Strategic direction
The role of the ATO is to effectively manage and shape the tax and superannuation systems that support and fund services for Australians.
Their vision is to be:
Their strategic direction is primarily set out in their corporate plan. It centres on fostering community participation in the tax and superannuation systems. They do this by:
They will continue to work with the community and other government agencies to support their country’s economic recovery by:
They will maintain a focus on cyber security and strive to become a more purposeful organisation to maximise value for the ATO and the community.
Their progress is monitored through the perspectives of their strategic objectives. Focusing on client experience and participation in the tax and superannuation systems is their ultimate measure of success.
History
At the end of the nineteenth century each of the six Australian colonies had their own tax systems, which were almost entirely reliant on customs and excise duties. The design of these tax systems was largely driven by administrative concerns, rather than principles of equity or efficiency.
Australia's earliest national taxes were customs and excise duties, which the states gave up in order to secure interstate free trade and ensure adequate protection for Australian industry. Customs duties were also designed to act as trade barriers between the colonies. One of the significant results of Federation in 1901 was the removal of all duties on goods traded between Australian states.
The Australian Taxation Office has its roots in the Land Tax Act 1910, when a Commissioner of Land Taxation was appointed to administer the legislation and an office under the direction of the Commissioner was created as a branch of Treasury. This office has had several names during its history including Federal Taxation Office, Commonwealth Taxation Office and now the Australian Taxation Office.
