Page 9 - Transforming Tax Administration and Involving Stakeholders

• We also introduced an After Hours Call Back Service for small business, giving
business owners an opportunity to talk to our customer service representatives at a
time that was most convenient for them.

We began a year of consultation with the community to find out how we could gear the
services we provide to best meet their needs. Four distinct concepts emerged from these
discussions:

• Fix the basics. Improve the website and our systems, provide accurate advice over
the phone and make things easy to understand.

• Tailor interactions to the needs of the client.
• Foster confidence and trust by offering certainty in our answers to clients’ questions.
• Help clients navigate through complex information.
We conceptualised our external community in ten different market segments, for example–
individuals, small businesses, charities and not for profits. We assigned a senior leader to
oversee the client experience for each segment so we could focus on delivering tailored
services for each market segment.
We also consulted with our staff to better understand the cultural traits needed to deliver
on the client experience. We established that staff needed to be
• client focussed
• united and connected
• empowered and entrusted
• future-oriented
• passionate and committed
We’ve formalised our improvements to client and staff experience in a program, Reinventing
the ATO. You can see the key concepts on the diagram.

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