Centrelink annual report 1999 – 2000 Contact officer
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- Leadership Development
- A Focus on Learning
- Employee Consultation
- Upgrading our Human Resources Management System
- Developing the People Management Service Offer
- Future Outcomes
- 7. Our Cost Efficient Organisation
- Key Strategies
ChallengesDuring 2000–01 we will continue with many of the important activities started in 1999–2000. The following activities have been included in Centrelink’s Business Plan 2000–01 and the People Plan 2000–01. Continuing the implementation of the Centrelink Development Agreement 1999–2002In accordance with the Centrelink Development Agreement 1999–2002 we will consider the removal of work availability barriers from the classification structure. The barriers were included in the structure to reduce the potential for unwarranted increases in Centrelink’s salary profile due to broadbands. Progress with the work availability barrier project has been steady but slower than expected owing to the complexity of job design in Centrelink. Leadership DevelopmentWe will develop and deliver workshops in business acumen and emotional intelligence for the Guiding Coalition. These workshops will then be rolled out to leaders and managers throughout Centrelink. We will also find ways to provide stronger linkages between the Centrelink’s Shared Behaviours and the Leadership Capabilities. A Focus on LearningAligning our people’s skills with our business directions is an important objective of Centrelink’s Business Plan 2000–01. We will undertake a consultative review of our National Learning Strategy and develop a Learning Framework to strengthen the links between accredited learning, technical training, and corporate learning and to identify the best application of innovative learning media. To improve the coordination of learning planning and delivery and to monitor the knowledge levels and skills of our people we will develop an integrated learning management system. Employee ConsultationThe Business Plan 2000–01 includes a commitment to monitor and respond to employee satisfaction issues. Action is underway at both the national and local levels to address issues identified through the staff polls. Work is also being undertaken to link staff perception research with feedback from customer, client and community stakeholder research through the integrated research framework. Upgrading our Human Resources Management SystemThere will be a major upgrade of Infolink to the next version of the SAP software during 2000–01. The new version will incorporate a learning module that will support both learning and development processes and reporting functions. Developing the People Management Service OfferWe will work with our internal customers and stakeholders to develop a People Management service offer. It will provide a framework through which we can monitor and improve our responsiveness to our customers. We will align and coordinate activities across all People Management functions; develop performance indicators to ensure that we can provide a business focused return on investment; and provide regular feedback on outcomes to stakeholders and partners. Key activities will include:
Future OutcomesThe primary ‘people’ objective of Centrelink’s Business Plan 2000–01 is to align employee culture and skills with Centrelink’s business direction. This objective and its strategies will form the basis for Centrelink’s People Plan 2000–01. The People Plan, which is part of the Business Plan, includes initiatives which will assist employees to: gain a greater understanding of our business; and develop skills and knowledge to deliver the Government’s Welfare Reform initiatives. Other strategies in the plan, such as workforce planning, aim to build our overall people capability. 7. Our Cost Efficient OrganisationGoalOur goal is to efficiently manage our business and return a dividend to Government. The Balanced Scorecard measures our performance towards this goal through the Centrelink Cost Efficiency Key Result Area. OverviewCentrelink achieved all its financial goals for 1999–2000, as follows:
These results were in marked contrast to the 1999–2000 Portfolio Budget Statements’ anticipated operating loss and requirement for cash borrowings. The positive results for 1999–2000 were a culmination of actions taken by Centrelink during the year (and prior years) to ensure the return of required efficiency dividends to Government. Key StrategiesOur key strategies are to:
FocusTo meet our cost-efficient goal, Centrelink has focused on achieving a break-even or better operating result before abnormal and a positive cash and net equity position. We have also focused on maintaining high levels of customer service while paying all efficiency dividends to Government and redeveloping the funding model. Directory: sites -> default -> files -> documents documents -> North Mankato Taylor Library documents -> In the Red and Brown Water documents -> - documents -> Cbp and Trade Automated Interface Requirements Appendix: pga december 22, 2015 documents -> Ace abi catair customs and Trade Automated Interface Requirements documents -> Ace abi catair customs and Trade Automated Interface Requirements documents -> Mobile audio/video recording systems documents -> The south australian government gazette documents -> All public acts appearing in this gazette are to be considered official, and obeyed as such documents -> Union interparlementaire inter-parliamentary union Download 0.83 Mb. Share with your friends:
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