Tabitha Ross

APS 6 TEAM LEADER, CAS FRONTLINE OPERATIONS

ATO

09.2019 - Current

Build Staff Capability and Stakeholder Relationships: Collaboratively worked with stakeholders including Product, Strategy and Management, Training Hub, Frontline Resource Manager local leadership to deliver strategic plan, organising and negotiating business outcomes through strong stakeholder relationships. I supported Frontline Resource Manager and wider ATO strategy maintaining taxpayer and staff experience building an agile work force by identifying training/skilling gaps, monitoring volumes and delivering training to the right people at the right time. This strategy led to significant decrease of on hand volumes Superannuation from 90,000 (April 2022) to decrease of 50% to 45,000 (April 2024) to further decrease of 46% to 21,000 (April 2025).
Build Staff Capability and Stakeholder Relationships: Participated in cross business line support visits including Black Economy mobile strike team small business visits, I also represented ATO at pop-up shops in local shopping centres and promoted ATO online services.
Build Staff Capability and Stakeholder Relationships: Decreased Administration Penalty work by over 500 activities using influence, with Tax and Super Manager and Tax and Super Improvement to effective update training package and procedures leading to better staff experience.
Performance Improvement Plan Case: Using reports available including Agent States, My Contributions, power BI, Verint and observations of staff member I was able to identify the staff member was not undertaking scheduled tasks, mislead leadership about completing completing duties, and provided incorrect information to taxpayers risking the integrity of the ATO and taxpayer accounts. Liaised with Probation hub and staff member identified as ‘off track’ in Compass resulting in the establishment of a Performance Improvement Plan (PIP) including coaching plan to build staff member performance by identifying common themes, system usage, break code usage and implementing a tailored support plan. The result was a positive outcome as staff member with support and coaching was able to improve confidently and increased capability, meeting performance expectations changing behaviours inline with ATO code of conduct. Staff member was subsequently rated ‘on track’ in compass.
Build Staff Capability: Successfully coached and supported all utilising side by side observations, floor walking, telephony and jabber channels building staff capability, knowledge, and effective system navigation delivering increased quality service with numerous staff obtaining substantive roles resulting in staff meeting requirements with shown improvement in Quality, Average Handling Times and navigating EKM scripting.
Build Staff Capability: Review and guide staff on writing formal documents to be used in Fair Work cases, ensuring facts, times, dates and situation recorded in an impartial view.
Build Staff Capability: Ensure my knowledge of Superannuation and Taxation processes to assist staff members with complex cases through research of legislation, policy and procedures, SEO and Tax and Super Improvement to make informed decisions.
Business Improvement: Familiarised myself with business changes as we were moving across Business, Individuals, Complaints and Superannuation helping everyone.
Business Improvement: Moving across various business lines system, Emite (monitoring of telephony queues) ensure coverage meets business and community demand is decided based on this information. Currently 2-3 pages of queues by selecting each products, I suggested streamline by creating drop downs for each so only queues required for each site can be viewed. On liaison with an Emite developer a temporary separate dropdown has been implemented until further external stakeholder involvement. The idea was submitted and implemented through the Frontline Operations Innovation leading to improvement, timely and more efficient view of queues for team leaders enabling real time actions to meet community demand.
Increased Productivity: Increased FBT productivity to 120% through identification, research, risk management and consultation with strategies to stakeholders.
Significant Unplanned Leave Case: Delivered effective communication, documentation and record keeping for ATO in Fair Work Commission case of staff member with over 150 days unplanned absence in 12 months. led to Delegate approval of Show Cause and then Termination of employment.
Empowered team members by delegating responsibilities according to individual strengths and areas of expertise.
Managed conflict resolution among team members, fostering a positive and collaborative work environment.
Set performance expectations for the team, monitoring progress towards goals and providing constructive feedback as needed.
Evaluated team member performance against established objectives during regular reviews, offering praise for achievements or identifying areas requiring further development.
Mentored junior staff members, helping them develop their leadership potential and advance in their careers.
Performed daily opening/closing duties diligently, ensuring that the workplace was always ready for operation at the start or end of each business day.
Investigated and resolved customer inquiries and complaints quickly.
Maintained clean and orderly checkout areas by mopping floors, emptying trash cans and wiping down surfaces.

EL1 ACTING SITE DIRECTOR

ATO

02.2024 - 06.2024

Project Management/Communication: Wollongong Training Portfolio my influence and negotiation leading to National upskill of APS 3 staff meeting tax time deadline increasing productivity throughput from 79% to 104% for Compassionate Release of Super (CRS) Work Type.
Productivity: Increased productivity throughput from 104% to 79% for ERSB Work Type through my influence and negotiation led to National upskill of APS 3 staff meeting tax time deadline.
Innovation: Developed Casual manager and staff induction manuals providing step by step national and local onboarding processes maximising workplace availability and capability.
Innovation: Developed and implemented resources for new team leaders to understand ATO systems, accesses, links to relevant resources which has assisted new team leaders growing capability and building confidence in their roles.
Support/Coach/Mentor: Co-ordinated the Wollongong Frontline training portfolio: I have planned, organised and allocated 300 staff to 71 training sessions in 12 months to build an agile, pivotal, and productive workforce leading to higher duties opportunities for multiple staff.
Support/Coach/Mentor: I proactively mentored 3 new team leader to enhance skills resulting in a promotions and high level of leadership capability with 3 leaders receiving promotions under my guidance.
Project Management: Spearheaded redesign and redevelopment of the ICARE package for implementation to ATO National SharePoint, EKM scripting, and Tax Time Training Package 2024.

EL1 FO (HD) SITE ASSISTANT DIRECTOR FRONTLINE OPERATIONS

ATO

02.2024 - 06.2024

APS 4 FRONTLINE EXCELLENCE

ATO

05.2019 - 09.2019

APS 2/3 SERVICE DELIVERY OFFICER

ATO

05.2010 - 04.2019

Summary

Overview

Work History

APS 6 TEAM LEADER, CAS FRONTLINE OPERATIONS

EL1 ACTING SITE DIRECTOR

EL1 FO (HD) SITE ASSISTANT DIRECTOR FRONTLINE OPERATIONS

APS 4 FRONTLINE EXCELLENCE

APS 2/3 SERVICE DELIVERY OFFICER

Education

ATO EL1 Leadership Program Series 1 -

Diploma - Leadership and Management

Skills

Timeline

EL1 ACTING SITE DIRECTOR

EL1 FO (HD) SITE ASSISTANT DIRECTOR FRONTLINE OPERATIONS

APS 6 TEAM LEADER, CAS FRONTLINE OPERATIONS

APS 4 FRONTLINE EXCELLENCE

APS 2/3 SERVICE DELIVERY OFFICER

ATO EL1 Leadership Program Series 1 -

Diploma - Leadership and Management

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