1. The ATO has released its strategic statement for 2010-2015 which sets out its vision to improve how it works with the government and community in the future. 2. 2010 has been a year of building capabilities through modernizing the ATO's IT systems, which provided better services but also disruptions. 3. The Tax Office is re-engineering business processes to improve productivity and provide better outcomes for the community as the new systems become established.

1. December/January 2011 National Accountant 43
REGULATORY
Last month the ATO celebrated
100 years of service to the com-
munity. I feel honoured to serve
as Commissioner at a time when
we are reflecting on such a mile-
stone in our history, while look-
ing to the future and how we can
better serve the community.
A shift in relationship
I would like to think that one of
the biggest changes in recent
decades has been a closer and
more open relationship between
the ATO, taxpayers and the tax
profession.
It was clear when self-
assessment was introduced
Planning the way we work with government and
the community in the future.
We believe that most
Australians are willing to
fulfil their civic and legal
responsibilities. We believe
that we can stoke that ethic by
supporting people trying to do
the right thing, championing their
interests and protecting them
from those who are not.
Capability building
Fulfilling these goals requires us
to be passionate about improving
the way we do our work.
Accordingly, in our centenary
year of 2010, we have invested in
building our capabilities for the
years ahead.
We have undertaken the
biggest IT upgrade in our history,
modernising our systems so
that they can provide a better
service to taxpayers and the
tax profession. In addition
they provide us with greater
flexibility in implementing new
government measures where
they fit within the pattern of
our systems.
Impacts unavoidable
I understand that there were
disruptive impacts on tax agents,
and that some had to deal with
difficult clients and reduced cash
flows for a while. I am sorry
that occurred but as we have
been saying for some time the
modernisation of our systems
was essential and transitional
impacts were inevitable. We
tried our best to work with the
professional bodies to minimise
these impacts and kept them
informed at every turn.
Given all that, and while I
understand the difficulties the
disruptions caused, I had hoped
for a bit more patience and
understanding from some in
the profession.
Moving ahead, I’m pleased to
say that our new systems are
running well and that we are re-
engineering our business process-
es to improve our productivity
and to provide better outcomes
for the community. I thank the
great majority of tax agents who
were patient over this necessary
period of transformation.
I was particularly pleased
that our independent survey
of tax agents showed only
a relatively slight dip in the
level of satisfaction, given the
inconveniences and challenging
environment that tax agents
faced in 2010. That 79 per
cent of tax agents believe the
ATO does a good job reflects
the long-term constructive
relationship we have with the
profession. Again I thank them
for the important work they do
in helping their clients with one
aspect of good citizenship.
Future enhancements
Finally, we are undertaking
another upgrade over the
summer, this time improving
the Australian Business Register
to allow it to offer business
registration services on behalf of
other government agencies.
When the upgrade is complete
in early 2011 there will also
be a streamlined process for
tax professionals to make it
easier to access and update your
clients’ records.
I wish you all the best for a
safe and happy festive season
and hope you have the chance
to share it with your loved ones,
and to take some much-needed
time out.
Michael D’Ascenzo
Tax Office update
1The ATO’s strategic
statement 2010-15 sets
out its vision for the future.
22010 has been a year
of building capability
through modernisation of
the ATO’s IT systems.
3The Tax Office’s business
processes are being
re-engineered to improve
productivity and provide
better outcomes for the
community.
Reality checklist
in 1986 that we needed to
change the way we worked with
the community.
We have since strived to trans-
form the ATO into an agency that
provides help and assistance for
taxpayers who want to do the
right thing, gives trusted advice
on complex issues and acts as a
fair but firm enforcer of the law
when necessary.
Our strategic statement for
2010-15, which sets out our
vision of how we will work with
the government and the com-
munity in the years ahead, is part
of that transformation.
Valuing our tax and
super systems
We are working towards a future
where Australians value their tax
and superannuation systems as
community assets, and where
willing participation is recognised
as good citizenship. This is about
people recognising that at the
end of the day these systems are
owned by the community and
are there for the benefit of the
community. While the design of
these systems is subject to review
through legislative processes,
non-compliance with whatever
system exists merely imposes a
heavier burden on others in the
community or limits the funds
available to pay for public goods
and services.
Fulfilling these
goals requires us
to be passionate
about improving
the way we do
our work.
Michael D’Ascenzo is Commissioner
of Taxation.