Annual Compliance Arrangements with Large Corporate Taxpayers



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ANAO Report 2014-2015 05
Key findings by chapter
Management Arrangements (Chapter 2)
24.
The ATO has created a matrix structure to manage tax compliance, based on the type of tax and the market segment. Consequently, ACAs are administered across different business and service lines, drawing on the knowledge and expertise of the staff in these areas. This approach supports the administration of individual ACAs, but has generated inconsistency in the


ANAO Report No 2014–15 Annual Compliance Arrangements with Large Corporate Taxpayers
18 negotiation, operation and sign‐off of the arrangements.
19
While the ATO has taken some steps to improve the administration of ACAs, such as the establishment of the ACA Oversight Committee in June 2012 20
, alack of coordination, intelligence and information exchange across business and service lines was apparent. There has also been considerable slippage in the Committee progressing key elements of its work program, including refining policies, reviewing processes and developing supporting procedures for administering ACAs. These shortcomings belie ACAs being administered as the ATO’s premium cooperative compliance arrangement.
25.
The level of internal and external reporting is proportionate to the scale of ACA activity. However, the ATO has been slow to evaluate the approach to determine if it is achieving the benefits envisaged. The first effectiveness evaluation report is due to be completed late in 2014, although this evaluation project has been ongoing for almost two years. Interim findings from this evaluation, and previous ATO reviews indicate that ACAs have improved relationships with large corporate taxpayers and, in doing so, have potentially supported compliant behaviour. While the interim findings drew on the views of taxpayers and ATO officers about the costs of ACAs, it has not quantified the costs of administering ACAs, the benefits or the impacts on revenue.

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