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ContentsOur Organisation 3

Our Organisational Functions* 4

Our Organisational Chart* 6

From the Deputy Secretary 7

OSR’s Strategic Plan – OSR 2021 8

OSR Planning Framework 9

OSR Results Logic Chart 10

Key Achievements 11

Our Performance 12

Tax Revenue Overview 13

In 2014–15 14

Fines Life Cycle 15

Our Stakeholders 16

Client Experience 18

People and Culture 21

Compliance 23

Governance 25

Fraud and Corruption Control Strategy 26

Processes and Systems 28

Growth and Innovation 29

Contact Details 30

Appendix 31

Effectively Managing Fines and Debt 32

Eligible Applicants Receive Their Benefits 34


Our Organisation

About us

The Office of State Revenue (OSR) is a division within the Department of Finance, Services and Innovation (DFSI). OSR was part of the Treasury and Finance Cluster in 2014–15 and effectively became a division of the DFSI on 1 July 2015.

OSR is NSW’s principal revenue agency, fairly administering State taxation and revenue for, and on behalf of, the people of NSW. OSR manages fines and payments due to the state and administers grants and subsidies to provide valuable assistance to families and enterprises across NSW. The revenue collected is invested into the State and used to fund schools, hospitals, roads and other public services and infrastructure.

An excellent organisation of professional people proudly delivering community value and contemporary service.

Our Vision

Our PurposeWe contribute to a prosperous, safe and fair society by collecting revenue, resolving fines, administering grants and recovering debt.

Our Values

Vision, Purpose and Values


Our Organisational Functions*

Stephen Brady

Deputy Secretary, DFSI

Executive Director effective from 3 July 2015

Tony Newbury – Executive Director in 2014–15

Chief Commissioner of State Revenue

Commissioner of Fines Administration

� delivers advice and support to the minister’s office, via briefing notes and correspondence

� responds to ministerial, media and Government Information Public Access Act (GIPA Act) enquiries

� provides financial and revenue accounting services.

Technical and Advisory Services Director

Commissioner of State Revenue

� provides advice to the Minister for Finance, Services and Property and formulates policy, legislation and State tax revenue rulings

� conducts customer education programs and issues private rulings

� processes objections and prepares cases on appeal

� provides technical advice and training to OSR staff.

Chief Operating Officer

� provides tax assessing and revenue collection, delivers customer enquiry and education services at regional and metropolitan locations

� administers first home benefits and unclaimed money payments

� researches, develops and implements programs to encourage better compliance

� detects non-compliance and underpayments through audit and investigation

� enforces lodgement of returns from defaulting taxpayers.

Technical and Advisory Services

Operations

* As at 1 July 2015

Executive

Anthony JohnstonBA, LLM

Peter SteeleB Eng, M Eng Sc, FAICD


Nancy Arya

Mick MioduszewskiB App Sc (Comp Sc), MBA, FAICD

Mark White

Angela DonohoeB Comm, CPA, FFIN, MAICD

Fines Management Director

� provides fines processing services to government, semi-government and local government agencies for fines owed to the government and commercial customers

� processes penalty notices for all red light and speed camera-detected offences as part of the government’s road safety programs

� advises the NSW Roads and Maritime Services of all demerit point offences to update driver records.

Fines Management

Chief Recovery Officer

� contributes to NSW’s economic performance by effectively resolving government debt including all overdue tax and fines debt

� supports advocacy programs and assists vulnerable customers to resolve their debts

� administers the Work and Development Order (WDO) scheme.

Chief Information Officer

� provides strategic technology advice and direction to enable business capabilities

� maintains, develops and supports reliable, effective and responsive business applications and information digital services systems

� provides management of information communication and technology (ICT) systems, including infrastructure, information storage and networks

� contributes to DFSI ICT strategic planning and service delivery.

Management Services Director

� manages OSR’s strategic and operational planning projects, risk, governance and analytics

� ensures business continuity and manages OSR’s sites, records and facilities

� delivers human resource services through effective payroll, establishment management and workforce analysis and planning.

State Debt Recovery

Information Services

Management Services


Our Organisational Chart*

Fines Enforcement

Operations ApplicationsAppeals and Prosecutions

Business Taxes

Collections Centre

ServiceSecurity,

Operations and Risk

AdvisoryProperty Revenue

Tax DebtChange and

IntegrityInfrastructure

Business Communications

Operations Development

Civil Debt CompliancePolicy and Legislation

Analytics and Intelligence

Analytics and Development

Review

Stephen BradyDeputy Secretary DFSIExecutive Director OSR

Chief Commissioner of State RevenueCommissioner Fines Administration

Department of Finance, Services & Innovation

Secretary

Finance Services and PropertyDominic Perrottet

Minister

State Debt Recovery

Mark White Chief Recovery

Fines Management

Mick Mioduszewski

Director

Information Services

Angela Donohoe

Chief Information

Technical and Advisory

Services

Anthony JohnstonDirector,

Commissioner of State Revenue

Operations

Peter SteeleChief Operating

Management Services

Nancy AryaDirector

Analytics and Business

Strategy

Human Resources Services

Business Services

Product and Relationships

Executive Services

Finance

* As at 1 July 2015


From the Deputy SecretaryOSR plays a very important role within the NSW Government as we make a vital contribution to the community of NSW by collecting revenue, resolving fines, administering grants and recovering debt.

This year marked the launch of our Strategic Plan, OSR 2021. This plan sets out our direction for the next seven years and will enable us to strive towards improved customer service, innovation and sustainability. Through OSR 2021, we will make it easier for our customers to do business with us and continue to maximise compliance by ensuring our processes and systems effectively meet the needs of our stakeholders.

We recognise the importance of embedding a values-based culture. To support OSR 2021, our previous values of Responsiveness, Integrity, Teamwork and Achievement (RITA) have matured into Collaboration, Achievement, Service, Integrity and Innovation (CASII). Our values guide us in the way we conduct ourselves and position us as an organisation focusing on delivering excellent value and service to the people of NSW.

In 2014-15, we collected more than $24 billion in revenue, our highest result yet. This revenue will help us achieve our purpose, to ’contribute to a prosperous, safe and fair society’.

We have made it easier for customers to do business with us through the launch of myPenalty on our website and SMS payment arrangement notifications. We continued to innovate through the application of Behavioural Insights (BI) to improve how we communicate with our customers. We are proud to have won both the State and National Auscontact Awards for our Collections Centre. In our 2015 Customer Satisfaction Survey, 78 per cent of customers were generally satisfied with the services we provide. As the service expectations of the NSW community are rapidly changing, it is imperative that we improve our services by placing our customers at the centre of everything we do. In 2015–16, we are developing a new Customer Charter that will set new standards for the services we offer.

We have identified additional compliance revenue through an investment in further audit and technical staff and implemented new technology to improve case selection, data matching and audit efficiency. The ‘Expand Tax Compliance’ program has identified more than $430 million in additional compliance revenue. Our services have effectively grown and we are now responsible for the collection of mineral royalties across NSW and debt recovery for NSW Ambulance. We have successfully updated our systems to support Property Exchange Australia (PEXA), a national platform that allows industry participants to electronically settle property transactions, lodge land registry documents and pay all financial disbursements.

From October 2014, we increased staffing in the Collections Centre, which significantly improved service availability to the people of NSW. The number of calls answered within five minutes improved from 31 per cent in July 2014 to 86 per cent in June 2015.

Our 2015 Staff Survey highlighted that 98 per cent of staff share OSR’s CASII values and 91 per cent of staff are proud to work in OSR. The survey also identified some areas we need to improve in, such as Change Management and Innovation. We are committed to addressing these issues over the next 12 months. We have a strong culture of Corporate Governance, with staff attending mandatory Fraud and Behaving Ethically sessions.

Moving forward into 2015–16, We will continue to deliver better experiences for customers and staff. We will work collaboratively across OSR, DFSI and NSW Government to make services better, easier, faster and smarter for the people of NSW. There is a lot of work to do leading up to 2021 and having an organisation of capable, accountable and engaged people is central to our ability to deliver an excellent customer experience.

Stephen Brady


OSR’s Strategic Plan – OSR 2021 Our pillars It is vital that we continue to improve, be efficient and effective to meet the challenge of delivering community value and contemporary service. We will build on our foundational strengths through OSR 2021.

OSR 2021 is comprised of five pillars which articulate the strategies, initiatives and outcomes that will help us achieve our Vision. Each pillar has a core objective:

Client Experience

Make it easy for clients to do business with us

People and Culture

Capable and engaged workforce

Compliance

Maximise compliance

Processes and Systems

Processes and systems meet the needs of our stakeholders

Growth and Innovation

Innovate to renew services and processes and expand our service offering

Statements of Intent have been developed for each pillar to detail the plan for that pillar over the seven year horizon. These statements form a narrative, bridging the gap between the architectural phase of OSR 2021 development with the engineering phase of implementation. The Statements of Intent outline critical matters for consideration in relation to each pillar as well as major activities, key achievements, stakeholders, Key Performance Indicators (KPIs) and key results.


OSR Planning FrameworkOur Planning Framework shows the planning process in OSR, and relationships between our plans, from NSW State Plan input, through to staff performance management. Risk management, performance measures and OSR’s CASII values underpin this process and organisational change management and communication occur throughout.

Risk Management and Performance Measures

Org

anis

atio

nal C

hang

e M

anag

emen

tC

om

municatio

n

Strategic Plan

ICT StrategyTotal Asset Management

Operational Plan

Business Unit Plans

NSW 2021

Client Experience Compliance Processes

and SystemsPeople and

CultureGrowth and Innovation

Performance Management

ollaboration chievement ervice ntegrity nnovation

Branch Plans

DFSI Corporate Plan


OSR Results Logic ChartThe Results Logic Chart is a high level service delivery plan which helps us demonstrate to government the relationship between our services and the results we are working towards. The ‘cause and effect’ chains that link our services and results are illustrated in the Results Logic Chart.

An excellent organisation of professional people proudly delivering community value and contemporary service.

We contribute to a prosperous, safe and fair society by collecting revenue, resolving fines, administering grants and recovering debt.

Client Experience

People and Culture Compliance Processes and

SystemsGrowth and Innovation

All revenue is collected

All fines are resolved

Debt is managed and recovered

Eligible applicants receive their grants

Clients pay their taxes and know

what to pay; how to pay and their options.

We make it simpler to pay

Clients pay their fines and know

what to pay; how to pay and their

options.

We make it simpler to pay

Clients resolve their debt; liabilities

are identified and evaders caught.

Enforcement action is taken against overdue fines

Clients receive their grants.

Fraudulent claims are identified and

prosecuted

* Application and information solutions * Business analysis * Business process improvement * Communications * Corporate information and reporting

* Enterprise project management and governance * Financial management * Governance * Human resources * ICT infrastructure * ICT Security

* Learning and development * Performance and planning * Physical security * Quality * Records management * Research and intelligence * Risk management

* Technical support * Vendor and asset management

Revenue administration

services

Fines management

services

Debt management

services

Grant administration

services

Rebuilding the NSW economy Returning Quality Service

Planned services – Clients and Stakeholders

Provide multiple service and payment channels

Manage client enquiries and maintain their information

Provide education and advice to clients on our services

expanded access

Respond to opportunities to improve client service

Reduce red tape for clients

Educate and inform representative groups

Manage stakeholder relationships

Work with community advocates

Planned services – Processes

Develop policy and legislation

Register and manage client accounts

Assess liabilities and process payments

Conduct compliance activities

Enforce lodgement of tax returns

Issue and manage fines

Resolve overdue debt

Make payments for grants

Administer objections and appeals

Prosecute fraudulent claims

NSW State Plan 2021

Our Vision

Our Purpose

Our Pillars

Planned results

Planned intermediate results

Service groups

Planned services

Enablers


Key Achievements

Unclaimed money paid

$18.7M New home grants paid

15,150

Tax revenue collected

$24.2BAwarded the

2014 National Contact Centre of the Year at the State and National level by the Auscontact Association

Generated

28,024 YouTube hits from five videos

We recruited

173 people as a result of the Collection Centre expansion.

Increased staffing significantly improved service availability to the people of NSW.

The number of calls answered within five minutes rose from

31% July 2014

86% June 2015

We recruited

49 staff into roles associated with the Tax Compliance Expansion Program.

We identified additional compliance revenue of over

$430M exceeding the target of $366M.

Total Penalty Notices finalised

2.848M favourably

Total debt collected

$928M

13,820Work and Development Orders approved as at June 2015. This resulted in

$17.5M WDO satisfied


Our PerformanceWe measure our performance through a suite of KPIs which are reported to the OSR Executive on a monthly basis.

Our KPIs are reviewed annually to ensure relevance and alignment to our KPI Framework. Our framework includes Vision KPIs to measure whether we are achieving our Vision, as well as Driver KPIs to allow visibility of key aspects of our operating performance. This is in addition to the Strategic KPIs that measure the achievement of OSR 2021.

This year, we continued our strong improvement in achieving our Strategic KPIs. Outlined below are the key performance measures that focus on our efficiency and effectiveness.

Strategic KPIs2014–15 result 2014–15 target

Client Experience

Percentage of payments received electronically (tax) 91% >90

People and Culture

Percentage of staff with accumulated recreational leave over 30 days 1.1% <0.0%

Sick leave taken per Full Time Equivalent (FTE) 51.60 <49

Compliance

Cost to collect $100 tax $0.47 <$0.49

Cost to administer $100 fines (PN stage) $9.34 <10.25

Cost to resolve $100 debt (fines debt) $11.44 <12.50

Percentage of fines finalised within a year 81% >81%

Percentage of revenue received on time from monthly lodgers 97% >95%


Percentage of ministerials signed by Minister's Office without amendment 100% >99%

Collectable debt as a percentage of revenue collected (tax) 1.01% <1.20%

Debt resolution ratio 96% >80%

Interjurisdictional benchmarking We participated in benchmarking for fines administration through the Australia and New Zealand Fine Enforcement Reference Group (ANZFERG).

ANZFERG facilitates the sharing of best practice for collection and resolution of fines between agencies responsible for enforcement and resolution of outstanding fines across Australia and New Zealand. This enhances opportunities for cross jurisdictional collection and collaboration.

For tax administration, we participated with the revenue offices from all jurisdictions in Australia in an annual benchmarking of their performances.


Tax Revenue OverviewCrown revenue collected*

Revenue type 2014–15 2013–14 2012–13 2011–12

$M

Duties 9,219 7,835 6,139 5,521

Payroll tax 8,417 8,059 7,842 7,621

Land tax 2,485 2,393 2,365 2,348

Gaming and racing 1,815 1,706 1,698 1,658

Mineral royalties 1,140 – – –

Federal tax equivalents 845 1,143 892 772

SDR Crown 463 443 384 325

Health insurance levy 178 177 168 154

Parking space levy 103 100 98 101

Unclaimed money 48 17 23 9

Other revenue and taxes 3 2 – 2

Grand total 24,717 21,875 19,610 18,511

Crown revenue collected by revenue type for 2014–15*

Gaming and

racing8%

Payroll tax36%

Land tax10%

SDRCrown2%

Mineralroyalties5%

Duties39%

*Definition: Crown Revenue – Revenue collected on behalf of consolidated funds representing arms of the state of NSW. Commercial – Revenue collected on behalf of issuing authorities (e.g. local councils) and other agencies. Such agencies pay a regular processing fee for this service.

Note: Detailed results are available in Appendix.


In 2014–15Number of First Home Owner Grants lodged

First Home Owner Grant (New Homes) Scheme

New Home Grant

First Home New Home 10,658

9,142

8,545

Number of positions registered for the Jobs Action Plan

17,625 Metropolitan

4,152 Regional

Number of Regional Relocation Grants* lodged

1,794

* Regional Relocation Grant seized on 1 July 2015.

Note: Detailed results are available in Appendix.


*Sanction: Action taken to help our customers pay their fine.**Work and Development Orders (WDO) are made by SDR to allow eligible customers to reduce their fines through unpaid work or through certain courses or treatment.

Fines Life Cycle

Work and Development

Order**

!

Penalty Notice

!

+$65

Penalty Reminder Notice

Enforcement Order$

Sanctions*

External Debt Collection Agency

X -$

$671,758,000Penalty Noticesissued 2014–15

Penalty Notices

issued 2014–15

2,842,327

#

No. of WDO

applications

approved in 2014–15

13,820

#

870,000Penalty Notices

enforced

#


Our StakeholdersWe recognise that the NSW public are our most important stakeholders and specific strategies have been developed for Client Experience as part of OSR 2021.

A key stakeholder is DFSI. As the NSW Government accelerates digital transformation in service delivery, we have a commitment to the Minister for Finance, Services and Property to make it as easy and seamless as possible for customers to deal with us.

In 2014–15, we intereacted with a diverse group of stakeholders across our Tax, Fines and Debt business.

Tax

Liaison Committees

We meet five times a year with The Tax Institute, a Joint Accountants group (including CPA Australia and Chartered Accountants Australia and New Zealand), a Small Business Combined Association, the Law Society of NSW and the Property Council.

Client Service Providers (CSPs)

We have five approved Client Service Providers (CSPs) including Global X Legal Solutions, SAI Global Property, InfoTrack, Tri-Search and Hazlett. CSPs deliver online services for Electronic Duties Return (EDR) and Section 47 Land Tax Clearance Certificates and also offer over the counter stamping services for duties customers in approved settlement rooms.

PEXA Our EDR service was enhanced to allow customers to seamlessly integrate with the PEXA platform. This allows us to verify transaction data in ‘real time’ and receive duty payments electronically by way of a financial disbursement at settlement.

Transport for NSW

We administer the collection of Parking Space Levy on behalf of Transport for NSW. We liaise with Transport for NSW to ensure that any issues arising from administration, court decisions and customer feedback were communicated.

Other Tax Stakeholders

Australian Institute of Conveyancers (NSW), Land and Property Information for property related taxation matters, the Australian Bankers Association and the NSW Business Chamber.

Fines and debtService NSW � We work with Service NSW to answer customer enquiries on our debts and will

seek to expand this capability within Service NSW. We also developed better interfaces with their systems and business environments to deliver better customer service.

� We commenced development of a mobile application in collaboration with Service NSW to make it easier for customers to do business with us.

NSW Police � We continue to develop our collaborative working relationship with NSW Police. We provide training service to NSW Police by participating in courses of Crime Analysis and Crime Investigation, we responded to more than 1,000 requests from Police for information relating to Persons of Interest and provided improved analysis and reporting on road safety related offences for NSW Police Highway Patrol (HWP) senior management.

� We have started liaising with NSW Police to assist with the introduction of mobile devices to allow electronic issuing of penalty notices. This is a key project for the NSW Police 2011–2015 ICT Strategy known as MobiPOL. In 2015–16, we will continue to be involved with the provision of information sharing and data analysis as well as expand the training services offered. We will also continue to support NSW Police in the expansion of the MobiPOL project.


Fines and debtRoads Maritime and Services

We introduced the Automated Pensioner Vehicle Registration Renewal initiative. This allows pension concession card holders that receive free vehicle registration, where eligible, to have their vehicle’s registration automatically renewed.

NSW Ombudsman

We are currently trialing a Direct Referral Program to enhance the use of the dedicated Ombudsman Hotline. This allows the NSW Ombudsman to directly refer, through either a warm phone transfer or forward correspondence, matters where the Ombudsman does not plan to take action, such as where the customers issue is not in their remit.

Department of Justice and Legal Aid

� Our Work and Development Order (WDO) program continues to expand. We work closely with 1,442 approved sponsors and the Department of Justice to provide alternate means for vulnerable and disadvantaged customers to address their outstanding fines debt.

� We continue to work closely with Legal Aid NSW and other community organisations by participating in Fines Days across NSW.

NSW Fair Trading

� We entered into a Memorandum of Understanding (MOU) with NSW Fair Trading to share knowledge relating to improve our customer service.

� Our Targeted Debt Unit and the Intelligence Unit of Fair Trading worked together on targeted groups such as pawnbrokers, real estate agents, travelling conmen and motor dealers. Considerable successes were achieved with respect to motor dealers, particularly sole traders and this included:

► clarification of the status of motor dealer licenses

► identification of correct trading name and legal identity

► identification of businesses (past and present) associated with individual sole traders and development of a fines debt profile

► investigation of questionable practices by joint agency

► Fair Trading taking into account individual’s past fines debt history in assessing whether a fit and proper person to hold a licence

► data sharing including assistance to Fair Trading prior to onsite inspections (with police) and with respect to court matters.


Client Experience

Making it easy for customers to do business with usOur objective for the future is to continue making it easier for customers to do business with us.

We want to deliver services that make it easy for customers to conduct their business with us through simple and efficient channels and processes. Our approach to Client Experience is aligned to the broader NSW Government client service reform agenda and the Service NSW initiative.

Red tape reductionWe support the Government’s commitment to reducing red tape, increasing the efficiency and ease for business and individuals in NSW. We actively pursue opportunities for customer service reform.

We have implemented a number of solutions in support of the Government’s commitment to reduce red tape and make it easier for customers to do business in NSW. This has resulted in savings of $682,000 for business and individuals in 2014–15. Initiatives implemented over the last 12 months have delivered innovative and contemporary solutions that make it easy for customers to do business with us.

� Electronic nominations – Electronic nominations for drivers fined while using company vehicles has been expanded to provide this service to 220 companies. This initiative allows companies that receive a penalty notice to nominate the responsible driver online, reducing red tape and saving time. 34,000 company nominations were submitted online in 2014, with estimated customer savings of just under $416,000.

� Online process for court matters – The process for people wishing to have their fines matter heard in court has been streamlined. Fine recipients can now easily confirm if they are eligible to apply for an annulment in court. This valuable tool has reduced manual applications by 30 per cent, resulting in annual savings of over $132,000 to customers.

� Work and Development Orders (WDOs) – contracts for WDOs are now available online. This allows customers to receive and authorise contract arrangements electronically for what was an entirely paper based process. This has provided customers with an estimated saving of $21,000 in postage, printing and time.

� Computer Assisted Verification (CAV) methodology – has now been applied to state tax audits. This allows 100 per cent electronic analysis of data provided by customers during compliance audits and investigations. The initiative was applied to 191 audits in the last 12 months, saving businesses an estimated $52,000.

� Direct Debit – since June 2014 customers on a time to pay arrangement have been able to pay their instalments automatically via direct debit, a cost effective and easy to use payment channel. This initiative resulted in customer savings of over $61,000 over the last 12 months, with 808 companies and 39,688 individuals using this facility.

� Same day fines Payment Arrangement Assessments – Business processes were re-engineered to allow for same day review and advice to enable approval of customer applications for payment arrangements. These savings will be realised for customers in 2015–16.


Customer feedbackBetween April and May 2015, our survey showed that 78 per cent of customers were generally satisfied with the services we provide.

Contemporary services and channelsOnline services

We offer a range of online services on our website for all areas of the business. Some of the 2014–15 highlights for our tax online services include:

Land tax

Issued

158,000 land tax assessments for the 2015 land tax period worth over

$2B Payroll tax

Received

99.6% of payroll tax payments and returns through our online services

Duties

91% of all duties transactions were lodged and processed via the online EDR service

Small Business grant

Successfully implemented the Small Business Grant online customer registration application Unclaimed money

Received over

10,000 unclaimed money claims through our online service and returned

$11.6M to its rightful owners

Mineral royalties

Launched the

Royalty Online Services (ROS) system

for mineral royalty customers to lodge and view their returns online

PEXA

In May 2015 we worked with

to allow financial institutions to lodge mortgages liable to duty in NSW through the PEXA platform

PEXA

%

0

10

20

30

40

50

60

70

80

90

100

My problems or queries were resolved in a timely manner

OSR explains the reasons for their decisions

I receive consistent information from OSR

I find OSR’s self-service options suit me

I can access the right information to do what I need

I find OSR staff are knowledgable

I find OSR staff are professional

I find OSR’s payment methods suit me

2012 2013 2015

79%

74%

72% 76

%71

% 74%

87%

83%

81% 84

%82

%80

% 86%

84%

80% 87

%82

%85

% 88%

85% 88

%

86%

84% 89

%

Satisfaction trend from 2012–2015


Seminars and OutreachIn 2015 the OSR Client Education Team delivered over 265 seminars and webinars which reached almost 11,500 of our customers. Our team presented seminars across the state, in towns and communities that might not always have easy access to our services. In addition to being open to all our customers, these seminars are an opportunity for tax industry professionals to get the latest updates, advice and help from OSR.

Our Aboriginal Outreach Team visited more than 120 community based events with firsthand help for our customers managing their fines debts. This team works to offer accessible services to disadvantaged customers, assisting with planning and managing their fines debt repayments. Part of the service is working with the communities to prevent fines debts and increase awareness about the options available if do incur a fines debt. They also conducted 40 presentations on Collection processes, the Advocacy Hotline, and Work and Development Orders (WDO’s) to our service providers so they are fully equipped to help our vulnerable clients.

Objections and rulingsWe finalised 3,545 objections where customers disagreed with the Chief Commissioners findings about payroll tax, land tax, duties, insurance, unclaimed money disputes, benefits and grants. Where the customer lodged court and tribunal appeals, more than four out of five were determined in the Chief Commissioner’s favour.

We completed 262 private rulings and helped over 4,000 customers with complex issues relating to taxes and fines.

Social mediaIn May 2015 we launched official social media channels on Facebook, Twitter and LinkedIn. The launch of these accounts builds OSR’s online presence beyond our website and YouTube accounts. These authenticated pages give our customers confidence that they are dealing directly with OSR. By offering easily identifiable authenticated pagese we have reduced the possibility of clients being scammed by false accounts and identities online falsely representing OSR.

Our social media channels have created opportunities to:

� hear our customers and engage with stakeholders and the community

� increase and improve access to OSR information, including education programs, seminars, webinars, scam warnings and access to grants

� deliver timely messages to our customers when needed, like in times of natural disasters.

myPenaltyFrom October 2014, fine recipients could obtain personalised information about their penalty notice 24/7 through our online self-service portal, myPenalty. myPenalty makes it easy for customers to finalise their fine. About 173,000 fine recipients per month are using myPenalty on our website to help finalise their fine, and usage has grown by 25 per cent since implementation. Customers are finding and getting what they want from our website quicker (with a 13 per cent reduction in pages/visited) and finding value in proceeding further into our website (18 per cent reduction in bounce rate). In addition to online lodgement of requests for review, attending court and viewing images of their penalty, fine recipients can: � obtain personalised information and guidance about their options at the time they view their penalty

� track the progress of their penalty or request

� track instalments on their payment plan

� obtain the BPAY reference number to make payment

� if the penalty has become overdue, be referred to myEnforcement Order for the options now available to them to finalise their fine.


People and Culture

Our peopleOur services are delivered by a committed, capable and excellent workforce. We have enjoyed a positive culture underpinned over the years by our previous RITA values of Responsiveness, Integrity, Teamwork and Achievement. OSR 2021 provides clear direction and strives towards long-term growth, innovation and sustainability. To support OSR 2021, our previous RITA values have matured into Collaboration, Achievement, Service, Integrity and Innovation.

Staff feedbackAll staff were invited to take part in the annual OSR Staff Survey to answer questions about workplace values and experiences.The questions covered perceptions that allow us to assess employee engagement, leadership, staff development and workplace values

� Highlights from the Staff Survey conducted in June 2015 included:

� 98 per cent of staff share the CASII values

� 94 per cent of staff feel innovation is important to them at work

� 93 per cent of staff enjoy working at OSR

� 91 per cent of staff are proud to work in OSR.

Workforce planningIn 2014–15 we developed our first seven year workforce plan to support delivery of OSR 2021. Our bottom-up approach included an assessment of:

� environmental factors

� current business and workforce requirements

� identification of critical job roles/skills

� workforce demographic trends

� forecast of attrition and ageing workforce to 2021

� future business demand and workforce requirements

� workforce risks and associated mitigation strategies for workforce gaps (capacity or capability).

Capability FrameworkCentral to workforce performance are capabilities – the knowledge, skills and abilities that public sector employees must demonstrate to perform their roles effectively and efficiently. The 2013 NSW Public Sector Capability Framework provides a common foundation for creating roles, recruiting to roles, managing performance, capability development, career planning and, more broadly, workforce planning.

The 2013 Capability Framework describes the core capabilities and behaviours required of public sector employees. It applies across the entire sector, across all occupational groups.

In 2014–15 we commenced translation of all task based position descriptions into capability and outcome based role descriptions using the new Capability Framework. A role description provides a link to the overall organisational structure by defining how a role contributes to the achievement of organisational objectives.

The 2013 Capability Framework has provided us with a consistent basis for describing capability needs and encouraging the development of generic role descriptions for families of jobs that are common in OSR and the broader public sector. Consistent description of roles and their capability requirements has facilitated greater mobility across OSR.

ollaborationchievementervicentegritynnovation


Health and well-beingThe focus on Injury Prevention has continued with Work Health and Safety (WH&S) components built into our Induction Program (Workstation Checklist and e-learning), Officer Due Diligence and WH&S Risk Management training conducted for senior staff, and ongoing use of Workpace software to get staff to accept personal responsibility for their own safety.

The premium in 2014–15 was more than 50 per cent lower than the premium paid in 2012–13. Promotion of a healthy workforce has continued with over 730 staff participating in the Flu Vaccination Program. The Fitness Passport program offered to staff had 349 primary members and an additional 452 family members.

Developing our peopleDeveloping our people

Certificate IV in Government (Statutory Compliance)

We partnered with the Graduate Business School, a registered training organisation, to deliver three statutory compliance programs for 26 staff across the Property Revenue and Business Taxes Groups in our Operations business unit. Since the first course was delivered in 2012, we have had 51 staff who have gained this nationally recognised qualification.The course is offered to staff within OSR who are new to audit and compliance functions. The course exposes participants to compliance ‘best practice’ and broadens their skills in all areas of the audit process.

Expenditure Review Committee of Cabinet Expansion Projects

We have received considerable support from the Expenditure Review Committee (ERC) to extend and expand services provided to the community. This has included: � investing in systems, technology and people to increase the volume and

effectiveness of tax compliance audits and investigations to ensure that liable customers pay their taxes

� increasing regional employment to improve customer service provided by the Collection Centre to help customers resolve debts owing to the NSW Government and deliver the Decade of Decentralisation policy

� engaging third party debt collection agencies under the Debt Partnerships Program to supplement our Fine Enforcement Program

� reducing the amount of debt written off through the application of improved debt collection activities, including the Collection Centre expansion and the Debt Partnerships Program.

Expand tax compliance

We have identified additional compliance revenue through further investment in audit and technical staff and by implementing new technology to improve case selection, data matching and audit efficiency.As part of the Tax Compliance Expansion Program, we recruited 49 staff into roles associated with the program in 2014–15. As a result a number of these were filled through internal promotions.We identified additional compliance revenue of over $430 million, exceeding the target of $366 million. This result builds on the $359 million identified in 2013–14, the first year of the expansion, exceeding the target of $320 million.

Increase fines debt collections

As part of the Collection Centre Expansion during 2014–15, 173 people were recruited, including internal promotions. Some of this recruitment filled existing positions and replaced people who left during the induction period.Increased staffing in the Collection Centre from October 2014 significantly improved service availability to the people of NSW. The number of calls answered within five minutes rose from 31 per cent in July 2014 to 86 per cent in June 2015, a significant improvement when handling over 1.3 million calls during the year. Abandoned calls fell from over 37,000 out of almost 120,000 received in September 2014 to just over 5,000 out of 115,000 by June 2015. Both results exceeded the service improvement commitments made to the ERC and helped people engage with us to resolve their debts.

Debt Partnerships and Writeoffs

Debt Partnership Crown cash collections saw $34.4 million in overdue fines debt recovered during 2014–15, 26.5 per cent above the target of $27.2 million. Crown debts written off were lower than the projected target by 25.2 per cent. Increased use of data improvement techniques will continue to support the reduction of Crown debt write offs and provide new recovery opportunities.


Compliance

Knowing our customers4-Quadrant Risk Differentiation Model (RDM) To understand our customers, we have implemented a 4-Quadrant Risk Differentiation Model (RDM) to assess the level of risk each customer represents to our business based on behaviour, revenue exposure and other characteristics. This supports us in making decisions on who to review, with what frequency and with what intensity.

As circumstances change, categorisation of a customer may vary over time as risks are re-assessed.

Electronic Duties ReturnsThere are currently over 2,400 registered EDR approved persons who are responsible for processing over 92 per cent of duties transactions on our behalf. The EDR audit team is responsible for conducting audits under the RDM as well as conducting Random Verification Audits (RVA) on agents who act on behalf of solicitors, conveyancers and the general public.

For the 2014–15 financial year, the EDR audit team across Parramatta, Wollongong and Newcastle offices audited over 1,900 transactions processed on EDR and identified an additional $154,000 in duties revenue.

FinesA customer profiling tool has been developed to facilitate our understanding of penalty notice recipient’s needs. We have conducted workshops to identify ‘pain points’ for fine recipients, resulting in over 100 solutions being identified. We have commenced risk profiling relating to non-compliant behaviours, including non-payment of penalty notices and unauthorised driving.

We have identified a number of specific groups where targeted messaging may improve the payment rate of fines.

ComplianceClient Experience

OSR's risk differentiation model


Make it easier to comply and help customers get it rightTaxWe conduct an active customer education campaign to maximise voluntary compliance. This program includes engaging with industry and professional groups through a number of liaison committees, raising customer awareness through other external agencies such as the ATO, holding client education seminars in metropolitan and regional areas on the latest changes to legislation, practice and common errors, and hosting interactive webinars.

Our website has a range of information and tools available to help individuals and businesses do the right thing, including factsheets and publications, tax and duties calculators and a subscription service to email alerts about latest changes. We also provide telephone support to assist customers across all our taxes and grants.

FinesOver 100 staff in our Fines Management business unit are now calling fine recipients to proactively resolve issues raised in their requests for review, including establishing appropriate payment plans, and to combat areas of confusion.

To improve recovery outcomes, the existing online training for stakeholder compliance officers was redesigned with enhanced content. Particular attention was paid to the reduction of errors and proper identification of alleged offenders.

Other compliance activitiesPayroll taxWe identified $190 million in compliance revenue from 5,072 compliance cases in 2014–15. The average revenue per compliance case increased from $36,449 in 2013–14 to $37,379.

Land taxWe investigated over 22,700 landholders who were either not assessed for land tax or had incorrect exemptions. This resulted in 16,346 new liabilities and identified $159 million in additional land tax.

DutiesWe conducted 2,289 audits and identified $66 million in additional duties revenue. The audits confirmed a high degree of compliance with duties legislation, policies and procedures.

Grants and BenefitsOur First Home Benefits (FHB) compliance activities resulted in $3.7 million in revenue being returned to the people of NSW from 455 cases. We completed 306 First Home Owner Grant Scheme (FHOGS) investigations, resulting in 181 recipients being required to repay the grant with a value of $1.9 million, including interest and penalties.

We also completed 149 First Home Plus Scheme and First Home—New Home Scheme investigations, resulting in 123 duties exemptions or concessions being repaid with a value of $1.7 million, including interest and penalties.

Fines

The fines business has promoted our targeted use of court prosecutions on our websites and has gained widespread media attention for recent court prosecutions. Fines have maintained a 98 per cent successful conviction in court prosecutions.

In 2014–15 there was an increase in the number of companies nominating the responsible driver for relevant driving offences and an increase in the finalisation rate of penalty notices as fine recipients act on their fines.


GovernanceWe have adopted the Governance Lighthouse Model which outlines the way that we are directed, controlled and held to account.

� Statistics and reporting on website

� DFSI Annual Report published

� Privacy and Disclosure of Information (GIPA Act)

� Code of Conduct � Fraud and Corruption Control Strategy � Annual Declaration � DFSI Diversity and Inclusion Strategy � Behaving Ethically: A guide for NSW public sector employees

� Clear accountability and delegations � Regular reporting against plans – KPIs, BMC, EPMO reports on

projects, DFSI external reports � Annual compliance assessment � Strategic, Operational and Business Unit Plans

� Stakeholder Management Framework

Governance

Lighthouse

Well governed

OSR

Key Stakeholder Rights

Risk Management

Disclosure

Corporate Reporting

Ethics

Structure

Management and Oversight

Awareness

� Key internal controls sign off by Directorate and senior management

� Risk Management Framework and Policy

� Well defined set of key committees

� DFSI Chief Executive sign off � Internal and external audits � Audit and Risk Committee � Finance Committee

ollaboration chievement ervice ntegrity nnovation

Note: Based on the Audit Office of NSW Governance Lighthouse concept first published in the auditor General's Report Parliament Volume Two 2011.

The Governance Lighthouse Model contains eight factors which help ensure a well governed OSR and align with our core CASII values.


Fraud and Corruption Control StrategyIn 2014–15 we revised our Fraud and Corruption Control Strategy to align with the Australian National Audit Office Fraud Control in Australian Government Entities – Better Practice Guide (March 2011). It sets out the strategy for fraud and corruption prevention, detection, response, monitoring, evaluation and reporting.

The strategy was developed around the elements of the fraud control framework outlined below.

OSR Fraud Control Framework

All staff attended mandatory Fraud and Behaving Ethically sessions in 2014–15. The sessions included:

� joint presentations with the Independent Commission Against Corruption and Internal Audit representatives who provided information regarding corrupt conduct including definitions, responsibilities and examples

� an overview of the Fraud and Corruption Control Strategy with OSR based case studies.

Risk managementWe recognise that assessing and managing risk enhances our ability to maintain operations and achieve strategic goals. Our Risk Management Framework ensures that we adopt current best practice approaches to risk management to understand the environment we operate in and to identify and control risks to what we do.

Our Risk Management Framework was comprehensively reviewed in 2014–15 to ensure alignment with the Australian/New Zealand Risk Management Standard: AS/NZS ISO 31000:2009, and the Information Security Management Standard ISO 27001:2013. Our framework provides a comprehensive approach for us to assess and manage risks across our organisation and is integrated into our planning framework.


Right to informationMembers of the public have the right to access government information held by us under the Government Information (Public Access) Act 2009 (the GIPA Act). This right is restricted only when, on balance, it would not be in the public interest for us to release the information.

The ‘Right to Information’ legislation is designed to meet community expectations of more open and transparent government, and encourages government agencies to proactively release government information wherever possible.

Requests for access to information

In 2014–15, we received 100 formal requests for access to information under the GIPA Act. The majority of these were requests for people or businesses seeking access to their own records.

From 1 July 2015, formal requests for government information held by us are coordinated centrally within the DFSI. However, we will seek to provide access to government information informally wherever possible, without the need for a formal application.

We provide insolvency practitioners with information held about an insolvent company without a formal request under the GIPA Act, upon verification that the practitioner is acting on behalf of the insolvent company. This allows us to remove the barriers that slow down the process of receiving information.

Proactive release of information

We proactively publish a number of statistical reports on our website, which are updated monthly at www.osr.nsw.gov.au/info/statistics The reports include the number and value of fines issued for various offences (speeding, red light, parking), the amount of unclaimed money available for claim, and the number and value of first home benefits provided in NSW.

www.osr.nsw.gov.au/info/statistics



ICT and Digital strategies

The NSW Government ICT Strategy and Digital+ICT Strategy Update set an expectation that we will work with other agencies to provide seamless end-to-end digital transactions that improve customer experience and optimise government investments. The Digital and ICT strategies will guide delivery of new and enhanced services and capabilities as we continue to modernise our core platforms and systems. The Digital Strategy reflects customer expectations; an end-to-end digital experience for on- demand, real time and personalised services. Our services will be:

� digital first, delivering multi-channel and multi-device approaches with alternatives available so that no one is excluded from services we provide

� delivering the digital experiences customers expect, with personalised self-service encompassing the end-to-end process that may span other agencies and organisations

� built to be adaptable to prioritise ease of use, mobility and provide consistent information across all channels.

The ICT Strategy is underpinned by themes and principles that align to our Strategic Pillars to enable us to respond our changing environment. We will:

� optimise business and technology investments against the objectives and goals of OSR 2021

� Investments will seek to provide optimum benefit across government, for example by making high volume low complexity transactions as simple as possible to automate and reduce time and cost

� open up and share data by participating in the Data Analytics Centre, prioritising the use of common technologies and standards across government to support data sharing and investing in information integrity and accessibility

� deliver innovative and responsive IT through a flexible, simple, service oriented architecture using standardised processes and cloud solutions where appropriate to take controlled risks and innovate.

Processes and Systems 2014–15 highlights � We developed Business Process Management (BPM) methodology and framework in 2014–15 to

enhance customer service and delivery effectiveness. In 2015–16, we will be adopting BPM in our processes.

� We were recertified with the ISO 27001:2013 Information Security Standard in 2014–15. We are compliant with the NSW Government Digital Information Security Policy. Digital information assets and the systems that house them are increasingly critical in agency operations and a key element in delivering trustworthy and reliable government services.

� We have been independently accredited by the Australian Institute of Project Management (AIPM) as a Project Managed Organisation (PMO). This assessment-based accreditation program recognises us as an organisation with sustainable processes in place to continually improve project management capabilities on an enterprise-wide basis.

� We have achieved 10 years of continuous ISO 9001 certification, having originally been certified in October 2005. We successfully completed our third ISO 9001 triennial re-certification audit in 2014–15. The audit assessed our continued compliance with the ISO 9001 Quality Management Systems (QMS) standard.


Service NSW Mobile Application

In 2014–15 we commenced development of a mobile application in collaboration with Service NSW to make it more convenient for customers to deal with their vehicle and licence matters, including fines, anywhere and at any time. This joint project with Service NSW will provide contemporary avenues for us to enhance our customer service by interacting with customers through the mobile application.

The mobile application will increase the convenience for our customers to pay fines, request reviews and elect to go to court, improving customer satisfaction. This will have further benefits through expected increases to the payment rate and the efficient and effective finalisation of fines.

NSW Health Ambulance Debt

The NSW Health Ambulance Debt project is part of our Civil Debt Management Program. NSW Ambulance and NSW Ministry of Health are working with us to transition the management of debt recovery activities currently undertaken by a commercial agency on NSW Ambulance’s behalf. The transition of NSW Ambulance Debt to us will improve the current NSW Ambulance debt recovery rate through appropriate use of debt recovery actions, increase the early identification of exempted debtors and provide NSW Ambulance customers time-to-pay options.

The first release went live in June 2015, enabling us to collect payments for all invoices on behalf of NSW Ambulance. Future releases include debt recovery, Collection Centre and operational functionality, completing the transition of Ambulance Debt recovery activities to us.

Growth and Innovation

OSR’s Debt Management StrategySince March 2012 four external debt collection partners have been engaged through the Debt Partnerships Program to assist with the resolution of overdue fines debt once internal enforcement actions have been exhausted and to assist in locating the customer.

This program has demonstrated our capacity to effectively and efficiently implement public and/or private partnerships to increase revenue collection. We have embarked on a program of reviewing the end-to-end collection pathway with the intention of both streamlining and improving collection activity to resolve debt faster.

Expanding our services � We completed a trial collecting debt on behalf of Victims Services NSW. Due to the success of

that trial, we are working closely with Department of Justice to expand the trial and manage this debt on an ongoing basis.

� We created a new Civil Debt team to manage non-fine and non-tax related debts. We have partnered with NSW Ambulance to commence recovery of outstanding Ambulance fees on their behalf. The Civil Debt team manages the debt from Invoice stage (expanding and managing payment streams for NSW Ambulance) through to the enforcement stage with targets contact campaigns and civil enforcement action being taken.

Projects


Contact Details General:

(02) 9689 6200

Office of State Revenue, GPO Box 4042, Sydney NSW 2001

Office locations:Parramatta: The Lang Centre, 132 Marsden Street, Parramatta 2150Newcastle: Level 2, 97 Scott Street, Newcastle 2300Wollongong: Level 6, 90 Crown Street, Wollongong 2500

Office of State Revenue: ISO 9001 – Quality Certified | Department of Finance, Services & Innovation© State of New South Wales through the Office of State Revenue, 2016. All rights reserved.

Penalty Notice Self Service

In 2014–15 the Penalty Notice Self Service project consolidated all penalty notice online services as a single customer access login to provide a more user friendly arrangement for customers.

This enhanced existing Interactive Voice Response (IVR) functionality and expanded the level of information available to customers.

These objectives improve our capacity to respond to customers, reduce the number of penalty notice and follow up queries, improve data integrity and audit controls and increase customer satisfaction through greater access to online service and first contact resolution. The project was successfully delivered in February 2015.

Mineral Royalties Transition to OSR

In July 2014, all revenue administration and the collection of mineral royalties was transferred to OSR from the Department of Trade and Investment, Regional Infrastructure and Services. This project delivered an online return lodgment portal, providing mineral royalty customers with an external interface to lodge their returns, accurately calculate the royalty owed for each royalty rate and capture relevant and required data to conduct financial compliance. The benefits of this transition are the separation of financial and operational administration of mineral royalties and the ability to identify late and inaccurate royalty returns.

PEXA Phase 1

PEXA is an incorporated company under a Governance Agreement between VIC, QLD, WA and NSW. PEXA was established to drive efficiencies in the property market by enabling property lawyers, conveyancers, land registries, revenue offices and financial institutions to transact together electronically on the sale of properties across Australia.

The PEXA Phase 1 project provided functionality to support duties verification web service functions provided to PEXA, additional compliance checks, electronic disbursements for duty and possible land tax clearance disbursements through PEXA. This allowed the NSW Government to meet its commitment to implementing electronic conveyancing through the Council of Australian Governments (COAG), reduce red tape by supporting e-conveyancing and build infrastructure that makes a difference to the economy and people of NSW.

Reductions in data entry, processing time and rework savings to prepare conveyancing instruments will save the economy approximately $8.7 million each year between 2015–16 and 2027–28. The project increases customer satisfaction by providing an electronic service channel which customers can use for electronic payment of duty.


AppendixGaming and racing collected

Revenue type 2014–15 2013–14 2012–13 2011–12

$M

Club gaming 723 682 669 661

Hotel gaming 595 533 507 490

Lotteries 325 324 350 333

Totalizators 114 121 130 138

Fixed odds futures 27 20 15 9

Fixed odds sportsbets 15 11 11 11

Keno 14 13 13 13

Soccer pools 1 1 2 2

Footytab 1 1 1 1

Grand total 1,815 1,706 1,698 1,658

Duties collected

Revenue type 2014–15 2013–14 2012–13 2011–12

$M

Contracts and conveyances 7,393 6,018 4,466 3,939

Insurance policies 898 894 851 790

Vehicle registrations 705 663 635 595

Loan securities 206 175 145 134

Share transfers 17 85 41 63

Leases – – – –

Grand total 9,219 7,835 6,139 5,521


Effectively Managing Fines and Debt

Penalty notices loaded

Crown* Commercial*

Financial year

Penalty notices

Face value ($’000)

Penalty notices

Face value ($’000)

Totalpenalty notices

Totalface value ($’000)

2014–15 1,442,492 441,345 1,399,835 230,413 2,842,327 671,758

2013–14 1,375,640 416,143 1,479,372 237,434 2,855,012 653,577

2012–13 1,255,599 367,118 1,430,632 218,934 2,686,231 586,052

2011–12 1,231,916 316,851 1,557,715 216,685 2,789,631 533,536

Grand total 7,006,049 2,000,960 7,912,500 1,195,977 14,918,549 3,196,937

Penalty notices loaded by infringement type for 2014–15

Customer category Infringement type Penalty notices Face value ($’000)

Crown Police Traffic 408,580 146,778

NSW Roads and Maritime Services (Roads and Maritime) Static Speed Camera

425,185 85,154

Red Light Camera 168,630 73,746

Police Radar/Lidar 183,261 59,346

Police General 111,387 26,209

Failure to Nominate 9,667 17,921

Roads and Maritime Mobile Speed Camera 62,723 11,958

Roads and Maritime Bus/TWay Camera 28,765 9,617

Police Parking 41,736 9,144

MUD (Managing Unauthorised Driving) Unregistered Vehicle 1,214 756

Point to Point Speed Camera 786 351

MUD Uninsured Vehicle 481 300

False Nomination 77 65

Crown total 1,442,492 441,345

Commercial total 1,399,835 230,413

Grand total 2,842,327 671,758

*Definition: Crown Revenue – Revenue collected on behalf of consolidated funds representing arms of the state of NSW. Commercial – Revenue collected on behalf of issuing authorities (e.g. local councils) and other agencies. Such agencies pay a regular processing fee for this service.


Court elections, representations and statutory declarations received

Document type 2014–15 2013–14 2012–13 2011–12

Court election 22,683 22,415 24,699 23,147

Representation 320,319 349,464 303,374 263,305

Statutory Declaration 395,081 374,861 370,511 341,877

Grand total 738,083 746,740 698,584 628,329

Fines debt collected

2014–15 2013–14 2012–13 2011–12

$’000

Revenue collected 304,419 296,970 253,290 209,863

Fines debt: fines referred

2014–15 2013–14 2012–13 2011–12

$M

SDR fines 870,550 882,761 869,502 874,942

Court fines 155,323 159,106 145,661 154,086

Other agency fines 20,039 235,151 5,815 100,599

No of fines loaded 1,045,912 1,277,018 1,020,978 1,129,627

Fines debt: work and development orders

2014–15 2013–14 2012–13 2011–12

$M

No. of WDO applications approved 13,820 11,354 6,952 1,803

Value of WDO applications approved ($'000) 41,979 33,770 20,751 5,404

WDO Satisfied ($'000) 17,544 14,680 7,625 1,972

Tax debt: resolved

2014–15 2013–14 2012–13 2011–12

$M

Tax debt resolved 304.0 912.6 788.1 1,405.1


Eligible Applicants Receive Their Benefits

First Home Owner Grant (New Homes) Scheme – (previously FHOGS)The First Home Owner Grant (New Homes) scheme was established to assist eligible first home owners to purchase a new home or build their home by offering a $15,000 grant.

The scheme applies to new homes only and will reduce to $10,000 on 1 January 2016.

Original FHOG amount

FHOG (New Home $15k)

payment

Additional grant payment

Boost paymentNSW supplement

paymentGrand total

Financial year

NumberValue ($’000)






2014–15 537 3,752 8,008 120,120 1 8 4 42 4 12 8,545 123,934

2013–14 1,427 9,989 6,248 93,720 8 63 38 483 35 105 7,675 104,360

2012–13 15,082 105,573 2,189 32,835 2 16 86 970 108 324 17,271 139,718

2011–12 37,378 261,626 – – – – 514 5,953 729 2,187 37,378 269,765

New Home GrantThe New Home Grant scheme was introduced on 1 July 2012 to stimulate the construction of new homes. The scheme provides a grant of $5,000 towards the purchase of new homes, homes off the plan and vacant land on which a new home will be built.

Vacant land New home Grand total

Financial year Number Value

($'000) Number Value ($'000) Number Value

($'000)

2014–15 6,382 31,910 2,760 13,800 9,142 45,710

2013–14 12,567 62,835 9,118 45,590 21,685 108,425

2012–13 7,409 37,045 4,783 23,915 12,192 60,960


First Home—New Home The First Home—New Home scheme commenced from 1 January 2012 and provides eligible purchasers with exemptions from transfer duty on new homes valued up to $550,000 and concessions for new homes valued between $550,000 and $650,000.

First Home New Home Duty Exemption/Concession – (previously FH Plus)

Home Other Vacant land Grand total

Financial year Number Value

($'000) Number Value ($'000) Number Value

($'000) Number Value ($'000)

2014–15 6,002 82,862 47 299 4,609 31,456 10,658 114,617

2013–14 6,418 92,963 76 865 4,323 27,637 10,817 121,465

2012–13 4,004 57,370 55 541 2,927 17,852 6,986 75,763

2011–12 25,843 290,251 257 2,544 1,265 6,913 27,365 299,707

Jobs Action PlanThe Jobs Action Plan provides NSW businesses with a payroll tax rebate when they employ new workers in new eligible employment.

The scheme has been extended by a further four years to 30 June 2019 and the rebate increased from $4,000 to $5,000 for new jobs created after 1 July 2013.

Number of positions registered

Financial year Metropolitan Regional

2014–15 17,625 4,152

2013–14 32,961 9,229

2012–13 8,636 1,637

2011–12 4,950 1,512

Regional Relocation Grant*The Regional Relocation Grants Act provides for payments to approved applicants who relocate from metropolitan areas of NSW to regional areas of NSW for the purpose of employment or self-employment.

Financial year Number Value ($’000)

2014–15 1,794 12,558

2013–14 1,486 10,402

2012–13 1,444 10,108

2011–12 856 5,992

* Regional Relocation Grant seized on 1 July 2015.


www.osr.nsw.gov.au

/nswosr

Documents

2014 15 Year in Review - Office of State Revenue in review.pdf · 2 of 36 2014–15 Year in Review ... mineral royalties across NSW and debt recovery for NSW ... five pillars which