Department of Human Services I Annual Report
2009-10
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ISSN: 1832–8792
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About this report
This year the annual reports for the Department of Human Services, Centrelink and Medicare
Australia reflect the move to integration within the Human Services portfolio.
Although three separate reports are required under relevant legislation, the aim was to achieve
some common content and design elements to signify the increasingly close working relationship
between the three organisations.
Given the implementation of service delivery reform across the Human Services portfolio, this
report can be read as a companion with those of Centrelink and Medicare Australia.
This report was prepared according to the Requirements for Annual Reports, issued by the
Department of the Prime Minister and Cabinet on 23 June 2010. The report focuses on the
department’s accountability and performance during 2009–10, including reporting on the Child
Support Program and CRS Australia.
The annual report requirements have changed so that government agencies and departments now
report against the programs they have in place, rather than report against their outputs. Therefore,
this report is structured according to its programs with separate overview, management and
accountability, and financial performance chapters.
Chapter 1: Overview—contains a review by the Department of Human Services’ Secretary, Finn
Pratt, PSM, which summarises the significant issues and performance in 2009–10 and describes
the outlook for 2010–11. This chapter also includes a portfolio overview, background information
on service delivery reform, and details of the department’s organisational structure and reporting
framework.
Chapter 2: Achievements—Central department—sets out the department’s effectiveness and
efficiency in meeting key performance indicator targets, expands on service delivery reform
implementation, and highlights the department’s involvement in several important government and
other initiatives delivered during the year.
Chapter 3: Achievements—Child Support Program—covers the program’s ongoing activities in
collecting and delivering child support payments, and includes 2009–10 performance data
compared to the previous year(s). This chapter also focuses on delivering excellent services and
how the program engages with customers and the community.
Chapter 4: Achievements—CRS Australia —features performance against targets in the
delivery of vocational rehabilitation services to help job seekers who have a disability, injury or
health condition. This chapter also includes reporting on staffing issues, customer satisfaction, and
partnerships with government and non-government sectors.
Chapter 5: Management and accountability—explains the department’s measures to remain
transparent and accountable in its expenditure and operating results, including fraud control and
internal and external scrutiny. It also covers new governance arrangements, compliance and
communication activities, information and communication technology (ICT) performance, and how
the department, the Child Support Program and CRS Australia manage their workplace
environments and human resources.
Chapter 6: Financial reporting—provides an overview of the department’s financial performance,
and the financial statements for the department, including the Child Support Program and CRS
Australia, as audited by the Australian National Audit Office.
Thirteen appendices respond to a number of mandatory reporting requirements—including the
compliance index—and expand on other areas of interest.
The back of the report contains a glossary, shortened forms list, general index, and
department contact details.
Chapter 1: Overview
Secretary's review
In September 2009, I was delighted to take up the appointment as Secretary of the
Department of Human Services, which includes the Child Support Program and CRS
Australia.
My predecessor, Helen Williams AO, provided outstanding leadership and left the department in
very good shape to meet the challenges ahead.
Excellent customer service is not something new for the department, and we continue to focus on
providing a seamless service for Australians—thinking about our customers in everything we do.
In this context, perhaps the biggest challenge for the department was to begin implementing the
Government's works for you service delivery reform agenda.
Service delivery reform
Announcing the reforms in December 2009, the Minister's intent was clear. He said: 'The time has
come to redesign our service delivery to maximise convenience for Australians who rely on us for
services'.
Encompassing a range of changes designed to deliver more accessible, high-quality, and
customer-focused services, I believe the reforms have provided us a once-in-a-lifetime opportunity
to rethink how services are delivered, and to make a real difference to people's lives.
We collaborated with central agencies to ensure sound program management arrangements were
in place and that the program was aligned with broader government objectives.
To position the portfolio to implement the reforms, we worked with Centrelink and Medicare
Australia to set up a number of co-located offices in existing sites and implemented a single
portfolio automated telephone number and website for portfolio Budget information. We also
engaged with customers, and the community services sector, on service co-design and the
development of new customer service offers.
I was proud when I visited the Belmont (WA) office earlier this year. Belmont demonstrates our
step forward in service delivery, as it provides Medicare services and Centrelink assistance from
one convenient location. Medicare rebates are paid using EFTPOS terminals to credit them
straight into people's accounts, while a Centrelink Customer Service Adviser is on hand to help
customers with Centrelink enquiries, and assist them with Centrelink's self-service facilities.
Closer to home, actions to support the reforms involved the introduction of new portfolio
governance arrangements and organisational structures, as well as the integration of portfolio
enabling services, such as ICT infrastructure, finance, legal, corporate support, communication,
property management, procurement and human resources.
Apart from service delivery reform imperatives, these initiatives also reflect the Government's
blueprint for public service administrative reform, Ahead of the Game: Blueprint for the Reform of
Australian Government Administration. In particular, the changes in the Human Services portfolio
respond to recommendations in the blueprint for 'delivering better services for citizens' and to
'enable citizens to collaborate with government in policy and service design'.
Leadership
While our people across the portfolio are ensuring the necessary steps are taken on the ground,
new Human Services portfolio governance arrangements involving senior executives from the
department, Centrelink and Medicare Australia were key to managing the reform process.
Weekly meetings of the Secretary and Chief Executive Officers' Committee have been crucial to
ensuring a collaborative, strategic and informed approach to service delivery reform, and I extend
my heart-felt thanks to Centrelink's CEO—Carolyn Hogg—and to Medicare Australia's CEO—
Lynelle Briggs—for their strong support, enthusiasm, know-how, creativity and good humour.
Highlights
During the year, the department achieved positive results against most of its key performance
indicators. Highlights included:

delivering initial elements of service delivery reform

integrating enabling services across the portfolio

bedding down new governance and planning arrangements

implementing a comprehensive 2009-10 Compliance Plan

rolling out the new BasicsCard to merchants, and 98.5 per cent of income managed customers
in the Northern Territory.
While the Minister was satisfied with the timeliness and quality of briefings, work is under way to
increase the number of ministerial replies submitted within agreed timeframes.
Working in partnership
An example of a lower profile, but equally important achievement, was the close work we did with
the Department of Families, Housing, Community Services and Indigenous Affairs, and relevant
state and territory agencies, on a new child protection data sharing protocol. The protocol
improves information sharing across the country about children and families at risk of harm.
We also negotiated agreements with all states and territories to provide a national emergency call
centre 'surge' capability.
The department and portfolio agencies signed and released a portfolio Statement of Commitment
to Reconciliation. The statement demonstrates our determination to work together in practical
ways to improve health, social and welfare outcomes for all Indigenous Australians.
Innovation
The Geo-demographic Interactive Simulation Tool (GIST)—which contributes to evidence- based
policy making and supports the portfolio's emergency management response—was upgraded to
incorporate new features such as expanded demographic data sets. Three hundred users across
23 Australian Government departments are now using this capability. In fact, GIST was a finalist in
the Excellence in eGovernment Awards presented at CeBIT Australia, held in Sydney earlier this
year. I send my congratulations to the GIST team.
The department also led the Commonwealth Spatial Data Integration pilot program, designed to
integrate and share spatially-enabled Australian Government administrative data to support social
inclusion initiatives. The pilot program was undertaken in partnership with Geoscience Australia
and the Australian Bureau of Statistics, in consultation with the Australian Government Information
Management Office.
Child Support Program
Headed up by Deputy Secretary Philippa Godwin, the Child Support Program (CSP) also had a
busy year.
Overall the CSP's performance saw increases to the amount of child support transferred between
parents and collection rate for registered collect cases. As well, there was an increase in the
percentage of private collect cases.
Customer satisfaction improved and the number of complaints reduced by over 25 per cent. An
innovative program piloted a redesigned assessment process, which produced significantly shorter
timeframes for finalising child support applications.
A major milestone for CSP was the successful implementation of the Alignment of Care 2009-10
budget measure. CSP worked closely with Centrelink to deliver this joined-up service. Mutual
customers are now able to contact either CSP or Centrelink to notify care arrangements and either
agency will make the determination using the same rules. The care decision is then forwarded to
the other agency and applied to the customer's assessment.
In late 2009 an independent review finished its report on improving the effectiveness and
efficiency of CSP decision-making and quality-assurance processes. The department set up a
work program to respond to the review's recommendations.
In the past six months a new service-delivery model and improvements to front-line customer
services were implemented. The CSP plans to implement further review recommendations by
June 2011.
CRS Australia
CRS Australia, led by General Manager Margaret Carmody, continued to make a difference in our
community by providing disability employment, assessment and injury management services to
enable people to access and remain in work. Its services also supported employers to improve
workplace safety and retain their skilled and valuable staff.
In 2010 CRS Australia successfully transitioned to the new Department of Education, Employment
and Workplace Relations Employment Services Memorandum of Understanding. Significant
investment in learning and development ensured CRS Australia built organisational capability and
changed business practices to meet purchaser requirements.
CRS Australia also improved its effectiveness relative to the market with significantly more job
seekers being placed in employment than in previous years. The concerted effort, flexibility and
effectiveness of staff helped to produce excellent outcomes for its job seekers.
Departmental financial performance
In 2009-10 the department had an operating surplus of $26.1 million, 3.4 per cent of the income
available to it. The result was more than the operating surplus of $4.8 million forecast for the 200910 year in the Portfolio Budget Statements 2010-11, predominantly due to us not needing to
access the $8.0 million available under the Compensation for Detriment caused by Defective
Administration Scheme and a CRS Australia surplus of $7.0 million.
The year ahead
The 2010-11 Budget contained over 60 measures that involve the Human Services portfolio.
These measures will allow us to maintain our business-as-usual activities and, in some cases,
extend our service delivery responsibilities. Substantial measures include:

establishing a series of pilot projects on compliance approaches for social, health and welfare
payments

implementing Paid Parental Leave

implementing the initiatives under the Fifth Community Pharmacy Agreement.
Implementing further elements of service delivery reform in the year ahead, and beyond, will
continue to test our planning, management and implementation abilities.
Our people are our greatest strength, and all have valuable and important ideas and experience to
contribute. It is the portfolio's extraordinarily capable and highly-skilled workforce that is
fundamental to achieving positive outcomes for our customers and the Australian community.
Finn Pratt, PSM
Secretary
Portfolio overview
The Department of Human Services was established on 26 October 2004, as part of the Finance
portfolio, to improve the development and delivery of government social and health-related
services to the Australian people. The Department of Human Services and its agencies were
transferred to the newly created Human Services portfolio on 30 January 2007.
The portfolio brings together service delivery agencies—Australian Hearing, Centrelink, Medicare
Australia and the Department of Human Services. The Department of Human Services includes
the Child Support Program and CRS Australia.
Minister
The Hon Chris Bowen, MP, the Minister for Human Services, was responsible for administering
the following legislation:

Australian Hearing Services Act 1991, except to the extent that it is administered by the
Minister for Health and Ageing

Child Support (Assessment) Act 1989, insofar as it relates to the exercise of the powers and
functions conferred on the Registrar under the Act

Child Support Legislation Amendment (Reform of the Child Support Scheme—Initial Measures)
Act 2006, insofar as it relates to the exercise of the powers and functions conferred on the
Registrar under the Act

Child Support Legislation Amendment (Reform of the Child Support Scheme—New Formula
and Other Measures) Act 2006, insofar as it relates to the exercise of the powers and functions
conferred on the Registrar under the Act

Child Support (Registration and Collection) Act 1988, insofar as it relates to the appointment of
the Registrar and the exercise of the powers and functions conferred on the Registrar under
the Act

Commonwealth Services Delivery Agency Act 1997

Medicare Australia Act 1973.
PORTFOLIO STRUCTURE
At 30 June 2010 the Human Services portfolio consisted of the Department of Human Services,
Centrelink, Medicare Australia and Australian Hearing.
The Department of Human Services consists of the central department, the Child Support
Program and CRS Australia.

The central department directs, coordinates and brokers improvements to service delivery,
provides policy advice on service delivery matters to government, and ensures efficient
implementation of government service delivery.

The Child Support Program gives separated parents the financial and emotional support
necessary for their children's wellbeing.

CRS Australia helps people with a disability, injury or health condition to get and keep a job, by
providing individual rehabilitation programs and helping employers to keep their workplaces
safe.
Centrelink delivers a range of government payments and services to Australians, including
retirees, families, carers, parents, people with a disability, Indigenous people, and people from
diverse cultural and linguistic backgrounds. Centrelink also provides services at times of major
change.
Medicare Australia looks after the health of Australians through efficient services and payments,
such as Medicare, the Pharmaceutical Benefits Scheme, the Australian Childhood Immunisation
Register and the Australian Organ Donor Register.
Australian Hearing is a statutory authority that provides a full range of hearing services for
children and young people up to the age of 21, eligible adults and age pensioners, and most war
veterans.
Across the Human Services portfolio there are more than 39 000 employees. Of these,
approximately three-quarters work in front-line services. Our front-line service staff deal with
customers either in offices, or through phone and processing centres.
Figure 1—Human Services portfolio structure at 30 June 2010
Service delivery reform
On 16 December 2009 the Minister for Human Services announced the start of the reform to
government service delivery to develop a modern, flexible, whole-of-government service delivery
system. This will enable the Australian Government to better meet the needs and expectations of
the Australian people, and to achieve policy outcomes, while delivering services more efficiently.
Service delivery reform represents a fundamental transformation of government services delivered
through the Human Services portfolio. The portfolio has a combined customer base almost equal
to the entire Australian population and a workforce which comprises nearly a quarter of the
Australian Public Service.
Service delivery reform is focused on several areas of service delivery improvement that will:

provide more convenient services through the co-location of offices and the integration of
portfolio websites and phone numbers to bring services together

deliver more coordinated services through improved assistance and intensive case
coordination support for those who suffer from multiple disadvantages

utilise technological advances to provide modern services such as online forms and letters,
single online accounts and the automation of customer transactions to reduce the time people
have to interact with government

provide tailored services that are targeted to the needs of people and their particular
circumstances

improve mobile and visiting services for people living in remote areas or who are socially
isolated.
Service delivery reform aims to deliver government social and health related services that are
Easy, High Quality and Works for You:

Easy—meaning it is easier for people to do business with government at a time and manner
that suits their circumstances

High Quality—meaning people get better quality services and more intensive help and support
at times in their lives when they need it

Works for You (the Australian people)— meaning people get service from government that
ensures they receive the benefits and support they are entitled to in ways that work for them.
Services will be transitioned from fragmented and separated program and process-based
approaches to service offers that are coordinated, tailored and put people first.
Services will be simplified and automated giving people the option to self-manage their own
interactions with government.
Moving away from this fragmented approach will progressively enable front-line staff to provide
more managed services and improved case coordination for those in need of more intensive
support.
This will help to prevent people falling through the cracks and provide better policy outcomes for
government.
For the 2010 calendar year the government gave specific commitments to:

co-locate 20 Centrelink and Medicare Australia offices by the end of 2010, and around 40 by
2012

implement a single phone number and a single website for the portfolio by the end of 2010

integrate enabling support services, including ICT, ministerial and parliamentary, legal
services, people services, communications, corporate support, audit and assurance functions,
finance, property management, procurement and human resources.
As part of the reform the Department of Human Services, Centrelink and Medicare Australia are
planning to reconstitute as a single department in 2011.
During 2009-10 work began on implementing service delivery reform. Progress of this work is
detailed throughout this report and the Centrelink and Medicare Australia annual reports.
Departmental overview
The Department of Human Services was created on 26 October 2004, as part of the Finance
portfolio, to improve the development and delivery of government social and health-related
services to the Australian people.
As a result of Administrative Arrangements Orders (AAOs) issued on 30 January 2007, the
department and its agencies were transferred to a newly created Human Services portfolio.
The Department of Human Services provides a central policy and coordination role for the delivery
of services across the portfolio as well as being the delivery agency for child support and a
provider of disability employment and related services. It works with other departments and
agencies to develop policy on service delivery—as clarified by the AAOs issued on 25 January
2008—and to ensure the effective, innovative, and efficient implementation of government service
delivery policy.
To continually improve the quality and cost effectiveness of service delivery by portfolio agencies
the department makes sure any issues are considered early in the policy development process.
As the first step towards service delivery reform, from 1 March 2010 the portfolio began integrating
enabling services such as ICT infrastructure, property management, finance, legal, corporate
support, communications, procurement and human resources across the department (excluding
CRS Australia), Medicare Australia and Centrelink.
Figure 2—The department at a glance
2009-10
Department of Human Services employees (including CSP)
4584
CRS Australia employees
2053
Department of Human Services employee turnover
10.9 per cent
Job seekers helped by CRS Australia
more than 57 000
DEEWR funded job seekers placed in employment by CRS
Australia
more than 11 800
CRS Australia conversion rate from job placement to 13-week
employment
70 per cent
2009-10
Job seeker satisfaction with CRS Australia services
89 per cent
CRS Australia employee satisfaction
78 per cent
CRS Australia employee turnover
10.9 per cent
Number of CSP child support customers
1.3 million
Customer satisfaction with CSP services
74.9 per cent (target: 70 per
cent)
CSP service standard of telephone calls answered within 30
seconds
82.1 per cent
CSP total amount of child support transferred between parents*
$2.98 billion
CSP Collect collection rate
91.9 per cent
* These figures are derived for performance reporting and differ from the disclosures in the financial statements. They
include debts that have been written off, but exclude overpayments and child support liabilities raised but not yet due.
There are also minor differences related to the timing of the separate data extracts. Additionally, international debt for
performance reporting purposes differs from the disclosures in the financial statements as it includes collection by
overseas governments for custodial parents residing in Australia.
GOALS, ROLES, OBJECTIVES AND STRATEGIES
In 2009-10 the department aimed to meet the specific targets set out in the 2009-10 Portfolio
Budget Statements and the 2009-10 Portfolio Additional Estimates Statements (see chapters 2-4
of this report).
Figure 3 sets out the department's outcome and strategies as described in the 2009-10 Portfolio
Budget Statements. The department also focused on priorities set out in the Strategic Plan 200913 which is available on the department's website at www.humanservices.gov.au.
The plan establishes the department's purpose, values, approach and includes strategies and
priorities for Child Support Program and CRS Australia, which also have plans specifically relevant
to their services. Supporting the plan, an approach was introduced that integrates planning, risk,
financial and people management.
The announcement of service delivery reform in December 2009 has seen the department begin
work to replace the current five-year strategic plan with DHS Strategic Directions 2010-11, to be
introduced in August 2010. The strategic directions will have a range of portfolio priorities
reflecting ongoing business as usual and service delivery reform. This planning approach has
been adopted by the department, Centrelink and Medicare Australia.
Figure 3—Outcome and strategies of the Department of Human Services
Outcome
Strategies
Informed government decisions on, and access
to, social, health and child support services for
Australians through policy development and
Working with other government agencies to
develop, innovative and flexible service
Outcome
Strategies
advice, and the coordination and delivery of
services.
delivery policy that enables access to a high
standard of service to customers.
Working with the service delivery agencies to
deliver value for money in service provision,
and sound and sustainable financial and
governance arrangements.
Supporting separated parents to transfer
payments for the benefit of their children
through the delivery of a coordinated
approach to child support services.
Providing people with a disability or injury
with high quality vocational rehabilitation
assessment, injury management and
prevention services.
Providing advice and service delivery that
balances individuals' preference for service
delivery with the risks to taxpayer funds
caused by fraud and incorrect payment.
STRUCTURE AND FUNCTIONS
Figure 5 on page 12 shows the organisational structure of the department at 30 June 2010.
The structure and working arrangements of the department were reorganised from 1 March 2010.
Enabling services across the Human Services portfolio were integrated to provide services for the
whole of the portfolio as part of the service delivery reform agenda announced by Minister Bowen
on 16 December 2009.
The enabling services included ICT infrastructure, legal, corporate support, communications,
property management, procurement and human resources functions.
Under the new arrangements the integration of the portfolio's ICT platform is led by the
Department of Human Services.
Centrelink has lead responsibility for the integration of corporate functions.
Medicare Australia has lead responsibility for managing the integration of staff across the portfolio,
and the development of the portfolio's staff capability and services.
The Secretary of the department, and the Chief Executive Officers of Centrelink and Medicare
Australia, retain separate accountability for the department, Centrelink and Medicare Australia
respectively.
Executive
The names of senior executives are shown on the organisational structure in Figure 5 on page 12.
Responsibilities
The Secretary is directly responsible to the Minister for Human Services for the leadership,
management and performance of the department. This includes determining priorities and
resource allocations.
LEGISLATION
This annual report includes appendices on reports required by the following legislation:

section 74 of the Occupational Health and Safety Act 1991—see Appendix A— Occupational
health and safety

section 8 of the Freedom of Information Act 1982—see Appendix B—Freedom of information

section 311A of the Commonwealth Electoral Act 1918—see Appendix C— Advertising and
market research

section 516A of the Environment Protection and Biodiversity Conservation Act 1999— see
Appendix D—Ecologically sustainable development and environmental performance
This report also includes reporting under the Disability Discrimination Act 1992—see Appendix
E—Commonwealth Disability Strategy.
PLANNING AND REPORTING
Outcome and programs
The 2009-10 Portfolio Budget Statements and the 2009-10 Portfolio Additional Estimates
Statements describe the portfolio department as having one outcome and two programs.
The programs are Human Services (Program 1.1) and Child Support (Program 1.2).
Figure 4 shows the department's outcome and program structure.
The department's sole outcome is informed government decisions on, and access to, social,
health and child support services for Australians through policy development and advice, and the
coordination and delivery of services.
The department is responsible for ensuring that the Australian Government gets best value for
money in service delivery while emphasising continuous service improvements and a whole- ofgovernment approach.
Figure 4—Outcome and programs structure 2009-10
Figure 5—Organisational structure and senior staffing, at 30 June 2010
Notes
This organisational chart reflects changes to organisational structures within the Human Services portfolio as part of
the government’s service delivery reform agenda. From 1 March 2010 enabling services across the portfolio were
integrated to provide services for the whole of the portfolio. The enabling services included ICT infrastructure, finance,
legal, corporate support, communication, property management, procurement and human resources functions.
Centrelink has lead responsibility for the integration of corporate functions. Medicare Australia has lead responsibility
for managing the integration of staff within the portfolio and the development of the portfolio’s staff capability and
services. The integration of the portfolio’s information and communications technology platform is led by the
Department of Human Services.
Chapter 2: Achievements—Central department
Informed government decisions on, and access to, social, health and child support services for
Australians through policy development and advice, and the coordination and delivery of services.
Case Study—Getting the GIST
Developed for the Department of Human Services to support service delivery supply and demand
modeling, the Geo-demographic Interactive Simulation Tool (GIST) is a user-friendly, web-based
geospatial analytics tool designed to enhance the way government approaches evidence-based
policy making.
Holding a wealth of information that agencies can tap into quickly and easily for demographic
information, GIST has quickly grown to become a cross-government tool.
Today, GIST is deployed to over 300 users across 23 Australian Government departments and
agencies through a secure web-based environment. The Australian Bureau of Statistics,
Centrelink and Medicare Australia are among the Australian Government departments providing
data from which a detailed picture of Australia can be built.
Signaling its growing popularity among government users, GIST was a finalist in the excellence in
eGovernment Awards presented at CeBIT Australia, held in Sydney during May 2010.
GIST has an intuitive set of interactive functions that allow users to query, map, profile and chart
information at the click of a mouse. The information is presented in a way that shows the impact of
government spending and policy decisions on communities and their needs. The type of data it
provides includes:
• social and economic indicators
• education attainment
• areas of disadvantage
• government program expenditure
• agency office locations
• Indigenous communities and statistics
• spatial data on the Murray-Darling Basin area and surface water managements areas
• community facilities, such as schools, hospitals or nursing homes.
Through GIST, government can better plan delivery of services and programs for areas of high
need, while monitoring environment and economic impacts.
The central department delivers Outcome 1 (2009-10 Human Services Portfolio Budget
Statements) by:

provision of advice on the development of service delivery policy and programs, the
coordination and development of specific initiatives on behalf of government and the
governance of service delivery performance involving portfolio agencies and programs within
the Department, including CSP and CRS Australia

delivery of child support assessment, registration, collection and disbursement services and
support to separated parents, through CSP

delivery of expert assessment, injury management and employment services to assist people
who have a disability or injury to get and keep a job, through CRS Australia. All services and
funding are demand driven.
Table 1 on page 18 summarises the department's performance against key performance
indicators and targets set out in the 2009-10 Human Services Portfolio Budget Statements. The
following sections detail the department's performance in delivering Outcome 1 in 2009-10.
PERFORMANCE HIGHLIGHTS—CENTRAL DEPARTMENT
Providing a central policy and coordination role for the delivery of services across the Human
Services portfolio, the department coordinates and brokers improvements to policy on service
delivery and service delivery reform to improve the delivery of innovative and cost effective social,
health, child support and rehabilitation services to the Australian public.
In delivering on these objectives, the department places a strong emphasis on promoting
innovation and continuous improvement, and to working across service delivery agencies and the
government as a whole.
Performance highlights for 2009-10 include:

supporting the Australian Government's service delivery reform agenda by introducing new
portfolio governance arrangements and organisational structures, and integrating portfolio
enabling services, including ICT infrastructure, finance, legal, corporate support,
communications, property management, procurement and human resources

working closely with the Human Services portfolio agencies on service delivery reforms, which
included setting up co-located offices, engaging with customers and the community on service
co-design, and developing customer service offers

receiving a Gold Award for the BasicsCard project at the Institute of Public Administration
Australia's Prime Minister's Award for Excellence in Public Sector Management 2009; an
improved card with more options was rolled out to merchants and 98.5 per cent of incomemanaged customers in the Northern Territory between March and June 2010

leading the Commonwealth Spatial Data Integration pilot program, designed to develop a
coordinated approach to integrating and sharing of spatially-enabled Australian Government
administrative data to support social inclusion initiatives.
MAIN RESULTS
Table 1—Performance highlights—Central department
Targets
Performance 2008-09
Performance 2009-10
Briefs are submitted within agreed timeframes and meet a standard of satisfactory or above.
95 per cent of briefs
are submitted within
agreed timeframes
and meet
satisfactory
standards or above.
Of the briefs on which the
Minister provided a feedback
rating, 98.5 per cent
received a rating of effective
or better.
Feedback received from the Minister's
office has indicated that the Minister was
satisfied with the timeliness and quality of
briefing provided during 2009-10.
Ministerial replies to correspondence are submitted within agreed timeframes.
95 per cent of
ministerial replies to
correspondence
submitted within
agreed timeframes.
85 per cent of departmental
ministerial replies prepared
by the department were
submitted within the agreed
timeframes. The department
is committed to further
improvements in this area.
76 per cent of ministerial replies prepared
by the department were submitted within
the agreed timeframes.
An increase in complex child support
matters as a percentage of
correspondence processed by the
department has contributed to this result.
Efficiencies being realised since the
integration of portfolio parliamentary teams
in March 2010 are expected to deliver
ongoing improvement against this target.
Key initiatives, such as: 1. service delivery reform initiatives, 2. fraud and compliance initiatives,
3. income management card, 4. Commonwealth Spatial Data Integration initiative, are delivered
within agreed timeframes and budgets.
All
1. Service delivery reform
initiatives
As part of the service
delivery reform agenda the
department continued work
on developing options and
business cases for
government, taking into
account the economic
conditions and resulting
fiscal constraints.
Coordinated customer
access and channel
management approaches
also continued to be
formulated. This included
agreed principles for colocation of shopfronts and a
process for considering new
policy initiatives in a multichannel portfolio-wide
environment. The
department also worked with
portfolio agencies to
implement practical reform
activities, one example of
which was a co-located
Centrelink and Medicare
office in Narooma that
allows customers to access
the services of both
agencies in one location.
To ensure the timely
implementation of enabling
services activities
associated with service
delivery reform, a
coordinated portfolio
approach to enabling
services was established
through the development of
the Portfolio Integration
Steering Committee. The
committee oversees
coordinated investment
decisions and frameworks
for ICT, property and other
corporate functions.
1. Service delivery reform initiatives
The Minister for Human Services
announced service delivery reform in
December 2009. This included
progressing the deliverable of co-location
(20 sites by December 2010), virtual
integration of enabling services across the
portfolio (from 1 March 2010) and
implementation of a single phone and web
initiative (piloted in May 2010). The service
delivery reform implementation team was
established in January 2010, and
incorporates the SDR Coordination
Division and the Strategy and Planning
Division. The implementation team has
focused on the design of the reform
program and its associated costs for
consideration by government in late 2010.
The SDR Program Office was established
and a supporting Program Management
Framework was developed. The
framework includes the governance
structure, roles and instruments that
support decision making and reporting
arrangements to ensure accountability and
transparency for the service delivery
reform program.
The SDR Board was established to
support service delivery reform. The Board
is a strategic advisory body for service
delivery reform. It is responsible for setting
the direction and driving service delivery
reform across the portfolio, ensuring that
key goals and agreed outcomes are
achieved and are in line with government
objectives.
The SDR Board supports the Secretary
and Chief Executive Officers' Committee
which meets weekly to discuss portfoliowide issues, including the progress and
strategic direction of the SDR program.
Direction and decisions for all service
delivery reform activities are provided by
this committee.
The department established a
Memorandum of Understanding with the
Office of the Privacy Commissioner to
ensure that privacy considerations are
appropriately managed and consistently
applied across the reform.
All
2. Fraud and compliance
initiatives
The new strategic approach
to supporting compliance
and combating fraud was
advanced by the
development and
implementation of the 200910 Compliance Plan. The
plan provides an
assessment of current risks
associated with fraud and
non-compliance, activities to
address those risks and
performance indicators to
measure the effectiveness of
those responses. The plan
identifies mitigation
strategies and opportunities
to reprioritise fraud and noncompliance activities
towards those that deliver
the greatest return on
investment. It was
considered in the 2009-10
Budget and informed the
development of six
measures announced in the
Budget to further support the
new strategic approach.
2. Fraud and compliance initiatives
2009-10 was the first year in which a more
strategic and integrated approach to
supporting compliance and combating
fraud was in operation.
The strategic approach was further
progressed in the 2010-11 Compliance
Plan. The plan provides a high-level
framework along five strategic themes:
I.
managing risk
II.
focus on prevention
III.
early intervention
IV.
intelligence-led approach
V.
managing debt.
The performance report for 2008-09
accompanied the 2010-11 plan and
applied to the period before the strategic
approach to compliance. Future
performance reports will measure the
long-term effectiveness of the strategic
approach to fraud and non-compliance
using newly-developed performance
indicators.
The development of the 2010-11
Compliance Plan was achieved against
The development of the
agreed timeframes and initial measures
2009-10 Compliance Plan
identified in the plan were progressed for
was achieved against
the 2010-11 Federal Budget. Governance
agreed timeframes and
structures to oversee and facilitate
initial measures identified in implementation, such as the Strategic
the plan were progressed for Fraud and Non-compliance Steering
the 2009-10 Federal Budget. Committee, managed and facilitated
Governance structures to
continuing development of the strategic
oversee and facilitate
approach to fraud and non-compliance.
implementation were also
established within agreed
timeframes.
All
3. Income Management
Card
The Minister was satisfied
with both the BasicsCard
implementation in 2008 and
progress with the
procurement of the
replacement card solution,
as evidenced by his speech
at the 14th Cards and
Payments Conference and
various media releases.
3. Income Management Card
The Minister's March 2009 promise to
industry of a competitive tender for a
replacement Income Management Card
(or 'BasicsCard') was fulfilled in November
2009 with the contract signing of the new
card provider. The Minister announced to
the media that the new card would
continue to support ongoing Income
Management policy.
The replacement BasicsCard was rolled
out to merchants and income-managed
The BasicsCard was rolled
customers on schedule from January to
out between September and June 2010. Improvements include the
December 2008 and the
printing of the customer name on the card
replacement card request for and enhanced balance inquiry options
tender was published in May such as the 1800-freecall balance
2009 according to the
checking number.
respective approved project
At 30 June 2010, 98.5 per cent of
schedules.
customers had been provided with the
new card.
All
4. Commonwealth Spatial
Data Integration (CSDI)
initiative
There was no key
performance indicator in the
2008-09 Portfolio Budget
Statements.
The goal of the CSDI pilot
program was to develop and
implement a coordinated
approach to the integration
and sharing of spatially
enabled Australian
Government administrative
data to support social
inclusion initiatives.
The CSDI pilot program
commenced in March 2009
and was established in
partnership with Geoscience
Australia (GA) the Australian
Bureau of Statistics (ABS),
and in consultation with
Australian Government
Information Management
Office.
4. Commonwealth Spatial Data
Integration (CSDI) initiative
During 2009-10 the 2nd Pass Business
Case for CSDI was developed, in
partnership with GA, and ABS, in
consultation with key Australian
Government departments and agencies.
The department also established a CSDI
cross-portfolio working group which helped
develop whole-of-government data sharing
processes including appropriate
standards, technology and governance.
The CSDI pilot program finished in June
2010 having successfully developed all
critical project deliverables, including the
deployment of GIST across 23
government agencies. Funding for a full
CSDI program was not sought for 201011, as offsets could not be identified from
participating agencies.
During 2008-09, the pilot
program office was
established and the
framework for each of the
constituent projects,
including GIST, was created.
Key performance indicators1: Service delivery performance against agreed standards and
targets is reported to the Minister in agreed timeframes.
Quarterly reports
provided to Minister
within 6 weeks of
end of quarter.2
The Minister's Statement of
Expectations and
Centrelink's Statement of
Intent and Annual Report on
achievements were in place
in 2008-09. The Minister's
Statement of Expectations
and Medicare Australia's
Statement of Intent and
Annual Report on
Achievements were in place
for 2008-09.
Australian Hearing identifies
service delivery targets in its
Corporate Plan 2008-11 in
accordance with the
Commonwealth Authorities
and Companies Act 1997
reporting requirements. The
Memorandum of
Understanding 2008-11 with
the Office of Hearing
Services, Department of
Health and Ageing,
prescribes its service
delivery targets for
Indigenous clients under the
Community Service
Obligation program.
Annual Reports on Achievements were in
place for Centrelink, Medicare Australia
and Australian Hearing for 2009-10.
In January 2010 the Minister outlined his
expectations for Centrelink and Medicare
by letters to their CEOs. The letters
highlight key agency priorities and
emphasise the importance of working
closely across the portfolio.
Australian Hearing identified service
delivery targets in its Corporate Plan 20102013, in accordance with the
Commonwealth Authorities and
Companies Act 1997 reporting
requirements. The Memorandum of
Understanding 2008-11 with the Office of
Hearing Services, Department of Health
and Ageing, prescribes its service delivery
targets for clients under the Community
Service Obligation. Australian Hearing
reports quarterly to the Secretary on
performance against both the corporate
plan targets and the Community Service
Obligations service delivery targets.
The Secretary met with the Minister on
matters including service delivery
performance, approximately monthly
during 2009-10.
Until 1 April 2009, Health
Services Australia's
performance was monitored
against its Corporate Plan
2008-11 and Statement of
Corporate Intent 2008-11 in
line with reporting
requirements for
Government Business
Enterprises under the
Commonwealth Authorities
and Companies Act 1997.
1. KPI for 2008-09: Service delivery expectations for 2008-09 are set for the portfolio agencies and business units of
the department.
2. KPI targets for 2008-09: Agencies and business units have service delivery expectations set.
Targets
Performance 2008-09
Performance 2009-10
Key performance indicators1: Governance arrangements are appropriately implemented and
managed for the Portfolio agencies and business units.
Targets
Performance 2008-09
Performance 2009-10
Regular performance
management meetings and
reports provided to the
Secretary and Minister.2
Centrelink governance
meetings were held monthly in
2008-09.
Centrelink governance
meetings were held monthly
until November 2009, and
Medicare Australia
governance meetings were
held in July, September and
November 2009. These
meetings were replaced by
alternative governance
arrangements, including the
Secretary and Chief Executive
Officers' Committee meeting.
Medicare Australia
governance meetings were
held monthly in 2008-09 and
were reconstructed to enable
improved consideration of the
most recent data and
information.
Australian Hearing
governance meetings were
held quarterly to review
performance. The quarterly
shareholder reports are being
reviewed for greater clarity of
the progress of business
imperatives.
Until April 2009 when Health
Services Australia left the
portfolio, governance
meetings were held quarterly.
The first Secretary and Chief
Executive Officers' Committee
meeting was held in October
2009. They were then held
approximately weekly for the
remainder of 2009-10.
CRS Australia governance
meetings were held in July,
August and September 2009
and were then discontinued.
The General Manager of CRS
Australia is a member of the
Department of Human
Services Management Board.
Australian Hearing
governance meetings were
held in August and December
2009 and March and June
2010, to review performance
against targets within both its
corporate plan and
Community Service
Obligations service delivery
targets.
The Secretary met with the
Minister on matters including
performance reporting,
approximately monthly during
2009-10.
1. KPI for 2008-09: Governance arrangements are in place and service delivery performance is monitored against
expectations.
2. KPI targets for 2008-09: Performance is monitored through monthly governance meetings (quarterly in the case of
HSA group and Australian Hearing).
SERVICE DELIVERY REFORM
In December 2009 the Minister for Human Services announced the start of reform to Australian
Government service delivery that is easy, high quality and works for all Australians.
The Minister's announcement committed the portfolio to three deliverables:
1. Twenty co-located Centrelink and Medicare Australia offices by the end of 2010, and
approximately 40 by 2012
2. a single portofolio phone number and website by the end of 2010
3. the integration of enabling services, including ICT infrastructure, finance, legal, corporate
support, communications, property management, procurement and human resources.
In the short-to-medium term CRS Australia will continue to deliver its current functions, including
corporate, human resources and ICT support services; however, changes will be made to align
policy and practice where possible.
There has been significant progress on implementing these three key deliverables, together with
other key elements of service delivery reform.
Service delivery reform in 2010
Co-location
The co-location of Medicare and Centrelink offices gives Australians better access to the social,
health and welfare services delivered by the portfolio in the convenience of one location.
Feedback based on the initial co-located sites shows high levels of collaboration between staff to
provide more joined up services, and customers have responded positively to the convenience of
a one-stop-shop to undertake transactions across multiple agencies.
Medicare Australia is already co-located with Centrelink in 1 5 sites across Australia and, during
2009-10, four more co-located sites opened in Narooma, Belmont and Warrawong NSW and
Belmont WA.
Medicare Australia is leading the development and implementation of the co-location process.
More information on the co-location of offices is provided in the Medicare Australia Annual Report.
Single portfolio telephone number and website
Providing a single telephone number and website will give the Australian people the means to
access portfolio information and details about their transactions in their own time.
To ensure that a single portfolio telephone number and website provides enhanced service
delivery, pilots were undertaken to test the concept. The pilots were launched to support the 201011 Budget announcements by providing customers with easy access to portfolio budget
information. Both pilots were evaluated from June 2010, including extensive testing with
customers to enable implementation from November 2010.
The single portfolio telephone number (13 24 68) will provide a first point of contact for new
customers via an automated telephone service to access information about services across the
Human Services portfolio.
The single portfolio website will promote high-quality information about Human Services portfolio
services. Work on the single website is closely aligned with the Australian Government Online
Service Point and the development of the australia.gov.au portal managed by the Department of
Finance and Deregulation.
Integration of enabling services
In December 2009 the Minister foreshadowed that the Department of Human Services (including
the Child Support Program and CRS Australia), Centrelink and Medicare Australia would become
a single department of state. This organisational restructure represents a major transformational
change to the portfolio as staff numbers represent approximately one quarter of the Australian
Public Service.
From 1 March 2010 enabling functions of the portfolio (excluding Australian Hearing and CRS
Australia)—legal services, people services, audit and assurance, information and communication
technology, infrastructure, property, corporate services and communications—were brought
together. Legislative change is required to effect the creation of the single department of state.
Other achievements
Local Connections to Work
In four of the co-located Centrelink offices, a new approach to service delivery called Local
Connections to Work (LCTW) was introduced. This initiative, developed by the Taskforce on
Strengthening Government Service Delivery for Job Seekers, helps disadvantaged job seekers
and their families’ access existing high-quality services under one roof.
LCTW is based on the New Zealand Community Link model. The initiative brings together
Australian, state and local government services, employment services providers and other
community welfare organisations. Services provided include counselling, housing, mental health,
youth, training and financial assistance. Community partners are colocated on a rostered basis at
the four Centrelink Customer Service Centres. This means that disadvantaged job seekers can
'tell their story once', and receive the range of services they need (a wrap-around service).
From 24 May 2010—in Frankston (Victoria), Campsie (New South Wales), Ipswich (Queensland)
and Elizabeth (South Australia) — LCTW has assisted job seekers overcome disadvantage and
barriers to social inclusion and economic participation. LCTW will be evaluated to guide the
longer-term development of service delivery reform customer service offers.
Memorandum of Understanding with the Privacy Commissioner
A Memorandum of Understanding was entered into with the Office of the Privacy Commissioner,
ensuring that key considerations regarding privacy would be built into the structure of service
delivery reform from the start.
A Customer Privacy Framework has also been developed to ensure that privacy considerations
are consistent across the reform. The framework will ensure that service delivery reform is
implemented in a way that fosters trust and respect and maintains or enhances people's choice
and control in relation to their personal information. Privacy standards have also been developed
in consultation with the Office of the Privacy Commissioner to inform the framework. The privacy
standards complement existing obligations under the Privacy Act 1988 and other applicable
privacy and secrecy requirements.
Privacy Impact Assessments
Privacy Impact Assessments were initiated during the early design phase of service delivery
reform to help ensure privacy considerations and protections were considered at the outset.
Privacy Impact Assessments have been undertaken for all customer services. These assessments
incorporate an analysis of the effect on an individual's privacy and the identification of privacy
issues and strategies for addressing privacy risks. The assessments found that in general there
are low privacy risks associated with service delivery reform as the reform is based on informed
customer consent in relation to the use and disclosure of personal information.
Co-design, stakeholder and community engagement
Service delivery reform is focused on putting people at the centre of service delivery, which
requires extensive engagement to ensure that community needs are identified and met. The
portfolio has implemented a co-design approach that builds on traditional stakeholder engagement
to engage with the people who actually use government service delivery and actively seek their
views on how services could be better delivered.
Co-design is more than asking for feedback or undertaking consultation or satisfaction surveys. It
means engaging with individuals and groups from the beginning to the end of a process.
Our co-design approach will ensure:

genuine partnerships are built with the community

the community has a real and ongoing voice at the table

change delivers a balance of what the Australian Government, the Human Services portfolio
and the community want to achieve

the end user is involved in the planning, development and implementation of solutions

outputs are user-friendly and meet the end user's needs

change and new products integrate smoothly with existing systems.
The portfolio held 20 community workshops across Australia to inform the development of future
services. Workshops were segmented by customer groups including families, seniors, Indigenous
Australians and people accessing mobile servicing.
Findings from these workshops have consistently highlighted the importance of linking up
services, and providing well-coordinated services across customer areas of need. Workshops,
focus group discussions and electronic media will be used throughout 2010-11 to explore service
delivery experiences, reform opportunities and service delivery design.
As part of service delivery reform within the portfolio, Medicare Australia is leading the
development and implementation of the co-design process. More information on co-design is
provided in the Medicare Australia Annual Report.
Gateway Review Process
Service delivery reform is subject to the Gateway Review Process, facilitated by the Department of
Finance and Deregulation. A Gate 0 (Business Need) review was undertaken in April 2010, and
received a 'green' rating for the overall delivery confidence for the reform. The green rating
indicates the program is on target for the effective and timely delivery of outcomes and, while there
may be some findings requiring management attention, these appear readily resolvable at this
stage.
Engagement with the Community and Public Sector Union (CPSU)
We are working closely with the CPSU given they represent a large number of portfolio staff. A
Department of Human Services Deputy CEO/CPSU Working Party on Service Delivery Reform
was established earlier this year and it will oversee the development of a portfolio enterprise
agreement across the portfolio in the coming year.
Staff integration
By 1 March 2010 integration of staff across the enabling services of the portfolio into one DHS ICT
infrastructure organisation was completed. Under the new structure some staff co-locations took
place.
Inter-agency connectivity
The first major milestone in providing cross-organisation connectivity was the development of a
network portal for portfolio staff co-located in Centrelink and Medicare Australia sites. The portal
allows staff to log in, view their email and work on documents through a virtual portfolio desktop.
This made for an easy transition to new work sites by maintaining access to data and services on
their previous network.
All staff phone directory
From April 2010 all staff across Medicare Australia, the Department of Human Services (excluding
CRS Australia) and Centrelink had access to a consolidated portfolio phone directory with the
name, agency, location and contact details of staff across the three agencies.
This was an important step towards providing access to information across the portfolio.
Planning for service delivery reform in 2010-11 and beyond
Planning and coordination
Over 2009-10 the portfolio developed high level plans for key elements of the reform program. To
ensure successful design and implementation, the department developed a strategy outlining the
service delivery vision for 2015 and pathways to achieve it. It also established an umbrella
program management and implementation framework, to provide program management and
financial coordination.
The department worked closely with central agencies to ensure sound program management
arrangements are in place and the program is aligned with broader government objectives. The
integration of the portfolio, co-location of offices and the development of a single portfolio
telephone number and website will continue throughout 2010-11 together with the next layer of
planning for the further deliverables, timeline and associated costs.
Governance structures were established to ensure that appropriate engagement is undertaken
across government, and that critical government programs and services continue to be delivered.
The governance structure and committees are outlined in more detail on pages 66-71.
Other forums, such as the Strategic Partnerships Interdepartmental Committee and the Health and
Human Services Chief Executive Officers' Forum, regularly consider issues related to service
delivery reform as part of the broader discussion. These forums are outlined in more detail on
page 70.
SERVICE DELIVERY POLICY AND PROGRAM ADVICE
In 2009-10 the department advised the Minister on the development of service delivery policy and
programs, coordinated and developed specific initiatives on behalf of the Australian Government
relating to service delivery reform, fraud and non-compliance, and managed the governance of
service delivery and business agreements involving the portfolio.
Contributions to key government reviews
The department provided service delivery advice to a range of key government reviews and
projects such as the Review of Australia's Future Taxation System and The Reform of Australian
Government Administration.
The department worked with The Treasury to coordinate input to the tax system review, including
the examination of service delivery implications for the transfer system. The review included
several areas of interest for the portfolio in relation to the interaction and administration of the
personal tax and transfer systems.
In September 2009 the Prime Minister announced a review of Australian Government
administration which was undertaken by an advisory group chaired by the Secretary of the
Department of the Prime Minister and Cabinet, Mr Terry Moran AO. The report Ahead of the
Game: Blueprint for Reform of Australian Government Administration was released by the
government on 29 March 2010. On 8 May 2010 the government agreed to the package of reforms
outlined in the report.
The department helped to develop the blueprint which includes aspects of portfolio responsibility,
service delivery and areas for performance improvement and reform. The blueprint outlines an
ambitious agenda to equip the Australian Public Service and the nation for the challenges of the
future. A number of reform areas strongly complement the work being undertaken around service
delivery reform. These include delivering better services for citizens, creating more open
government, enhancing policy capability, ensuring agency agility, capability and effectiveness, and
improving agency efficiency. The department will contribute to initiatives that advance the
government's administration reform strategy.
Child protection data sharing protocol
The department worked closely with the Department of Families, Housing, Community Services
and Indigenous Affairs (FaHCSIA), and relevant state and territory departments, to develop and
implement an informationsharing protocol between child protection agencies. The protocol, which
aims to improve sharing of information about children and families at risk of harm, began on 1
January 2009, and implementation by relevant Human Services agencies was completed in 200910. This represents a commitment by the Australian Government to provide information to help
state and territory agencies in their child protection role.
Access and equity
Indigenous Australians
The Australian Government's commitment to 'Closing the Gap' aims to reduce Indigenous
disadvantage with respect to life expectancy, child mortality, access to early childhood education,
educational achievement and employment outcomes.
In 2009-10 agencies developed and implemented a wide range of initiatives to improve Indigenous
Australians' ease of access to information and services provided by agencies in urban, regional,
and remote communities. Agencies remain active in strengthening and supporting the Council of
Australian Governments National Partnership Agreements. In particular, they support the
initiatives of the Remote Service Delivery National Partnership where service delivery has
extensive geographical reach, including permanent shop fronts and regular outreach visiting
services, as well as various forms of third party provided agents and kiosk-like self-service points.
Social inclusion
The Australian Government's social inclusion agenda aims to make sure every Australian has the
capability, opportunity and resources to participate in the economy and their community while
taking responsibility for shaping their own lives. Released at the inaugural Social Inclusion
Conference on 28 January 2010, the national statement on social inclusion A Stronger, Fairer
Australia sets out the government's plan for achieving this vision. The department and portfolio
agencies provided input to the statement and are represented on the Social Inclusion Consultative
Forum.
The Taskforce on Strengthening Government Service Delivery for Job Seekers reported initially to
the Australian Social Inclusion Board on the design of the place-based initiative Local Connections
to Work and then again on the early implementation experience with the wrap around servicing
model. The Australian Social Inclusion Board supported the model and the progress to date.
National compact
The social inclusion agenda recognises the critical role the not-for-profit sector plays in delivering
services, advising and developing social policy, and advocating on behalf of marginalised groups.
A strong relationship between the government and the sector will be crucial to the success of the
agenda and related reforms.
The National Compact: working together, a high- level, aspirational and principle-based document
that articulates a mutually respectful relationship between the government and the not-for profit
sector to deliver improved policy and services, was launched by the Prime Minister on 17 March
2010. The department and portfolio agencies provided input to the development of the compact
and are represented on the National Compact Across Government Working Group.
As a Compact Champion, the Secretary has committed the department to improving the way
government and not-for-profit organisations work together to better coordinate the delivery of
services for those most in need of support.
An early example of this has been the local community consultation forums undertaken by the
Taskforce on Strengthening Government Service Delivery for Job Seekers. These forums were
designed to encourage community input to and support for the Local Connections to Work model.
The Parliamentary Secretary for Social Inclusion and the voluntary Sector, Senator the Hon Ursula
Stephens, attended some of these forums to promote the national compact principles.
Homelessness
In December 2009 the Australian Government released the report Along the Road Home, outlining
key achievements aimed at reducing the level of homelessness over the first year of the White
Paper on Homelessness.
The department and Centrelink are represented on the Homelessness Delivery Review Board
which is responsible for advancing whole-of- government efforts to reduce homelessness in line
with the reforms set out in the White Paper. The department provides strategic support to
Centrelink to help it implement White Paper measures, giving Centrelink a larger role in providing
support and services to people who are homeless or at risk of becoming homeless.
Family Assistance Office Reforms Project
The emerging service delivery reform agenda provided an opportunity to reconsider the Family
Assistance Office (FAO) governance arrangements and to pursue greater efficiencies and
effectiveness in administration to improve service delivery to FAO customers in 2009-10. The
department and FaHCSIA collaborated on the project to assess the ongoing role and function of
the FAO service delivery model, governance and operational issues, financial arrangements, and
marketing and branding.
As a result of the review, the transfer of FAO governance and website responsibilities from
FaHCSIA to DHS took place on 1 June 2010.
Paid parental leave
In 2009-10 the department worked with portfolio agencies and other Australian Government
departments providing advice on service delivery policy and effective program delivery for the Paid
Parental Leave scheme. Claimants will be able to lodge claims from October 2010 and payments
will begin on 1 January 2011. The Human Services portfolio through the FAO will have a key role
in supporting the administration of the scheme.
Income management
In 2009-10 the department and portfolio agencies worked with FaHCSIA on service delivery policy
issues to support the transition and implementation of new arrangements in 2010-11.
STRATEGIC SUPPORT
Health business and delivery policy
In 2009-10 the Health Business and Delivery Policy Branch contributed to policy advice on
Cabinet and policy development processes for health-related matters in relation to, for example
eHealth, especially the role of Medicare Australia as service operator for the Healthcare Identifier
Service, and the potential implications for the portfolio from the health reform agenda.
The department worked with Medicare Australia to implement Budget measures, including the
opening of three Medicare offices in Belmont (Western Australia), Belmont and Warrawong (New
South Wales), all of which opened on time.
In relation to Australian Hearing, the branch provided advice to government on Community Service
Obligations, reviewed quarterly reports, and helped the agency with its interactions with other
government portfolios, especially the Office of Hearing Services within the Department of Health
and Ageing.
Strategic fraud and non-compliance
The Compliance and Data Branch continues to work closely with portfolio agencies and across
government to drive a more integrated response to current and emerging non-compliance risks
across the social, health, welfare and child support payment systems.
The branch worked with policy departments and portfolio and central agencies to produce a 200910 Compliance Plan which focuses on developing an integrated, strategic approach to compliance
activities, including targeting areas of highest risk.
The plan provided material for initiatives announced in the 2009-10 Budget. These initiatives,
which included improvements to data matching, debt recovery, earlier detection of inappropriate
claiming and identification of customers at highest risk of non-compliance, are estimated to
provide savings of $203 million over four years.
Continuing on from the 2009-10 Budget, the branch coordinated the development of further
strategies to reduce fraud and non-compliance so that only those who need and are entitled to
income support payments receive them.
Initiatives begun included:

better targeting of Newstart Allowance reviews to address compliance risks

detecting undeclared transfer of foreign funds project

full integration of the Child Support Program into the Annual Compliance Plan.
The branch also developed a Strategic Intelligence Training Program for intelligence officers within
the Human Services portfolio.
This will give participants practical knowledge of strategic intelligence incorporating research
methods, program management, data collection and analysis. They will then have an appreciation
and understanding of how strategic intelligence supports decision making and be able to influence,
through evidence- based analysis, fraud and compliance priorities within their agencies as well as
the broader portfolio strategic priorities.
The branch also coordinated the Australian Government's contribution to the Six Countries forum
that brings together social security and employment departments and agencies from Australia, the
United Kingdom, Canada, Ireland, New Zealand and the United States to share information on
strategies and policies in a number of key areas.
Business intelligence
The department sources statistical and demographic information from the Australian Bureau of
Statistics (ABS), Human Services portfolio and other government agencies to measure, explore
and support the department's business activities and decisions.
The functions undertaken by the Business Intelligence Branch include developing reports,
applications, technologies and methodologies that support access to and analysis of information
needed for strategic decision making and monitoring of service delivery reform, programs and
customer impacts.
Commonwealth Spatial Data Integration pilot program
The department led the Commonwealth Spatial Data Integration (CSDI) pilot program. Its goal is
to develop and implement a coordinated approach to the integration and sharing of spatiallyenabled Australian Government administrative data to support social inclusion initiatives.
The pilot program was established in partnership with Geoscience Australia (GA) and the
Australian Bureau of Statistics (ABS), and in consultation with Australian Government Information
Management Office.
During 2009-10 the 2nd Pass Business Case for CSDI was developed, in partnership with GA,
ABS, and in consultation with key Australian Government departments and agencies.
The department also established a CSDI cross-portfolio working group which helped develop
whole-of-government data sharing processes including appropriate standards, technology and
governance.
Geo-demographic Interactive Simulation Tool
Geo-demographic Interactive Simulation Tool (GIST), the department's geospatial demographic
analytical capability, was upgraded to support development of service delivery policy and reform,
cross portfolio social inclusion planning and the broader social reform agenda. It now has many
new features and datasets to enhance its analytical capability and potential.
The system was initially developed to support service delivery monitoring and planning.
Datasets now available include:

administrative data from Centrelink and Medicare Australia

statistics from the ABS Census 2006

Labour Force and Socio-Economic Indexes for Areas data

infrastructure Economic Stimulus Plan grants data and Priority Employment Areas grants

expenditure data.
In 2010-11 GIST will continue to expand its current evidence base to support the department's
strategic priorities for service delivery reform and to improve opportunities and decisions involving
individuals, families and communities.
GIST has been deployed to 23 Australian Government departments and agencies and has nearly
300 users.
GIST was a finalist in the excellence in eGovernment Awards presented at the CeBIT Australia,
held in Sydney during May 2010.
Disaster and recovery program
The department undertook key work to aid Centrelink prepare its response to Cyclone Ului by
identifying at-risk locations. Centrelink's role in the Australian Government's Disaster and
Recovery Program is pivotal to the portfolio and vital for a prompt response in delivering services
to those affected by disasters. The Business Intelligence Branch contributes in disaster recovery
by providing intelligence for disaster areas.
Payment delivery reform
In September 2009 the Minister for Human Services released an Industry Discussion Paper Better
Dealings with Government: Innovation in Payments and Information Services to explore ways of
using industry capabilities to deliver relevant government payments and related information
services. New payment and information service capabilities are crucial to implementing service
delivery reform and support broader reform activity across government, including outcomes from
the Henry Review of Australia's Future Tax System.
The discussion paper represented the first stage of a closer engagement with industry to identify
innovative solutions for payment and information services and government-industry collaborative
opportunities.
Portfolio coordination and parliamentary
The Portfolio Coordination and Parliamentary Branch provides parliamentary, ministerial and
government related advice and services to the Minister, departmental executive, department and
portfolio agencies. The ministerial and parliamentary functions from within Centrelink and
Medicare Australia integrated into the branch on 29 March 2010. The branch now provides related
services to the whole portfolio and work is continuing to realise synergies across the functional
teams.
Integrated communication functions
To support service delivery reform the communication functions across the Human Services
portfolio, (excluding CRS Australia) were integrated from 1 March 2010.
A high priority is placed on effective communication with customers, potential customers and the
Australian community. Effective communication provides Australians with the information they
need to make informed choices about Human Services payments and services, and to understand
their rights and obligations when they receive these.
Communicating with customers and the community
Communication and education
In 2009-10 the department continued to communicate with, and to educate, customers and the
community to increase their understanding of child support and its connection to the broader
family law system.
During the year the department produced 12 national and 230 state and regional CSP media
releases on new service options, compliance initiatives, self-help tools and advice on how to
handle specific child support issues.
These media activities generated extensive media coverage from national, metropolitan, regional,
suburban and trade publications. Independent media analysis in June 2009-May 2010 classified
over 95 per cent of all media reports that mentioned the Child Support Agency or child support as
positive or neutral.
Independent research into the effectiveness of the communication campaign on the Child Support
Scheme by the Open Mind Research Group continued in 2009-10.
The research, first conducted in 2008-09 established a benchmark of awareness of and attitudes
to the Child Support Agency and the Child Support Scheme and, subsequently, measured
awareness and attitudes against the benchmark.
The most recent research results, from May 2010, show a continued overall positive increase in
separated parents' awareness of and attitudes to the Child Support Agency and Child Support
Scheme (Figure 6).
Figure 6—Parent perceptions of the child support system
The research showed that 74 per cent of receiving parents and 60 per cent of paying parents
agree that the department is communicating better with its customers and the community.
Evaluating media coverage
The media is an effective way of informing the broader community about Australian Government
support, services and payments, and media monitoring allows evaluation of issues and messages
communicated to the community, as well as the likely impact and ongoing effects on its delivery of
services.
Following integration of the communications function across the portfolio, the department
implemented a centralised portfolio-wide media monitoring process to achieve a more efficient and
cost-effective distribution service. In each portfolio agency fewer than 350 employees have access
to full press clips, which reduces the downstream copyright licence fees the external media
monitoring provider collects on behalf of Copyright Agency Limited.
Information products
During 2009-10 the department updated its core publication The Parent's Guide to Child Support
in line with changes to the Child Support Scheme. The guide is a key child support reference for
separated parents. It contains comprehensive information about the Child Support Scheme,
Family Tax Benefit and support available for separated and separating parents.
Four editions of the regular Child Support Matters newsletter were delivered by mail to parents
and stakeholders. The newsletter is also available on the Child Support website—
www.csa.gov.au—and keeps CSP customers up-to-date with the Child Support Scheme, CSP
and Human Services portfolio.
Twelve editions of eNews for Parents were distributed monthly to online subscribers. This email
newsletter provides up-to-date news and information about CSP and child support.
The department also released two new support products for separated and separating parents and
children affected by separation or divorce. A third product, a CD-ROM and complementary story
and activity book is currently being finalised. These included:

My family is separating—What now? an online tool containing a number of different pathways
through the family law system, to help parents more easily navigate the system.

It's not about the money. It's about the kids, an information DVD and online video aimed at
Indigenous separated and separating parents and non-parent carers. This product promotes
shared parental responsibility for the wellbeing of children, provides information about the role
of the CSP and connections to Family Assistance and Centrelink and explains parents' rights
and responsibilities under the Child Support Scheme.

An interactive CD-ROM complementary story and activity booklet for children aged under 12,
to complement the successful teen booklet, Family separation—a guide for teens, launched in
2007.
Chapter 3: Achievements—Child Support
Program
Delivery of child support assessment, registration, collection and disbursement services.
Case Study—Financial literacy for parents
I’m helping my kids now with their money management and they each have a savings plan.
In 2008 approximately 53 per cent of Australians weren’t good at managing their money.
Since the Australian Bureau of Statistics published the financial literacy survey results, the Child
Support Program (CSP) has partnered with two organisations in an attempt to bring that figure
down for separated families.
Budgeting for the household income is more complicated for separated families. Often one partner
managed the finances for the household; once separated, both need the skill.
As part of the support services it extends to separated families—legal, emotional, parenting, family
violence—CSP is now working with organisations such as the Brotherhood of St Laurence, to
enable child support customers to participate in a program called SaverPlus. The program helps
low income families to build financial literacy skills and develop long-term saving habits. CSP is
also working closely with AFCCRA—the Australian Financial Counselling and Credit Reform
Association.
CSP provides an overview of the child support scheme to AFCCRA counsellors, as well as a
hotline that financial counsellors can call if they have a client who is also a child support customer
requiring advice. The hotline staff can access case files—with the customer’s permission—which
gives the financial counsellor a complete picture of the client’s situation.
The partnerships that CSP has with the Brotherhood of St Laurence and AFCCRA are really
paying off for separated parents. One client said: ‘I was a bit sceptical when referred to a financial
counsellor, but it really has helped. I’m helping my kids now with their money anagement and they
each have a savings plan.’
The Child Support Scheme is designed to ensure that both parents contribute to the cost of their
children, according to their capacity. The Child Support Program (CSP) contributes to the
achievement of Outcome 1 (2009-10 Human Services Portfolio Budget Statements) through the
delivery of child support assessment, registration, collection and disbursement services. The
following sections detail the CSP's performance for 2009-10.
PERFORMANCE HIGHLIGHTS—CHILD SUPPORT PROGRAM
Collections
CSP improved the overall collection performance during 2009-10; both the collection rate of
liabilities and the percentage of private collect customers have increased. CSP also implemented
initiatives to enhance the focus on early intervention and targeted collection approaches where
customers have outstanding child support.
Complaints
CSP successfully implemented strategies to reduce the number of escalated complaints. In 200910, 9553 complaints were received compared to 12 874 in 2008-09, a reduction of 25.80 per cent.
There was also a reduction of just under 50 per cent in the number of complaints relating to staff
behaviour during 2009-10.
Telephony response
In 2009-10 CSP achieved its telephony service standard of 80 per cent of calls answered within 30
seconds.
Early intervention
Early intervention teams continue to successfully contact paying parents and negotiate suitable
payment arrangements to minimise the growth of child support debt.
Change of assessment
CSP has begun a trial of the redesigned change of assessment process, which emphasises earlier
and more frequent customer contact and significantly shorter timeframes for finalising applications.
Results to date show 67 per cent of applications finalised within 35 days and 88 per cent within 50
days, a significant reduction from 90 days under the existing process.
Customer and stakeholder satisfaction with the redesigned process has been positive and key
stakeholders were actively engaged in the redesign process. A full evaluation of the trial will be
completed before a decision on the design of a future process is made.
Financial counselling
CSP has partnered with the Australian Financial Counselling and Credit Reform Association to
create a 'single point of contact' telephone hotline. The hotline is for financial counsellors who
need information about issues on child support when working with mutual customers. Since the
hotline's inception in December 2009 it has received 173 calls, enabling customer service officers
to work with financial counsellors and customers to make payment arrangements and resolve
case specific issues.
Saver Plus
The Saver Plus program is a partnership between the ANZ Bank and Brotherhood of St Laurence
designed as a matched savings program to help low-income families develop long-term saving
habits and reach an education-focused savings goal. The program helps to build financial literacy.
In May and June 2010 over 46 000 customers were advised of the program's availability. Early
indications show a good response from CSP customers.
Child protection
As a result of the COAG-endorsed National Framework for Protecting Australia's Children 20092020, states' child protection agencies can now request certain information from CSP if there are
concerns about a child's safety.
Information products
CSP released two new support products for customers affected by separation or divorce. My
family is separating—What now? is an online tool containing pathways through the family law
system. It's not about the money. It's about the kids, is an information DVD and online video aimed
at Indigenous separated and separating parents and non-parent carers.
New technologies and initiatives to better support services to
customers
New telephony systems have been piloted to deliver greater flexibility for customers and reduce
customer queue wait time.
Automated mail handling solutions are being introduced to streamline management of customer
correspondence and responses to customer enquiries.
MAIN RESULTS
Table 2—Performance highlights—Child Support Program
Key performance indicators
Targets
Performance Performance
2008-09
2009-10
Greater than
70%
72.7%
74.9%
Estimate:
$585
$564
$585
Estimate: 16
cents
16.2 cents
16.2 cents
Estimate $2.8
billion
$2.84 billion
$2.98 billion
Child support CSP Collect collection rate
Estimate:
91.5%
91.5%
91.9%
Percentage of Private Collect cases to total
active cases (CSP and Private Collect cases)
Estimate
52.0%
52.0%
53.8%
Quality
Increased customer satisfaction with CSP's
service
Cost
Cost per case
Cost per dollar transferred
Effectiveness—adequacy
Total amount of child support transferred
between parents
Effectiveness—independence
These figures in this section are derived for performance reporting and differ from the disclosures in the financial
statements. They include debts that have been written off, but exclude overpayments and child support liabilities
raised but not yet due. There are also minor differences related to the timing of the separate data extracts.
Additionally, international debt for performance reporting purposes differs from the disclosures in the financial
statements as it includes collection by overseas governments for custodial parents residing in Australia. Price is no
longer recorded as CSP is now fully integrated into the department.
Analysis/trends
Overall CSP's performance for 2009-10 saw increases in the amount of child support transferred
between parents and collection rate for registered collect cases, and an increase in the
percentage of Private Collect cases. Customer satisfaction improved across the year reflecting
improvements in CSP key services areas.
IMPROVED COLLECTION
In 2009-10 the department improved child support collection through:

child support transfers

compliance and enforcement

income reconciliation.
Child support transfers
Separated parents who register with the CSP can elect to transfer child support privately (Private
Collect), or ask CSP to transfer the payments (CSP Collect).
In 2009-10 CSP worked with separated parents to transfer $2.98 billion to financially support more
than 1.19 million children. This compared to $2.84 billion transferred in 2008-09.
Over the life of the Child Support Scheme since 1988—taking into account both CSP Collect and
Private Collect—$32.2 billion (or 96.5 per cent of all liabilities raised) has been credited. In 200910, 98.2 per cent of all domestic liabilities were credited. This included both CSP Collect and
Private Collect liabilities.
There are now 839 925 total cases, an increase of 10 907, or 1.3 per cent compared to 2008-09.
The number of ended with arrears cases is 62 508 or 7.4 per cent of CSP's total caseload.
Private collection
CSP encourages and supports parents to independently manage their child support
responsibilities through private collection (Private Collect) arrangements. Research shows this
method gives the most flexibility to parents who are able to cooperate on parental decisions.
The number of parents using Private Collect arrangements increased to 53.76 per cent during
2009-10. In 2008-09 it was 53.2 per cent of cases; in 2007-08 it was 52.1 per cent.
CSP collection
Parents can ask the CSP to collect their child support (CSP Collect). A total of 353 005 or 46.2 per
cent of active child support cases have registered for CSP Collect. Figure 7 shows the increases
in total liabilities raised and amount collected by CSP.
Active paying parents without a child support debt
The number and proportion of active paying parents without a child support debt is steadily
increasing compared to the previous financial year. Over 72.7 per cent of all paying parents had
no debt at end June 2010 compared to 71.9 per cent at end June 2009.
Debt collection
At 30 June 2010 outstanding domestic and international child support payments totalled $1169.84
million. Domestic debt totalled $868.93 million and international debt totalled $300.91 million.
This compares with the 30 June 2009 total debt of $1088.74 million, $825.32 million in domestic
debt, and $263.42 million in international debt.
Figure 7—Increases in total liabilities raised and amount collected using CSP Collect
Reasons for the increase include:

greater focus on the accuracy of assessments arising from increased targeting of cases with
non-taxable incomes

an increase in the number of tax returns lodged by CSP customers resulting in increased child
support liabilities for previous child support periods

continuing increase in international cases and level of debt owing where one parent lives
overseas.
The CSP is implementing a collection strategy to address the rise in debt. It includes dedicated
early intervention teams, targeted case selection and ensuring that existing collection-related
business processes are as effective as possible.
CSP is continuing to adopt strategies to address the growth in international debt. CSP's
international obligations involve the receipt of overseas liabilities and debt which are often
significant amounts.
In 2009-10 CSP provided online access to international child support information, issued new
procedural instructions and revised its business processes.
Memorandums of understanding
The CSP and the Australian Taxation Office (ATO) have signed a Memorandum of Understanding
(MoU) in relation to the joint Lodgement Enforcement Program effective from 1 July 2010. The
program's objective is more accurate assessments and debt collection opportunities for child
support customers. CSP and the ATO will collaborate to enforce the lodgment of outstanding
income tax returns.
The MoU will:

define roles, responsibilities and expectations of the customer (the CSP) and the service
provider (the ATO)

define the indicators that measure performance by both parties

ensure there is a mechanism for quick and effective resolution of risks, competing priorities and
conflicts

ensure that cooperation between CSP and the ATO continues.
Data matching
CSP and the Australian Securities Investment Commission (ASIC) reached the final stages of
negotiation concerning the MASCOT Data Access Agreement. The MASCOT system contains an
ASIC stand-alone database which replicates a number of its information registers, as well as some
additional information.
Australian Government agencies will now have direct access to certain ASIC registers rather than
via mainframe databases.
CSP anticipates that access to the MASCOT system will considerably enhance its collection and
enforcement powers.
Compliance and enforcement
In 2009-10 the department continued to expand and improve its compliance programs to build
greater integrity into the CSP and to increase public confidence, with an increased focus on early
intervention and debt collection.
In July 2006 the Budget measure, Child Support Reforms—Improving Compliance began. Its aim
was to collect $339.3 million between July 2006 and June 2010.
From 1 July 2009 the compliance and enforcement activities associated with this measure were
incorporated into the business- as-usual activities of the CSP. At 30 June 2010 the activities
associated with the program were ahead of the collection target with more than 637 000
customers subject to enforcement activities and $356.4 million in outstanding payments collected.
In 2009-10 to minimise debt, CSP established dedicated proactive intervention teams. Their job is
to work with customers who either miss their first payment after registration or who,Table 3—Child
support compliance and enforcement actions 2007-08 to 2009-10
while previously compliant, miss a payment. This early intervention is to help potentially noncompliant customers get on or stay on track with their payments and obligations and thereby
prevent growth in debt.
The interception of income tax refunds for debt collection purposes also resulted in an additional
$103.8 million in outstanding child support liabilities being collected in 2009-10. Results of
compliance and enforcement activity are set out in Table 3.
The results and detailed descriptions of child support compliance and enforcement actions
conducted in 2009-10 are set out in Table 4.
Table 3—Child support compliance and enforcement actions 2007–08 to 2009–10
Child support collected/corrected
($m)
Number of actions
Tax lodgment
enforcement1
200708
200809
200910
2007-08
2008-09
2009-10
125095
126281
75 398
19.7
30.5
16.3
114 100953
942
76.0
114.9
103.8
Tax Refund Intercept
Payment
87 819
Intensive debt collection
26 385
19 787
23 155
28.4
49.4
47.6
5886
4135
2330
12.5
18.7
19.9
Departure prohibition
orders
924
427
183
5.7
5.0
3.4
Litigation
631
559
372
15.3
12.2
9.8
Capacity to pay
assessments2
1. Collected figure only.
2. Before 1 July 2009 capacity to pay assessments were referred to as serious avoiders-income minimisers.
Table 4—Results of child support compliance and enforcement activities, 2009-10
Activity
Description
Results
Enforcement
of tax return
lodgment
The Lodgement Enforcement project
involves the department referring
customers to the ATO for investigation
of non-lodgment of tax returns and/or
attempts to avoid obligations by underdeclaring true incomes. From 1 July
2009 the project was integrated into the
CSP's business as usual activities.
The department referred 75 398
customers to the ATO, resulting in
78 693 tax returns being lodged.
This compares with the referral of
126 281 non-lodgers in 2008-09,
which resulted in 153 044 returns
being lodged.
Interception of
tax refunds
An automatic tax refund intercept
payment (TRIP) intercepts a customer's
tax refund to pay the balance of a child
support debt if other collection avenues
have been unsuccessful.
TRIP activity collected $103.8
million (compared to $114.9 million
in 2008-09).
Intensive debt
collection
The Intensive Debt Collection project
involved intensively managing
customers who have outstanding
payments that have proven difficult to
collect. From 1 July 2009 the project
was integrated into CSP's business-asusual activities.
Intensive debt collection activity
collected $47.6 million (compared to
$49.4 million in 2008-09).
Investigation of The Income Minimiser project
income
investigated complex financial
arrangements possibly designed to
minimisation
avoid paying the right amount of child
support. From 1 July 2009 the project
was integrated into CSP's business as
usual capacity to pay assessment
activities.
Prohibition of
departure from
Australia
The decrease in returns lodged in
2009-10 resulted from an expected
decrease in opportunities available
following the success of the
program over the previous three
years.
Capacity to pay assessments
identified $10.9 million in increased
child support assessments and
collected $19.9 million (compared to
$18.7 million in 2008-09).
The Departure Prohibition Orders project Departure prohibition orders
targeted customers with substantial
collected $3.4 million (compared to
debts who had not made satisfactory
$5 million in 2008-09).
arrangements to clear their debt. These
customers are prevented from leaving
Australia until they make satisfactory
arrangements to pay their debt. From 1
July 2009 the project was integrated into
CSP's business-as-usual activities.
Activity
Description
Results
Litigation
The department targets parents who
repeatedly avoid paying their child
support after the department has
attempted other enforcement options.
Where an asset or income stream is
identified as belonging to the parent, the
department will take the parent to court
to obtain an order for the payment of
outstanding child support debt. From 1
July 2009 the project was integrated into
CSP's business-as-usual activities.
The Litigation project reduced debt
by $9.8 million (compared to $12.2
million in 2008-09).
Optical
surveillance
During 2009-10 the department
integrated the use of optical surveillance
into its enforcement program. Its
judicious use in appropriate cases
enables the department to address
serious and complex cases of avoidance
or income minimisation.
The department considered the use
of optical surveillance in 253 cases
and conducted optical surveillance
of 28 customers.
Early
intervention
In August 2009 the department
implemented an early intervention
approach focusing on customers who
have recently defaulted on their payment
or on their payment arrangement. The
aim of this approach is to assist
customers who have missed a payment
to get back on track. Through this
approach, the department seeks to
minimise the growth of child support
debt associated with these customers
while reinforcing compliant behaviour.
Since August 2009 the early
Specialised
Investigation
Unit
During 2009-10 the department
continued to develop an enhanced fraud
investigation capability by focusing the
work of the Specialised Investigation
Unit on detecting and investigating
intervention approach has:

made contact with over 43 000
paying parents to discuss their
child support debt

negotiated over 29 000 payment
arrangements

set up employer deductions for
future child support payments
for over 6400 customers

made arrangements for over
6700 customers to have
additional amounts deducted
from their employer to address
their debt

secured commitments from
customers to pay $14.70 million
in child support debt

credited over $2.08 million in
payments paid directly by the
paying parent to the receiving
parent.
The department completed 113
investigations of fraud allegations
and referred seven cases to the
Commonwealth Director of Public
Prosecutions.
Activity
Description
Results
allegations of fraud on other criminal
activities associated with the Child
Support Scheme.
Income reconciliation
A small proportion of customers with child support assessments provide an estimate of their
income for the current year, rather than using their actual taxable income from the previous year.
Customers are able to estimate their income for child support purposes when there has been a
significant variation to their financial circumstances.
At the end of the child support period CSP undertakes a reconciliation to ensure that the estimated
income is aligned with the actual income earned. If additional child support is incurred because of
that reconciliation, a suitable payment arrangement is negotiated with the paying parent.
The process of reconciliation is complex, because child support periods go across 15 month
periods, not financial years. Reconciliation of estimated income with actual income therefore
involves manually investigating information from a number of sources such as tax returns and
group certificates.
The slowness of the process has resulted in a backlog of outstanding reconciliations. As part of
the 2009-10 Budget the government provided CSP with additional resources to complete the
outstanding reconciliations over the next two years. In 2009-10 CSP reconciled 190 163
estimates, and remains on track to complete all outstanding estimate reconciliations by 30 June
2011.
CUSTOMER SERVICE EXCELLENCE
During 2009-10 the CSP met the diverse needs of its 1.3 million child support customers through
over 3000 service delivery staff situated in 14 metropolitan and regional offices, and in 27 regional
service centres.
Following the introduction of the new Child Support Scheme on 1 July 2008— which saw an
unprecedented level of contact with all child support customers during 2008-09—the CSP has
seen an improvement in customer satisfaction and complaint levels in 2009-10.
The move to deliver services from national business lines, simplification of child support business
processes, consistent strong performance in timeliness of answering telephone calls and a focus
on the improvement of the quality of administrative decision making have contributed to this
improvement.
Communication channels
The CSP offers customers a range of service options including face-to-face, telephone and online
services. The telephone service is the most popular customer channel and during 2009-10 CSP
received 3.0 million calls and made 3.2 million outbound calls. In 2009-10 CSP met its service
standard answering 82.1 per cent of telephone calls within 30 seconds (up significantly from 73
per cent in 2008-09). The implementation of a national approach for telephone call management
was a key factor in improvements in customer satisfaction levels.
Child support website
The CSP website was the largest inbound channel to the program for customers, averaging 279
712 visits per month in 2009-10, compared to an average of just over 248 91 5 calls per month to
the program's general inquiry phone number. The average visits per month to the website for
2008-09 was 257 230.
CSAonline
CSP provides a convenient online service option—www.csaonline.gov.au—to customers.
Approximately 105 000 customers and 3400 employers conducted close to 200 000 transactions
in 2009-10. On average 1400 customers per month have enrolled for online services in 2009-10.
Customers can access their information at a time convenient to them, view and print most
correspondence, send general, technical and complaint enquiries via secure method and attach
files to their enquiries. CSP can also initiate contact with customers and customers can receive
responses to their enquiries electronically. This efficient mode of customer contact can improve
customers' ability to meet their child support obligations through more regular disbursement of
payments for children.
Employers and financial institutions can also deal with CSP online—500 employers signed up in
2009-10. CSP can now also exchange information electronically with financial institutions and
large employers. The average response times for information requests within 14 days have
increased from 50 per cent to 80 per cent, reducing the burden of compliance on these
organisations.
Customer satisfaction
Customer satisfaction is measured through the CSP's telephone point-of-service customer survey
Customers Having a Say (CHAS).
CHAS is designed to measure customer satisfaction against CSP's customer service principles
which then contribute to an overall satisfaction rating for CSP and an overall satisfaction rating for
service provided by the customer service officer.
During 2009-10 CSP customer satisfaction results tracked consistently above the target of 70 per
cent every month peaking at the end of June at 74.9 per cent. Customer dissatisfaction with the
overall service provided by CSP decreased in the second half of the year and at June 2010 was
18.8 per cent.
The level of customers who were neither satisfied nor dissatisfied ended the year at 6.3 per cent.
Customer service officers performed consistently well throughout the financial year. Customer
satisfaction with the service provided by customer service officers was rated at 84 per cent at June
2010—see Figure 9.
Figure 8—Satisfaction with service provided by CSP overall
Figure 9—Satisfaction with service provided by customer service officers
Complaints
In 2009-10 the number of escalated complaints received was significantly less than 2008-09
levels. The key strategies employed to achieve this reduction were:

earlier involvement of front-line supervisors in the management of complaints

the expansion of access to call recordings for team leaders from February 2010 for managing
complaints when they are first raised with CSP—this led to earlier and more accurate
complaint resolution and resulted in fewer escalations to CSP's complaint service

effective complaints management training provided to staff in April-May 2010.
There has also been an ongoing process of communication with staff via a number of channels, to
increase understanding of the impact of complaints and to reinforce the need for complaints to be
effectively managed and resolved. A particular focus has been on reducing complaints relating to
staff behaviour and this has seen a reduction in these complaints of just fewer than 50 per cent
over the course of 2009-10.
Objections
CSP has a requirement to finalise all objections received within 60 days for domestic customers
and 120 days for international customers. For 2009-10 CSP achieved 93.8 per cent in 60 days for
domestic customers and 99.5 per cent in 120 days for international customers. This was an
improvement on 2008-09 when CSP achieved 82.1 per cent in 60 days for domestic customers
and 97.8 per cent in 120 days for international customers.
Key contributors to this performance were improved national workload management practices
across objections teams along with an increased focus on quality and training for staff.
The total number of objections finalised for 2009-10 was 17 688 compared to 19 287 in 09 and 16
671 in 2007-08. Objections to change of assessment decisions also reduced from 5311 in 2008-09
to 4601 in 2009-10.
Social Security Appeals Tribunal
Since January 2007 CSP customers have been able to seek independent review of child support
decisions in the Social Security Appeals Tribunal (SSAT). Before this, court was the primary
review option available for customers who disagreed with an objection decision. In 10 there were
2592 appeals compared to 2895 in 2008-09.
Table 5—Service delivery indicators 2007-08 to 2009-10
2007-08
2008-09
2009-10
Change of assessment applications finalised
21 344
22 496
23 313
Objections finalised
16 671
19 287
17 688
Complaints
10 347
12 874
9553
2174
2895
2592
SSAT applications
Figure 10—CSP service delivery indicators 2007–08 to 2009–10
Customer service improvements
Simplifying change of assessment for customers
CSP has redesigned the change of assessment administrative process to improve customer
satisfaction through a more efficient and effective service offer.
In 2009-10 CSP began a trial of the redesigned process which features earlier and more frequent
customer contact with significantly shorter timeframes for finalising change of assessment
applications and issuing written decisions. Early results look promising, with approximately 67 per
cent of applications being finalised within 35 days and 88 per cent within 50 days. Subject to a
favourable evaluation of the trial and detailed costings, CSP hopes to introduce the new process
during 2010-11.
CSP is also revising the customer application and response forms based on customer,
stakeholder and staff feedback which has shown that forms need to be shorter and simpler. CSP
has tested the revised forms with customers and expects to introduce them later in 2010.
CSP is also developing quality assurance measures for the change of assessment process
including internal peer review of decisions, sample checking/quality assurance of decisions,
revising and establishing improved standards for written decisions and investing in improved
training and training materials.
Helping new child support customers in new ways
In March 2010 CSP began a trial of a new registration process for newly separated parents and
new staff support tools to guide this process. The process aims to provide customers with a
relevant, individually-tailored upfront service with information, available services and appropriate
referrals which results in a sustainable child support payment arrangement.
The trial used a parent referral guide which provides a consistent approach for all staff in guiding
the customers through what is often their first contact with CSP and a very difficult time. The guide
prompts staff to provide broader service options including internet-based applications and use of
online publications and self-help tools by new customers.
Over half (54 per cent) of customers using the new registration process have taken up the online
support and tools. This form of service delivery allows customers the time and flexibility to inform
themselves, explore their options and complete an application for child support at their
convenience.
More than 78 per cent of customers chose private collection at registration, with 18 per cent
choosing to pay child support via employer deductions. An evaluation of the trial is planned for
early 2010-11.
Child protection
Improved information sharing is a key action under the National Framework for Protecting
Australia's Children 2009-2020, which was endorsed by the Council of Australian Governments in
April 2009. The Information Sharing Protocol between the Commonwealth and Child Protection
Agencies is an initiative of the framework. CSP appendix to the protocol was agreed at the
Community and Disability Services Ministers' Advisory Council meeting held on 2-3 March 2010.
Child protection agencies can request information from CSP if the agency has concerns about the
safety of a child of a separated parent, for example, when trying to locate a parent because of
fears for the safety of children in that parent's care.
The protocol has led to improvements in the way CSP shares information with child protection
agencies. CSP has developed a system where requests can be submitted by agencies through a
secure online messaging system (CSAonline), and are responded to via the same channel. The
new process ensures requests for information are processed and responded to quickly to meet the
requirements of agencies.
The Child Support Agency is the third agency to be included in the protocol, following the lead of
Centrelink and Medicare Australia last year.
Quality assurance framework
In 2009-10 and in response to the Delivering Quality Outcomes Review, CSP began work on a
new quality assurance framework to further enhance the quality of service provided to customers.
The framework will focus on providing support to front-line staff through proactive quality
assurance on decision making and reactive support through the development of a clear issues
escalation and resolution process. Work began in 2009-10 for implementation in 2010-11.
A new function within CSP was established— Quality Analysis—to implement the framework and
to work with CSP business areas and staff to gather and analyse data and feedback to identify
potential systemic issues or opportunities for improvement. These areas will then implement a
prioritised work plan to address identified systemic issues and viable business improvement
opportunities.
Table 6—Child support service connections, 2009-10
Service
Purpose
Achievements
Parent Support
To provide a professional and
Telephone Service confidential telephone
counselling service for
customers who are at risk of
harm to themselves or others
or in emotional distress.
CSP referred 570 customers to the
service (up from 408 in 2008-09). CSP
has worked closely with the provider
(Parentline ACT) to build their capacity in
the areas of family violence and selfharm. Increased staff confidence in the
service has resulted in more child support
customers being referred to the service
and thereby connecting to further services
to meet their broader family support
needs.
Family
Relationship
Advice Line
(FRAL)
To assess and refer parents to
the support they need to help
them to deal with separation.
CSP referred 2745 parents to FRAL in
2009-10. CSP is currently implementing
strategies to increase the referral rate to
FRAL via staff and customer education.
Centrelink
referrals
To deliver government
payments and services to
Australians.
CSP referred 123 173 parents to
Centrelink in 2009-10 (up from 112 331 in
2008-09) to connect them to information
on Family Tax Benefits and in some
cases to seek exemptions from collecting
child support where family violence was
an issue.
Other local
government/ nongovernment and
community
organisation
referrals
To build relationships with key
local stakeholders to provide
information and services to
separated and separating
families.
Connecting Locally plans were developed
and implemented to build relationships
with community stakeholders across the
country.
Financial
counselling
services
To work with financial
counsellors through their peak
body Australian Financial
Counselling and Credit Reform
CSP has worked with AFCCRA to create
single points of contact in each state to
better connect parents with financial
counselling and literacy support. CSP has
Service
Purpose
Achievements
Association (AFCCRA) to
better connect parents with
financial counselling and
literacy services.
created a hotline for financial counsellors
to call when they are working with a child
support customer. Since its inception in
December 2009, 173 calls have been
dealt with through the hotline.
EFFECTIVE STAKEHOLDER ENGAGEMENT
Stakeholder engagement
CSP takes a collaborative approach to working with key stakeholders in supporting separated
families. CSP engages with stakeholders such as advocacy groups, legal organisations,
employers, academics, government, community and private industry through a number of forums
to ensure that issues are identified early and stakeholder input is considered for product and
service design.
Key stakeholder engagement initiatives during 2009-10 included a number of consultation forums
for the co-design of new child support services and products. Stakeholders provided input into
projects such as the change of assessment and new customers, process reviews and the
development of a support tool for young children.
The national and state stakeholder engagement groups continued to meet quarterly with
representatives from advocacy groups, the legal sector, community services, academia and other
government agencies. They discussed child support related matters such as compliance,
administrative decision making, social inclusion and debt reduction strategies.
Members were provided with information about changes to CSP and child support policy to
cascade to their constituents. Key recommendations from meetings were submitted to the Minister
for Human Services and the Minister for Families, Housing, Community Services and Indigenous
Affairs for consideration.
These stakeholder groups also provided input into the Delivering Quality Outcomes Review.
Stakeholder engagement training was delivered to staff across the country to help them prepare
and implement effective stakeholder engagement activities that benefit all parties involved.
External stakeholders were invited to present to training sessions to provide their perspective on
what CSP could do to better engage with their organisations.
CSP also kept key stakeholders updated with child support related matters through monthly email
bulletins and mailouts.
CSP monitors levels of stakeholder satisfaction through an annual survey. The 2009-10 survey
indicated that 68.5 per cent of respondents believed that CSP was doing a 'good to very good' job
at engaging stakeholders (down from 81 per cent in 2008-09), and 78.2 per cent believed that their
engagement with CSP assisted their organisation to support separated and separating families
(slightly down from 81 per cent in 2008-09).
Key areas for improvement highlighted in the survey results concerned acting on feedback and
addressing issues raised by stakeholders (remaining fairly steady at 49.1 per cent) and providing
information that is easy to understand (down from 73 per cent in 2008-09 to 52.7 per cent in 200910).
CSP stakeholder engagement efforts will continue to be reviewed and improved to ensure that
engagement activities are beneficial to key stakeholders and child support customers. CSP will
also be proactively taking a co-design approach when designing new services and products so
that stakeholders' expertise can contribute to better service delivery to separated families.
Community partnerships
CSP maintains a number of partnerships with community and private organisations to tackle
shared priorities and take collective action that will have a positive effect on mutual customers.
In 2009-10 CSP worked closely with existing partner's, beyondblue: the national depression
initiative and BoysTown (Kids Helpline) and established a new partnership with the Brotherhood of
St Laurence. These partnerships assist CSP to let customers know about support services and
products that improve service delivery—to provide better outcomes for separating and separated
families and contribute to increased compliance.
Key partnership outcomes in 2009-10 include:

joint media opportunities promoting key support services and products

expert input by partners to new CSP products, for example It's not about the money—It's about
the kids: developed by CSP with valued input from BoysTown

CSP input into product development by partners, for example Women and Separation: a
national depression initiative by beyondblue

information for customers about support services and products via CSP newsletters or direct
mail, for example promotion of the Saver Plus financial literacy program administered by the
Brotherhood of St Laurence.
Communicating with customers and community
The department's child support public education and communication activities help ensure that
customers understand their child support responsibilities and the services and support available to
assist them. The department also strives to ensure that customers are aware of enforcement
programs and the consequences of non-compliance to encourage them to meet their
responsibilities in full and on time and to boost confidence in the scheme.
Communication and education
To support service delivery reforms, the communication functions across the Human Services
portfolio were integrated on 1 March 2010.
A high priority is placed on effective communication with customers, potential customers,
providers, and the Australian community. Effective communication provides Australians with the
information they need to make informed choices about Human Services payments and services,
and to understand their rights and obligations when they receive these.
In 2009-10, CSP continued to provide customers and the community with information about its
payments and services through a range of accessible channels, including media, print, advertising
and, increasingly, online.
See page 32 for further information about CSP communication and education activities.
Excellence in service delivery capability
Delivering Quality Outcomes Review
In September 2009 the Secretary of the Department of Human Services commissioned an
independent review of CSP. The purpose was to look at the effectiveness and efficiency of
decision making and quality assurance processes, and to obtain assurance that they were
appropriate and represented better practice in the Australian Government context.
Conducted by David Richmond, AO between 7 September and 30 November 2009 the review:

reviewed over 5000 documents and reports pertaining to the structure, operations and
performance of CSP

sent surveys to over 50 stakeholder groups, of which 26 were subsequently interviewed

met with over 430 CSP front-line staff

received 133 written submissions from customers, non-government organisations, stakeholder
groups and staff.
The report made 40 priority recommendations and 75 supporting recommendations about:

organisational strategy, structure and governance

customer service improvements

collection and debt management strategies

technology and business support tools

international services

stakeholder and government relations

policy feedback and research.
All 115 recommendations were accepted by CSP and the department, and a work program was
established to implement them.
As a result of the review's recommendations, since January 2010 CSP has:

implemented a new organisational structure and governance arrangements

implemented a new service delivery model, including national business lines delivering more
consistent, streamlined services to customers

designed and implemented a new customer summary screen within CSP's mainframe
customer database to make it easier for staff to help customers

activated a customer research mailbox to capture customer feedback on child support policy.
CSP has also begun to implement improvements for front-line customer service staff. These
include:

the introduction of team-based customer service rostering

the introduction of a new streamlined inquiry window in the customer database

the alignment of the customer database and workflows with the new organisational structure

the resolution of a backlog of customer record errors.
In addition CSP has commenced work on key infrastructure elements including:

the redevelopment of its staff training and development strategy

a review of its compliance strategy to incorporate a back to basics approach

the development of a clearly articulated quality framework

a review and realignment of the organisation's business, channel and ICT strategies with core
business requirements and the service delivery reform agenda.
Detailed implementation plans have been finalised to implement all remaining recommendations,
with the majority expected to be implemented by June 2011.
Specific deliverables have been aligned with the broader service delivery reform agenda, and will
result in significant improvements to the quality and consistency of CSP services to customers.
Chapter 4: Achievements—CRS Australia
Delivery of vocational rehabilitation services to eligible people who have a disability, injury or
health condition.
Case Study—CRS Australia and Woolworths team up
Debbie Huxley, Store Manager, Woolworths, Katherine, Northern Territory
‘I’m very lucky because I’ve got five great new staff. You see their faces and it’s obvious how
happy they are.’
Debbie Huxley, Woolworths' Katherine store manager, can’t say enough about the training
program that gave her five highly motivated staff, with the potential for more.
Woolworths Katherine is located 350 kilometres inland from Darwin and currently employs 165
people.
The store is always looking for committed employees, and asked CRS Australia to help them find
the right staff. CRS Australia had a number of Indigenous job seekers looking to work in the retail
industry, but they needed some training to reach their goal.
Together, Woolworths Katherine, CRS Australia and local training company Starfish Services,
developed and implemented a tailored retail training program adapted to Indigenous job seekers,
some with disabilities.
The program included job seekers undertaking culturally appropriate pre-employment training, a
Woolworths’ Certificate II in Retail Operations, followed by two weeks of on-the-job training.
The program was a great success.
Woolworths Katherine employed five of the graduates (three Indigenous and two non-Indigenous
people) who have a range of medical conditions.
‘They’re excited to be here so we’ve already won that battle,’ said Debbie.
Woolworths Training Specialist, James Childs, says: ‘It’s been a very beneficial program. We have
five new employees who are bringing a sense of pride to the business. I know that Debbie and the
management team are looking forward to the next program’.
Through CRS Australia, the department delivers under Outcome 1 (2009-10 Human Services
Portfolio Budget Statements) by delivering expert assessment, injury management and
employment services to assist people who have a disability or injury to get and keep a job. All
services and funding provided by CRS Australia are demand driven. The following sections detail
CRS Australia's performance in delivering under Outcome 1 in 2009-10.
PERFORMANCE HIGHLIGHTS—CRS AUSTRALIA

Assisted over 57 000 job seekers in 2009-10, slightly less than 2008-09.

More than 11 800 Department of Education, Employment and Workplace Relations (DEEWR)
funded job seekers were assisted into work, up from 10 500 in 2008-09.

CRS Australia maintained over 35 per cent of its service delivery offices in rural and remote
Australia.

17 offices were relocated to improve access and services for job seekers and provide
operational efficiencies.

Revenues from injury prevention and return to work programs continued to grow.

CRS Australia was accredited as an approved provider of workplace rehabilitation services
under the Heads of Workers Compensation nationally consistent framework for workplace
rehabilitation providers.

CRS Australia implemented a successful SAP version upgrade to ECC6.

The employee opinion survey conducted in 2010 indicated that employee engagement has
improved significantly from 2008 with key improvements achieved in almost all areas.
MAIN RESULTS
Table 7—Performance highlights—CRS Australia
Key performance indicators
Targets
Performance
Certification against Disability Service Standards
CRS Australia
remains certified
Fully certified
At or above the market average for job seekers that
remain in employment for 13 weeks
70%
70%
Analysis/trends
In the Australian Government's disability employment program, all funded service providers must
be certified as compliant with the Commonwealth Disability Services Standards (DSS).
CRS Australia successfully completed its annual DSS surveillance audit in November 2009. No
non-conformities were found. For a list of the 12 standards covered in this audit see Other audits,
page 78.
CRS Australia achieved a conversion rate from job placement to 13-week employment outcome of
70 per cent, slightly above market average. This demonstrates its commitment to quality
vocational rehabilitation, appropriate job placement and effective post-placement support for job
seekers and their employers.
SERVICES PROVIDED TO OTHER AGENCIES AND
ORGANISATIONS
CRS Australia provided an important range of expert services to all Australian, state, territory and
local government jurisdictions and other private organisations. Major services included:

Vocational Rehabilitation Service (VRS) and Disability Employment Service (DES) for DEEWR

Job Capacity Assessments (JCA) and Job Capacity Account Services (JCAc) for DEEWR

wage assessments at Australian Disability Enterprises for the Department of Families,
Housing, Community Services and Indigenous Affairs (FaHCSIA)

rehabilitation services for serving members of the Australian Defence Force

rehabilitation services for personnel and veterans covered by Department of veterans' Affairs
schemes

workplace rehabilitation services for employees under state, territory and Commonwealth
workers compensation jurisdictions

injury prevention and occupational health and safety interventions and training for a range of
public and private sector organisations.
PROGRAM KEY RESULT AREAS
CRS Australia's Strategic Plan Forward to 2012 was released to staff and key stakeholders in
December 2009. The plan identifies the opportunities, challenges, risks and key result areas for
CRS Australia. It is supported by annual business plans across national, state and territory
functions and ensures CRS Australia delivers on its four key result areas, as outlined below in this
chapter.
The Strategic Plan Forward to 2012 can be accessed through the publications section of the CRS
Australia website at www.crsaustralia.gov.au.
Maximise workforce participation
In 2009-10 DEEWR was the principal purchaser of CRS Australia's services. CRS Australia
received approximately 80 per cent of its revenue through a memorandum of understanding (MoU)
with DEEWR, for the provision of vRS and DES. On 1 March 2010 CRS Australia transitioned to
the new DEEWR DES program. Achievements under these programs are reported in the DEEWR
annual report.
Through government-funded vRS and DES programs, CRS Australia assisted over 57 000 job
seekers in 2009-10, including more than 26 000 new job seekers and almost 31 000 who were on
programs at the start of the financial year. This compares to nearly 59 000 in 2008-09. Job seeker
numbers can vary depending on referral volume and market demand, thus the difference in the
numbers assisted from year to year.
Figure 11—CRS Australia commencements by disability type, 2009–10
To maximise employment outcomes, programs were intensive and individualised, focusing on the
abilities and vocational goals of job seekers, while considering the local labour market. CRS
Australia programs improve social inclusion by increasing a person's independence and capability
to participate in work and their community.
All job seekers assisted in 2009-10 had a disability, injury or health condition. An estimated 29 per
cent of job seekers had a mental health condition as the primary barrier to entering the workforce.
In 2009-10 more than 11 800 job seekers were successfully placed in employment, an increase of
1300 additional job seekers placed in work compared to 2008-09.
CRS Australia intensified its focus on learning and development to build staff skills and increase its
ability to work with job seekers to achieve sustainable job outcomes. It also continued to enhance
employer relationships and partnerships. National arrangements were established for training
and/or employment placement with employers and training providers, including RossJuliaRoss,
Telstra and the Australian Retailers Association. These relationships helped strengthen the link
between job match and local labour market needs.
During 2009-10 CRS Australia provided JCA and JCAc services for DEEWR. The JCA is an
assessment of the job seeker's work capacity and direct referral to the most appropriate
intervention that will assist them towards work. CRS Australia's internal quality assurance system
ensured the quality of the assessments provided met DEEWR requirements and identified areas
for continuous improvement. In 2009-10 over 42 200 JCA assessments were completed,
compared with over 40 300 in 2008-09.
The JCAc provides funding for short-term interventions to help eligible job seekers become ready
to look for work. CRS Australia offered individual or group services in a cross section of approved
categories for JCAc services, including:

pain management

work conditioning

other physical support programs

social case work and support

counselling programs

other social support programs

cognitive behaviour therapy

behaviour management and modification

other psychosocial support programs.
Over 2000 JCAc interventions were completed in 2009-10. CRS Australia actively promoted its
JCAc services, refining and developing them to suit local requirements.
CRS Australia also maximised workforce participation outcomes for employers, job seekers and
the community by providing services to other Australian Government and state and territory
agencies, occupational health and safety authorities, insurance companies and private
businesses.
Build leadership, capability and safe workplaces
An employee opinion survey conducted in 2010 by CRS Australia achieved a 69 per cent
response rate. Despite tough external factors, survey results made excellent progress since 2008
with almost all categories improving by a moderate to significant degree. Employee engagement
has improved significantly from 2008 with key improvements achieved in almost all areas including
organisational change, leadership, communication, goals and objectives, job satisfaction and
employee development. Managers worked with local teams to discuss results and strategies for
actioning and improving identified areas.
During 2009-10 CRS Australia continued to strengthen leadership capability, and succession and
workforce planning. Leadership and succession capability was strengthened with the formalisation
of regional leadership teams. The change in structure has given regional managers more flexibility
to engage and build local relationships within their communities, maximising outcomes for job
seekers.
Significant investment in learning and development ensured CRS Australia built organisational
capability and assisted CRS Australia to successfully transition to the new DES program, meet
purchaser needs, and continue to implement the necessary changes to business practices.
Two vocational rehabilitation professionals were sponsored to participate in a one-year
correspondence post graduate course through Boston University, in Massachusetts, United States
to enhance their skills and knowledge in psychiatric vocational rehabilitation. After completing the
course the participants will engage in knowledge sharing across the organisation through formal
mentoring, training and developing best practice guidelines.
CRS Australia adjusted its service delivery footprint in 2009-10 in response to changing demand in
communities, furthering its aim of enabling people to access vocational rehabilitation and other
services close to where they live.
A total of 17 offices were relocated within the communities they serve to improve access and
service quality for job seekers and the working environment for staff, including the consolidation of
some offices into new larger sites in Brisbane's western and eastern suburbs.
CRS Australia received positive local newspaper media coverage of most office openings,
promoting the new improved facilities for job seekers and the opportunities for employers to
access a pool of job ready applicants.
To ensure management best practice in providing safe workplaces, CRS Australia used early
intervention injury prevention measures such as referrals for short-term counselling, physiotherapy
and independent medical assessments to help staff remain at or return to work. CRS Australia
practices were found to be consistent with Comcare's guide for employers, Prevention and
management of customer aggression.
As part of CRS Australia's risk management and corporate governance arrangements, an in-depth
review of compliance with legislative frameworks was begun. The review is scheduled to be
completed in 2010-11.
CRS Australia promotes and celebrates team and individual excellence. Eighteen staff and five
teams received national awards, including the Minister for Human Services Awards for Exemplary
Service to Customers and Stakeholders, the Australia Day Medallion for Achievement and the
CRS Australia General Manager Awards. These awards recognise outstanding performance that
is clearly above and beyond what is normally expected of a team or individual.
For more information on CRS Australia's performance against building leadership, capability and
safe workplaces see page 90 and Appendix A—Occupational Health and Safety, pages 178-180.
Deliver effective, competitive and innovative services
Significant activity was undertaken in 2009-10 to continue to improve and refine the effectiveness
in achieving employment outcomes for job seekers. Of particular note were activities surrounding
employer engagement, improving business processes, quality assurance, and evaluation and
feedback.
During 2009-10 CRS Australia began a project to further streamline business processes and
improve efficiencies for direct service delivery. This resulted in the removal, or streamlining, of
some work practices and greater consistency in processes used in offices across the country.
National support teams focused on identifying the characteristics of high performing teams and
developing methods for sharing this experience across the organisation. Targeted support was
provided to teams to refine business and service delivery processes to improve outcomes for job
seekers.
The CRS Australia intranet continued to have the principles of simplicity and usability applied
when updating and developing new information, and successfully reducing forms in both size and
quantity.
Quality
CRS Australia's quality framework QUEST for quality continues to evolve to ensure compliance
with the Disability Services Standards and key DEEWR requirements through team selfassessment and external audit. Team self-assessment tools have been updated to ensure they
reflect the new DEEWR contract requirements.
The QUEST for JCA quality program was rolled out in July 2009. It is an internal quality assurance
process that ensures JCA assessments meet DEEWR requirements. It identifies areas in need of
improvement or staff development. QUEST for JCA mirrors the DEEWR external quality audit
system.
CRS Australia also began implementing a quality framework for workplace rehabilitation services
provided to the workers compensation market. This framework ensures CRS Australia is well
placed to comply with the new Heads of Workers Compensation Authority's Approval Framework
for Workplace Rehabilitation Providers which came into effect on 1 July 2010.
Customer satisfaction
CRS Australia routinely requests informal and formal feedback from job seekers and employers for
all its services. In 2009-10, 89 per cent of job seekers were satisfied that their program met their
needs.
Compliment and complaint feedback is used to evaluate and improve services and inform
business planning. All staff are responsible for integrating job seeker and stakeholder feedback
into improving service delivery practice or business processes.
Findings from external research and surveys into satisfaction levels of key stakeholders conducted
in 2008-09 were used to inform business planning and design to ensure that CRS Australia
continued to improve the services it offers.
A post-implementation review of key internal communications vehicles (Manager News, GM ebulletin, SD e-bulletin, executive video messages) was undertaken and results indicate that the
vehicles generally are delivering relevant and meaningful messages. These results were reflected
in positive feedback from staff about leadership and communication via the employee opinion
survey.
Competitive services
CRS Australia continued to perform well relative to the market and overall job placement rates for
job seekers continued to improve as a result of innovative improvement strategies designed to
increase effectiveness.
Focus placed on appropriate rehabilitation processes, correct job matching, ongoing post
placement support and employer engagement has enabled CRS Australia to perform slightly
ahead of the market average in achieving 13-week to 26-week employment outcome conversion
rates.
In addition to DEEWR revenue, CRS Australia continued to build revenues from occupational
rehabilitation, specialist assessments, injury prevention and related services that are
complementary to its core capabilities. These other revenue categories gradually increased as a
percentage of total revenue, from 19.4 per cent in 2007-08 to 19.7 per cent in 2008-09 and 21.4
per cent in 2009-10.
CRS Australia has attracted new business from Australian Government agencies, including
FaHCSIA, Centrelink, Medicare Australia, the Department of Defence, the Department of the
Environment, Water, Heritage and the Arts and The Treasury. CRS Australia has further increased
WorkCover revenues, particularly in NSW and SA.
CRS Australia's key account management function actively reviews performance against key
indicators, seeks feedback from purchasers and takes action to improve service delivery
standards. The requirements of each contract were clearly articulated to staff and appropriate
training was provided.
In 2009-10 CRS Australia was re-accredited for three years in its home jurisdiction of Comcare, as
an approved provider of rehabilitation services under the Heads of Workers Compensation
nationally consistent framework for workplace rehabilitation providers.
A comprehensive communications and marketing strategy, to inform job capacity assessor
referrals and direct registration sources on CRS Australia's services and promote job capacity
account and specialist assessment services, was developed.
Innovation
In May 2010 CRS Australia joined other Human Services portfolio agencies and local community
stakeholders in the initial roll out of the Local Connections to Work initiatives in Frankston
(Victoria), Campsie (New South Wales), Ipswich (Queensland) and Elizabeth (South Australia).
Under this initiative CRS Australia will work with a range of government and community
organisations to provide improved links between services for disadvantaged job seekers.
A centralised National Referral Management Team (NRMT) for job capacity account services was
established and rolled out to WA, victoria, Tasmania, NSW and the ACT. The team provides a
single contact point for the management of all referrals for job capacity account and specialist
assessment services and audits all relevant reports for stakeholder quality control. This service will
be extended to Qld and NT later in 2010.
CRS Australia has established a centralised wage verification service to enable service delivery
staff to verify the wages and conditions of all job placements. This service has enabled a high
compliance with Disability Services Standard 9 and has achieved significant time savings for
service delivery staff.
Step Two Designs, an independent company specialising in intranets and content management,
announced CRS Australia as the Overall Platinum Award winner at the 2009 Intranet Innovation
Awards held in Sydney in November 2009. CRS Australia won the award for its intranet workflow
inbox, CRSNet white pages and the manager dashboard.
CRS Australia continued to explore new technologies and systems to better enable services.
Major ICT projects for 2009-10 included:

SAP version upgrade from ECC5 to ECC6

an employer database to improve relationship management and job seeker employment
outcomes

SAP workflow changes for new financial delegations

staff skills and competency database

an organisation-wide telephony message-on- hold system to provide consistent national
messages that educate and inform callers about CRS Australia's services and activities

a major review of telephony inventory and call usage

refresh and replacement of Konica multi-function devices where required

an activity snapshot application to record staff activity for business analysis purposes

automated online flex sheet reconciliation with SAP HR leave data

a new online application to record and enable easy compilation and review of performance
achievement system ratings

development of an online recruitment management system which should be fully implemented
by 2010-11.
Influence the disability employment and social inclusion agenda
CRS Australia continued to strengthen and develop strategic networks to better influence broader
policy to improve outcomes for people with a disability. CRS Australia participated in and made
presentations at the following forums:

National Employment Services Association Ltd (NESA) National Managers Conference in
August 2009

National Comcare Conference in September 2009

Indo Australasian Psychiatry Association Conference in December 2009

Working Communities International Congress in March 2010

Australian Rehabilitation Providers Association National Conference in May 2010

NESA Practitioners Conference in June 2010.
During 2009-10 CRS Australia promoted outstanding and effective practice through its nomination
of eight employers for the 2009 Diversity@Work Awards. Employer Scan Conversion Services
won in the category of Employment and Inclusion of People with Disability for their efforts in
training and employing people with a disability. This prestigious national awards program seeks to
build social and workplace inclusion.
In addition CRS Australia Employer Award functions were held to recognise the efforts of local
employers in training and employing people with a disability, injury or health condition. Employers
were also recognised for their commitment to workplace health and safety. Thirty-six awards were
presented at ceremonies throughout the year and local newspaper coverage highlighted the
efforts of many of the awarded employers.
CRS Australia recognises and participates in collaborative research and programs across health,
employment and training sectors. This research expands on its professional body of knowledge
and the capabilities of its teams as well as improving the services and benefits to its stakeholders.
Collaboration with the Brotherhood of St Laurence and the University of Melbourne on the
Employment, Retention and Advancement project continued. A review of qualitative data provided
by the researchers is underway to identify opportunities for further research and analysis in areas
such as understanding the needs of mature age workers and youth, as well as the value of postplacement support to job seekers once they start employment.
CRS Australia staff contributed to a scientific paper based on a one year mental health
collaborative, The Transition Mental Health and Family Collaborative. The paper won the Weary
Dunlop Award 2009 presented at the Military Medicine Association Annual Scientific Conference.
As part of the collaborative, staff gained skills that enhanced service provision for members of the
Australian Defence Force.
PURCHASER-PROVIDER ARRANGEMENTS
In 2009-10 CRS Australia had significant and effective purchaser-provider arrangements in place
with the following Australian Government department and agencies:

Department of Education, Employment and Workplace Relations

Department of Families, Housing, Community Services and Indigenous Affairs

Department of Defence

Department of Veterans' Affairs

Department of Immigration and Citizenship

Centrelink.
Each purchaser requires CRS Australia to measure and report on performance to satisfy certain
indicators. Performance against each contract was actively managed to ensure delivery of
purchased services and CRS Australia has been proactive in responding to purchaser
requirements, as evidenced by the renewal of key contracts with a range of purchasers.
Chapter 5: Management and accountability
DEPARTMENT OF HUMAN SERVICES—GOVERNANCE
Throughout 2009-10 the department worked to achieve continuous improvement in the areas of
planning and governance. This reflects the changes to the department and the broader portfolio
after the service delivery reform announcement by the Minister for Human Services in December
2009. It also reflects the objective to integrate better practice approaches to support the delivery of
quality outcomes, manage risks, and use resources responsibly and with accountability.
In November 2009 a new governance committee framework was introduced, resulting from a
review of the flexibility and transparency of decision making in the department. The resulting
governance committee framework consists of a Management Board supported by five corporate
and two operational committees.
In February-March 2010 new portfolio governance arrangements were also established to steer
the development and implementation of service delivery reform, including the integration of
enabling services across the portfolio. The aim of the new structure was to streamline portfolio
governance while meeting the legislative obligations of agency heads and their agencies.
Figure 12 shows the Human Services portfolio governance committee structure at 30 June 2010.
Figure 12—Human Services portfolio governance committee structure at 30 June 2010
Human Services portfolio governance committees
In October 2009 the Secretary and Chief Executive Officers' Committee was introduced, replacing
the agency heads' meeting. In line with the service delivery reform agenda, five other portfolio
committees were formed in March 2010 and met regularly. The portfolio committees are:

ICT Infrastructure Integration Program Steering Committee

ICT Governance Committee

Portfolio Finance Committee

Portfolio Customer Committee

Portfolio People and Leadership Committee.
To guide work on service delivery reform across the portfolio, the Service Delivery Reform (SDR)
Board was formed. The board is made up of the Secretary, the CEOs of Centrelink and Medicare
Australia, and all of the Deputy Secretaries and Deputy CEOs from the Department of Human
Services, Medicare Australia and Centrelink.
The work of the SDR Board and each of the five portfolio committees sitting under the Secretary
and CEOs' Committee is outlined below.
The portfolio governance committees provide assurance to the Secretary of the Department of
Human Services and the CEOs of Centrelink and Medicare Australia in the following areas:
ICT Infrastructure Integration Program Steering Committee—oversees the progress of the
DHS ICT infrastructure integration so that it meets its stated outcomes and returns value to
government.
ICT Governance Committee—provides assurance that government expectations relating to
service delivery reform are delivered through the building of an integrated, innovative and
responsive ICT capability. The ICT Investment Sub-committee sits under the ICT Governance
Committee and is responsible for the review and assessment of ICT investment proposals.
Portfolio Finance Committee—provides assurance that the management of financial resources
is aligned with and supports the portfolio's strategic directions and government priorities. The
Portfolio Investment Subcommittee sits under the Portfolio Finance Committee and provides
advice to and supports the SDR Board in relation to funding and financial management of SDR
activities.
Portfolio Customer Committee—provides assurance that all aspects of customer service in the
portfolio support the implementation and progression of the portfolio's strategic directions.
Portfolio People and Leadership Committee—provides assurance on all crossportfolio people
matters including service delivery reform and integration within the Human Services portfolio and
shared services. It also provides advice to the portfolio agencies on agency-specific people
matters.
SDR Board—responsible for driving and setting the direction for service delivery reform. The
board also ensures that key goals and agreed outcomes are achieved and are in line with
government objectives. various committees sit under the board and assist with SDR planning,
performance management, communication and coordination.
Department of Human Services governance committees
To meet legislative obligations and provide specific assurance to the Secretary concerning the
delivery of quality outcomes, a further seven committees operate within the department:

Audit Committee

Risk, Security and Business Continuity Committee

Finance Committee

Child Support Program Business Operations Committee

CRS Australia Executive Committee

Department of Human Services National Consultative Committee

National Health and Safety Committee.
Audit Committee—established in line with the Financial Management and Accountability Act
1997, the Audit Committee provides assurance to the Secretary on the appropriateness of the
department's accountability and control framework, particularly those aspects concerning the
proper use of Commonwealth resources and the management of risks. Chaired by the Deputy
Secretary, Delivery Policy and Compliance and directly accountable to the Secretary, the Audit
Committee usually meets quarterly. The committee has established a Financial Statements Subcommittee.
Figure 13—Department of Human Services governance committee structure at 30 June 2010
Risk, Security and Business Continuity Committee—provides assurance to the Secretary that
the department has robust risk management, security and a business continuity framework aligned
with the department's strategic directions and government priorities. The committee is responsible
for making decisions and/or recommendations to the Management Board on matters of risk,
security and business continuity for the department. The committee meets monthly and is chaired
by the Chief Financial Officer.
Finance Committee—provides assurance to the Secretary that the management of the financial
resources is aligned with the department's strategic direction and government priorities. The
committee is responsible for making decisions and/or recommendations to the Management Board
on financial management issues and policy for the department. The Finance Committee meets
monthly. It is chaired by the Deputy Secretary, Service Delivery Reform Implementation.
Child Support Program Business Operations Committee—provides assurance to the
Secretary that the Child Support Program's performance is aligned with the department's strategic
direction and government priorities. It provides advice on child support matters, has the ability to
make applicable decisions and links to other portfolio and departmental committees as
appropriate, including escalating matters to the Management Board. The committee meets
monthly and is chaired by the Deputy Secretary, Child Support.
CRS Australia Executive Committee—chaired by the General Manager, CRS Australia, and
attended by the two deputy general managers, it holds fortnightly meetings. It develops,
implements and manages CRS Australia's strategic direction, monitors and reviews corporate and
operational performance to direct resources and processes appropriately, ensures appropriate
financial management, accountability and legislative compliance and identifies and manages risks.
Department of Human Services National Consultative Committee—provides genuine
consultation between Department of Human Services and Child Support management and staff
representatives. This forum was established in accordance with clause 291-293 of the Department
of Human Services—Child Support Agency Collective Agreement 2008-2011. The committee is
not a decision-making body, but rather a mechanism to enable employees to influence decisions.
The committee meets at least three times per year and is chaired by CRS Australia General
Manager, People Services or a delegate.
National Health and Safety Committee—advises the Secretary on occupational health and
safety issues. The committee is established under section 34 of the Occupational Health and
Safety Act 1991. The committee is chaired by the People Support Branch Manager and meets
every three months.
The department's governance framework also includes a Senior Leadership Group (SLG) and an
All Senior Executive Service Forum (All SES Forum). These meetings commenced in 2009. The
SLG is a forum for SES Band 2s to be informed of current departmental issues and priorities and
meets bi-monthly. Every quarter the SLG expands to become the All SES Forum. Meetings of the
SLG follow on from Management Board meetings.
CRS AUSTRALIA— GOVERNANCE
The General Manager of CRS Australia reports to the Secretary, attends weekly department
Management Board meetings, and provides a monthly detailed report to the Management Board
on CRS Australia's key performance indicators and operational performance.
Because of its competitive business focus, CRS Australia has additional internal governance
arrangements (see page 70) to ensure it meets business commitments, complies with legislative
requirements and actively manages risks throughout its Australia-wide network. Processes
recognise the degree of devolution of decision making necessary to get job seekers into work and
to react promptly to local conditions and community needs.
CRS Australia has three committees to assist the CRS Australia executive in these arrangements,
including the Strategic Business Group, Risk Management Committee and National Occupational
Health and Safety Committee.
Strategic Business Group—chaired by the General Manager and attended by the two deputy
general managers, national managers and division managers, meets approximately every six
weeks. The group considers and provides advice and recommendations to the executive on
strategic and operational matters, makes decisions on national issues when requested by the
executive, and monitors performance and provides input to national projects, communities of
practice (Networks of Excellence) and other team initiatives.
Risk Management Committee—chaired by the Deputy General Manager Corporate and attended
by a divisional manager, the Manager Fraud and Compliance, an independent external member
and observers including the National Manager Finance and the department's Chief Internal
Auditor, meets at least quarterly each calendar year. The membership of this committee is
reviewed annually. The committee sets the direction of, monitors and reviews the risk
management, fraud, audit and protective security control environments, reviews the risk registers
quarterly, provides input to the department-wide audit plan, oversees business continuity
management plans and activities, develops and monitors risk management, fraud, audit and
protective security policies and programs of work and provides advice and guidance on risk
management issues as required. In 2009-10 CRS Australia reported on relevant matters of risk,
fraud and audit to the Department of Human Services' Audit Committee.
National Health and Safety Committee—chaired by a divisional manager and attended by the
National OH&S Adviser, a management representative, the National Injury Prevention Coordinator
and an elected health and safety representative for each division, meets every six to eight weeks
by teleconference with an annual face-to-face meeting. The committee monitors and provides
input to OH&S strategies to address issues affecting CRS Australia employees, facilitates a
consultative and participatory approach to health and safety at work, reviews safety and health
reports and progress on prevention initiatives, provides input into safety and health policy
development, and considers OH&S-related matters raised by employees.
External governance
Interdepartmental committees
Several external governance forums create the opportunity to reinforce the interdependence
between policy formulation, design and implementation and to more effectively deliver outcomes
for the government.
The Strategic Partnerships Interdepartmental Committee (IDC) provides strategic oversight of the
Centrelink service delivery system. This includes strategic management of system performance as
well as capability development that is in line with the government's service delivery reform agenda.
It also focuses on ensuring current service delivery approaches are effectively implemented and
not compromised by the implementation of service deliver reform initiatives. The IDC consists of
the Secretaries of the Department of Human Services (Chair); the Department of Education,
Employment and Workplace Relations; the Department of Families, Housing, Community Services
and Indigenous Affairs; and the Chief Executive Officer of Centrelink.
A Health and Human Services Chief Executive Officers' Forum established by the Secretaries of
the Department of Human Services and the Department of Health and Ageing facilitates the
successful implementation of service delivery reform and health reform agendas.
Service delivery reform
A Service Delivery Reform (SDR) Interdepartmental Committee (IDC) chaired by the Department
of Human Services first met in January 2010. Its role is to ensure alignment between SDR and the
outcomes of the government's broader reform agenda. Membership of the committee is drawn
from central agencies, key policy departments, service delivery organisations and the Office of the
Privacy Commissioner.
The Department of Human Services is also represented on the Secretaries' Committee on Service
Delivery which is chaired by the Secretary of the Department of Finance and Deregulation.
DEPARTMENT OF HUMAN SERVICES—ACCOUNTABILITY
External scrutiny
External audits
In 2009-10 the Australian National Audit Office (ANAO) issued several audit reports that involved
the department—see Appendix F— Australian National Audit Office activity on page 204.
The department responds to all ANAO recommendations and the Audit Committee monitors
progress. ANAO representatives are invited to attend all audit committee meetings as observers.
In many cases ANAO recommendations directly involve the responsibilities of policy departments.
The department works with policy departments to help them effectively respond to the
recommendations.
The Joint Committee of Public Accounts and Audit Committee is required by the Public Accounts
and Audit Committee Act 1951 to examine all Auditor-General reports tabled in the Australian
Parliament. The joint committee's review procedures are built around a series of public hearings,
at which evidence is provided by agencies that have been the subject of recent significant audit
findings. The Department of Human Services did not attend any hearings in 2009-10.
Commonwealth Ombudsman reports
As with external audit reports, the department monitored and responded to Commonwealth
Ombudsman reports in relation to agencies within the Department of Human Services. The
following reports were made in 2009-10:

Australian Federal Police and the Child Support Agency, Department of Human Services:
Caught between two agencies: the case of Mrs X—Report no. 14/2009

Putting things right: compensating for defective administration—Administration of decisionmaking under the scheme for compensation for detriment caused by defective administration—
Report no. 1 1/2009
Social Security Appeals Tribunal
CSP reviews customers' objections to child support assessments and to decisions about the
collection of child support. The decisions it makes about these objections are known as objection
decisions.
From 1 January 2007 the Social Security Appeals Tribunal (SSAT) became responsible for
independently reviewing CSP objection decisions and decisions to refuse an extension of time in
which to lodge an objection. The SSAT provides a review mechanism that is inexpensive, informal
and quick, and improves the consistency and transparency of child support decisions.
The SSAT received 2665 applications for review of CSP decisions in 2009-10, and finalised 2777
decisions in relation to appeals. Forty-one per cent of these decisions affirmed CSP's objection
decision, and 59 per cent set aside or varied the CSP's decision.
In comparison, the number of appeals made to the SSAT constituted 15 per cent of the total
number of objection decisions finalised in 2008-09 (17 388).
Freedom of information, information release and privacy
Freedom of information reforms
The Australian Information Commissioner Act 2010 and the Freedom of Information Amendment
(Reform) Act 2010 passed through the Parliament on 13 May 2010 and received Royal Assent on
31 May 2010. Their objective is a pro-disclosure culture that promotes openness and
accountability as well as public debate on policy issues.
CSP will push information into the public arena, in contrast to the previous Freedom of information
(FOI) regime which relied on customers and journalists to extract that information from Australian
Government agencies through FOI requests.
The former Act and most provisions of the latter will begin on 1 November 2010. The Information
Publication Scheme (IPS) will begin from 1 May 2011.
Some of the changes include:

the Office of the Australian Information Commissioner has been created by the Australian
Information Commissioner Act 2010: Professor John McMillan AO will be the first Information
Commissioner.

All agencies will be accountable to the Information Commissioner regarding the FOI Act
and the new IPS.

The Information Commissioner will have the power to investigate an agency's compliance
with the IPS.

no application fees (including for internal review) will apply to access requests

no charges will apply to applicants seeking access to their own personal information under the
FOI Act

for all other applications, the first hour of decision-making time will be free—except for
journalists and not-for-profit community groups where the first five hours will be free

the ability for FOI applications to be submitted online

a database for non-personal FOI decisions will be available online

an FOI IPS plan to be available on 1 May 2011.
Under the IPS, agencies, must publish a range of information on the internet or advertise how the
information can be obtained. The information includes operational information held by an agency
to assist in exercising powers and functions when making decisions or recommendations affecting
customers, as well as any other information that an agency may wish to publish.
CSP is identifying all operational information within the program and will publish this online within
the timeframes set out in the new FOI legislation.
CSP project teams will ensure all requirements will be met within the timeframes.
Request statistics
The department handles requests for access to documents in accordance with the Freedom of
Information Act 1982 received by the Department of Human Services, CRS Australia and Child
Support Program.
In 2009-10, 500 FOI requests were received. Taking into account cases pending from previous
years, 424 requests were finalised. The outcomes of the cases processed were:

applicants withdrew 68 requests before decisions on access were made

full access was granted in 129 cases

part access was allowed in 197 cases

access was refused in 26 cases

four cases were transferred to other agencies.
Reviews of freedom of information
In 2009-10, 23 FOI requests were received for an internal review of access decisions. Of the
reviews completed at the end of the year, 14 requests resulted in access or part access and five
resulted in affirming the original decision.
There were three new applications to the Administrative Appeals Tribunal for review of
Department of Human Services FOI decisions.
For Department of Human Services statements in accordance with section 8 of the Freedom of
Information Act 1982 see Appendix B: Freedom of Information on page 181.
Privacy of personal information
CSP places great emphasis on protecting the privacy of customers and staff. It employs an
extensive range of measures that ensure a high standard of privacy and that community standards
in relation to privacy continue to be met.
Privacy training
CSP privacy obligations are reinforced through training, participation in various privacy forums and
expert advice to internal and external stakeholders.
All ongoing and non-ongoing employees complete relevant and up-to-date training.
Privacy impact assessments
CSP maintains an uncompromising commitment to best privacy practice so new projects and
program improvements are developed within a robust privacy framework. The privacy impact
assessment process continues to be used to mitigate privacy risks and impacts, ensure
compliance with legal obligations and build best privacy practice into projects.
In 2009-10 privacy impact assessments (PIAs) on a range of significant projects were completed.
Comprehensive privacy analysis continues as part of the process for all identified projects where
personal information may be affected.
Access to personal information
Protecting the privacy and confidentiality of personal information is of critical importance. The CSP
employs high standards and an extensive range of activities to support the relevant legislation and
best privacy practice. Activities include:

induction training for new staff and follow-up training on identified privacy issues relevant to
staff in different business areas

privacy impact assessments (PIA) of new CSP initiatives involving the collection, use or
disclosure of personal information

proactive audits of access to personal information to identify any unauthorised access by staff

high quality and timely advice to all business areas to encourage the identification and
resolution of any privacy issues as they arise

investigating customer complaints and staff reports of possible breaches to address any
ongoing risks

specific processes for releasing personal information to another agency or person.
Secrecy provisions
Secrecy provisions contained in Commonwealth legislation, specifically the Child Support
(Assessment) Act 1989 and the Child Support (Registration and Collection) Act 1988, make it an
offence for CSP staff to disclose information about a person obtained under those Acts, unless in
the performance of their duties, or unless one of the disclosure enabling sections contained in the
secrecy provisions applies.
All requests for personal child support information are considered case by case according to the
secrecy provisions and in many cases require approval by an officer exercising a delegation made
by the Deputy Secretary. Information may be disclosed in response to requests, for example, from
law enforcement agencies, or in response to requests when a delegate establishes that the
disclosure of personal information is necessary in the public interest.
Personal information related to administration of CSP is protected by the Privacy Act 1988 and
requests for personal information are considered under the information privacy principles.
Requests for other types of information or documents are, depending on the circumstances,
processed under either the Privacy Act or the FOI Act.
Ecologically sustainable development and environmental performance
Following the December 2009 announcement of major reform to Australian Government service
delivery, integration of enabling service areas of the Human Services portfolio began.
Environmental management teams from the department, Centrelink and Medicare Australia joined
together to ensure the portfolio agencies continue to conduct their business in an environmentally
responsible manner.
Section 516A of the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act)
requires Commonwealth organisations to report annually on their environmental performance and
contribution to the principles of ecologically sustainable development.
All agencies of the Human Services portfolio are committed to:

complying with all relevant environmental legislation and regulations

conducting their operations in a manner that minimises environmental impacts and prevents
pollution

setting environmental objectives and targets to enable continuous improvement.
For further information see Appendix D— Ecologically sustainable development and
environmental performance on page 186.
Internal scrutiny
Risk management
The assessment, treatment and monitoring of risks are an integral part of the department's
planning and decision-making process. Effective risk management ensures the department
maximises opportunities and minimises the effect of uncertainty on its objectives.
In 2009-10 the department continued to foster a culture where risk management is a key
consideration in day-to-day operations and decision making. Establishing the Risk, Security and
Business Continuity Committee, providing assurance to the Secretary that the department has a
robust risk management, security and business continuity framework is an example of the
commitment to effective risk management principles.
Following the release of the new international standard for risk management, AS/NZS ISO
31000:2009 Risk Management— Principles and guidelines, the department revised its Risk
Management Framework to ensure it was consistent with best practice and the international
standard. The framework is the foundation for effective risk management within the department. It
outlines the key elements for identifying and managing risks and consists of authority,
accountability, support tools, outputs and reporting.
In March 2010 the department participated in the annual Comcover Risk Management
Benchmarking Survey and was awarded a 5.1 per cent discount (out of a possible 10 per cent) on
the 2010-11 insurance premium. This score is indicative of the maturity of risk management within
the department.
During 2009-10 the Risk, Security and Business Continuity Committee endorsed a new business
continuity framework and policy which was approved by the Management Board. This framework
articulates the authority for the business continuity strategy and accountability statements, as well
as providing reference to the support, tools and resources available to ensure that business
continuity management is effective. It links the policy, strategic priorities and overarching risk
assessment to the outputs, that is the business continuity plans (BCPs) and articulates the linkage
between emergency, incident and business continuity management processes. All departmental
sites have emergency management plans, BCPs were reviewed to ensure currency, and an
assessment of the criticality of key functions was performed.
In 2009-10 a Portfolio Business Continuity Community of Practice was established and met
regularly to discuss better practices. By the adoption of business continuity management best
practices, the department endeavours to ensure that business-critical payments and services are
not compromised by a major disruptive event.
In line with service delivery reform planning, the management of the department's risk and
business continuity functions will be merged with that of Centrelink and Medicare Australia during
2010-11.
Fraud control
To comply with the Commonwealth Fraud and Control Guidelines 2002, in 2009-10 the Secretary
of the Department of Human Services certified that the department complies with the guidelines,
conducts risk assessments and prepares fraud control plans. For a copy of the Secretary's signed
certificate confirming the department's compliance with the Guidelines, see Appendix G—
Commonwealth Fraud Control Guidelines Certification on page 206.
The department's Fraud Prevention Team activities include educating staff in fraud awareness,
fraud control planning and investigating allegations of serious misconduct and/or fraud by
departmental staff.
All staff must attend face-to-face training in fraud and ethics awareness every two years. Staff can
access policies and guidelines on the intranet. The department regularly communicates the
importance of adhering to these guidelines through its internal communication channels. It has
begun an education strategy for managers and team leaders so they are familiar with the role and
capacity of the Fraud Prevention Team.
The department views breaches of the guidelines seriously and investigates all allegations of fraud
and serious misconduct by staff.
Security
The protective security functions within the Human Services portfolio were consolidated on 1
March 2010. The new team comprising all existing department, Centrelink and Medicare Australia
physical and personnel security employees is managed by the Human Services Agency Security
Adviser (ASA), a new role that rationalises the roles previously performed by the department,
Centrelink and Medicare Australia ASAs. The team reports to the Branch Manager, People
Support Branch.
The new Human Services Workplace Security Team is managed from National Support Office and
has nine outposted security advisers deployed across the Human Services network. It has a
portfolio-wide responsibility for the following strategic and operational security elements:

the physical security of all portfolio employees and customers

the physical security of all buildings and office space

the physical security of portfolio assets and hardcopy information

personnel security for all current and prospective portfolio employees and contractors.
Associated with those responsibilities, are the following tasks:

physical security incident management

physical security reviews

policy advice and development

employee awareness and training

personnel security.
Corporate records management
A new Corporate Records Management branch in Centrelink is now responsible for ensuring the
Department of Human Services, Centrelink and Medicare Australia all comply with recordkeeping
requirements and responsibilities as Australian Government agencies. This includes ongoing
monitoring of practices and ICT systems while preparing for e-records and records-keeping in the
context of connected service delivery across government agencies.
Emergency management
In 2009-10 the department played a significant role in implementing key elements of the
government's natural disaster reform agenda, particularly in the areas of call centre overflow,
professional service availability and identity management.
National Emergency Call Centre Surge Capability Project
The portfolio successfully negotiated and implemented formal agreements with all states and
territories for the provision of an emergency call centre 'surge' capability, where calls would
overflow to the Australian Government in the event that state or territory capacity had been, or was
likely to be, overwhelmed. Frameworks to regularly test activation protocols, telephony routing and
information technology connectivity have also been developed.
Joint Service Delivery Project
The portfolio has been working through COAG to agree a set of principles to guide cooperation
between the Australian Government and the states and territories in joint service delivery following
disasters or emergencies.
As part of this work the portfolio has provided states and territories with a catalogue of skills and
services within the Human Services portfolio that the jurisdictions may request when their own
resources are overwhelmed by a particular disaster or emergency.
The portfolio is continuing to work with jurisdictions to further streamline and improve existing
arrangements to ensure timeliness and transparency in joint service delivery in response to major
disasters.
Identity Management in a Disaster Project
In consultation with all jurisdictions, significant progress was made in relation to the development
of a single form that could be used by any state, territory or Australian Government agency to
coordinate the re-establishment of key proof of identity documentation for persons affected by a
disaster.
The department recognises that jurisdictions have unique needs that may prevent the adoption of
a nationally generic form, but remains optimistic that identified improvements will be embedded
before any future disaster response.
Internal audit
The department (including CRS Australia) has an active and effective audit function which carries
out internal audits to identify risks and opportunities for improvement. The audit program is
developed through consultation with business areas within the department and addresses
corporate strategic risks to correctly target audit and assurance activities.
The audits provide independent assurance on management performance in maintaining the
department's strategic priorities, achieving operational objectives in line with organisational and
legislative requirements, and ensuring that high standards of probity and accountability are met.
The department also:

works closely with the ANAO and provides advice to the Joint Committee of Public Accounts
and Audit

undertakes periodic external benchmarking to ensure that it continues to conform to best
practices

ensures employees undertake professional development activities

fosters external relationships with private and public sector audit organisations

maintains external networks within the Human Services portfolio and other audit areas within
public sector departments and agencies and the broader audit community.
Action on audit recommendations is monitored and reported to the department's executive, the
Audit Committee and the ANAO.
During the year internal audits and reviews covered:

training and decision making

business continuity management

preparedness for Gershon1

formula compliance

data governance

asset management

recruitment

EDS management of service delivery

payroll

CSP enforcement

income reconciliations

SAP controls

records management

call/service review

regulatory compliance and business processes

CRS Australia—suitable employment outcomes under DEEWR requirements

management of injury management accounts within CRS Australia

property fitouts

complaints handling.
Regulatory compliance quarterly reports
The Audit Committee provided assurance that risks were identified, reviewed and addressed
throughout the year.
1. Review of the Australian Government's use of information and communication technology, Sir Peter Gershon
CBEFREng, August 2008.
Management of ethical standards
The department requires all employees to behave in accordance with the APS values and Code of
Conduct, and to maintain a high level of integrity, honesty and professionalism in their work and in
their engagement with the broader community.
In 2009-10 all new staff were trained in the APS Values and Code of Conduct as part of the
general induction process.
Service charters
The department delivers services to the public in accordance with:

the Job Capacity Asessment Client Service Charter—Directly Connecting You to the Right
Services

the Child Support Agency's Customer Service Commitment.
Each document outlines what customers can expect, how the department aims to deliver quality
customer service and to help staff to fulfill customer expectations, and how customers can assist.
The charters, which also provide contact details for obtaining further information or making
complaints, can be accessed through the department's website www.humanservices.com.au.
Information on 2009-10 performance and broader trends in customer satisfaction with the delivery
of services through the Job Capacity assessment and Child Support programs is provided in
Chapter 2: Achievements—Central department.
Grants programs
No grant programs were administered in 2009-10 by the department. Further information on grants
administration is available from the Grants Policy Team, Department of Finance and Deregulation
—email: grants@finance.gov.au.
CRS AUSTRALIA— ACCOUNTABILITY
External scrutiny
ANAO audits
The ANAO audits for 2009-10 are detailed in Appendix F—Australian National Audit Office activity
on page 204.
Other external audits
CRS Australia participated in the annual surveillance audit of compliance with the Disability
Services Standards that is conducted by external auditors on behalf of the Department of Families,
Housing, Community Services and Indigenous Affairs. This audit examined the following
standards:
Standard 1: Service access
Standard 2: Individual needs
Standard 3: Decision making and choice
Standard 4: Privacy, dignity and confidentiality
Standard 5: Participation and integration
Standard 6: Valued status
Standard 7: Complaints and disputes
Standard 8: Service management
Standard 9: Employment conditions
Standard 10: Service recipient training and support
Standard 11: Staff recruitment employment and training
Standard 12: Protection of human rights and freedom from abuse.
No non-conformities were identified.
DEEWR conducted compliance audits at approximately 50 CRS Australia offices during the year
as part of its management of the Vocational Rehabilitation Services Program Memorandum of
Understanding and, from 1 March 2010, the Disability Employment Services Program
Memorandum of Understanding.
CRS Australia monitored feedback from these audits to ensure that any areas for improvement
were identified and strategies to improve performance were implemented.
Appeals against decisions
For services provided under the Disability Services Act 1986, a person affected by a decision of
CRS Australia, or by CRS Australia's failure to make a decision, can appeal first to the Secretary
of DEEWR, or the Secretary's delegate, then to the Administrative Appeals Tribunal if the matter is
not resolved to their satisfaction.
DEEWR holds delegations for decisions made under the Act, except for section 21A (ending
rehabilitation programs) and sections 26(2), (4) and (5) (review of decisions) under Part III of the
Act, which CRS Australia also holds.
In 2009-10:

one appeal was lodged by a job seeker with the AAT, and subsequently withdrawn

the Commonwealth Ombudsman's Office received 18 enquiries about CRS Australia during
2009-10. Sixteen matters were closed during this period and no matters were investigated

no new complaints against CRS Australia were lodged with the Australian Human Rights
Commission. One matter, which was terminated in August 2008, continues to be defended at
the Federal Court level.
Judicial or administrative decisions
No judicial or administrative tribunal decisions had an impact on the operations of CRS Australia in
2009-10.
Freedom of information
CRS Australia has protocols and procedures in place for managing requests for information under
the Freedom of Information Act 1982. Information sheets outlining the FOI application process are
available on CRS Australia's website—www.crsaustralia.gov.au— for potential applicants.
Following the Australian Information Commissioner Act 2010 and the Freedom of Information
Amendment (Reform) Act 2010 passed through Parliament on 13 May 2010, an internal
communication plan has been developed to ensure all staff are informed of the FOI reforms and
CRS Australia is well placed to meet the requirements within the allocated timeframes.
For CRS Australia's FOI procedures and FOI coordinator details see Appendix B—Freedom of
Information on page 181.
Privacy of personal information
CRS Australia considers protecting the privacy and confidentiality of personal information to be of
critical importance. It has an extensive range of activities which support the relevant legislation
and best privacy practice. These activities include:

providing high quality and timely privacy advice to network staff to encourage the identification
and resolution of privacy issues

reinforcing privacy obligations to staff through training and participation in various privacy
forums

investigating complaints and reports of possible privacy breaches to ensure action is taken to
address any ongoing risks

specific processes for releasing personal information to third parties.
The management of CRS Australia customer personal information is protected by section 28 of
the Disability Services Act 1986 and the Privacy Act 1988.
Secrecy provisions contained in the Disability Services Act 1986 make it an offence for CRS
Australia staff to disclose information about a person obtained under the Act, unless that
disclosure is in the performance of their duties, or in the administration of the Social Security Act
1991, in the public interest, or to a prescribed authority.
All requests for personal information are considered case by case according to the secrecy
provisions and in many cases require approval or certification by an officer of DEEWR exercising a
delegation under the Act. Information may be disclosed in response to requests when a delegate
establishes that the disclosure of personal information is necessary in the public interest.
Ecologically sustainable development and environmental performance
CRS Australia is committed to the protection of the environment and recognises its responsibility
to the Australian Government and the wider community to minimise the impact of its operations on
the environment.
The Environmental Management System is available to staff on the intranet and provides
guidelines to help consider environmental objectives. A series of environmental strategies promote
environmental awareness within CRS Australia, including environmental intranet pages, news
items and the Green Team.
CRS Australia reports on its environmental performance in Appendix D—Ecologically Sustainable
Development and Environmental Performance on pages 190-193.
Internal scrutiny
Risk management
In 2009-10 the CRS Australia Risk Management Committee met three times and provided
assurance to the general manager on risk, audit, fraud, security, business continuity, ICT and
service delivery issues.
CRS Australia's Risk Management Plan considered risk assessments across all areas of the
business including service delivery, business planning, management of major projects, fraud,
security, OH&S, business continuity and staff management.
A strategic and operational risk assessment was conducted to determine the overall risk profile for
CRS Australia; appropriate mitigation strategies and remediation actions were implemented.
The annual test of the Business Continuity Plan was successfully undertaken in December 2009
and provided important information to ensure that planning, processes and response actions were
sound and appropriate.
As part of CRS Australia's commitment to continuous improvement, it again participated in the
annual Comcover Risk Management Benchmarking Survey, to ensure that processes and
practices reflect relevant legislation and standards.
In 2009-10 CRS Australia received a rating of seven out of 10 (equating to a 7 per cent saving on
the premiums), which placed it in the top 30 out of 130 participating Australian Government
organisations covered by Comcover, and in the top four from 21 organisations in its peer groups.
Areas for improvement will be identified and assessed in the coming year.
Fraud control
As part of its responsibility to protect the public interest, CRS Australia maintained a fraud control
program that complies with the Financial Management and Accountability Act 1997 (FMA Act) and
the Commonwealth Fraud Control Guidelines. As part of the fraud control program:

fraud risk assessments and fraud control plans were prepared and reviewed regularly

appropriate fraud prevention, detection, correction, investigation and reporting procedures and
processes were undertaken by qualified staff

fraud activity was overseen as part of the organisation's Risk Management Committee terms of
reference

data on fraud was collected and reported regularly

all strategies and processes were actively reviewed and, where appropriate, updated in
accordance with CRS Australia's continuous improvement strategies.
Twenty-nine matters of potential fraud or unethical behaviour were investigated during the year:
three external and 26 internal. All were investigated and reported to the appropriate delegate with
recommendations on possible sanctions, and prevention strategies were considered and
implemented where appropriate. When required, the fraud control plan and risk register were also
updated.
In accordance with the Commonwealth Fraud Control Guidelines, CRS Australia collected fraud
data and reported as required to the Australian Institute of Criminology.
Security
CRS Australia complies with the Australian Government's Protective Security Manual and the
Information Security Manual as a basis for its protective security framework.
To ensure compliance with information, physical and personnel security requirements, detailed
risk assessments, security reviews of offices, and assessments of other threats and weaknesses
through incident reports were conducted in 2009-10.
Reviews of metropolitan and rural service delivery sites formed part of protective security activities
in 2009-10. Additional controls and remediation strategies were recommended to ensure
compliance with minimum mandatory requirements. However, no material control weaknesses
were identified.
A security risk assessment, as part of the Protective Security Plan, was reviewed and updated to
ensure that identified risks were addressed.
Internal audit
The Department of Human Services manages the internal audit process for CRS Australia. Input is
provided into the broader Department Internal Audit Plan based on risk assessments, priorities
and business imperatives.
CRS Australia uses internal audit and quality assurance processes to improve overall
effectiveness and to provide assurance of consistency and accuracy in decision making,
particularly as it is applied to decisions under the FMA Act.
CRS Australia coordinated a range of internal audits and participated in a number of cross-agency
audits, including audits of financial statements.
Aside from the internal audit process, CRS Australia undertook a range of additional governance
activities to provide further assurance of compliance. These included:

managers' self-audit package

due diligence questionnaire

internal financial and process reviews

analysis of various financial and other reports

start of a rolling process of assessing CRS Australia's compliance with relevant legislation to
ensure consistency with internal policy and procedures.
Management of ethical standards
CRS Australia requires all employees to follow the APS values and Code of Conduct both in their
delivery of services and in their interactions with each other.
Staff received communication and training on the APS values and Code of Conduct at induction,
through line managers at the local level and through regular articles and screensavers published
on the intranet. The APS bookmarks relating to the Ethics Advisory Service and the APS Code of
Conduct were distributed to staff.
Results of the 2010 CRS Australia Employee Opinion Survey demonstrated CRS Australia's
commitment in this area with 70 per cent of staff considering senior management decisions to be
consistent with the APS values and CRS Australia service commitments. This is an increase of 16
percentage points since the 2008 survey.
In 2009-10 there was a focus on email communication and ensuring consistency with the Code of
Conduct. Regular intranet news items were released and all managers attended presentations by
the National Manager Human Resources.
Policies and procedures relating to breaches of the code are available to all staff on the CRS
Australia intranet.
During 2009-10, 13 staff were found to have breached the APS Code of Conduct. Three cases
were not concluded because one staff member's employment contract expired and two resigned.
Sanctions were applied in six cases—two staff members' employment was terminated, one was
reduced in salary and reprimanded, two were deducted salary by fine and reprimanded, and one
was reprimanded. Seven cases had no sanction applied. In six of these management action was
undertaken. In one case the employee resigned before the sanction decision was finalised.
Of the four investigations reported in the 2008-09 annual report as not finalised, two staff members
resigned before the investigation was completed, one was found not to have breached the APS
Code of Conduct and in the fourth case a sanction of termination of employment was issued.
Resolution of complaints
CRS Australia is committed to a positive and structured approach to managing complaints and
appeals. Its complaints management process follows a three-tier resolution model. Complaints are
typically made initially at the regional level, and escalated to divisional and national levels as
required. CRS Australia uses the Commonwealth Ombudsman's Better Practice Guide to
Complaint Handling (2009) as a basis for complaint management.
CRS Australia modified its complaints reporting mechanisms, enabling it to capture a wider range
of services and allowing more local staff to handle tier one complaints. There were no internal
reviews of decisions made by CRS Australia to end a rehabilitation program. CRS Australia uses
complaint information to evaluate and improve programs and services and feedback is also used
to inform decision making about future service delivery.
Service charter
The majority of CRS Australia services were covered by the DEEWR Vocational Rehabilitation
Service (VRS) Guarantee and the DEEWR Disability Employment Services Programs—your
service guarantee from 1 March 2010.
The CRS Australia Service Charter recognises the DEEWR requirements and clarifies
expectations on service standards.
During 2009-10 CRS Australia staff complied with the standards set out in the DEEWR Disability
Employment Services Programs— your service guarantee and the Employment Services Code of
Practice in the delivery of disability employment services. The code of practice outlines the
commitment that disability employment service providers make to providing high-quality services
to job seekers on behalf of the Australian Government.
CRS Australia applied both its service charter and the codes of practice required by purchasers of
its services.
CRS Australia's service charter remained relevant to the broader range of commercial services
delivered by CRS Australia and was available online on the CRS Australia website at
www.crsaustralia.gov.au.
Grants programs
CRS Australia did not manage any grants programs during 2009-10.
Case Study—An exciting time for staff
One of the many positives that staff have commented on, is that although they have not left their
teams, they have new colleagues.
‘Service delivery reform—it’s an exciting time for us all,’ says Jim Rice from the DHS People
Capability Division.
Jim is involved in bringing together the three people services areas from the department,
Centrelink and Medicare Australia.
The complexity of the task is enormous—merging three policies that until now have been
administered by sections in the three agencies—areas such as OH&S, recruitment and human
services.
People are still for the most part in virtual teams with members spread over three or four locations,
but they are now working under one structure.
Eventually everyone will be co-located in the Tuggeranong area depending on other co-locations
that are also happening in areas such as ICT, procurement, legal and finance.
‘The accommodation picture is much bigger than just thinking about the people. The ultimate goal
is the entire service delivery arm being viewed as one organisation.
‘One of the many positives that staff have commented on’, says Jim, ‘is that although they may not
have left their teams, they have new colleagues.
'We’ve seen enormous cooperation between staff in the three agencies. It’s been difficult, but
there’s been a lot of good will. It’s nice to be part of that.’
DEPARTMENT OF HUMAN SERVICES—PEOPLE
Integration of human resources functions
The People Services functions of the Department of Human Services (excluding CRS Australia),
Medicare Australia and Centrelink came together on 1 March 2010.
There are now two people divisions for the portfolio—People Services and People Capability. Both
divisions report to the Deputy CEO, People and Operations, who in turn reports directly to the
CEO of Medicare Australia, as the leader of the portfolio's People Services.
The combined people divisions are responsible for a broad range of portfolio issues, including:

diversity and strategic recruitment

people development

leadership

employee relations

performance improvement and awards

change management

ethics and values

payroll

workforce planning

workplace health and safety.
Staff profile
At 30 June 2010 the department employed 4584 people, of which 4507 (98.32 per cent) were
ongoing and 77 (1.68 per cent) were non-ongoing.
For satatistics on staff by classification, employment status, gender and location see Appendix
H—Staffing Statistics on page 207. For salary ranges under the various employment agreements
see Appendix I—Employee Remuneration Overview on page 215.
Collective agreement
The Department of Human Services—Child Support Agency Collective Agreement 2008-11
started on 8 July 2008.
The agreement provided the following salary increases for 2009-10:

3.5 per cent effective from 9 July 2009

an additional 0.5 per cent, subject to the achievement of the following corporate objectives:

an increase in either the cumulative collection rate or the percentage of parents who meet
more than 75 per cent of their child support liabilities

a reduction in customer dissatisfaction with CSP service

a reduction in the department's average annual unplanned leave.
The agreement also provides the following:

annual salary progression of 3.5 per cent linked to performance that meets or exceeds
expectations

for employees at the top of their salary range, a $500 performance bonus for employees who
performed above agreed requirements

a health and wellbeing reimbursement of $200 for eligible health related expenditure.
The agreement includes a flexibility clause to enable the approval of additional employment
conditions in exceptional circumstances.
Performance management
The department is committed to being a high performing organisation by linking individual
performance agreements to business goals and strategic directions. Effective management of the
individual performance of employees is a key contributor to the organisation's success.
All employees participate in a performance management program, the main objectives of which
are:

developing a high performing culture

ensuring employees are aware of the standards of performance expected of them

providing employees with an understanding of what they are expected to achieve during the
performance year

ensuring employees uphold the Australian Public Service values in the course of their duties

recognising achievement

identifying and addressing capability development needs.
Performance pay
In accordance with the CSP Senior Executive Service (SES) and Executive Level Performance
Management Schemes, CSP SES and executive level employees covered by an Australian Work
Place Agreement (AWA) may have been eligible for a performance bonus for superior or
outstanding performance of between five and 15 per cent of base salary.
Table 8 shows the performance bonuses paid in 2009-10 for performance during 2008-09.
Productivity
In 2008-09 only the cumulative collection rate target was met. In relation to the reduction in
customer dissatisfaction target, the Secretary considered the circumstances relating to the
introduction of the new Child Support Scheme as 'exceptional', and in line with the provisions of
the agreement, awarded a partial increase of 0.08 per cent in place of the 0.17 per cent that would
have been awarded if this objective had been achieved.
Accordingly, an additional partial pay increase of 0.25 per cent was approved.
Senior executive remuneration
The remuneration arrangements for all SES employees are governed under individual common
law contracts.
Senior executive remuneration is determined by the Secretary and reflects the work value,
individual capability, contribution and performance of an executive. Relevant market factors and
the organisational performance of the department are also taken into account. Remuneration is
reviewed annually at the end of the performance cycle.
For salary ranges for executive employees, see Appendix I—Employee Remuneration on page
215.
Individual agreements
With the implementation of arrangements for AWA employees to be moved to the collective
agreement, 61 employees terminated their AWAs by agreement in 2009-10, and 40 employees
remained on AWAs at 30 June 2010.
Table 8—Department of Human Services performance pay for 2008-09, paid in 2009-10
Level
Staff eligible
Staff paid
Amount paid ($)
Average ($)
APS
36
16
33 261.29
2079
Executive level
208
130
449 235.89
3456
SES
55
42
497 989.40
11 857
Total
299
188
980 486.58
5215
Note: If an employee had been performing higher duties for the entire 2008-09 performance cycle they have been
reported against their higher duties classification.
Workforce planning
The department is developing a new human capital planning strategy to articulate the future
direction of its workforce. This will help to ensure portfolio-wide alignment of the workforce with
business direction and outcomes.
Recruitment
Following the recruitment review in June 2009 the department transferred the recruitment function
from Brisbane to Canberra and re-examined its recruitment services to keep improving service
delivery.
An online recruitment capability was developed during the year to provide for the electronic
lodgment of applications and more streamlined selection processes. This capability will be rolled
out early in 2010-11.
As part of portfolio integration, the department's recruitment team also began providing crossportfolio recruitment services in cooperation with recruitment teams in both Centrelink and
Medicare Australia. Further development and implementation of best practice portfolio-wide
recruitment arrangements will be undertaken as part of the broader portfolio integration activities.
Staff numbers increased during the year by 1.35 per cent, and the department used a number of
strategies to retain high quality employees. These included undertaking management and
leadership training, providing internal mobility opportunities, implementing wellbeing programs,
and acknowledging staff performance through performance management and rewards and
recognition.
Workplace diversity
In 2009-10 the department continued to develop an inclusive and supportive workplace through
strategies that recognise the diversity of its workforce.
By 2011 a draft Workplace Diversity Plan should form part of the Human Services Portfolio
Workplace Diversity Plan.
All rehabilitation case managers and human resource officers received training by beyondblue in
mental health awareness. Participants were guided through the fundamentals of mental health
issues in the workplace, including:

an examination of prevention strategies at an organisational level

how to develop appropriate policies and procedures

how to advise managers on addressing mental health issues with their staff.
Indigenous employment and retention strategy
In July 2009 the department—including CSP and CRS Australia as part of the Human Services
portfolio—launched the Statement of Commitment to Reconciliation. The statement was signed by
the departmental Secretary and portfolio agency heads of Centrelink, Medicare Australia and
Australian Hearing. The statement demonstrates the portfolio's commitment to working together in
a practical way to improve health, social and welfare outcomes for all Indigenous Australians.
The number of Indigenous employees in the department has remained steady over the past 12
months. The proportion is 1.6 per cent.
The department is committed to increasing the employment and retention of Indigenous
employees as a key component of its Reconciliation Action Plan. It has committed to increasing
representation to 2.3 per cent by 2012. In 2009 six Indigenous trainees were recruited as part of
the Australian Public Service Commission (APSC) Pathways Program; the retention rate is 100
per cent.
In 2010 the department plans to recruit two Indigenous trainees on the DEEWR Indigenous
Australian Government Development Program in addition to recruiting more Indigenous trainees,
graduates and cadets through the 2011 APSC Indigenous Pathways Program.
The department continues to support Indigenous employees' involvement in both internal and
external networks and participation in the APSC's Indigenous Career Trek and targeted
Indigenous leadership programs.
In 2009-10 the department undertook awareness raising campaigns to raise the profile of
workplace diversity and further the ongoing development of a culture that supports diversity.
Campaigns included staff profiles, and celebration of Reconciliation Week, NAIDOC Week,
Harmony Day and Families Week.
Workplace change management
Consultation with the Community and Public Sector Union (CPSU) has progressed to a new level
of collaboration with the implementation of the Human Services Access Protocols and Facilities
Arrangements for the CPSU and the establishment of a framework for consulting with the CPSU
on the implementation of service delivery reform.
Learning and development
One hundred and twenty employees across CSP completed a Diploma of Government
(Management) program in 2009. The program was designed and delivered by the Australian
Public Service Commission for CSP APS6-EL1 employees to improve management capability
across the organisation. The program included involvement from SES officers and the participants
completed action learning projects. The department has committed to delivering accredited
management training to 100 staff in 2010-11.
In 2009-10, 44 departmental SES participated in a 360 degree feedback and demographic survey
process. Individual feedback sessions were held for participating SES officers, leading to the
development of individual development plans.
During 2010 the department commissioned the development of a number of e-learning modules
for all staff on records management, fraud awareness, environmental management, business
continuity and cultural awareness. The programs will be made available to all staff during 2010.
Human Services Leadership Forum
On 18 June 2010 the inaugural Human Services Leadership Forum was held in Canberra. The
forum brought together 45 EL1s and EL2s from across the portfolio to build relationships, share
ideas, discuss key issues, identify priorities and engage in two-way dialogue with the executive.
The event explored issues around future directions, organisational change, ICT, workloads, staff
identity and communication.
Overall, participant feedback was positive, with 84 per cent of staff rating the event seven out of 10
or higher.
OH&S—Promoting a safe and supportive workplace
The department continued to reduce the social and financial cost of occupational injury and illness
by implementing health and safety management arrangements and developing a supporting
OH&S policy framework.
The health and safety management arrangements contain:

the Secretary's statement of commitment towards OH&S management

staff roles and responsibilities

consultative arrangements and dispute resolution procedures.
The policy framework supports good OH&S performance by outlining the department's full OH&S
management system, including processes associated with planning, implementing, evaluating and
reviewing performance improvement strategies.
A national OH&S plan—endorsed by the health and safety subcommittee and executive—
identified strategies to further improve performance. The plan was progressively implemented
during the year.
Strategies focused on reducing incidences of workplace injury through better risk assessment,
hazard identification and management and staff awareness, and improving rehabilitation and
return-to-work processes to support ill or injured staff and speed their return to work.
Despite these efforts there was a slight increase in the number of compensation claims lodged
and a slight increase in the compensation premium rate. See also Appendix A— Occupational
Health and Safety on page 178.
Workplace health
The department has maintained a number of strategies to ensure staff health and wellbeing.
Eligible staff were able to claim a $200 reimbursement from the department for activities that
promote and support their psychological and physical good health and wellbeing.
Free on-site seasonal flu vaccinations were also offered to staff at major sites, with staff at
regional service centres supported to join Centrelink's vaccination program or attend their local
medical provider. The activity was well received by employees, with 1 529 staff vaccinated on site.
The department also negotiated corporate rate deals for staff with a number of fitness centre
operators across Australia at all major sites and some regional offices.
The department supported the community through a number of charities such as Lifeline, the
Smith Family (Christmas Giving Tree), the Starlight Foundation and beyondblue.
Communication activities
Communicating with staff
To support service delivery reform, the communication functions across the Human Services
portfolio were integrated on 1 March 2010.
Effective staff communication ensured a range of organisational and business priorities, issues,
and changes were communicated to staff in a timely and consistent way.
Departmental Secretary, Finn Pratt, shared and received information through monthly video- ondemand messages and monthly dialogue sessions, regular emails including joint emails from
himself and the CEOs of Centrelink and Medicare Australia, and through an 'Ask Finn' mailbox. A
bi-monthly newsletter, Human Connection, was produced for all departmental staff as well.
Case Study—a rewarding work environment
Anita Young, Rehabilitation Consultant
Anita Young knew CRS Australia was a leading provider of vocational rehabilitation, helping
people with a disability, injury or health condition to get and keep a job.
So in January 2003, after finishing her degree in Occupational Therapy, she started working for
CRS Australia as a rehabilitation consultant in the Maroochydore, Queensland office.
Helping her clients to discover their skills, acknowledge their experience, and explore possible
career options, Anita helps them to manage their disability and maximise employment
opportunities.
‘I focus on getting a really good job match pretty quickly, because when I get that right the rest
generally follows,’ says Anita.
The best part about working with CRS Australia is seeing people reach their employment goal: ‘I
get a lot of satisfaction from helping my clients find employment, especially when they’ve been out
of work for a long time, or have experienced multiple barriers to getting a job—it’s so rewarding to
see them get there in the end’.
Anita also delivers injury management and prevention services for employers to help them provide
staff with healthy and safe workplaces. She helps injured workers get back to work by developing
tailored return to work plans with employers.
For Anita, it's a rewarding career: ‘It’s great working at CRS Australia. My work is varied; I get to
help people through challenging times, and see the results at the end of it’.
CRS AUSTRALIA—PEOPLE
A priority for CRS Australia over 2009-10 was ensuring the right staff had the right skills, in the
right place, at the right time. To maximise outcomes for job seekers, and to deliver effective and
competitive services, work focused on learning and development for more experienced
rehabilitation consultants, implementing the senior rehabilitation consultant as a permanent role
and formalising regional leadership teams.
Staff profile
At 30 June 2010 CRS Australia employed 2053 people (including staff on long-term leave). The
number of staff employed by CRS Australia decreased during the year, with 79 fewer employees
at 30 June 2010 than at 30 June 2009. The workforce consisted of 1682 (82 per cent) ongoing and
1209 (59 per cent) full-time staff. See Appendix H—Staffing Statistics on page 207.
Collective agreement
The CRS Australia Collective Agreement 2008-1 1 commenced on 15 January 2009. Features of
the collective agreement included:

4.25 per cent salary increase on 5 December 2009

one-off productivity payment equal to one per cent of base salary in June 2010 on achieving
minimum revenue to salary ratio of 1.75:1

annual salary progression and reward payment of up to six per cent linked to performance that
exceeds expectations and funded through productivity efficiencies

use of flexibility clauses and individual section 24(1) determinations to supplement wages and
conditions by agreement.
As at 30 June 2010, 2044 staffs were employed under the CRS Australia Collective Agreement
2008-11. Forty-four employees had some terms and conditions of the agreement enhanced by
individual determinations under section 24(1) of the Public Service Act 1999 or individual
determination under the agreement's flexibility clause.
Individual agreements
Since January 2008, in accordance with Australian Government policy, CRS Australia has been
progressively offering staff the opportunity to move off Australian Workplace Agreements (AWAs).
At 30 June 2009 nine staffs were employed on AWAs. In 2009-10 four employees terminated their
AWAs by agreement, one resigned, and four remain on AWAs at 30 June 2010.
Productivity
The collective agreement provided for a one-off payment in 2010 equal to one per cent of base
salary, conditional on a minimum revenue to salary ratio of 1.75:1 productivity measure being
achieved (at the national level) at the end of May 2010. This ratio measured the efficiency of staff
resources and their effectiveness in generating revenues. CRS Australia met this productivity
measure, achieving a ratio of 1.76:1 and the one-off one per cent payment was made to
employees.
Table 9—CRS Australia performance pay for 2008-09, paid in 2009-10
Level
APS levels 1-6
Executive level/SES1
Total
Staff eligible
Staff paid
Amount paid ($)
Average ($)
1555
323
903 153
2796
133
48
251 377
5237
1688
371
1 154 530
3112
APS = Australian Public Service
1. Senior Executive Services (SES) have been combined with executive level to ensure that payments to individuals
cannot be identified.
Senior executive remuneration
Senior executive remuneration is determined by the Secretary and reflects work value, individual
capability, contribution and performance. Relevant market factors and the organisational
performance of CRS Australia are also taken into account. Remuneration is reviewed at the end of
the annual performance cycle.
Conditions of employment for all senior executives are contained in common law contracts. These
arrangements typically provide for salary, superannuation, access to a motor vehicle or equivalent
cash out and other applicable allowances and benefits. Contracts will be replaced by section 24(1)
determinations from 1 July 2010.
Performance management and pay
The Performance Achievement System aligned each employee's behaviour, development and
results with the organisational and team objectives critical to the achievement of CRS Australia's
goals.
The collective agreement introduced a four- point rating scale to replace a previous three- point
rating scale, and only staff who achieved the top rating of 'above expectations' were eligible for
performance pay.
The new four-point scale better identifies staff who need additional training and support to be fully
effective.
See Table 9 on page 90 for performance bonuses paid in 2009-10 for performance during 200809.
Attracting and retaining staff
The external employment market and improved salary and conditions that flowed from the CRS
Australia Collective Agreement 2008-11 has seen the reduction in staff turnover continue from
11.66 per cent in 2008-09 to 10.96 per cent in 2009-10.
The collective agreement acknowledges the need for flexibility for the aging workforce. Options
being offered to retain this group include flexible working arrangements, purchased leave and
adjusting the OH&S environment to suit their needs.
As part of the work to finalise regional leadership teams, senior rehabilitation consultants were
implemented as a permanent pay point. An extensive selection process was undertaken nationally
to ensure consistency in the appointment of suitably qualified and experienced staff. As some took
on a team leadership role as well as a professional leadership role, an extensive training program
to support them in their new role was undertaken during the year.
Revised recruitment advertising guidelines resulted in savings in advertising costs. Online
recruitment sites are a preferred source for many applicants and are significantly cheaper than
press advertisements.
CRS Australia has an active alumnus and publishes a bi-annual newsletter to maintain contact
with ex-staff. This enables alumni to keep abreast of changes and future job vacancies.
CRS Australia conducted an employee opinion survey in February 2010. Results indicated
improvements in all but one category compared to the 2008 results. In 2009-10, 95 per cent of
respondents felt their job made a worthwhile contribution (an increase of two percentage points),
with an increasing majority indicating satisfaction with their job (an increase of eight percentage
points over the previous survey).
Communications with staff
Results of the 2008 employee survey identified communication as needing improvement. In 200910 the executive implemented strategies to improve communication, including regular senior
management visits to units, vertical slice meetings with staff across the organisation, a General
Manager Bulletin and SBG Managers News following Strategic Business Group meetings. This
focus by the executive has seen an improvement in this category of eight percentage points.
Workplace giving
Ninety per cent of staff fully support the values for which CRS Australia stands. Its service
commitment includes taking pride in making a difference in job seekers' lives and communities. To
help achieve this, CRS Australia facilitates a workplace giving scheme, through which staff can
donate to 12 selected charities. These charities were selected by staff through a nomination
process. In 2009-10 staff contributed over $32 500.
OH&S: Promoting a safe and supportive workplace
OH&S principles are included in the CRS Australia Strategic Plan 2009-2012 and are a standard
requirement in business plans.
CRS Australia successfully implemented Health and Safety Management Arrangements (HSMA)
as required by amendments to the Occupational Health and Safety Act 1991 (OH&S Act).
The HSMA, which were developed in consultation with staff, provide a comprehensive safety
management system. A review began in May 2010 with feedback being sought from staff.
Recommendations will be available in late 2010.
During 2009-10 CRS Australia maintained 23 designated work groups and ensured all health and
safety representatives received the required training.
The National Health and Safety Committee met approximately every six weeks. The committee
reports against identified actions, including a research project on body stressing, improving
communication channels for health and safety representatives and reviewing the roll out of major
projects from an OH&S perspective.
There were no formal Comcare investigations in 2009-10.
Training for managers was conducted in relation to the Safety, Rehabilitation and Compensation
Act 1988 (SRC Act) and the OH&S Act. Strategies to address better practice early intervention
and rehabilitation for CRS Australia employees were shared.
A review of the Comcare guide for employers on Prevention and management of customer
aggression was undertaken and CRS Australia's approach was found to be consistent with the
guidelines. Further information and support tools were provided to managers and staff.
Early intervention strategies such as referrals for short-term counselling, physiotherapy and
independent medical assessments were provided to help staff remain at or return to work.
Ergonomic equipment, furniture and software were provided where required.
For detailed information on CRS Australia's OH&S arrangements and performance, see Appendix
A—Occupational Health and Safety on page 178.
Learning and development
Learning and development programs continued to be aligned with required capability. During
2009-10 activities focused on supporting service delivery staff transition to the new Disability
Employment Services program. This included training for staff and updating core induction
courses around case management, job seeking and post placement support for job seekers.
There was particular focus on developing senior rehabilitation consultants' business and
leadership skills to align with the formalisation of regional leadership teams.
A Learning Pathway and Commencement Plan was developed to support managers. Ongoing
communication around the online leadership resource Harvard Manage Mentor, helped to ensure
steady take-up rates of online leadership training.
To support regions in developing strong employer relationships, training was released for the
employer relationship database and three levels of training were developed for employer sales
and relationship management.
The release of a self-paced resilience course, available to all staff, was well timed given the
amount of change in 2009-10.
Because CRS Australia is a geographically dispersed organisation it used distance-based learning
solutions and flexible scheduling options to ensure a good uptake of regional and divisional
requests for training.
In total 3454 days of internal learning and development activities were provided to staff. $2.134
million was spent on external training and conference attendance.
Workplace diversity
The Workplace Diversity Plan and CRS Australia's commitment to fostering a diverse workforce
was promoted on the intranet. A range of initiatives were also encouraged including promoting:

National Reconciliation Week and CRS Australia's Reconciliation Action Plan

NAIDOC Week and involvement in NAIDOC activities

relevant elearning resources such as 'Inclusion=Innovation'

development activities aimed at increasing mental health awareness

assistance with vacation care options.
Flexible working conditions continued to enable staff to balance work with family and personal
lives. This was validated by a strong positive result in the employee opinion survey; 84 per cent of
respondents agreed that work schedules allow sufficient flexibility to meet personal/family needs.
Forty-one per cent of staffs are part-time employees.
CRS Australia continued to implement the Indigenous Employment Strategy 2006-2009 and the
number of Indigenous employees continued to increase modestly. Four cadets were engaged at
the beginning of 2010 making a total of six at end June 2010.
A new Reconciliation Action Plan (RAP) was developed in consultation with Aboriginal and Torres
Strait Islander, as well as non-Aboriginal and Torres Strait Islander staff and Reconciliation
Australia. Among other aims, the plan committed to the continuation of the RAP working group,
consisting of Aboriginal and Torres Strait Islander, as well as non-Aboriginal and Torres Strait
Islander peoples, to advise on developing and implementing strategies to increase the recruitment
and retention of Indigenous Australians. The new plan commits CRS Australia to the
implementation of a range of measurable activities aimed at closing the gap in disadvantage
between Indigenous and non-Indigenous Australians.
DEPARTMENT OF HUMAN SERVICES—RESOURCES
Procurement
Purchasing activity and contract management
The department's procurement activities are carried out in accordance with the Commonwealth
Procurement Guidelines. The department's Chief Executive's Instructions and related policy and
procedural publications support the guidelines and are regularly reviewed for consistency with the
Commonwealth procurement framework.
Since January 2006 the department has joined with portfolio agencies in procurement activity. This
has taken the form of either a joint approach to the market (clustering) or through contractual
arrangements containing provisions allowing access by other portfolio agencies (often referred to
as piggybacking). Clustering and piggybacking have led to reduced tendering costs and savings
through economies of scale. Similarly, The department has established clustering and
piggybacking arrangements with other Australian Public Service agencies wherever it has been
practical to do so.
During 2009-10 the department continued to provide specialist procurement advice, assistance,
training and resources to staff to ensure procurement activities were carried out in accordance
with the procurement guidelines.
The department has also contributed to a number of whole-of-government coordinated
procurement initiatives led by the Department of Finance and Deregulation.
Consultants
The department complies with the information published in the Department of Finance and
Deregulation's Financial Management Guidance No 15: Guidance on Procurement Publishing
Obligations (July 2007) in distinguishing between consultancy and non-consultancy contracts for
annual reporting purposes.
During 2009-10, 17 new consultancy contracts were entered into, involving total actual
expenditure of $2 127 127. In addition, one ongoing consultancy contract was active during 10,
involving total actual expenditure of $113 234 (inclusive of goods and services tax).
Appendix J—Consultancy contracts on page 218 shows all new consultancy contracts let by the
department during 2009-10 with a value of $10 000 or more.
Table 10 shows total expenditure on consultancy contracts for the current and previous two
financial years. These are combined figures for consultancy contracts by the then-termed core
department and the CSP (2007-08) and the department, including the CSP (2008-09 and 200910).
Table 10—Expenditure on consultancy services 2007-08 to 2009-10
Financial year
Total consultancy services expenditure ($)
2007-08
6 288 621
2008-09
1 293 101
2009-10
2 240 361
Annual reports contain information about actual expenditure on contracts and consultancies.
Information on the value of contracts and consultancies is available on the AusTender website at
www.tenders.gov.au.
Australian National Audit Office access clauses
The department let seven contracts during 2009-10 that were over $100 000 (inclusive of goods
and services tax) that did not provide the Auditor-General with appropriate access to a contractor's
premises. Table 11 on page 95 provides details of these.
Exempt contracts
During the year the department had no contracts or standing offers that were exempted from
publication on AusTender.
Property management
The department—excluding CRS Australia— maintains a leased portfolio of 19 sites occupying 71
648m2. The property portfolio comprises three sites in the ACT, with the remainder located across
other Australian capital cities and regional areas.
Following an open market tender process, a new property services contract began in July 2009
with Centrelink's incumbent provider, Jones Lang LaSalle (JLL). This new contract also includes
the Department of Human Services/CSP and Medicare Australia with Centrelink as the lead
agency.
In 2009-10 office lease and associated costs for the department were $41.1 million.
Management of the property portfolio focused on providing accommodation to meet the needs of a
changing service delivery environment. The property and environment branches of Centrelink,
Medicare Australia and the department have been integrated into two branches to provide support
to the property elements of the portfolio's service delivery reform program.
In an ongoing program to improve service delivery, customer and staff amenity, and enhance the
image and presentation of the DHS service delivery network, six DHS sites were partially
refurbished or relocated to new premises. In total, $10.9 million was spent on capital
improvements to department sites.
See page 97 for details on CRS Australia property management.
CRS AUSTRALIA— RESOURCES
One of the main challenges for CRS Australia managers is managing over 2000 staff located in
over 180 primarily small service delivery offices across the nation, with a further 140 visiting sites.
Demand for services in local areas fluctuates, depending on economic and demographic
conditions.
Financial management
CRS Australia adopts a careful balance of fixed and variable resourcing strategies which means
that service delivery units can respond to peaks and troughs in demand while ensuring the overall
financial outcome for CRS Australia is positive.
In 2009-10 CRS Australia made a surplus of $2.230 million before accounting adjustments not
directly related to operational performance.
Table 11—Contracts over $100 000 (inclusive of GST) that did not provide for the Auditor-General
to have access to the contractor's premises
Value ($) Reason why clause not
included
Name of contractor
Purpose
400 George Street
(Qld) Pty Ltd
Property lease for
Brisbane Premises
128 885 411 Property leases do not
contain access clause
Knight Frank Pty Ltd
Property lease for
Adelaide Premises
3 103 651 Property leases do not
contain access clauses
ISIS Projects Pty Ltd
Construction works for
accommodation
1 857 333 Construction contract.
Access to building site only
ISIS Projects
(Queensland) Pty Ltd
Fitout and construction
6 050 000 Construction contract.
Access to building site only
Primewest Pty Ltd
Property lease for Perth
premises (short-term
lease)
2 611 185 Property leases do not
contain access clauses
Primewest Pty Ltd
Property lease for Perth
premises (long-term
lease)
27 389 255 Property leases do not
contain access clauses
SMI Group Pty Ltd
Fitout and construction
670 802 Construction contract.
Access to building site only
Table 12—Summary of CRS Australia consultancy services contracts 2007-08 to 2009-10
2007-08
2008-09
2009-10
13
9
6
$257 054
$127 499
$185 720
13
9
1
Total actual expenditure on ongoing contracts
$602 733
$341 301
$79 625
Number of contracts exempt from AusTender
Nil
Nil
Nil
Number of new contracts let
Total actual expenditure on new contracts
Number of active ongoing contracts
Note: Expenditure totals include good and services tax and have been rounded to the nearest dollar.
Procurement
Purchasing activity and contract management
Purchasing decisions comply with the Commonwealth Procurement Guidelines and CRS Australia
purchasing policies and principles. Most purchases relating to job seeker programs cost less than
$1000. These must be outlined in the specific job seeker's Employment Pathway or Program Plan
as necessary to achieve a successful return to work.
CRS Australia employs external service providers (contractors) primarily to provide allied health
and other vocational rehabilitation and training interventions on a needs basis across Australia.
These providers are critical to meeting surges in demand and to support the specific needs of
individual job seekers.
Consultants and services contractors
CRS Australia complies with the information published in the Department of Finance and
Deregulation's Financial Management Guidance No 15: Guidance on Procurement Publishing
Obligations (July 2007) in distinguishing between consultancy and non-consultancy contracts for
annual reporting purposes.
In 2009-10 CRS Australia engaged consultants to provide a range of specialist skills that were not
available in-house or where an external independent and impartial view was required.
Six new consultancy contracts were entered into, involving total actual expenditure of $185 720. In
addition, one ongoing consultancy contract was active at the beginning of the financial year,
involving total actual expenditure of $79 62 5. Total actual expenditure for 2009-10 was $265 345.
Table 12 shows expenditure on consultancy service contracts for 2009-10 and the preceding two
years.
See Appendix J—Consultancy contracts on page 218 for all new consultancy contracts let by CRS
Australia during 2009-10 with a value of $10 000 or more.
Annual reports contain information about actual expenditure on contracts for consultancies.
Information on the value of contracts and consultancies is available on the AusTender website at
www.tenders.gov.au.
Australian National Audit Office access clauses
CRS Australia has included ANAO access clauses in all of its contracts, along with provisions in
relation to small businesses and sole traders.
Exempt contracts
CRS Australia did not have any contracts that were exempted from listing on the AusTender
website.
Property management
CRS Australia's national service delivery network consists of more than 180 service delivery
offices of which 35 per cent are located in rural and remote Australia. Business support operations
are located within the national office in Canberra and divisional offices in Sydney, Melbourne,
Brisbane, Perth and Adelaide. Service delivery offices are located conveniently for clients, close to
Centrelink offices, transport systems and other community facilities.
In 2009-10, 17 offices were relocated within the communities they serve and 66 leases on existing
tenancies were renewed.
Knowledge management
The Networks of Excellence (NoE) are a knowledge management initiative that drives innovation
and improved performance across all aspects of service delivery to job seekers and business
management processes. During 2009-10 there were five NoEs working on a range of key projects
that aligned with CRS Australia's Strategic and National Business Plan.
To improve knowledge sharing throughout the organisation, CRS Australia began the roll out of
Office Communicator software nationally in early 2010. This ICT application supports greater
sharing of knowledge across the organisation through instant messaging and document sharing.
Video conferencing is a feature being explored.
In 2009-10 CRS Australia knowledge management strategies also included:

the quality assurance and improvement program, which integrated the elements of bestpractice quality models, including maintaining quality service delivery practices and contributing
to the continuous improvement cycle

the CRS Australia intranet, which gave access to policy, practices and procedures. As part of
ongoing continuous improvement, the intranet was revised and streamlined to reflect current
and pertinent information

an organisational library to support case management, organisational research, and NoEs

an active program of research, evaluation and innovation

learning and development strategies and coaching strategies

implementation of the Records Authority issued by the National Archives of Australia and
Business Classification Scheme for record keeping, allowing for accurate and descriptive file
titling for newly created files.
Asset management
Decisions in relation to asset management were driven by operational requirements and
considerations such as life-cycle costs, benefits and risks.
CRS Australia's assets largely comprise leasehold improvements, office equipment and computer
software. These assets are locally managed and replaced or upgraded based on business
requirements. The centrally controlled asset register is updated as assets are purchased,
disposed of or retired. An annual centrally managed stock-take checks that all asset disposals and
retirements have been recorded. This year all assets were revalued by professional valuers.
Chapter 6: Financial reporting
FINANCIAL OVERVIEW
This section provides a summary of the department's financial performance in 2009-10. Results
are shown in the audited financial statements and this summary should be read in conjunction with
those statements.
Departmental financial performance
In 2009-10 the department had an operating surplus of $26.1 million, 3.4 per cent of the income
available to it. The result was more than the operating surplus of $4.8 million forecast for 2009-10
in the Portfolio Budget Statements 2010-11, predominantly due to an $8.0 million underspend in
the Compensation for Detriment caused by Defective Administration Scheme (CDDA), CRS
Australia surplus of $7.0 million, and to delayed activities.
Statement of financial performance
Income
In 2009-10 the department received total income of $767.3 million ($697.9 million in 2008-09). Of
the $767.3 million, $209.8 million was received as other income predominantly by CRS Australia.
Table 13 shows that in 2009-10 departmental income increased by 9.9 per cent compared to the
previous year, predominantly due to increased child support activity. Figure 14 on page 101 shows
a comparison of income over the past three years.
Expenses
The department's expenses in 2009-10 totalled $741.2 million compared to $688.0 million in 200809.
The department incurred:

employee expenses of $482.1 million

supplier expenses of $222.6 million

depreciation and other expenses of $36.4 million

income tax equivalent expenses of $0.1 million for CRS Australia.
Table 13 shows that in 2009-10, departmental expenses increased by 7.7 per cent compared to
the previous year. Figure 14 on page 101 shows a comparison of departmental expenses over the
past three years.
Table 13—Departmental income and expenses, 2008-09 and 2009-10
2008-09
2009-10
Change
($m)
($m)
(%)
Income
697.9
767.3
9.9
Expenses
688.0
741.2
7.7
Figure 14—Departmental income and expenses, 2007–08 to 2009–10
Statement of financial position
Equity
The department's total equity at 30 June 2010 was $182.0 million, representing an increase of
$23.3 million over the 30 June 2009 figure of $158.7 million. This was predominantly due to the
surplus result for the financial year.
Assets
At 30 June 2010, the department's assets totalled $362.7 million ($329.6 million at 30 June 2009).
Table 14 on page 102 shows that assets increased by 10.0 per cent in 2009-10 compared to the
previous year and Figure 15 on page 102 shows the trend in assets over the past three years. The
increase was associated with leasehold improvements and increased appropriation receivable due
to delayed activities.
Liabilities
The department had total liabilities of $180.7 million at 30 June 2010 ($170.9 million at 30 June
2009). Table 14 shows that liabilities increased by 5.7 per cent in 2009-10 compared to the
previous year. This was due in part to higher operating lease liabilities and an increase in staff
leave provisions. Figure 15 shows the trend in liabilities over the past three years.
Table 14—Departmental assets and liabilities, 2008-09 and 2009-10
2008-09
2009-10
Change
($m)
($m)
(%)
Assets
329.6
362.7
10.0
Liabilities
170.9
180.7
5.7
ADMINISTERED ITEMS
The department transfers child support payments between separated parents for the support of
their children and receives appropriations for expenses incurred in delivering the Income
Management Card program.
The department also receives dividends and competitive neutrality payments on behalf of the
Australian Government from Australian Hearing. On 1 July 2009, Health Services Australia paid a
final dividend of $27.0 million relating to its transfer to Medibank Private. All administered receipts
are transferred directly to the Official Public Account.
The Job Capacity Assessments program was transferred to the Department of Education,
Employment and Workplace Relations on 1 July 2009.
Figure 15—Departmental assets and liabilities, 2007–08 to 2009–10
Appendices
Appendix A—Occupational health and safety
Section 74 of the Occupational Health and Safety Act 1991 (OH&S Act) requires each Australian
Government department to include details in its annual report of:

the health and safety management arrangements of the department

initiatives taken during the year to ensure the health, safety and welfare at work of employees
and contractors of the department

the health and safety outcomes as a result of initiatives taken during the year

statistics of any accidents or dangerous occurrences during the year that arose out of the
conduct of undertakings by the department or authority and that required the giving of notice
under section 68 of the OH&S Act

any investigations conducted during the year that relate to undertakings carried on by the
employer, including details of all notices given to the employer under sections 29, 46 and 47 of
the OH&S Act during the year

such other matter required by guidelines approved on behalf of the parliament by the Joint
Committee of Public Accounts and Audit.
DEPARTMENT (INCLUDING THE CHILD SUPPORT PROGRAM, AND
EXCLUDING CRS AUSTRALIA)
In 2009-10 the department worked to improve overall health and safety across the organisation by:

implementing the Health and Safety Management Arrangements (HSMAs), including ensuring
OH&S committees and other consultative arrangements are in place and working effectively

developing and implementing a new OH&S policy framework to support HSMA implementation.
This saw the development and endorsement of:

policies to guide decision making— including the framework that outlines the department's
OH&S management system

procedures to provide practical instructions and steps required to meet policy and
legislative requirements

hazard guidelines to assist risk assessment processes

numerous new report templates and forms to streamline completion and ensure
consistency and compliance

developing and implementing a national OH&S plan to focus strategies on improving overall
OH&S performance. The plan is reviewed by the national health and safety sub-committee
each quarter

coordinating two workshops for rehabilitation case managers and HR officers to build
capability, share information and resolve issues, with a particular focus on mental health
awareness issues and the management of complex psychological injury cases

conducting quarterly workplace hazard inspections at each site to identify and address any
potential OH&S hazards and conduct risk assessments associated with changed business
practices and procedures

developing a Building a Healthier DHS Plan to provide a consolidated and integrated approach
to achieving a high-performance workplace culture

developing and implementing a wellbeing program to address issues identified from an earlier
health survey. Activities included:

providing influenza vaccinations

conducting a ten-week walking challenge

subscribing to an online wellbeing magazine

conducting and promoting seminars and special events such as Mental Health week and
Safe Work Week

developing a departmental pandemic plan and HR support plan in response to the H1N1
pandemic

developing an OH&S e-learning module for all staff along with an OH&S training module for
supervisors and team leaders

developing an online OH&S incident reporting process to streamline reporting, encourage
better incident investigation and support more efficient reporting. The module will be
implemented in July 2010.
During 2009-10 the department (including the Child Support Program) had 13 workplace incidents
that required notification to Comcare under section 68 of the OH&S Act. No notices were given by
or to the department under sections 29, 46, 47 or 68 during the year.
Table 15—Department of Human Services (including the Child Support Program)—workers
compensation claims 2008-09 and 2009-10
2008-09
2009-10 Increase (%)
New claims lodged with Comcare (lodged in that
financial year regardless of date of injury)
59
59
0
Claims accepted by Comcare (with a date of injury in
that financial year)1
23
31
34.8
New claims that incurred five or more days of
incapacity (per 1000 full-time equivalent employees)
5.8
7.4
27.6
Total weeks of compensation leave incurred by new
and existing claims (per 1000 full-time equivalent
employees)
236
259
9.7
1. At 1 July 2010.
CRS AUSTRALIA
CRS Australia has in place Health and Safety Management Arrangements (HSMA) which were
developed in consultation with staff and provide a comprehensive safety management system.
During 2009-10 CRS Australia worked to improve OH&S in a number of ways, including:

monitoring the H1N1 pandemic in conjunction with other Department of Human Services
agencies and providing safety advice to all staff via the CRS Australia intranet

implementing a workplace safety check list that was completed with 100 per cent compliance in
all offices

introducing monthly reporting on the OH&S induction process with follow up procedures to
ensure 100 per cent compliance

introducing follow-up with managers where a staff member has in excess of five days sick
leave within one month

promoting Mental Health Week and Safe Work Week via the CRS Australia intranet and
through health and safety representatives in each designated work group

reviewing and updating CRS Australia's client aggression policy to embrace Comcare's best
practice procedures regarding client aggression

continuing to promote early intervention strategies and procedures to reduce unplanned
absences and lower compensation claim rates

conducting training for all managers on Comcare premium, the OH&S Act and the Safety,
Rehabilitation and Compensation Act 1988 (SRC Act)

commencing a review of HSMA to be completed late 2010.
During 2009-10 CRS Australia notified Comcare of 59 workplace incidents under section 68 of the
OH&S Act. No directions were given under sections 29, 46 or 47. Eighteen compensation claims
were lodged with Comcare, of which 11 were accepted.
Table 16—CRS Australia—workers compensation claims 2008-09 and 2009-10
2008-09
2009-10
Change (%)
New claims lodged with Comcare (lodged in that
financial year regardless of date of injury)
20
18
-10%
Claims accepted by Comcare (with a date of injury in
that financial year)1
13
11
-15%
7
9
+29%
340.57
327.56
-4%
New claims that incurred five or more days of incapacity
(per 1000 full-time equivalent employees)
Total weeks of compensation leave incurred by new
and existing claims (per 1000 full-time equivalent
employees)
1. At 1 July 2010.
Appendix B—Freedom of information
FREEDOM OF INFORMATION REFORMS
The new freedom of information reforms were passed in parliament on 13 May 2010 with the
principal objective of promoting a pro-disclosure culture across the Australian Public Service to
build a stronger foundation for more openness in government.
Department of Human Services agencies will proactively 'push' information into the public arena,
to supplement the current 'pull' approach when customers and journalists pull that information out
of Australian Government agencies through FOI requests.
Some of the reforms include:

no fees for FOI applications

no charges for FOI requests for personal information

the ability for FOI applications to be submitted online

a database for non-personal FOI decisions available online and an Information Publication
Scheme (IPS) plan to be available on 1 January 2011.
The IPS requires portfolio agencies to publish a range of information on the internet, or advertise
how the information can be obtained. The range of information includes operational information
held by the agency to assist in exercising powers and functions when making decisions or
recommendations affecting customers, as well as any other information that the agency may wish
to publish.
The department is required under section 8 of the Freedom of Information Act 1982 (FOI Act) to
publish a statement setting out the following:

the department's particulars and functions indicating the decision-making powers and other
powers affecting members of the public in relation to those powers

the department's arrangements for persons outside the organisation to participate in policy
making or implementation

the categories of documents that the department possesses

the procedures that a member of the public needs to follow to gain access to those documents
under the FOI Act.
Information on the annual statistics of FOI requests received by the department can be accessed
through the Department of the Prime Minister and Cabinet's website at www.pmc.gov.au.
PARTICULARS AND FUNCTIONS
For particulars and functions of the department, see pages 8-13.
DECISION-MAKING POWERS
In 2009-10 the Secretary of the Department, the Child Support Registrar, the General Manager of
CRS Australia and other officers exercised decision-making powers, made payments and
undertook delivery of programs under various Acts, or parts of those Acts:

Child Support (Assessment) Act 1989

Child Support Legislation Amendment (Reform of the Child Support Scheme—Initial Measures)
Act 2006

Child Support Legislation Amendment (Reform of the Child Support Scheme—New Formula
and Other Measures) Act 2006

Child Support (Registration and Collection) Act 1988

Disability Services Act 1986.
ARRANGEMENTS FOR OUTSIDE PARTICIPATION
The department is open to the views of organisations and individuals, and provides opportunities
to contribute to policy development and its implementation. Any organisation or person interested
in participating in the department's formulation of policy, or the development of programs to
implement a policy, should write to the Minister for Human Services, the Secretary of the
Department of Human Services or the General Manager of CRS Australia.
CATEGORIES OF DOCUMENTS
The department holds the following categories of documents:

documents relating to meetings (such as agendas, minutes and reports)

internal administrative records, such as personnel files, staffing and financial records, and
office procedures

working files, including departmental correspondence, analysis and advice

documents relating to Child Support Program and CRS Australia's service delivery, including
individual case files and papers

government policy documents, including recommendations and decisions

documents related to legal advice given and received, and other legal documents such as
transcripts of proceedings

papers relating to new and amending legislation, drafting instructions and draft legislation

media releases and copies of public addresses and presentations

briefing papers and submissions prepared for the Minister for Human Services

copies of questions in the Parliament together with replies and other related correspondence

records of papers prepared for Cabinet and the Federal Executive Council, including
submissions and minutes

documents that relate to the department's specific functions, for example finance

tender and contract documents.
More information about the classes of personal information the department holds is available from
the Office of the Privacy Commissioner at www.privacy.gov.au/government/digest.
PUBLIC ACCESS TO DOCUMENTS
The department provides various publications, including program and service statistics, to the
public. This information may be accessed from the publications webpage of the department's
website at www.humanservices.gov.au.
In addition, the department makes information related to the Child Support Program freely
available to the public, including child support forms, brochures, CD-ROMS and booklets. Free
copies of policy guidelines, procedural instructions, rulings and determinations are also available.
Many of these documents may be accessed at www.csa.gov.au.
CRS Australia also makes brochures and pamphlets freely available to the public. Many of these
documents may be accessed at www.crsaustralia.gov.au.
PROCEDURE AND CONTACT DETAILS—DEPARTMENT (INCLUDING
THE CHILD SUPPORT PROGRAM)
The department's contact officer can advise interested persons on FOI matters and discuss the
nature and scope of an intended request.
A request for access to documents under the FOI Act must be in writing, should enclose a $30
application fee and state an address in Australia to which notices can be sent.
For a prompt response, applicants should provide as much information as possible about the
documents they wish to access. They should also include a telephone number or an email
address to allow officers handling their request to contact them if clarification is needed.
Applicants may be liable to pay charges at rates prescribed by the Freedom of Information (Fees
and Charges) Regulations. However, in certain circumstances the fee may not be required and will
be remitted.
The National FOI Coordinator for the department (including the Child Support Program) can be
contacted at:
GPO Box 9815
Sydney NSW 2000
Phone: 1300 559 365
PROCEDURES AND CONTACT DETAILS—CRS AUSTRALIA
A request to CRS Australia for access to documents under the FOI Act must be in writing, should
enclose a $30 application fee and should state an address in Australia to which notices can be
sent. In certain circumstances the fee is not required or can be remitted.
Where people seek documents containing their own information, CRS Australia follows informal
guidelines that eliminate the need for a formal FOI application in most cases. An informal request
for access to documents can be made either verbally or in writing to the person's rehabilitation
consultant.
Information sheets outlining the FOI application process are available for potential applicants. CRS
Australia officers who can advise on FOI matters and discuss the nature and scope of an intended
request can be contacted through the FOI Coordinator.
FOI Coordinator
CRS Australia
Locked Bag 8720
Canberra ACT 2601
Phone: 02 6211 6900
Fax: 02 621 1 6902
Appendix C—Advertising and market research
Section 311A of the Commonwealth Electoral Act 1918 requires the annual report of each
Australian Government department or agency to include a statement setting out particulars of the
amounts paid by, or on behalf of, the department or agency during the financial year to advertising
agencies, market research organisations, polling organisations, direct mail organisations and/or
media advertising organisations.
Department of Human Services
For 2009-10 particulars of payments of less than $10 900 (inclusive of GST) are not required. The
following tables detail payments of $10 900 or more spent on advertising and market research by
the Department (including the Child Support Program) and separately for CRS Australia.
Table 17—Department of Human Services—payments for advertising and market research, 200910
Payee
Amount
($)
Purpose
Advertising agencies
Nil1
Market research organisations
-
Payee
Purpose
Colmar Brunton
Market Testing of CD-ROM and Storybook
Amount
($)
75 000
Open Mind Research Final Market Research for Child Support Scheme reforms
95 513
Open Mind Research Joint DHS/Centrelink research on Communicating with
Families Post SDR (paid by DHS)
145 959
Polling Organisations
Nil
-
Direct mail organisations
Rothfield Print
Management
Provide storage, distribution and printing services for DHS
publications (including management of the CSA 1800 call
centre and CSA Webmaster order services)
1 253 643
Salmat Document
Distribution
Manage document distribution (including CSA customers'
monthly statements and CSA customer newsletters)
3 245 238
Media advertising organisations
Adcorp
Place non-campaign, non-recruitment advertising
94 730
Adcorp
Recruitment advertising
116 877
Telstra
Place advertising in the 2010 White Pages Directory (capital
cities, regional directories and Telstra White Pages online)
244 449
1. Child Support Program—no advertising agency spend in 2009-10.
Note: All amounts are goods and services tax exclusive. Totals include Net Media Spend, Adcorp Service Charges
and CAF (which is remitted to Department of Finance).
CRS Australia
Table 18—CRS Australia—payments for advertising and market research, 2009-10
Payee
Purpose
Amount ($)
Advertising agencies
Nil
-
Market research organisations
Nil
-
Payee
Purpose
Amount ($)
Polling organisations
Nil
-
Direct mail organisations
Nil
-
Media advertising organisations
hma Blaze
Non-campaign advertising (non-recruitment)
6901
hma Blaze
Recruitment advertising
8216
Adcorp
Non-campaign advertising (non-recruitment)
Adcorp
Recruitment advertising
Sensis
Yellow Pages print directory advertising
25 745
Telstra
White Pages print directory advertising
78 969
12 707
113 514
Appendix D—Ecologically sustainable development and
environmental performance
Following the December 2009 announcement of major reform to Australian Government service
delivery, integration of enabling service areas of the Human Services portfolio commenced.
Environmental management teams from Department of Human Services, Medicare Australia and
Centrelink joined together to ensure the portfolio agencies continue to conduct their business in an
environmentally responsible manner.
Section 516A of the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act)
requires Commonwealth organisations to report annually on their environmental performance and
contribution to the principles of ecologically sustainable development (ESD).
All portfolio agencies are committed to:

complying with all relevant environmental legislation and regulations

operating in a manner that minimises environmental impacts and prevents pollution

setting environmental objectives and targets for continuous improvement.
Programs that accord with the principles of ESD— section 516A(6)(a)
The department does not administer any programs that have a direct impact on ecologically
sustainable development. Its procurement policies, motor vehicle policy and practice of
sustainable office management accord with ESD principles. Details of those policies and practices
are reported under measures taken to minimise the effect of activities on the environment—
Section 516(6)(d) on page 187.
How outcomes contribute to the principles of ESD— section 516A(6)(b)
The department's contribution to ESD is the effective delivery of Australian Government services
with minimised environmental impact.
The department has developed environmental management strategies to maximise the proportion
of renewable materials and energy used to achieve business outcomes and minimise associated
waste production through efficient consumption of resources and waste recycling.
DEPARTMENT (EXCLUDING CRS AUSTRALIA)
How activities accord with the principles of ESD— section 516A(6)(a)
During 2009-10 the Department of Human Services continued to conduct operations in an
environmentally responsible manner. Potential impacts were mitigated through efficient use of
resources, effective waste management and pollution prevention. The department continued the
development and implementation of an environmental management system that aligns to the
International Standard ISO 14001:2004. Environmental policies, plans and procedures influence
the decision-making processes of the agency.
Effect of activities on the environment—section 516A(6)(c)
The department's daily operations have an impact on the environment. While carrying out its
business, resources such as electricity, paper and water are consumed and waste is generated.
The department is committed to managing the effects of its business activities on the environment
and improving environmental performance.
Measures taken to minimise the effect of activities on the environment—
section 516(6)(d)
Environmental management system
The department's Environmental Management System (EMS) is a tool designed to manage the
impacts of the department's business activities on the environment. The system contributes to the
department's program outcomes and accords with the principles of ecologically sustainable
development.
Implementation of its EMS has generated significant environmental benefits for the department. It
has also facilitated better resource allocation and cost savings, and contributed to overall staff
satisfaction.
Environmental policies, procedures and guidelines
The department's policies, procedures and guidelines inform the public and its staff of the way it
intends to manage its environmental performance. These policies, procedures and guidelines
ensure the environment is considered during business planning and decision-making processes.
2009-10 environmental management objectives and targets
A major product of the EMS is the development of a set of environmental management objectives,
targets and performance indicators that form the basis for measuring the effectiveness of yearly
environmental management programs. Table 19 outlines the department's environmental
management targets for 2009-10.
Table 19—Department of Human Services environmental targets
Measure
Energy
Target
Measure
Office —tenant light and power
Target
≤ 7500 MJ per person
Office—central services
≤ 400 MJ per m2
Other buildings
≤ 130 MJ per m2
Greenhouse
Total greenhouse emissions
Total greenhouse offsets
≤ 17 000 CO2-e tonnes
≥ 1500 CO2-e tonnes
Blended fuel utilisation Ethanol
E10 utilisation
Agency specific1
Paper use
External paper use (tonnes)
Agency specific1
Internal A4 copy paper use (tonnes)
Agency specific1
Waste
General office landfill waste of total
Agency specific1
1. Audits to be undertaken to determine agency specific targets for the Department of Human Services.
Environmentally aware business culture
The department is adopting a continuous education program across all locations to train staff on
environmental policies and procedures, thereby raising environmental awareness and improving
environmental performance.
Internal environment program
A network of Green Teams has been established. Green Team members have a local or regional
role of communicating and promoting green office awareness practices and overseeing the
implementation of environmental recommendations within the business generally.
In practice, this arrangement generates local environmental networks within the various business
units of the department's organisational structure. The program is supported by training and
awareness activities included in the department's National Induction Program. All new department
employees participate in this training.
External—government sector
The Department of Human Services continues its role as a member of the Government Agencies
Environment Network. The network was established by Centrelink, the Department of Defence
and the Australian Taxation Office to drive environmental performance improvements within public
agencies. It has as its aims to:

share best practice ideas on environmental management

initiate best practice activities for public agencies

facilitate uptake of ideas within agencies.
The Government Agencies Environment Network has over 30 participating agencies.
Energy
Stationary energy use
In May 2010 the department rolled out an automatic computer shutdown program for desktop
computers across all departmental sites. This initiative is estimated to save up to $135 000 per
year on electricity costs and 900 tonnes in carbon dioxide emissions.
The department now has eight Green Lease Schedules in accordance with the Energy Efficiency
in Government Operations policy. Each schedule incorporates a signed Energy Management Plan
between the department and building owners to achieve required energy targets for a 4.5 star
National Australian Built Environment Rating Scheme (NABERS) rating.
Table 20—Stationary energy use for department
Measure
Metric
2007-08
2008-09
2009-10
Stationary energy use
GJ
49 9711
51 0671
2
NABERS rated 4.5 or above
Sites
0
1
0
Energy
Greenhouse
Greenhouse gas emissions
tCO2-e
11 613
12 185
2
Greenhouse gas offsets
tCO2-e
607
170
2
1. These figures include total stationary energy use for Department of Human Services.
2. Data not available until 31 October 2010.
Transport
The department continues to ensure that fleet vehicles, where fit for purpose, have a Green
Vehicle Guide rating of 10.5 or greater. The department's E10 fuel policy remains in place and
staff are required to purchase E10 fuel if possible.
Paper
The department has successfully trialled the implementation of default duplex print settings for two
departmental sites. When rolled out nationally it is estimated to save the department 12 000 reams
of paper per year or potentially some $60 000 per year.
Waste
Waste audits have been conducted at 11 departmental sites. Recommendations will be integrated
into a national cleaning contract being developed by Jones Lang Lasalle, the department's
contracted property management services provider. This measure will provide nationally
consistent requirements and related KPI's for the removal and sorting of waste and improve
diversion of landfill to the recycling stream.
Greening information and communications technology strategy
In response to the 2008 Gershon Review of information, Communications and Technology (ICT) in
Government, the department developed an ICT Energy Management Plan. To improve the
environmental performance of its ICT estate the Australian Government initiated the development
of a whole-of-government ICT Sustainability Plan. The plan required large government agencies to
develop an ICT energy management plan. The department has identified areas for improvement,
considered how ICT can enable sustainability and estimated its ICT energy consumption. The
department is committed to working towards ICT energy consumption targets and reviewing the
plan annually.
Mechanisms for reviewing and increasing the effectiveness of environmental
management strategies—section 516A(6)(d)
The department continues to implement its environmental management system. Objectives and
targets are determined and reviewed on a regular basis.
Table 21—Department of Human Services transport energy
1
Measure
Metric
2007-08
2008-09
2009-10
Transport energy use
GJ
2155
1607
1
Cars GVG 10.5 and above
%
Unavailable
100
90
Ethanol Blend fuel use (year end)
%
32
58
1
Data not available until 31 October 2010.
Table 22— Department of Human Services materials use
Measure
Metric
2007-08
2008-09
2009-10
Paper use (internal copy)
tonnes
90
78
89
Recycled content (copy paper)
%
0
50
50
Materials
CRS AUSTRALIA
How activities accord with the principles of ecologically sustainable
development (ESD)
The following sections specifically address the requirements of section 516A(6) of the EPBC Act.
Activities and administration of legislation accord with ESD principles
CRS Australia does not administer any legislation that has a direct impact on ESD principles
identified under section 516A(6)(a) of the EPBC Act. In its procurement policies its motor vehicle
policy and its practice of sustainable office management it accords with ESD principles. Details of
those policies and practices are reported under Measures taken to minimise the effect of activities
on the environment.
Activities that affect the environment
CRS Australia leased more than 180 offices nationally, occupying mostly small tenancies. Lease
arrangements limited the ability to control environmental issues and to measure outcomes,
including energy usage, water and waste.
Policy and procedures are in place for managing energy consumption within the constraints of
lease agreements. Energy and waste statistics are reported to the CRS Australia Executive, to the
Government Energy Efficiency Team at the Department of Climate Change and Energy Efficiency,
and the waste section of the Department of Environment, Water, Heritage and the Arts. This data
was released into the public domain. CRS Australia's total greenhouse gas emissions associated
with the use of electricity, gas, and vehicles are outlined in Table 23 on page 191.
Measures taken to minimise the effect of activities on the environment
In 2009-10 CRS Australia focused on effective environmental management. This was reflected in
its environmental policy and EMS. The EMS was updated in late 2009 and is based on the
international specification ISO 14001:2004, which incorporates environmental considerations in
business planning and decision-making. The EMS targets key areas such as energy consumption,
fleet vehicles, recycling and increasing environmental awareness.
Energy
As part of its commitment to reduce energy use and meet government greenhouse gas emission
targets, in 2009-10 CRS Australia:

purchased 10 per cent of its energy as certified renewable energy (GreenPower) in New South
Wales, the Australian Capital Territory, South Australia and Victoria

encouraged nightly shutdown and the use of sleep modes for computing and other office
machinery

continued the automatic shutdown of computers each weekend and started an eiPower Pilot—
this will allow power policies to be applied to PCs, so they can be turned off after specified
periods of inactivity. The objective of the eiPower software is a reduction in power consumption
to meet green standards and to realise cost savings

began to implement virtual data centre servers to reduce the physical footprint and power
consumption

continued to replace incandescent lighting with T5 lighting (narrow-diameter fluorescent light
tubes) where possible

continued to use timers and sensor switches for lights where possible

commenced trials for the Desktop Faxing Project. The project will involve the transition from
physical fax machines to desktop faxing, which will reduce power usage and costs.
Table 23—CRS Australia stationary energy use
Measure
Metric
2007-08
2008-09
2009-10
21 636
19 728
1
6 021
5 765
1
Energy
Stationary energy use
GJ
Greenhouse
Greenhouse gas emissions
tCO2-e
1
Measure
Metric
2007-08
2008-09
2009-10
Greenhouse gas offsets
tCO2-e
79.44
128.44
1
Data not available until 31 October 2010.
Transport
All 220 of CRS Australia's fleet vehicles are subscribed to the Green Fleet Carbon Offset Program.
This equates to an offset of 1002.2 tonnes of CO2-e (carbon dioxide equivalent), achieved by
planting a total of 3740 biodiverse trees.
Under CRS Australia's motor vehicle policy, metropolitan offices must have a business fleet of
four-cylinder cars; the same policy is promoted in regional areas. The use of vehicles that run on
alternative fuels such as ethanol- blended fuel is encouraged.
In 2009-10, on average, all vehicles in the fleet exceeded the Government Green Vehicle Guide
(GVG) efficiency target, and over 80 per cent rated in the top half.
CRS Australia is also planning to reduce travel through the implementation of Office
Communicator video and voice conferencing in selected sites. Currently all staff have the
Standard Office Communicator software, which enables Presence and Instant Messaging. An
initial user group also received the Enterprise Office Communicator software, which enables video
and voice conferencing.
Reducing waste and promoting recycling
The National Packaging Covenant is aimed at reducing waste and promoting recycling. CRS
Australia participated in this initiative and began a rolling replacement of all multifunction devices
(MFDs) in the organisation in 2010. All MFDs were defaulted to duplex printing and an overall
reduction in the consumption of paper usage was encouraged, along with the use of electronic
publishing and communication, and purchasing paper with 50 per cent recycled content where
possible.
Table 24—CRS Australia transport energy use
1
Measure
Metric
2007-08
2008-09
2009-10
Transport energy use
GJ
11 717
10 923
1
Cars GVG 10.5 and above
%
52
64
80
Ethanol blend fuel use (year end)
%
11
11
1
Data not available until 31 October 2010.
CRS Australia continued its participation in Close the Loop®, a printer and toner cartridge
recycling program. All brands of printer consumables are accepted and there is a guarantee that
no material from this process is sent to landfill. Mobile phone musters are also conducted as
required.
Most CRS Australia offices use commingled recycling and paper and cardboard recycling. It is
hard to accurately measure the results because most offices are leased and have shared waste
and recycling arrangements. Waste is reported to the Department of Environment, Water, Heritage
and the Arts each year using the National Packaging Covenant (NPC) Reporting Tool.
Performance analysis
CRS Australia experienced fluctuations in environmental effects between 2008-09 and 2009-10,
particularly in the areas of energy and recycling. As CRS Australia operates predominantly in
office environments, the greatest benefits can be felt in these areas.
Since 2008-09 there has been a general trend toward increasing energy efficiencies, reducing
consumption (where possible), and an increase in recycling throughout the organisation. Though
not large in percentage terms, a general increase in environmental awareness and behavioural
change has meant that progress is being made.
The amount of printer consumables being recycled has increased slightly, though there has been
a move towards the use of multi-functional devices (MFDs) across the organisation to limit the
number of printers and copiers required. Conversely, the amount of paper being purchased has
increased. This can be largely attributed to changed Disability Employment Service purchaser
expectations requiring job seeker plans to be printed more frequently.
Almost all paper in the organisation is now purchased with recycled content, representing an
increase of close to 14 per cent since 2007-08. See Table 25.
Environmental awareness campaigns are promoted across the organisation with the aid of the
Green Teams. This represents an important contribution in the general trends evident.
Table 25—CRS Australia green procurement
Measure
Metric
2007-08
2008-09
2009-10
10.9
14.9
17.7
67.56
55.33
73.61
Materials
Green office consumables
%
Paper use (internal copy)
tonnes
Recycled content (copy paper)
%
86
99.7
97.6
Recycled print consumables (Close the Loop)
kg
550
464
482
Mechanisms for reviewing and increasing the effectiveness of measures to
minimise the impact of activities
ESD principles are included in the new CRS Australia Strategic Plan 2009-12 and are identified as
a key strategy in the national business plan.
The National Environmental Coordinator reviewed and promoted environmental initiatives and
assisted with addressing reporting requirements. As well, an Environmental Management
Committee was established to coordinate and formulate recommendations to the executive
regarding environmental initiatives across the organisation.
Mechanisms to increase the effectiveness of measures to minimise impact on the environment in
2009-10 included raising staff awareness by:

creating an Environmental Management Committee made up of a cross section of CRS
Australia staff to provide information and feedback on environmental proposals submitted to
the executive. This provides a measure of transparency and staff support when developing
new initiatives

developing an online environmental audit that can be used annually for all offices to measure
behavioural change in the organisation

promoting the application of eiPower policy to all PCs so they can be turned off automatically
after specified periods of inactivity. This will reduce the power consumption for PCs, and is
currently being trialled

hosting an online environmental discussion group to implement ideas from staff across
Australia

publishing environmental hints, tips and articles on the environmental pages of the intranet site

promoting and participating in external environmental initiatives such as National Recycling
Week and Earth Hour 2010

providing online environmental training presentations and information sessions for staff to
access at their convenience

providing assistance and advice to the Green Team and other interested staff with regard to
environmental activities and requests for information.
The EMS is reviewed annually to assess current initiatives and implement updates.
CRS Australia is also part of the Government Agencies Environmental Network which is an
important mechanism for providing and receiving feedback on environmental initiatives.
Appendix E—Commonwealth disability strategy
The Commonwealth Disability Strategy provides a framework to assist Australian Government
departments and agencies to meet their obligations under the Disability Discrimination Act 1992.
Australian Government organisations are required to report annually on their performance in
implementing the strategy.
The department reports its 2009-10 performance against measures identified in the Department of
Families, Housing, Community Services and Indigenous Affairs guide to reporting against the
Commonwealth Disability Strategy. The department reports against the roles of policy adviser
(Table 26), purchaser (Table 27) and provider (Table 28).
Table 26—Department of Human Services (excluding CRS Australia)—policy adviser role
Performance
indicator
Performance
measure
Performance 200910
Goals for
2010-11
New or revised
policy/ program
proposals assess
impact on the lives
of people with
disabilities prior to
decision
Percentage of new
or revised policy/
program proposals
that document that
the impact of the
proposal was
considered prior to
the decisionmaking stage
The department
Maintain
assesses the impact
current
of new or revised
arrangements
program/policy
proposals on the lives
of people with
disabilities
Maintain
current
arrangements
People with
disabilities are
included in
consultation about
new or revised
Percentage of
consultations
about new or
revised policy/
program proposals
that are developed
The department
consults the Human
Services agency
responsible for
delivering the
proposed policy, and
Maintain
current
arrangements
Maintain
current
arrangements
Actions for
2010-11
Performance
indicator
Performance
measure
Performance 200910
Goals for
2010-11
Actions for
2010-11
policy/ program
proposals
in consultation
with people with
disabilities
where appropriate,
consults stakeholders
who may be affected
by the policy. The
process ensures that
the service delivery
impact of new
policies on people
living with disabilities
is considered, and
that targeted
communication
strategies are
developed to support
successful service
delivery
Public
announcements of
new, revised or
proposed policy/
program initiatives
available in
accessible formats
for people with
disabilities in a
timely manner
Percentage of
new, revised or
proposed
policy/program
announcements
available in a
range of
accessible formats
Policy
announcements are
available on the
website in accessible
formats
Maintain
current
arrangements
Maintain
current
arrangements
Time taken in
providing
announcements in
accessible formats
Policy
announcements are
available on the
website in accessible
formats in a timely
manner
Maintain
current
arrangements
Maintain
current
arrangements
Table 27—Department of Human Services (excluding CRS Australia)—purchaser role
Performance
indicator
Performance
measure
Performance
2009-10
Goals for
2010-11
Publicly available
information on agreed
purchasing
specifications are
available in
accessible formats for
people with
disabilities
Percentage of
publicly available
purchasing
specifications
requested and
provided in:
Purchasing and
procurement
guidelines and
specifications
are made
available on
request
Maintain
Maintain
current
current
arrangements arrangements

accessible
electronic formats

accessible
formats other than
electronic
Actions for
2010-11
Performance
indicator
Performance
measure
Performance
2009-10
Average time taken
to provide accessible
material in:


No requests
were received
beyond
suppliers selfelectronic formats accessing
formats other than information
from the
electronic
department's
website
Goals for
2010-11
Actions for
2010-11
Provide
information in
a timely
manner
Maintain
current
arrangements
Ensure
consultation
where
practicable
Where
practicable,
ensure that
any
purchasing
processes
that impact
on people
with
disabilities
take account
of specific
needs and
requirements
Processes for
purchasing goods or
services with a direct
impact on the lives of
people with
disabilities are
developed in
consultation with
people with
disabilities
Percentage of
processes for
purchasing goods or
services that directly
impact on the lives of
people with
disabilities that are
developed in
consultation with
people with
disabilities
No tenders had
a direct impact
on people with
disabilities
Purchasing
specifications and
contract requirements
for the purchase of
goods and services
are consistent with
the requirements of
the Disability
Discrimination Act
1992 (DDA)
Percentage of
purchasing
specifications for
goods and services
that specify that
tender organisations
must comply with the
DDA
All tender
documents
made reference
to compliance
with relevant
Commonwealth
legislation,
including the
DDA
Percentage of
contracts for the
purchase of goods
and services that
require the contractor
to comply with the
DDA
All contracts
Maintain
Maintain
included the
current
current
requirement
arrangements arrangements
that a
contractor must
meet all
requirements as
outlined in the
DDA
Where tenders
have direct
impact on
people with
disabilities, the
department’s
practices
include
consultation
with
stakeholders
including
disability groups
Maintain
Maintain
current
current
arrangements arrangements
Performance
indicator
Performance
measure
Performance
2009-10
Goals for
2010-11
Publicly available
performance reporting
against the purchase
contract specifications
requested in
accessible formats for
people with
disabilities is provided
Percentage of
publicly available
performance reports
against the contract
purchasing
specification
requested and
provided in:
Website
material
complies with
the Web
Accessibility
Guidelines
where possible
Maintain
Maintain
current
current
arrangements arrangements

accessible
electronic formats

accessible
formats other than
electronic
Average time taken
to provide accessible
material in:


Complaints/grievance
mechanisms,
including access to
external mechanisms,
in place to address
concerns raised about
provider's
performance
No requests
were received
beyond
suppliers selfelectronic formats accessing
formats other than information
from the
electronic
department's
website
Established
complaints/grievance
mechanisms,
including access to
external
mechanisms, in
operation
All tender
documents
contain specific
clauses on
complaints
handling
procedures
Actions for
2010-11
Maintain
Maintain
current
current
arrangements arrangements
Maintain
Maintain
current
current
arrangements arrangements
Table 28—Department of Human Services (excluding CRS Australia)—provider role
Performance
indicator
Performance
measure
Performance 200910
Goals for
2010-11
Actions for
2010-11
Providers have
established
mechanisms for
quality
improvement and
assurance
Evidence of
quality
improvement
and assurance
systems in
operation
The department has
developed and
implemented a
comprehensive
integrated business
management system
that includes
frameworks for
managing quality
improvement and
assurance
Maintain
current
arrangements
Maintain
current
arrangements
Performance
indicator
Performance
measure
Performance 200910
Goals for
2010-11
Actions for
2010-11
New quality
assurance and
performance
measurement
frameworks for Job
Capacity Assessment
services were
introduced on 1 July
2008 as an outcome
of the Job Capacity
Assessment Review
Providers have an
established service
charter that
specifies the roles
of the provider and
consumer and
service standards
which address
accessibility for
people with
disabilities
Established
service charter
that adequately
reflects the
needs of people
with disabilities
in operation
The Child Support
Program has a client
service charter that
specifies the role of
the provider and the
consumer—this
document is available
on the CSA website
Maintain
current
arrangements
Maintain
current
arrangements
Complaints/
grievance
mechanisms,
including access to
external
mechanisms, in
place to address
concerns raised
about performance
Established
complaints/
grievance
mechanisms,
including access
to external
mechanisms, in
operation
The Child Support
Program has a wellestablished complaint
service that includes
access to external
mechanisms such as
the Commonwealth
Ombudsman and the
Social Security
Appeals Tribunal
Maintain
current
arrangements
Maintain
current
arrangements
Information from
complaints is fed back
to business decision
makers to improve
service delivery
Table 29—CRS Australia—purchaser role
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 201011
Actions for 201011
Publicly
available
information on
agreed
purchasing
specifications is
available in
accessible
formats for
people with
disabilities
Percentage of
publicly
available
purchasing
specifications
requested and
provided in:
CRS Australia did
not receive any
requests for
purchasing or
procurements
guidelines to be
provided in
alternate formats
100% of all
requests for
accessible
electronic
information
fulfilled within
five working
days
Maintain current
arrangements
All contracts
included the
requirement that a
contractor must
meet all
requirements as
outlined in the DDA
100% of all
people
requesting
information in
accessible
formats (other
than electronic)
will be advised
of the expected
delivery date of
their preferred
format within
five working
days of the
request
CRS Australia
continued to
ensure that any
purchasing
processes that
impact on people
with disabilities
took into account
specific needs and
requirements
100% of all
proposed
purchases
assessed as
having a direct
impact on
people with
disabilities will
be developed in
consultation with
them and carers
or advocates


accessible
electronic
formats
accessible
formats
other than
electronic
Average time
taken to provide
accessible
material in:
Processes for
purchasing
goods or
services with a
direct impact on
the lives of
people with
disabilities are
developed in
consultation
with people with
disabilities

electronic
formats

formats
other than
electronic
Percentage of
processes for
purchasing
goods or
services that
directly impact
on the lives of
people with
disabilities that
are developed
in consultation
with people with
disabilities
A review of the
internal processes
for the use of
external service
providers was
conducted by the
National Service
Delivery Support
Team to ensure
that all client
purchases of
goods and services
meet legislative
requirements and
People with
disabilities have
high satisfaction
levels with
consultation
about any
purchases of
goods or
services
Ensure
compliance with
Financial
Management and
Accountability Act
1997
Respond to and
deliver on
requests for
information in
accessible formats
in the shortest
possible time
Maintain current
arrangements
All client-related
CRS Australia
purchasing
processes include
consultation and
assessment with
clients where
applicable
Link all purchases
to the client's
program and
document the
rationale for the
purchase, for
example, using an
Employment
Pathway Plan
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 201011
Actions for 201011
Publicly
available
information on
agreed
purchasing
specifications is
available in
accessible
formats for
people with
disabilities
Percentage of
publicly
available
purchasing
specifications
requested and
provided in:
CRS Australia did
not receive any
requests for
purchasing or
procurements
guidelines to be
provided in
alternate formats
100% of all
requests for
accessible
electronic
information
fulfilled within
five working
days
Maintain current
arrangements
All contracts
included the
requirement that a
contractor must
meet all
requirements as
outlined in the DDA
100% of all
people
requesting
information in
accessible
formats (other
than electronic)
will be advised
of the expected
delivery date of
their preferred
format within
five working
days of the
request


accessible
electronic
formats
accessible
formats
other than
electronic
Average time
taken to provide
accessible
material in:

electronic
formats

formats
other than
electronic
Ensure
compliance with
Financial
Management and
Accountability Act
1997
Respond to and
deliver on
requests for
information in
accessible formats
in the shortest
possible time
the needs of
people with a
disability
Purchasing
specifications
and contract
requirements for
the purchase of
goods and
services are
consistent with
the
requirements of
the Disability
Discrimination
Act 1992 (DDA)
Percentage of
purchasing
specifications
for goods and
services that
specify that
tender
organisations
must comply
with the DDA
Percentage of
contracts for the
purchase of
goods and
services that
require the
contractor to
comply with the
DDA
All tender
documents made
reference to
compliance with
relevant
Commonwealth
legislation,
including the DDA
All contracts
included the
requirement that a
contractor must
meet all
requirements as
outlined in the DDA
100% of CRS
Australia
standard
contracts to
include an
explicit
reference to
compliance with
the DDA
All contracts to
continue to include
the requirement
that a contractor
must meet all
requirements as
outlined in the
DDA.
Continue to
include an explicit
clause in all
requests for
tender standard
and non-standard
contracts
specifying that
contractors must
comply with the
requirements with
relevant
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 201011
Actions for 201011
Publicly
available
information on
agreed
purchasing
specifications is
available in
accessible
formats for
people with
disabilities
Percentage of
publicly
available
purchasing
specifications
requested and
provided in:
CRS Australia did
not receive any
requests for
purchasing or
procurements
guidelines to be
provided in
alternate formats
100% of all
requests for
accessible
electronic
information
fulfilled within
five working
days
Maintain current
arrangements
All contracts
included the
requirement that a
contractor must
meet all
requirements as
outlined in the DDA
100% of all
people
requesting
information in
accessible
formats (other
than electronic)
will be advised
of the expected
delivery date of
their preferred
format within
five working
days of the
request


accessible
electronic
formats
accessible
formats
other than
electronic
Average time
taken to provide
accessible
material in:

electronic
formats

formats
other than
electronic
Ensure
compliance with
Financial
Management and
Accountability Act
1997
Respond to and
deliver on
requests for
information in
accessible formats
in the shortest
possible time
Commonwealth
legislation,
including the DDA
Continue to
provide advice to
managers on the
need for DDA
compliance
through the
contract
management
guidelines
Look at
opportunities to
purchase goods or
services from
Australia Disability
Enterprises as
opportunities
arise.
Publicly
available
Percentage of
publicly
Website material
complied with Web
100% of
requests for
Ensure the closing
date for tenders
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 201011
Actions for 201011
Publicly
available
information on
agreed
purchasing
specifications is
available in
accessible
formats for
people with
disabilities
Percentage of
publicly
available
purchasing
specifications
requested and
provided in:
CRS Australia did
not receive any
requests for
purchasing or
procurements
guidelines to be
provided in
alternate formats
100% of all
requests for
accessible
electronic
information
fulfilled within
five working
days
Maintain current
arrangements
All contracts
included the
requirement that a
contractor must
meet all
requirements as
outlined in the DDA
100% of all
people
requesting
information in
accessible
formats (other
than electronic)
will be advised
of the expected
delivery date of
their preferred
format within
five working
days of the
request
Accessibility
Guidelines where
possible
electronic
information to
be fulfilled within
five working
days


accessible
electronic
formats
accessible
formats
other than
electronic
Average time
taken to provide
accessible
material in:
performance
reporting
against the
purchase
contract
specifications
requested in
accessible
formats for
people with
disabilities is
provided

electronic
formats

formats
other than
electronic
available
performance
reports against
the contract
purchasing
specification
requested and
provided in:

accessible
electronic
formats

accessible
formats
other than
electronic
Average time
taken to provide
accessible
material in:

electronic
formats
CRS Australia did
not release any
performance
measures or
reports against
contract
purchasing
specifications
100% of all
people
requesting
information in
accessible
formats (other
than electronic)
Performance
will be advised
reports can be
of the expected
made available (in delivery date of
accessible formats) their preferred
on request
format within
five working
days of the
request
Ensure
compliance with
Financial
Management and
Accountability Act
1997
Respond to and
deliver on
requests for
information in
accessible formats
in the shortest
possible time
consider the time
taken to supply
information in
accessible
formats, if
appropriate and in
accordance with
the
Commonwealth
Procurement
Guidelines (2005)
Material available
on CRS Australia
website will
comply with Web
Accessibility
Guidelines where
possible
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 201011
Actions for 201011
Publicly
available
information on
agreed
purchasing
specifications is
available in
accessible
formats for
people with
disabilities
Percentage of
publicly
available
purchasing
specifications
requested and
provided in:
CRS Australia did
not receive any
requests for
purchasing or
procurements
guidelines to be
provided in
alternate formats
100% of all
requests for
accessible
electronic
information
fulfilled within
five working
days
Maintain current
arrangements
All contracts
included the
requirement that a
contractor must
meet all
requirements as
outlined in the DDA
100% of all
people
requesting
information in
accessible
formats (other
than electronic)
will be advised
of the expected
delivery date of
their preferred
format within
five working
days of the
request
All tender
documents
contained specific
clauses on
complaint-handling
procedures
Maintain current
arrangements


accessible
electronic
formats
accessible
formats
other than
electronic
Average time
taken to provide
accessible
material in:
Complaints/
grievance
mechanisms,
including access
to external
mechanisms, in
place to address
concerns raised
about provider's
performance

electronic
formats

formats
other than
electronic

formats
other than
electronic
Established
complaints/
grievance
mechanisms,
including
access to
external
mechanisms, in
operation
Ensure
compliance with
Financial
Management and
Accountability Act
1997
Respond to and
deliver on
requests for
information in
accessible formats
in the shortest
possible time
Maintain current
arrangements
CRS Australia's
service charter
is available
online at the
CRS Australia
website www.
crsaustralia.
gov.au
Table 30—CRS Australia—provider role
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 2010-11
Actions for 201011
Providers
have
established
mechanisms
Evidence of
quality
improvement
and
External auditors
reviewed actions
undertaken to
address the two
Maintain quality
assurance program
to ensure continuous
Continue
implementing the
program cycle
and use of quality
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 2010-11
Actions for 201011
for quality
improvement
and
assurance
assurance
systems in
operation
minor
nonconformities
identified in 200809 to ensure
certification under
the Disability
Services
Standards (DSS) is
maintained
improvement of
service provision
data to ensure the
highest standard
of service was
provided to:
Obtain feedback from
clients and customers
regarding service

provision and
translate this into
service improvement
An annual review
audit to ensure
compliance against
the DSS was
conducted with
certification
recommended with
no nonconformities
recommended
CRS Australia
continued to
implement the
Quest for Quality
Program cycle,
and used the
results to improve
processes to
ensure clients
receive the highest
standard of service
the DEEWRfunded job
seekers with
disabilities

clients
assessed
under the
Business
Services Wage
Assessment
Tool program

job seekers
who are
referred for a
Job Capacity
Assessment

clients who are
referred for a
Workplace
Rehabilitation
Program
funded by a
Workers
Compensation
insurer
Continue
evaluating quality
in service delivery
through quality
assurance and
improvement
reviews and
analysis of client
and customer
feedback
Undergo an
annual review
audit to ensure
compliance
against the DSS
Providers
have an
established
Established
service
charter that
Through external
audit CRS
Australia obtained
CRS Australia staff
observe the
standards set out in
CRS Australia will
obtain feedback
from clients on
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 2010-11
Actions for 201011
service
charter that
specifies the
roles of the
provider and
consumer
and service
standards
which
address
accessibility
for people
with
disabilities
adequately
reflects the
needs of
people with
disabilities in
operation
feedback from
clients on their
satisfaction with
the information
given to them
when they
commenced
services. No
updates to
resources were
required
the DEEWR Disability
Employment Services
(DES) Service
Guarantee and
Employment Services
Code of Practice in
the delivery of DES
their satisfaction
with services
provided to them
Complaints/
grievance
mechanisms,
including
access to
external
mechanisms,
in place to
address
concerns
raised about
performance
Established
complaints/
grievance
mechanisms,
including
access to
external
mechanisms,
in operation
An external audit
of CRS Australia's
complaints
mechanism was
conducted.
Recommendations
will be
implemented in
2010-11
CRS Australia
maintains a
comprehensive
complaints/grievance
mechanism which
permits access to
internal and external
mechanisms such as
the Administrative
Appeals Tribunal, the
Commonwealth
Ombudsman and the
Complaints
Feedback is
actively sought
from clients and
purchasers
Interpreter
services to
continue to be
made available to
CRS Australia's
job seekers who
service charter
require assistance
continues to be
to understand the
available online at the DES Service
Interpreter services CRS Australia
Guarantee and
were available to
website
Employment and
clients who
www.crsaustralia.
Related Services
required
gov.au, which is
Code of Practice
assistance to
WC3 compliant for
and the CRS
understand the
Australia Service
accessibility
VRS Service
Charter
Clients are aware of
Guarantee and
the service charter
Appropriate
Employment and
assistance to be
and
its
content
Related Services
arranged if job
Code of Practice
seekers have
and the CRS
difficulties in
Australia Service
understanding the
Commitment
service charter
Information in
Office relocations
other languages is
to consider
available on CRS
access for clients
Australia's website
with particular
reference to
public transport,
accessibility,
disability access
and facilities
Six-monthly
complaints reports
were provided to
the Executive
Data collected
from audit and
complaints
(including trends)
to be analysed
and integrated
into the business
planning process
Performance
indicator
Performance
measure
Performance
2009-10
Goals for 2010-11
Actions for 201011
Concerns raised
by clients in client
feedback
questionnaires
continued to be
monitored at the
local level and
integrated in the
business planning
process to improve
service delivery
Resolution and
Referral Service
to improve service
delivery
Ongoing review and
enhancement of CRS
Australia's complaints
mechanism
Include
complaints and
appeal process in
relevant induction
and learning
packages
Ensure clients and
staff are aware of the
complaints process
Ensure all DEEWRfunded job seekers
receive a copy of the
DEEWR DES Code
of practice and the
DES programs—your
service guarantee at
the commencement
of a program
Six-monthly
complaints reports
to be provided to
the Executive
Concerns raised
by clients in client
feedback
questionnaires will
be monitored at
the local level
Ongoing review
and enhancement
of CRS Australia's
complaints
mechanism and
resources
Appendix F—Australian National Audit Office activity
ANAO LIAISON
The Portfolio Audit and Assurance Division works closely with the Australian National Audit Office
(ANAO) to develop and coordinate the department's contributions to ANAO audit activities. It also
monitors the implementation of recommendations from the ANAO audit reports.
The department has a collaborative and productive relationship with the ANAO and welcomes its
audit and assurance activities. It considers the ANAO Better Practice Guides to be useful
resources to help improve business practices.
Tabled ANAO audit reports can be found on the ANAO website at www.anao.gov.au. The full
report is published, including the recommendations.
Relevant Australian National Audit Office audits tabled 2009-10
Report 17 of 2009-10, tabled 17 December 2009—Audits of the financial statements of Australian
Government entities for the period ended 30 June 2009.
The preparation of audited financial statements in compliance with the Finance Minister's Orders is
a key element of the financial management and accountability regime applicable to Australian
Government entities.
The ANAO audit found no significant or moderate issues for the department.
Report 19, tabled 18 December 2009—Child Support Scheme Reforms (CSSR) and improving
compliance
The audit assessed how effectively the department, FaHCSIA and Centrelink managed the
implementation of stage one of the CSSR and the improving compliance program.
The audit report had six recommendations. The department agreed to all of them.
Report 39, tabled 24 May 2010—Medicare Australia's Administration of the Pharmaceutical
Benefits Scheme
The audit examined the effectiveness of Medicare Australia's administration of the Pharmaceutical
Benefits Scheme (PBS). The ANAO considered:

Medicare Australia's relationship with the PBS policy agency, the Department of Health and
Ageing, and the service delivery policy agency, the Department of Human Services

the management arrangements and processes underpinning Medicare Australia's delivery of
the PBS—including the means by which Medicare Australia gains assurance over the integrity
of the PBS

how Medicare Australia undertakes its three main responsibilities relating to the delivery of the
PBS, namely—approving pharmacies, approving authority prescriptions, and processing PBS
claims.
The audit resulted in five recommendations. The department agreed with the recommendations;
however, none directly affected the department.
Report 46, tabled 22 June 2010—Child Support Scheme Reforms: Building a Better Child Support
Agency (BBCSA).
The audit assessed CSA's effectiveness in managing the implementation of the BBCSA program.
The audit report had six recommendations. The department agreed to all of them.
Recommendations from the two audits on the Child Support Scheme reforms (including Report
19) are being addressed together with the findings of an independent review conducted by David
Richmond AO into the appropriateness, design and implementation of current decision-making
processes and quality assurance arrangements for CSP. See also Delivering Quality Outcomes
Review on page 52.
Report 50, tabled 24 June 2010—Interim phase of the audit of financial statements of major
general government sector agencies.
This report presents the results of the interim phase of the 2009-10 financial statement audits of all
portfolio departments and other major general government sector (GGS) agencies that collectively
represent 95 per cent of the GGS revenues and expenses.
The report concluded that controls were operating satisfactorily to provide reasonable assurance
that the department can prepare financial statements free of material misstatement.
Continuing ANAO audits
CRS Australia
In June 2010 the ANAO commenced a performance audit on the CRS Australia business
operation, its governance and responsiveness to client feedback. The audit will be finalised in
2010-11.
Other than the routine financial statements audits, no audits involving CRS Australia were tabled
by the ANAO.
CRS Australia continued to monitor whole-of- government ANAO audit reports to ensure that
compliance and best practice were maintained within the organisation.
Appendix G—Commonwealth fraud control guidelines
certification
Australian Government
Department of Human Services
Finn Pratt
Secretary
Annual Report 2009 -10 - Fraud Control Certification
In accordance with Guideline 2.8 of the Commonwealth Fraud Control Guidelines 2002 (‘the
Guidelines'), issued by the Minister for Justice and Customs pursuant to Regulation I6A of the
Financial Management and Accountability Regulations 1997.1 Finn Pratt, Secretary of the
Department of Human Services, hereby certify to the Minister for Human Services that I am
satisfied that:

fraud risk assessments and fraud control plans have been prepared and comply with the
Commonwealth Fraud Control guidelines:

appropriate fraud prevention, detection, investigation and reporting procedures and processes
are in place; and

annual fraud data has been collected and reported that complies with the Commonwealth
Fraud Control Guidelines.
Finn Pratt
1 July 2010
Appendix H—Staffing statistics
DEPARTMENT OF HUMAN SERVICES
At 30 June 2010, 4584 staffs were employed by Department of Human Services under the Public
Service Act 1999. This was an increase of 73 staff or 1.62 per cent since 30 June 2009.
Part-time work participation increased to 17.47 per cent of the workforce. Women comprised 72.47
per cent of all staff. All staff figures are based on headcount at 30 June 2010.
The following tables record staff against the positions they normally occupy, noting that some may
be working temporarily in other positions.
Table 31—Department of Human Services—staff by classification and location
Classification
ACT
NSW
Qld
SA/NT
Tas
Vic
WA
Total
Secretary
1
0
0
0
0
0
0
1
SES Band 3
3
0
0
0
0
0
0
3
SES Band 2
12
0
0
0
0
0
0
12
Classification
ACT
NSW
Qld
SA/NT
Tas
Vic
WA
Total
27
1
2
3
0
2
1
36
EL 21
123
14
15
6
2
19
2
181
EL 12
215
60
64
22
13
50
15
439
APS 6
146
169
167
52
26
144
44
748
APS 5
84
152
106
46
23
118
36
565
APS 4
75
469
295
147
109
349
109
1553
APS 3
59
306
217
112
46
222
22
984
APS 2
1
14
20
6
1
11
4
57
APS 1
0
1
0
1
0
2
1
5
746
1186
886
395
220
917
234
4584
SES Band 1
Total
1 Executive level 2.
2 Executive level 1.
Table 32—Department of Human Services—ongoing and non-ongoing staff by classification
Classification
O
N
Total
Secretary
1
0
1
SES Band 3
3
0
3
SES Band 2
12
0
12
SES Band 1
35
1
36
EL 2
176
5
181
EL 1
424
15
439
APS 6
734
14
748
APS 5
555
10
565
APS 4
1542
11
1553
APS 3
964
20
984
Classification
O
N
Total
APS 2
56
1
57
APS 1
5
0
5
4507
77
4584
Total
O = Ongoing; N = Non-ongoing
Table 33—Department of Human Services—full-time and part-time staff by classification
Classification
FT
PT
Total
Secretary
1
0
1
SES Band 3
3
0
3
SES Band 2
11
1
12
SES Band 1
35
1
36
EL 2
176
5
181
EL 1
391
48
439
APS 6
663
85
748
APS 5
474
91
565
APS 4
1148
405
1553
APS 3
835
149
984
APS 2
43
14
57
APS 1
3
2
5
3783
801
4584
Total
FT = full-time; PT = part-time
Table 34—Department of Human Services—staff by gender and location
State/Territory
Female
Male
Total
Australian Capital Territory
454
292
746
New South Wales
944
242
1186
State/Territory
Female
Male
Total
Queensland
635
251
886
South Australia/Northern Territory
291
104
395
Tasmania
141
79
220
Victoria
689
228
917
Western Australia
168
66
234
3322
1262
4584
Total
Table 35—Department of Human Services—equity and diversity groups
Indigenous
Disability
NESB
Location
O
N
O
N
O
N
Australian Capital Territory
6
0
14
1
56
3
New South Wales
29
0
12
0
62
1
Queensland
19
0
19
0
28
0
South Australia/Northern Territory
5
0
8
0
15
0
Tasmania
5
0
5
0
4
0
Victoria
9
0
15
0
59
0
Western Australia
2
0
2
0
10
0
75
0
75
1
234
4
Total
O = Ongoing; N = Non-ongoing
NESB = Non-English Speaking Background
CRS AUSTRALIA
At 30 June 2010, 2053 staff (including staff on long-term leave) were employed by CRS Australia
under the Public Service Act 1999. This is a decrease of 79 staff since 30 June 2009.
The workforce consisted of 1682 (82 per cent) ongoing and 1209 (59 per cent) full-time. Women
comprised 83.58 per cent of all staff. The following tables contain summary information on the
staffing of CRS Australia, a division of the department.
Table 36—CRS Australia—ongoing staff employed, by gender and employment status, at 30 June
2010
Female
Male
PT
FT
PT
FT
Total1
Senior Executive Service Band 2
0
1
0
0
1
Senior Executive Service Band 1
0
0
0
2
2
Executive Level 2A
0
0
0
1
1
Executive Level 2B
1
5
1
4
11
Executive Level 1
11
54
0
36
101
Senior Rehabilitation Consultant
46
79
0
16
141
Rehabilitation Consultant Level 2
399
285
19
81
784
Rehabilitation Consultant Level 1
13
38
3
11
65
Australian Public Service Level 6
11
26
2
18
57
Australian Public Service Level 5
24
48
8
26
106
Australian Public Service Level 4
21
76
3
27
127
Australian Public Service Level 3
37
74
0
5
116
Australian Public Service Level 2
84
76
1
5
166
Australian Public Service Level 1
2
0
1
1
4
649
762
38
233
1682
Total
FT = full-time; PT = part-time
1. Totals include 41 per cent part-time.
Table 37—CRS Australia—ongoing staff employed, by location and employment status, at 30
June 2010
NSW
Vic
Qld
WA
SA
Tas
ACT
NT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
SES 2
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
SES 1
0
0
0
0
0
0
0
0
0
0
0
0
0
2
0
0
NSW
Vic
Qld
WA
SA
Tas
ACT
NT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
PT
FT
EL 2A
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
EL 2B
1
2
1
2
0
3
0
1
0
1
0
0
0
0
0
0
EL 1
3
26
1
16
1
24
2
4
3
7
0
3
1
8
0
2
SRC
19
32
13
21
4
16
5
7
4
11
0
5
1
2
0
1
RC 2
157
122
110
76
61
77
30
27
44
38
10
14
3
6
3
6
RC 1
2
19
4
10
2
2
2
3
5
10
0
3
0
1
1
1
APS 6
0
5
2
6
3
21
1
3
2
2
0
0
5
7
0
0
APS 5
16
24
7
21
3
10
2
5
1
4
2
2
1
7
0
1
APS 4
7
27
3
20
6
28
1
7
3
9
1
4
3
7
0
1
APS 3
17
24
12
8
2
23
0
3
5
12
0
1
1
7
0
1
APS 2
39
32
18
18
9
15
8
10
7
3
4
3
0
0
0
0
APS 1
0
0
1
0
0
0
1
0
1
1
0
0
0
0
0
0
261
313
172
198
91
219
52
70
75
98
17
35
15
49
4
13
Total
APS = Australian Public Service; EL = Executive Level; FT = full-time; PT = part-time; RC = Rehabilitation Consultant;
SRC = Senior Rehabilitation Consultant; SES = Senior Executive Service
Table 38—CRS Australia—non-ongoing staff employed, by gender and employment status, at 30
June 2010
Female
Male
PT
FT
PT
FT
Total1
Executive Level 2B
0
0
1
0
1
Executive Level 1
0
0
1
2
3
Senior Rehabilitation Consultant
1
0
0
0
1
Rehabilitation Consultant Level 2
37
28
4
12
81
Rehabilitation Consultant Level 1
18
38
4
9
69
Female
Male
PT
FT
PT
FT
Total1
Australian Public Service Level 6
2
0
1
2
5
Australian Public Service Level 5
7
8
1
7
23
Australian Public Service Level 4
18
29
2
7
56
Australian Public Service Level 3
6
20
3
5
34
Australian Public Service Level 2
34
40
2
1
77
Australian Public Service Level 1
14
5
1
1
21
137
168
20
46
371
Total
FT = full-time; PT = part-time
1. Totals include 42 per cent part-time and irregular/intermittent staff.
Table 39—CRS Australia—non-ongoing staff employed, by location and employment status, at 30
June 2010
NSW
Vic
PT FT
Qld
PT FT
WA
PT
FT
SA
PT FT
Tas
ACT
NT
PT
FT
PT
FT
PT
FT
PT FT
EL2B
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
EL 1
0
0
0
1
1
1
0
0
0
0
0
0
0
0
0
0
SRC
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
RC 2
16
14
9
7
7
13
8
2
1
0
0
1
0
0
0
3
RC 1
5
17
9
10
2
11
3
4
2
1
1
1
0
2
0
1
APS 6
1
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
APS 5
1
3
3
5
1
1
2
3
0
1
0
1
1
2
0
0
APS 4
8
7
3
4
5
17
2
3
2
0
0
2
0
3
0
0
APS 3
3
2
3
3
0
16
1
0
2
2
0
0
0
1
0
1
APS 2
15
13
8
11
4
7
2
5
4
4
1
1
2
0
0
0
APS 1
8
1
0
2
3
3
0
0
2
0
1
0
1
0
0
0
NSW
Total
Vic
Qld
WA
SA
Tas
ACT
NT
PT FT
PT FT
PT
FT
PT FT
PT
FT
PT
FT
PT
FT
57
37
24
70
18
13
8
3
6
5
7
57
44
17
PT FT
0
5
APS = Australian Public Service; EL = Executive Level; FT = full-time; PT = part-time; RC = Rehabilitation Consultant;
SRC = Senior Rehabilitation Consultant
Table 40—CRS Australia—equity and diversity groups at 30 June 2010
Total
Female
Male
Indigenous
Disability
NESB
O
N
O
N
O
N
O
N
O
N
O
N
NSW
573
114
499
95
75
19
4
1
19
2
101
25
Vic.
371
81
309
65
61
16
0
0
11
5
63
14
Qld
311
94
254
76
56
18
6
3
7
6
23
7
WA
122
35
99
33
23
2
1
0
9
0
22
4
SA
173
21
140
17
33
4
2
0
10
2
31
4
Tas.
52
9
43
5
9
4
0
0
3
2
3
0
ACT
63
12
51
10
13
2
0
0
2
1
10
1
NT
17
5
16
4
1
1
0
1
1
0
2
0
1682
371
1411
305
271
66
13
5
62
18
255
55
Total
O = Ongoing; N = Non-ongoing;
NESB = Non-English Speaking Background
Appendix I—Employee remuneration overview
NON-SENIOR EXECUTIVE SERVICE REMUNERATION
ARRANGEMENTS
As at 30 June 2010, 4500 non-Senior Executive Service employees were covered by the
Department of Human Services—Child Support Agency Collective Agreement 2008-11 and 40
were on Australian Workplace Agreements.
DEPARTMENT OF HUMAN SERVICES
Staff pay ranges
Table 41 shows the range of job classifications and salary pay range for staff covered by the
collective agreement and Australian workplace agreements.
Table 41—Department of Human Services salary ranges for staff covered by the Certified
Agreement and Australian Workplace Agreements
Classification
Salary range ($)
EL 21
96 802-125 654
EL 11
85 742-105 254
APS Level 6
68 549-76 831
APS Level 5
61 925-67 209
APS Level 4
55 522-60 954
APS Level 3
49 815-55 521
APS Level 2
44 938-48 500
APS Level 1
39 944-42 893
1. Salary ranges include professional officers in equivalent groups.
Table is based on annualised full-time pay rates.
Table 42—Department of Human Services common law contract salary ranges at 30 June 2010
Classification
Salary range ($)
SES Band 31
-
SES Band 2
160 000-180 000
SES Band 12
129 480-160 000
1.SES Band 3 salaries have not been included, as this would enable identification of individual packages because of
the small number of staff at that level.
2.Salary ranges include professional officers in equivalent groups.
Notes: All SES employees are entitled to the use of private-plated vehicles or cash-out arrangements.
Table is based on annualised full-time pay rates.
Table 43— Department of Human Services—performance pay
Employees
paid
Amount paid
($)
Average
($)
Range ($)
Senior Executives (incl.
CEO)
41
497 989
11 857
2746-34
070
Executive Level 2
53
217 048
4095
795-13 273
Employee groups
Employees
paid
Amount paid
($)
Average
($)
Range ($)
Executive Level 1
76
243 364
3202
174-9561
APS 6 and below
16
33 261
2079
560-4462
187
991 662
5303
174-34 070
Employee groups
Total
CRS AUSTRALIA
Non-Senior Executive Service remuneration arrangements
Table 44 shows the number of staff covered by the CRS Australia Collective Agreement 2008-11,
Australian Workplace Agreements, and other arrangements.
Table 44—CRS Australia—employment arrangements at 30 June 2010
Senior executive service
Non-senior executive service
Australian workplace agreement
0
4
Collective agreement
0
2002
Common law contract
3
22
Section 24(1)1
0
422
1. Determination under section 24(1) of the Public Service Act 1999.
2. Employees contained within these numbers have employment conditions underpinned by the Collective Agreement.
Collective agreement 2008-2011—staff pay ranges
Tables 45 to 48 show the range of job classifications and salary pay range for staff covered by the
various agreements.
Table 45—CRS Australia—Collective Agreement salary ranges at 30 June 2010
Minimum ($)
Maximum ($)
Executive Level 2A
113 796
113 796
Executive Level 2B
95 320
110 048
Executive Level 1
82 474
91 035
Senior Rehabilitation Consultant
82 450
82 450
Rehabilitation Consultant Level 2
65 106
78 499
Rehabilitation Consultant Level 1
48 158
64 531
Minimum ($)
Maximum ($)
Australian Public Service 6
65 106
75 480
Australian Public Service 5
59 736
64 531
Australian Public Service 4
53 665
59 346
Australian Public Service 3
48 158
52 865
Australian Public Service 2
42 227
47 680
Australian Public Service 1
37 425
41 918
Table 46—CRS Australia—Australian Workplace Agreement salary ranges at 30 June 2010
Minimum ($)
Maximum ($)
Executive Level 1
82 474
87 322
Rehabilitation Consultant Level 2
65 106
77 532
Australian Public Service Level 6
65 106
81 651
Table 47—CRS Australia—section 24(1) determination salary ranges at 30 June 2010
Minimum ($)
Maximum ($)
Executive Level 2A
113 796
113 796
Executive Level 2B
95 320
110 048
Executive Level 1
82 474
98 500
Australian Public Service 6
65 106
75 480
Australian Public Service 5
59 736
64 531
Australian Public Service 4
53 665
59 346
Table 48—CRS Australia—common law contract salary ranges at 30 June 2010
Minimum ($)
Maximum ($)
-
-
Executive Level 2B
95 320
110 048
Executive Level 1
82 474
91 035
SES Band 1 and Band 21
1. SES Band 1 and 2 salaries have not been included, as this would enable identification of individual packages
because of the small number of staff at that level (three SES staff).
Appendix J—Consultancy contracts
Under the Financial Management and Accountability Act 1997 Australian Government
departments and agencies must describe their policies for the selection and engagement of
consultants and must publish details of all contracts let during the reporting year to the value of
$10 000 or more in their annual reports.
Annual reports contain information about actual expenditure on contracts for consultancies.
Information on the value of contracts and consultancies is available on the AusTender website at
www.tenders.gov.au.
PRINCIPLES
The Department of Human Services, including the Child Support Program and CRS Australia,
follow the Commonwealth Procurement Guidelines and adhere to the principle of achieving value
for money by:

encouraging competition by ensuring non-discrimination in procurement and pursuing
competitive procurement processes

promoting the efficient, effective and ethical use of resources

making decisions in an accountable and transparent manner.
The use of consultants also reflects the department-wide principles of:

alignment with government strategic direction

innovation

consultation with Human Services agencies to capitalise on purchasing

access by the department and the Human Services agencies to each other's contracts, where
appropriate.
SELECTION PROCESS
The Commonwealth Procurement Guidelines (December 2008) allow consultancies to be
procured through four types of selection process:

Open tender—a procurement procedure in which a request for tender is published inviting all
businesses that satisfy the conditions for participation to submit tenders. Public tenders are
generally sought from the Australian Government AusTender internet site.

Select tender—a procurement procedure in which the procuring agency selects which
potential suppliers are invited to submit tenders. This procurement process may only be used
under certain defined circumstances.

Direct sourcing—a form of restricted tendering, available only under certain defined
circumstances, with a single potential supplier or suppliers being invited to bid because of their
unique expertise and/or their special ability to supply the goods and/or services sought.

Panel—an arrangement under which a number of suppliers, usually selected through an open
tender process, may each supply property or services to an agency as specified in the panel
arrangements. Quotes are sought from suppliers that have pre-qualified on the agency panels
to supply to the government. This category includes standing offers and supplier panels where
the supply of goods and services may be provided for a predetermined length of time, usually
at a prearranged price.
Table 49 on page 219 notes the selection process the department (excluding CRS Australia) used
for each contract in 2009-10. Table 50 notes the selection process that CRS Australia used for
each contract.
Justification for decisions to use consultancy:

A—skills currently unavailable within agency

B—need for specialised or professional skills

C—need for independent research or assessment.
Table 49—Department of Human Services (excluding CRS Australia)—consultancy services to
the value of $10 000 or more let during 2009-10
Reference
number
Consultant
Name
Description
Contract Selection Justification
Price ($) Process
(incl GST)
06DHS195/A- Accenture
03
Australia
Organisational
integration and
workforce Planning and
Change Management
170 780
Panel
B
David
Richmond
Consulting
Pty Ltd
Review of the Decision
Making and Quality
Assurance
160 000
Direct
C
06DHS234/A- Ernst &
05
Young
Development of the
Debt Improvement
Strategy for the Child
Support Program
437 000
Panel
B
06DHS234/A- Ernst &
04
Young
Develop Quality
Assurance Framework
132 000
Panel
B
08CSA15101
Greythorn
Pty Ltd
Review of the existing
Child Support Agency
Project Management
Framework
24 000
Panel
B
10DHS34717
KPMG
Provide high level
project assurance for
the Service Delivery
Reform Program
299 200
Panel
B
10DHS183
MyriaD
Consultants
Pty Ltd
Family violence Project
Evaluation and
Research
79 130
Direct
B
Price
Development of a
Waterhouse financial management
and resource allocation
Coopers
46 200
10DHS015
06DHS21413
Sourcing
Sourcing
Panel
B
Reference
number
Consultant
Name
Description
Contract Selection Justification
Price ($) Process
(incl GST)
framework for the Child
Support Program
06DHS21412
Price
Benefits framework for
Waterhouse Reducing Paper
Initiative and Outcome
Coopers
and Performance
measures framework
270 000
Panel
B
07CSA29604
SMS
Consulting
Group Ltd
$36 300
Panel
B
1 093 400
Panel
C
366 350
Panel
C
3 804 618
Panel
B
Establishment of
program management
function
06DHS244/A- The Boston
Consulting
01
Group Pty
Ltd
Business plan for
Service Delivery
Reform
06DHS244/A- The Boston
Consulting
02
Group Pty
Ltd
Strategic advice on
Service Delivery
Reform
06DHS244/A- The Boston
Consulting
03/B
Group Pty
Ltd
Business Framework
for Service Delivery
Reform Program
06DHS217/A- The Nous
Group Pty
08
Ltd
Services to Assist with
Organisational Cultural
Change
107 290
Panel
B
10DHS16201/A
Development of a
Portfolio Strategy for
Co-design
307 814
Panel
B
Thinkplace
08DHS182/A- Yellow
Edge Pty
08
Ltd
Develop staff
71 300
engagement philosophy
and structured change
management approach
Panel
B
08DHS18207
Change management
advice on technical
communications
functions
Panel
B
Total
Yellow
Edge Pty
Ltd
44 000
7 449 382
Table 50—CRS Australia—consultancy services to the value of $10 000 or more let during 200910
Reference
Number
Consultant
name
CN1721
WO/2010/03
LKA Group P/L Provision of staff
grievance and code
of conduct
investigative services
for CRS Australia
30 000
Panel
B
CN1721
WO/2010/02
LKA Group P/L Provision of staff
grievance and code
of conduct
investigative services
for CRS Australia
20 000
Panel
B
CN1677
NCS
International
Certification services
to assess CRS
Australia against the
Disability Services
Standards
333 600
Select
tender
C
CN1315
WO2366901
Quality
Management
Solutions P/L
Provision of staff
grievance and code
of conduct
investigative services
for CRS Australia
44 103
Panel
B
CN1315
WO2358822
Quality
Management
Solutions P/L
Provision of staff
grievance and code
of conduct
investigative services
for CRS Australia
34 340
Panel
B
CN1303
WO2443025
IFocus P/L
Provision of advice
for search engine
optimisation and web
improvements for
CRS Australia
27 720
Select
tender
C
Total
Description
Contract
Price ($)
(incl GST)
489 763
Selection Justification
Process
Appendix K—Resource statements
Table 51—Agency resource statements 2009-10
Actual available
appropriation for
2009-10 $'000
Ordinary annual services1
Payments
made 200910
$'000
Balance
remaining
$'000
(a)
(b)
(a) - (b)
Prior year appropriation
209 393
38 753
170 640
Departmental appropriation
557 508
496 051
61 457
s31 relevant agency receipts
246 782
233 104
13 678
1 013 683
767 908
245 775
Outcome 1
8193
2499
Total
8193
2499
1 021 876
770 407
Total
Administered expenses1
Total ordinary annual services
A
Other services2
Departmental non-operating
Prior year appropriations
6340
Previous years' outputs
7779
7779
0
Total
14 119
7779
6340
Total other services
B
14 119
7779
1 035 995
778 186
Total available annual
appropriations and payments
6340
Special appropriations
Special appropriations limited by
criteria/ entitlement
Child Support (Registration and
Collection) Act 1988
Section 77 - unremitted deductions
66 669
Actual available
appropriation for
2009-10 $'000
Payments
made 200910
$'000
Section 78 - unexplained remittances
Balance
remaining
$'000
0
Total special appropriations
C
66 669
Special Accounts
Opening balance
55 789
Appropriation receipts3
68 297
Non-appropriation receipts to Special
Accounts
1 031 473
Payments made
Total Special Account
D
1 101 987
1 155 559
1 101 987
2 191 554
1 946 842
1628
66 669
2 189 926
1 880 173
Total resourcing and payments
A+B+C+D
Less appropriations drawn from
annual or special appropriations
above and credited to special
account
Total net resourcing and
payments for Department of
Human Services
1. Appropriation Bill (No.1) 2009-10 and Appropriation Bill (No.3) 2009-10
2. Appropriation Bill (No.2) 2009-10
3. Appropriation receipts from Department of Human Services annual and special appropriations for 2009-10 included
above
Table 52—Expenses and resources for Outcome 1
Outcome 1: Informed government
decisions on, and access to, social, health
and child support services for Australians
through policy development and advice,
and the coordination and delivery of
services.
Actual available
appropriation for
2009-10 *
Payments
made 200910
Balance
remaining
$'000
$'000
$'000
(a)
(b)
(a) - (b)
3966
3207
759
Ordinary annual services (Appropriation Bill
No. 1)
557 508
508 081
49 427
Revenues from independent sources
(Section 31)
202 811
233 104
-30 293
-4328
0
-4328
759 957
744 392
15 565
1438
1619
-181
71 933
66 669
5264
1 055 260
1 089 220
-33 960
96 506
69 191
27 315
1 225 137
1 226 699
-1562
5404
4826
578
71 933
66 669
5264
1 055 260
1 089220
-33 960
Program 1.1: Human Services
Administered expenses Ordinary Annual
Services (Appropriation Bill No. 1)
Departmental expenses
Expenses not requiring appropriation in the
Budget year
Total for Program 1.1
Program 1.2: Child Support
Administered expenses
Ordinary annual services (Appropriation Bill
No. 1)
Special appropriations
Special Accounts
Expenses not requiring appropriation in the
budget year
Total for Program 1.2
Outcome 1 Totals by appropriation type
Administered Expenses
Ordinary annual services (Appropriation Bill
No. 1)
Special appropriations
Special Accounts
Expenses not requiring appropriation in the
budget year
96 506
69 191
27 315
Ordinary annual services (Appropriation Bill
No. 1)
557 508
508 081
49 427
Revenues from independent sources
(Section 31)
202 811
233 104
-30 293
-4328
0
-4328
1 985 094
1 971 091
14 003
2008-09
2009-10
5332
5724
Departmental expenses
Expenses not requiring appropriation in the
Budget year
Total expenses for Outcome 1
Average Staffing Level (number)
* As published in the Portfolio Budget Statements 2010-11 page19.
Appendix L—Corrections to errors in the 2008-09 annual
report
No errors were reported for the Department of Human Services and CRS Australia 2009-10
annual report.
Appendix M—Compliance index
Reference
in Annual
Report
Guidelines
Part of report
Page
number(s)
in report
Description
Requirement
A.4
Letter of transmittal
Mandatory
iii
A.5
Table of contents
Mandatory
vii
A.5
Index
Mandatory
A.5
Glossary
Mandatory
232
A.5
Contact officer(s)
Mandatory
ii
A.5
Internet home page address
and Internet address for
report
Mandatory
ii
Reference
in Annual
Report
Guidelines
Part of report
Description
Requirement
9.1
Review by
Secretary
Review by departmental
secretary
Mandatory
2-4
9.2
Summary of significant
issues and developments
Suggested
2-4
9.2
Overview of department's
performance and financial
results
Suggested
4, 100-102
9.2
Outlook for following year
Suggested
4
9.3
Significant issues and
developments - portfolio
Portfolio
departments—
suggested
Overview description of
department
Mandatory
8-13
10.1
Role and functions
Mandatory
8-10
10.1
Organisational structure
Mandatory
12-13
10.1
Outcome and program
structure
Mandatory
11
10.2
Where outcome and program Mandatory
structures differ from PB
Statements/ PAES or other
portfolio statements
accompanying any other
additional appropriation bills
(other portfolio statements),
details of variation and
reasons for change
No change
10.3
Portfolio structure
Portfolio
departments—
mandatory
Review of performance
during the year in relation to
programs and contribution to
outcomes
Mandatory
16-63
Actual performance in
relation to deliverables and
Mandatory
16-63
10
11.1
11.1
Departmental
Overview
Report on
Performance
Page
number(s)
in report
2-4, 6-7,
24-27
5-6
Reference
in Annual
Report
Guidelines
Requirement
Page
number(s)
in report
Performance of purchaserprovider arrangements
If applicable—
suggested
63
11.1
Where performance targets
differ from the PBS/PAES,
details of both former and
new targets, and reasons for
the change
Mandatory
22-23
11.1
Narrative discussion and
analysis of performance
Mandatory
16-63
11.1
Trend information
Mandatory
16-63
11.1
Significant changes in nature Suggested
of principal functions/services
6-7, 24-27
11.1
Factors, events or trends
influencing departmental
performance
Suggested
16-63
11.1
Contribution of risk
management in achieving
objectives
Suggested
74-75, 80
11.1
Social justice and equity
impacts
Suggested
86, 93
11.2
Performance against service
charter customer service
standards, complaints data,
and the department's
response to complaints
If applicable—
mandatory
11.3
Discussion and analysis of
the department's financial
performance
Mandatory
100-102
11.3
Discussion of any significant
changes from the prior year
or from budget.
Suggested
2-4, 6-7,
24-27, 100
Part of report
Description
KPIs set out in PB
Statements/PAES or other
portfolio statements
16-17, 2433, 41-53,
60-63
Reference
in Annual
Report
Guidelines
Description
Requirement
11.4
Agency resource statement
and summary resource
tables by outcomes
Mandatory
11.5
Developments since the end If applicable—
of the financial year that have mandatory
affected or may significantly
affect the department's
operations or financial results
in future
12.1
Part of report
Page
number(s)
in report
221-223
100-102
Management
Accountability
66-97
Corporate
Governance
66-71
12.1
Statement of the main
corporate governance
practices in place
Mandatory
66, 69
12.1
Names of the senior
executive and their
responsibilities
Suggested
6, 12-13
12.1
Senior management
committees and their roles
Suggested
66-70
12.1
Corporate and operational
planning and associated
performance reporting and
review
Suggested
8-9
12.1
Approach adopted to
identifying areas of
significant financial or
operational risk
Suggested
30, 41, 60,
69, 70, 7475, 80, 88
12.1
Agency heads are required
to certify that their agency
comply with the
Commonwealth Fraud
Control Guidelines.
Mandatory
206
12.1
Policy and practices on the
establishment and
Suggested
77, 81
Reference
in Annual
Report
Guidelines
Part of report
Description
Requirement
Page
number(s)
in report
maintenance of appropriate
ethical standards
How nature and amount of
remuneration for SES
officers is determined
Suggested
85, 90-91,
215
Significant developments in
external scrutiny
Mandatory
71-74, 7879
12.2
Judicial decisions and
decisions of administrative
tribunals
Mandatory
71-73, 7879
12.2
Reports by the AuditorGeneral, a Parliamentary
Committee or the
Commonwealth Ombudsman
Mandatory
71-72, 7879, 215
Assessment of effectiveness
in managing and developing
human resources to achieve
departmental objectives
Mandatory
84-93
12.3
Workforce planning, staff
turnover and retention
Suggested
86-87, 9192
12.3
Impact and features of
enterprise or collective
agreements, determinations,
common law contracts and
AWAs
Suggested
84-85, 9091
12.3
Training and development
undertaken and its impact
Suggested
87, 92-93
12.3
Occupational health and
safety performance
Suggested
87-88, 92,
178-180
12.3
Productivity gains
Suggested
85, 90-91
12.3
Statistics on staffing
Mandatory
84, 90, 207214
12.3
Enterprise or collective
agreements, determinations,
Mandatory
84-85, 9091, 215-217
12.1
12.2
12.3
External Scrutiny
Management of
Human
Resources
Reference
in Annual
Report
Guidelines
Part of report
Description
Requirement
Page
number(s)
in report
common law contracts and
AWAs
12.3
Performance pay
Mandatory
85, 91
12.4
Assets
management
Assessment of effectiveness
of assets management
If applicable—
mandatory
93-95, 9697, 102
12.5
Purchasing
Assessment of purchasing
against core policies and
principles
Mandatory
93-94, 96
12.6
Consultants
A summary statement of new
consultancy services
contracts let during the year
and their total actual
expenditure; ongoing
consultancy contracts and
their total actual expenditure
Mandatory
94, 96, 218220
12.7
Australian
National Audit
Office Access
Clauses
Absence of provisions in
contracts allowing access by
the Auditor- General
Mandatory
95
12.8
Exempt contracts Contracts exempt from the
AusTender
Mandatory
Nil
12.9
Commonwealth
Disability
Strategy
Report on performance in
implementing the
Commonwealth Disability
Strategy
Mandatory
194-205
13
Financial
statements
Financial statements
Mandatory
103-174
Occupational health and
safety (section 74 of the
Occupational Health and
Safety Act 1991)
Mandatory
87-88,
Freedom of Information
(subsection 8(1) of the
Freedom of Information Act
1982)
Mandatory
Other Information
14.1
14.1
92-93,
178-180
72-72, 79,
181-183
Reference
in Annual
Report
Guidelines
Page
number(s)
in report
Description
Requirement
14.1
Advertising and Market
Research (Section 311A of
the Commonwealth Electoral
Act 1918) and statement on
advertising campaigns
Mandatory
184-186
14.1
Ecologically sustainable
Mandatory
development and
environmental performance
(Section 516A of the
Environment Protection and
Biodiversity Conservation Act
1999)
74, 79, 186193
14.2
Part of report
Other
Grant programs
Mandatory
14.3
Correction of material errors
in previous annual report
If applicable—
mandatory
F
List of requirements
Mandatory
78, 82
224
225-228
References
Glossary
Administered items
Revenues, expenses, assets and liabilities that the government controls,
but which an agency or authority manages on the Commonwealth's
behalf.
Appropriation
An amount of public moneys parliament authorises for spending for a
particular purpose.
AusTender
The Australian Government's web-based procurement system, which
provides centralised access to all publicly available approaches to
market, multi-use lists, annual procurement plans and reported contracts.
Australian
workplace
agreement
An individual written agreement between an employer and an employee
about the terms and conditions of employment, made under the
Workplace Relations Act 1996.
Average staffing
level (ASL)
The average number of employees receiving salary or wages (or
compensation in lieu of salary or wages) over a financial year, with
adjustments for casual and part-time employees to show the full-time
equivalent.
Collective
agreement
A collective agreement relating to employment conditions made directly
between an employer and a group of employees.
Commonwealth
Procurement
Guidelines
The Commonwealth Procurement Guidelines establish the core
procurement policy framework and articulate the government's
expectations for all FMA Act agencies and their officials when performing
duties related to procurement.
NABERS
NABERS is a voluntary environmental rating system for office premises.
NABERS ratings for offices include NABERS Energy (previously
Australian Building Greenhouse Rating), NABERS Water, NABERS
Waste and NABERS Indoor Environment.
Non-ongoing staff
member
A person engaged as an Australian Public Service (APS) employee
under subsection 22(2)(b) or 22(2)(c) of the Public Service Act 1999.
Ongoing staff
member
A person engaged as an ongoing APS employee under subsection
22(2)(a) of the Public Service Act 1999.
Key performance
indicators
These are financial and non-financial measures used to help define and
evaluate an organisation's success. An indicator is usually selected on
the basis of relevance as a measure of some aspect of a specific project
or operation.
Outcome
An outcome is the intended result, consequence or impact of government
actions on the Australian community.
Policy departments
Australian Government policy departments are responsible for developing
and implementing policies and programs for the Australian community.
Centrelink and Medicare Australia deliver payments and services on
behalf of a number of Australian Government policy departments and
agencies.
Portfolio agencies
Different government agencies which are accountable to the same
minister.
Portfolio Budget
Statements
Budget-related paper detailing Budget initiatives and explanations of
appropriations specified by outcome and program by each agency within
a portfolio.
Programs
Australian Government programs deliver benefits, services or transfer
payments to individuals, industry/business or the community as a whole
and are the primary vehicles for government agencies to achieve the
intended results of their outcome statements.
Shortened forms
AAOs
Administrative Arrangements Orders
ABS
Australian Bureau of Statistics
AFCCRA
Australian Financial Counselling and Credit Reform Association
AGIMO
Australian Government Information Management Office
ANAO
Australian National Audit Office
APS
Australian Public Service
APSC
Australian Public Service Commission
ASIC
Australian Securities Investment Commission
ATO
Australian Taxation Office
AWA
Australian Workplace Agreement
CEO
Chief Executive Officer
CHAS
Customers Having a Say
COAG
Council of Australian Governments
CSA
Child Support Agency
CSDI
Commonwealth Spatial Data Integration
CSP
Child Support Program
DEEWR
Department of Education, Employment and Workplace Relations
DES
Disability Employment Services
DEWHA
Department of Environment, Water, Heritage and the Arts
DHS
Department of Human Services
EMS
Environmental Management System
EPBC Act Environment Protection and Biodiversity Conservation Act 1999
ESD
ecologically sustainable development
FaHCSIA
Department of Families, Housing, Community Services and Indigenous Affairs
FAO
Family Assistance Office
FAS
First Assistant Secretary
FMA Act
Financial Management and Accountability Act 1997
FOI Act
Freedom of Information Act 1982
FRAL
Family relationship advice line
FRCs
Family Relationship Centres
GA
Geosciences Australia
GIST
geo-demographic interactive simulation tool
GVG
Government Green vehicle Guide
HSMA
Health and Safety Management Arrangements
ICT
Information and Communication Technology
IDC
Interdepartmental Committee
IPS
Information Publication Scheme
JCAc
Job Capacity Assessments and Job Capacity Account services
MFDs
multifunction devices
MoU
Memorandum of Understanding
NGO
non-government organisation
NoE
Networks of Excellence
NPC
National Packaging Covenant
NRMT
National Referral Management Team
OH&S
Act
Occupational Health and Safety Act 1991
PAES
Portfolio Additional Estimates Statements
PBS
Portfolio Budget Statements
PMF
Program Management Framework
PPL
paid parental leave
RAP
Reconciliation Action Plan
SDR
service delivery reform
SEIFA
socio-economic indexes for areas. An ABS rating for locations based on a variety of
socio-economic factors
SES
Senior Executive Service
SRC Act
Safety, Rehabilitation and Compensation Act 1988
SSAT
Social Security Appeals Tribunal
TRIP
tax refund intercept payment
VRS
vocational rehabilitation services
Contacts
DEPARTMENT OF HUMAN SERVICES
Department of Human Services
For enquires about the policy of service delivery, or the coordination of services across the
Human Services portfolio.
Telephone:
(02) 6223 4400 (Switchboard)
Fax:
(02) 6223 4499
Email:
enquiries@humanservices.gov.au
Website:
www.humanservices.gov.au
Street address:
65 Canberra Avenue
Griffith ACT 2603
Postal address:
PO Box 3959
Manuka ACT 2603
ABN:
90 794 605 008
HUMAN SERVICES AGENCIES
Child Support Agency
Enquire over the phone or online, locate your nearest CSA office and provide feedback on the
CSA website or service you received.
Within Australia
131 272
(Local call charge excluding mobile and public
phones)
Within New Zealand
0800 440 953
(freecall)
From other countries*
+61 131 272 or
+61 3 6216
0864
(International call charges apply)
Teletypewriter (TTY)
1800 631 187
(For people with hearing and/or speech difficulties)
Call recording
Most calls to and from CSA are now monitored and recorded for quality assurance purposes, to
improve customer service and increase confidence in accountability.
CSA also uses call recording to review customer interactions when investigating and resolving
customer complaints or reviewing objections. If you choose not to have your conversation
recorded, visit us face-to- face, write to us, or use our secure online service at
www.csaonline.gov.au.
CRS Australia
To request information on CRS Australia's services', make a referral, or provide feedback, call
1800 277 277 to be connected to your nearest office or visit www.crsaustralia.gov.au.