IDENTIFY AND IMPLEMENT BETTER PRACTICE

Security and privacy practices

Centrelink ensures that it conforms to the requirements and guidelines for I&T security as laid down in the following government directives:

• 
  the Commonwealth Protective Security Manual, which is issued by the Attorney- General’s Department
  
• 
  the Australian Government Information Technology Security Manual, which is issued by the Defence Signals Directorate.
  

As a part of the IT Refresh program, Centrelink is developing a Security Architecture Framework which, when implemented, will ensure continued compliance with government directives, as well as compliance with the International and Australian Standards for Information Technology Code of Practice for Information Security Management.

Centrelink was also an active contributor to a range of whole-of-government focused committees including:

• 
  E-Security Coordination Committee
  
• 
  Authentication Working Group
  
• 
  Secure Infrastructure Working Group
  
• 
  Protective Security Policy Committee.
  

Property Management

The past year has seen a number of important achievements in the customer service delivery network. This included relocating nine CSCs and two Call Centres so that customers could get better access to Centrelink services. Centrelink’s micro simulation model is a valuable tool used in this process to analyse demographics, community infrastructure, and customer service delivery channel preferences. The model is useful in determining the best location for CSCs, and the optimum Office size to meet current and future customer needs.

Upgrading the customer service network to Centrelink’s corporate open plan was completed this year with the refurbishment of another nine CSCs.

New furniture designs are being progressively incorporated into Centrelink fi touts to improve the office layouts. One new initiative is the ‘New Gen’ workstation, which has now been installed at over 25 CSCs throughout Australia. These workstations are specifically designed to allow both customers and staff to view screen-based information, while remaining comfortably seated during an interview. The New Gen design is also space efficient, allowing larger circulation spaces for customers and staff.

Ongoing upgrade of the property portfolio is achieved via the annual Leasehold Improvement Program. Some $11.2 million dollars was earmarked for capital improvements such as new fi t outs and refurbishment works in 2003–04.

Five new network Offices were established at:

• 
  Perth, Western Australia—Centrelink Community
  
• 
  Newman, Western Australia—Remote Access Services Centre
  
• 
  Western Cape, Queensland—Remote Access Services Centre
  
• 
  Halls Creek, Western Australia—Remote Access Services Centre
  
• 
  Nguiu, Northern Territory—Remote Access Services Centre
  

Environmental matters

How activities of Centrelink and the administration of legislation by Centrelink accord with the principles of Ecologically Sustainable Development (Section 516A(6)(a))

Centrelink’s customers are drawn from about one-third of the Australian population, including families, retirees, people with disabilities, students and job seekers. The payments and services Centrelink provides on behalf of client agencies contribute to the social and economic outcomes set by government for our client agencies and assist them to meet their ecologically sustainable development (ESD) obligations.

How the outcomes specified for Centrelink in the relevant Appropriations Act contribute to Ecologically Sustainable Development (Section 516A(6)(b))

Centrelink has one outcome, which is the ‘effective delivery of Commonwealth services to eligible customers’. This outcome reflects Centrelink’s role as a provider of a wide range of services (outputs) on behalf of client agencies to assist them to achieve their outcomes. (For information about those outcomes, see Chapter 3 of this report.) Accordingly, Centrelink’s outcome contributes indirectly to ESD by supporting those aspects of our client agencies’ outcomes that contribute to the integration and intergenerational principles of ESD.

Effect of Centrelink’s activities on the environment (Section 516A(6)(c))

In 2003–04, Centrelink serviced 6.5 million customers, with over 25 000 staff operating at more than 1000 service delivery points, ranging from large CSCs to small visiting services. Centrelink sent approximately 90 million letters to customers, received more than 28 million phone calls, and had over 32 million website ‘hits’.

In the main, the delivery of payments and services to customers and the community on behalf of client departments involves an exchange of information, either face-to-face at a Centrelink Customer Service Office, but increasingly through our Call Centre and Agent networks and range of online services via the Centrelink website.

To support these activities Centrelink uses the following key resources:

• 
  land and buildings
  
• 
  information communication and technology equipment
  
• 
  energy and water
  
• 
  office consumables
  
• 
  office furniture and fi tout
  
• 
  transport and vehicles
  
• 
  human resources.
  

Consequently Centrelink’s direct impact on the environment is mainly in the areas of:

• 
  energy use (electricity and gas)
  
• 
  emissions, discharges and waste
  
• 
  water use
  
• 
  consumption of materials.
  

Measures being taken by Centrelink to minimise the impact of its activities on the environment (Section 516A(6)(d))

As a large consumer, Centrelink has put in place processes for reducing the use of resources—with a focus on energy and consumption of materials, and improving waste management and recycling. Whilst many of the initiatives that follow have commenced at a national level within the National Support Office, it is intended that these will be progressively rolled out to other parts of the network as contractual and individual leasing arrangements within our property portfolio allow.

Water

A program of water reduction within Centrelink will be progressively implemented across the network as leasing negotiations allow.

CASE STUDY—TUGGERANONG OFFICE PARK

Centrelink and FaCS are joint tenants of Tuggeranong Office Park (TOP). TOP provides Office accommodation for around 2400 Centrelink and FaCS staff. Responsibility for managing and maintaining the building rests with Centrelink as the major tenant. This arrangement has allowed Centrelink to implement an extensive range of environmental management initiatives.

Water consumption at TOP decreased by 35 112 kilolitres in 2003–04, which is a 45 per cent reduction compared to 2002–03 usage. This reduction in consumption was a result of Centrelink and FaCS’ water saving initiatives that were designed to reduce water use and comply with water restrictions imposed in the Australian Capital Territory during the year.

Energy

Energy usage is the prime contributor to the creation of Centrelink’s greenhouse gas emissions. Centrelink purchases Green Power where it is available. During 2003–04, 5 per cent of our energy use in New South Wales, Victoria and Queensland and 10 per cent in the Australian Capital Territory was sourced from renewable energy sources through Green Power.

Since March 2003, Centrelink has been working with AGL Energy services to develop and implement an innovative Energy Management program. The program has four elements:

• 
  an energy audit program
  
• 
  the creation of an energy management database
  
• 
  a review of Centrelink’s Base Building briefs
  
• 
  an energy-efficient fluorescent lighting program at TOP.
  

Consumption of Materials

Procurement

Our purchasing and leasing practices include decision-making processes that effectively integrate short- and long-term environmental, economic and social considerations. In 2003–04, Centrelink updated its tender conditions and request for tender documentation to ensure tenderers address Centrelink’s environmental criteria on a case-by-case basis.

Vehicles

Centrelink is actively addressing the environmental performance of its vehicle fleet in line with the Commonwealth Green Vehicle Guide (GVG) target, which seeks to improve the environmental performance of the Australian Government’s vehicle fleet. The GVG rates vehicles on their fuel consumption, noxious emissions, and greenhouse gas emissions using a score of one to 20.

Paper

Centrelink uses approximately 500 000 reams of cut-sheet paper a year. In line with a new paper procurement policy adopted last financial year, Centrelink sources this and its continuous-roll paper from reputable suppliers who are prepared to certify that their product has been manufactured from renewable and sustainable resources.

Centrelink uses a large volume of window faced business size envelopes each year for bulk mail to customers and within the Centrelink network. The paper used in these envelopes is guaranteed to be at least 60 per cent recycled fibre content. In accordance with an agreement developed between Australian Paper and Centrelink, each of these envelopes is clearly identified as being manufactured from paper with at least 60 per cent recycled fibre content.

CASE STUDY—REDUCING ENERGY AND PAPER USE BY OUR PC FLEET

During 2003–04, the Communications, Desktop, Servers and Mobile Team rolled out the Windows XP operating system to our network of personal computers. The rollout included the implementation of XP’s two-stage power management technology, which powers-off monitors after a short period of inactivity, and after a further period of inactivity, powers down the computer’s processor. The rollout also configured XP so that double-sided printing is the standard default print setting.

CASE STUDY—DIGITAL MEDIA MONITORING SERVICE

In May 2004, the Communication, Media & Marketing Team introduced a digital media monitoring service to provide a more timely distribution of media monitoring across the organisation. Senior management and other key personnel all over Australia now receive a comprehensive brief of broadcast media summaries and newspaper clips in the early morning in their email boxes. Previously, paper copies of press ‘clips’ were sent out through the internal mail system.

Waste Management and Recycling

Centrelink seeks to reduce waste production and adopt more environmentally sound waste disposal techniques wherever possible. Recycling initiatives are being utilised or introduced within all areas of Centrelink, and in line with local cleaning contracts. Two Case Studies demonstrating the range in place are detailed below.

CASE STUDY—AREA SOUTH METRO

Area South Metro (including Liverpool Call Centre) introduced a recycling program involving a reduction in standard desk bins, and introduction of replacement ‘communal’ bins and 27 litre bins for recyclable material. Costs for establishment of this program have been minimal and will be met by a reduction in other associated expenditures. There are now approximately 50 per cent fewer waste bins across the Area and Call Centre, and a reduction of 23 400 plastic bin liners a year has been achieved.

CASE STUDY—AREA SOUTH AUSTRALIA

Area South Australia has taken advantage of the 5 cents refund for all beverage containers returned for recycling within their state. Red recycling bins were placed strategically throughout the Area Office building, with designated volunteers organising collection and transfer of the containers to the recycling depot. In eight months the Office has recycled 14 268 cans/bottles.

Mechanisms, if any for reviewing and increasing the effectiveness of these measures (Section 516A (6) (e))

To build on the outcomes of the Initial Environmental Review undertaken in 2002–03, by the Property and Services Team, an Environmental Management Team was established in February 2004. In consultation with the Centrelink Board, the Executive and the Guiding Coalition, the team has developed an Environmental Policy Statement and is working towards implementation of an Environmental Management Strategic Framework.

Centrelink Environmental Policy Statement

The Centrelink Board and the Guiding Coalition endorsed an Environmental Policy Statement in May 2004. The policy statement covers Centrelink’s operations throughout Australia and commits Centrelink to a process of continuous improvement in meeting its environmental stewardship obligations. The policy statement provides that Centrelink will implement and maintain an Environmental Management System based on the Australian standard that allows Centrelink to:

• 
  comply with all relevant environmental legislation and regulations, and other initiatives to which we subscribe
  
• 
  incorporate environmental better practice into our core business plans and management processes
  
• 
  minimise negative impacts we may have on the environment, through efficient use of resources, and reduction in emissions and waste
  
• 
  develop an agency-wide framework for setting and reviewing our environmental objectives and targets, which will include key environmental management and performance indicators against aspects of Centrelink’s operations
  
• 
  provide regular monitoring and reporting against these indicators to all staff
  
• 
  incorporate environmental better practice into all technological solutions, and the fi t-out and operation of accommodation
  
• 
  ensure we work closely with our clients, suppliers, local communities, and other stakeholders to continually improve our processes in environmental better practice
  
• 
  foster the initiation and ownership of environmental activities by all our staff, and build a strong environmentally aware business culture.
  

Environmental Management Strategic Framework (EMSF)

To support the Environmental Policy Statement, Centrelink is also developing an Environmental Management Strategic Framework. The framework is designed to ensure that our commitments are supported by actions that integrate environmental management into all aspects of our business planning and service delivery processes.

Key initiatives already in place, and that will be incorporated as part of the EMSF include:

• 
  establishment of a Senior Executive Centrelink Environmental Council, which will play a key role in implementing the planned agency-wide Environmental Management System (EMS)
  
• 
  an Environmental Champions Network to support activities and initiatives at the Area and individual team level
  
• 
  a new Centrelink Environmental Management @ Work Award within the Centrelink National Awards presented every September. The award will recognise innovation and good practice in terms of ecologically sustainable development within Centrelink’s business operations.
  

Development of an Environmental Management System

Through implementation of its Environmental Management Strategic Framework, Centrelink intends to develop an agency wide Environmental Management System. Many Areas and teams within Centrelink are undertaking local initiatives in conjunction with community groups and local government.

CASE STUDY—ILLAWARRA CALL CENTRE

In February 2004, Illawarra Call Centre achieved Certification under the Australian Standard for Environmental Management Systems (AS/NZS ISO 14001: 1996) and became Centrelink’s first site and Australia’s first Call Centre to achieve this accreditation. To retain Certification, an audit of all key processes within the Environment Management System is undertaken by Certified auditors twice a year.

CASE STUDY—PINE ISLAND TREE PLANTING

In May 2004, more than 130 employees and their families volunteered to help Greening Australia plant 1000 native trees and shrubs at Pine Island, a popular recreational area behind Tuggeranong Office Park that was devastated by the January 2003 bushfires in Canberra.

Information and technology Testing Services

Centrelink Testing Services provides independent quality assessment of the state of Centrelink’s software ‘awaiting’ release. Placing permanent testers in two test sites has resulted in the development of enduring test expertise, improved reporting, and established better relationships with staff and client agencies.

To further improve on the expertise of Centrelink staff in this critical area, Testing Services has embarked on a training program with a leading industry supplier of test training services. This program is expected to continue over the next three years and will lead to Centrelink staff completing an accredited program covering all aspects of software testing.

To support the continued development of better practice I&T processes, a new testing framework addressing strategies, processes and tools for testing end-to-end services was established in 2003–04, and will be implemented over the next two years.

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