The following pages set out our strategic objectives aligned to core priorities and performance measures. The activities we undertake within our core priorities and our management of risks ensure that we achieve our strategic objectives. Our performance measures help us to understand whether we are on‑track and allow us to refine our approach when needed.
Government
Strategic objectives
- G1 We build community confidence by sustainably reducing the tax gap and providing assurance across the tax, superannuation and registry systems
- G2 We design for better tax, superannuation and registry systems to make it easy to comply and hard not to.
Core priorities
1.1 Tax and superannuation performance
Maintain high levels of compliance across the tax and superannuation systems and avoid any deterioration in tax performance
1.2 Commitments to government
Deliver on government priorities, including through our funded taskforces, and our contribution to and implementation of new measures
1.3 Advocacy
Build strong relationships with key stakeholders to advocate for more effective and simple tax, superannuation and registry policy and administration
1.4 Effective public advice and guidance
Deliver effective public advice and guidance, including timely publication of ATO views on priority matters
1.5 Effective registry services
Provide business registry services and strengthen the integrity of registrations
Performance measures
Trust
Community trust in the ATO and the system
Registration
Proportion of companies and individuals registered in the system
Lodgment
Proportion of activity statements and income tax returns lodged on time
Tax gap
As a proportion of revenue
Total revenue effects
Revenue from all compliance activities
Payment
Proportion of liabilities paid on time by value
Debt
Ratio of collectable debt to net tax collections
Influence
Influence tax and superannuation system design through a mutually positive relationship with Treasury and the provision of quality advice
Client
Strategic objectives
- C1 Our client experience and interactions are well designed, tailored, fair and transparent.
- C2 We work with and through others to deliver efficient and effective tax, superannuation and registry systems.
Core priorities
2.1 Fairness and integrity
Enable trust and compliance through policy, sound law design and interpretation, as well as resolving disputes
2.2 Digital communications and self-service interactions
Continue to evolve digital interactions and where appropriate, reduce reliance on paper
2.3 Deliver tax time
Ensure continued delivery of tax time commitments
2.4 Partnerships
Nurture partnerships with the tax profession in coordinated approaches to support the integrity and streamlining of the tax and superannuation systems
Performance measures
Compliance cost
Adjusted median cost to individual taxpayers of managing their tax affairs
Digital
Proportion of inbound transactions received digitally for key services
Digital
Proportion of outbound interactions issued digitally for key services
Service satisfaction
Client satisfaction with their recent interaction with us
Working together
Partner perceptions of how we are working together with them to administer the tax and superannuation systems
Workforce
Strategic objective
- W1 We are a high-performing workforce with a focus on integrity, the right culture, capability and tools to deliver the best client and staff experience.
Core priorities
3.1 Shape our workforce
Attract, develop, and retain a diverse workforce with the capability to deliver on our priorities
3.2 Workforce Integrity
Identify, prevent and respond to integrity threats in our workplace, through our integrity framework Performance measures
Performance measures
Culture
Level of employee engagement
Staff experience
Employee perceptions around whether they have access to the tools and resources needed to perform well
Operational
Strategic objectives
- O1 We use data, information and insights to deliver value for our clients and inform decision-making across everything we do.
- O2 Our technology and digital services deliver a reliable and contemporary client experience.
Core priorities
4.1 Strengthen our data and analytics foundations and capabilities
Improve how we manage, use and share data and analytics, to deliver better services, improve tax performance and reduce administration costs
4.2 ATO systems resilience and improvements
Drive modernisation of our key systems and focus on resilience where it improves reliability and the client experience
Performance measures
Tax returns
Proportion of pre-filled items accepted without change
Identity matching
Proportion of data items matched to client identifiers
Availability
Key digital systems availability
Financial
Strategic objective
- F1 We strive for operational excellence to achieve efficiency and quality outcomes.
Core priorities
5.1 Effective management of ATO financial resources
Ensure effective resource allocation, monitoring and reporting, demonstrating quality financial management aligned to organisational priorities
5.2 Value for money
Leverage our expertise to deliver efficient, economical and ethical use of public funds, including at all stages of procurement, consistent with the policies of the Commonwealth
Performance measures
Cost of collection
Cost to collect $100