Centrelink annual report 1999 – 2000 Contact officer
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- 4. Our Client Partnerships
- Client Agency Satisfaction—Consolidating Relationships
- Client Agency Satisfaction—Value for Money
- Business Partnership Agreement Outcomes
- Department of Education, Training and Youth Affairs
- Compliance Activities—FaCS and DETYA
- Child Care Service Reviews
- Overall Compliance Achievement
- Department of Employment, Workplace Relations and Small Business
- Department of Agriculture, Fisheries and Forestry
- Department of Health and Aged Care
- Office of Hearing Services
- Department of Transport and Regional Services
- Department of Veterans’ Affairs
- Australian Electoral Commission
- Department of Communications, Information Technology and the Arts
- Tasmanian State Government
- State and Territory Housing Authorities
The Balanced ScorecardThe key instrument for measuring and reporting Centrelink’s performance in 1999–2000 is the Balanced Scorecard. The 1999–2000 Balanced Scorecard was developed last year through an extensive consultative process. In September 1999 the Board of Management agreed to adopt the revised Scorecard. Performance measures underlie each Key Result Area of the Scorecard, which correspond directly to the goals in the Strategic Framework. New measures introduced in the 1999–2000 Scorecard are designed to better reflect our business. For example, a wide range of key performance indicators contained in the Business Partnership Agreements with our client agencies are now measured in the Scorecard. Performance for each scorecard measure is expressed against the relevant target or standard for that measure. There has been greater acceptance of this revised Scorecard as a planning and monitoring tool with increased alignment to corporate governance, performance feedback and strategic directions. The Scorecard will be applied to each operational unit in Centrelink during 2000–01, improving consistency and comparability across the organisation. Performance against the Scorecard was reviewed monthly by the Board of Management in order to identify and remedy emerging problems at an early stage.
GoalCentrelink’s goal is to build partnerships with client agencies that deliver the required results and provide value for money. The Balanced Scorecard measures our performance towards this goal through the Client Partnerships Key Result Area. OverviewCentrelink is committed to developing and maintaining strong partnerships with its clients to assist in the effective delivery of government outcomes. By providing integrated access to a range of Commonwealth Government services, Centrelink aims to achieve best practice in service delivery for its clients, customers and the Government. Centrelink’s Community Segment Teams and the Business Development Unit have worked proactively with our client agencies this year under the purchaser/provider framework, which formalises these relationships through our Business Partnership and Service Level Agreements (see Chapter 1, Introducing Centrelink, page 4 for more information). The Community Segment Teams have prime responsibility for ensuring that client agency policies are properly implemented through the effective delivery of services to the community. These teams provide direct support to staff within the Centrelink network through close links with client agencies, development of consistent and integrated service delivery strategies and a continual focus on improving the quality of services. The Business Development Unit’s role is to support the Community Segment Teams in establishing and maintaining their relationships with client agencies, to develop new business for Centrelink and to negotiate Business Partnership Agreements. Key StrategiesCentrelink business strategies and activities are designed to:
FocusTo achieve our client partnerships goal this year Centrelink has focused its energies on increasing the percentage of our business which is covered by long-term Service Level Agreements and improving the delivery of client agency outputs as specified in our Business Partnership Agreements. Our endeavours have also been focused on working efficiently and effectively with our clients to assist them in maximizing government outcomes. Outcomes AchievedClient Agency Satisfaction—Consolidating RelationshipsUntil recently client agency satisfaction has been recorded in the Balanced Scorecard through the measurement of the number of Business Agreements that have been renewed with existing clients. During 1999–2000 Centrelink retained 100 per cent of its existing client base and entered into arrangements with a number of new clients. At 30 June 2000, Centrelink had arrangements with the following client agencies:
Client Agency Satisfaction—Value for MoneyDuring 1999–2000 the Balanced Scorecard performance measure for Client Satisfaction was revised and will now be determined through the ‘Value for Money’ question on the Client Agencies Survey. This survey will form part of Centrelink’s integrated research framework and is currently being developed as a major priority for 2000–01. Business Partnership Agreement OutcomesDepartment of Family and Community ServicesCentrelink completed 1999–2000 by meeting a substantial majority of FaCS performance targets. While a number of different indicators have been agreed with FaCS to assess Centrelink’s performance across the various program types, timeliness and accuracy remain the two key performance measures. Centrelink exceeded the FaCS Business Partnership Agreement timeliness standards for approximately 83 per cent of all payments during 1999–2000. Call Centre wait times have also continued to be well under the agreed standard despite a sharp increase in FAO and tax reform-related enquiries during the latter part of 1999–2000 (see Chapter 5, Our Customers and Community, page 45). As the principal service delivery agency for FaCS, Centrelink has prime responsibility for the delivery of specific products and services to the Australian community to a set of agreed standards. Centrelink has worked very closely with FaCS during the year to further refine the Business Partnership Agreement and strengthen this service delivery relationship. Building on this successful partnership, on 26 June 2000, Centrelink and FaCS signed the Business Partnership Agreement 2000–01. Table 3: FaCS Timeliness and Accuracy Performance
* The accuracy performance figures above have been extracted using Centrelink’s Procedure and Accuracy Checking Tool for the period 1 July 1999–24 May 2000. From 25 May 2000, Centrelink began upgrading its accuracy checking software to Quality Online. Major InitiativesDuring the year Centrelink:
Department of Education, Training and Youth AffairsCentrelink’s overall performance in meeting DETYA outputs has been pleasing with all key performance indicators being achieved, with the exception of Literacy and Numeracy placements. While the number of referrals that resulted in placements in Literacy and Numeracy training was lower than anticipated, the implementation of a number of measures through the year resulted in a substantial improvement over the number of placements achieved in 1998–99. Table 4: DETYA Performance Summary
There were different performance measures during the financial year for the following DETYA payments:
Table 5: ABSTUDY and AIC Performance 1 July 1999 to 1 December 1999
Note: The above data relates to claims processed on the Education Student Assistance Scheme (ESAS) system to the close of the processing period. The processing period ceased in October 1999 and ESAS also closed at this time. Table 6: ABSTUDY and AIC Performance 1 December 1999 to 30 June 2000
Note: The above data relates to the processing period which commenced in December 1999 and ended at 30 June 2000 on CEPS. Figure 7: DETYA Referrals and Placements Performance Summary Major InitiativesDuring the year Centrelink:
Compliance Activities—FaCS and DETYAThe Compliance Benchmark is a performance indicator in the Key Result Area of Client Partnerships, under the 1999–2000 Balanced Scorecard. It is composed of four elements:
Further information on debt prevention activities can be found in Chapter 7, Our Cost Efficient Organisation, page 95 and Appendix ix, Compliance, page 219. FaCS Compliance ReviewsCompliance review activity focuses on cases considered at high risk of incorrect payment as a result of fraud, misrepresentation, error or omission on the part of the customer. Risk-based reviews are conducted where there is a documented risk of incorrect payment, and include:
The benchmark for FaCS compliance review activity totalled $698.6 million in savings and debts. Against this, compliance reviews achieved $712.8 million in combined savings and debts, 2 per cent above the benchmark. DETYA ReviewsReviews of entitlements are conducted for recipients of ABSTUDY and AIC where there is considered to be a high risk of incorrect payment due to fraud, misrepresentation, error or omission on the part of the customer. Risk-based review activity includes enrolment checking, tip-offs from the public and data-matching. The benchmark for savings and debts from DETYA compliance activity is $10.4 million. Against this, DETYA reviews achieved $12.7 million, 22.4 per cent above the benchmark. Prosecution ReferralsThe benchmark for prosecutions was set at 4000 referrals to the Director of Public Prosecutions. This comprises 3950 FaCS payment cases and a further 50 DETYA payment cases. Against this, a total of 4023 cases were referred to the Director of Public Prosecutions for consideration of prosecution action during 1999–2000, 0.6 per cent above the target. Of these, 3967 were FaCS cases and 56 were DETYA cases. Child Care Service ReviewsRegarding child care services, Centrelink agreed to conduct a total of 1000 reviews and outreach/educational visits nationally. These reviews are conducted to ensure correct payments are made to providers under the Child Care Service program. This benchmark was included in the FaCS 1999–2000 Business Partnership Agreement. Centrelink conducted 916 reviews and 493 educational visits (1409 in total), 40.9 per cent above the benchmark. Overall Compliance AchievementThe overall achievements against the Compliance Benchmarks are shown in Figures 8 to 11 below. Figure 8: FaCS Compliance Reviews Figure 9: DETYA Reviews Figure 10: Prosecution Referrals Figure 11: Child Care Service Reviews Department of Employment, Workplace Relations and Small BusinessThe 12 DEWRSB key performance indicators continued to be a challenge for Centrelink during 1999–2000. Steady improvement has been achieved against those key performance indicators for which data has been available. Initiatives such as the new Sprite (see Chapter 8, Our Innovative Organisation, page 104), Preparing for Work Agreements, and improvements in system interfaces will enhance our ability to make further progress towards achieving key performance indicators over the coming year. Table 7: DEWRSB Performance Summary KEY PERFORMANCE TAR
Table 8: DEWRSB Service Provider Satisfaction Summary
Major InitiativesDuring 1999–2000 Centrelink:
Department of Agriculture, Fisheries and ForestryCentrelink continued to deliver Farm Help—Supporting Families through Change, Exceptional Circumstances Relief Payment (ECRP) and ex-gratia payments (for Newcastle disease and farmers in hardship in central north-east South Australia) during 1999–2000 on behalf of AFFA. In response to audit findings early in the year, Centrelink has introduced a Rural Processing Unit in Area West Victoria from 1 July 2000 to address concerns around poor timeliness performance for Farm Help. Monitoring by the unit and streamlining of processes will assist in improving timeliness performance. These changes were made in consultation with the client department to provide a more responsive service to farmers. ECRP’s performance was affected due to the fact that customers are able to be paid up to six months in arrears from the time a claim is lodged, based on the commencement date of their Exceptional Circumstances certificate. Centrelink is currently investigating processes to ensure the timeliness standard is based on when the claim is lodged rather than the date from which arrears payments apply. Major InitiativesDuring 1999 Centrelink was engaged by AFFA to deliver a major component of the new Dairy Industry Adjustment Package, the Dairy Exit Program. This program is designed to assist dairy farmers through the transition to a deregulated milk market from 1 July 2000 and Centrelink’s role is to assess the entitlements of eligible dairy farmers and deliver exit payments. Service Level Agreements are being negotiated with the Australian Dairy Corporation and Dairy Adjustment Authority to deliver this new program. Table 9: AFFA Performance Summary
Note: The Farm Help key performance indicator relates to the percentage of Restart Income Support claims granted within the agreed timeframe. Table 10: CSA Performance Summary
Child Support AgencyThe co-location of the CSA at 21 Centrelink sites this year has provided a one-stop-shop for CSA/Centrelink customers. Importantly, Centrelink and CSA are committed to working together over the following year to improve the timeliness of the customer registration process. A best practice document has been developed in consultation with the CSA and Area Support Offices and system enhancements are being investigated. Major InitiativesDuring 1999–2000 Centrelink:
Department of Health and Aged CareDuring 1999–2000 Centrelink continued to improve its processing of income assessments for aged care residents, to enable Health to determine residential care fees. Centrelink consulted with key stakeholder agencies to streamline processing, and has also undertaken considerable additional work to finalise income assessments for a significant number of aged care residents. Enhanced monitoring of processing performance has also been introduced across the network. Major InitiativesCentrelink submitted a bid for Health’s $42 million four-year tender to establish Carelink Centres in each Home and Community Care region across Australia. As at 30 June 2000, the outcome of the tender had not been announced. Table 11: Health Performance Summary
* Data not available for May 2000. † Data relates to timeliness performance from start of aged care income assessment in March 1998 to 30 June 2000. ‡ Data relates to timeliness performance during 1999–2000. § Data relates to the population of aged customers as a whole; data specific to aged care residents is not available. Timeliness data relates to performance during June 2000. Office of Hearing ServicesOn behalf of the Office of Hearing Services, Centrelink maintains a Freecall™1800 telephone service to customers seeking referral to hearing services. Centrelink also processes applications for hearing assessment, hearing rehabilitation and the selection and fitting of hearing aids. Measurable performance targets were achieved for approximately three quarters of 1999–2000. The final quarter saw performance drop below the target of 95 per cent of applications processed within three working days of receipt. This was generally attributed to staff turnover. An internal review of processes has been completed, together with the development of a training/retraining program. Centrelink has now implemented more streamlined procedures, which should position it to achieve agreed targets in 2000–01.
Major Initiatives Centrelink successfully tendered in 1999–2000 to provide further Veterans’ Information Services in Bega, Mackay, Roma, Gladstone and Thursday Island. Veterans’Information Services are now available in 15 Customer Service Centres in New South Wales, Queensland and South Australia, with a site to be opened in Tasmania in July 2000. (See also Chapter 5, Our Customers and Community, page 51.) Table 12: DoTRS Performance Summary
*Calculated as a percentage of claims on hand where individual claims aged over 15 days could be counted up to four times per month due to time taken to complete processing. Australian Electoral CommissionCentrelink has been working cooperatively with the AEC in implementing the recommendations of the 1996 Joint Standing Committee on Electoral Matters. This arrangement has contributed to an increase in the participation rate of electors and to improved accuracy of the electoral roll. Department of Communications, Information Technology and the ArtsCentrelink operates the Government Information Centre in Launceston, Tasmania, on behalf of the Office for Government Online, DOCITA, in cooperation with the Tasmanian State Government. The Government Information Centre provides Call Centre access for information about government services in Tasmania (see also Chapter 8, our nnovative Organisation, page 106). Tasmanian State GovernmentOperating under a letter of intent, Centrelink has established co-located sites with Service Tasmania, the Tasmanian Government Agency. These sites provide a one-stop-shop for government services in five sites in Tasmania (see also Chapter 8, Our Innovative Organisation, page 106). NSW State GovernmentCentrelink provides office accommodation for the NSW State Government’s Department of Housing at the Singleton Centrelink Customer Service Centre. To assist the Department of Housing, Centrelink also provides reception services at this location. State and Territory Housing AuthoritiesIn order to assist Centrelink’s customers and all State and Territory Housing Authorities, Centrelink is contracted to automatically deduct rent payments from customers’ accounts and then transfer the payment to the relevant housing authority. These are voluntary arrangements whereby Centrelink’s customers can choose to join or opt out whenever required. 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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