caption>History of Department of Finance, Taipei City Government</caption><tbody><tr><td valign="top" width="16%">October 25, 1945</td><td style="word-break: normal;" valign="top" width="84%">After the restoration of Taiwan, the Taipei City government was established as a city subordinate to the provincial government. The Department of Finance was one of the organizations within the city government. There was a commissioner and the finance, assets, tax and market divisions.</td></tr><tr><td valign="top" width="16%">December 30, 1966</td><td style="word-break: normal;" valign="top" width="84%">The Taipei City Government became a municipality under the Executive Yuan and started autonomous rule.</td></tr><tr><td valign="top" width="16%">July 1, 1967</td><td style="word-break: normal;" valign="top" width="84%">The Taipei City was officially reorganized and the Department of Finance was appointed as a first grade unit under the city government with one commissioner, one deputy commissioner, four divisions and two offices.</td></tr><tr><td valign="top" width="16%">March 1991</td><td style="word-break: normal;" valign="top" width="84%">The organization charter was amended to meet business requirements, and it was necessary to add a fifth division and an administrative services.</td></tr><tr><td valign="top" width="16%">September 16, 1992</td><td style="word-break: normal;" valign="top" width="84%">The internal affairs unit of every agency was re-organized into the office of government ethics according to the Government Ethic Staff Regulations.</td></tr><tr><td valign="top" width="16%">May 16, 1994</td><td style="word-break: normal;" valign="top" width="84%">An information system team was formed. So far, Department of Finance had five divisions, four offices and one team, with the total of 149 staffs.</td></tr><tr><td valign="top" width="16%">December 1994</td><td style="word-break: normal;" valign="top" width="84%">The DOF organization remained unchanged and had five divisions, four offices and one team, with the total of 149 staffs even though the commissioner of DOF became a political appointee post after the Municipality Autonomous Act was implemented. The organization of DOF remained the same though the Local Government Organization Act implemented on January 25 1999.</td></tr><tr><td valign="top" width="16%">April 2003</td><td style="word-break: normal;" valign="top" width="84%">In accordance with the provision of the Municipality Act that the organization of Taipei City Government shall be defined by its municipal guideline, Article 1 of the organization guideline of DOF was changed to “This guideline is formulated in accordance with the provision set forth in Article 6 of the Autonomous Act on Organization of Taipei City Government” and Article 8 was rephrased as “Department of Finance shall establish the Revenue Service and the Disburse Office, of which the organization guideline shall be formulated separately; Department of Finance shall establish the Municipal Secured Small Loan Office, of which the organization guideline shall be formulated separately.” Other branches include the existing 5 divisions and 4 offices with a total of 149 staff positions.</td></tr><tr><td valign="top" width="16%">November 7, 2005</td><td style="word-break: normal;" valign="top" width="84%">The organization guideline and structure of the DOF were revised according to the "TCG Disburse Office Organization Guideline" and staffing structure abolished. The 5 divisions and 4 offices were restructured to 7 divisions and 5 offices. In accordance with the nature of the operations, the names and responsibilities of the divisions/offices were adjusted. The original Sections 1 through 5 were renamed as City Finance Division, Tobacco/Alcohol Control And Tax Administration Division, Financial Services Administration Division, Public City Property Division and City Property Management Division, with City Property Development Division and Disbursement Division and Information Office added. The total number of staff positions were expanded to 195, and the adjustment was scheduled to take effect on March 1, 2006.</td></tr></tbody></table>[][][][]Department of Finance, Taipei City Government25595250https://english.dof.gov.taipei/News_Content.aspx?n=AD335E3A720AB135&s=06050940936BA0A6Concepts and ObjectivesCommitted to raising funds for all city government undertakings, the Department of Finance (DOF) helps all Taipei City Government(TCG) agencies implement various urban developments projects according to the concept of "supporting development with effective financing and sustaining financing with effectual development." Based on the three strategic goals – "rich financial resources","high financial efficiency" and "responsive financial measures" – we focus on the "three conversions", namely, converting financial control into financial services, converting governmental financial management into business financial management and converting passive supply into active support. Faced with demanding challenges of city administration, we have launched administrative reforms, reshaped the operational structure, introduced concepts of business management and injected a powerful drive to flexibly and efficiently respond to changes. We establish service-oriented concepts that see the general public as our customers and provide effective quality services for them. Based on DOF's functional capacity in the area of financing, taxation, banking and TCG asset management, we have taken eight strategic measures including "enhancing financial efficiency","improving taxation services","upgrading banking services","sustainable management of TCG assets","reorganizing DOF","clear definition of staff responsibilities","dedication to R&D" and "civil work marketing". Through effective management, we promote the concept of personnel quality enhancement, operational quality assurance and institutional quality management in order to improve DOF's administrative efficiency. Major strategies include: Strengthening financial administration, flexibly distributing financial resources, increasing interest income, reducing interest payment and futile spending and assisting in contracting public affairs to private management to help TCG develop new resources, cut back expenditure and enhance financial efficiency. Turning from tax-evasion-investigation-oriented to taxation-service-oriented administration; working with the people to create a fair, reasonable taxation environment known for its taxation service/management; implementing the service concept that "tax payment is a legal obligation," that "legal tax reduction is a right," and that "it is the government's responsibility to take the initiative to deliver tax returns." Providing guidance to ensure orderly running of the banking service administration. Developing/utilizing TCG properties through commissioned or BOT-type management. Helping TCG agencies establish strategic partnership to widen the scope of public services. In order to take up new challenges and offer first-rated services to fellow citizens, it is necessary for DOF to plan and launch effective training programs to establish an administrative culture known for its quality services. In recent years, DOF fastened its attention on "staff training and system establishment" with the hope that through effective "introduction, dissemination and utilization of knowledge" our staffs' work capacity may be enhanced and the quality of financial services may be improved. We have amended various rules and regulations and formulated operational standards and guidelines to standardize our operations. Through flexible utilization of human resources, we enhanced our administrative efficiency; through the concept of service marketing, we offer quality services experienced only in leading business establishments. We have injected living waters into civil services so we may serve our people in a highly efficient manner.[][][][]Department of Finance, Taipei City Government