{
  "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_global_initiatives_structured": false,
    "n_global_initiatives": 0,
    "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."
  },
  "global_initiatives": 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 & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "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’.",
      "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": [
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        "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": [
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        "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 benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "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’.",
      "impact": "Very High",
      "effort": "High",
      "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)",
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        "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."
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        "Change fatigue",
        "Unclear accountability"
      ]
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