For the purposes of the Public Governance, Performance and Accountability Act 2013 (PGPA Act), the TPB is considered part of the listed entity known as the Australian Taxation Office, for which the Commissioner of Taxation is the accountable authority.

As the accountable authority, the Commissioner is responsible for providing an annual report to parliament that complies with the requirements of the Public Governance, Performance and Accountability Rule 2014 (PGPA Rule). To support this, the TPB provides an annual performance statement in line with section 16F of the PGPA Rule.

Three of our performance measures and an overarching key activity are also included in the Australian Taxation Office listed entity’s annual performance statement in the Commissioner of Taxation annual report for 2023–24. They are:

Key activity: Provide support to tax practitioners, strengthen the regulation of tax practitioners to increase confidence in the integrity of the tax profession and tax system and address tax practitioner risk and compliance behaviour.

Performance measures:

• 2.3 Tax practitioner satisfaction with reduction in red tape
• 4.1 The number of completed risk assessments
• 4.3 Sanctions are appropriate.

Performance framework

In this annual performance statement, the TPB reports on its performance against the key activities, performance measures and expected results set out for Australian Taxation Office (ATO) Program 1.2: Tax Practitioners Board in the Treasury Portfolio Budget Statements 2023–24, and the key activities, performance measures and targets set out in the Tax Practitioners Board Corporate Plan 2023–24.

Our portfolio and corporate performance measures are designed to assess how the TPB performed in achieving its purpose, as defined in the corporate plan:

The role of the TPB is to ensure that tax practitioner services are provided to the public in accordance with appropriate standards of professional and ethical conduct.

Our performance measures are also designed to demonstrate how the TPB applies the three principles of regulator best practice set out in Resource Management Guide 128 – Regulator performance:

1. Continuous improvement and building trust: Regulators adopt a whole‑of‑system perspective, continuously improving their performance, capability and culture to build trust and confidence in Australia’s regulatory settings.
2. Risk based and data driven: Regulators manage risks proportionately and maintain essential safeguards while minimising regulatory burden, and leveraging data and digital technology to support those they regulate to comply and grow.
3. Collaboration and engagement: Regulators are transparent and responsive communicators, implementing regulations in a modern and collaborative way.

To determine the annual outcome of our performance, we have assessed the achievement of each performance measure against a four‑tier rating scale, as shown in Table 7. Our composite measures (5.2, 6.1 and 6.2), which each comprise two or more sub‑measures, are each weighed as one measure when assessed against the rating scale.

We are increasingly integrating our performance framework across planning and reporting, as shown by our summary of outcomes in Table 8.

Table 7: Performance rating scale

Table 8: Summary of performance in 2023–24

^{a Treasury Portfolio Budget Statements 2023–24, page 223; Tax Practitioners Board Corporate Plan 2023–24, pages 10 to 13.}

KEY ACTIVITY 1:

Collaborate with our stakeholders to support and shape government reforms

Performance measure 1.1

We achieved this performance measure during 2023–24.

We provided 16 submissions on government reforms that were relevant to our regulatory role and ensured that 100% of our submissions were completed by the relevant due dates. In doing so, we cooperated with stakeholders and demonstrated our commitment to shaping government reforms.

We made submissions on a broad range of topics relevant to our role as the regulator of tax practitioners, supporting a whole‑of‑government approach to regulating professional services and strengthening the integrity of the tax system and the tax profession.

Key highlights included the consultations on:

• Response to PwC – Tax Agent Services (Code of Professional Conduct) Determination 2023
• Response to PwC – Enhancing the Tax Practitioners Board’s sanctions regime
• Response to PwC –Tax regulator information gathering powers review
• Understanding the extent of identity and financial fraud in the Australian tax system
• Reforming Australia’s anti‑money laundering and counter-terrorism financing regime.

To ensure quality, we undertake the following steps when developing our submissions:

• conduct regular environmental scans of relevant stakeholder reforms and consultations to identify relevance to our regulatory role
• analyse and prepare submissions in collaboration with Board members, TPB business areas and other government agencies (where appropriate)
• seek input and final approval of our submissions from Board members.

Additionally, we continue to support the government in its consideration of the:

• recommendations of the Review of the Tax Practitioners Board and Tax Agent Services Act 2009 (James Review)
• Parliamentary Joint Committee on Corporations and Financial Services inquiry on Ethics and Professional Accountability: Structural Challenges in the Audit, Assurance and Consultancy Industry
• Senate, Finance and Public Administration References Committee inquiry into management and assurance of integrity by consulting services.

We work collaboratively with our stakeholders and prioritise quality submissions to contribute to positive changes in government policies.

KEY ACTIVITY 2:

Streamline registration to support new and existing tax practitioners

Performance measure 2.1

We achieved this performance measure during 2023–24.

We exceeded our registration service standards, as shown in Table 9.

By streamlining our application processes, we assisted new tax practitioner applicants and existing tax practitioners to gain, renew and maintain their registrations. We managed our resources to continue to deliver despite competing priorities, including the implementation of law reforms such as the disqualified entities regime and the transition to annual registration. We achieved this while maintaining our service commitments.

We continued to focus on improvements to our processes to achieve our service standards.

We updated our website content where we noted trends in the provision of insufficient documentation at lodgement.

For example, submissions for new registrants frequently did not provide all necessary qualification information and documentation. This was addressed by updating website content around qualifications, course requirements and recognised training organisations as well as the documentation required to support the registration request. This improvement contributed to more complete applications at submission, requiring less follow-up and supporting more efficient processing outcomes.

Table 9: Performance measure 2.1 results – registrations processed within service standards

Performance measure 2.2

We achieved this performance measure during 2023–24.

We implemented a quarterly rotation system for quality assurance (QA) assessments among our client services staff. This approach served two key purposes: enhancing QA skills and ensuring familiarity with procedural requirements across various work categories. This enabled the redeployment of staff to categories of work with higher volumes to allow timely finalisations.

Our QA program has assisted us to make decisions that are consistent, coherent, well‑evidenced and appropriate for the situation and setting. Our QA also makes sure our decisions are balanced with the level of risk and the Board’s expected level of confidence.

Table 10 provides a comparison of our client service QA outcomes in the past two financial years.

Table 10: Performance measure 2.2 results – client services quality assurance results

Performance measure 2.3

^{a This measure is included in the Australian Taxation Office annual performance statement for 2023–24.}

We achieved this performance measure during 2023–24.

Of respondents to our tax practitioner biannual survey, 73% indicated that they were satisfied with the reduction in red tape.

We used tax practitioner feedback to enhance our online forms, website content and IT systems. We improved the online renewal process to make it simpler and more convenient for tax practitioners to submit their renewal applications.

We are committed to maximising tax practitioner satisfaction with a reduction in red tape when they interact with us. For example, tax practitioners will often contact us via phone with questions regarding online renewal form completion. Based on this information, we consider the feedback and improve the informative text in our online renewal forms to make it simpler and more convenient for all tax practitioners to submit their renewal applications.

Our commitment to reduce red tape and deliver outstanding registration services for tax practitioners was demonstrated by an improvement in the survey results in 2023–24, as shown in Table 11.

Table 11: Performance measure 2.3 results – tax practitioner satisfaction with reduction in red tape

KEY ACTIVITY 3:

Improve tax practitioner standards and integrity with support and guidance

Performance measure 3.1

We substantially achieved this performance measure during 2023–24.

We published a total of 37 guidance products on our website, which resulted in 68% of participants in the tax practitioner biannual survey assessing the TPB’s guidance as either ‘mostly useful’ or ‘completely useful’ – the same satisfaction rate as we achieved in 2022–23. This result should be considered in conjunction with the fact that approximately 95% of surveyed tax practitioners in 2023–24 were satisfied that the TPB’s support and guidance material effectively assisted them to understand the standards and integrity required by tax practitioners.

As shown in Appendix C, the guidance products published in 2023–24 included both new products and updates made to existing products to reflect legislative amendments and emerging and contemporary issues, such as the new obligations relating to disqualified entities.

We identified topics for inclusion in new or existing guidance products through a range of sources, including:

• consultation with external stakeholders, including other agencies, our Consultative Forum and the Tax Practitioner Governance and Standards Forum
• feedback from outreach events, including webinars
• internal sources, such as enquiries received from tax practitioners, or compliance matters under investigation
• law reforms in respect of the TPB’s legislative framework
• referrals from members of the Board or Board committees.

The topics were prioritised and documented in a work program which was presented to the Board’s Professional Practice Committee at each meeting.

Environmental factors that may have influenced our results include:

• ongoing parliamentary scrutiny following the TPB’s decisions in relation to Peter‑John Collins and PwC Australia
• increasing community expectations of the standards that should be set for registered tax practitioners
• ongoing reform activities for the TPB’s legislative framework.

We expect that further clarification of reform activities involving the TPB will influence our results in subsequent surveys.

We achieved our target by focusing on improving the readability of our guidance products, using plain English and providing clarity through greater use of diagrams and flowcharts to demonstrate concepts under the legislative framework. We also use early engagement and consultation processes with our stakeholders to ensure that the development of guidance products is timely, relevant and useful.

Performance measure 3.2

We substantially achieved this performance measure during 2023–24.

We supported the tax profession by offering 21 educational webinars during 2023–24. Webinar topics were determined based on the TPB’s strategic objectives and business line intelligence regarding system issues of concern, as well as feedback received from post‑webinar surveys. The webinars covered a range of topics, including tax practitioners’ ongoing obligations, compliance, reform, cybersecurity, and mental health support.

We offered regular education opportunities to tax professionals to assist and support their understanding of their registration requirements, which ensured that tax practitioner services are provided to the public in accordance with appropriate standards.

Our webinars continued to achieve extremely high engagement, and attendance across the webinar program grew by 32%. Of the surveyed attendees:

• 98% got what they hoped for from the webinar
• 97% improved their knowledge and understanding of the topic by attending the webinar
• 96% found the pace of the webinar about right.

We record our webinars, and the full suite of those offered during 2034–24 is available for viewing from our Webinar Resources Hub on our website.

Performance measure 3.3

We substantially achieved this performance measure during 2023–24.

We introduced a new question in the 2023–24 tax practitioner biannual survey. The question, ‘Does the TPB support and guidance material effectively assist you to understand the standards and integrity required by tax practitioners?’, is aimed at measuring how well we consider tax practitioner feedback.

Of the tax practitioners surveyed in 2023-24, 95% of respondents in October 2023 and 97% in April 2024 indicated that they were satisfied.

This strong result suggests that our support and guidance material has been well received.

To further assist tax practitioners, our new website allows users to comment on each item. When we receive this feedback, we review each item on its merits and make amendments to guidance and support information as necessary.

As part of the new material development process, we also conduct a ‘style review’ on each item to ensure readability and comprehension. We make sure our guidance is accurate, in line with policy and legislation, while also easy to read and understand.

KEY ACTIVITY 4:

Protect consumers through a risk-based compliance program

Performance measure 4.1

^{a This measure is included in the Australian Taxation Office annual performance statement for 2023–24.}

We substantially achieved this performance measure during 2023–24.

We completed 2,283 risk assessments overall, which included 918 complaints and 1,365 case leads, as shown in Table 12. That result was approximately 85% of our target of more than 2,700 completed assessments.

Our compliance approach is driven by complaints, case leads (also known as referrals) and intelligence from the public and from our state and Commonwealth partner agencies (e.g. the ATO, the Australian Securities and Investments Commission, and the Australian Transaction Reports and Analysis Centre). We use this data and our intelligence systems to identity risks and target specific behaviours. We prioritise strategic and higher risks for compliance treatment.

During 2023–24, we improved our risk and intelligence capability, seeking to increase resourcing and improve capability by onboarding additional key and specific skillsets. However, this was delayed due to budgetary constraints and onboarding delays, which in turn impacted our ability to reach our target.

We continue to work to adapt, improve and automate our business systems, streamline the incorporation of third‑party data, and readily identify and categorise emerging behavioural and conduct issues. Streamlining and automating these processes allows us to devote attention to more proactive risk assessments of complex and high‑risk behaviours. We are focusing more on intelligence and data‑driven decision‑making. Going forward, this will be better enabled by law reforms such as mandatory breach reporting and the extension of whistleblower provisions.

Complaints drive a significant amount of our compliance work: just under half of the inbound work results from reviews of complaints. Complaints mainly come from public sources and allow us to work with direct intelligence about behaviours and risks in the industry which impact clients and the broader community. We use these insights to shape our guidance and compliance strategies.

Our increased focus on collaboration opportunities with co‑regulators and law enforcement partners will improve data sharing, analysis, risk assessment and coordinated compliance.

Table 12: Performance measure 4.1 results – complaints and case leads completed in 2023–24

Performance measure 4.2

We did not achieve this performance measure during 2023–24.

We completed 483 compliance cases, as shown in Table 13. That result was approximately 57% of our target of more than 850 completed cases.

Our investigation function has undergone a significant innovation as part of the introduction of the Expanded Compliance Program. The commencement of the four‑year program has seen the onboarding of staff across all investigations teams, resulting in extensive training and upskilling being required to support the TPB’s ongoing focus of investigating the highest risk tax practitioners.

Improving our investigations capability will ensure that cases are completed in a timely and effective manner, seeking to manage unnecessary disruptions to tax practitioners. To support new staff to achieve effective and efficient investigation outcomes, the TPB is continuing to focus on more streamlined and targeted responses to emerging compliance risks.

There has also been an increase in the complexity of our cases, given our focus on higher‑risk tax practitioners. Often these matters involve multiple, serious alleged breaches of the Code of Professional Conduct, and other underlying risks are also identified. This added complexity has impacted the expected time frame for case completions.

TPB risk, intelligence and compliance capability addresses misconduct to support the majority of tax practitioners, who voluntarily act ethically and lawfully. Data, intelligence, complaints and referrals are all reviewed to improve our assessment of risks and opportunities. We look to proportionate treatment for systemic issues and higher‑risk cases.

In 2024–25, the TPB will undertake targeted compliance programs to address systemic risks. The first of these targeted compliance programs, focusing on personal taxation obligations of tax practitioners, will bolster the number of completed compliance activities while reducing a broader, systemic risk in tax practitioner behaviour that has been identified by both the TPB and the ATO.

Table 13: Performance measure 4.2 results – compliance cases completed in 2023–24

Performance measure 4.3

_{^{a This measure is included in the Australian Taxation Office annual performance statement for 2023–24.}}

We achieved this performance measure during 2023–24.

All of our Federal Court of Australia (Federal Court) and Administrative Appeals Tribunal (AAT) outcomes were considered positive. Table 14 provides a summary of matters finalised in 2023–24.

The AAT published six final decisions on matters involving the TPB, in which the TPB decisions reviewed were all affirmed. This included decisions to terminate registration and one decision to reject an application for registration. These decisions addressed conduct including failing to comply with personal tax obligations and related orders imposed by the TPB, failing to act with honesty and integrity, failing to provide competent tax agent services, and failing to meet registration requirements. They also support the TPB’s strong compliance approach and its objectives of ensuring public protection and public trust in the integrity of the tax profession.

The TPB also obtained strong interlocutory application results, with the AAT refusing all eight stay applications opposed by the TPB. The TPB will typically oppose stay applications in higher‑risk cases where clients or the community may be at risk. Favourable stay decisions that noted the limited prospects of success at final hearing of varying or setting aside the TPB’s original decision also resulted in a significant number of AAT appeals being withdrawn. Twenty-two appeals were finalised following applicant withdrawals, 10 of which were withdrawn following an AAT decision to refuse the applicant’s stay application.

The Federal Court handed down a decision favourable to the TPB in the matter of Jessa Van Stroe, ordering her to pay a pecuniary penalty of $230,000 and the TPB’s costs. This outcome protects consumers and achieves specific and meaningful general deterrence of such conduct.

The Federal Court also dismissed an appeal of an AAT decision to affirm the TPB’s decision to terminate a tax agent’s registration in the Jennifer Clifford matter, and an application for judicial review made by Gerardo Incollingo. Both matters were dismissed with costs awarded to the TPB. Both decisions provided valuable commentary regarding the Tax Agent Services Act 2009 (TASA) and support the TPB’s existing approach to compliance.

Table 14: Performance measure 4.3 results – finalised litigation matters involving the TPB in 2023–24

_{^{a Includes matters resolved by agreement, dismissed by the AAT or the Federal Court, or withdrawn by the applicant.}}

_{^{b Includes applications for merits review made in 2023–24 and previous financial years.}}

_{^{c Includes 22 matters withdrawn by the applicant, two dismissed by the AAT and three resolved by agreement.}}

_{^{d A total of 11 decisions were published by the AAT, including six final decisions (covering eight matters), four stay decisions (covering eight matters) and one dismissal decision.}}

_{^{e A total of six favourable final decisions were published by the AAT, namely:}}

• _{^{Clifford and Tax Practitioners Board[2023] AATA 2068}}
• _{^{D’couto and Tax Practitioners Board [2023] AATA 3485}}
• _{^{Borella and Tax Practitioners Board [2023] AATA 3748}}
• _{^{Crocker and Tax Practitioners Board [2023] AATA 4131}}
• _{^{Peroy and Tax Practitioners Board [2024] AATA 12}}
• _{^{GSXZ an Tax Practitioners Board [2024] AATA 1303}}

Performance measure 4.4

We achieved this performance measure during 2023–24.

Of respondents to our tax practitioner biannual survey, 79% indicated that they were satisfied with the TPB’s compliance effectiveness.

We continued to maintain high levels of satisfaction among tax practitioners in terms of being effective at ensuring compliance with the TASA.

During 2023–24, the TPB implemented its Expanded Compliance Program, focusing on systemic and higher‑risk compliance behaviours. The continuing levels of high confidence in our effectiveness demonstrate that the TPB is implementing a compliance program which assures that the high standards of the Code of Professional Conduct apply to all practitioners and that poor behaviours will be treated with appropriate TASA sanctions.

KEY ACTIVITY 5:

Support our people to build organisational capability, culture and leadership

Performance measure 5.1

We substantially achieved this performance measure during 2023–24.

This measure reflects the important contribution of each person in the TPB team.

The 2024 Australian Public Service (APS) Employee Census was conducted between May and June 2024, and completed by 71% of TPB staff.

Staff engagement results were reported as being high in most areas of the TPB. Engagement scores are more than job satisfaction or commitment to an organisation. They are a measure of the extent to which employees are motivated, inspired and enabled to improve an organisation’s outcomes.

Our engagement score has been steady over the past few years. The 2024 score was 76%, which is one percentage point higher than the 2023 score and equal to the 2022 score. The 2024 score is also above the APS average of 73%. The proportion of TPB respondents who said that ‘their agency really inspires them to do their best work every day’ was 74%, 14 percentage points higher than the APS average of 60%.

The Wellbeing Policies and Support Index score remained steady at 73%, equal to the result in the 2023 survey and a slight increase from 71% in 2022. Wellbeing provides a measure of the practical and cultural elements that allow for a sustainable and healthy working environment.

Performance measure 5.2

We partially achieved this performance measure during 2023–24.

TPB staff indicated satisfaction levels below target in all three areas in the final staff survey of the year.

Workplace culture

In the October 2023 survey, 77% of respondents rated their satisfaction with TPB workplace culture as either ‘satisfied’ or ‘highly satisfied’. However, the proportion of satisfied or highly satisfied respondents decreased to 64% in the May 2024 survey.

This result was somewhat expected, considering the disruption caused by the APS‑wide negotiation of the new enterprise agreement and significant recruitment combined with considerable change and legislative reform that has impacted staff workloads.

Our cultural programs, including the TPB Chairperson’s Awards for Excellence, the Innovation Program, and the Years of Service Awards, continued throughout the year. Excellence awards are awarded for the greatest contributions made by an individual and by a team. Innovation is encouraged through the TPB Innovation Incubator, a process that surfaces ideas for senior leadership consideration and sponsorship. In addition, an annual Chairperson’s Award for Innovation is awarded to the individual or team that is most innovative.

We are undertaking extensive work to understand and analyse the cultural challenges, as part of the consultation and discovery phases of developing a people and culture strategy. TPB culture and leadership will continue to improve with increasing capability and consistent delivery of our services to support the public and tax practitioners.

Skills development

This target was not achieved. In answer to the question ‘How satisfied are you with the opportunities you had to develop your skills with the TPB during the last 6 months?’, 68% of staff responding to the October 2023 survey gave a rating of ‘satisfied’ or ‘highly satisfied’. That proportion dropped to 62% in the May 2024 survey.

We are committed to the personal and professional development of our people. Our staff have access to the full suite of ATO‑provided staff training resources as well as access to agency funding for external training where it is needed.

Our people strategy will assess our current strengths and capabilities against our future workforce requirements. This will provide better tailored individual development opportunities, as well as enhancements to TPB performance and effectiveness.

Leadership

This target was not achieved. In answer to the question ‘How satisfied are you with TPB leadership (CEO Secretary, Assistant Secretary and Directors)?’, 75% of staff responding to the October 2023 survey gave a rating of ‘satisfied’ or ‘highly satisfied’. That proportion dropped to 65% in the May 2024 survey.

Leadership is a central driver to both productivity and staff engagement, and thus is critical to our effective and efficient performance. While the overall measure of effective agency executive leadership is the achievement of the agency’s objectives, the quality of the leadership will also influence how well those objectives are achieved.

Leadership is recognised across the TPB when our people shape innovation, improve resources, support collaboration with stakeholders and act with courage and integrity.

While overall leadership of the TPB is provided by the Board, the day‑to‑day leadership of the staff is provided by the executive, consisting of the CEO Secretary (APS Senior Executive Service Band 2), Assistant Secretary (APS, Senior Executive Service Band 1) and directors (APS Executive Level 2).

To make collegiate and well‑informed leadership decisions, the executive leadership conducts the following activities:

• a weekly executive meeting chaired by the CEO Secretary to discuss significant issues, major activities, and risks
• a monthly directors business meeting, to discuss finance, recruitment, human resources policies, and technology/staff experience projects
• monthly briefing to the Board, which includes key staff issues and activities
• meetings of the senior executive at TPB sites that host Board meetings
• a monthly ‘all staff meeting’ to update all staff on the latest activities of the TPB, inform them about staff‑related policies, and recognise high performance
• biannual executive strategy meetings.

We measure the executive leadership through the eyes of those being led, through the biannual staff survey. The mixed result in 2023–24 was not unexpected, with contributing factors including the disruption caused by the APS‑wide negotiation of the new enterprise agreement and significant change and workload increases because of legislative reform.

KEY ACTIVITY 6:

Support and safeguard our performance through a technology work program

Performance measure 6.1

We achieved this performance measure during 2023–24.

System availability

We exceeded the target for system availability, with a result of 99.9%. The only major incident affecting the availability of our internal and external registration systems was an interruption for 5 hours in May 2024.

We have sought to ensure that the cause of the incident is well understood and that measures, including changes to procedures, are taken to avoid future impacts to the availability of our systems.

Staff survey results

We exceeded our target, with 90% of TPB staff satisfied with system availability. This was a significant increase from our May 2023 survey where only 84% of staff indicated they were satisfied. Several initiatives were completed during the year, contributing to our improved result, including our transition from bespoke business applications to cloud‑based software, reducing the number of system reliability issues. System availability was also improved by a refreshed desktop platform.

Performance measure 6.2

We achieved this performance measure during 2023–24.

System reliability

We achieved a 10% reduction in incident and/or support calls, exceeding our target of a reduction greater than 5%.

Each incident represents an interruption to client resources and to the effectiveness of our staff, caused by the computer system not working to expectations. The reduction was achieved by increasing quality systems updates, automation, and change management and quality assurance processes. Systems updates and renewals support high standards of technology services.

Staff survey results

In the May 2024 biannual staff survey, 88% of staff expressed their satisfaction on the reliability of TPB systems generally. This included core systems such as TPB email, customer relationship, registration and case management systems as wells as the TPB’s productivity and collaboration platforms. This result exceeded our target of 80%.

This was achieved through several initiatives delivered during the year. In particular, our program to replace our bespoke business applications with cloud‑based ‘software as a service’ solutions has reduced the number of system reliability issues. Similarly, refreshing our desktop software platform to use increased automation for patching and software deployment has improved the reliability of our platforms for staff. Investment in staff capability equally supports the effectiveness of our technology services.

Overall, we expect to build on this year’s success by continuing those strategies. We have several older solutions to retire during 2024–25, and plans for further service management improvements to increase the reliability of our systems and their ability to meet our ongoing needs.

KEY ACTIVITY 7:

Enhance TPB performance through data science and systems

Performance measure 7.1

We achieved this performance measure during 2023–24.

The following improvements were implemented:

• We used risk models to generate 795 case leads for compliance consideration and action using our machine learning models. This supported our efforts to enhance compliance and regulatory effectiveness.
• We evaluated the effectiveness of our machine learning models by comparing the strike rate identified by each model against the proposed strike rate of the model. This approach informs our development and improvement of the models.
• We built and deployed 39 data analysis tools and reporting dashboards to manage and assess our work. These tools improve our capability and efficiency.

Data science and systems involve opportunities for staff development, including shared collaboration with partner agencies and with an internal community of practice. We continue to improve the delivery of the TPB’s purpose by developing and refining machine learning models, creating reporting dashboards, and developing data analytics tools.