Centrelink is widely recognised as an innovative and leading edge provider of government services and, therefore, it is with much pleasure that I have accepted the appointment of Chairman of the Centrelink Board of Management.
I acknowledge the efforts of Mr Robin Marrett, the inaugural Board Chairman, for the part he played in guiding Centrelink’s early development. I look forward to working with Sue Vardon, the other Board members and the Centrelink team in building on the solid foundation and successes achieved in Centrelink’s first three years of operation.
John Pascoe AM
Chairman
3. Performance Report
Table 2: Centrelink’s Performance at a Glance; Figures 2–5: Our Results
|
OUR CLIENT PARTNERSHIPS
|
OUR CUSTOMERS AND COMMUNITY
|
Our Key Result Areas (Strategic Goals)
|
To build partnerships with client agencies that deliver the required results and provide value for money.
|
To increase customer and community involvement and satisfaction with services.
|
Our Results
|
Figure 2
|
Figure 3
|
Our Outcomes
|
The results show outcomes against all key performance indicators set by client agencies. The outcomes for July–November reflect the 1998–99 scorecards, which was replaced in October 1999. Since that time, overall performance remained relatively stable against an increased number of key performance indicators.
|
The results show the average level of customer satisfaction across a range of Centrelink services, with the overall target represented as ‘1’. Although in May 2000 overall satisfaction with the quality of service fell by 4% to 66% nationally, this was still 1% above the rating achieved 12 months earlier.
|
Our Achievements
| -
Retained 100% of existing business and gained new business
-
Commenced partnerships with seven newly established Rural Transaction Centres
-
Achieved 2% above benchmark for social security compliance reviews
-
Implemented the reforms of the Social Security (Administration) Act 1999
-
Launched the Preparing for Work initiative
-
Increased number of Veterans’ Information Services to 15 sites
| -
Increased customer satisfaction in Customer Service Centres and Call Centres
-
Increased Call Centre performance and established new Indigenous and Rural Call Centres
-
Implemented one-to-one customer service throughout the network
-
Implemented the Payment Cycles arrangements
-
Established a range of community partnerships and strategic alliances
-
Expanded Centrelink services for Indigenous customers in rural and remote areas
|
OUR PEOPLE
|
OUR COST EFFICIENT ORGANISATION
|
OUR INNOVATIVE ORGANISATION
|
To create an environment where Centrelink’s people give value to customers, client agencies and the community through their skills and commitment to service.
|
To manage our business efficiently and return a dividend to Government.
|
To provide innovative and personalised solutions, consistent with Government policy.
|
Figure 4
|
Figure 5
|
Centrelink provided an Expense Budget of $65m for projects in 1999–2000 funded from maintenance money. This was allocated between projects focusing on enhancing current operations, implementing legislative requirements and developing and enhancing future electronic service delivery. In order to ensure that the limited funding was spent on the most important issues, projects were centred around the outcomes specified in the current Business Plan and future service delivery mechanisms. The service delivery enhancements include:
-
Centrelink Online, which provides the infrastructure to support the Call Centre and Families Tax System
-
Call Centre Automation, which will improve the timeliness and effectiveness of services
-
Seed funding to explore various options to support electronic service delivery of the ‘life events’ model
|
The results show data collected and reported quarterly. The significant improvement recorded in the October–December quarter is attributed to very positive staff poll results.
|
The results show year to date variance in planned and actual operating results before abnormal items. Centrelink incurred a net operating deficit of $4.9m (after abnormal items) for the year 1999–2000.
|
| -
Implemented the new Public Service Act 1999
-
Conducted two staff polls showing the overall level of staff satisfaction has generally improved
-
Received public recognition for Workplace Diversity initiatives
-
Improved workers’ compensation management led to a reduced prescribed premium for 2000–01
-
Improved productivity and received a 2.5% pay rise in July 2000
| -
Improved operating result with a surplus before abnormal items of $24.8m
-
Returned to Government the prescribed efficiency dividend of $210.8m
-
Made additional savings of $18m from national contract management
-
Established the Cost Optimisation Project to enhance Centrelink’s approach to strategic cost management
| -
Improved the Call Centre system to include Global Call Handling
-
Conducted Multimedia Payphone trials in partnership with HIC, DEWRSB and Telstra
-
Participated in the TIGERS project to improve service delivery
-
Developed a draft version of the Enterprise Architecture to enhance Centrelink’s ability to deliver new and changed business services rapidly
-
Developed the Rural CD-ROM to increase support for rural agents
-
Developed 1Business, the Centrelink Education Network and CentreThink
|
Share with your friends: |
