Centrelink annual report 1999 – 2000 Contact officer



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Our Mission


Building a stronger community by:

  • providing opportunities for individuals during transitional periods of their lives;

  • delivering innovative, cost-effective and personalised services for individuals, their families and community groups via a one-stop-shop;

  • being committed to quality;

  • making the best use of available dollars;

  • listening to and enacting the community’s ideas for better service; and

  • Building a quality relationship with customers.

Outcome and Output Structure


Centrelink has one outcome which is Effective delivery of Commonwealth services to eligible customers. This outcome is supported by the output of efficient delivery of Commonwealth services to eligible customers (see Chapter 3, Performance Report, page 21 for more information).

Our Goals


To achieve the commitments to Government and client agencies, customers and staff, Centrelink has set six goals to be achieved progressively over the next three years:

Client Partnerships


To build partnerships with client agencies that deliver the required results and provide value for money.

Customer and Community


To increase customer and community involvement and satisfaction with services.

Centrelink People


To create an environment where Centrelink’s people give value to customers,client agencies and the community through their skills and commitment to service.

Cost Efficiency


To manage our business efficiently and return a dividend to Government.

Innovation


To provide innovative and personalized solutions , consistent with government policy.

Best Practice


To be first choice and benchmarked as the best practice in service delivery.

We have also developed key performance indicators and use the Balanced Scorecard to measure our performance against targets for five of these goals. Our sixth goal, best practice, is not measured individually as it is the sum of the total achievement against the other five goals and will be validated through external benchmarking.


Social Justice and Equity


Centrelink fully supports the Government’s social justice, access and equity objectives. The needs of Indigenous communities, people from diverse cultural and linguistic backgrounds, people with disabilities, women and people living in rural, remote and isolated areas are all key priorities in delivery of our services.

Our Shared Behaviours


Our Shared Behaviours guide work practices, decision making and dealings with our customers, clients and staff. They are:

  • listening to customers and the community;

  • mutual respect for our customers and for each other;

  • exploring and putting in place innovative and cost-effective ways to provide the right outcome;

  • solving problems and developing opportunities; and

  • Behaving with integrity and in an ethical manner.

Our Quality First Policy


Centrelink’s Quality First Policy provides the link between our Strategic Framework and our operational activities. The Quality First Policy is simply a structured way of how to go about providing quality customer service.

Key elements include:



  • a customer-driven focus within Centrelink;

  • an enhanced approach to leadership and team-based working arrangements;

  • a focus on customer service improvement and review;

  • the implementation of Balanced Scorecard methods of performance measurement;

  • best practice identification;

  • benchmarking;

  • performance improvement and process redesign; and

  • the introduction of quality assurance mechanisms.

Our Business Arrangements


Centrelink operates under a purchaser/provider framework. Broadly defined, a purchaser/provider arrangement is one in which:

  • the purchaser is the agent who decides what is produced; and

  • The provider is the agent who delivers the agreed outputs or outcomes.

Purchaser/provider arrangements clarify areas of responsibility and financial commitments to particular functions. Benefits of such arrangements include:

  • clarified expectations and responsibilities;

  • enhanced contestability (that is, the prospect of competition);

  • heightened accountability and priorities;

  • improved organisational responsiveness to client agencies and customers; and

  • A reduced risk that the purchaser may be ‘captured’ by the provider.

Centrelink’s business arrangements are outlined in either Business Partnership Agreements or other agreements with client agencies. They outline:

  • products and services to be provided;

  • performance outcomes and reporting mechanisms;

  • funding provisions;

  • arrangements agreed upon to manage particular issues; and

  • New and priority activities.

Business Partnership Agreements require clear specification of policy and operational outcome requirements and ensure identification of respective purchaser/provider roles and responsibilities. They provide clarity of performance and accountability expectations. The complete list of client agencies with whom Centrelink has business arrangements can be found on Chapter 4, Our Client Partnerships, page 25.

Access to Centrelink Services


Customers can now access Centrelink services in a variety of ways, including:

  • in person (visiting a Customer Service Centre, Specialist Service Centre, or a Centrelink agent);

  • over the phone;

  • electronically (on the Internet); and

  • By mail.


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