Centrelink annual report 1999 – 2000 Contact officer
Overview of Performance and Financial Results
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- The Next 12 Months and Beyond
- Conclusion
Overview of Performance and Financial ResultsThis year’s report gives an account of our achievements against our outcome, output and our goals and we are able to report strong results in most measures, including a pleasing lift in most areas of staff satisfaction, an area we targeted for specific improvement in last year’s report. Relationships with our clients have continued to improve this year; however we have been disappointed with our performance in meeting key performance indicators. This applies particularly to the indicators in the Business Partnership Agreement with DEWRSB. While there were a variety of reasons for this less than optimal result—some outside Centrelink’s control—many lessons have been learned about setting of targets and the management of achievement of those targets. As a result of these lessons, enhanced management information systems are a priority to facilitate easy access to information on the performance of individual offices and teams. We have also negotiated ‘stretching’ but achievable targets with our clients rather than accepting targets where we had grave doubts that they could be achieved. The success story in 1999–2000 has been the turnaround in Call Centre performance. Productivity increased by nearly 50 per cent and customer satisfaction by 15 per cent with average response times reducing from 177 to 70 seconds. Despite answering 22.5 million customer calls, an increase of more than 2 million on 1998–99, our busy rates declined by nearly 60 per cent. Further improvements are planned for 2000–01. Overall service standards have improved and customers, particularly those in rural Australia, have reported an increase in satisfaction with Centrelink’s people, services and information. On top of this, we have received our highest ever customer ratings for our Customer Service Centres and Call Centres. Centrelink produced a sound financial result for the reporting year with its Annual Financial Statements again being signed by the Auditor-General without qualification. We achieved:
The Next 12 Months and BeyondThe theme for Centrelink’s Business Plan 2000–01 is doing our Current Business Better. The Business Plan identifies seven key objectives, which are outlined in Chapter 1, Introducing Centrelink, page 2. The Business Plan will be used throughout the organisation as the basis for detailed business improvement plans. Centrelink has embarked on the development of a new service delivery model. The new model means that Centrelink will deliver one-to-one service based on a customer’s ‘life events’. ‘Life events’ are experiences such as having a baby, looking for a job, planning for retirement or arriving to settle in Australia. The Centrelink ‘life events’ model of service delivery is being developed in consultation with client departments. The first critical step in developing the new service delivery model was the implementation of one-to-one service, which was completed at the end of 1999. Centrelink’s one-to-one service is a personalised approach to service delivery and is increasingly being delivered around the ‘life events’ approach. We are also exploring how to take advantage of the Internet for online service delivery and to position Centrelink for the Government’s Welfare Reform Agenda. Improving Centrelink’s people management, our least satisfying Balanced Scorecard performance indicator for the last two years, will be a critical factor in our readiness to meet the demands of the new model. It remains, for the Board and management, one of our greatest challenges and it will be the target for substantial effort at all levels throughout Centrelink during 2000–01. The effective delivery of programs and services in rural and remote areas will continue to be a key priority with a particular focus on increasing services through agents and electronic service delivery. During the New Year, we intend to sharpen our focus on outcomes and improve consistency through the continued development of a performance-driven culture. While we have been able to demonstrate excellence in specific areas, our challenge for the future is to exceed expectations across all activities at all times. We will need to refine and possibly reduce the present number of key performance indicators to better measure performance in an environment of continuous improvement and the pursuit of excellence. ConclusionI thank the ever increasing number of clients for putting faith in us to deliver services in a way which meets both their own and their customers’ needs. I also thank members of the Board for their contributions to Centrelink during 1999–2000. In particular, I want to acknowledge Mr Robin Marrett, the inaugural Chairman of the Board, who retired on 26 July 2000, for the part he played in guiding Centrelink’s development. I also acknowledge the efforts of Mr Philip Pearce, who was a member of the Board and Chair of the Quality Committee until he passed away on 22 October 1999. The Board was pleased to welcome its new Chairman, Mr John Pascoe AM, and new member, Mr Don Fraser, who bring to it a wealth of experience in corporate strategy and planning and customer service networks. Most of all, I want to particularly acknowledge the hard work of our people—they have coped well with a rapidly changing organisation and an array of new government policy initiatives over the past 12 months. Centrelink will continue to make a difference to the people of Australia by delivering the Government’s social policy agenda at increasing levels of service and cost efficiency. We intend to exceed the Government’s expectations of the organisation. Sue Vardon Chief Executive Officer 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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