ATO Strategy
The ATO provided visibility of the emerging ATO Strategy that was in development, and the direction it will set towards 2030. This session was to gather thoughts from members on the proposed strategic shifts within the strategy and what they might mean for the tax systems, taxpayers and partners.
The ATO is developing a new 4-year strategy that sets a clear direction for how we will achieve that vision and make the most of opportunities in an increasingly digital, connected and data driven environment.
The strategy will be our enterprise-wide strategy. It will outline where we are heading and describe the strategic shifts we will pursue over the next 4 years. These shifts focus on where we can create the most value and strengthen the system and tax performance. They range across digitalisation, real-time events and engagement, support those who want to self-correct and increase scrutiny of those who are deliberate, build stronger relationships and collaboration with our partners and contemporise our workforce.
The strategy is being drafted primarily for ATO staff, by being open about our emerging direction is intended to give confidence and clarity to our partners and broader community as we explore changes and make decisions.
This session provided an opportunity to provide views on any other considerations that should be factored in as we refine the strategy and specifically the shifts.
Member feedback
Digitalisation is important, valuable and it also needs to be considerate of the broader impacts and engagement:
- the risks with sharing data across government and the continuity of privacy controls
- access and adoption of digital when designing services, noting there needs to be improvements and investment in other avenues (call centres)
- being clear the role artificial intelligence plays in the tax and super system.
Real time engagements and feedback is important, and the future design needs to ensure there is opportunities for taxpayers to feel confident to review, fix or question any issues with information. This also extends to how people rely on others to complete their tax return and the level of scrutiny of the prefilled data they may or may not have.
Entry into the tax system is important to understand and consider noting the variety of reasons and taxpayers' circumstances in which they enter the system.
Communicating with diverse audiences
The ATO's external communication branch helps the Australian community understand and participate with confidence in the tax and super systems. The diverse audience team provide strategic advice on communicating with 3 diverse audiences:
- Culturally and linguistically diverse communities
- Aboriginal and Torres Strait Islander Peoples
- People with disability.
The diverse audience team has a range of functions that support the organisation in ensuring we communicate appropriately with diverse audiences. We recognise that there is no 'one size fits all' and the information needs differ along with the channels in which audiences prefer.
We consider various elements in our communication approach such as but not limited to cultural considerations, misconceptions, key dates, language proficiency.
Member feedback
Members recognised the value of communication with diverse audiences and noted the level of consideration given to how communications are developed. Some suggestions from members were shared about language and balancing female and male voices and imagery.
Payday Super
As part of the ATO's 'get ready' phase of ATO communications regarding Payday Super, Implementation lead, Assistant Commissioner Usha Narain spoke to members and provided a communications pack to help support members in communicating the changes to their organisation and community.
Payday Super is one of the most significant changes to Australia's superannuation system in decades. From 1 July 2026, employers need to pay their employees' super at the same time as salary and wages, rather than quarterly. This change will help ensure super is paid in full, on time, and to the correct fund sooner, seeing many workers better off at retirement.
The ATO diverse audience team is part of the broader communications team in ensuring that this important change is communicated to diverse audiences appropriately.
Member feedback
Members appreciated the timeliness of this topic. It was raised about the dynamics between employees and employers when questioning the super payment being on time, especially within remote/small communities and the cultural considerations with First Nation peoples.
Attendees
|
Organisation |
Member or attendee |
|---|---|
|
ATO |
Robert Thomson (Chair), Individuals and Intermediaries |
|
ATO |
Anita Challen, Individuals and Intermediaries |
|
ATO |
Kelly Norwood, Frontline Risk and Strategy |
|
ATO |
Patrick Healey, Individuals and Intermediaries |
|
ATO |
Tara Pamula, Individuals and Intermediaries |
|
ATO |
Trevor Schloss, Superannuation and Employer Obligations |
|
Australian Multicultural Action Network |
Ravi Krishnamurthy |
|
Australian Securities and Investments Commission |
Andrew Dadswell |
|
Australian Shareholders Association Limited |
Eden Zanatta |
|
Consumer Action Law Centre |
Kirsty Robson |
|
Financial Counselling Australia |
Lynda Edwards |
|
Financial Counselling Victoria |
Zyl Hovenga-Wauchope |
|
People with Disability Australia |
Julian Laurens |
|
Redfern Legal Centre |
Julia McClelland |
|
Relationships Australia |
Susan Cochrane |
|
Tax Clinic |
Connie Vitale |
Guest attendees
|
Organisation |
Attendee |
|---|---|
|
ATO |
Adrien Jensen, ATO Corporate |
|
ATO |
Dean Villanti, ATO Corporate |
|
ATO |
Janelle Oaks, Enterprise Strategy and Design |
|
ATO |
Sheridan Harvey, Enterprise Strategy and Design |
|
ATO |
Usha Narain, Superannuation and Employer Obligations |
Apologies list
|
Organisation |
Member |
|---|---|
|
National Seniors Australia |
Brendon Radford |
|
Treasury |
Richard Maher |