Centrelink annual report 2003 – 04 Contact officer
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- State and Territory Housing Authorities
- Centrelink Business Plan 2003–2004
- Review of the Balanced Scorecard
- Customers at the centre of our business
Other servicesBusiness and communityCentre pay Customer Confirmation Service Income Confirmation Rent Deduction Scheme Interpreter Services Advice to business via Business Hotline Electronic Information Reporting
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Social WorkSocial Work services for citizens and customers with difficult personal and family issues Domestic and Family Violence Policy and Procedures Child Support exemptions Assessment of Youth Allowance for young people in situations of extreme family breakdown Assessment of Crisis Payment for people leaving situations of domestic violence Social Work services for customers facing multiple barriers to participation State and Territory Housing AuthoritiesRent Deduction Scheme Tasmanian State GovernmentPartnership with Service Tasmania STRATEGIC FRAMEWORKCentrelink’s key strategic planning document is Future Directions 2003–2006. Future Directions identifies Centrelink’s five corporate goals and the strategies that support them, as well as Key Performance Indicators (KPIs) and targets for each goal. Future Directions also explains Centrelink’s mission and vision; provides the basis for local and national business planning; and engages Centrelink people in a common purpose through shared behaviors and core values. Future Directions 2003–2006 focuses Centrelink’s efforts and contributes to and supports our key themes of: protecting the integrity of outlays supporting participation outcomes providing more flexible service for business, customers and government Demonstrating that we provide value for money.
Our missionCentrelink’s mission, as the human face of the Australian Government, is to provide easy and convenient access to high quality government and community services that improve the lives of Australian families, communities and individuals. Centrelink aims to improve the lives of Australians, together with their families and the communities we all live in, by: assisting Australians to cope with the cost of having a family or caring for someone helping communities in emergencies such as droughts, floods and bushfires helping people cope with difficult financial circumstances, for example, when they lose a job, retire, become ill or are disabled ensuring that homeless people and other disadvantaged groups do not miss out on opportunities available to others in the community assisting customers to find accommodation and other emergency services and cope with personal and family problems encouraging and helping people reconnect with their communities through social and economic participation. For many people, contacting Centrelink is the first step in getting a job helping industries and communities to adjust to industry and other changes such as through the Tasmanian Freight Equalisation Scheme and the Sugar Industry Assistance Package demonstrating environmental responsibility and minimising the negative impacts we have on the environment through efficient use of resources and reducing waste facilitating links between government, business and community sectors to foster social capital and community capacity.
Our visionCentrelink will: be an innovative and rewarding place to work provide access to a wide range of high quality, personalised services that help Australians cope through life events help make a positive difference to customers by anticipating, listening and responding to their needs and providing options that focus on outcomes work closely with Government, business and the community sectors be held in high regard by the citizens of Australia and their Government as a trusted and networked organisation, continue to adapt, design, integrate and deliver services, information and support for all Australians.
Our goalsTo achieve Centrelink’s mission and vision, our goals are: Accountability to Government and client agencies: To contribute to achieving Government policy objectives through consistent high quality services and being responsive to the needs of client agencies and Government. (For information about our performance, see Chapter 3.) Business and community: To work closely with the business and community sectors to achieve positive outcomes for Australians. (For information about our performance, see Chapter 4.) Customer: To provide access to high quality services recognising the diverse needs, preferences and expectations of our customers, consistent with Government policy. (For information about our performance, see Chapter 5.) Developing and supporting our people to achieve business outcomes: To meet the challenges of current and future business by supporting our people with knowledge, skills, tools and opportunities. (For information about our performance, see Chapter 6.) Efficiency and effectiveness of our operations and processes: To ensure our internal processes support efficient and effective services and provides value for money. (For information about our performance, see Chapter 7.) Our themesFuture Directions 2003–2006 focuses Centrelink’s efforts and will contribute to and support our key themes of: protecting the integrity of outlays supporting participation outcomes providing more flexible service for business, customers and government Demonstrating that we provide value for money. Our strategies link up to support these objectives, capturing the contribution of teams’ right across the organisation. To deliver on these overarching priorities and implement the future directions, the achievement of strategies across all goals is essential. Future directionsThe annual review of Centrelink’s Future Directions commenced in late 2003. The review aimed to continue to strengthen and simplify the planning framework, and more closely link our business activities with our strategic goals. Coming into effect on 1 July 2004, the new Future Directions 2004–2009: strengthens our vision and better aligns this to our strategic themes continues to simplify planning in Centrelink by including priorities for each strategy ensures our KPIs and targets assist in monitoring our performance as we move towards our preferred future Improves the foundation for operational planning throughout Centrelink. Centrelink Business Plan 2003–2004During the year, Future Directions 2003–2006 was implemented at national, area and local levels through the Centrelink Business Plan 2003–2004, which provided the basis for preparing local Business Improvement Plans for every Centrelink team. The Centrelink Business Plan 2003–2004 came into effect on 1 July 2003 and provided a one-year focus that aimed to strengthen Centrelink’s ability to respond to and manage change. The Business Plan 2003–04 outlined detailed initiatives designed to help address the five strategic goals set out in Future Directions 2003–2006. The Balanced ScorecardAt the core of Centrelink’s strategic framework is the Balanced Scorecard. The Balanced Scorecard is the key instrument for measuring and reporting on Centrelink’s performance against its Future Directions. It uses the five corporate goals as its measurement perspectives, which represent a balance of internally focused measures and measures set by client organisations. The Balanced Scorecard is a strong performance driver because it is accessible to every staff member online and focuses the organisation on performance results. Top-level Key Performance Indicators for each goal form the basis for external reporting, and indicators for each strategy form the basis for internal reporting on progress. Each month Centrelink collects data against all Key Performance Indicators and reports performance to the Board of Management, the Executive, the Guiding Coalition, and key management meetings.
In 2003–04, Centrelink conducted a review of all internally-set measures and targets within the Balanced Scorecard to ensure they: reflect the current business priorities within Future Directions are relevant and meaningful are strategic will assist in monitoring organisational performance The scorecard changes will come into operation from 1 July 2004.
Centrelink has undertaken a detailed analysis of research about our customers’ needs, preferences and expectations. From what our customers have told us and from what we have learned through our contact with customers and with other organizations, there are eight key areas that customers want us to focus on to improve the customer experience. These are: staff capability—attitude and knowledge promptness and consistency of our service on-paper communication management of mistakes aligning future servicing arrangements with customer expectations and preferences working with our customers and the broader community to achieve positive outcomes improving the Customer Service Centre environments access to and integration of services. Centrelink has listened to and is learning from what our customers have told us. Centrelink’s Future directions 2003–2006 identified a number of key strategies against each of its corporate goals that reflect our commitment to responding to what our customers say is important to them. These strategies are detailed in Chapters 3 to 7.
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