Centrelink annual report 1999 – 2000 Contact officer
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- Future Outcomes
- 5. Our Customers and Community
- Key Strategies
- Outcomes Achieved
- Customer Satisfaction with Service Delivery Channels
- Favourability
- Centrelink’s Value to the Community
ChallengesSpecial Benefit was subject to an audit conducted by the Australian National Audit Office (ANAO) in 1999–2000. The ANAO concluded that there was a significant degree of non-compliance of Special Benefit new claim assessment decisions with the Social Security Act 1991, the Guide to the Act and other relevant guidelines. It also concluded that procedures used to monitor and report the accuracy of assessments of Special Benefit new claims were not sufficiently reliable. The monetary effect of the incorrect assessments was relatively small. The resulting net overpayment of Special Benefit was estimated to be approximately $1.4 million or 2.3 per cent of total Special Benefit payments during the period covered by the audit. These are relatively complex claims and any one office might make only a handful each year. Hence Centrelink has put in place an intensive monitoring program to expedite finalisation of more difficult cases and address broader policy and procedural issues. Management of the timeliness of Sickness Allowance processing has also been an ongoing challenge. During 1999–2000, the Centrelink network has achieved significant improvement in timeliness figures, but has been unable to consistently meet the agreed standard of 85 per cent within 21 days. Together, FaCS and Centrelink have closely examined the reasons for delays in processing, including changes to entitlement and admission procedures. It was subsequently agreed to adjust the standard to 80 per cent within 21 days, with effect from 1 July 2000. It is expected that this more realistic estimate of the time required to process claims will be reflected in future timeliness results. Future OutcomesCentrelink’s priorities for our client partnerships goal for 2000–01 are to:
5. Our Customers and CommunityGoalOur goal is to increase customer and community involvement and satisfaction with services. The Balanced Scorecard measures our performance towards this goal through the Customer and Community Key Result Area. OverviewIn 1999–2000, Centrelink has directed its attention towards improving services to customers. We have further advanced personalised one-to-one service for customers and have improved services to customers who live in rural and regional Australia. The provision of improved services through Centrelink’s Call Centre network has also been a key area of focus for the year. These and other initiatives have resulted in customers reporting an increase in satisfaction with Centrelink—its people, services and information. Key StrategiesOur key strategies are to:
FocusThe main themes within these strategies for 1999–2000 have been:
Outcomes AchievedCustomer Satisfaction with ServicesCentrelink continues to regularly monitor customer satisfaction with its service through its suite of customer satisfaction surveys (see Appendix xii and Appendix xiii for more details). In the 12 months to May 2000, there was a statistically significant increase in customer satisfaction with Centrelink—its people, services and information—up by 1 per cent to 66 per cent. Overall satisfaction with Centrelink rose by 2 per cent among those customers receiving rural payments. These figures represent a good result given that there were a number of environmental factors that may well have influenced our customers’general perceptions of government service at the time of the survey. The survey period covered the lead-up to the launch of FAO, and other significant external changes including the introduction of the GST and Life Time Health Cover. Centrelink also regularly monitors customer perceptions of how well it is performing against the key commitments in its Customer Charter. Customer satisfaction with performance against the Customer Charter remained stable. A summary of performance against the Charter commitments can be found in Appendix xiii and the Charter’s status can be found in Appendix xi. Customers’ awareness of the Charter has risen 4 per cent since May 1999, but still remains quite low at only 12 per cent. Customer Satisfaction with Service Delivery ChannelsCentrelink’s two main methods of delivering services, Customer Service Centres and Call Centres, have recorded their highestever customer satisfaction results in the 12 months to May 2000. Overall, customer satisfaction has risen significantly for both Customer Service Centres (up 4 per cent to 77.2 per cent) and Call Centres (up 9.8 per cent to 70.1 per cent). Customers living overseas continued to be very satisfied with the overall quality of Centrelink service (up 2 per cent to 94 per cent). Customers accessing Centrelink services through Centrelink’s extensive network of visiting services and agents rated the quality of these methods of access highly, with satisfaction rates of 79.7 per cent and 83.9 per cent respectively. Customers’ satisfaction with ease of access to Centrelink services significantly increased over the year (up 5 per cent to 59 per cent), with room for further gains. Centrelink’s telephone service continued to improve over the year reflected by an increase in customer satisfaction, recorded in May 2000, against both ‘time on hold’ (up by 16.5 per cent to 32.4 per cent) and ‘ease of getting through’(up by 11.8 per cent to 60.1 per cent). ‘Ease of getting through’ is the primary key driver of customer satisfaction with Centrelink’s Call Centre service, while ‘time on hold’ is ranked as the fourth most important key driver. LoyaltySince May 1999 there have been increases in customer loyalty both nationally and across our two main service delivery channels (Customer Service Centres and Call Centres). Nationally the number of customers who have said that ‘if another organisation could offer the same services as Centrelink, they would remain with Centrelink’ increased by 1 per cent to 54 per cent. Levels of customer loyalty are now consistent for both Customer Service Centres and Call Centres (at 50.1 per cent and 50.4 per cent respectively), with an increase of 2.2 per cent for Customer Service Centre customers and a 5.7 per cent increase for Call Centre customers. FavourabilityOver the last 12 months the favourability rating (the overall impression of the organisation) by Centrelink’s customers has remained stable. In the same period the general community’s favourability rating slightly increased for Centrelink and decreased for all other organizations measured. Centrelink’s Value to the CommunityCentrelink’s image as an organisation who cares about its customers, understands their needs and is easy to deal with, has improved significantly since May 1999 for both Call Centre and Customer Service Centre customers. Customers continue to place high value in having a physical Centrelink presence in their community (95 per cent). All customer groups rated this feature highly in the 93–99 per cent range. This presence is most important to customers from Disabilities (99 per cent), Rural (98 per cent) and Parenting Payment (Single) (98 per cent) segments. 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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