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  • 06. Environment

    The tax and superannuation environment is complex, globally connected and disrupted by geo-political shifts and emerging technologies.

    Our environment impacts on the risks to our success and the capabilities required by the ATO into the future. The contemporary environment requires us to anticipate and respond to future shifts and changes and also to balance our commitments to the community and government. Through our clear and shared understanding of our environment, we can harness the opportunities presented and build the capability to allow us to deliver our strategic intent.

    Table 2: Environment

    Environmental factors and our approach

    Relevant strategic objective

    The complexity of the tax and superannuation environment influences client perceptions
    Taxation complexity influences client experience. The perceptions created by experiences affect our ability to provide effective services. By co-designing intentional, enterprise-wide engagement strategies we ensure clients experience an uncomplicated service that encourages ongoing engagement and participation now and into the future.

    C1 Our client experience and interactions are well designed, tailored, fair and transparent.

    Equity and fairness in the tax and superannuation systems
    Understanding community perceptions in relation to equity and fairness in the tax system is critical to our ability to provide a service that is transparent and fair. We will continue to harness opportunities and integrate strategies to encourage willing participation, leverage data and relationships, and ensure transparency of our operations. By showing how we create a level playing field, we will encourage positive community perceptions of fairness in the tax system and willing participation.

    G1 We build community confidence by sustainably reducing the tax gap and providing assurance across the tax and superannuation systems.

    Meeting community expectations
    There are increasing expectations that government is more inclusive and open to working and collaborating with external and international organisations. Our services need to be increasingly joined up and integrated, making use of existing data. Opportunities exist for an innovative delivery model to enable the ATO to partner with others to deliver products and services. Innovative solutions for priority business outcomes and client needs will be co-designed, working collaboratively with our partners.

    C2 We work with and through others to deliver efficient and effective tax and superannuation systems.

    Data is a strategic asset
    New technologies, greater portability and mobility of data, and access to digital communities, present new opportunities for data sharing. With increasingly sophisticated cyber attacks, it is important to find the right balance between openness and control. The rapid growth of unstructured data requires investment in new systems, skills and data literacy. Predictive analytics enable agile responses to client needs and expectations, therefore allowing us to deliver results more efficiently.

    O1 We use data and insights to deliver value for our clients and inform decision making across everything we do.

    Digital disruption is a global phenomenon – transforming traditional views on how we do things
    The impacts of emerging technologies can materialise quickly, impacting economies, reshaping industries and removing the need for trusted intermediaries. Digital disruption is transforming the way we do things and has the power to drive productivity. Computing power combined with human decision-making can slash times for low complexity / high volume work.

    C1 Our client experience and interactions are well designed, tailored, fair and transparent.

      Last modified: 01 Aug 2018QC 56312