Australians value their tax and superannuation systems as community assets, where willing participation is recognised as good citizenship.
ATO Strategic statement 2010-15
The tax and superannuation systems are part of Australia's social and economic infrastructure. Our vision will guide us in providing Australia with a fair and efficient tax and superannuation administration.
Making sense of the vision
The underlying themes of this statement apply more broadly. For non-residents and others operating in Australia, the price for the income-earning opportunities in a stable and law abiding country is the fulfilment of their responsibilities under our laws.
We recognise that this statement involves wider cultural change. The intention of our new Strategic statement 2010-15 is to set a direction where we actively seek to positively influence the community's care and ownership of its tax and superannuation systems. It provides the sign post as to the road we should follow. Within this framework our annual corporate plan will outline specific priorities for the year ahead. We will be accountable in respect of these priorities which together should help us make some headway along the pathway set by our vision.
Our scope: a broad canvas of responsibility
The ATO seeks to build confidence in its administration through helping people understand their rights and obligations, improving ease of compliance and access to benefits, and managing non-compliance with the law. It is easy to be overwhelmed by the wide range of the responsibilities entrusted to the ATO, including net cash collection, transfers and payments, data matching, and interaction with the community through various channels. Besides the logistics and mechanics of tax payments and benefits, we respond flexibly to new government measures and the outcomes of reviews, and empathetically to those in genuine need. All of this takes place in the context of globalisation, technological progress and international competition.
Our approach: risk management and accountability
Consistent with our new Strategic statement 2010-15, the refinement of our risk management framework and its implementation, together with our corporate value of consultation, collaboration and co-design, are made transparent through our consultative forums and through high levels of openness and accountability. We share with the public and with parliament the choices we make through our published compliance program and other reports, and we seek their feedback and support through engagement with many taxpayer, professional and industry groups. It is greater transparency and accountability that help to build community ownership and encourage people to care for and participate in the systems which underpin our society.
Last Modified: Friday, 18 June 2010