Part 2 Management and accountability

Corporate governance and performance

Boards and committees

FaCS Executive Board

The board provided strategic guidance for the development of the FaCS Strategic Statement 2002-2005, and the introduction of annual priorities plans in support of it. The board also sponsored the introduction of a consistent Agency—wide approach to project management to better support the integration of FaCS business and the adoption of business process rigour necessary to ensure the effective use of resources to deliver intended results.

Towards the end of the year, the board worked to improve assurance and control and performance monitoring of critical business issues through improvements in its processes and focus. In particular, the board has improved its focus on monitoring performance, risk and strategic priorities, and is making better use of board sub-committees.

The FaCS Executive Board meets monthly. The board consists of the Secretary (chair), both deputy secretaries, all executive directors, the General Manager-Child Support Agency, a branch head and a state/territory manager. Centrelink is also represented.

Board committees

the Business Planning and Resource Allocation Committee is responsible for guiding business planning and determining and monitoring resource allocation and expenditure

the Knowledge Committee sets and monitors key strategies associated with knowledge management. Key decisions taken in 2002–03 include the initiation of a FaCS lecture series and to fund the redesign of the FaCS corporate intranet. The Research and Evaluation Committee became part of the Knowledge Committee during 2002–03. The transferred functions include coordination of research and evaluation on social policy issues including funding decisions.

the Information, Communication and Technology Committee ensures that FaCS’ investment in information technology delivers the best return to the organisation. This year’s focus has been on overseeing document management, management information, email management improvements and development of an integrated non-government organisation funding system.

the People Committee works with the board to lead efforts to plan for and build a flexible and diverse workforce to make sure FaCS has the right people in the right place at the right time. In planning the workforce, FaCS maintains a focus on both organisational renewal and the support that people need to develop special skills to do their jobs effectively and meet emerging challenges.

the Network Management Group (NMG) leads the State and Territory Office (STO) Network and makes decisions in relation to the direction, operation and resourcing of the network to achieve FaCS’ objectives.

Committees reporting to the Secretary

Three committees report directly to the Secretary:

the Portfolio Policy Committee is charged with ensuring that the portfolio produces a focused and coherent set of Budget measures by establishing and identifying high-priority measures that clearly contribute to the portfolio's strategic direction

the Risk Assessment and Audit Committee's objectives are to:

ensure FaCS* approach to the implementation of its control framework is effective

provide assurance to the Secretary on the preparation and review of the financial statements of the department.

the Protective Security Policy Committee also reports directly to the Secretary on significant protective security matters that affect FaCS’ operations.

Figure 19: FaCS Committee structure

Integrated governance, strategy and planning

FaCS—strategy and planning

As well as enhancements at the board and committee level, FaCS took several measures over the year to improve the integration of its governance arrangements. They include:

the implementation of the FaCS Strategic Statement 2002-2005, and annual priorities plans in support of it. Taking an annual approach to refreshing the focus of the Strategic Statement through an annual priorities plan allows flexibility and responsiveness to changes in FaCS’ business environment, while maintaining the integrity of the directions inherent in the long-range plan. The first priorities plan was introduced very early in the year, with the second one in place by the end of the year to better align it with business planning processes.

a restructure that established a Business Improvement and Governance Branch within the new People, Business Improvement and Support Cluster. This signals the commitment to improving integrated governance in FaCS and brings together the functions of:

strategic and business planning

organisational performance and measurement

governance mechanisms, including the Executive Board secretariat

risk management and business continuity planning.

the establishment of a Budget and Financial Management ‘cluster’, led by the Chief Financial Officer (CFO) at executive director level. This has enabled FaCS to demonstrate compliance with the best practice guidelines on the role of the CFO, which were developed by the Department of Finance and Administration following the Budget Estimates and Framework Review.

establishing a project management integration office to build project management competencies in FaCS and to promote a consistent project management approach to FaCS’ business.

Child Support Agency—strategy and planning

CSA works closely with other areas of FaCS, particularly branches within the Family and Children Cluster. CSA draws on its experience with clients and knowledge of community interests to contribute to FaCS’ policy advice and implementation decisions, and the 2002–03 CSA business plan clearly linked its business priorities to FaCS outcomes.

During the past year CSA has enhanced its business management system, which includes frameworks to guide client, resource and project management and to promote quality and innovation. This integrated system contributes to comprehensive and consistent corporate governance across CSA.

Network Management Group

The Network Management Group’s responsibilities include:

setting the strategic directions for the state and territory office network within the context of FaCS’ business priorities

making decisions about directions, operations and resourcing for the network

managing the network’s input into policy development and implementation.

The group’s members include the Executive Director-Alliance and Delivery Frameworks and each of the state and territory office managers.

In 2002–03 the Executive Board agreed that the group become a committee of the Board. This clarified the group’s accountability and governance within FaCS’ corporate governance framework.

Building on the principles of localisation, integration and partnership, the Lead State Model was implemented in 2002–03. The model aims to:

provide a single point of contact for state and territory offices and national business owners across 12 areas of focus

provide advice, feedback and the capacity to test policy and service delivery options in the regions

provide an early warning system for policy or program issues

identify gaps, overlaps and links with and across programs, portfolios and levels of government

coordinate and disseminate information across the STO network.

Senior management

FaCS—senior management

Two deputy secretaries assist the Secretary in managing FaCS. Lisa Paul transferred to the Department of Education, Science and Training in January and Glenys Beauchamp acted as deputy secretary until 30 June 2003.

The deputy secretary, Wayne Jackson, works with the following executive directors:

David Kalisch—Family and Children

Kerry Flanagan—Strategic and Ageing

Serena Wilson—Welfare Reform

Cate McKenzie—Alliance and Delivery Frameworks.

The acting deputy secretary, Glenys Beauchamp, works with the following executive directors:

Linda Powell—(acting) Community Development and Support

Peta Winzar—Economic and Social Participation

Virginia Mudie—People, Business Improvement and Support.

The Chief Financial Officer and the General Manager of CSA report directly to the Secretary.

Executive directors are responsible for achieving nominated strategic outcomes. They are responsible for the systemic management of ‘cluster’ outputs and making sure that branches work together to achieve policy interests. Branch outputs support outcome achievements, and clustering of branches around outcomes reflects this. Assistant secretaries and state/territory managers are responsible for managing their branches/offices and delivering particular outputs, including programs and services.

CSA—senior management

Figure 20: Child Support Agency top organisational structure

Service charters

FaCS—Service Charter and performance

The service charter sets out the standard of service that people who deal with FaCS can expect and how they can help FaCS improve service. It also helps FaCS staff develop a better understanding of their roles and responsibilities. A review of this service charter began in 2002–03 and will be completed in 2003-04.

Complaints recording system

In September 2002 FaCS introduced a new system for recording and managing the complaints the department receives.

FaCS appointed a complaints coordinator who helped staff with recording complaints and acted as a liaison person for issues as they arose. A workshop on how to handle complaints was held in February 2003 and further forums are being planned to help staff.

FaCS staff are now able to consistently record complaints, monitor the progress on resolving them and provide information on the number and type of complaints that FaCS receives.

Table 70: Complaints recorded 2002–03

Category						Total
FaCS business processes	FaCS service standards	Policy	Program design	Service provider	No category	Received	Finalised
15	20	34	18	104	4	195	178

Child Support Agency’s complaints service

CSA coordinated and managed complaints from the Commonwealth Ombudsman, Members of Parliament, the Office of the Federal Privacy Commissioner and CSA clients. CSA aims to provide the complaints mechanism of choice for clients. In 2002–03, 85 per cent of all complainants contacted CSA’s complaints service directly, an improvement on 82.6 per cent in 2001-02 and 71.5 per cent in 2000-01.

Child Support Agency—Client Charter

The Client Charter outlines CSA’s commitment to quality service. It explains CSA’s responsibilities towards its clients and client responsibilities towards CSA, together with information about client contact channels. The supporting Charter Package provides further information about the values and staff behaviours that enable CSA to meet its Client Charter commitments.

The Client Charter and supporting package are being reviewed to ensure they continue to best meet client and stakeholder expectations.

Child Support Agency—Client satisfaction and professionalism index

CSA conducted a professionalism survey in 2003. The results remained stable from the previous survey conducted in February 2002. Staff were rated most highly on the element ‘Personal characteristics of staff’ (that is, polite, helpful, sincere and being able to listen), which is consistent with previous years.

In conjunction with an external consultant, CSA has been working to redesign the model used to measure client satisfaction. Implementation of the new system will be piloted in 2003, with national implementation taking place in 2004.

Disability Action Plan

FaCS—Disability Action Plan

The implementation of the Commonwealth Disability Strategy (CDS) within FaCS is facilitated through its Disability Action Plan 2001-04, a public statement of commitment to improving access to policies, programs and facilities for people with disabilities. This commitment is consistent with FaCS’ corporate vision and values of achieving a fair and cohesive Australian society by strengthening the capacity of individuals, families and communities to contribute to, and benefit from, greater involvement in all aspects of life.

The purpose of FaCS’ Disability Action Plan is to detail the actions and responsibilities agreed by the department to improve working relationships with clients and staff with a disability. This performance is reported against the indicators established by the CDS.

FaCS continues to face the challenge of making accessibility an issue for all areas of the department. FaCS again concentrated action on ensuring that accessibility is considered as part of normal business processes. For example, the Business Partnership Agreement with Centrelink, FaCS’ main service provider, now incorporates recognition of the CDS requirements.

An accessible information service standard and guidelines have been developed by a representative working group and distributed to all FaCS staff. Business planning guidelines for FaCS branches and offices also include a reminder to consider accessibility issues.

FaCS is consolidating progress that it has made in making accessibility an everyday part of its business processes and continues to look for areas of improvement, with particular emphasis on encouraging and assisting line areas to incorporate accessibility in their business planning. A review of progress has indicated that the Disability Action Plan contact officer network will need to be strengthened in order to make further gains in this area.

Child Support Agency—Disability Action Plan

A key component of the CSA Workplace Diversity plan is the support for staff with disabilities. A working paper on a review of career path options for staff with disabilities, including hearing-impaired staff, is under consideration. Employment opportunities in CSA for people with a disability are being considered through an extension of recruiting and advertising via specialised networks such as ACROD, the National Industry Association for Disability Services, within the limitations of the CSA workplace environment.

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