{ "entity_id": "B-003745", "folder": "Private-Groups-Stewardship-Group", "name": "Private Groups Stewardship Group", "type": "Advisory Body", "jurisdiction": "Commonwealth", "portfolio": "Treasury", "website": "https://www.ato.gov.au/General/Consultation/Consultation-groups/Stewardship-groups/Private-Groups-Stewardship-Group/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 2, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "The ATO is committed to supporting the economic and social wellbeing of the Australian community. Its key focus areas are: strengthening debt collection, enhancing counter fraud measures, sustaining multinational and large taxpayer performance, enhancing cyber security, strengthening the value of data and digital, designing a digitalised tax experience for small business.", "official_site_url": "https://www.ato.gov.au/General/Consultation/Consultation-groups/Stewardship-groups/Private-Groups-Stewardship-Group/", "source_documents": [], "purpose": { "text": "The ATO is committed to supporting the economic and social wellbeing of the Australian community. Its key focus areas are: strengthening debt collection, enhancing counter fraud measures, sustaining multinational and large taxpayer performance, enhancing cyber security, strengthening the value of data and digital, designing a digitalised tax experience for small business.", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, "vision": { "text": "To be a leading tax and superannuation administration, known for its contemporary service, expertise and integrity.", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, "strategic_priorities": [ { "title": "strengthening debt collection", "description": "strengthening debt collection", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, { "title": "enhancing counter fraud measures", "description": "enhancing counter fraud measures", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, { "title": "sustaining multinational and large taxpayer performance", "description": "sustaining multinational and large taxpayer performance", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, { "title": "enhancing cyber security", "description": "enhancing cyber security", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, { "title": "strengthening the value of data and digital", "description": "strengthening the value of data and digital", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" }, { "title": "designing a digitalised tax experience for small business", "description": "designing a digitalised tax experience for small business", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 6, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6" } ], "values": [ { "name": "integrity", "description": "", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": null }, { "name": "expertise", "description": "", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": null }, { "name": "contemporary service", "description": "", "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Tax compliance", "description": "The ATO envisions a future where tax obligations are paid automatically in a way that is integrated into the systems that people and businesses already use to transact and manage their affairs.", "activities": [ "maximising tax compliance", "transforming the tax ecosystem" ], "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 10, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=10" }, { "name": "Outcome 2: National asset", "description": "The ATO is expected to step in and contribute its considerable human resources and national infrastructure in new ways, especially in times of national crisis.", "activities": [ "flexibility", "whole-of-government decision-making", "delivery at pace" ], "source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "source_page": 8, "source_deep_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=8" } ], "performance_measures": [ { "code": "CCE01", "measure": "GST refund fraud containment", "target": "Contained by mid-2023", "latest_result": "Contained by mid-2023", "status": "Achieved", "target_source_url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "target_source_page": 12, "result_source_url": "", "result_source_page": 12 } ], "document_alignment_terms": { "must_support": [ "The ATO is committed to supporting the economic and social wellbeing of the Australian community. Its key focus areas are: strengthening debt collection, enhancing counter fraud me", "To be a leading tax and superannuation administration, known for its contemporary service, expertise and integrity.", "strengthening debt collection", "enhancing counter fraud measures", "sustaining multinational and large taxpayer performance", "enhancing cyber security", "strengthening the value of data and digital", "designing a digitalised tax experience for small business" ], "watch_terms": [ "GST refund fraud containment" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# Private Groups Stewardship Group — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)\n\n## Vision\n\n> To be a leading tax and superannuation administration, known for its contemporary service, expertise and integrity. [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n\n## Our purpose / purposes\n\n> The ATO is committed to supporting the economic and social wellbeing of the Australian community. Its key focus areas are: strengthening debt collection, enhancing counter fraud measures, sustaining multinational and large taxpayer performance, enhancing cyber security, strengthening the value of data and digital, designing a digitalised tax experience for small business. [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n\n## How we deliver\n\n> The ATO collaborates with other government agencies to deliver services to the Australian community, and works closely with the Australian Securities and Investments Commission and the Australian Prudential Regulation Authority as co-regulators to support the superannuation system.\n\n## Government priorities for this department\n\n- strengthening debt collection [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n- enhancing counter fraud measures [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n- sustaining multinational and large taxpayer performance [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n- enhancing cyber security [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n- strengthening the value of data and digital [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n- designing a digitalised tax experience for small business [[CP p.6](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=6)]\n\n## Outcomes\n\n### Outcome 1: Tax compliance\nThe ATO envisions a future where tax obligations are paid automatically in a way that is integrated into the systems that people and businesses already use to transact and manage their affairs. [[CP p.10](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=10)]\n\n**Key activities:**\n- maximising tax compliance\n- transforming the tax ecosystem\n\n### Outcome 2: National asset\nThe ATO is expected to step in and contribute its considerable human resources and national infrastructure in new ways, especially in times of national crisis. [[CP p.8](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=8)]\n\n**Key activities:**\n- flexibility\n- whole-of-government decision-making\n- delivery at pace\n\n## Values and principles\n\n- integrity\n- expertise\n- contemporary service\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | GST refund fraud containment | Contained by mid-2023 | [CP p.12](https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf#page=12) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | GST refund fraud containment | Contained by mid-2023 | Achieved | AR p.12 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Private Groups Stewardship Group - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:34:06.026717+00:00\n**Entity ID**: B-003745\n**Entity type**: Advisory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Treasury\n**Website**: https://www.ato.gov.au/General/Consultation/Consultation-groups/Stewardship-groups/Private-Groups-Stewardship-Group/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 1 |\n| pages | 2 |\n| reviews | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- ATO strategy\nIn February 2025, Rob Heferen, the Commissioner of Taxation released a new\nWho we are\npurpose and vision, providing a clear statement of why we exist and what we are striving to achieve.\n Source: `pages/about.html (https://www.ato.gov.au/about-ato/consultation/in-detail/stewardship-groups-key-messages/private-groups-stewardship-group/private-groups-stewardship-group-key-messages-24-march-2026)`\n- The outcomes of the review are particularly timely as we refresh our vision and purpose, and will\nassist us in considering the impact of future challenges and opportunities on our capability needs.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- This requires each of us to: This requires each of us to: This requires each of us to:\n• expand our view of what we can • proactively address issues • recognise that our impact goes\ndo to drive the ATO to succeed • work through impasses and make beyond our function\n• consider what is truly possible the call, including trade‑offs needed • take shared ownership of our\nwithin our remit to deliver on priorities strategic direction, respecting any\n• challenge assumptions of what is • use good judgment to make decisions trade‑offs\nneeded for us to achieve our vision. and support those who do the same – • move together to deliver our\nregardless of the outcome. core purpose and advance our vision.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- To deliver our core purpose and achieve our vision, we need to unlock Initial actions\nthe full potential of our high performance together – as one ATO.\n• Plan as one ATO\nDelivering as one ATO will come from:\nWe will:\n• understanding both the big picture and the detail of how work flows,\n– bring planning discussions forward\nhow different areas interact, and how it all fits together\n– design and integrate our group and line plans to deliver\n• working collaboratively with those impacted by our work\non our strategic direction.\n• understanding what our part to play is.\n• Agree our part\nEnhancing our forward planning and ensuring that effective internal\nWe will ensure everyone understands their contribution,\ncollaboration is part of our ‘business as usual’ will help us:\nnot just to their direct responsibilities and functional\n• understand how our plans deliver our strategic direction\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n\n### Role and Functions\n\n- Budget\n2023–24 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 9,10,11,12]\nmmunicating our\nnext 5 years, and communicate the roadmap for delivery.\nstrategic direction (including our priorities, risk tolerances and areas where\nwe are choosing to reduce our focus) will help: • Align investment\n• guide our actions We will invest our resources in line with our strategic\ndirection.\n• sharpen our focus\n• expand our perspective on the role we can each play in realising our vision. • Make clear decisions\nWe will be clear about our decisions on our priorities,\nWe also need the means to think bigger.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- [pages 7,8,9]\n4 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 20,21,22]\nntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 55,56,57,58,59,60]\nmechanisms in place to ensure relationships are\ngovernment priorities. sustainable\n• Agency assesses the value of collaboration on an ongoing\nbasis\n• Agency’s collaboration reflects agency priorities\n• Agency’s engagements and partnerships are pursued\nthrough inclusive, accessible, culturally appropriate and\npsychologically safe means\n• Agency’s engagement with non-government entities is open\nand honest about expectations, roles and responsibilities,\nlimitations, objectives and processes from the outset\n• Agency takes responsibility for commitments made and\ninforms people and communities about how they have\ncontributed to the final decision\n• Agency has processes in place to ensure all interested\nparties receive the same information\n54 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1%\nFirst Nations 3.1%\nEmployees with disability 6.1%\nCulturally and Linguistically Diverse (CALD)12 36.1%\n*Data provided by the ATO, correct as of 30 June 2024\n1 ‘First language not exclusively English’ is provided as a measure of CALD for the purposes of benchmarking and tracking progress towards\na target for the APS CALD Employment Strategy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n\n### Strategic Priorities\n\n- [pages 9,10,11,12]\nmmunicating our\nnext 5 years, and communicate the roadmap for delivery.\nstrategic direction (including our priorities, risk tolerances and areas where\nwe are choosing to reduce our focus) will help: • Align investment\n• guide our actions We will invest our resources in line with our strategic\ndirection.\n• sharpen our focus\n• expand our perspective on the role we can each play in realising our vision. • Make clear decisions\nWe will be clear about our decisions on our priorities,\nWe also need the means to think bigger.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- Litigation load 2021–22 to 2023–24\n2021–22 2022–23 2023–24\nATO 485 418 1,224\nTPB 1 6 5\nACNC 0 0 1\nTOTAL 486 424 1,230\nSource: Australian Taxation Office\nThe ATO has a sound approach to setting priorities and making them clear across its large workforce.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 55,56,57,58,59,60]\nmechanisms in place to ensure relationships are\ngovernment priorities. sustainable\n• Agency assesses the value of collaboration on an ongoing\nbasis\n• Agency’s collaboration reflects agency priorities\n• Agency’s engagements and partnerships are pursued\nthrough inclusive, accessible, culturally appropriate and\npsychologically safe means\n• Agency’s engagement with non-government entities is open\nand honest about expectations, roles and responsibilities,\nlimitations, objectives and processes from the outset\n• Agency takes responsibility for commitments made and\ninforms people and communities about how they have\ncontributed to the final decision\n• Agency has processes in place to ensure all interested\nparties receive the same information\n54 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Clearly communicating our\nnext 5 years, and communicate the roadmap for delivery.\nstrategic direction (including our priorities, risk tolerances and areas where\nwe are choosing to reduce our focus) will help: • Align investment\n• guide our actions We will invest our resources in line with our strategic\ndirection.\n• sharpen our focus\n• expand our perspective on the role we can each play in realising our vision. • Make clear decisions\nWe will be clear about our decisions on our priorities,\nWe also need the means to think bigger.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- Budget\n2023–24 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1%\nFirst Nations 3.1%\nEmployees with disability 6.1%\nCulturally and Linguistically Diverse (CALD)12 36.1%\n*Data provided by the ATO, correct as of 30 June 2024\n1 ‘First language not exclusively English’ is provided as a measure of CALD for the purposes of benchmarking and tracking progress towards\na target for the APS CALD Employment Strategy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- ATO workforce diversity compared with the APS\nDiversity group ATO APS\nCulturally and Linguistically Diverse (CALD) people 34 36.1% 25.7%\nFirst Nations people 3.1% 3.4%\nPeople with a disability 6.1% 5.4%\nSource: APSED data release, 30 June 2024\nThe ATO has recently:\n• obtained Disability Confident Recruiter accreditation\n• achieved Platinum status in the ACON Pride in Diversity Australian Workplace Equality Index for LGBTI+\ninclusion\n• ranked 4th in the 2023 Australian Disability Network Access and Inclusion Index (the highest ranking of\nparticipating APS agencies).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 43,44,45]\ng and development investments are aligned to\nworkforce plans and APS priorities.\n• The ATO Capability Framework outlines the skills, knowledge and attributes staff need to confidently and\ncompetently deliver now and into the future.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- We will Team first ▶ Purpose first\nalign our resourcing and performance measures to them.\n• We will clearly communicate our strategic direction and priorities under it, Cautious action ▶ Bold action\nensuring they are understood throughout the organisation.\n• We will ensure accountabilities are clear, and advancing our strategic Siloed delivery ▶ Shared delivery\ndirection is a collective responsibility.\n• We will make decisions far enough in advance to ensure that at both the\nAvoiding the hard calls ▶ Courageous trade‑offs\ngroup and individual level, we can effectively plan our contribution to the\ndelivery of our enterprise priorities and our functional accountabilities.\n• We will work as one ATO, so that improved internal collaboration becomes\n‘business as usual’.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- This requires each of us to: This requires each of us to: This requires each of us to:\n• expand our view of what we can • proactively address issues • recognise that our impact goes\ndo to drive the ATO to succeed • work through impasses and make beyond our function\n• consider what is truly possible the call, including trade‑offs needed • take shared ownership of our\nwithin our remit to deliver on priorities strategic direction, respecting any\n• challenge assumptions of what is • use good judgment to make decisions trade‑offs\nneeded for us to achieve our vision. and support those who do the same – • move together to deliver our\nregardless of the outcome. core purpose and advance our vision.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1%\nFirst Nations 3.1%\nEmployees with disability 6.1%\nCulturally and Linguistically Diverse (CALD)12 36.1%\n*Data provided by the ATO, correct as of 30 June 2024\n1 ‘First language not exclusively English’ is provided as a measure of CALD for the purposes of benchmarking and tracking progress towards\na target for the APS CALD Employment Strategy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- ATO workforce diversity compared with the APS\nDiversity group ATO APS\nCulturally and Linguistically Diverse (CALD) people 34 36.1% 25.7%\nFirst Nations people 3.1% 3.4%\nPeople with a disability 6.1% 5.4%\nSource: APSED data release, 30 June 2024\nThe ATO has recently:\n• obtained Disability Confident Recruiter accreditation\n• achieved Platinum status in the ACON Pride in Diversity Australian Workplace Equality Index for LGBTI+\ninclusion\n• ranked 4th in the 2023 Australian Disability Network Access and Inclusion Index (the highest ranking of\nparticipating APS agencies).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Other staff\n3 ‘First language not exclusively English’ is provided as a measure of CALD for the purposes of benchmarking and tracking progress towards\na target for the APS CALD Employment Strategy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Budget\n2023–24 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Both the $52.8 billion ‘debt book’ and ‘tax just happens’ are\nambitious goals that cannot be achieved by a single division or group acting in isolation.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- In the 2024 APS Employee Census, of the ATO staff who indicated they intend to leave\ntheir current position, 63% planned to pursue another position within their agency (20 percentage points higher\nthan the APS average) and 10% planned to pursue a position in another agency (16 percentage points lower than\nthe APS average).\n‘You can read it in a book, but unless you actually do it, you don’t really get what it is like.’\nExternal stakeholder\nAccording to the APS Mobility Framework, mobility can help bring fresh ideas, innovation and greater\ncontestability of thought to an organisation.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- For example, in the 2024 APS Employee Census, 76% of staff agreed they are\nsatisfied with the policies/practices in place to help them manage their health and wellbeing (8 percentage points\nabove the APS average) and 75% of staff agreed their agency does a good job of promoting health and wellbeing\n(9 percentage points above the APS average).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- In the 2024 APS Employee Census, 81% of ATO staff\nagreed their supervisor is invested in their development (3 percentage points above the APS average) and 83% of\nATO staff agreed their supervisor provides them with helpful feedback to improve their performance\n(5 percentage points above the APS average).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Reviewers interviewed 34 internal and external stakeholders and held 8 workshops with 170 members of staff\nbetween October 2024 and January 2025.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Having a single PW Tax Performance Program covering groups that are now in the M&E and Next 5,000 populations will result in benefits including greater consistency in our compliance approach across the privately owned and wealthy groups population and better align the timing of our risk-based compliance activities with our communications to market.\n Source: `pages/about.html (https://www.ato.gov.au/about-ato/consultation/in-detail/stewardship-groups-key-messages/private-groups-stewardship-group/private-groups-stewardship-group-key-messages-24-march-2026)`\n- [pages 9,10,11,12]\nmmunicating our\nnext 5 years, and communicate the roadmap for delivery.\nstrategic direction (including our priorities, risk tolerances and areas where\nwe are choosing to reduce our focus) will help: • Align investment\n• guide our actions We will invest our resources in line with our strategic\ndirection.\n• sharpen our focus\n• expand our perspective on the role we can each play in realising our vision. • Make clear decisions\nWe will be clear about our decisions on our priorities,\nWe also need the means to think bigger.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- [Page 2]\n© Commonwealth of Australia 2025\nISBN 978-1-7637783-1-3\nWith the exception of the Commonwealth Coat of Arms and where otherwise noted, this work is licensed under a\nCreative Commons Attribution 4.0 International Licence (CC BY 4.0).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 7,8,9]\n4 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 20,21,22]\nntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 19,913\nStaff | Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1% | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, of the ATO staff who indicated they intend to leave\ntheir current position, 63% planned to pursue another position within their agency (20 percentage points higher\nthan the APS average) and 10% planned to pursue a position in another agency (16 percentage points lower than\nthe APS average).\n‘You can read it in a book, but unless you actually do it, you don’t really get what it is like.’\nExternal stakeholder\nAccord | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | For example, in the 2024 APS Employee Census, 76% of staff agreed they are\nsatisfied with the policies/practices in place to help them manage their health and wellbeing (8 percentage points\nabove the APS average) and 75% of staff agreed their agency does a good job of promoting health and wellbeing\n(9 percentage points above the APS average). | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, 81% of ATO staff\nagreed their supervisor is invested in their development (3 percentage points above the APS average) and 83% of\nATO staff agreed their supervisor provides them with helpful feedback to improve their performance\n(5 percentage points above the APS average). | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| $20 million, 20 million | Over the past 4 years, the ATO’s Enterprise Solutions and Technology Group\nhas exceeded its budget by $20 million. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the\n2024 APS Employee Census, 81% of staff said they access working from home flexibility, which is 20 percentage\npoints higher than the APS average, and 29 percentage points higher than the average for extra large agencies. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | Because our metrics are very function-based, we\noperate in a function-based way.’ Internal stakeholder\nIn the 2024 APS Employee Census, 56% of ATO staff agreed the SES work as a team, while 31% did not have a\nview. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, 84% of ATO\nstaff agreed the culture in their agency supports people to act with integrity, 7 percentage points higher than the\nAPS average. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, 86% of staff agreed their supervisor encourages their team to regularly review\nand improve their work, which is 4 percentage points above the APS average. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | We respect each other and aim to provide a great service to\nthe community.’ Internal stakeholder\nIn the 2024 APS Employee Census, 86% of staff agreed their agency supports and actively promotes an inclusive\nworkplace culture (5 percentage points above the APS average). | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, 27% of ATO staff\nagreed they feel burned out by their work (2 percentage points below the APS average).\n‘When new laws and policies are brought in, we can’t scale up to match the workload. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 6 staff | It provides opportunities for APS 5 and APS 6 staff\nacross the agency to improve their data and analytics capabilities – including data visualisation, analysis\nand exploration – by working in Smarter Data for 12 weeks. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| $2 billion, $2.7 billion, 2 billion, 2.7 billion | The fraud was contained by\nmid-2023, and the ATO will seek to recover just under $2 billion, and claims to have prevented an\nadditional $2.7 billion in suspected fraudulent claims. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 19,913\nStaff | Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1% | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| $52.8 billion, 52.8 billion | Both the $52.8 billion ‘debt book’ and ‘tax just happens’ are\nambitious goals that cannot be achieved by a single division or group acting in isolation. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, of the ATO staff who indicated they intend to leave\ntheir current position, 63% planned to pursue another position within their agency (20 percentage points higher\nthan the APS average) and 10% planned to pursue a position in another agency (16 percentage points lower than\nthe APS average).\n‘You can read it in a book, but unless you actually do it, you don’t really get what it is like.’\nExternal stakeholder\nAccord | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | For example, in the 2024 APS Employee Census, 76% of staff agreed they are\nsatisfied with the policies/practices in place to help them manage their health and wellbeing (8 percentage points\nabove the APS average) and 75% of staff agreed their agency does a good job of promoting health and wellbeing\n(9 percentage points above the APS average). | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the 2024 APS Employee Census, 81% of ATO staff\nagreed their supervisor is invested in their development (3 percentage points above the APS average) and 83% of\nATO staff agreed their supervisor provides them with helpful feedback to improve their performance\n(5 percentage points above the APS average). | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n| 2024 APS | In the\n2024 APS Employee Census, 81% of staff said they access working from home flexibility, which is 20 percentage\npoints higher than the APS average, and 29 percentage points higher than the average for extra large agencies. | `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)` |\n\n## Key Achievements\n\n- Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1%\nFirst Nations 3.1%\nEmployees with disability 6.1%\nCulturally and Linguistically Diverse (CALD)12 36.1%\n*Data provided by the ATO, correct as of 30 June 2024\n1 ‘First language not exclusively English’ is provided as a measure of CALD for the purposes of benchmarking and tracking progress towards\na target for the APS CALD Employment Strategy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Budget\n2023–24 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- ATO workforce diversity compared with the APS\nDiversity group ATO APS\nCulturally and Linguistically Diverse (CALD) people 34 36.1% 25.7%\nFirst Nations people 3.1% 3.4%\nPeople with a disability 6.1% 5.4%\nSource: APSED data release, 30 June 2024\nThe ATO has recently:\n• obtained Disability Confident Recruiter accreditation\n• achieved Platinum status in the ACON Pride in Diversity Australian Workplace Equality Index for LGBTI+\ninclusion\n• ranked 4th in the 2023 Australian Disability Network Access and Inclusion Index (the highest ranking of\nparticipating APS agencies).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- In the 2024 APS Employee Census, of the ATO staff who indicated they intend to leave\ntheir current position, 63% planned to pursue another position within their agency (20 percentage points higher\nthan the APS average) and 10% planned to pursue a position in another agency (16 percentage points lower than\nthe APS average).\n‘You can read it in a book, but unless you actually do it, you don’t really get what it is like.’\nExternal stakeholder\nAccording to the APS Mobility Framework, mobility can help bring fresh ideas, innovation and greater\ncontestability of thought to an organisation.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- For example, in the 2024 APS Employee Census, 76% of staff agreed they are\nsatisfied with the policies/practices in place to help them manage their health and wellbeing (8 percentage points\nabove the APS average) and 75% of staff agreed their agency does a good job of promoting health and wellbeing\n(9 percentage points above the APS average).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- In the 2024 APS Employee Census, 81% of ATO staff\nagreed their supervisor is invested in their development (3 percentage points above the APS average) and 83% of\nATO staff agreed their supervisor provides them with helpful feedback to improve their performance\n(5 percentage points above the APS average).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- The agency implemented a rolling 5-year budget methodology in 2018, which gives it\nvisibility of future funding and resources.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [Page 47]\n• The ATO delivered the whole-of-government digital identity platform, myID (previously called myGovID),\nwhich supports 12.9 million identities and is used by 56 government agencies for 150 government\nservices.\n• The ATO established the Relationship Authorisation Manager (RAM), the authorisation service for\ngovernment.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Reviewers interviewed 34 internal and external stakeholders and held 8 workshops with 170 members of staff\nbetween October 2024 and January 2025.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 9,10,11,12]\nmmunicating our\nnext 5 years, and communicate the roadmap for delivery.\nstrategic direction (including our priorities, risk tolerances and areas where\nwe are choosing to reduce our focus) will help: • Align investment\n• guide our actions We will invest our resources in line with our strategic\ndirection.\n• sharpen our focus\n• expand our perspective on the role we can each play in realising our vision. • Make clear decisions\nWe will be clear about our decisions on our priorities,\nWe also need the means to think bigger.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- [Page 2]\n© Commonwealth of Australia 2025\nISBN 978-1-7637783-1-3\nWith the exception of the Commonwealth Coat of Arms and where otherwise noted, this work is licensed under a\nCreative Commons Attribution 4.0 International Licence (CC BY 4.0).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 7,8,9]\n4 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- The ATO explained that the tax issues and risks that attract our attention are similar across Next 5,000 and M&E programs and the changes aim to reduce duplication of workflows and ensure taxpayers can expect the same ATO approach and processes whether they are part of the M&E or the Next 5,000 populations.\n Source: `pages/about.html (https://www.ato.gov.au/about-ato/consultation/in-detail/stewardship-groups-key-messages/private-groups-stewardship-group/private-groups-stewardship-group-key-messages-24-march-2026)`\n- [pages 9,10,11,12]\nmmunicating our\nnext 5 years, and communicate the roadmap for delivery.\nstrategic direction (including our priorities, risk tolerances and areas where\nwe are choosing to reduce our focus) will help: • Align investment\n• guide our actions We will invest our resources in line with our strategic\ndirection.\n• sharpen our focus\n• expand our perspective on the role we can each play in realising our vision. • Make clear decisions\nWe will be clear about our decisions on our priorities,\nWe also need the means to think bigger.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- [pages 20,21,22]\nntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 60,61,62,63]\ntures and thinking\nan inclusive working • Agency staff are empowered to take risks and experiment\nenvironment that gives • Staff engagement is high\nstaff a sense they\nbelong and are valued.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Australian community with excellence and integrity, achieve our vision,\nand proactively address future challenges, we need to:\nThe findings [of the capability review] are not judgments\n• work as one ATO to deliver for the Australian community, including\non current capability, but rather ways the ATO might evolve\nthrough improved internal collaboration\nto be a ‘great’ organisation.’ • have a leadership group that works as a team and models the right\nbehaviours\nCapability Review, Australian Taxation Office, 2025\n• establish enterprise‑wide priorities and shared plans for achieving them\n• make trade‑offs for the sake of the organisation, work through impasses\nThe Australian Public Service Commission’s capability review affirmed the and take collective responsibility for decisions\nATO’s position as a high‑performing and globally respected tax administration.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- Budget\n2023–24 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,397.8 4,123.1\nDepartmental capital 122.7 185.9 222.3 142.5 153.1\nOwn source revenue 181.8 196.9 197.9 191.0 186.4\nTotal departmental 4,443.3 4,614.2 4,802.4 4,731.3 4,462.6\nAdministered expenses 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nAdministered capital - - - - -\nTotal administered 17,763.7 18,058.6 18,814.3 19,382.5 20,738.2\nTotal Australian Taxation Office 22,207.0 22,672.8 23,616.7 24,113.8 25,200.8\nSource: Australian Taxation Office\nNumbers are inclusive of Tax Practitioners Board and Australian Charities and Not-for-profits Commission\n6 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Staff numbers\nNumber of employees (headcount) 21,601\nNumber of employees (full time equivalent)* 19,913\nStaff locations\nACT NSW VIC QLD SA WA TAS NT Overseas*\n8.3% 28.3% 25.8% 19.1% 10.2% 5.2% 3.1%\n(0) (2)\n(1,798) (6,112) (5,579) (4,126) (2,195) (1,114) (677)\nDistribution of classifications\nAPS1–3, Trainee\nAPS4 APS5 APS6 EL SES\nand Graduate\n21.4% 16.2% 9.9% 20.8% 30.6% 1.1%\nDiversity\nCharacteristic Percentage of total staff\nWomen 55.6%\nMen 44.1%\nFirst Nations 3.1%\nEmployees with disability 6.1%\nCulturally and Linguistically Diverse (CALD)12 36.1%\n*Data provided by the ATO, correct as of 30 June 2024\n1 ‘First language not exclusively English’ is provided as a measure of CALD for the purposes of benchmarking and tracking progress towards\na target for the APS CALD Employment Strategy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- ATO workforce diversity compared with the APS\nDiversity group ATO APS\nCulturally and Linguistically Diverse (CALD) people 34 36.1% 25.7%\nFirst Nations people 3.1% 3.4%\nPeople with a disability 6.1% 5.4%\nSource: APSED data release, 30 June 2024\nThe ATO has recently:\n• obtained Disability Confident Recruiter accreditation\n• achieved Platinum status in the ACON Pride in Diversity Australian Workplace Equality Index for LGBTI+\ninclusion\n• ranked 4th in the 2023 Australian Disability Network Access and Inclusion Index (the highest ranking of\nparticipating APS agencies).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 45,46,47]\nces,\ninvestment and program delivery, including monitoring financial risk.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- This requires each of us to: This requires each of us to: This requires each of us to:\n• expand our view of what we can • proactively address issues • recognise that our impact goes\ndo to drive the ATO to succeed • work through impasses and make beyond our function\n• consider what is truly possible the call, including trade‑offs needed • take shared ownership of our\nwithin our remit to deliver on priorities strategic direction, respecting any\n• challenge assumptions of what is • use good judgment to make decisions trade‑offs\nneeded for us to achieve our vision. and support those who do the same – • move together to deliver our\nregardless of the outcome. core purpose and advance our vision.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- The 2024–25 Budget Outlook points to the continued impact of conflicts in the Middle\nEast and Ukraine, and challenges in the Chinese economy, which will have flow-on effects globally, including to\nthe Australian economy.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 17,18,19,20]\nwill, over time,\ngenerate new workforce and integrity risks the ATO will need to manage.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [Page 20]\nLeadership and culture\nElement Maturity rating\nEmbedded – Integrity and values\nIntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- The Client Engagement Group has expertise on the small business cohort (which holds the\nbulk of the debt), and corporate functions are needed to support staff navigating the challenges of compliance\nactivity and working with empathy for people in vulnerable circumstances (see more in User focus –\nunderstanding all kinds of users will keep the tax system fair and accessible on page 33-35).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Australian community with excellence and integrity, achieve our vision,\nand proactively address future challenges, we need to:\nThe findings [of the capability review] are not judgments\n• work as one ATO to deliver for the Australian community, including\non current capability, but rather ways the ATO might evolve\nthrough improved internal collaboration\nto be a ‘great’ organisation.’ • have a leadership group that works as a team and models the right\nbehaviours\nCapability Review, Australian Taxation Office, 2025\n• establish enterprise‑wide priorities and shared plans for achieving them\n• make trade‑offs for the sake of the organisation, work through impasses\nThe Australian Public Service Commission’s capability review affirmed the and take collective responsibility for decisions\nATO’s position as a high‑performing and globally respected tax administration.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- [Page 20]\nLeadership and culture\nElement Maturity rating\nEmbedded – Integrity and values\nIntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 20,21,22]\nntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- [pages 55,56,57,58,59,60]\nmechanisms in place to ensure relationships are\ngovernment priorities. sustainable\n• Agency assesses the value of collaboration on an ongoing\nbasis\n• Agency’s collaboration reflects agency priorities\n• Agency’s engagements and partnerships are pursued\nthrough inclusive, accessible, culturally appropriate and\npsychologically safe means\n• Agency’s engagement with non-government entities is open\nand honest about expectations, roles and responsibilities,\nlimitations, objectives and processes from the outset\n• Agency takes responsibility for commitments made and\ninforms people and communities about how they have\ncontributed to the final decision\n• Agency has processes in place to ensure all interested\nparties receive the same information\n54 | Capability Review of the Australian Taxation Office\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- We respect each other and aim to provide a great service to\nthe community.’ Internal stakeholder\nIn the 2024 APS Employee Census, 86% of staff agreed their agency supports and actively promotes an inclusive\nworkplace culture (5 percentage points above the APS average).\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- At the same time,\nit has identified areas where we can do better – opportunities to strengthen\nCommissioner of Taxation\nour systems, sharpen our focus, and deliver even greater value to the\non 1 March 2024, I continue\nAustralian community.\nto be impressed by the\nWe deliver well on our core purpose of collecting tax so government can\nexpertise, professionalism deliver services for the Australian community.\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)`\n- The and APS values in their work for the agency\nagency engages with • Leaders model the APS values\nrisk appropriately and • Staff are committed to the APS values\nembodies integrity in • Staff balance risk and opportunity in a way that is consistent\neverything it does. with the agency’s risk appetite\nLeadership and The capability to • Leadership team is of a high quality\ngovernance provide cohesive • Leadership team works together effectively\nleadership and • Leadership effectively communicates agency priorities and\ndirection, and to direction\nestablish • Staff understand the purpose of the agency and can link\norganisational their work to the agency priorities\nstructures that are • Agency has effective and efficient organisational structures,\nefficient and effective. including optimal management structures for the agency’s\nneeds\n• Effective governance is in place (including cadence of\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n- Domestically, there is widespread respect for the deep\nexpertise of ATO staff and their integrity as well as the agency’s data capability.\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf` - reviews - https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf\n- `pages/about.html` - pages - https://www.ato.gov.au/about-ato/consultation/in-detail/stewardship-groups-key-messages/private-groups-stewardship-group/private-groups-stewardship-group-key-messages-24-march-2026\n- `pages/homepage.html` - pages - https://www.ato.gov.au/General/Consultation/Consultation-groups/Stewardship-groups/Private-Groups-Stewardship-Group/\n- `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf` - other-pdfs - https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Private Groups Stewardship Group - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:21:43.093539+00:00\n**Entity ID**: B-003745\n**Jurisdiction**: Commonwealth\n**Portfolio**: Treasury\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 4\n- Unique legislation references found: 6\n\n| Type | Count |\n|---|---:|\n| Act | 6 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pages.jsonl`\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n**Evidence contexts**:\n- le this plays in us all walking together as Australians.\nWe value the contribution Aboriginal and Torres Strait Islander people make to our organisation\nand the broader tax, superannuation and registry systems.\nStatement of preparation\nFor the purposes of the Public Governance, Performance and Accountability Act 2013, the Commissioner of Taxation\nis the accountable authority for the Australian Taxation Office listed entity, which includes the Commissioner of Taxation\n(supported by the ATO), the Tax Practitioner’s Board (TPB), the Australian Charities and Not‑for‑profits C\n Source: `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pages.jsonl`\n- he Hon Julie Collins MP\n• Assistant Treasurer and Minister for Financial Services, the Hon Stephen Jones MP\n• Assistant Minister for Competition, Charities and Treasury and Assistant Minister for Employment, the\nHon Dr Andrew Leigh MP.\nFor the purposes of the Public Governance, Performance and Accountability Act 2013, the Commissioner of\nTaxation is the Accountable Authority for the Australian Taxation Office listed entity, which comprises the ATO,\n5 | Capability Review of the Australian Taxation Office\n\n[page 7]\nthe TPB and the ACNC, including the ACNC Advisory Board. Th\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n- llocation and help groups\nin the ATO mitigate significant variations in funding. The methodology was independently reviewed by KPMG in\n2022 with no adverse findings. The ATO also has a financial policy framework that ensures it meets its obligations\nunder the Public Governance, Performance and Accountability Act 2013. For the past 5 years, the ATO has\nreceived clean audit opinions on its financial statements from the ANAO.\n44 | Capability Review of the Australian Taxation Office\n\n[page 46]\nIn interviews and workshops, staff said more work needs to be done to align budgets\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n### Australian Charities and Not-for-profits Commission Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Charities+and+Not-for-profits+Commission+Act+2012\n\n**Sources**:\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n**Evidence contexts**:\n- confidence in Australian charities. The ACNC is committed to\nhelping charities understand their obligations and to working across governments to reduce red tape. The\nstatutory functions and regulatory powers of the Commissioner of the ACNC are set out in the Australian Charities\nand Not-for-profits Commission Act 2012, the Charities Act 2013 and accompanying regulations.\nBudget\n2023–24 2024–25 2025–26 2026–27 2027–28\nActual MYEFO Estimate Estimate Estimate\n($ million) ($ million) ($ million) ($ million) ($ million)\nDepartmental operating expenses 4,138.7 4,231.4 4,382.2 4,\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n### Foreign Acquisitions and Takeovers Act 1975\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Foreign+Acquisitions+and+Takeovers+Act+1975\n\n**Sources**:\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n**Evidence contexts**:\n- 65]\nAgency Program(s) Description\nDepartment of the Department of the The Department of the Treasury contributes to the\nTreasury Treasury administration of the National Tax Equivalent Regime. It\nco-regulates the foreign investment framework, consisting of the\nForeign Acquisitions and Takeovers Act 1975, the Foreign\nAcquisitions and Takeovers Fees Impositions Act 2015 and their\nassociated regulations. The ATO regulates foreign investment\nproposals concerning only residential land, while the Treasury\nregulates all other proposals covered by the framework. The\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n### Foreign Acquisitions and Takeovers Fees Impositions Act 2015\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Foreign+Acquisitions+and+Takeovers+Fees+Impositions+Act+2015\n\n**Sources**:\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n**Evidence contexts**:\n- he Department of the The Department of the Treasury contributes to the\nTreasury Treasury administration of the National Tax Equivalent Regime. It\nco-regulates the foreign investment framework, consisting of the\nForeign Acquisitions and Takeovers Act 1975, the Foreign\nAcquisitions and Takeovers Fees Impositions Act 2015 and their\nassociated regulations. The ATO regulates foreign investment\nproposals concerning only residential land, while the Treasury\nregulates all other proposals covered by the framework. The\nCommissioner of Taxation has been appointed as Registrar of the\nR\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n**Evidence contexts**:\n- of all Commonwealth departments and large agencies.\nCapability reviews are an independent and forward-looking activity assessing an agency’s ability to meet its future\nobjectives and challenges, which are now a statutory function of the Commissioner under the Public Service Act\n1999. The aim is to facilitate discussions around the agency’s desired future state, highlight organisational\ncapability gaps and identify opportunities to address them.\nI would like to thank the Australian Taxation Office for participating in the capability revie\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n**Evidence contexts**:\n- e ATO is committed to providing a safe workplace for its employees. The ATO’s Work Health and Safety\nManagement System helps ensure, as far as reasonably practicable, the health and safety of its people and that\nthe agency meets its responsibilities under the Work Health and Safety Act 2011.\nThe ATO has a range of programs to support staff safety and wellbeing. For example:\n• The ATO’s mental health strategy, Thriving Minds 2021–24, and supporting initiatives are building mental\nhealth awareness and expanding the resources available for managers\n Source: `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pages.jsonl` (pdf_pages)\n- `reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To be a leading tax and superannuation administration, known for its contemporary service, expertise and integrity.", "vision_source_page": 6, "purposes": "The ATO is committed to supporting the economic and social wellbeing of the Australian community. Its key focus areas are: strengthening debt collection, enhancing counter fraud measures, sustaining multinational and large taxpayer performance, enhancing cyber security, strengthening the value of data and digital, designing a digitalised tax experience for small business.", "purposes_source_page": 6, "how_we_deliver": "The ATO collaborates with other government agencies to deliver services to the Australian community, and works closely with the Australian Securities and Investments Commission and the Australian Prudential Regulation Authority as co-regulators to support the superannuation system.", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "strengthening debt collection", "source_page": 6 }, { "text": "enhancing counter fraud measures", "source_page": 6 }, { "text": "sustaining multinational and large taxpayer performance", "source_page": 6 }, { "text": "enhancing cyber security", "source_page": 6 }, { "text": "strengthening the value of data and digital", "source_page": 6 }, { "text": "designing a digitalised tax experience for small business", "source_page": 6 } ], "outcomes": [ { "name": "Outcome 1: Tax compliance", "description": "The ATO envisions a future where tax obligations are paid automatically in a way that is integrated into the systems that people and businesses already use to transact and manage their affairs.", "key_activities": [ "maximising tax compliance", "transforming the tax ecosystem" ], "source_page": 10 }, { "name": "Outcome 2: National asset", "description": "The ATO is expected to step in and contribute its considerable human resources and national infrastructure in new ways, especially in times of national crisis.", "key_activities": [ "flexibility", "whole-of-government decision-making", "delivery at pace" ], "source_page": 8 } ], "values": [ "integrity", "expertise", "contemporary service" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "GST refund fraud containment", "target": "Contained by mid-2023", "source_page": 12 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "GST refund fraud containment", "result": "Contained by mid-2023", "status": "Achieved", "source_page": 12 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[pages 20,21,22]\nntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[pages 20,21,22]\nntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 47]\n• The ATO delivered the whole-of-government digital identity platform, myID (previously called myGovID),\nwhich supports 12.9 million identities and is used by 56 government agencies for 150 government\nservices.\n• The ATO established the Relationship Authorisation Manager (RAM), the authorisation service for\ngovernment.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 47]\n• The ATO delivered the whole-of-government digital identity platform, myID (previously called myGovID),\nwhich supports 12.9 million identities and is used by 56 government agencies for 150 government\nservices.\n• The ATO established the Relationship Authorisation Manager (RAM), the authorisation service for\ngovernment.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "It provides opportunities for APS 5 and APS 6 staff\nacross the agency to improve their data and analytics capabilities – including data visualisation, analysis\nand exploration – by working in Smarter Data for 12 weeks.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "It provides opportunities for APS 5 and APS 6 staff\nacross the agency to improve their data and analytics capabilities – including data visualisation, analysis\nand exploration – by working in Smarter Data for 12 weeks.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 20]\nLeadership and culture\nElement Maturity rating\nEmbedded – Integrity and values\nIntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 20]\nLeadership and culture\nElement Maturity rating\nEmbedded – Integrity and values\nIntegrity and values\nDeveloping – Risk\nLeadership and governance Developing\nCollaboration\nElement Maturity rating\nPublic sector collaboration Developing\nNon-government partnerships and engagement Developing\nInternal collaboration Emerging\nDelivery\nElement Maturity rating\nMinisters and parliament Developing\nUser focus Developing\nStrategy Developing\nImplementation Embedded\nReview and evaluation Developing\nWorkforce\nElement Maturity rating\nStrategic workforce planning Developing\nStaff performance and development Embedded\nStaff culture and inclusion Embedded\nStaff safety and wellbeing Embedded\nEnabling functions\nElement Maturity rating\nFinancial management Developing\nTechnology Developing\nData Embedded\nCorporate operating model Developing\n19 | Capability Review of the Australian Taxation Office", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "We respect each other and aim to provide a great service to\nthe community.’ Internal stakeholder\nIn the 2024 APS Employee Census, 86% of staff agreed their agency supports and actively promotes an inclusive\nworkplace culture (5 percentage points above the APS average).", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "We respect each other and aim to provide a great service to\nthe community.’ Internal stakeholder\nIn the 2024 APS Employee Census, 86% of staff agreed their agency supports and actively promotes an inclusive\nworkplace culture (5 percentage points above the APS average).", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf (https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Procurement & 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as usual’.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-003745", "entity_name": "Private Groups Stewardship Group", "folder_name": "Private-Groups-Stewardship-Group", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks 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"other-pdfs/ATO-20Capabilty-20Review-20Response-20--20Our-20performance-20evolution.pdf (https://www.apsc.gov.au/sites/default/files/2025-07/ATO%20Capabilty%20Review%20Response%20-%20Our%20performance%20evolution.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] } ], "legislation_administered": [], "artifacts": [ { "category": "reviews", "year": "2025", "url": "https://www.apsc.gov.au/sites/default/files/2025-05/ATO%20capability%20review%20-%20final%20endorsed_accessible.pdf", "file": "reviews/ATO-20capability-20review-20--20final-20endorsed_accessible.pdf", "bytes": 836942, "link_text": "Capability Review (PDF 817KB) External 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